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What if startup success begins with unlearning?

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12/02/2025

Natalia Tonenka Pioneers Club mentor marketing expert Natalia Tonenka

Natalia Tonenka is a mentor at Pioneers Club and a seasoned marketing leader with more than 16 years of experience across Europe, the US, and Asia. In this interview, she shares how wartime resilience shaped her approach, why mentoring has become “career oxygen” for her, and what early-stage founders must do to build products customers truly want and investors immediately understand.

What key experiences have shaped you during your 16+ years in marketing, and how did working across different countries influence your approach?

Natalia Tonenka: I’m a marketing leader with over 16 years of hands-on experience in product-led tech companies across Ukraine, Europe, the US, and Southeast Asia. Before the full-scale war I built and ran marketing for Rocket, Moneyveo, Innovecs, Prom.ua, Foxtrot and a few others, usually coming in to create departments from zero, launch new brands, and deliver aggressive growth. My favorite war stories: taking Rocket to 45% market share in Ukraine in the first six months and successfully rolling out two completely new financial products for Moneyveo.

When the war started I moved with my family to Germany. In Berlin I first worked as a marketing strategist in a local agency, then stepped in as fractional CMO for a big Ukrainian logistics player to lead their German launch. In six months we brought in 200,000+ new users and took 3rd place at the Berlin Ecommerce Awards for the fastest expansion of the year.

I also tried building my own AI mental-health startup here, but closed it on purpose, I simply don’t want artificial intelligence poking around in people’s heads. Some things have to stay human. Now I run my own consulting practice and small agency, helping EU- and US-based startups build predictable marketing machines and scale internationally. Ukrainian reality trained me to operate in permanent turbulence; four years in DACH gave me deep local know-how. Put those two together and you get someone who can find growth fast, even when everything feels shaky, because shaky has been my normal for a very long time.

What made you join Pioneers Club as a mentor, and why does mentoring matter to you personally and professionally?

Natalia Tonenka: First of all, I’ve been on the receiving side many times. Mentors literally shaped my career, pulled me out of dead ends, and gave me the shortcuts I needed. I owe them a lot. Then I started mentoring marketing specialists who wanted to become heads of departments or CMOs. I quickly realised I genuinely love teaching: I ran a strategic marketing course for aspiring CMOs, taught digital marketing to Ukrainian refugees in Germany who were switching careers, and saw people land their first jobs here because of it. When I was building my own (now closed) AI mental-health startup, dozens of people gave me their time and advice for free.

The world runs on this simple rule: if you take, you give back. Mentoring startups is exactly that payback, plus I learn something new every single session. I get a front-row seat to projects that can actually change the world, and the energy I get from founders who are ready to move mountains is priceless. So for me mentoring is not charity work. It’s career oxygen, a way to stay sharp, and the best reminder that the knowledge in my head is only valuable when it helps someone else fly.

What signals tell you that an early-stage startup is truly moving forward?

Natalia Tonenka: For me, real progress at the early stage is when the team stops “inventing” and starts truly hearing their users. I know things are moving forward when: they’ve done proper custdev interviews and can articulate the problem and value in their customers’ own words — not their own assumptions. The business model is clear: they know exactly how much money they need, for what, when they’ll break even, and why an investor should care. There’s a realistic roadmap, a working MVP, a live website/app, and the first real users, customers or partners are already in.

The team is gradually filling the right roles. And the things I always pay closest attention to: how fast the founders can kill their favourite hypotheses (the best ones kill 8 out of 10 ideas before even testing). Whether they measure absolutely everything they possibly can, even if the dashboard is still tiny. Whether the product solves a problem people are willing to pay for right now — not “in two years once the market is ready”. When all of this is in place, I know the startup is alive and heading in the right direction.

What unique value do you bring to your mentoring sessions?

Natalia Tonenka: I bring 16 years of hands-on marketing experience from both chaotic Ukrainian startups and big corporations, plus 4 years of scaling in the rule-heavy DACH environment and my own (now closed) AI startup. This mix — startup survival mode, corporate discipline and the very fresh memory of being a founder myself — is what I use every mentoring session. It helps early teams spot fatal mistakes before they burn cash, build investor-ready metrics from day one, and separate “cool idea” from “people will actually pay for this right now”.

What are the most common mistakes you see early-stage founders make?

Natalia Tonenka: The biggest problem I see over and over again is that founders fall in love with their solution instead of falling in love with the customer’s problem. Most teams are terrified of talking to real people, so they guess, run superficial surveys at best, and end up launching yet another “me-too” product nobody truly needs. I fix this first: I give them simple, battle-tested scripts and techniques to find the right people, get them on a call, run proper depth interviews, and actually hear the pain in the customers’ own words. Once they have 15–20 real interviews, the product direction usually changes 180° — and for the better.

The second classic trap is money blindness: founders don’t know how much to ask from investors, how to calculate a realistic marketing budget, or which metrics actually matter. I walk them through unit economics from day one, build the first financial model together, and teach them to measure everything that moves. Suddenly the pitch stops being “we have a cool idea” and becomes “here’s the exact problem, here’s proof people will pay, here’s how we get to breakeven in 14 months”. The result? Investors stop seeing dreamers and start seeing future business owners who already think (and speak) like CEOs. That’s exactly how I help early teams turn vague excitement into a product customers want and a story investors can’t ignore.

How do you define the right balance between product focus and being data-driven?

Natalia Tonenka: Data-driven isn’t a religion for me — it’s a tool that has to be used at the right moment. At the very early stage (pre-sales, pre-PMF), there simply isn’t much meaningful data to track. Trying to be “data-driven” when you have 30 sign-ups is pointless and often paralyzing. At this point I look at one thing only: how fast and purposefully the team is moving along the roadmap, how quickly they test hypotheses and talk to real people. Speed of learning beats any dashboard. As soon as the first sales appear (even €100–500 a month), everything changes.

From that moment on we start tracking the key metrics at least in Excel: CAC, LTV, payback period, retention cohorts, conversion rates. Once these numbers are stable for 2–3 months and we understand what actually works, we build automated dashboards (Amplitude, Mixpanel, whatever fits the budget). My rule is simple: before first revenue → focus on speed of customer interviews and hypothesis killing. After first revenue → every euro and every day must be measured. Use data when it actually exists and can protect you from big mistakes.

How should founders shift the ratio between product and marketing as the startup evolves?

Natalia Tonenka: In my experience the balance isn’t 50/50 — it’s 80/20 in favour of product until you have repeatable sales, then it flips to 50/50 and eventually to 20/80 when you’re scaling aggressively. Pre-PMF (no repeatable sales yet): 80% product/build + 20% marketing/validation. Marketing’s only job is to bring real user feedback as fast and as cheaply as possible. Everything else is waste. First 10–50 paying customers: 50/50. Product keeps solving the core pain, marketing starts building the first predictable channel and proves unit economics. Post-PMF, growth stage: 20% product (iteration + retention) + 80% marketing/sales.

At this point the bottleneck is almost always distribution, not the product itself. I’ve seen dozens of startups die because technical founders kept polishing the product for months while marketing was “someone else’s job”. And I’ve seen the opposite — marketing burning cash on a product nobody wanted to pay for. The right ratio is brutal but simple: marketing weight must grow exactly in proportion to proven demand. No proven demand — no big marketing. Proven demand — marketing eats the oxygen.

What practical tools do you give to founders to help them move faster?

Natalia Tonenka: I support founders with limited resources simply by giving them everything I already have — for free. Ready-to-use tools from my 16 years that actually worked: customer interview script (15 questions that reveal real pain in 25 minutes), one-page Lean Canvas template I used for my own startup, one-page GTM plan that fits on an A4 sheet, simple unit-economics Excel that shows runway and breakeven from day one, pitch-deck structure that helped my teams raise money more than once. No theory, no paid courses, no “come back when you have budget”. Because I know exactly how it feels when there is no money yet, and every wasted day is critical. My job is to remove weeks of reinventing the wheel so they can start testing and talking to real users tomorrow morning.

Why is Pioneers Club such a valuable platform for founders?

Natalia Tonenka: Pioneers Club is one of the few communities in Germany that genuinely accelerates the path from idea to real funding. For startups it delivers hand-picked, battle-tested mentors who’ve already built and scaled what the founders are fighting for, direct matchmaking with active angels and VCs (including access to exclusive events and free tickets to top conferences where investors actually show up), a credibility badge that instantly attracts talent, partners, and follow-on interest. For mentors and talents like me it’s the best place to stay sharp, spot the strongest teams early, and sometimes join or co-invest. In short: the Club shortens the distance between “building in stealth” and “standing in front of the right investor” — dramatically.

How does the network support founders when teams need to grow or change?

Natalia Tonenka: I’m not sure I can give a strong answer here, because in the startups I’ve mentored so far the opposite has happened: new co-founders actually joined the teams, and nobody has left yet. But of course, if a founder does decide to move on, Pioneers Club makes the next step very natural. There’s an active job board where founders openly post exactly who they need (CTO, CMO, Head of Growth, etc.), and the network quickly connects the right people.

Which trends are shaping today’s startup landscape, and what does this mean for early teams?

Natalia Tonenka: The startup landscape has shifted dramatically over the past few years: from the “growth-at-any-cost” era to a much more disciplined, niche-focused, and sustainable reality. Markets reward deep specialization instead of universal platforms, user expectations have skyrocketed (personalization, trust, data safety, and seamless mobile experience are now table stakes), and company structures have become leaner, remote-first, and heavily AI-augmented. Investors pour money only into teams that prove strong unit economics early and embed responsibility (ethical AI, sustainability, transparent data use) into the core of the product from day one.

For new founders my advice is simple: stop chasing trends — solve a painful problem you truly understand, talk to real users weekly, build trust and retention before aggressive acquisition, and use AI as a force multiplier, not as a buzzword. The winners in 2025–2026 are the teams that combine ruthless focus on real customer value with clean numbers and a culture that can pivot overnight. Everything else gets filtered out fast.

What is your outlook on the DACH startup ecosystem, and what needs to change to unlock its full potential?

Natalia Tonenka: I’m genuinely optimistic about the DACH startup scene: we have the engineering talent, the capital is rising, and real strength in deeptech, fintech, greentech and healthtech that solve big, painful problems. Three things will decide whether we become a true global powerhouse or stay “very good but not explosive”: mentoring — it already saves founders 6–12 months, turns first-time founders into second-time founders without the scars, and opens direct doors to investors and corporates.

Diversity — the more women, immigrants, and non-traditional backgrounds we have in founding teams, the faster we create products that work globally and the higher the creativity and resilience of the entire ecosystem. Bureaucracy — the only real brake I see today; endless paperwork and slow processes for visas, funding programs, and even simple company registration still scare off too many international talents and slow down capital flow. Fix that one bottleneck, keep pushing mentoring, diversity and strong marketing, and DACH will start producing global category leaders on a regular basis.

Thank you Natalia Tonenka for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

What if the key to tomorrow’s energy challenges is already emerging?

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11/25/2025

Battery and Energy Storage Europe: battery and energy focus David Reeks

Battery and Energy Storage Europe brings together innovators, experts, and industry leaders to showcase and advance the future of battery technology and energy storage across Europe

Can you tell us about the story behind Battery and Energy Storage Europe and what industry experiences inspired you to launch the event?

We identified a clear gap in the international events space. While there are automotive-focused battery events, nothing truly showcased Europe’s pioneering work across emerging battery applications. The next decade of growth will come from sectors beyond electric vehicles – e-bikes, eVTOL aircraft, grid-scale storage, maritime electrification, drones, and long-duration energy storage systems. European innovation in these areas is substantial but lacked a dedicated platform. We wanted to create an event that bridges European innovation to next generation applications.

What values and principles guided you in establishing Battery and Energy Storage Europe?

Three core principles guide us. First, prioritising European innovation and energy independence – Europe’s technological capability deserves a dedicated showcase. Second, promoting collaboration across the entire ecosystem – connecting researchers, industry leaders, start-ups, and policy-makers to facilitate genuine knowledge transfer. Third, accelerating the transition to sustainable energy. These values are reflected in everything from our venue choice to our programming across the full battery value chain.

What is the long-term vision of Battery and Energy Storage Europe, and what steps are you planning to achieve it?

Our vision is establishing Battery and Energy Storage Europe as the catalyst for European leadership in the global energy landscape – where the future of battery technology is actively shaped, collaborations form, investments happen, and innovations find their path to market.
We’re building strong foundations with 5,000 battery professionals, 150 exhibitors, and over 100 expert speakers in our first edition. We’re curating our conference to explore the roadmap for European battery industry success and establishing Barcelona as the natural home for this conversation.

How do you define success for your event, and what milestones are you aiming to reach in the coming years?

Success isn’t just about numbers. Real success is measured by tangible outcomes: new collaborations formed, investments secured, and innovations moving from exhibition floor to real-world application.
We want Battery and Energy Storage Europe to be where European companies, R&D centres, and start-ups showcase their work and find genuine pathways to market. If we facilitate knowledge transfer between research, industry, and policymakers whilst strengthening European industrial and energy independence, we’ll have achieved our goal. The highly positive reception from companies, institutions, and researchers confirms we’re on the right track.

Who is the primary target audience of Battery and Energy Storage Europe, and how do you ensure their specific needs are met?

Our audience is the diverse ecosystem driving Europe’s green energy transformation – energy professionals, engineers, entrepreneurs, and investors across the battery technology value chain. This spans materials scientists to manufacturing specialists, system integrators to those working on lifecycle management and recycling.
We focus on practical, market-ready applications. Our exhibition hosts technology companies, R&D centres, and start-ups presenting next generation solutions in advanced materials, manufacturing technology, battery design and management systems, digital product passports, and recycling. We’re creating a bridge from innovation to application.

What feedback have you received from industry partners so far, and how does it influence your programming?

The reception has been highly positive. Companies, institutions, and researchers tell us this event is long overdue – there isn’t another event in the battery technology calendar like it. They appreciate we’re addressing the full range of emerging applications beyond automotive: grid-scale energy storage, aerospace technologies, drones, railway and maritime electrification.
This feedback directly shapes our programming. We’re ensuring the conference explores practical pathways – from emerging electrochemistry to recycling technology, new materials to safety solutions – whilst facilitating genuine knowledge transfer to help move innovations to market.

What are the biggest challenges you have faced since founding Battery and Energy Storage Europe, and how have you overcome them?

Launching a first-of-its-kind event required convincing stakeholders there was space for a distinctly European-focused battery event beyond automotive applications. We demonstrated the clear market gap – whilst the battery sector evolves rapidly across multiple applications, no dedicated platform brought this ecosystem together.
Our partnership with Fira de Barcelona has been crucial. Their track record with innovation events like Smart City Expo World Congress, combined with their commitment to energy transition, gave us immediate credibility. We focused on a clear value proposition: a strategic networking opportunity bridging European innovation to next generation applications.

How do you adapt to market changes or unexpected obstacles in the battery technology sector?

The battery sector evolves incredibly quickly. We’ve designed Battery and Energy Storage Europe to be inherently flexible and future focused. Rather than locking into specific technologies, we focus on broader themes of innovation, emerging applications, and sustainable energy transition.
We stay close to the sector through continuous dialogue with companies, R&D centres, and industry experts, allowing us to adjust programming to reflect what’s most relevant. Addressing the entire battery value chain gives us flexibility to emphasise different aspects as market priorities shift.

What sets Battery and Energy Storage Europe apart from other events in the battery and energy storage sector?

Battery and Energy Storage Europe is the first of its kind internationally. No other event showcases Europe’s home-grown battery technology industry across the full spectrum of emerging applications. We’re going far beyond electric vehicles into e-bikes, eVTOL, grid-scale storage, aerospace, drones, railway and maritime electrification – focusing on where the next decade’s growth will be found.
We present disruptive advances across the entire value chain in Barcelona, one of Europe’s most dynamic technological capitals. There is no other event in the battery technology calendar like it.

What unique services or opportunities do you offer that attendees can only find with you?

Battery and Energy Storage Europe offers a comprehensive platform bridging European innovation to next generation applications across the entire battery ecosystem. Attendees will find hundreds of technology companies, R&D centres, and start-ups – particularly emerging innovators – presenting solutions focused on the European context and pathway to market.
Our conference features top-level international experts exploring Europe’s energy innovation future and practical roadmap to success. We facilitate genuine knowledge transfer between research, industry, and the public sphere, helping start-ups and innovators move from lab to market. This is where the next decade’s key collaborations and investments will be formed.

What new projects or expansions do you have planned for Battery and Energy Storage Europe in the near future?

Our focus is making the first edition in September 2026 exceptional. We’re bringing together 5,000 battery professionals, 150 exhibitors, and over 100 expert speakers at Fira de Barcelona’s Gran Via venue, with a conference exploring the roadmap for European battery industry success.
The highly positive reception gives us confidence Battery and Energy Storage Europe will grow into a vibrant platform promoting European leadership globally. We’re building relationships with companies, institutions, and researchers for year-round engagement. But we believe in strong foundations first – getting the first edition right and letting future direction be guided by our community’s needs.

What three key pieces of advice would you give to people starting their own industry-focused event?

First, identify a genuine gap. We saw that Europe’s pioneering work in emerging battery applications had no dedicated showcase. Ensure your event fills a real unmet need.
Second, build the right partnerships from the start. Our collaboration with Fira de Barcelona gave us immediate credibility and world-class infrastructure. Partner with organisations sharing your values who bring expertise and trust.
Third, focus on creating real value, not just putting on a show. We’re obsessed with facilitating genuine knowledge transfer and creating pathways from innovation to market. If you focus on tangible outcomes and solving real problems, the rest follows. Listen constantly to your community and stay close to evolving sector needs.

Picture David Reeks @ Battery and Energy Storage Europe

Thank you David Reeks for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Could a small innovation make a big difference for everyone?

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11/24/2025

Trovr: recycling solutions for the DRS future

Trovr is transforming the way people return and recycle drink containers by offering accessible, space-saving and user-friendly technology for independent retailers

Can you tell us about the story behind Trovr and what industry experiences inspired you to launch the company?

Trovr is a recycling technology company on a mission to make recycling single-use drink containers easy, rewarding, and accessible for everyone. We’ve developed the QUBE – a compact, smart recycling machine designed specifically for independent retailers – along with consumer and merchant apps that turn recycling into a rewarding experience.
I’m a serial entrepreneur with many years’ experience leading sustainability investments. however originally from a media background having spent my early business career in music, print media, marketing and events. Coming from outside the recycling industry gave me the ability to look at the challenges around DRS (Deposit Return Scheme) from a different perspective.

The industry has been stuck in conventional thinking, focusing only on large-scale machines for supermarkets. I asked, “Why are we ignoring independent retailers, where are their solutions?” They were being left with an impossible choice: invest £10,000 plus in big machinery they couldn’t afford, or resort to unhygienic plastic bags behind the counter. Yet in most countries they’re legally required to participate in the DRS. We created the Trovr QUBE to fill that gap.

What values and principles guided you in establishing Trovr?

Our core principle is accessibility – making sustainable recycling solutions available to everyone, not just those who can afford expensive infrastructure. We believe in turning regulatory compliance into a business opportunity rather than burden. We see ourselves as enablers, here to support scheme operators, brands, retailers and consumers. Most importantly, we’re driven by genuine environmental impact. In the EU, where our machines are already live and being used by consumers, retailers and seen measurable increases in customer footfall and engagement plus high rates of in-store recycling. That’s what this is really about.

What is the long-term vision of Trovr, and what steps are you planning to achieve it?

Our immediate focus in early 2026 is scaling UK trials to several hundred machines, then rolling out our target of 20,000 machines ahead of the October 2027 Deposit Return Scheme launch. 2026 will see DRS schemes launching in Singapore, Spain, Portugal, Uruguay and Greece. Our plan is to provide the Trovr QUBE to the independent retail sector in all these countries plus launch our solution in all existing DRS territories in the EU.
The DRS is a powerful environmental initiative that actually works to increase recycling rates to a much higher level. As a company we aim to be part of the overall solution and keep driving up recycling rates but targeting 50,000+ machines installed across Europe.

The growth of our QUBE network enables the growth of our Trovr consumer platform and digital business. Our ultimate vision goes beyond recycling machines – we’re building a consumer loyalty platform and marketing engine at scale. If we reach those numbers with 50+ daily interactions per machine, we’re talking about a platform that offers significant consumer marketing reach. The QUBE is the endpoint of a transaction, but the app is the beginning of a relationship.

How do you define success for Trovr, and what milestones are you aiming to reach in the coming years?

Success for me is deeply personal – it’s about making a real dent in the plastic crisis. Millions of tonnes of plastic enter our oceans each year, equivalent to dumping a garbage truck full of plastic every single minute. Each year the world generated 353 million tonnes of plastic waste, and only a small percentage of all plastic has ever been recycled. Those numbers genuinely keep me up at night. Future generations will inherit this mess unless we act now. This is an indefensible man-made problem which we can and must fix.

Success means helping achieve that 90% recycling rate mandated by the EU. We’ve already seen it work where our machines are live and operational. We’ve witnessed measurable increases in plastic recycling. That’s not theoretical; that’s real impact happening now. If communities and counties can scale that globally, we’re talking about genuinely changing the trajectory of plastic in our environment. The commercial milestones – 20,000 UK machines within three years, multiple revenue streams – only matter if they deliver environmental impact.

Who is the primary target audience of Trovr, and how do you ensure their specific needs are met?

Our primary target is the independent convenience sector in the UK, most of whom will be legally required to participate in the Deposit Return Scheme (DRS) from October 2027 but have been ignored by the traditional recycling machine industry. These are your local corner shops, independent retailers, petrol stations – businesses with limited space, tight budgets, and minimal operational complexity. We are also targeting any other locations that sell drinks products. This includes cafes, gyms, sports clubs, hospitals, rail stations etc plus voluntary return points such as charities and schools. We believe DRS is a great way to support charitable giving. Donate your 20p deposit to the charity of your choice.
We’ve purpose-built the QUBE specifically for small location constraints.

At just 0.37m² footprint – roughly the size of an ATM – it’s four times cheaper and considerably smaller than traditional Reverse Vending Machines. We also offer our affordable Trovr “DRS as a Service” subscription which includes hardware, software and maintenance to break down a barrier to entry. With zero upfront cost our subscription offer removes the painful capital expenditure decision. The handling fees they earn – typically 1-2p per container – can make Trovr QUBE a cost-neutral solution from month one if the retailer fully engages his consumer community in the recycling process.

What feedback have you received from independent retailers so far, and how does it influence your product development?

The feedback has been brilliant across all our live markets. In EU counties where our machines are already operational and being used by consumers, retailers appreciate how the system integrates seamlessly into their operations without disrupting workflow or taking up valuable space.
Retailers tell us they love the real-time data through our Merchant Dashboard – they can see exactly what’s being recycled and create custom in-app offers to drive repeat visits. The biggest relief is eliminating manual handling – no more bags behind the till, no more hygiene risks, no more staff involvement and cost. That feedback reinforces we’ve solved the right problem in the right way.

What are the biggest challenges you have faced since founding Trovr, and how have you overcome them?

The biggest challenge has been educating the market. The Trovr QUBE is a new and disruptive technology supported by a new attitude and business models. It did not exist before we built it hence our need to introduce and prove its value to the industry. Most independent retailers naturally see DRS as financially challenging. Not because they don’t care about the environment but because of the cost and operational implications to their businesses. We are shifting their perception by demonstrating our tech can turn DRS into a viable commercial opportunity by driving footfall instore. Increased traffic can naturally lead to increased revenue. Our message is not to steer away from DRS but to embrace the opportunity. Trovr QUBE is there to enable new revenue.

Another challenge was proving durability and reliability – the company has invested €3million plus in product development and long-term testing to ensure durability and deliver a fully EU compliant product. The regulatory landscape is complex, but by working directly with scheme operators and integrating with their systems, we’ve ensured seamless compliance.

How do you adapt to market changes or unexpected obstacles in the recycling and deposit return sector?

We stay agile by maintaining close relationships with scheme operators, regulators, and retail trade associations across multiple markets. When regulatory timelines shift or requirements change, we adapt quickly because our technology is modular – the QUBE can operate completely offline or connect via WiFi, Ethernet, or 4G LTE. Having a team with over 100 years of collective experience in delivering integrated software and hardware solutions helps us anticipate challenges before they become obstacles too.

What sets Trovr apart from other solutions in the deposit return and reverse vending space?

Firstly to note, the Trovr QUBE is not an RVM although it has similar functions, the technical mechanics are fundamentally different. The QUBE is a IOT based smart collection device purpose-built for small footprint retail locations whilst traditional Reverse Vending Machines (RVMs) are designed for supermarkets with compacting capabilities. The QUBE targets independent retailers operating taking part in manual DRS collections. Our direct competition is actually a plastic bag behind the counter, and we offer numerous advantages over that.
We combine affordability with a compact footprint – considerably smaller than most RVMs on the market. We act as a platform enabler and vital tool for retailers which makes us non-threatening to all stakeholders. Our patent-protected design and offline capability provide deployment flexibility.

Our long-term differentiation lies in our business approach to monetise the asset through different media channels. This is to create new revenue streams for the retailers ending in a positive cashflow position.
Our Trovr consumer app provides a digital ticket option to remove the need to create paper ticket waste. Also, a digital DRS payment system to return consumer deposits to their chosen destination. The app has a loyalty points platform that can be utilised by the retailers plus in app advertising. As part of our future roll out plan, we will be introducing a range of consumer services for example in app payment cards and DRS savings accounts.

What unique services or capabilities do you offer that retailers can only find with you?

We’re the only solution combining affordability, compact footprint, and new revenue generation for independent retailers. Traditional Reverse Vending Machines crush containers; as a manual handling device the QUBE scans, weighs, and securely stores them, keeping the technology simpler and more affordable whilst preventing fraud practices sometimes associated with manual collection.

Our Merchant Dashboard provides real-time recycling data and lets retailers create custom in-app discounts to convert recycling activity into repeat visits. The offline capability means you can deploy a QUBE at a festival or remote location without the internet. And we’re building a consumer loyalty ecosystem through the Trovr App where consumers earn rewards and can exchange points for cash or vouchers from thousands of brands. No one else offers this complete package.

What new projects or expansions do you have planned for Trovr in the near future?

We’re launching our own Trovr retail media screen network with each QUBE installed. The retailer has a choice to be part of the Trovr media network and will receive a revenue share from media sales. A combination of the media advertising and Trovr consumer app help us provide brand partners with a unique consumer and product data set. Brands will be able to understand granular data on dwell time, demographics, and reach. Actively, we are talking talking to brands about ecosystem partnerships and app co-marketing.

We’re preparing a rollout in Ireland ahead of the UK DRS launch. We’re exploring franchise opportunities with petrol station networks and developing school partnerships to educate young people about recycling. Beyond Europe, we’re looking at Singapore, Uruguay, South America, Africa, and US states already running DRS schemes. The goal is to establish Trovr as the global technology provider for accessible DRS infrastructure.

What three key pieces of advice would you give to people starting their own hardware or sustainability-focused business?

First, make a solution for an existing problem, not the other way around. Once you find the problem in need of an answer, deep dive into the size of the market to confirm there is scale. Don’t try to be everything to everyone – we focused on independent retailers who’d been ignored, and that clarity drove everything from design to pricing.

Second, make your solution economically viable from day one. Sustainability businesses fail when they rely on goodwill rather than solid business models. Our subscription model can make the QUBE cost-neutral immediately, removing barriers to adoption. Retailers see it as a revenue opportunity, not a cost.

Third, bring a fresh perspective to old problems. Coming from outside the sector is fine but make sure you are supported by professionals from inside your target industry. Don’t be afraid to challenge the status quo. Nothing in this world would ever change or advance without disrupters. So, push the boundaries, dare to be different and understand any new tech development always takes twice as long and costs twice as much as you expect.

Picture Nick Yeatman@ Multiplier

Thank you Nick Yeatman for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Anaphite battery tech cuts CO2 in EV production

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11/06/2025

Anaphite-Joe-Stevenson-CEO-of-Anaphite

Anaphite, a UK battery technology company, today announces the results of a third-party sustainability assessment of its patented dry coating technology platform for battery electrode manufacturing. The independent analysis was carried out by life cycle assessment experts Minviro and found that Anaphite’s technology cuts carbon emissions by 3.57 kg CO₂ eq. per kWh of cell capacity¹ compared to the wet coating process used for more than 99% of electrode production worldwide.

If wet coating was completely replaced by Anaphite’s dry coating technology for every cell made in 2025, it would save 7 million tonnes of CO₂– the equivalent of planting 320 million trees. Global annual demand is expected to double by 2030³, making it imperative that battery manufacturers adopt dry coating as soon as possible to maximise the environmental benefits it offers.

Due to enormous ovens that dry electrodes on a vast scale, wet coating is an energy-intensive process which produces significant carbon emissions. Dry coating processes – which eliminate the drying oven – are the solution, but successful commercial-scale production has yet to be realised. Anaphite’s patented technology platform combines all the key ingredients of a battery electrode into a single engineered material, optimised for high-speed dry coating lines. This unique approach, combined with Anaphite’s dry coating expertise and capabilities, solves the challenges of achieving dry coating at scale, unlocking carbon emissions savings for battery and EV makers.

Anaphite’s CEO Joe Stevenson says: “Wet coating of electrodes is well proven, but manufacturers want it replaced by dry coating because of the carbon footprint improvements and cost reductions it delivers. Our unique dry coating process technology is the solution manufacturers need to make EVs more sustainable. We’re delighted to see its environmental benefits confirmed by Minviro’s independent assessment.

“We’re scaling-up the Anaphite technology platform at our facility in the UK and deepening our in-house dry coating capabilities and expertise. We are working in close collaboration with the global automotive industry to bring dry coating to market.”

EU Battery Passport regulations will be mandatory from 2027 for EV and industrial batteries over 2 kWh. Under this framework the total carbon footprint of each battery placed in the EU market must be reported via LCA. For a 75 kWh battery pack, commonly found in many compact- and midsize EVs, Anaphite’s dry coating technology can deliver a 268 kg CO₂eq. saving.

Though carbon saving targets and emissions boundaries have yet to be set for this legislation, it is clear that battery manufacturers must innovate in their manufacturing processes to reduce emissions. For cell makers and OEMs, adopting Anaphite’s dry coating technology platform to significantly reduce the carbon emissions of electrode manufacturing could provide a competitive edge for meeting legislative targets.

Minviro’s assessment of the carbon savings offered by Anaphite’s technology platform are compliant with the ISO-14067 standard for carbon footprint calculation and was critically reviewed by independent experts with extensive LCA and battery manufacturing expertise. Furthermore, the climate change characterisation model used to calculate climate change impacts (IPCC2021 GWP100) aligns with that proposed for the incoming EU battery regulations.

Lydia Bridges, Senior Consultant at Minviro and lead on this project, adds:
“Collaborating with Anaphite on this study has been a great example of how rigorous, transparent assessment can translate innovative process design into quantifiable results. Our independent analysis identified a clear reduction in carbon footprint for Anaphite’s dry coating process compared with conventional wet coating, using ISO-aligned methods and critical review. Studies like this that follow the Environmental Footprint (EF) method provide essential environmental data for cell manufacturers, as this method forms the basis of the EU Battery Regulation carbon footprint quantification.”This work was part of a Feasibility Study project funded by a grant from the UK Government under the Automotive Transformation Fund (ATF), facilitated by the Advanced Propulsion Centre UK. The Feasibility Studies competition aims to produce decision-ready business cases in preparation for projects to develop large-scale manufacturing facilities in the UK.

Is This the Future of Data Ownership and Trust?

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10/24/2025

Countly: Data and Analytics Reimagined for Privacy and Control Onur Alp Soner founder

Countly is a privacy-first analytics and customer experience platform that empowers organizations to fully own, control, and act on their data across digital channels without relying on third parties

Could you briefly introduce Countly and the people behind the company?

Countly is a privacy-first analytics and customer experience platform that helps organizations capture, analyze, and act on first-party data across mobile, web, and connected devices, all without handing that data over to third parties. It’s built on a simple idea: your data should stay yours.

Today, Countly is used by organizations of all sizes, from individual developers to global enterprises such as BMW and Coca-Cola. The platform is designed to scale from a single app to large, compliance-heavy environments, which is why we offer three editions: Lite, Flex, and Enterprise, giving every team the flexibility to decide how they host and control their data.

Our team is deliberately small, around 40 people, working remotely across multiple countries. We’ve stayed independent and bootstrapped, which keeps our focus on customers rather than investors and allows us to build for long-term stability, not short-term growth. That independence is still one of the things that defines us.

What was the initial vision for Countly and how close are you today to realizing it?

The idea for Countly started from frustration. Around 12 years ago, most analytics tools came with a catch: you could use them for free, but your data was collected and sold for advertising. That never sat right with me. I’ve always believed organizations should own their data, not give it away, so we built Countly as open-source and self-hosted from the very beginning.
That vision hasn’t changed, but what analytics means has evolved. Back then, it was mostly static reports like page views, user counts, and simple charts. Today it’s about action, how you use data to improve experiences, connect teams, and make better decisions in real time. That’s where Countly has grown, while the principle of ownership and privacy has stayed exactly the same.

Who exactly is your main target group and how do you make sure their needs are really understood?

We’ve always seen the strongest pull from industries where data privacy isn’t optional, such as banks, telcos, healthcare, and the government. They need to advance, but they can’t compromise on compliance or security. That’s where Countly makes sense. But it’s not just the big players anymore. The same complexity, with too many tools, fragmented teams, and disconnected data, is now showing up in SMEs. That’s why we created the different editions, allowing us to support everyone from a single developer to a global bank.

As for understanding needs, staying open has been key. Developers push us with feedback through the open-source version, and enterprises challenge us on scale and governance. Listening to both sides keeps us grounded and ensures we build what people actually need, not just what looks good in a roadmap.

What challenges do you face most often in the digital analytics market and how do you respond to them?

The biggest challenge is the noise. The market is full of tools promising “instant insights” or “AI-driven analytics,” but few of them solve the real problem of ownership and control. Many companies still don’t realize how much they’ve given away until it’s too late.

Another challenge is education. Privacy-first analytics can sound restrictive, but in reality, it opens new possibilities. It allows teams to go deeper, connect internal systems, and use their data safely. Our response has always been to show, not tell; to prove that capability and control can coexist.

In what way does Countly stand out from other analytics and engagement platforms?

Most analytics platforms treat data ownership as a feature. For us, it is the foundation. Countly was built so that teams never have to trade control for capability. You can deploy it anywhere, own your entire stack, and still get enterprise-grade analytics, engagement, and automation in one place.

Where others give you black-box systems, Countly gives you full visibility. You can inspect every process, enrich data from your own systems, and extend the platform with custom logic. That flexibility allows customers to do things that closed platforms simply cannot, like embedding analytics in their core infrastructure or powering personalization directly from their data pipelines.

How important is the combination of analytics and customer engagement in one tool for your customers?

It is essential. Without data ownership, engagement becomes guesswork. When analytics and engagement live on separate systems or on someone else’s servers, you lose both visibility and control over your decisions.

Countly brings them together in one secure environment. You can analyze behavior, segment users, and take action instantly, all within the same system. Every decision is driven by your own first-party data, processed and stored under your control. This combination gives teams the confidence to move fast without giving up privacy or compliance. It turns data into something you can act on instantly and trust completely.

Here are a few concrete examples.

A global bank uses Countly to run all mobile and web analytics inside its private cloud. They track conversion funnels, detect friction in onboarding, and trigger personalized in-app messages based on user behavior. All data stays within their environment to meet banking compliance rules.

An automotive company uses Countly to collect event data from connected vehicles worldwide. Their teams monitor feature usage, detect software issues, and send targeted updates to improve safety and performance.

A healthcare provider uses Countly to analyze how patients interact with digital services and identify accessibility issues. By connecting analytics with internal systems, they can improve experience and outcomes without exposing sensitive data to third parties.

Each of these organizations uses Countly not just to understand what users do but to respond intelligently within their own infrastructure in real time.

Looking ahead. What developments and product innovations can we expect from Countly?

The next phase of Countly is focused on adaptivity. Real time is part of that, but it is not the full picture. Our goal is to help products sense, learn, and respond to users continuously, powered entirely by first-party data.

Adaptivity means that applications can adjust themselves based on real behavior. It is about systems that learn from live data and make changes safely, without sending information outside or depending on external services. This allows companies to improve experiences while keeping privacy and control intact.

We are building the tools and infrastructure to close the loop between insight and action. That includes adaptive dashboards, self-updating insights, and automation that can adjust user experiences instantly within clear boundaries.

For years, analytics was something you looked at. Now it’s becoming something you work with. Countly’s role is to provide the foundation for that shift, turning static reports into adaptive systems that organizations actually own.

How do you see the balance between data privacy, user trust and advanced analytics evolving in the future?

Privacy and advanced analytics were once seen as opposites, but that mindset is changing fast. The future belongs to systems that build privacy in from the start, not bolt it on later.

User trust will be earned through transparency and control, and the companies that stand out will be those able to gain insight responsibly. Ultimately, those who personalize experiences while keeping ownership of their data will define what’s next.

What role does your team culture play in building and growing Countly?

Culture is everything for us. We’ve always believed small, focused teams can achieve more than large, layered ones. Our culture is direct, informal, and action-oriented. Everyone has ownership over their work, and we avoid unnecessary hierarchy.

Because we’re remote and independent, communication and trust matter more than process. People join Countly because they want to build meaningful software, not chase valuations. That shared mindset is what keeps us moving forward.

If you had to give three pieces of advice to other founders, what would they be?

First, build for substance, not hype. Trends fade, but good products last.

Second, keep your company small for as long as possible. Complexity grows faster than headcount.

Third, stay independent in your thinking, even if you raise money. Once you lose control of your direction, it’s very hard to get it back.

Where do you personally hope to see Countly in five years?

In five years, I’d like Countly to be less visible, not more. What I mean is that instead of being seen as a dashboard or a tool you log into, it should be the layer that quietly powers applications in real time. Our goal is for companies to deliver experiences that adapt to every user by default, without giving up data ownership or control.

If Countly can be the trusted engine behind that, then we’ve done our job. So, my hope isn’t about size or market share. It’s about becoming that invisible intelligence layer we’ve been talking about, something that helps organizations use their data in real time, responsibly, and in a way that truly belongs to them.

Picture Credit private

Thank you Onur Alp Soner for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

The Future of Travel Apps: From Planning to Lasting Memories

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10/06/2025

Polarsteps Travel Books App – Plan, Track and Relive CEO Clare Jones

Polarsteps is an all-in-one travel app that helps users plan, track, and relive their journeys through smart digital tools and personalized travel books. StartupValley spoke with CEO Clare Jones about the vision of the scale-up.

How would you introduce Polarsteps to someone who doesn’t know the app yet, and what role does your physical product, the Travel Books, play?

Polarsteps is an all-in-one travel app that makes it easy to plan, track, and relive your trips. Even before departure, it helps you discover new destinations, plan custom routes, and find accommodations – with the support of our AI-powered travel planner (if desired). While traveling, the app automatically tracks your route and displays it on an interactive world map. Each leg of the journey can be enhanced with text, photos, and videos, creating a vibrant digital travel journal that can be shared privately with family and friends, or publicly if you choose.

Upon returning from your trip, you can relive the adventure with a Travel Reel or a printed Travel Book, a beautiful keepsake of your travels. Since our Series A round in 2019, these photo books have played a key role in enabling Polarsteps to grow sustainably from our own revenue.

You took over the CEO role after the company was founded by four men. How has the culture and direction changed since then?

Many companies look for new leadership when things go wrong or a cultural shift is needed. Polarsteps was different: I joined a growing scale-up that was already massively expanding, but with a clear value compass – a focus on transparency, appreciation, and with a team of passionate, exceptionally talented employees. That convinced me to take on the role.

My job is to keep these values alive in an internationally growing team while building structures that allow for rapid scaling. Today, over 17 million people worldwide use Polarsteps. This summer, the app was number one in the travel category in the Netherlands and France for weeks, ahead of major players like Uber and Airbnb. The DACH region will soon be our largest growth market, and the US is on our radar as well.

Our North Star target that we talk about internally is 100 million users. We hope to reach this with a small team of dedicated and determined people. We encourage everyone to think big, stay authentic and human, and enjoy the successes as much as the journey itself.

What vision do you have for Polarsteps when you say the app should become the all-in-one “Made in Europe” travel app for adventurers worldwide?

Many people use a wide range of tools while traveling – from Google Sheets to booking platforms to Instagram. Polarsteps brings it all together in a single app. Our goal is to be the all-in-one app for the entire travel funnel, assisting in every phase of the journey. There is currently no app worldwide that offers this – and we’re on our way to becoming it. We’re proud that this vision comes from Amsterdam, not Silicon Valley, because we believe in building big global companies right here in Europe.

Many users discover Polarsteps through recommendations. How do you explain this exceptionally high referral rate without classic marketing?

It’s amazing to see the app grow so quickly through word of mouth alone. Travelers everywhere take out their phones, show their routes, share experiences, and inspire others. Of course, those at home who follow virtually often become Polarsteps fans themselves. This is because the app was designed from day one by travelers for travelers, reflected in the user-friendly and beautiful design – all without advertising.

How do you handle the challenges of positioning a European travel-tech company globally?

We want to be an app for all travelers, but there are big cultural differences in how people travel and what matters to them. Germans often plan further ahead and care deeply about privacy, while Dutch travelers are a little more spontaneous, and Americans want to collect not just countries, but also individual states and ‘scratch’ them on a map. We pay close attention to what users in each market want and how Polarsteps can meet those needs.

On the business side, we are working to raise awareness and find the right strategy in fragmented markets like the US. Some people ask whether a European app can succeed globally, but I’d say our growing numbers speak for themselves.

Polarsteps finances growth through a physical product. Why does this business model work so well in a digital environment?

Travelers love our Travel Books as a keepsake. It works seamlessly: with just a few clicks, their digital travel journal becomes a beautiful, printed book – complete with photos, stories, maps, and even stats like the weather. All content is created during the trip, unlike classic photo books where you have to gather everything afterwards, which can be very time-intensive.

The interesting thing is that we seem to be tapping into a market in a new way – many young people and millennials would never usually spend the time to create a photo book, but because it’s done automatically for them with our app, they’re excited to buy one for the first time.

Travel Books aren’t our only business model. Since this summer, travelers can also search for accommodations via Booking.com, Airbnb, and Hostelworld, and integrate them directly into their travel plan. We earn a margin per booking – with no extra cost for users. This way, we combine digital services with physical experiences and fund sustainable growth.

Who is your target audience, and what needs do you focus on for these travelers?

Our audience is broad, spanning all kinds of travelers – from backpackers to weekend adventurers. What unites them is their digital savviness: they are “connected travelers” who use apps to plan, share, and document their journeys. We do see that many of our travelers are young – Gen Z and millennials. They often start adventures on the platform to share with friends and family back home – who may one day use it for travels of their own.

At the same time, the demand for digital detox is growing. Many want to enjoy technology while staying present. Polarsteps runs in the background, reduces effort, and makes it easy to capture real memories – without being online all the time. Our users value authenticity over “Instagram perfection.”

One of the founders had a burnout. How important are New Work and a healthy work culture today?

Very important. We aim to build not just a travel app but also a company where a healthy work-life balance is stimulated. This includes flexibility in working from home and avoiding an overtime culture. Employees can also work remotely for up to eight weeks a year, from anywhere. There are personal learning budgets and a thorough onboarding process to help new colleagues settle in.

A highlight is our Teleporter program: once a year, each team member is “teleported” to a random location they’ve never been to, to test the app in real life and provide feedback. We cover the tickets – because we believe Polarsteps remains relevant only if developed by travelers for travelers.

What makes Polarsteps unique compared to other travel apps?

We combine many functions – inspiration, planning, booking, tracking, and documentation – in one app. Travelers don’t have to switch between apps, emails, or guides: everything is in one place and can be shared with travel companions or loved ones back home.

Unlike traditional social media, Polarsteps focuses on mindful travel and personal sharing. The app works like a digital travel journal – with selected people invited to follow along. Only invited users can read and comment, resulting in real, authentic stories – including the mishaps and unpolished photos that make each journey unforgettable and real.

How do you plan to use AI in travel planning, and what opportunities do you see?

We recently launched our AI-powered planning tool. The smart assistant provides tailored route suggestions based on ten years of Polarsteps experience, personal preferences, past trips, and recommendations from our travel experts. We see great potential to continuously improve this feature, simplify planning, and make trips more personal.

We take responsibility: we don’t want to contribute to overtourism but instead promote sustainable travel and inspire adventures off the beaten path that foster personal growth and deeper connections to the world. Data privacy is a top priority – everything works on an opt-in basis, data is private by default, securely stored, and never sold to third parties.

Looking ahead five years, where do you want Polarsteps to be?

In five years, the app will offer many more groundbreaking features, helping inspire people from the first thought about a trip to the trip itself and remembering it upon coming home. Polarsteps will have grown strongly and sustainably in France, the Netherlands, the DACH region, the UK, and the US, making us the leading all-in-one travel app worldwide. We will maintain European values and remain a company that cares about its employees and builds a business that has a positive impact on the world.

What three pieces of advice would you give to other founders building a tech company in Europe?

Surround yourself with people who inspire you and give you energy – they help you stay motivated, especially in tough times. If they can make you laugh, even better.

Build a diverse team that shares your values. Only together can a company succeed long-term.

Have perseverance – founding a tech start-up in Europe is a marathon, not a sprint. Success doesn’t happen overnight, but persistence pays off.

Picture Credit Polarsteps

Thank you Clare Jones for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Click Rating: Redefining Global Employment

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09/18/2025

Multiplier Companies Talent – Global Employment Made Simple Multiplier Founder Sagar Khatri

Multiplier is a global employment platform that simplifies international hiring, payroll, compliance, and benefits for companies in over 150 countries

How would you introduce Multiplier in just a few sentences, and what role do you personally play in the company?

Multiplier is a global employment platform simplifying how companies hire, pay, and stay compliant with talent across more than 150 countries. We take care of the complexity around payroll, compliance, and benefits so businesses can focus on growth, while their teams can work anywhere. As co-founder and CEO, I focus on steering Multiplier’s vision and growth. My goal is to make global employment straightforward for companies while changing the way they think about talent and seeing it as truly borderless.

What was the key trigger for founding Multiplier. Was there a personal experience that strongly influenced you?

The idea for Multiplier came from first-hand experience. I led expansions into markets like Japan and Australia for a tech company, and every step was painful. What should have been exciting growth quickly turned into a grind of red tape, slow processes, and repetitive admin. In many cases, it took six to eight months just to establish a local entity, open bank accounts, and set up payroll and benefits. It was clear the world of work had moved on, but the infrastructure hadn’t. That gap became the starting point for Multiplier.

What vision do you pursue with Multiplier and how do you plan to achieve it in the coming years?

The world is going global, yet too many people still have to leave their homes behind just to access the careers they deserve. My co-founders and I know that first-hand because each of us had to move away from where we grew up in order to pursue opportunities. We founded Multiplier on the belief that careers and talent pools should never be limited by geography. Our vision is to build a world without limits, where companies can access talent anywhere and people can build global careers without uprooting their lives.

Looking ahead, we want to make that vision real for more people by growing our platform, strengthening compliance, and opening up bigger conversations about the future of work. Our recent Beyond Borders series in New York is one example, bringing together leaders to talk about what it really means to build and work across borders.

Which industries or types of companies benefit the most from your platform?

While we work across many industries, we’re especially valuable to fast-growing companies that need to scale quickly across borders without getting held back by compliance or entity setup. Employer of Record services are particularly impactful in sectors like technology, healthcare, manufacturing, retail, consulting, and non-profits, where companies often need to access specialized skills beyond their local markets. That said, any business looking to hire internationally without the burden of setting up entities or managing complex payroll can benefit from our platform

What concrete problems are you solving for employers who want to hire international talent?

Around 74% of employers say they struggle to find skilled talent. Hiring abroad could solve that, but in reality, it often means months of paperwork, including setting up entities, navigating labor laws, opening bank accounts, managing payroll, and handling taxes. It’s slow, expensive, and complicated. Multiplier takes that burden away. We’ve already built entities in more than 150 countries, so companies can hire talent anywhere, put them on payroll, manage benefits and leave, and issue compliant contracts without months of setup. Our platform and legal teams ensure every hire and every payment meets local regulations, while employees are paid in their own currency.

What sets Multiplier apart from other global HR and employment platforms?

What makes Multiplier different is that we’re not just a payroll tool, we’re a complete platform for global employment. We enable employment in more than 150 countries, so companies get true global coverage with the lowest total cost of ownership. Contracts can be generated in minutes, benefits are tailored to each market, and support is available 24/7 with a real human on the other side. It’s that mix of technology, localized expertise, and human support that sets us apart.

What challenges are you currently facing in the global market and how do you deal with them?

One of the biggest global challenges today is the talent shortage. Even as companies look abroad to fill critical roles, they often get stuck in the complexity of local laws, payroll, and compliance. Regulations are also shifting constantly, which makes things even harder. We handle that by putting a lot of focus on compliance and legal expertise, so our clients don’t have to. Another challenge is awareness, as many still assume hiring abroad means setting up an entity. A big part of what we do is show them there’s a simpler, safer way.

How important is compliance in international employment contracts and how does Multiplier support this?

Compliance is everything when it comes to hiring across borders. After all, if contracts or payroll aren’t aligned with local laws, companies risk fines, disputes, and even reputational damage. That’s why we provide global payroll and compliance tools to onboard employees, manage payments, and issue contracts that meet local regulations. Our legal and HR teams monitor labor and tax rules across every market we cover and build them directly into the platform

How do you ensure that the needs of both companies and talent are being met?

For companies, the priority is speed, compliance, and cost. For talent, it’s stability and fairness, getting paid on time, in their own currency, and receiving the benefits they’re entitled to. We’re very aware that this isn’t just about systems; it’s about people’s livelihoods. That’s why we see ourselves as a human business as much as a tech one. We want to give employers the tools to hire globally with confidence, while making sure employees feel supported and valued wherever they are.

Where do you see Multiplier in the next three to five years? Are there specific milestones you are aiming for?

Our focus is on expanding into more markets and building products that make international hiring even simpler. A big milestone for us is making sure companies of any size, from startups to enterprises, can access talent anywhere in the world without friction. We also want to play a bigger role in shaping conversations about the future of work. We just launched our Beyond Borders series in New York and plan to expand it globally with more editions in different countries, bringing together leaders to rethink how talent and opportunity connect across borders.

Stop building in isolation. Start selling sooner. Think the product has to be perfect before anyone sees it? It doesn’t. You need buyers before you need polish.
Leadership is about getting your hands dirty. Close the first deals yourself. Get in the trenches to understand operations. Lead by doing, so your team knows you’re in it together.
Trust the process, even when it’s painful. Fundraising involves rejection after rejection. But customers will restore your confidence.

What personally motivates you every day to keep scaling Multiplier globally?

I’m motivated by the chance to build something that changes lives. My co-founders and I had to leave our home countries to find opportunities, and I don’t want the next generation to face the same choice. Knowing that someone can build a global career from wherever they are and that we can make that possible is what keeps me going.

Picture Sagar Khatri @ Multiplier

Thank you Sagar Khatri for the Interview

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

Romain Gauthier: Didomi’s Privacy Journey to Global Impact

By

Markus Elsasser

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09/15/2025

Portrait of didomi romain gauthier privacy journey

Didomi founder Romain Gauthier in conversation with Markus Elsasser about privacy and responsibility!

Romain Gauthier what inspired the original idea behind Didomi – was there a particular moment that sparked it?

Romain Gauthier: I’ve always felt that people’s privacy was neglected by technological developments for decades, coming as an afterthought at most. When GDPR discussions started, I realized that an EU regulation with sufficient teeth could lead to change by forcing companies to invest in privacy and change the way they deal with personal data to avoid fines.

The idea to focus on consent felt like the best approach for Didomi, as it’s the most natural and intuitive way for people to think about their privacy.

Romain Gauthier what were the toughest challenges you faced early on, and how did you overcome them?

Romain Gauthier: Like every startup, the toughest challenge was to be considered a credible partner for our first clients, especially in a context where our solutions would help them achieve compliance. We hacked this by focusing on the publisher and media vertical, which gave instant visibility as our solutions were deployed on the largest, best-known websites, and securing a CNIL (French DPA) official validation of Didomi compliance, which gave us enough credibility from the perspective of our initial clients.

Then, as with many companies, the classic challenge was attracting talent. We decided to adopt a remote-first culture (back in 2017!) that has helped us increase our access to diverse and international talent, as well as minimize our French roots. This has served us well in going global at an early stage.

One other tough challenge that we faced was less frequent: we were attacked by a US patent troll in the US that sued us for patent infringement, hoping that we would settle by paying them with a large check (they patented the notion of consent management). We had no choice but to fight back by pouring hundreds of thousands of dollars into a complex legal procedure in the US, which we ultimately won at the federal level. This was a complete distraction and a waste of time and money that could have been spent growing the business.

Romain Gauthier are there any lessons or values from your childhood that still influence you as an entrepreneur today?

Romain Gauthier: As Mike Tyson once said, everyone has a plan until they get punched in the face. I’ve repeatedly learned to welcome the unexpected, accept it, and cope with it. I was raised to never give up, and this is definitely helping me as an entrepreneur.

How do you design privacy solutions that don’t annoy or put off users?

Romain Gauthier: We do a lot of research on the field of privacy UX and are the only company in the world publishing a consent benchmark that presents the trends that we measure by collecting millions of consents daily.

How does sustainability play a role at Didomi in practical terms, and how do you actively implement it?

Romain Gauthier: We have significantly strengthened our commitment to sustainability over the past two years, embedding it into both our products and the way we work. In practice, that means choosing more responsible cloud infrastructure, tracking our carbon footprint, and engaging everyone in meaningful initiatives.

It is a collective commitment: we believe technological innovation must go hand in hand with social and environmental responsibility. Our EcoVadis Silver rating and our first public ESG & Impact Report 2024 demonstrate that we are moving forward together because on this journey, we are all part of the same team.

Romain Gauthier how would you describe your style as a leader, and what principles matter most to you when managing your team?

Romain Gauthier: My role is to bring energy, help everyone stay focused on our mission, and empower people to solve complex problems collectively.

Next to that, I eat my own dog food, I stay accessible to anyone, and I try my best to make rational decisions that respect our core values.

How do you handle mistakes made by your employees, and how do you ensure your team stays motivated?

Romain Gauthier: You learn by making mistakes. At Didomi, people benefit from a lot of autonomy in their respective jobs, and as a result, they will make mistakes. The important thing is that people feel comfortable enough to acknowledge these mistakes so that they can learn from them..

On my end, it’s also essential as a leader to do the same and explain to the team when I/we have done something wrong to correct course. For the team to stay motivated, it’s crucial to constantly focus on what we can do rather than what we’ve done in the past.

What practical advice would you give to founders looking to launch a privacy-tech startup today?

Romain Gauthier: Stay focused on one specific problem that many companies have, rather than trying to chase too many rabbits.

When merging or acquiring companies, like you recently did with Sourcepoint, how do you ensure smooth integration and create a unified company culture?

Romain Gauthier: Culture is an essential point when selecting an acquisition target, and arguably the most important factor of success or failure. So, this element is critical in the M&A process.

We built Didomi as a company with a very diverse culture that is naturally welcoming to people from different backgrounds and countries. Any talent addition to the team is an opportunity to welcome someone different and value their uniqueness. That is our foundation for integrating other teams when acquiring other companies.

Romain Gauthier where do you see yourself and Didomi in five years – what’s your big-picture vision?

Romain Gauthier: I see Didomi as a global leader in the privacy space and as a critical partner for large enterprise brands all over the world. I see privacy as an essential skill and reflex for any data professional. l I see myself as having learned further as an entrepreneur by facing new challenges and reaching new heights.

In your opinion, what’s the next big thing in privacy tech-perhaps even connected to AI?

Romain Gauthier: The next big thing for privacy tech is the concept of agent-to-agent privacy transactions. How will your privacy be enforced and respected in a context where an agent is representing you and transacting with another agent representing a company or any organization? Everything remains to be invented there.

Romain Gauthier: We regularly publish case studies on our blog, in partnership with our customers, highlighting the problems they face and how they managed to overcome privacy, compliance, data, and business challenges using our solutions. It’s hard to select one, but a few stand out:

Orange, one of France’s leading telecommunications providers, was an early adopter of our cross-device feature, achieving outstanding results (+10% consent rate). SNCF Connect & Tech, with whom we got the chance to work on a very unique server-to-server use case. More recently, the modular construction company Algeco teamed up with Dékuple to implement Didomi and Addingwell and enhance their data collection practice, leading to quantifiable business impact (opt-in rate increasing from 56% to 64%).

Our solutions are highly customizable, and we take pride in providing our customers with some of the best support available in the market to address their specific use cases.

Romain Gaulthier how do you make sure your company’s core values are genuinely reflected in everyday operations and strategic decisions?

Romain Gauthier: Empowering and trusting people is the solution to this problem. My role is actually to make sure everyone is using our core values as a compass in their everyday decisions.

Romain Gauthier as an entrepreneur and father, how do you manage to keep your work-life balance – do you have specific strategies?

Romain Gauthier: As an entrepreneur, it’s a complex problem as your company is always somewhere on your mind. It requires a lot of discipline. One strategy that I’m using is to ensure that I leave my smartphone outside when I’m with my family, to be fully present with them. At least I’m not constantly interrupted.

As a company, we make sure to set boundaries, such as not working in the evening or at weekends, to ensure that work has clear limits. I’m a firm believer that the best decisions and ideas come when you have enough time to recharge, disconnect, exercise, and sleep.

Romain Gauthier: My motivation comes from the idea that Didomi is working on a critical problem for the future of technology. Privacy is not given.

Personally, and professionally, having children naturally forces you to build for the future and avoid short-term strategies. That said, my experience is that it’s hard to change the rules of any game while playing, so there will always be compromises that you need to make with your ideal of economic and social sustainability: any business needs to generate a profit first to be sustainable.

SEO 101 for SMBs: Reaching Customers with the Right Visuals

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09/02/2025

SEO content strategies with AI: How SMBs stay competitive Bildcredits: Cristina Gaidau/iStock

iStock, a leading ecommerce platform providing premium content to SMBs, SMEs, creatives and students everywhere, reveals how SMBs can incorporate visual content in SEO to stay competitive in today’s AI driven landscape.

Findings from iStock’s visual research platform, VisualGPS, shows that SEO continues to be one of the top skills small businesses globally want to learn. In addition, 60% of respondents say that they create and source their own content, with many turning to generative AI as a tool to ideate and iterate visual concepts.

“AI is reshaping how SMBs should approach SEO,” says Helen Pollitt, Director of SEO at iStock. “Many business owners aren’t yet aware of the powerful, cost-effective tools at their fingertips—from using a mix of stock and AI-generated visuals to combining SEO with generative engine optimisation to help AI tools find and show the content when users ask questions. These strategies can significantly boost rankings and drive organic traffic.”

Here, iStock provides some tips for SMBs to consider when incorporating SEO practices within their marketing:

Traditional SEO still matters: To enhance online presence, provide search engines with additional context as to how the image is relevant to searches made. This includes using descriptive file names, primary keywords, alt text descriptions and choosing the right image format for its use, including WebP for content-driven webpages and SVG for logos that need to be scaled.

Don’t forget video: Video can be embedded in web pages to drive reach. VisualGPS shows that 74% of people globally turn to video content online to learn new things and get inspired, yet only 11% of SMBs and SMEs globally use video as part of their content strategy. Utilise structured data and high-quality thumbnails to ensure the content appears on search pages and the page load speed remains fast.

Experiment with AI: AI tools can be useful within SEO workflows including copywriting, keyword research, optimising meta titles and descriptions or image generation to illustrate a page. If you are going to use gen AI imagery, try A/B testing the content to measure visitor engagement and consider labelling it via an icon or brief text – VisualGPS research indicates that 86% of consumers globally believe that AI-generated content should be clearly labelled.

Align SEO with GEO: AI-powered Generative search engines (GSEs) are starting to drive “referral” web traffic. To secure online brand authority through generative engine optimisation (GEO), SMBs can analyse traffic data to find out where website visits are coming from to understand the impact GEO is having on brand visibility.

Bildcredits: Cristina Gaidau/iStock

Author Helen Pollitt, Director of SEO iStock

Statements of the author and the interviewee do not necessarily represent the editors and the publisher opinion again.

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