Startup founder, looking to raise investor capital? Working on your pitch deck? Building out your data room? Currently in one of our Investor Readiness programs? This one is for you.
In recent weeks, we have worked with 400+ founders from pre-seed to Series B. A question that everyone asks; “What do we need for fundraising materials?”. Our answer: it depends, but probably more than you think. In this article we explore the current market expectations for founders going to market to raise capital.
Before we start….
Not every startup founder should raise outside investor capital. In fact, most probably should not. Bootstrapping, growing through revenue, is a perfectly good strategy. In fact, this can lead to a far better outcome for many founders than taking on outside investors, with dilutive financing and liquidation preferences stacked on each other and more.
Today, using a wide range of AI tools, we see more and more founder hit breakout revenue just bootstrapped, but for many founders, outside financing is still needed.
An exception to every rule
While most founders need to spend significant amounts of time on fundraising materials, fact is that some can skip it entirely. If you have an extreme outlier team, ARR velocity or any other factor that puts you in that top 1% – 2% bracket; most likely, investors will come to you, throwing term sheets at you faster than you can reject them. For these, exceptionally few, founders, fact is, you don’t have to make, build or prepare anything. Other, of course, than hitting $100M ARR in your first 18 months, and having a team of five people that just left Anthropic.
For the rest of us, here’s the checklist.
Choose your level, choose your materials
We identify eight levels of ‘startup founder maturity’. For some founders, thanks to unique team and breakout traction, level 1 might be sufficient, but in our experience, it pays off to work through all levels, with a goal to complete level 8, our most advanced maturity level, with all six decks, all materials and a full data room to boost.
Which level you choose to go for, is, of course, entirely up to you.
1. Strategic Memo
Want to do this quick and different? Got the confidence to fundraise ‘differently’? Follow Mistral’s Strategic Memo. When French AI startup Mistral raised a solid €105m pre-seed round with no product, four weeks after launching and just days after hiring its first employees, the startup world took attention.
For some founders, maybe a Strategic Memo is the right way to go?
Mistral’s 7-page Strategic Memo and the €105M round that followed.
2. Pitch deck
For most founders, including 1000’s of accelerators, incubators and startup hubs, ‘The Pitch deck’ is a must for anyone looking to raise capital.
But, did you know, there are actually six different investor decks you would want to develop?
We describe these six in more details in our “Founder? These are the six decks you need” if you are aiming for level two, you should pull together a 10-12 slide deck (what we call Short deck A: Your pitch deck), sufficient for pitch events with you on stage and early meetings; just don’t expect this to take you to anything resembling a successful funding round.
Six different decks you should build out.
3. Two decks, financial model
Slightly more advanced, you now develop both Short deck A: Your pitch deck and Introduction deck: Investment teaser.
But more than that, you also take the time to develop a robust financial model. This is a model showcasing your business model and your growth trajectories. Maybe also a base, bull and bear case scenario.
Now, investors will have a chance to dig into and test your assumptions, your CAC, your LTV, your margins, churn rates and all key factors in your business model.
Pro tip: if you are aiming to share your financial model, you might want to consider shooting a short Loom video where you walk through it, you know, just to make life a little bit easier for the junior analyst trying to understand your spreadsheet logic.
Everyone loves a good financial model. Just don’t expect everyone to understand yours…
4. Three decks, financial model, Investor FAQ
OK, so you got the three most important decks (Pitch deck, Investment Teaser and Executive Summary) you got a good financial model, now you expand into the world of Investor FAQs.
Effectively, these are the top 25 – 50+ questions you believe investors would want to ask you in meetings and during the DD process. This allows you to pre-empt the tough questions and also show you truly understand what your investors are looking for.
If you are not sure where to start, hit up Claude, upload your Investment Teaser and ask Claude to help you develop the Investor FAQ. Chances are, you’ll be both impressed and surprised.
5. Four decks, financial model, Investor FAQ, Investment instrument
Shifting into the more mature-levels, you now got your four most important decks (Pitch deck, Investment Teaser and Executive Summary and Short Deck B, First Meeting deck). You got the financial model, the FAQ.
Next, the investment instrument. Not all founders would want this. Some are looking for a lead investor to set the terms, choose the instrument and structure the round. But for many founders, especially those with some negotiation power, it is perfectly welcome for you to set the terms and choose the investment instrument. Usually easier in the earlier stages, most founders would opt for a capped SAFE note, a standard convertible loan agreement or maybe a standard debt structure.
As long as you are using “industry standard”, most early-stage investors are ok with it. Worst case, if you meet a strong lead investor candidate, you can both agree to replace your investment instrument with their choice (e.g. going from a capped SAFE to a priced round or a convertible), but for many angels and early-stage investors, they will appreciate you having an investment ready document to sign.
Ah, nothing says industry standards as a Canadian YC post-cap SAFE!
Going into level 6, you should now have most decks ready (Pitch deck, Investment Teaser and Executive Summary and Short Deck B, First Meeting deck), as well as model, FAQ and instrument. Next, you want to dig into those midnight hours and develop your Long Deck. The Long Deck, or Complete Investment Proposal, easily counts 20-100+ slides. We frequently see them at 45-50 slides. This deck is supposed to give your investors the opportunity to review in piece, read through every slide in detail – without having any founders present in the room. This is your full package, and should be packed with numbers, stats, KPIs and financial data. You might want to put this inside a data room, but in practice, a password protected DocSend is the way to to go.
At this stage, you also want to develop your VC investment memo. To many founders – and some investors – this might seem like a strange deliverable. After all, why should the founders spend time to write up a 20-30 page VC investment memo?
Well, we propose two main reasons for why this makes a lot of sense. First of all, for the founders to putting in the work and truly structure their work, strategy, go-to-market, long-term capital strategy, team bios, investor returns and deal outcomes, it provides the founders with structured depth and insights on their own company.
Second, one of the real-life bottle necks your VCs have is time, often more than capital. “We’d love to engage, but we just don’t have the bandwidth”, is a common phrase. Well, if you can provide them with a strong VC investment memo, you can easily save them 15-20 hours of time, and maybe, just maybe, be able to tip them over to looking closer on your deal.
Again, not sure where to start?
Try out this Claude Prompt:
“Please write up a world-class venture capital investment memo on our startup. Make sure to include: Executive summary, clear investment rationale, market overview, problem, solution, business model, traction, team, competitive landscape, KPIs and traction to date, long-term capital strategy, cap table analysis, deal analysis, round structure, investor outcome analysis, exit strategy and exit scenarios. Feel free to add or highlight other things you believe is key to developing a world-class VC memo.
Name: (insert), URL: (insert). All pitch decks and key financials attached.
Anyone can be a VC. Start by writing your own VC Investment Memo.
7. Six decks, model, FAQ, instrument, memo, shareholder agreement, cap table
OK, going to level 7, you are now truly maturing your investor materials. At this stage, you develop all six decks (Executive summary, Teaser deck, Pitch deck, Meeting deck, Introduction deck (investment teaser) and Long deck (Investment proposal). You got a solid financial model, FAQ, investment instrument. You got the VC memo.
Now you are adding the legal documents, namely Shareholder agreement and cap table (make sure to track this fully diluted) Granted, this should also have been included in the decks above and definitely the VC memo, but often, it is left out.
8. Six decks, model, FAQ, instrument, memo, SHA, cap & full data room
Finally, our last level, level eight. Now, you got all decks, financials, FAQ, instrument, VC memo, SHA and cap table. The only thing remaining; your data room, or VDR, Virtual Data Room. Many founders think about this as a data dump, a file repository. Smart founders understand differently. Smart founders design the data room through the lens of a world-class investor (customer) journey. “How can we make this a top-notch experience?”, “How can we use the data room to delight and impress investors”.
Here are three tips:
Make the structure easy to understand and navigate
Use guiding text to intro each main chapter or folder “In this folder you will find X, Y, Z. Make note of folder YY and ZZ”
Shoot introduction videos (Loom recordings) for each key part, always with the user’s journey in mind
Wanna build a data room? Use this as your guiding checklist
Closing out: from deck to investor ready materials
As I’m writing this, we are working hands on with 200+ founders across North America, MENA and Europe on different programs on Investor Readiness. This post if for you.
We hope this can serve both as an inspiration and checklist for the work you are all doing.
Next, we invite you to dig into the Funding Journey, where you can study the five phases and 43. Steps to close your next funding round.
When startup VC exits does not happen by themselves, what’s a VC to do? Exploring the topic of discussing liquidity and exit strategy at term sheet level.
First article leading up to the upcoming Dune Venture Days in Dubai.
The Exit Gap in Most VC Markets
Across MENA, Africa, and Europe, venture capital ecosystems share a common challenge: the path to liquidity remains uncertain, unpredictable, and often an afterthought. In MENA, startups have raised over $11 billion since 2021, yet fewer than 7.5% have achieved exits. Africa recorded only 26 venture-backed exits in 2024, returning just $0.13 per invested dollar. European secondary markets, while more developed, still leave many GPs scrambling when fund lifecycles demand returns.
The numbers tell a challenging story. The VC markets across MENA, Africa and Europe are all maturing, evolving, even booming in the case of MENA. Deals are happening, new funds are being set up, but…….. everyone is also waiting on liquidity and DPI.
This raises a fundamental question: Should exit thinking be embedded directly into the term sheet itself?, or more precisely, how should liquidity strategy be presented in your term sheet?
The GP Exit Canvas: A Framework for Strategic Exit Planning
The GP Exit Canvas, developed through extensive work with fund managers across global VC markets, provides a structured visual framework for integrating exit strategy thinking from day one of the investment process. It consists of nine interconnected building blocks:
GP Exit Canvas
Building Block
Pre-Deal Assessment
How do we work on exits in our pre-deal assessment?
2. Key Documents
What exit items do we use in term sheets, shareholder agreements, and exit memos?
3. Exit Strategy BOD Day
How do we design and deliver an annual board exit strategy day?
4. Mapped Out Exit Paths
How well do we map out exit paths for each portfolio company?
5. Exit Committee
How do we setup and run an exit committee years ahead of a transaction?
6. GP Exit Team
Do we have team members dedicated to exits?
7. Exit Advisors
Who are the right exit advisors for our portfolio companies?
8. Exit Network
How large is our relevant exit network and how can we grow it?
9. Exit Dealmaking
Are we successful in completing exit transactions?
Notice that “Key Documents” sits prominently in this framework. The canvas explicitly asks: What are the key exit items we use for the company’s legal and strategic documents? Do we use a tiered exit model at various company stages? This is where the term sheet becomes a critical tool for exit planning.
The VC Debate: Should Term Sheets Include Exit Provisions?
The question of whether to include explicit liquidity and exit provisions in term sheets divides opinion among fund managers. Let’s examine both sides.
The Case Against
Premature constraints on founder optionality. Critics argue that embedding exit timelines into term sheets creates rigid structures that may not serve the company’s best interests. Markets shift, opportunities emerge unexpectedly, and what looks like the right exit path at Series A may be completely wrong by Series C. Founders need flexibility to pursue the best outcomes, not contractual obligations that force premature decisions.
Potential misalignment with founder vision. Some founders view explicit exit provisions as a signal that investors are more focused on their own returns than building a truly transformative company. This can create tension from day one and may deter founders who are building for the long term.
Negotiation complexity. Adding detailed exit provisions increases the complexity of term sheet negotiations, potentially slowing deal velocity and adding legal costs at a stage where founders often have limited resources.
The Case For
Alignment from day one. Proponents argue that discussing exit paths early actually creates better alignment between founders and investors. When both parties understand and agree on potential liquidity scenarios, there are fewer surprises later. As the GP Exit Canvas emphasizes, exit planning isn’t separate from investment strategy—it is investment strategy.
LP pressure demands clarity. Limited Partners are increasingly demanding DPI (distributions to paid-in capital) rather than just paper returns. In markets like MENA and Africa, where exits are scarce, LPs want to see evidence that GPs have thought through liquidity paths before committing capital. Having exit provisions in term sheets signals sophistication and planning.
Structuring for market realities. In regions with underdeveloped IPO markets and fewer strategic acquirers, secondary sales and tiered liquidity models often represent the most realistic path to returns. Building these mechanisms into deal structures from the start ensures they can be executed when opportunities arise.
Creating exit-ready documentation. When exit opportunities emerge, deals often fail because documentation isn’t ready for institutional buyer due diligence. Term sheets that anticipate exit requirements—drag-along rights, tag-along protections, information rights—create companies that can move quickly when windows open.
The Verdict: Yes, With Nuance
The evidence is clear: paths and timelines to liquidity are key for VCs and should be covered in term sheets. However, this doesn’t mean imposing rigid exit schedules or forcing founders into narrow outcomes. Instead, it means creating flexible frameworks that acknowledge the importance of liquidity while preserving optionality.
The most successful VCs think backward from liquidity events when making investment decisions. As the GP Exit Canvas demonstrates, this backward-thinking approach should be embedded in every aspect of the investment process, including the foundational document that governs the investor-founder relationship.
For emerging market funds, where smaller pools of potential acquirers and less developed exit markets create additional challenges, the discipline of incorporating exit thinking into term sheets can mean the difference between a successful fund and one that struggles to return capital to LPs.
Three Liquidity Mechanisms: Sample Term Sheet Language
Below are three examples of different liquidity mechanisms that can be incorporated into term sheets, each suited to different investment contexts and portfolio company stages.
1. Strategic Acquisition Facilitation Clause
Context: Appropriate for early-stage investments where strategic M&A is the most likely exit path, particularly in sectors with active corporate acquirers (fintech, healthtech, agritech).
SAMPLE TERM SHEET LANGUAGE
Exit Strategy Facilitation
Strategic Exit Support: Upon the Company achieving annual recurring revenue of [USD 2,000,000] or cumulative revenue of [USD 5,000,000], the Investors shall actively facilitate introductions to potential strategic acquirers identified in the pre-investment Exit Path Assessment. The Company shall maintain an updated list of no fewer than fifty (50) potential strategic acquirers, reviewed and updated at each Board Exit Strategy Day.
Exit Readiness Milestones: The Company agrees to achieve “exit-ready” status within thirty-six (36) months of closing, including: (a) completion of SOC 2 Type II certification or equivalent, (b) audited financial statements prepared in accordance with IFRS, (c) documented regulatory approvals and compliance records, and (d) clean cap table with all option grants properly documented.
Drag-Along Rights: In the event of a bona fide acquisition offer valued at or above [3x] the post-money valuation of this round, approved by (i) a majority of the Board of Directors and (ii) holders of a majority of the Preferred Stock, all shareholders shall be required to participate in such transaction on the same terms and conditions.
Information Rights for Exit: The Company shall provide Investors with monthly operating metrics in a format suitable for potential acquirer due diligence, and shall grant Investors reasonable access to management for the purpose of facilitating strategic discussions with potential acquirers, subject to appropriate confidentiality protections.
2. Tiered Liquidity Model (1/3, 1/3, 1/3 Structure)
Context: Designed for growth-stage investments where the investor seeks to manage risk and generate early DPI while maintaining upside exposure. Particularly relevant in MENA and Africa where full exits are rare but secondary markets are developing.
SAMPLE TERM SHEET LANGUAGE
Tiered Liquidity Structure
Liquidity Schedule: The Investors’ shareholding shall be subject to the following tiered liquidity framework, designed to balance early returns with continued participation in Company growth:
Tranche 1 – Series B Secondary (One-Third of Position): Upon completion of the Company’s Series B financing round at a pre-money valuation of at least [3x] the post-money valuation of this round, the Investors shall have the right (but not the obligation) to sell up to one-third (33.33%) of their shareholding to incoming investors or approved secondary buyers. The Company shall use commercially reasonable efforts to facilitate such secondary sale as part of the Series B transaction, including allocating reasonable capacity in the round for secondary purchases and providing necessary documentation and representations.
Tranche 2 – Pre-IPO/Series D Secondary (One-Third of Position): Upon completion of a Series D financing round or a pre-IPO financing round at a pre-money valuation of at least [8x] the post-money valuation of this round, the Investors shall have the right to sell an additional one-third (33.33%) of their original shareholding (or 50% of remaining position) through secondary sale mechanisms. The Company agrees to include standard secondary sale provisions in its Series D or pre-IPO documentation, and shall not unreasonably withhold consent to transfers to qualified institutional buyers.
Tranche 3 – Ultimate Exit/IPO (Remaining Position): The Investors’ remaining shareholding (one-third of original position) shall be held until the Company’s ultimate liquidity event, whether through IPO, strategic acquisition, or other qualifying exit transaction. In the event of an IPO, the Investors agree to customary lock-up provisions not exceeding one hundred eighty (180) days, following which they may dispose of shares at their discretion.
Valuation Floor Protection: The secondary sale rights described in Tranches 1 and 2 above shall only be exercisable if the applicable round valuation represents at least a [2.5x] multiple on the Investor’s cost basis for Tranche 1, and a [5x] multiple for Tranche 2. If such thresholds are not met, the secondary rights shall roll forward to the next qualifying financing round.
Company Facilitation Obligation: The Company shall designate a member of senior management responsible for coordinating secondary sale processes and maintaining relationships with secondary market platforms and qualified buyers. The Company shall not impose transfer restrictions or exercise rights of first refusal in a manner designed to frustrate the Investors’ exercise of the rights described herein.
3. Redemption and Put Option Mechanism
Context: Appropriate for later-stage investments or situations where market exit uncertainty is high, providing investors with a guaranteed liquidity path while giving the Company flexibility on timing.
SAMPLE TERM SHEET LANGUAGE
Redemption and Put Option Rights
Redemption Right: Commencing on the sixth (6th) anniversary of the closing date (“Redemption Date”), and upon written request from holders of at least a majority of the then-outstanding Preferred Stock, the Company shall redeem the Preferred Stock in three (3) equal annual installments at a price per share equal to the greater of: (a) the original purchase price plus any accrued but unpaid dividends, or (b) the fair market value as determined by an independent valuation conducted by a mutually agreed third-party valuation firm.
Put Option: In the event that no qualifying liquidity event (defined as an IPO, strategic acquisition, or secondary sale opportunity at or above [2x] the original purchase price) has occurred by the fifth (5th) anniversary of closing, the Investors shall have the right to require the Company to facilitate a sale of the Investors’ shares to (i) existing shareholders, (ii) the Company (subject to legal restrictions), or (iii) third-party buyers identified by the Company, at a price equal to the higher of (a) [1.5x] the original purchase price or (b) fair market value as determined by independent valuation.
Company Call Option: The Company shall have the right, but not the obligation, to call and repurchase the Investors’ shares at any time after the fourth (4th) anniversary at a price equal to the higher of (a) [2.5x] the original purchase price or (b) fair market value. This call option shall expire upon the occurrence of a qualifying liquidity event.
Exit Window Coordination: The Company agrees to engage an investment bank or M&A advisor to conduct a formal market assessment of exit opportunities no later than the fourth (4th) anniversary of closing, with the results of such assessment to be shared with the Board of Directors and used to inform liquidity planning discussions.
Note to self, work with fancy lawyers on exit terms; but start on day 1. You don’t need to wait for year 8 to begin….
Implementing Exit Thinking: Practical Steps for GPs
The GP Exit Canvas provides a comprehensive framework for making exit planning systematic rather than sporadic. When implementing exit provisions in term sheets, consider these principles:
Start the conversation early. Use the pre-deal assessment phase to discuss exit scenarios openly with founders. This conversation will inform which term sheet provisions are most appropriate and help identify potential misalignment before it becomes a problem.
Match provisions to context. A fintech startup with clear strategic acquirer interest needs different provisions than a B2B SaaS company targeting eventual IPO. The three examples above illustrate this range—use them as starting points, not templates.
Build in flexibility. The best exit provisions create optionality rather than obligation. Rights to sell don’t mean requirements to sell. Valuation floors protect against fire sales while preserving upside.
Integrate with governance. Exit provisions in term sheets should connect to ongoing governance mechanisms—annual Exit Strategy Board Days, exit committees, and regular exit readiness assessments as outlined in the GP Exit Canvas.
Communicate with LPs. When raising your next fund, point to these term sheet provisions as evidence of your systematic approach to liquidity. LPs increasingly want to see DPI, and demonstrating that you’ve built exit thinking into your investment process from day one differentiates you from GPs who treat exits as an afterthought.
Conclusion
In venture capital, capabilities compound over time into competitive advantages. Funds that embed exit thinking into their term sheets—and across all nine elements of the GP Exit Canvas—build a systematic capability that serves portfolio companies, LPs, and their own track records.
For fund managers operating in MENA, Africa, and Europe, where exit markets remain challenging but opportunities are growing, this systematic approach isn’t optional—it’s essential. The term sheet is where that discipline starts.
The most successful venture capital firms don’t just pick winners; they systematically create the conditions for winning exits. Make your term sheet part of that system.
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About Dune Venture Days: Welcome to the first edition of DUNE Venture Days: a complimentary, invite-only venture capital gathering designed for a curated group of VCs, startup investors, and ecosystem leaders. DUNE will take place in partnership with Dubai CommerCity and alongside the WORLDEF Dubai 2026 Conference.
DUNE is 100% complimentary. It is simply about giving back to the VC ecosystem — a moment to strengthen existing relationships, build new ones, and bring together people we genuinely enjoy exchanging ideas with. Apply to join at Dune Venture Days.
Welcome to Dune Venture Days
About the GP Exit Canvas: The GP Exit Canvas is part of the Venture Capital Series developed by Strategy Tools. Download the canvas and explore additional resources at www.strategytools.io.
About the Author: Christian Rangen is a strategy advisor and business school faculty member who works with VC/PE firms, fund-of-funds, DFIs, and governments on venture capital ecosystem development. He delivers VC Masterclasses and mentors fund managers globally.
https://i1.wp.com/www.engage-innovate.com/wp-content/uploads/2026/05/1768594287584.png?fit=1280%2C720&ssl=17201280Christian Rangenhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngChristian Rangen2026-02-03 17:02:012026-05-01 17:02:17Should Exit Thinking Be Mentioned in Your Term Sheet?
Having run 100’s of Strategy Sims Masterclasses we’ve learned how to best plan and structure a program for maximum value to the participants. One way of increasing the value, is to ensure that you, the facilitator and your team are sufficiently prepared . here are 14 questions you can ask yourself, if you are preparing to run a session – with a focus on digital.
Note, in this article we focus on Scale Up!, but the structure is equally valid for Fund Manager!, Transform! or any of the other Strategy Sims.
Scale Up! fact box Scale Up! comes in multiple editions: – Scale Up! (Global) – Scale Up Angel! – Scale Up X! – Scale Up MENA! – Scale Up Africa Rising! – with more editions due out 2026
This is your universe to manage.
1. Who are your participants?
What’s their level? What’s their expectations? How well do you know the participants you will be working with? Make sure you have a deep understanding of your audience, and truly design a program with their level and expectations in mind.
Not sure who you will be meeting? That’s okay; run two webinars in advance to get to know them.
2. What’s your framing?
How do you position this? Short, fun session? Learning opportunity for beginners? Advanced-level “I will teach you…” vs. “I expect you to handle everything we throw at you…”?
Personally, I like to frame Scale Up MENA! with “Can you outperform Careem? $3,2BN exit in 7 years. Can you beat it? Good luck” For Africa Rising!, we use Moove. “Can you outperform Moove? From Africa to the world. From pre-seed to $100M with Uber. Can you top it?” For early-stage founders, maybe the framing is ‘can you avoid bankruptcy’?` Think about the framing, the narrative you want to go for.
3. What’s the core content you want to focus on?
You only have a few hours, truly, what are you going to focus on?
Pre-seed fundraising? Global market expansion? Cap table management? Growth stage fundraising? Long-term capital strategies? Partial liquidity? Investor outcomes? IPO process? Once you know your audience, decide on your core content. This is particularly important for choice of canvases you will be using.
Investor Map, great for beginners.Outcome Canvas – advanced groups only
4. What’s the outcome you seek?
When participants finish, what should they be able to do or know, that they did not going into the program? What do you want them to walk away with? What are the learning outcomes? The knowledge outcomes you expect to see? Make sure to spend time on this. Get this right. Upon completion of the participants should know: – – – and they should be able to do: – – –
5. What does ‘winning’ look like?
In Scale Up!, ‘winning’ can take many forms. It is 100% up to you to decide. Got super-early-stage founders? Make it ‘first team to raise three rounds – and make it over the goal line’. Or, ‘first team to hit 10M ARR – without going bankrupt – and make it over the goal line’.
More advanced, intermediate founders? ‘Raise six rounds of financing, complete at least one syndicate and hit 10M ARR – and make it over the goal line’. Or, ‘secure the best possible exit, simply’. Late-stage, advanced founders? ‘Best exit wins’, or ‘Lead the company through, seven rounds of financing, one syndicate, 10M ARR and a successful IPO transacttion’.
Before you start, always know – and communicate – what ‘winning’ looks like.
Winning, with exits and unicorns
6. Program structure – or stand alone session?
Is this part of a larger program, likely an investor readiness program or an entirely stand-alone Masterclass? Are you running pre-session Webinars – or not? Our recommendation is generally to run one or two pre-session webinars in advance, to help participants tune in, set expectations and prepare.
Webinar 1: Introduction to Scale Up! Why we are doing this Background Three types of companies (SME, local tech, global tech, what are you building?) The Founder’ Journey – and the funding from idea to IPO Next steps (+ access to pre-read)
Webinar 2: Recap on introduction Financing the Founder’s journey Investment instruments overview Term sheets (real-life) and Investor cards Recommendations for how to best prepare (pre-read, pre-work, pre-videos)
7. Pre-read package
What are you providing the participants to read in advance? For Scale Up Africa Rising!, we are now developing the following pre-read package:
i. Case Study: Scaling Payzhub (50+ pages)
ii. Angel E-mail (core instructions)
iii. Team & Roles (team setup)
iv. Founder Handbook (explaining)
v. Real-life SAFE note (Example)
You, of course, select your own package.
Scaling Payzhub case, when the founders were still young and naive
8. Pre-work package
What are you putting together for the pre-work package? What are the pre-session training exercises you want people to do? Are you holding people accountable for completing it? Are you reviewing and giving people feedback before the session? Or, are you just saying ‘complete it, good luck’?
We know from experience that only 20% – 50% will complete the pre-work package, but the ones that do, will have a massive advantage and be key people on their respective teams. For Scale Up Africa Rising! Pre-work package we are doing:
I. Founder Handbook: 10 Building blocks (exercises) (40-60 pages)
II. Founder Workbook: Edustream (exercises) (27 pages)
Edustream workbook
9. Pre-session videos
Are you using pre-session videos? If so, who’s shooting them? What’ the key content we focus on?
The videos we would recommend are.
I. Intro & welcome video. Introducing Scale Up! Miro board overview. Walkthrough of the Miro board and how to navigate it (15. – 35. Min). (see example)
II. Pre-session exercises. Hands on training materials (15. min). (See example)
III. Founders Journey video (can be replaced by Webinar I)
IV. Investment Instruments, Video (with linkage to the pre-work package) (can be replaced by Webinar 2)
Scale Up! Intro Part I. Walkthrough of the Miro board.
10. Is your detailed program design truly ready?
Have you mapped out every 15. Min block yet? Have you pre-selected all Founder Tasks and Strategic Dilemma you want to run? Have you clearly defined ‘milestones’ for end of each day? Running a Scale Up! without a detailed program design is…. Unwise.
Offsites (for the roles, like CEO, CRO, CFO, etc)
Breakouts (for the teams)
Breaks (coffee breaks) (step away from the computer, for real)
Everything need to be pre-arranged, clearly mapped out.
For example, if you want teams to make any decisions, they need to be in the same breakout room together. No offsites, expect to decisions. For every 60. Min (hour), plan for minimum two, maybe even three team breakouts.
Use the Scale Up! Masterclass Design Canvas
Running a true Masterclass? Plan your program in 15. Minute blocks. Seriously.
(Did you know, In our experience, if there is no detailed design in place, we tend to cover only 60% of the plan we hoped to cover for the day. With a detailed design in place, we are pretty much at 95% – 100%.)
One-day, basic workflow, Scale Up MENA!Three-day workflow, Katapult Accelerator, 4-hour days + 2-3 hours between sessionsZooming in one day 2 content.
11. Have you clearly assigned roles on the facilitator team?
Who is leading the plenary and sharing screen? Who is handling cards? Who is leading the offsites? Who is jumping from room to room, to support the teams? Who is running the Investor Map, Long-term Funding Roadmap and Outcome Canvas? Who is helping teams with cap tables?
All this need to be pre-set in advance.
KO facilitator team
12. Is your logic flow in place
Scale Up! is structured around what we call the Founder’s Journey. Over a few days, we typically cover 6-10 years of ‘startup life’. Make sure your plan, your design capture this in a logical manner.
Every roll with the dice represent a few weeks of ‘real life founder life’.
Every square on the board represent ca. 9 days.
Every length of the board represent 3 months or 90 days.
Every round around the full board represent a full year.
This means, the entire first round around the board is year 1. Think about, what happens, really, in year 1. Team coming together, early customer discovery, a grant. Maybe an angel investor. Possibly an accelerator. Maybe a friends and family round. Maybe first revenue, often wrapped in a pilot structure. Possibly an advisor or two. Maybe a few new team members. That’s often it. Some companies will hit $100M ARR and level five product, go-to-market and expand into six markets, but that’s extremely unlikely. Plan for a ‘normal’ growth phase, where pre-seed, seed, seed+ and Series A takes 2-4 years, not 3-4 rolls with the dice.
An action-packed three day program; not for beginners, this one.
With an advanced group, in a three-day structure, here is how we think about the logic flow. Note, this is not suitable for early-stage or beginners, as you’ll need to move much slower on day one.
13. How much time do you allow for debrief?
Want to good ending? Always allow time for a structured debrief.
Use Miro and sticky notes or structured canvases, but do not skip the debrief.
Debrief, Scale Up! 2022
14. What happens post-program?
Ok, you just wrapped up another great Masterclass. Now what?
How clear is your plan for next steps? Participant survey? Client debrief? Participant debrief? Project work? Real-life slide decks to review?
Be clear, always, on what happens next.
Your turn
ok, so if you are planning to run Scale Up! sessions, this guide can help you better structure and plan the entire workflow.
Good luck!
Bonus: use as much real-life input as possible. Like here, AMZ going public at 3 years old. Why not you?
https://i1.wp.com/www.engage-innovate.com/wp-content/uploads/2026/05/1768749029655.png?fit=1280%2C720&ssl=17201280Christian Rangenhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngChristian Rangen2026-02-03 16:56:232026-05-01 16:56:41Facilitator, running Digital Scale Up? Here are 14 questions to help you prepare for a great session
In our work with emerging managers and Fund-of-fund programs around the world, the ‘journey from emerging to institutional-ready’ is a common challenge for many first time fund managers to grasp. We wrote up the story of Nexus VC to show how to start small, start fast and scale a VC Firm into multiple VC funds and, hopefully, maturing into an institutional ready fund. We teach the same in our Fund Manager! Masterclasses
Second article leading up to the upcoming Dune Venture Days in Dubai.
The journey from emerging venture capital firm to institutional-grade investor represents one of the most complex organizational transformations in private markets. It’s not merely about deploying capital—it’s about building a repeatable system for identifying, winning, and supporting exceptional companies while generating top-quartile returns that justify institutional allocation.
A Dubai Story: The Nexus VC Journey
To understand this transition in practice, consider the story of Nexus VC, a Dubai-based early-stage VC firm that made the leap from emerging to institutional over seven years. Founded in 2016 by Chris Al-Mansour, a former corporate VC investor at a regional conglomerate, Nexus’s journey illustrates both the promise and the pitfalls of this transformation.
Chris started with a conviction: the MENA tech ecosystem was reaching an inflection point, with a new generation of founders building scalable businesses that international investors were missing. His thesis—seed and Series A investments in technology companies solving regional challenges with global potential—had worked in his previous role, but he’d always invested someone else’s capital. Building his own firm would be different.
The Capital Structure Evolution
Stage One: Proof of Concept ($500K–$5M)
Nexus’s Genesis (2016-2017)
You only have a few hours, truly, what are you going to focus on?
Chris began where nearly every VC begins: with a small pool of flexible capital. He raised his first $2M fund from a tight network of supporters. The “fund formation” was a simple LP agreement drafted by a regional law firm ($15,000). The “office” was a co-working space membership at AstroLabs in Dubai. The “deal flow” was his personal network and cold LinkedIn outreach.
The earliest capital represents validation, not optimization. At this stage, VC firms are typically operating under sub-optimal structures:
Fund Structure Considerations:
GP commitment usually 1%–2% of fund size (for first fund, often reduced)
Nexus Fund I – The Capital Stack:
Chris’s personal capital: $50,000 (2.5% GP commit, significant for someone in their early 30s)
Former boss at the conglomerate: $500,000
Three family offices: $300K, $250K, $200K
Five HNW individuals: $100K each ($500K total)
Two successful entrepreneurs: $150K each ($300K total)
Total: $2.05M fund size
Operational Reality: The GP is typically wearing every hat—deal sourcing, due diligence, portfolio support, fundraising, back office, and investor relations. Technology stack consists of Excel, a basic CRM, and perhaps a simple data room. Legal work is outsourced to the cheapest responsive firm.
Chris was everything. He sourced deals through founder events, conducted due diligence with Excel models and reference calls, negotiated term sheets, sat on boards, supported portfolio companies, managed LP communications, and handled fund accounting. His “tech stack” was Gmail, Excel, a $50/month Airtable subscription for deal tracking, and DocuSign.
The Investment Strategy:
Check size: $50K–$150K at seed stage
Ownership target: 5%–10%
Sector focus: B2B SaaS, fintech, logistics tech
Geographic focus: UAE, Egypt, Saudi Arabia
Follow-on reserves: ~30% of fund size
First Investments (2017):
Chris moved quickly. By end of 2017, he’d deployed into four companies:
A B2B procurement platform in UAE ($100K)
An Egyptian fintech startup ($75K)
A Saudi logistics SaaS company ($120K)
A Dubai-based HR tech startup ($80K)
Total deployed: $375K across four companies. He’d created a mini-portfolio, but the real work—and uncertainty—was just beginning.
Stage Two: The Inflection Point ($5M–$30M)
Nexus’s Growing Pains (2018-2021)
This is where most emerging VCs fail. The fund is past the friends-and-family stage but hasn’t achieved the scale for institutional attention. This zone represents maximum operational stress per dollar of AUM.
Through 2018-2019, Chris continued deploying Fund I. He made eight more investments, bringing the total to 12 portfolio companies with $1.6M deployed. He reserved $450K for follow-ons and kept $150K for operating expenses (management fees of $41K annually weren’t enough to support operations fully).
Early Portfolio Signals:
Two companies failed outright
Three were struggling and likely to fail
Five were showing decent traction but needed follow-on capital
Two were showing exceptional growth—the Egyptian fintech and the Saudi logistics company
The problem: Chris needed to raise Fund II to follow on his winners, but institutional investors wanted to see realized returns from Fund I. He was stuck in the classic emerging VC trap.
The Infrastructure Build-Out:
At approximately $10M under management, economics begin to support institutional infrastructure, though painfully:
After legal and compliance ($50K–$75K), fund administration ($25K–$40K), technology ($15K–$25K), and events/travel ($40K–$60K), there’s barely enough for one salary
The First Hire Decision:
In mid-2019, as Chris began raising Fund II, he faced his first critical decision: hire someone or continue solo. He chose to stay lean through Fund II raise but made a promise to himself—first hire once Fund II closed.
Fund II Raise (2019-2020):
Chris’s pitch for Fund II:
Fund I portfolio showing signs of life (paper markups from the two breakout companies)
Expanded thesis: earlier stage (more pre-seed/seed), larger fund for follow-on capability
Target: $10M
Same terms: 2.5%/20% with 8% preferred return
GP commit: 2% ($200K, mostly through deferring management fees)
The raise was brutal. Chris pitched 420+ potential investors over 18 months:
Existing Fund I LPs: $3.5M (70% re-up rate by capital)
New family offices: $2.8M (through extensive networking)
Small fund-of-funds focused on emerging managers: $1.5M
New HNW individuals: $1.2M
Total: $11M closed by September 2020
The sovereign wealth fund allocation changed everything. Even though $2M was a pilot check for them, it provided institutional validation that Chris could leverage.
Critical Hires and Sequencing:
The hiring sequence matters enormously for VCs. The optimal path is typically:
First hire (~$10M AUM): A principal/associate who can source deals, conduct diligence, and support portfolio companies—compensation $100K–$150K plus carry participation
Second hire (~$25M AUM): Either a portfolio operations person (platform team) or another investing partner, depending on firm strategy
Third hire (~$50M AUM): Whatever role wasn’t filled in step two, or a dedicated CFO/COO
The First Hire (October 2020):
Chris brought on Daniel Kim, a Korean-Canadian investor he’d met through the regional startup ecosystem. Daniel had spent three years at a larger regional VC and had strong networks with founders and co-investors. Compensation: $110,000 base plus 5% of carry on Fund II (vesting over 4 years) plus 8% management company equity.
Daniel became Chris’s investment partner—sourcing deals, conducting diligence, supporting portfolio companies. The two-person investment team could now cover more ground.
Service Provider Maturation:
This stage requires upgrading from startup-friendly vendors to institutionally acceptable ones:
Fund Administrator: Moving from DIY accounting to a recognized name (Standish, Otter, Carta for smaller funds; SS&C, Citco, Gen II for larger)—cost increases from near-zero to $30K–$60K annually
Auditor: Moving from a local CPA firm to a Big Four or national firm with PE/VC expertise (BDO, Grant Thornton, RSM, or ideally PwC, KPMG, Deloitte, EY)
Legal Counsel: Establishing relationships with dedicated VC fund formation attorneys (Debevoise, Ropes & Gray, Goodwin, Latham, but regionally Dechert or DLA Piper)
Back-office Infrastructure: Portfolio monitoring systems (Carta, Pulley for cap tables; Visible, 4Degrees, or Affinity for CRM)
With Fund II capital, Chris invested in infrastructure:
Hired Otter as fund administrator ($35K annually)
Engaged Deloitte for annual fund audit ($50K)
Retained Dechert LLP for ongoing fund and deal legal work ($100K annually)
Subscribed to Carta for portfolio tracking and Affinity for CRM ($15K annually combined)
Moved into a small dedicated office in DIFC (2 desks, $30K annually)
These costs now came from a larger management fee base ($275K annually from Fund II), but margins remained thin.
Performance and Track Record Building:
At this stage, institutional prospects will begin conducting diligence. They expect to see:
Realized returns (not just paper markups) demonstrating ability to identify and exit winners
Portfolio construction that shows discipline and strategy adherence
Value-add capabilities beyond just writing checks
Network effects and deal flow quality
Co-investor quality as validation
By mid-2021, Chris had meaningful data points:
The Egyptian fintech (Fund I) had been acquired by a regional bank—3.8x gross MOIC in 3.5 years
The Saudi logistics company (Fund I) raised a $15M Series B at a $60M valuation—Chris’s stake marked at 5.2x
Fund I DPI (distributed to paid-in capital): 0.4x (from the fintech exit)
Fund I TVPI (total value to paid-in capital): 2.1x on paper
Fund II was actively deploying with 8 investments made by mid-2021
Can you map out Nexus VC fund II using the Fund Strategy canvas?
Stage Three: Institutional Threshold ($30M–$100M)
Nexus’s Institutional Breakthrough (2021-2023)
Crossing $30M AUM represents an invisible but critical line for VCs. Institutional allocators begin to take meetings. The fund has enough AUM to suggest market validation but isn’t so large that the opportunity set is constrained.
In Q4 2021, with Fund II partially deployed and Fund I showing real returns, Chris began exploring Fund III. His target: $30M–$40M, which would push Nexus firmly into institutional territory.
The Consultant Ecosystem:
Access to institutional VC capital increasingly runs through gatekeepers:
Placement Agents: Third-party fundraisers specializing in emerging managers, typically working for 2%–3% of capital raised with placement fees paid from GP or as an additional LP commitment
Fund of Funds: Aggregators like Horsley Bridge, Greenspring, Top Tier, HarbourVest who can write $3M–$10M checks and provide institutional validation
Institutional LPs: Pension plans, endowments, foundations, sovereign wealth funds with emerging manager programs
Family Offices: Increasingly sophisticated with dedicated alternative investment staff
Chris faced a decision: hire a placement agent or build institutional relationships organically. He chose the latter—partially from conviction that relationship-building was more sustainable, partially because placement agent fees on a $40M fund ($800K–$1.2M) seemed prohibitive.
The Second Hire (January 2022):
Chris brought on Joshua Martinez as VP of Platform & CFO. Joshua had spent five years in VC operations and portfolio support and understood both the investment side and operational requirements. Compensation: $130,000 plus 3% carry on Fund III plus 6% management company equity.
Joshua’s mandate:
Build portfolio support capabilities (recruiting, customer intros, follow-on fundraising support)
Professionalize fund operations and reporting
Support Fund III fundraising with data room preparation and LP reporting
The Third Hire (June 2022):
As Fund III fundraising progressed, Chris hired Malika Khair as Partner focused on Investor Relations and Business Development. Malika had spent eight years at a regional institutional investor evaluating VC funds and had relationships with LPs across the GCC and Europe. Compensation: $150,000 plus 2% carry on Fund III plus 5% management company equity.
Her immediate impact was professionalizing LP communications and opening doors to institutional allocators who wouldn’t have responded to cold outreach.
Due Diligence Intensity:
Institutional VC due diligence is comprehensive and multi-layered:
Strategy assessment: Is the thesis differentiated? Is it sustainable? What’s the competitive moat?
Team evaluation: Track record of individuals, team dynamics, reference checks with founders and co-investors
Operations review: Fund administration, compliance, portfolio tracking, reporting capabilities
Reference calls: Portfolio company founders, co-investors, service providers, other LPs
Scenario analysis: How does fund perform across different outcome scenarios? What’s the path to top quartile?
In Q2 2022, Nexus underwent its first institutional operational due diligence. A $3B European pension fund with a dedicated emerging manager allocation sent a two-person team to Dubai for a week. They:
Interviewed the entire team separately
Called 10 portfolio company founders for references
Spoke with 5 co-investors about Nexus’s reputation
Reviewed all fund documents, side letters, and carried interest calculations
Analyzed deal flow metrics, pass rates, and investment decision-making
Examined portfolio monitoring and value-add frameworks
Assessed fund economics and alignment of interests
The process was exhaustive. Three months later, in August 2022, the pension fund committed €3M (~$3M) to Fund III.
Fund III Fundraising (2022-2023):
Chris’s pitch for Fund III evolved:
Fund I: 2.8x TVPI with 0.6x DPI (two exits realized, three more in process)
Fund II: 1.6x TVPI early, but portfolio showing strong signals
Proven sourcing in underinvested market
Platform capabilities to support companies through scale
Target: $40M with potential to upsize to $50M
Terms: 2%/20% with 8% preferred, improving to institutional standards (quarterly reporting, LPAC formation, key person provisions)
The fundraising took 18 months:
Existing LPs (Funds I & II): $12M (strong re-up rate)
European pension fund: $3M (breakthrough institutional LP)
Two regional sovereign wealth fund programs: $8M combined (both emerging manager allocations)
Established fund-of-funds (Top Tier Capital): $5M (validation from recognized name)
US-based endowment: $4M (first North American institutional LP)
Family offices: $6M (increasingly sophisticated allocators)
New HNW individuals: $2M
Total: $40M final close in June 2023
The fund-of-funds and US endowment commitments were game-changers. Both required extensive diligence, but their presence in the cap table signaled to other institutions that Nexus had arrived.
Terms Standardization:
To attract institutional capital, fund terms must align with market standards:
Management fees: 2% on committed capital during investment period, 1.5%–2% on invested capital post-investment period (some funds use NAV basis)
Carry: 20% remains standard, with 8% preferred return (some institutions push for 10%)
GP commit: 2%–3% of fund size (increasingly enforced)
Key person provisions: if Chris or Daniel left, investment period suspended
LPAC formation: 3–5 seats representing major LPs
Reporting: quarterly detailed reports with portfolio company updates and fund performance
No-fault divorce provisions: LPs can remove GP under certain circumstances
Clawback provisions: ensuring carry is only paid on realized profits
Fund III incorporated all institutional standard terms. Chris and Daniel committed $1.2M combined (3% GP commit), primarily through management fee deferrals and personal capital.
The Destination: Institutional VC Firm ($50M+)
Capital Deployment at Scale
Nexus’s Institutional Operations (2023-Present)
With $40M in Fund III, Nexus operated as an institutional VC firm. The transformation was complete in structure, if not yet in scale.
Deployment Strategy:
Check sizes increased: $200K–$500K seed, up to $1M+ Series A
Ownership targets: 7%–15% at initial investment
Portfolio construction: 20–25 companies in Fund III
Reserve ratio: 40% for follow-ons (recognizing winners early and supporting them aggressively)
Geographic expansion: maintaining MENA focus but open to global opportunities for exceptional founders
The Team at Scale:
At institutional scale, VC teams must professionalize across all functions:
Investment Team:
Managing Partners drive strategy and make final investment decisions
Partners/Principals source deals, lead diligence, take board seats
Associates/Analysts support diligence, portfolio monitoring, market research
Venture Partners/Advisors provide domain expertise and deal flow
By 2024, Nexus’s investment team:
Chris (Managing Partner) – focused on strategy, key deals, Fund IV planning
Daniel (Partner) – actively sourcing and leading investments, 4 board seats
Two Principals hired in 2023 ($140K each plus carry participation) – deal flow and execution
Two Associates ($90K each) – supporting diligence and portfolio companies
12 investments deployed (~$8M), investment period ongoing
Early to assess performance, but initial companies showing traction
Deal flow significantly improved with institutional backing
Exit Strategy and DPI Generation:
Institutional LPs increasingly focus on realized returns (DPI), not just paper markups (TVPI):
Exit pathways: M&A (most common in emerging markets), secondary sales, IPOs (rare)
Active management of exit timing—knowing when to sell vs. hold for next round
Secondary market solutions for liquidity before traditional exits
Engaging with investment banks and corporate development teams early
Chris and Daniel actively worked exit opportunities:
The Fund I logistics company had become a unicorn ($1.2B valuation in 2023). Chris faced a decision: sell secondary stake (5x–6x) or hold for potential IPO (10x+ but uncertain timing). After LPAC consultation, he partially exited (50% of position) in a structured secondary, generating meaningful DPI for Fund I while retaining upside.
Two Fund II companies received acquisition interest from larger strategics. Chris negotiated exits at 4x and 3.5x MOIC respectively.
By 2024, Fund I was approaching final distributions with strong returns. This performance became critical for Fund IV discussions.
The Critical Success Factors for VC Firms
Performance and Track Record
Institutional VC investors evaluate firms on multiple dimensions:
Gross and net returns: Top quartile benchmarking (need 3x+ net MOIC for top quartile in most vintage years)
DPI generation: Actual cash returned to LPs, not just paper gains
Competitive win rate: 75% of term sheets accepted (high for region)
Portfolio support: 85% of portfolio companies reported Nexus as helpful or very helpful in annual survey
Follow-on signaling: 90% of Nexus portfolio companies that raised follow-on rounds received additional Nexus capital
Team Quality and Stability
LPs invest in teams, not just strategies:
Track record of individuals: What have they built or backed before?
Team dynamics: How do they work together? Is there alignment?
Retention: Has there been turnover? Are people locked in with golden handcuffs?
Succession planning: What happens if the founder leaves?
Diversity of thought: Different perspectives and backgrounds strengthen decision-making
Nexus’s team stability:
Zero turnover in core team (Chris, Daniel, Joshua, Malika) over 6 years
Management company equity: Chris 65%, Daniel 12%, Joshua 8%, Malika 7%, option pool 8%
Carry allocation clearly defined across funds with vesting structures
Decision-making process documented: Chris and Daniel both had veto rights on investments, but decisions made by consensus
Succession: Daniel capable of leading firm if Chris unavailable
Deal Flow and Market Position
Sustainable deal flow is the lifeblood of VC:
Founder networks: Do great founders come to you first?
Co-investor relationships: Do top firms want to co-invest with you?
Brand in market: Are you known for specific expertise or value-add?
Geographic or sector moats: Do you have differentiated access?
Platform capabilities: Can you help companies beyond just capital?
Nexus’s market position (2024):
Recognized brand in MENA tech ecosystem—founders sought Nexus out
Strong co-investor relationships with international tier-1 VCs (Sequoia, Accel, Index, others) who valued regional presence
Domain expertise in fintech, logistics tech, B2B SaaS recognized by founders
Platform capabilities (recruiting, sales intros, fundraising support) differentiated from pure-play capital providers
Chris and Daniel both regular speakers at regional startup events, active on social media, published thought leadership
Alignment and Economics
LPs scrutinize fund economics rigorously:
GP commit: Is GP capital at risk alongside LPs?
Management fee structure: Are fees appropriate for fund size and strategy?
Carry structure: Is carry aligned with LP returns (hurdles, catch-up provisions)?
Conflicts of interest: Side vehicles, SPVs, management company conflicts?
Transparency: Are fund economics clearly communicated?
Nexus’s alignment:
GP commit: 3% across all funds (Chris and Daniel’s personal capital at risk)
Management fees: 2% committed capital during investment period, reducing to 1.75% on invested capital (lower than many peers)
Carry: 20% with 8% preferred return, subject to clawback
No side vehicles or management company conflicts
Full transparency on fees and expenses in quarterly reports
The Institutional Mindset Shift
The transition from emerging to institutional VC isn’t just operational—it’s philosophical. Emerging VCs optimize for access and survival. Institutional VCs optimize for repeatable process, portfolio construction, and sustainable returns.
Chris’s Reflection (2026):
In a conversation with a prospective emerging VC seeking advice, Chris reflected on the journey:
“The hardest lesson was learning that being a good investor doesn’t make you a good fund manager. They’re different skills. In the early days, I thought if I just picked good companies, everything else would work out. But institutional investors don’t just want good picks—they want evidence of a repeatable process, proof that you can do it again and again.
That meant formalizing everything. Our investment memos went from 3-page Word docs to 25-page structured analyses. Our portfolio monitoring went from ‘check in with founders’ to quarterly board meetings with KPI tracking. Our fundraising went from begging for meetings to LPs calling us.
The other big shift was time horizon. Emerging VCs think fund-to-fund—’I need returns from Fund I to raise Fund II.’ Institutional VCs think in decades—’How do we build a multi-generational firm?’ That changes how you think about team building, portfolio construction, and market positioning.
And honestly? The economics compress. Fund I, when it was just me, I probably cleared 70% margins on management fees after minimal costs. Fund III, with a team of 11 and real infrastructure, we’re running at 35%–40% margins. But it’s a bigger base, the business is sustainable, and we’re not dependent on me not getting hit by a bus.
The valley between $5M and $30M under management is where most VCs die. You’re too big to run lean, too small to afford infrastructure. You need returns from your early funds, but those take 7–10 years to materialize. It’s brutal. We survived because we stayed disciplined, hired intentionally, and always thought about what institutional LPs would require—even when we didn’t have institutional LPs yet.”
This means:
Building repeatable processes over gut-feel investing
Accepting that team building and operational excellence matter as much as deal picking
Recognizing that LP management is a continuous relationship, not transactional fundraising
Understanding that reputation in VC compounds exponentially—one ethical lapse or major failure can close doors permanently
Conclusion: Building for Permanence
The emerging VCs who successfully transition to institutional status share common traits: they treat venture capital as a business, not just a series of bets. They invest in team and infrastructure before they absolutely need it. They build relationships with LPs as true partnerships, not just capital sources. And they recognize that institutional VC capital is patient and sticky—once earned, it provides a foundation for building a multi-decade franchise.
Nexus’s Future (2026 Outlook)
As of January 2026, Nexus VC manages $53M across three active funds (Fund I largely distributed, Fund II partially realized, Fund III actively deploying). The firm is preparing to launch Fund IV with a target of $75M–$100M, which would firmly establish Nexus as a institutional-scale regional VC.
Chris, Daniel, Joshua, and Malika have built something that transcends any individual. The firm has institutional LPs who view Nexus as a core emerging markets allocation. The team has depth and succession planning. The deal flow is sustainable and differentiated. The portfolio is generating real returns, not just paper markups.
The journey from Chris’s co-working desk to a $100M institutional VC took nine years (including Fund IV raise), three key hires, hundreds of rejected pitches, and a willingness to professionalize every aspect of the business. It’s a journey hundreds of emerging VCs attempt every year. But as Chris learned, getting from $2M to institutional scale isn’t primarily about picking winners—every VC believes they can do that. It’s about building an organization that institutional fiduciaries trust with their capital.
The hard part, Chris often reflects, wasn’t raising the first fund—friends and family believed in him personally. And it wasn’t deploying capital—there were always companies to invest in. The hard part was the years between Fund I and Fund III, when he had to build real returns, hire a team, professionalize operations, and convince skeptical institutional LPs that a regional, emerging VC deserved their attention.
But for those who survive the valley, who build the track record, who invest in team and process, who treat LPs as true partners—there’s a path from emerging to institutional. It’s not easy, it’s not quick, but it’s possible.
And on quiet mornings, when Chris arrives at the Nexus office before the team, he sometimes thinks back to those early days in the co-working space, cold-emailing founders and begging for investor meetings, wondering if he could really build a firm. The answer, it turned out, was yes—but only by building something bigger than himself, something that could endure beyond any single fund or investment cycle.
The emerging VCs who make it don’t just pick good companies. They build great firms. And in venture capital, the firm is the ultimate product.
The story of Nexus VC is fictional, but based on 100’s of conversations with emerging managers across accelerators, masterclasses and GP coaching sessions.
About Dune Venture Days: Welcome to the first edition of DUNE Venture Days: a complimentary, invite-only venture capital gathering designed for a curated group of VCs, startup investors, and ecosystem leaders. DUNE will take place in partnership with Dubai CommerCity and alongside the WORLDEF Dubai 2026 Conference.
DUNE is 100% complimentary. It is simply about giving back to the VC ecosystem — a moment to strengthen existing relationships, build new ones, and bring together people we genuinely enjoy exchanging ideas with. Apply to join at Dune Venture Days.
Want to learn more? Explore Strategy Tools Fund Manager Masterclasses and GP programs.
https://i0.wp.com/www.engage-innovate.com/wp-content/uploads/2026/05/1769790810083.png?fit=1280%2C720&ssl=17201280Christian Rangenhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngChristian Rangen2026-02-03 16:43:222026-05-01 16:44:54The story of Nexus VC – From Emerging to Institutional Venture Capital: A Technical Roadmap
A year ago, some of our friends, clients and colleagues went to a 2AM rave party at the Pyramids at Giza. The music, the lights, the incredible setting. “Best ever”, was the loud message.
This week were were back in Cairo, but this time the best ever was a series of AI hacks we shared with the founders in the 3-day Scale Up MENA! Masterclass. “This is incredible. best ever”, said one of our participants. I guess history rhymes.
Over the past 3,5 years I have been involved in a number of projects and startups using AI for startups. Some of them works well. Some work really well; but the performance we are starting to see in the latest models this fall, well that’s a whole different level. In our recent Scale Up MENA! Masterclass, in Cairo, hosted by Falak Startups and EBRD we shared our ten ‘best AI prompts’ with the participants, and did a live working sessions with two founders in real-time.
We used Claude, with the latest Opus 4,5 model. Other models are quickly catching up and are likely to be good or maybe even just as good. Personally, having applied these to 100+ startup cases over the last three months, I’m wildly impressed with what Anthropic’ s Claude can do. Regardless of your choice of AI companion, here are the top ten AI prompts we used in Cairo.
So, where do I start on this AI thing?
LEVEL I
1. Deck evaluation
(Files to upload: Your standard pitch deck)
Imagine you are the world’s #1 startup pitch feedback coach. Review my pitch deck. Give me feedback. Tell me where the deck is strong. Tell me where the deck is still weak. Write your world class suggestions for all the pieces that are missing.
2. Decks x Personas
(Files to upload: Your standard pitch deck)
Read my deck. Develop 5 unique investor profile/Personas (ideal investor personas) Write a unique key message and why each of these should invest. That text goes into a slide called “Why invest” Make this a superbly strong slide!
3. Investment memo
(Files to upload: Your standard pitch deck)
Imagine you are one of the top Venture capital investors in MENA, like 500, BECO capital or MEVP. Write up a detailed, extensive investment memo for how they would view my company and a possible lead investment at my next round. Make sure the memo contains: – Executive summary – outcome analysis – Exit modelling + anything else we can expect. Conclude with a clear invest/no invest decision and also a summary on why. Finish a list of recommendations for “what would need to improve for us to lead an investment”
“Investors are not locked in, liquidity is in our roadmap”. Loved this deck! AI helped too.
LEVEL II
4. Market Map of investors
Build me a list of the 100 most active investors across MENA. Identify networks and collaboration, i.e. who likes to invest and co-invest with whom
5. Build my investor list
(Files to upload: Your standard pitch deck)
Build me a list of 1000 early-stage investors across MENA, focus on angel investors, angel networks, strategic advisors, startup accelerators, HNWI, successfully exited founders and anyone else investing in the early stages. Feel free to include family offices, CVCs and VC firms, but only if they have a proven track record of investing into the venture capital/early-stage space. Based on these 1000, analyze and identify the top 100 most relevant for me. Segment these 100 into different investor categories and groups. Develop a clear messaging for each of these unique groups. Focus on 3-5 key points on ‘why they would want to invest’. For the 1.000 list, please identify the right contact person, and contact details for each of them. Write the file in excel format, to allow me to plug it into my investor CRM
6. Investment ready – growth strategy
(Files to upload: Your standard pitch deck + all key metrics. Share as much details as possible here + the Rocketship Canvas in .pdf or image)
Review my pitch deck and KPIs. Evaluate our performance vs. ‘best in class’ venture stage companies. Focus on our KPIs. Answer the following questions: – Today: how are we performing on our key metrics vs. our peers? – Next 6-12 months: Which key targets and metrics do we need to hit to really become exciting to a VC investor?
– Next 6-18 months: Write up an aggressive, ambitious growth strategy, focus the strategy on three stages. Use the Rocketship Canvas to structure your recommendation.
Feed this thing to your AI and watch it take off!
Level III
7. Getting to five competitive term sheets
(Files to upload: Your standard pitch deck + your fundraising process, plan, timeline)
Chris Rangen, the Norwegian guy, talks about ‘the triple Olympic gold medal in entrepreneurship is to get five competing term sheets’. Build me a plan for how we best can get to five competitive VC term sheets – and fast.
8. Strategic analysis
(Files to upload: Your best, extensive, detailed investor deck + the ST Investor readiness deck)
Write a short analysis on (insert your company name here). Then, complete the ten Project Work assignments in the ST Investor Readiness Deck. Keep each Project work section to max 5 pages of text. Use any source. (your company URL here).
(Pssst….. if you want the ST Investor Readiness Deck, you should join our Scale Up! Masterclass series….)
9. Strategic analysis with a focus on GTM
(Files to upload: Your best, extensive, detailed investor deck + your GTM plan + outcome canvas)
Develop a strategic analysis for (Insert your company name here) Make sure to develop: Ideal customer profile, Unique value proposition, beach head market, market expansion roadmap, go-to-market strategy, fundraising, ideal investor profile, write up a list of 1000 most relevant investors and fundraising strategy. Split the investors into different stages. Also develop a outcome canvas for a USD500.000 SEED round, at 5M post (adjust your own numbers). Make sure the investor list is correct and sufficiently detailed.
10. Outcome analysis – to- investor mapping – to- e-mails (Files to upload: Your most extensive pitch deck + outcome canvas in .pdf or image)
Develop a robust Outcome Scenario Memo for this company, use deck + any other sources.
Ok, give me a list of 100 investors that I can bring into this deal over the coming years.
Research each of these investors and write a highly, highly personalized e-mail to get them into the deal. Make sure to reference comparable deals and networks for them. Also write the bump, the follow-up and the nudge e-mails when they don’t respond. Finally, write a great thank you note, with a reminder to lets touch base for the next round.
This is perfect for any AI engine
11. Run my fundraising process for meRun my fundraising process for me
(Files to upload: Your most extensive pitch deck + funding journey)
Study my pitch deck. Study the Funding Journey. Write up a 6-month, detailed workflow and workplan for how we can win the funding journey. My fundraising team is me and my co-founder. We are experts at using AI, so we can automate a lot of stuff here, but of course, we rely on you to guide us as much as possible. Use the max potential in your AI engine, Claude + anything else we need. Use Boardy. Give us a plan, broken down to week-by-week, with clear deliveries to make sure we hit our fundraising targets.
Run the fundraising process for me…..ah, we are getting there
12. The #1 scale up in MENA
(files to upload: everything you got, + your entire data room)
ok, Claude, write me a two-page strategy for how to become the #1 scale up in MENA!. Study our data room and all our materials. Tell us what we need to do to win!
Feed your AI
These ten prompts were what we covered in the Scale Up MENA! Masterclass. Feel free to experiment and find your own path. One thing is sure – everyone will soon be using AI tools to scale.
https://i1.wp.com/www.engage-innovate.com/wp-content/uploads/2026/05/1765769105580.png?fit=1280%2C720&ssl=17201280Christian Rangenhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngChristian Rangen2025-12-30 17:31:542026-05-01 17:32:13Startup founder raising capital in MENA? Here are the top 10 AI prompts we use to help founders succeed
As 2024 comes to a close, we’re thrilled to look back on a year filled with innovation, collaboration, and transformative work. This year we have greatly expanded our collaboration across the Middle East and North Africa, we have worked with a record number of emerging fund managers, 600+ people have gone through our VC Fund Manager Masterclass, we have worked with CEOs and boards leading large-scale transformation and we have expanded our work on ecosystems around the world (stay tuned for our latest research on scaling venture capital ecosystems in 2025).
In total, we worked in 22 countries during 2024.
We also celebrated the successes of our global network of trainers and partners while launching a new digital home to better connect with our growing community.
Join us as we highlight the milestones, moments, and missions that made 2024 an unforgettable chapter in the Strategy Tools journey—and as we set our sights on an even more impactful 2025.
Making Greater Impact Through Education
Education has always been at the heart of what we do, and this year was no exception. We strengthened our ongoing partnerships with Hult Ashridge and Newton Venture Program (LBS) in the UK, Duke University in the US and numerous business schools across Europe.
Adding to this stellar lineup, we partnered with IMD Business School in Switzerland. In September, we piloted the Fund Manager! Simulation as part of their Venture Capital Asset Manager program. The feedback was overwhelmingly positive, and we’re excited about the potential to expand our collaboration in 2025, redefining how we teach venture capital and innovation management. Read more about our work with IMD here.
Welcoming Kyrre Lemvik to the Team
February 2024 saw a fantastic addition to our team — Kyrre Lemvik, who joined us to streamline business development and partner operations. Since then, Kyrre has been instrumental in facilitating simulations, supporting our clients, and driving key initiatives. His passion for collaboration and innovation has already made an impact, and we look forward to seeing his contributions amplify in the coming year. If you’re interested to explore a partnership or about any of Strategy Tools’ services, reach out to Kyrre at kyrre@strategytools.io
A New Digital Home: Launching Strategy Tools’ Website
In Q3 of 2024, we unveiled a brand-new website designed to make accessing our tools, programs, and resources easier than ever. Led by Adelina Manolache, this project was a labor of love, and we couldn’t be prouder of the results. With a clean design, intuitive navigation, and comprehensive resources, the new site has been a game-changer for how our community interacts with Strategy Tools.
Thank you for your patience during the upgrade process — we’ll continue improving the site to meet your needs in 2025 and beyond!
Expanding Our Collaborations in MENA
Our footprint in the MENA region grew significantly this year. We collaborated with DFDF in Dubai, Falak Startups and Tiye Angels in Egypt, Falak Innovation in Bahrain and many more. From developing angel investors, upskilling venture capital managers, accelerating startups, our work has been deeply rewarding.
The MENA region’s energy and innovation potential are unmatched, and we’re excited to build on this foundation with even greater engagement in 2025 and beyond. Watch this space for some great news in early 2025!
Celebrating Our Partner Successes
Our partners are the heart of Strategy Tools, and their successes inspire us daily. This year, we celebrated incredible milestones:
Michael Badham and Stuart Morley in Canada achieved certification as Strategy Tools Master Trainers, driving transformative change in entrepreneurship education through the Scale Up! Simulation. Their work across venture capital and entrepreneurship in Canada is a great role model for other partners.
Enrico Maset expanded his work in entrepreneurship education at Vorarlberg University of Applied Sciences in Austria and ESCP Berlin.
Suhail Algosaibi for spearheading our first-ever Scale Up! Masterclass in Bahrain and for returning as a meta-Master Trainer in this year’s Strategy Tools Master Trainer. Kudos, buddy!
To all our partners pushing boundaries and creating impact—thank you.
Scaling the 2X GP Accelerator Sprint: Bigger and Better
Our collaboration with 2X global entered into its 4th year, with a strong global expansion. The 2X GP Sprint Accelerator program saw its third cohort, with a stellar, pan-African GP cohort.
Building on the lessons learned from previous cohorts, this year’s program was richer and more actionable than ever. We’re proud of the fund managers who have gone on to raise capital and successfully close funds, setting a new standard for the venture capital ecosystem.
In 2025, we expect to significantly expand our GP accelerator programs around the world.
Building the Venture Capital Ecosystem in the Western Balkans
This year, we had the privilege of delivering the Fund Manager Masterclass in Belgrade, bringing together a dynamic group of over 30 investment professionals, VCs, ecosystem representatives, business angels, and entrepreneurs from across the Western Balkans.
The training, implemented as part of the EBRD’s StarVenture Programme, was made possible through collaboration with Luxembourg’s Ministry of Finance (via the EBRD Small Business Impact Fund) and the EU’s Western Balkans Enterprise Development & Innovation Facility (EDIF) under the Western Balkans Investment Framework (WBIF).
We’re proud to support the Western Balkans in building stronger VC ecosystems and fostering sustainable entrepreneurial development.
Global Collaboration at the Strategy Tools Master Trainer Program
In September 2024, we hosted the 4th Strategy Tools Master Trainer Program in Stavanger, bringing together an exceptional group of trainers from across the globe. Participants joined us from Bahrain, Germany, Brazil, Austria, Canada, Malaysia, Dubai, Saudi Arabia, the UK, Egypt, and Norway for an immersive week of learning, collaboration, and exploration.
Participants visited leading organizations such as Equinor and Nysnø Climate Investments, gaining insights into their strategic approaches to energy and sustainability. We also dived into Strategy Tools simulations, including Scale Up!, Fund Manager!, and Transform, equipping trainers with the knowledge and skills to drive impactful strategic transformations within their own networks and organizations.
This year’s program strengthened our global network of Strategy Tools-certified trainers and fostered invaluable connections among professionals dedicated to driving strategic transformation worldwide. Join us for 2025’s program. Sign up here.
Training Corporates for Change from Within
2024 marked a significant deepening of our collaboration with large corporations, as we partnered with industry leaders to drive transformative change from within.
One of our standout was with Norway’s largest bank, DNB, where we supported their efforts to elevate their startup advisory services. Using Strategy Tools’ frameworks, we worked to equip DNB’s Oppstart & Vekst team with the skills and methodologies needed to better guide startups through critical stages of growth, creating a stronger connection between the bank and the innovation ecosystem.
Another major highlight was our engagement with one of Europe’s top automobile manufacturers, where we used the Building the Transformational Company, and the Transform! Simulation to address challenges in transformation strategy. Through this hands-on approach, we trained their strategy team to explore new ways to navigate complex industry shifts, foster innovation, and adapt to the future of mobility.
These collaborations are part of our ongoing mission to enable corporations to embrace change, build resilience, and foster innovation. By leveraging tools like the Transform! Simulation and tailored training programs, we’re helping companies empower their teams, rethink strategy, and drive meaningful, sustainable impact from the inside out.
2024 was a remarkable year of growth and achievement for Strategy Tools. As we look toward 2025, we’re excited to continue helping leaders, ecosystems, and organizations solve their most complex challenges. To all our clients, partners, and friends — thank you for being part of this incredible journey. Here’s to building better futures together!
https://i2.wp.com/www.engage-innovate.com/wp-content/uploads/2026/04/2024-wrapped-ST.png?fit=750%2C500&ssl=1500750Jolene Foo-Hodnehttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngJolene Foo-Hodne2024-12-20 16:01:002026-04-24 16:26:552024 Wrapped – This Year at Strategy Tools
https://i0.wp.com/www.engage-innovate.com/wp-content/uploads/2020/12/2020-YEAR-IN-REVIEW.png?fit=750%2C500&ssl=1500750Christian Rangenhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngChristian Rangen2020-12-31 13:37:492021-01-01 12:20:53Engage // Innovate: A Look Back at 2020
Over the past months, Engage // Innovate has been working with the South Island Prosperity Partnership, the City of Victoria, the Association of BC Marine Industries and Urban Systems to lay the groundwork for the development of an ocean economic ecosystem on Southern Vancouver Island and Pacific Canada.
Building the Ocean Futures Hub & Cluster in Pacific Canada
With the longest coastline in the world, Canada has access to an array of marine resources. With the world rapidly shifting to a more sustainable model known as the blue economy, the Ocean Futures Hub & Cluster (OFH&C) will be a vehicle for industry leaders, entrepreneurs, researchers, governments, and investors to accelerate Canada’s position in the global ocean technology sector with a blue economy focus.
By 2030, the Ocean Futures Hub & Cluster (OFH&C) aims to become a global ocean technology hub, create new high-value jobs in British Columbia and transform ocean industries for the 22nd century.
Over the past months, Engage // Innovate, together global accelerator Hatch and Canadian firm Urban Systems, has been supporting the development of the business case, cluster framework and feasibility study of the OFH&C through research, facilitation and custom designed tools.
Working virtually with over 120 stakeholders towards a common goal
Together with Urban Systems and HATCH, Engage // Innovate engaged and worked with over 120 stakeholders to co-design the OFH&C concept – completely digital, across borders.
Working together with over 100 participants on a digital whiteboard – engagement requires well-planned tools
Split into 10 smaller breakout groups, the ocean and marine leaders worked through strategic questions and tools to discuss the strategy, structure, governance, financing and key strategic initiatives for the OFH&C, as well as the current challenges and future of the blue economy in Pacific Canada.
The stakeholder engagement process identified several key factors, which has been worked into a report released in December by Urban Systems.
Helping government leaders accelerate national transformation
Over the past ten years, Engage // Innovate’s team has helped government leaders accelerate national transformation, develop new high-growth industries, build Innovation Supercluster Programs and transform economic growth.
Recognized as a global authority on Building Innovation Superclusters, the Shifting Energy Arena and how to drive corporate transformation, Engage // Innovate currently has active projects running in the Americas, Asia, Africa, Middle East and Europe. Despite the challenges of international business travels, all programs are delivered on schedule using a highly innovative blended approach to secure a successful project delivery.
https://i2.wp.com/www.engage-innovate.com/wp-content/uploads/2020/12/ofih.png?fit=3801%2C1798&ssl=117983801Jolene Foo-Hodnehttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngJolene Foo-Hodne2020-12-31 08:09:002021-02-09 08:15:13Building the next generation ocean cluster in Western Canada
In the wake of COVID-19, Engage // Innovate has seen a sharp shift in client needs around the world. Over the past few weeks, the company has secured multiple new economic development contracts in North America, Latin America and the Nordics.
Economic revival in a post-COVID environment
The majority of contracts secured this month are large-scale government initiatives to revive and kick-start economic growth in a post-COVID era. These contracts are all entered into with ‘entreprenurial government leaders’, leaning in to come up with large-scale economic recovery initiatives.
“We see key government leaders really start thinking about what are our next growth are industries? What are our industries of the future? Then, laying down rapid-action plans to accelerate the development of these key future industries”, says Partner Christian Rangen of Engage // Innovate.
Building next generation ocean cluster in Western Canada
On the island of Victoria, in Canada’s British Columbia, visionary Mayor Lisa Helps is already leading the work on Victoria 3.0, a long-term strategic economic development initiative. Under the pillars of Recovery Reinvention Resilience, Victoria 3.0 lays out the economic growth model for 2020 – 2041.
Central to the economic recovery plan is creating an ocean futures cluster, accelerating western Canada’s value creation in the ocean space. While Canada has the world’s longest coastline, the economic activity and value from its ocean industries lag behind other major ocean economy nations. Combining the ocean cluster with the larger city-development of a brand-new innovation district is expected to provide an influx of high-value jobs for the region.
The project is the full development of a feasibility study, cluster framework and operating structure for a successful innovation cluster in Canada’s emerging ocean space.
“I see a massive potential for new economic activity in the ocean space, combining new technologies, venture capital and scale ups with the existing infrastructure and economic leaders in British Columbia”, says Rangen.
“This investment in the Ocean Futures Innovation Hub is an investment in the future of B.C.’s economy,” says Melanie Joly, Minister of Economic Development and Official Languages and Minister responsible for Western Economic Diversification Canada.
Engage // Innovate is partnering with global accelerator Hatch and Canadian firm Urban Systems to deliver the end-to-end project on a significantly accelerated timeline.
Developing new medical technology growth industries in Latin America
Under the leadership of the Latin American team, Engage // Innovate has recently secured a key contract with CINDE – Costa Rica’s Investment Opportunity Agency. Tasked with developing Costa Rica into a high-knowledge, high-value country in the medical technologies, manufacturing and devices industries, CINDE plays a key leadership role in accelerating the development of a new Life Sciences Hub in the region.
“This is a superb Innovation Supercluster Initiative, and I am very excited for the potential I see in Costa Rica. In line with the global transformation of the medical technologies industry, Costa Rica can really take a leading role”, says Rangen.
The project is designed to pull all the key stakeholders together to co-design and co-develop a new strategy for the country’s significant medical devices and medical technology industries. Ever since the launch of a national medical technology program 20 years ago, Costa Rica has been able to attract talent, foreign direct investments, multinationals and manufacturing companies to the country.
Today, Costa Rica is looking to grow in the areas of high tech, software, innovative business models, scale ups and further talent development.
“I look forward to following Costa Rica’s ambitious journey in the medical technology space”, says Rangen.
Helping government leaders accelerate national transformation
Over the past ten years, Engage // Innovate’s team has helped government leaders accelerate national transformation, develop new high-growth industries, build Innovation Supercluster Programs and transform economic growth.
Recognized as a global authority on Building Innovation Superclusters, the Shifting Energy Arena and how to drive corporate transformation, Engage // Innovate currently has active projects running in the Americas, Asia, Africa, Middle East and Europe. Despite the challenges of international business travels, all programs are delivered on schedule using a highly innovative blended approach to secure a successful project delivery.
https://i0.wp.com/www.engage-innovate.com/wp-content/uploads/2020/09/victoria-3.0.jpg?fit=605%2C467&ssl=1467605Engage//Innovate Teamhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngEngage//Innovate Team2020-09-21 10:57:112020-09-21 10:57:20Engage // Innovate secures new international economic development contracts
https://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.png00Christian Rangenhttps://www.engage-innovate.com/newsite/wp-content/uploads/2016/11/engage-innovate-logo-main-header-1-300x157.pngChristian Rangen2019-09-12 12:31:252019-09-12 12:47:19Clusters of Change – Europe’s First Cluster Accelerator Program – An Interview with Bianca Dragomir
