In the world of business, successful partnerships between corporations and startups are essential for innovation and growth. However, these relationships can often be challenging due to differences in culture, priorities, and communication styles. In a recent episode, Ken Valledy, Director of Startup Ecosystems at Anthesis Group, discussed how corporates and entrepreneurs can bridge these gaps by learning to speak the same language. Ken’s unique career journey from a corporate executive at Anheuser-Busch InBev (AB InBev) to a champion of startup ecosystems offers valuable insights into the role of language in building ethical and sustainable business relationships.

The Shift from Corporate to Startup

Ken’s career began in the corporate world, where he spent over 15 years in various senior brand management roles at AB InBev, one of the world’s largest brewing companies. During this time, he worked on major brands such as Beck’s and Leffe and was responsible for digital strategy across Western Europe. While he was successful in his corporate career, Ken began to feel the pull of something different.

In 2013, while travelling on the Eurostar, he came across an article about the startup scene in London’s Shoreditch area. It was a moment of revelation. “It just got me. I realised I needed to meet some startups,” he recalls. However, finding startups wasn’t easy. As Ken humorously notes, “You don’t just turn up at Old Street roundabout in Shoreditch and the startups are there.” Yet, once he began meeting them, he quickly recognised a stark difference in energy.

“They’re a different breed. They’re very positive, vibrant, forward-thinking, optimistic, just full of energy,”

says Ken. It was this energy that reignited his passion for innovation.

The contrast between the corporate world, where processes are often slow and bureaucratic, and the fast-paced, agile nature of startups was striking. In the corporate environment, Ken had grown accustomed to working within rigid structures, but the startup world offered a refreshing change of pace. “Looking back at myself then, I was another corporate person going from one week to the other,” he admits.

This experience led him to try to introduce startups to the corporate world, but his efforts were met with resistance. The differences in culture, expectations, and timing between corporates and startups made it difficult to bridge the gap. “Through no one’s fault, it just didn’t work,” Ken reflects. Despite these challenges, he was determined to make a change, and in 2014, he took a bold step: he left his corporate job and started his own venture, focusing on connecting startups with corporates.

Bridging the Corporate-Startup Divide

One of the key themes in Ken’s work is the idea of “ethical empathy” – the notion that startups and corporates need to understand and respect each other’s different worlds. He likens his role to that of a matchmaker, bringing together two groups that often speak different languages and have differing expectations. “It’s almost like bringing two different people together, sometimes with two different languages,” he says.

For startups, this means learning to adapt their fast-paced, often informal communication style to the more structured, formal world of corporations. Startups typically operate in a high-energy, agile environment where decisions are made quickly, and the language is often filled with jargon that may not resonate with corporate leaders. Corporates, on the other hand, are process-driven and risk-averse, which can make them slow to adopt new ideas. Ken highlights the importance of startups being concise and clear in their communication when pitching to corporates. “If they stick to a safe presentation, they’ll get the gig,” he advises, but warns that overpitching can be a fatal mistake.

“The irony is that startups, who usually move quickly, often overtalk when in front of corporates,”

he notes.

Corporates, on the other hand, need to appreciate the urgency and passion that startups bring to the table. Ken emphasises the importance of mutual respect and understanding, urging corporates to be mindful of the fact that, for startups, these meetings could be make-or-break moments. “This isn’t just something that can get crossed off a spreadsheet. This is their business,” he reminds corporate clients.

Ken’s role as a facilitator between corporates and startups requires a deep understanding of both sides’ needs and pain points. He helps startups tailor their presentations to be more relevant to corporate audiences, ensuring that they focus on the key issues that matter to the client. “I make a judgement call about them meeting clients, trying to sell what I’m doing,” he explains. His goal is to ensure that the first meeting between a startup and a corporate is as productive as possible, as a successful initial interaction can lead to further meetings and, ultimately, a successful partnership.

The Power of Language in Building Trust

A significant aspect of Ken’s work is helping both startups and corporates communicate more effectively. The language barrier between these two groups often extends beyond mere vocabulary; it involves differences in tone, expectations, and priorities. Ken stresses the importance of making communication personal and relevant.

“It’s got to resonate with people,”

he says. Startups must focus on the specific pain points of the corporate they are pitching to, while corporates need to make their feedback clear and actionable.

Ken’s experience highlights the importance of trust in corporate-startup partnerships. For startups, trust is built by demonstrating a deep understanding of the corporate’s needs and providing clear, concise solutions. For corporates, trust comes from being open to new ideas and being willing to invest time and resources into understanding what the startup is offering. “If the first meeting goes well, it opens the door to many more,” Ken explains.

This idea of trust also extends to the way each side prepares for meetings. Startups must come to the table with a well-prepared pitch, but equally important is the follow-up. Ken points out that it’s not enough for a startup to impress in a single meeting. Success comes from building a relationship over time, through multiple interactions. “You’re not going to win that business on the first day,” he cautions. Instead, startups should aim to spark interest and curiosity, leading to further discussions and eventual collaboration.

Lessons from the Journey

Throughout the conversation, Ken shares several key lessons he has learned from his journey. One of the most important is the value of taking risks. Reflecting on his decision to leave the corporate world and start his own venture, he acknowledges that it was a leap into the unknown. “Looking back now, part of me thinks, God, I must have been mad,” he admits. However, he firmly believes that taking that risk was the best decision he ever made. “It was the best thing I’ve ever done.”

Ken’s advice to others considering a similar move is simple: trust your instincts and be prepared to work hard. “Put yourself in a corner,” he advises, meaning that entrepreneurs should commit fully to their venture and give themselves the time and space to succeed. “The key is time—give yourself the time to work it out,” he says. For Ken, success didn’t come overnight, but through perseverance and a willingness to learn from both successes and failures.

Conclusion: Aligning Language for Ethical Success

Ken’s insights into corporate-startup relationships underscore the importance of language in fostering ethical, sustainable partnerships. Whether it’s a startup learning to pitch to a corporate audience or a corporation embracing the agility of a startup, the key to success lies in effective communication. As Ken notes,

“It’s about building relationships.”

These relationships, built on a foundation of mutual respect and clear communication, are essential for unlocking innovation and growth in today’s business world.

By adopting ethical empathy and learning to speak the same language, startups and corporates can bridge the gap between their different worlds and create meaningful, lasting collaborations. Ken’s journey from boardroom to startup is a testament to the power of taking risks, embracing new challenges, and using language to build trust across the corporate-startup divide. As he puts it,

“Go out and meet some startups—you’ll be pleasantly surprised.”

In an era where collaboration is key to staying competitive, Ken’s approach offers a roadmap for businesses seeking to foster ethical, sustainable partnerships that benefit both sides. By learning to speak the same language, corporates and startups can work together to achieve their shared goals.

Master the Language of Startups with The Startup Lexicon

If you’re learning about entrepreneurship, thinking about starting a business, or getting involved in investing, the jargon and buzzwords can often feel overwhelming. That’s why Ken Valledy has written The Startup Lexicon—a comprehensive guide that decodes the sometimes confusing language of the startup world.

Now fully updated with over 50 new terms and fresh stories, this book breaks down the most frequently used words, from acronyms like LLMs to concepts like TAM/SAM/SOM. With contributions from academics, founders, and investors, it’s the perfect resource for anyone navigating the startup ecosystem—whether you’re in a boardroom or preparing for an important meeting.

Find The Startup Lexicon online or at your favourite bookseller, and unlock the language of innovation today!

Sustainability is no longer optional – it’s a necessity for businesses aiming to build resilience and future-proof their operations. In a recent episode of the Responsible Edge Podcast, host Charlie Martin had an insightful conversation with Sammi Gower, co-founder and partner at Pollen&Co. They discussed the importance of aligning sustainability with business profitability and how this alignment can drive long-term success. This article delves into the key themes and insights from their discussion, providing a comprehensive look at the modern landscape of sustainable business practices.

Sammi’s Unconventional Path to Sustainability

Sammi Gower’s journey to becoming a sustainability leader was anything but conventional. Initially pursuing biomedical sciences with aspirations of becoming a doctor, she discovered her true calling in the corporate world. “I always thought I was going to be a doctor,” Sammi shared. “But I wasn’t very good at making concrete decisions, so I decided to do a bit of a halfway house.”

After exploring various roles, including a stint in marketing in New York and a position in private equity, Sammi found her passion for sustainability. This journey eventually led her to co-found Pollen&Co, where she now helps businesses integrate sustainability into their core strategies.

Pollen&Co’s Tailored Approach

At Pollen&Co, the focus is on creating tangible value from sustainability through a three-step process: Discovery, Value Creation, and Communication.

1.Discovery: This initial phase involves analysing emerging trends and stakeholder priorities to contextualise the starting point for each client. “We analyse emerging trends, stakeholder priorities, and where you are on your journey so far,” Sammi explained. “This contextualises your starting point.”

2.Value Creation: In this phase, Pollen&Co identifies sustainability opportunities that benefit the business, society, and the environment. This involves co-creating strategies, targets, and KPIs rooted in material issues. “Together, we identify sustainability opportunities that will benefit your business, society, and the environment,” Sammi said.

3.Communication: The final step focuses on engaging key stakeholders with compelling narratives and sustainability reports tailored to specific audiences. “We bring your key stakeholders along through compelling narratives and engagement campaigns,” Sammi noted. “We specialise in creating sustainability reports rooted in strategy and tailored to your target audiences.”

Profit and Sustainability

One of the significant themes of the podcast episode was the necessity of aligning sustainability initiatives with business profitability. Sammi emphasised that for sustainability efforts to be genuinely impactful, they must be integrated into the core business strategy. This alignment ensures that sustainability is not just an altruistic endeavour but a profitable one as well.

“It’s all good and well being sustainable, but you’ve got to be profitable,” Sammi stressed. “The business case of sustainability means it’s an essential part of the overall strategy, not just an add-on.”

This approach transforms sustainability from a cost centre into a value driver, making it an integral part of the business model. Sammi provided examples of companies like Tony’s Chocolonely and Mastercard, which have successfully embedded sustainability into their business models, creating a competitive advantage and fostering long-term growth.

Tony’s Chocolonely: A Sweet Example

Tony’s Chocolonely is a prime example of how aligning sustainability with core business values can drive success. The company ensures that its farmers are paid a fair wage and trained in the best practices for growing cocoa beans. This not only secures a consistent supply of high-quality cocoa for Tony’s but also builds strong relationships with suppliers, resulting in better products and higher customer satisfaction.

“Tony’s really tend to their supply chain,” Sammi highlighted.

“They make sure their farmers are paid a fair wage and train them in the best ways to grow their cocoa beans. From that, Tony’s gets great supply relationships and a consistent supply of high-quality cocoa beans, which means their chocolate is nice and people buy it.”

Mastercard: Banking on Social Value

Mastercard provides another compelling example. The company has long focused on social value initiatives, such as helping unbanked individuals gain access to banking services. This effort not only improves the lives of those individuals but also expands Mastercard’s customer base.

“Mastercard has been getting the unbanked banked for a long time,” Sammi explained. “This initiative is a huge way of bringing people out of poverty and into the world we all live in now. It also means more people have a credit card or debit card, which is Mastercard’s whole business.”

These examples illustrate that when sustainability initiatives are linked to business value, they are more likely to receive support and investment.

Sustainable Integration

Sammi highlighted the importance of being pragmatic and diplomatic when implementing sustainability initiatives. Businesses, especially those with traditional models, need to be “streetwise” in integrating sustainability without compromising profitability. This often involves retrofitting sustainability into existing operations or applying it from the start in new ventures.

“You’ve got to be sympathetic to that,” Sammi advised. “You’ve got to be streetwise, a diplomat when it comes to sustainability.”

The Role of Transparency in Building Trust

Transparency is crucial in sustainability efforts. Sammi argued that businesses should openly communicate both their successes and challenges, as this builds trust and demonstrates genuine commitment. Citing examples like Oatly, which addresses criticisms head-on, she illustrated how transparency can enhance a company’s reputation and stakeholder trust.

“Oatly has a whole page dedicated to all the bad things people have said about them,” Sammi pointed out.

“They address criticisms head-on, and it has made their case more compelling. People trust them more when things have gone wrong because they are transparent about it.”

Advice for Aspiring Sustainability Leaders

Reflecting on her journey, Sammi advised young professionals to pursue what they are passionate about rather than what they think they should do. She emphasised the importance of finding joy in one’s work and being adaptable to changing circumstances.

“Do the thing that you want to do, not the thing that you think you should do,” Sammi advised. “If you bring passion and enthusiasm to something, you’ll be better at it and do well in it.”

For business leaders, she recommended considering the triple bottom line—profit, people, and planet—in every decision. This approach drives both sustainability and commercial success, ensuring that businesses can thrive in the long term.

Conclusion

Sammi Gower’s insights offer a roadmap for businesses to integrate sustainability into their core strategies effectively. By prioritising transparency, aligning sustainability with business value, and embracing a holistic approach, companies can not only contribute to a better world but also ensure their long-term success. The future of business is sustainable, and leaders like Sammi Gower are at the forefront of this critical transformation.

“Sustainability is not just about being altruistic,” Sammi concluded. “It’s about making it a core part of your business strategy to drive value and ensure long-term success.”

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In an time where technological advancements are rapidly transforming financial services, the fintech sector stands at a crossroads between innovation and ethics. The recent legal developments surrounding Sam Bankman-Fried, the founder of FTX, underscore the dangers of neglecting ethical standards. Amber Skinner-Jozefson, CEO and co-founder of ePOP AI, offers insights into navigating this landscape responsibly.

The Importance of Ethical Marketing in Fintech

In fintech, where financial stakes are high, transparent and ethical marketing is not just beneficial; it’s imperative.

“Marketing isn’t just about what you sell; it’s also about communicating your values,”

Amber explains. This philosophy is particularly vital in an industry where trust is the cornerstone of customer relationships.

Case Study: The Fall of FTX

The collapse of FTX, a giant in the cryptocurrency exchange market, clearly illustrates the consequences of ethical neglect. Amber comments,

“The FTX saga shows us that no amount of marketing brilliance can save a company if it’s built on unsound ethical practices.”

Mismanagement and misleading marketing eroded investor and customer trust when the firm failed to honour withdrawal requests, revealing deeper financial instability and misuse of funds. This crisis highlighted the essential role of ethical practices in maintaining both compliance and trust.

The Broader Impact of Ethical Marketing

“Ethical marketing fundamentally shapes the longevity and reputation of a fintech firm,” Amber states. She highlights how ethical practices contribute to sustained growth and customer loyalty, distinguishing companies in a crowded market. By adhering to high ethical standards, fintech firms not only enhance their reputations but also build robust defenses against market volatility.

Regulatory Framework and Compliance

Engaging with regulators is not just about compliance – it’s about collaboration. Amber advocates for ongoing dialogue with regulatory bodies to ensure that marketing strategies not only meet current standards but also anticipate future regulatory landscapes.

Technological Innovations

Discussing the potential of AI in marketing, Amber mentions,

“AI allows us to enhance the user experience significantly, offering personalisation that respects the user’s privacy.”

This approach aligns with modern expectations of data usage without infringing on privacy.

Educating and Engaging Consumers

Transparency is key in educating consumers about the benefits and risks associated with fintech services. Amber supports initiatives that empower consumers through knowledge, enabling them to make informed decisions about their financial interactions.

A Call to Action

Under Amber’s leadership, ePOP AI exemplifies the integration of ethical practices in every aspect of business operations. As the fintech industry continues to evolve, the commitment to ethical marketing will undoubtedly play a pivotal role in shaping its future. The path forward requires a concerted effort from all industry players to embrace transparency, responsibility, and consumer-centric practices, ensuring fintech’s growth is both sustainable and respectful of the very consumers it serves.

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Navigating Client Selection

In an engaging podcast episode, Dr. Dominic Tantram offers a comprehensive exploration into the ethical quandaries that creative agencies confront when deciding which clients to represent. This discourse gains particular significance against the backdrop of Havas’s controversial partnership with Shell, spotlighting the intricate balance between commercial success and sustainability commitments as written by Marketing Beat.

Establishing the Frameworks

Dominic emphasises the need for agencies to forge robust ethical frameworks, guiding their journey through client selection. He advocates for a deeply reflective process, urging agencies to introspect:

“It’s a question of finding out what’s right for you as an agency, where you feel comfortable, where that fits your values, your mission, your purpose.”

This alignment, Dominic elaborates, is paramount not only to preserving the agency’s integrity but also to ensuring its prosperity and reputation in the long run. By adopting such a principled stance, agencies can navigate the tumultuous waters of ethical dilemmas with greater clarity and conviction.

Risk and Opportunity Assessment

Dominic navigates the audience through the complexities of assessing potential clients, offering a methodical approach to evaluation: “What is that company’s capability and intention to change look like… you can look at both their intention to do that in terms of stated aims, targets, leadership statements, etcetera, and their capability to do that.” This kind of scrutiny enables agencies to balance ethical considerations against the prospect of fostering sustainable practices. It’s a nuanced strategy that demands a keen understanding of both the potential risks and the opportunities that come with each client relationship.

Influencing Positive Change Through Client Relationships

Highlighting the influential capacity of agencies, Dominic discusses their unique position to drive positive change:

“What is your ability to influence… and have you got the capability to disengage if after discussion you haven’t got a position that you’re happy with?”

He accentuates the dual role of agencies as catalysts for change and as guardians of ethical integrity, prepared to withdraw should a misalignment of values occur. This delicate balancing act underscores the agency’s role in shaping the business landscape towards greater ethical and sustainable practices.

Transparency as the Key

Concluding his insights, Dominic champions the virtues of transparency and open dialogue:

“Transparency is an important component of ethics.”

He implores agencies to not merely establish clear ethical standards but to actively engage in candid discussions with clients about these standards. This practice fosters a culture of integrity and mutual respect, laying the groundwork for meaningful and responsible business relationships.