Podcast

Today I’m talking to my colleague Angela Logan, news and production editor at GCV. Angela recently had a very interesting interview with Nichola Bates, head of global accelerators and innovation programmes at Boeing (which you can read here) in which Bates spoke about what it’s been like to be a woman in the corporate VC industry, how in the past there were times when she wasn’t taken seriously, or been undervalued – an experience that many, many women can relate to in the professional context – and how she’s trying to run the unit she leads differently, and hopefully in a way that also disrupts the wider corporate culture.

My guest today is Alejandro Solé, chief investment officer of TechEnergy Ventures, the CVC unit for the energy transition division of Tecpetrol, an energy company that is part of Italian-Argentine industrial conglomerate Techint group, which has under its umbrella companies in areas like steelmaking, engineering and construction, and energy.

Investment is no longer the exclusive domain of investors. Increasingly sophisticated tools are coming on the market that are giving everyone access to investment capabilities that used to be confined to institutions and financial professionals. My guest today is Alokik Advani, managing partner of Fidelity International Strategic Ventures – or FISV – the CVC unit of asset manager Fidelity International.

My guest today is Murat Arcan, managing director of Sabanci Climate Ventures, the CVC unit of Sabanci Climate Technologies, the international energy arm of one of Turkey’s largest conglomerates.

As companies are increasingly looking for faster innovation cycles and increased collaboration with startups, but don’t always want the risk associated with direct investment, venture clienting has grown massively in popularity in recent years.

Paradoxical though it may seem that an industry as extractive in nature as mining would be so important to making the world more sustainable, that’s exactly the case. Partly that’s because of the need to reduce its own impact – bringing down its emissions and reducing its waste – but also because most other energy transition technologies rely on metals that need to be mined.

Historically, Latin American corporates, have been risk averse, wanting control, often family-owned, and that has been a barrier to innovation, but that is changing now, and they are more open to doing things in a new way, if for no other reason that it’s imperative to not being out-competed.

The “typical” accelerator model as we know it – a cohort of young startups that go through some sort of curriculum and hopefully convince investors to back them at the end of it – sometimes offers mixed results. Founders may well find that the conversation they have at the end is an investor telling them to call them back when they have more revenue.

The US healthcare market is a big, complicated one. It’s fragmented, it’s large, with long sales and feedback cycles, making it difficult to innovate and bring about change at scale, especially that which the venture model would be patient enough for.

Last September, I had the pleasure on this show of speaking to Mike Smeed, managing director of InMotion Ventures, the VC unit of Jaguar Land Rover, when he had just recently completed his first year on the job, which was also his first year as a CVC at all. Now, I’m happy to have him back on to talk about what he has learned, and how the team has applied those lessons, in Year 2.