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!