Wednesday, July 2, 2025
Home Blog Page 8

Mark Hauser Profiles 9 Financial Institutions’ Roles in the U.S. Financial Services Industry

0
mark hauser

United States financial institutions are an integral part of the nation’s financial services landscape. Each institution serves a certain target market and offers a specific services menu. Some financial institutions conduct business together while others operate independently.

Private equity principal Mark Hauser highlights nine types of relevant U.S. financial institutions.

Financial Institutions Defined

In a developed economy, financial institutions are companies engaged in specific types of monetary and financial transactions. Some financial institutions loan investors’ and depositors’ funds to individual or business borrowers who need financial resources. 

Certain financial institutions, such as investment banks, only cater to the business sector. Other financial institutions operate within the brokerage, insurance, or mortgage industries.  

Banking Institutions

Banking institutions (or banks) are entities that provide consumers and companies with diverse financial services. A bank primarily receives funds (or deposits) from depositors. The bank loans these funds to borrowers who need the funds for personal or business loans, mortgages, and other purposes.

Banks also process payments ranging from account holders’ personal checks to high-dollar bank-to-bank electronic payments. Banks also issue credit cards and debit cards along with processing those sales. Mark Hauser notes that banks often engage in investment activities and facilitate foreign exchange transactions.

Central Banks

Many nations operate central banks, a type of umbrella financial institution that manages the country’s other banks. The Federal Reserve Bank (or the Fed) is the United States’ central bank. The Fed sets the United States’ monetary policy. In addition, the Fed’s regional offices monitor and regulate applicable financial institutions’ operations.

Retail Banks and Commercial Banks

Historically, neighborhood retail banks have focused on consumer services such as savings and checking accounts, loans, and specialty services. In contrast, commercial banks concentrated on the business market.

Today, private equity expert Mark Hauser says the two entities have merged together. Most large-scale banks now serve consumers and businesses alike. These financial institutions offer deposit accounts along with loan services. 

To illustrate, retail and commercial banks offer savings and checking accounts along with Certificates of Deposit (or CDs). Credit card services, mortgages and personal loans, and business banking services are also available.

Exclusively Online Banks

Relatively new online-only banks and conventional banks have some key similarities. Both financial institutions support multiple bank account types. Some online banks also offer Certificates of Deposit (or CDs), credit cards, and debit cards. However, online checking accounts are generally not available.

With reduced operating costs, online-only banks minimize fees and offer attractive interest rates. Many Internet-only banks offer Federal Deposit Insurance Corporation (or FDIC) insurance for eligible deposits. Banking services are available via a customer’s mobile device, computer, an ATM terminal, or the bank’s customer support line.

Investment Banks

An investment bank is a specialized financial institution focused on raising capital through issuance of marketable securities. Investment banks partner with private individuals, companies, and governments needing capital for a specific purpose.

Private equity expert Mark Hauser states that investment banks provide targeted expertise during sophisticated financial transactions. To illustrate, a start-up readying an Initial Public Offering (or IPO), or two merger-acquisition participants, might engage an investment bank’s services. Investment banks also provide major institutional clients with financial guidance.

Credit Unions

A credit union is a not-for-profit financial institution that provides most traditional banking services. Each credit union’s members form, own, and operate this financial entity.

As a non-publicly traded organization, a credit union only needs to generate enough income to fund its daily operations. This enables credit unions to offer lower interest rates and fees compared to banks.

For decades, credit unions only served a specific defined group such as a single company or organization. To illustrate, state employee credit unions are relatively common. Today, however, some credit unions have opened membership to the general public. An individual may only be required to join the non-profit organization for a minimal fee.

Savings and Loan Associations

A savings and loan association (or S&L) is also called a savings bank or thrift institution. Born during the 1930s, these customer-owned financial institutions were established to offer affordable residential property mortgages. Throughout the 20th century, many middle-class Americans turned to their local savings and loan association for a home loan.

Although less-prevalent today, savings and loan associations are still an active part of many communities. Besides residential mortgages, S&Ls typically offer checking accounts and personal loans.

3 Additional Types of Financial Institutions

The United States financial services landscape includes three other types of financial institutions. Private equity expert Mark Hauser discusses each entity’s role in the financial services ecosystem.

Brokerage Firms

A brokerage firm serves individuals and investors desiring to execute securities transactions. Traditional securities include stocks, mutual funds, exchange-traded funds (or ETFs), and bonds. Brokers typically trade these securities based on clients’ direction.

More recently, alternative investments such as cryptocurrency have become available via online brokerages. These regulated financial services firms ensure the safety of investors’ funds. In contrast, a crypto exchange is a non-regulated entity without these protections.

Insurance Companies

Insurance companies protect clients (or policyholders) against financial losses from predetermined risks. These financial losses can result from incidents personally affecting the policyholder (usually the insured).  Financial losses could also occur due to third-party injury or damage. The non-covered policyholder could be deemed liable for these losses.

Through a contractual agreement, each policyholder receives protection against covered incidents. By pooling policyholders’ risks, the insurance company is able to offer more affordable policy premiums (or payments).

Individuals and businesses can select from multiple types of insurance coverage. Life, health, auto (vehicle), and homeowner’s insurance are the most common types of insurance policies. Many other types of coverage are available.


Mark Hauser, co-managing partner at Hauser Private Equity, highlights the many unknown roles that several US financial service industry institutions hold, and how they impact our daily lives.

Mark Hauser explains that certa in insurance companies team up with banks. The insurance company markets its products to the bank’s customers. This ideally creates a “win-win” partnership for both financial institutions.

Mortgage Companies

A mortgage company is a specialized financial institution that solely originates mortgage loans. To obtain the loan capital, mortgage companies collaborate with financial institutions with substantial capital resources.

It’s a misconception that mortgage lenders only make residential loans. Although residential mortgages represent a large market segment, certain mortgage companies only lend funds to commercial real estate clients.

In today’s highly digital world, many mortgage companies conduct their operations via the Internet. The remaining brick-and-mortar mortgage lenders have fewer branch locations. Both tactics allow the lenders to provide borrowers with lower mortgage rates and fees.

Financial Institutions Continue to Evolve

Changing economic conditions and regulatory issues can spur changes in financial institutions’ operations. Private equity principal Mark Hauser recommends that individuals and businesses conduct thorough due diligence before purchasing financial institutions’ products and/or services.

Autor: Gary Johnson

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

Shopping reimagined: Unleashing AI to transform sustainable fashion

0
Flashee

Flashee, an AI-powered social shopping app, connects conscious consumers with independent brands worldwide, promoting sustainability and ethical practices

Could you please tell us about yourself and introduce your startup to our audience?

Absolutely! I’m Arina Ponomareva, an international entrepreneur and co-founder of Flashee. Flashee is an AI-powered social shopping app that connects conscious consumers with small, independent brands globally, fostering a community-driven platform rooted in sustainability and social responsibility.

What inspired the concept of Flashee?

The idea for Flashee came from my co-founder, Yvonne Teng, who invited me to join her in developing it. With my background in fashion and beauty, we saw an opportunity to support small brands and make sustainable fashion more accessible. Flashee isn’t about revolutionizing the industry; it’s about helping local brands grow and connecting shoppers with eco-friendly options they might not find elsewhere.

What motivated you to launch Flashee?

The motivation to launch Flashee stemmed from recognizing the need for innovation in the fashion retail sector. We saw an opportunity to leverage technology to revolutionize the way people discover and engage with brands while also addressing the growing demand for sustainability in fashion.

Could you share the core vision and mission of Flashee?

Our core vision at Flashee is to revolutionize the way people shop by providing a platform that champions small brands while promoting sustainability and ethical practices. Our mission is to create a vibrant community where conscious consumers can discover unique products that align with their values.

Can you talk about the initial challenges and difficulties you faced while starting up?

Initially, one of our main challenges was securing the necessary resources to develop Flashee into a fully functional platform. With limited investments, we’ve successfully onboarded over 20 small yet ambitious brands and garnered significant interest in our product on social media. However, to take Flashee to the next level and build an MVP showcasing the power of AI in optimizing the shopping experience, we require additional partners and investments.

Who do you consider the primary audience for your services?

Our primary audience includes a vibrant community of conscious shoppers who value authenticity, sustainability, and ethical consumption. We cater to individuals who seek unique, high-quality fashion items while prioritizing the planet and supporting small, mission-driven brands. Our platform resonates with trendsetters who appreciate the narrative behind each product and aspire to make a positive impact through their purchasing decisions.

What sets Flashee apart from other companies in the same field?

What sets Flashee apart is our unique blend of cutting-edge technology and a deep commitment to social responsibility. Unlike other shopping platforms, we’re not just about transactions; we prioritize connections between consumers and purpose-driven brands through AI-powered recommendations and immersive storytelling. For instance, Flashee is pioneering AI technology that tailors recommendations to users’ preferences, revolutionizing the way people discover fashion. Additionally, users can seamlessly make purchases from brands featured on our platform, enhancing the overall shopping experience.

Could you describe a typical day at work for you?

My typical day is a mix of planning, meetings, and getting things done. I start by catching up on emails and planning out my schedule. Then, it’s time for meetings – discussing ideas with my team, collaborating with partners, and making decisions. I spend a lot of time researching and strategizing to keep Flashee moving forward. And of course, there’s always room for unexpected surprises and challenges along the way!

Where do you envision Flashee and yourself in the next five years?

In the next five years, I see Flashee expanding its reach globally, becoming a household name in the tech and e-commerce industry. We aim to continuously innovate and adapt to the evolving needs of our users, offering new features and services that enhance the shopping experience. Personally, I envision myself leading Flashee’s growth strategy, collaborating with talented individuals, and contributing to the advancement of technology in retail. Together, we aspire to make a significant impact on the way people shop and connect with brands worldwide.

What are three pieces of advice you would offer to aspiring entrepreneurs?

Firstly, embrace failure as a natural part of the entrepreneurial journey and use it as an opportunity to learn and grow.
Secondly, surround yourself with a strong support network of mentors, peers, and advisors who can offer guidance and support along the way.
And finally, stay true to your vision and values, even in the face of challenges and setbacks, as they will ultimately guide you towards success.

Thank you Arina Ponomareva for the Interview

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

Curious About Transforming Obstacles into Success? Dive In!

0
Pure Global female founder phyllis meng

Pure Global is revolutionizing the medical device industry by streamlining regulatory processes to bring innovative solutions to market faster

Could you please tell us about yourself and introduce your startup, Pure Global, to our audience?

I am Phyllis Meng, co-founder and CEO of Pure Global. When the COVID pandemic struck, DJ, the other co-founder, and I were based in New York. We immediately recognized the urgent need for masks and medical devices, so we started collaborating with the government and schools to address the shortage. Through sourcing supplies via donations and locally raised funds, we took proactive steps to address the pressing need. It became evident that most masks were manufactured in China, so navigating the FDA process and CDC testing protocols for the masks was crucial.

Even after the pandemic, our mission remained the same: to efficiently deliver medical devices to save lives. While we initially focused on COVID-related products, our goal has shifted to streamlining the process of bringing medical devices to market. At Pure Global, we aim to provide transparency by sharing global regulatory updates with clients, ensuring that regulatory specialists worldwide receive vetted and accurate information.

What inspired the concept of Pure Global?

The inspiration behind Pure Global stems from two main factors. Firstly, the complex and ever-evolving nature of medical device regulations, marked by frequent updates and emerging requirements, poses significant challenges. Non-compliance risks costly delays, product recalls, and legal consequences. Then, recognizing the substantial hurdles faced by MedTech companies in navigating regulatory affairs due to the specialized knowledge required, we identified a gap, particularly for smaller to mid-size companies lacking in-house expertise and budget for dedicated teams. With the realization that this knowledge gap is magnified in the context of operating across multiple markets,  we founded Pure Global to serve as a trusted advisor, providing support for companies seeking expansion opportunities.

What motivated you to launch Pure Global?

The motivation behind launching Pure Global stemmed from several key factors. Firstly, our overarching goal was to support MedTech companies by bringing safe and effective medical devices to the market more efficiently, thereby positively impacting patients’ lives. We recognized that streamlining regulatory processes plays a crucial role in accelerating the development of new, potentially life-changing medical technologies. Additionally, with the medical device industry rapidly expanding due to technological advancements and an aging population, there is a growing demand for regulatory support. By automating regulatory tasks and centralizing information, Pure Global aims to streamline processes and effectively meet the evolving needs of the industry.

Could you share the core vision and mission of Pure Global?

Our mission is simple, we aim to provide next-generation solutions for MedTech companies to expand their global reach, delivering smart and efficient market access solutions powered by transformative data & technology.

Overall, our vision is based on five pillars:

Customer First: We prioritize understanding and exceeding our customers’ true needs, placing them at the heart of our operations.

Integrity: We prioritize honesty and trust, upholding the highest ethical standards to foster transparent and accountable relationships with our customers, employees, and partners.

Excellence: We are dedicated to delivering quality and excellence in all that we do. We maintain unwavering dedication to our craft, continuously seeking innovative approaches to exceed industry standards.

Teamwork: Collaboration is key to our success. We embrace a culture of continuous learning, leveraging each other’s strengths to drive collective growth.

Self-Driven: Empowered by our belief in making a meaningful impact, we approach challenges with determination and resilience, pushing boundaries and pioneering change to achieve remarkable outcomes.

Can you talk about the initial challenges and difficulties you faced while starting up?

When we initially started Pure Global, we encountered several challenges and difficulties inherent to launching a new venture in the MedTech industry. One of the primary hurdles was defining our target market, as different segments within the industry have unique needs and pain points that require careful consideration.

Another challenge we encountered was securing initial customers willing to try our new service and provide valuable feedback. This was particularly challenging because building trust and credibility is crucial in the highly regulated MedTech industry, where companies need to have absolute confidence in our expertise to guide them toward compliance. As a new company with an unproven track record, it took time to establish a client base and demonstrate our ability to navigate complex regulatory processes successfully.

Furthermore, competition from established consultants posed a challenge. The regulatory affairs consulting space already had well-established players, making it challenging to gain initial traction and stand out in a crowded market. 

However, we approached these challenges with resilience and determination, leveraging our expertise to overcome obstacles and establish ourselves as trusted advisors in the MedTech industry.

Who do you consider the primary audience for your services?

Our services cater to a diverse range of clients, including startups, global scaleups, and multinational enterprises in the MedTech industry, recognizing their individual needs and goals. For example,  we can help startups with agile regulatory guidance and cost-effective solutions tailored to quickly bring their innovations to market. Meanwhile, for global scaleups, we might focus more on partnership development to facilitate expansion into new markets globally. Lastly, for multinational enterprises, the focus would shift to global regulatory strategies and technology integration to navigate regulatory complexities and optimize their portfolio on a global scale.

What sets Pure Global apart from other companies in the same field?

What sets Pure Global apart from other companies in the same field is our comprehensive range of offerings and global reach. Firstly, we provide access to 28 markets worldwide, with established independent companies and partners in the Americas, Europe, Middle East/Africa, and Asia Pacific. This allows us to serve as our clients’ local authorized representative and compliance agent in the medical device market, ensuring seamless market entry and compliance across diverse regions. Additionally, our clinical sites strategically located in the United States, Europe, and Africa enable us to meet our clients’ clinical needs effectively. 

Then, through our global database and AI-powered regulatory tool,  Pure Global’s Regulatory Intelligence Platform (GRIP), clients can easily access global regulatory news, streamline document searches, compare clinical research data, and navigate databases with unparalleled efficiency and accuracy. 

Overall, this combination of global market access, clinical expertise, and advanced regulatory intelligence technology makes Pure Global stand out in the MedTech industry. 

Could you describe a typical day at work for you?

​​A typical day at work begins with scanning global chats, emails, and industry news for insights. After breakfast and sending off the kids to school, the morning is dedicated to meetings with key functional and business unit owners to align on progress and plans. This is followed by a visit from potential investors to pitch the company’s vision and market potential. In the afternoon, one-on-one meetings with team members are held to provide guidance and troubleshoot any challenges. A product team meeting is then held to discuss enhancements based on customer feedback. 

The remainder of the afternoon is spent resolving client issues and urgent emails. Later in the day, discussions on client opportunities take place with strategic partners and channels. After dinner, we have a meeting with EU teams to align on key events and action plans. The day wraps up with brainstorming potential strategic partnerships or collaboration opportunities to accelerate the company’s growth.

Where do you envision Pure Global and yourself in the next five years?

Looking ahead five years, the regulatory landscape and global environment are expected to evolve significantly. Despite the dynamic changes, I am confident that Pure Global will expand its footprint globally, and we will also integrate AI more extensively into our existing workflows.

What are three pieces of advice you would offer to aspiring entrepreneurs?

Embrace continuous learning: The world of business (and tech especially) moves fast. Read, attend workshops, and upskill constantly.

Resilience is everything: Expect setbacks, delays, and outright failures. Develop the ability to bounce back, learn from mistakes, and pivot when necessary

Solve real problems: Don’t build solutions in search of problems. Identify true pain points that people or businesses are willing to pay to solve.

And here’s a bonus tip:  learn to say no. You’ll have a million opportunities thrown your way. Focus on the things that truly move the needle for your business.

Credit: Phyllis Meng 

Thank you Phyllis Meng for the Interview

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

The next Bitcoin Halving: Everything you need to know

0
Bitcoin Halving

In April, the next Bitcoin Halving is pending

Then the reward which miner get for the creation of a bitcoin (BTC) is halved. It is already the fourth halving since the emergence of this cryptocurrency. Approximately every four years a halving happens, whereby the value always gets more near to zero. But what does that mean for the world of crypto? Which advantages and disadvantages brings the halving along?

The current situation

Currently, there rules a bull market in the crypto area. The reason for this is the new Spot ETF of Bitcoin, which was published only a short while ago. ETFs are exchange-traded funds, and Spot means in this connection that bitcoins are acquired to the current market price. So Spot ETFs enable a direct investment in Bitcoin. But one neither have to deal with the blockchain technology nor with the custody of the coins, like it is the case with usual investments in BTC. That opens a bigger target audience access to this cryptocurrency. After the success of the Spot ETF from Bitcoin, also Spot ETFs from the cryptocurrency Ethereum are in debate. 

The occurrence of the Bitcoin ETFs caused that the prices rose. Responsible for that is the raised demand of the cryptocurrency which was associated with the occurrence of the new ETFs. The price is going straight upwards by now. But not only the ETFs but also the upcoming Halving can be a trigger for this. 

So does the halving work

The next Bitcoin Halving is slated for the 20th of April. Bitcoin is liable to the Proof-of-work concept. That means, that bitcoin miner get rewards for the digging of blocks for the blockchain. For this they use the energy of their computers as well as servers. Currently, the reward for the creation of one block amounts to 6.25 Bitcoin. With the halving this reward halves itself and after that amounts 3.125. Since the emergence of Bitcoin in 2008 three halvings took place.

That means, the reward amounted 50 BTC in the beginning. Furthermore, it means that the value will reach 0 sometime in the future and the miners then don’t get rewards for the digging any more (despite the transaction charges). If you calculate further, this is the case in the year 2140. Then the defined stock of Bitcoins of 21 billion BTC is achieved.    

What does that mean for the miners?

The halving has a big impact on the miners. Namely on this day, their revenues are halved. That can lead to the opportunity that some miner cop out and look for other revenue streams. For the remaining miners this means more work; they have to increase the efficiency. 

When in the year 2140 all the coins are mined, it does not mean that miners are not needed any more. Their work then will consist of the validation and confirmation of transactions. They already accomplish this tasks besides the digging. Only the production of new Bitcoins will stay away after 2140.

The advantages and disadvantages

The halving also brings some advantages and disadvantages along. In the past, after every halving a bull market has developed. The prices of Bitcoin rocket upwards, what especially benefits the Bitcoin owner who want to alight from the market. Although we already experience a bull market it is likely that the Bitcoin price will rise further after the 20th of April. Namely, in these days the offer diminishes because there are expected to be less miner then. And with a steady demand, this leads to a higher price. Currently, the price amounts to 50 GBP. Another sure can be expectable. 

By contrast, the circumstances of the halving are less viable for mining companies and the miners themselves, especially because they already have to deal with rising energy prices right now. As a sequel, particular mining companies could disappear from the market after the halving. Consequently, the halving all in all is a big chance for every investor though adverse for all miners. 

Author: 

Maximilian Schmidt is CEO of the CPI Technologies GmbH. The company is specialized in software development in the areas artificial intelligence, blockchain and digital product development. On the 9th of April CPI is sponsor of the Frankfurt Tokenization Summit where anyone interested can experience more about the topic tokenization. https://www.tokenizationsummit.de/

https://cpitech.io/de/

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

Airnguru secures $1 million investment to help airlines boost profits

0
Airnguru

Airnguru raises $1 million USD in pre-Series A funding to deliver best-in-class pricing solutions for airlines, helping them increase revenue and profits.

Airnguru – a leading provider of pricing intelligence and execution, fare management, and price automation solutions for airlines – today announced it has raised $1 million USD in pre-Series A funding to deliver best-in-class pricing solutions for airlines.

The Chilean-based technology provider – which has more than doubled its annualized recurrent revenue in the last 12 months – aims to build a robust, global customer base for its core pricing solutions, as well as achieve operational break-even by the last quarter of 2024.

Founded in 2015, Airnguru’s innovative solutions are trusted by leading global carriers Qatar Airways and British Airways (IAG), along with a growing roster of forward-thinking airlines including Avianca, Copa Airlines, LOT Polish Airlines, Finnair, and SKY Airline.

Sergio Mendoza, CEO and Co-Founder of Airnguru, said: “We’re delighted to have successfully completed a $1 million USD funding round, a testament to Airnguru’s commitment to helping airlines unleash their full potential to maximize profits, productivity, and innovation.

“This capital injection will further empower us to expand our client base and solidify our position as a one-stop-shop provider of pricing intelligence and execution, fare management, and price automation solutions to some of the world’s largest carriers.”

Airnguru’s best-in-class, cloud-native pricing solutions help airlines increase profits by optimizing their pricing strategies, thus boosting their productivity with high-frequency, 100% market coverage and enhanced insights. The company’s SaaS (software-as-a-service) solutions substantially reduce time-to-market via price automation, preventing price distribution errors and streamlining the pricing processes from inception to completion.

The new investment will not only fortify Airnguru’s existing offerings but also expedite the development of new transformative solutions, including its ABM Simulator for strategy optimization and a new suite for ancillary price optimization and management.

The successful funding round saw the participation of a group of angel investors formed by senior executives, board members, family offices, and entrepreneurs.

Picture Airnguru

Source Belvera Partners

Find a work-life balance that suits you

0
sentier

Sentier is a pioneering startup offering genderless perfumes, blending innovative scents to craft unique personal narratives.

Could you please tell us about yourself and introduce your startup, Sentier, to our audience? 

I’m Alioune, leading the Marketing department at Sentier. Bringing a decade of expertise in the skincare and fragrance industry, complemented by a Master’s degree in Brand & Product Marketing Management from a prestigious French business school. Alongside my dedicated team, we leverage our diverse global experiences to redefine the world of scent. 

Sentier, in March 2023, introduced a versatile genderless collection of scents. Rooted in the concept of the Perfume Wardrobe, this collection explores spaces beyond boundaries, blurring lines between the real and unreal, here and there, past and present. The term “Sentier” itself translates to “path” in French. 

Each fragrance is designed to evoke confidence, enabling individuals to explore their true potential. Ranging from subtle to daring blends, our scents cater to those seeking to embrace their unique story. 

Just as we carefully select an outfit to express our identity, choosing fragrances from the Perfume Wardrobe enhances mood and celebrates individuality. Sentier invites you to articulate your story through scent, shaping an olfactory identity that resonates with your personal journey. Our perfumes are tailored to manifest your vision into reality. 

What inspired the concept of Sentier? 

In 2010, a Harvard study uncovered that individuals spend 47% of their waking hours daydreaming. The team recognised the desire for escapism and harnessed the power of scent to facilitate this transition. Sentier is inspired by influential thinkers like Gaston Bachelard and artists such as Turner, whose work blends mythology, poetry, and the essence of travel. 

Sentier explores the transportive world scent, utilising fragrance as a passage to transport individuals to alternative experiences and realms of imagination. Our fragrance development process revolves around three distinct dimensions: geographical spaces, abstract concepts, and poetic landscapes. 

Symbolised by our logo — a window with diverging paths — Sentier extends an open invitation to explore and engage with the world around us. Through our curated collection of scents, we offer pathways to various forms of escapism, whether one wants to be the hero of a romantic saga or the villain in a thriller. 

What motivated you to launch Sentier? 

During the COVID-19 pandemic, while the world found itself confined within the walls of home, my team and I understood the desire for daydreaming and recognized the power of scents. This global crisis acted as a catalyst, to create a collection of scents that transports us on imaginary journeys. The desire to connect and provide escape through scent was the driving force behind Sentier’s launch. 

Could you share the core vision and mission of Sentier? 

Vision: 

Our vision is to connect with our community through storytelling and fragrance, believing in their power to evoke emotions, memories and experiences. We aim to build deeper, more personal connections through this approach. 

Mission: 

At Sentier, we understand the desire for escapism and daydreaming. Our mission is to create scents that serve as a pathway to this transition. 

Can you talk about the initial challenges and difficulties you faced while starting up? 

Creating fragrances presented great challenges. One aspect was to absolutely avoid any staining. Another hurdle was effectively conveying the brand’s intricate and complex concept – viewing fragrance as a journey to explore emotions, places, and seasons, and making it relatable to our community. 

Each scent has a character of its own, personality and evocations. The challenge was how to make each of these fragrances resonate with a larger group of people. 

Additionally, addressing gender neutrality in fragrances proved tough. In an industry accustomed to categorising scents as either feminine or masculine, Sentier sought to break those traditional boundaries, aiming to make the scents appealing to individuals irrespective of who they are. At Sentier, we do not use the labels ‘masculine’ or ‘feminine’ when relating to scents, and our packaging tends to also reflect this approach. 

Who do you consider the primary audience for your services? 

Sentier targets a discerning audience – those who value captivating alternatives to mainstream brands. As a designer brand, it specialises in creating perfumes that narrate stories and provide a profound, meaningful bond with both the scent and the individual. Beyond merely presenting a perfume, Sentier endeavours to establish a connection with the fragrance, allowing individuals to express themselves. 

What sets Sentier apart from other companies in the same field? 

Sentier draws inspiration from thinkers like Gaston Bachelard and artists like Turner, whose works have a strong connection to mythology and poetry. They transport us to imaginary worlds while grounding us in the present and beyond. Sentier’s unique appeal lies in its ability to unlock reveries and forge connections beyond commercial trends. The brand delves into the wisdom of thinkers and philosophers, crafting perfumes that resonate universally. Sentier aims to create a collection of fragrances that speaks to everyone. 

Could you describe a typical day at work for you? 

I meticulously structure my day by following Dwight D. Eisenhower’s time-management method, categorising tasks into four segments based on their urgency and importance. Tasks deemed unimportant and not urgent are promptly discarded, while those falling under the important and urgent category become the focal point of his first-half workday. As the day progresses, I reserve time for tasks that are important but not urgent, ensuring they receive attention later in the day.

Delegating tasks classified as urgent but not important to colleagues allows for a streamlined workflow. Beyond the routine, I carve out a space for inspiration and creative processes, dedicating the late hours, typically after 11 pm, to develop new strategies or working on creative concepts. Importantly, I recognise the sanctity of family time and refrain from working when at home. Instead, I actively engage with my family, reserving work for the quiet hours after everyone else has gone to sleep, thus striking a harmonious balance between professional and personal life. 

Where do you envision Sentier and yourself in the next five years? 

In the next five years, Sentier aims to expand its product range, collaborate with creative individuals, and conduct scientific experiments on how perfumes can be linked to the brain and trigger emotions. 

What are three pieces of advice you would offer to aspiring entrepreneurs? 

Believe in Your Ideas, It’s crucial to have faith in your ideas; your belief will resonate with others.
Find a work-life balance that suits you. It’s important to spend time with your family and take some time for yourself. 

Surround Yourself with the Right People, Choose people who share a common vision. Surround yourself with those who want to see you succeed. 

More information you will find here

Thank you Alioune Ndione for the Interview

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

Stop thinking about the things you want and just do them

0
sendcloud

Sendcloud is a leading European shipping platform that streamlines the shipping process for online retailers, offering integrated solutions with over 100 carriers and a wide array of shipping options

Could you please tell us about yourself and introduce Sendcloud to our audience?

I am Rob van den Heuvel, co-founder and CEO of Sendcloud, Europe’s #1 shipping platform. Founded in 2012, we are on a mission to solve shipping globally by automating the full shipping journey from checkout to returns. Connecting online retailers with 100+ carriers, 60+ integrations, and 4,000+ shipping options, we’re currently enabling over 25,000 customers to scale their shipping operations and deliver exceptional shipping experiences. 

What inspired the concept of Sendcloud?

In 2012, the other co-founders, Bas and Sabi and I all ran an online store selling phone accessories. Things were great, and our businesses were growing. However, we all struggled with shipping: it was both time-consuming and expensive. After a few beers, we decided to come up with a solution ourselves and Sendcloud was born. 

What motivated you to launch Sendcloud?

When we started looking for a solution to solve our shipping issues ourselves, we stumbled on various online forums where small business owners were complaining about the same stuff. Although payments were already automated at the time, this was not the case for shipping: you literally had to copy-paste every order, including contact details, addresses, etc, from the back-end of your store to the carrier’s software. When we figured lots of people were running into the same problem, we knew there was a bigger mission to accomplish than selling phone accessories online. 

For e-commerce businesses, shipping costs rank as the largest expense. Meanwhile, consumers are becoming increasingly demanding, expecting to be able to decide for themselves when, where, and how to receive a parcel. Not only is shipping a complex and time-consuming process but consequently, merchants find themselves in a highly competitive environment where consumers don’t reorder if they experience any shipping issues. We believe we can close this gap and provide merchants with a shipping experience that is typically only reserved for the top 10 retailers in the market. 

Could you share the core vision and mission of Sendcloud?

We like to set ambitious targets, so our ‘Big Hairy Audacious Goal’ is to annually process 1 billion parcels via our platform by 2025. The underlying idea is that parcel volume acts as a flywheel for our mission to solve shipping globally: with larger parcel volumes, we have a larger pool of data, allowing us to leverage AI and algorithms to enhance the efficiency and experience of shipping for our customers. 

Can you talk about the initial challenges and difficulties you faced while starting up?

We started Sendcloud back in 2012, while we were in our early twenties and we had all just finished school. While we had our online store and knew what online retailers were up against in terms of shipping and expenses, we had no technical background or experience building a business whatsoever.

From cold-calling to negotiating contracts, we had to figure out everything ourselves. Along the way, we discovered that having a can-do attitude and the courage to make choices is exactly what has contributed to our success. 

Who do you consider the primary audience for your services?

We are currently supporting more than 25,000 online stores spread across eight markets to deliver best-in-class shipping experiences. Examples include businesses ranging from enterprise clients like Boots and Intersport to marketplaces such as Catawiki, but also smaller merchants like Woodwatch. 

What sets Sendcloud apart from other companies in the same field?

We believe delivering exceptional shipping experiences is key to building a successful e-commerce business. Most shipping solutions only solve part of the process, but we aim to solve the full shipping journey at scale – from checkout to returns. With Sendcloud, merchants get access to 100+ carriers, 60+ integrations, 4,000+ shipping options, and 390,000+ parcel points in just a few clicks. 

Could you describe a typical day at work for you?

I get up around 4 a.m., take a cold shower, and start the day with a two-hour run. No, just kidding. I usually get up around 07:30, take a nice, hot shower, and have breakfast before heading to the office. I begin by carefully prioritising my calendar, making sure to tackle the top 3 priorities during the day. The rest of the day is filled with diverse meetings, ranging from job interviews and investor discussions to strategic planning sessions and customer meetings.

I end my day around 6 p.m., starting the wrap-up with replying to emails so that I can start the next day with a fresh inbox. Ideally, I squeeze in a workout into my calendar somewhere, as it helps to clear my mind from time to time. 

Where do you envision Sendcloud and yourself in the next five years?

The industry has massive growth potential that we’re eager to tap into. The first milestone here is reaching our BHAG of 1 billion parcels by 2025, alongside the ambition to go public. An IPO would symbolise the company’s maturity, emphasising its ability to stand on its own. I’ve always aimed to build something big, mainly driven by the desire to learn and do new things.

As long as I keep evolving personally and contribute to our company’s growth, I believe I’m in the right place. Knowing that personal growth and development contribute to the overall advancement of the company, we aim to nurture these aspects within our team by promoting our three core values: no bullshit, grow & win, and fun.

What are three pieces of advice you would offer to aspiring entrepreneurs?

First, stop thinking about the things you want and just do them. Getting things done is an incredibly valuable skill. Too often, individuals try to make the perfect business plan and dedicate two years to it, when in reality, they should have implemented it years ago. Rather than planning it, you will learn more about your business and strategy while executing it. You learn by doing. If you’ve made a wrong decision, you can easily undo it, and making wrong decisions is better than no decision at all. 

Second, make sure your founding team is in order. You’re basically married to your founding team and if you want to build a world-class company, you should treat them accordingly. We were advised early on to hold mediation sessions, which is basically a fancy word for the three of us having dinner and talking about all the things that bothered us in the past month. It’s crucial for us to stay aligned.

Finally, and perhaps most importantly: invest in a strong culture from the very beginning. People ultimately make your company. We, for example, value a “no bullshit”-culture, as open feedback is essential for growth. By acknowledging our mistakes and learning from the perspective of others, we aim to create successful teams. In the early years, I was therefore involved in all job interviews, but even after 10 years, the company culture remains a key priority for me as a CEO. 

Thank you Rob van den Heuvel for the Interview

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

Define what your company does better than everybody else

0
Hostshare

Hostshare, a pioneering platform in the short-term rental market, is redefining the way hosts leverage their properties for mutual benefit and sustainable travel experiences.

Could you please tell us about yourself and introduce your startup, Hostshare, to our audience?

My name is Sean Wilkinson and I am one of the four co-founders of Hostshare. For those that don’t yet know, Hostshare is a huge travel hack for people who own or host short term rentals! It allows hosts to literally travel for free staying at vacation homes all around the world by simply utilizing last-minute vacancies across the platform.

What inspired the concept of Hostshare?

With all founders being owners of short-term rentals, like all other hosts, we would always be trying to figure out ways to fill the gaps in the calendar. But you can only fill so many! Between mid-week and offseason, you will always have a vacancy factor. When we came to realize that there are over 10 million STRs worldwide with an average occupancy of under 40%, we could hardly believe that all these beautiful homes sit empty over 60% of the year.

But what do you do when you are using all the tools available to fill your property with revenue nights and still have vacancy? This is what inspired the concept for hosts being able to trade their last-minute vacancies for vacations!

What motivated you to launch Hostshare?

The motivation for our team was multifaceted and largely fueled by personal desire for the product! We all agreed that being able to travel for free all for simply letting other hosts come and stay on vacant nights was a total win-win that we would all do in a heartbeat. We also got thinking at the major waste within the industry and how the lack of utilization for these assets was a shame.

Why should we go out and build another building when the others are only being used 40% of the time? Imagine the economic impact this also has on a local level. If these homes are empty, this limits how many people are in the community going to restaurants, shopping etc.

Lastly, we got really excited about how much this could enrich the lives of hosts worldwide by taking the cost barrier out of accommodations for them and their families. And when they do travel with Hostshare, because they are saving on accommodations, we hope this will give them the freedom to spend more locally!

Could you share the core vision and mission of Hostshare?

We are on a mission to eliminate waste and enrich lives!

Can you talk about the initial challenges and difficulties you faced while starting up?

Just like most startups, there is a lot that goes into just getting from 0-1. The first challenge was getting the right team on board. The two of us that conceptualized Hostshare did not have a background in tech and we quickly realized that this was something we would need to outsource. About 2 months in while we were trying to get a start on things, we found partners that caught the vision for the platform and had the experience to get us to our minimum viable product.

There were many difficulties around curating exactly how the platform functions as well. Lots of questions such as, “how do you make it fair when some hosts have mansions on the coast and others have studio apartments in tiny rural areas?” or, “I like the concept but can I block out dates in my high season?”. Thankfully we found a path forward for all concerns so far!

Who do you consider the primary audience for your services?

Hosts and STR owners aiming to maximize the value they receive from their STR.

What sets Hostshare apart from other companies in the same field?

There are other “home-swap” platforms out there (ThirdHome, Home Exchange, Kindred etc). On all these platforms, you are typically finding a swap with someone else sometime in the future. Along with that, most of these swaps are done with a primary residence.

What sets Hostshare apart is that all properties on the platform are already STRs and we only support last-minute travel. Being that they are STRs, that means you are not going to someones personal home, everyone runs their property like a business already so there are usually great photos, cleaning protocol, reviews, and amenities. And being that all travel is last-minute, this means hosts are not hardly ever giving up revenue with blocking out dates in the future!

Could you describe a typical day at work for you?

Everyday is completely different when you are a small team all wearing multiple hats! One day is full of meetings with various team members talking strategy, development, marketing, etc. and the next day we are at a booth at a trade show across the country trying to connect with others in our industry.

Where do you envision Hostshare and yourself in the next five years?

Our goal in the next five years is to be serving 10% of hosts worldwide giving our users a value of over $4B ever year in free travel.

What are three pieces of advice you would offer to aspiring entrepreneurs?

Always question “the way things are done” in any industry. There often lies the biggest opportunities in my experience.

Define what your company does better than everybody else. If you are not #1 in what you do, then consider niching down further until you are THE best in that specific niche.

Get to market fast and start making revenue. You don’t truly know what people want until they use your product and tell you. You can spend a years building a product or a feature that people don’t even want but you are determined is needed for you to make it to market. Launch quick, get the data and adapt quick.

Thank you Sean Wilkonson for the Interview

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

How Does Innovative Battery Technology Empower the Future?

0
About:Energy

About:Energy is pioneering the future of battery technology, addressing key challenges in the electrification industry and propelling the world towards a more sustainable and efficient energy landscape.

Why did you decide to found About:Energy?

The transition to electrification has been slower and more challenging than many companies predicted. Developing new battery technologies is incredibly complex, requiring extensive testing and refinement to meet cost and performance targets. Physical prototyping of battery cells and systems is expensive and time-consuming. It can take years to gather the data needed to fully optimise a design. 

This has created a major bottleneck. Engineering teams lack the insights needed to quickly evaluate options and make informed decisions when selecting cells and integrating batteries into products. Extensive physical testing is required to characterise performance factors like fast charging, thermal behaviour, lifetime, and safety. This physical testing requires significant investment in lab infrastructure and personnel, presenting a barrier to entry or ongoing risk to industry. The resulting development costs and long design timelines hinder innovation and widespread adoption of electric mobility.

Myself and my co-founder Kieran O’Regan created About:Energy to provide digital tools address this problem by providing unmatched visibility into battery performance through advanced modelling and data analytics. We empower faster, better informed decision making across activities like cell selection, pack sizing, thermal design, lifetime prediction, and state-of-charge estimation. This unlocks major time and cost savings, accelerating development while enhancing the quality and competitiveness of electrified products.

What is the vision behind About:Energy?

Our mission is to accelerate the transition to electrification by providing the tools and data needed to optimise battery design. We aim to become the central hub for battery data, where any company can access the information they need to build the right battery for their specific application. By equipping companies with better data, we empower them to make more informed decisions that reduce development costs and time-to-market for battery-powered products.

From the idea to the start what have been the biggest challenges so far and how did you finance yourself?

I always wanted to start a company but the path to founding a business wasn’t clear. It was actually reading Elon Musk’s biography that inspired my eventual path. In the biography Musk describes how doing a PhD is a great way to start a business as you get paid a salary for 3-4 years whilst getting to learn from world-expert academics supported by having access to facilities with millions of pounds work of equipment. Best of all the business will have some technology defensibility which immediately improves the chance of success.

My PhD certainly provided an incredible foundation and over the course of my PhD I was able to apply for funding targeting commercialisation. In this respect I was lucky to receive both college funding and government funding which was enough to boot strap our way to our first customers.

The biggest personal challenge for me has been the change of decision-making mindset in the world of business. Unlike science and engineering, business is heavily situational and probabilistic. Often there is no clear best path and actually you need to make a decision based on the information you have to hand and keep revaluating based on new information coming in. An element of chaos keeps it interesting and literally nothing is a given.

How does About Energy’s solution work? 

Our solution centres on gathering vital battery data through precise laboratory testing and using this to power advanced simulations. We have developed sophisticated techniques to safely measure commercial cells while minimising interference. These specialised tests capture electrical, thermal, mechanical, and aging characteristics needed to build high-fidelity virtual models.

Our battery software platform (The Voltt) seamlessly integrates this modelling capability into standard engineering workflows such at Matlab Simlink and Siemens StarCCM+. We efficiently gather the required data through tailored testing regimes. Powerful models then infer battery performance based on these measurements. Engineers access this capability through a user-friendly software interface providing actionable insights not available through typical methods.

This virtual prototyping enables holistic evaluation and optimisation early in the design process, long before costly physical prototypes are built. Organisations can rapidly assess options, reduce risk, enhance performance, and compress development timelines leveraging our state-of-the-art modelling and expansive cell data repository. We provide unmatched visibility into how batteries behave in the real-world operating conditions specific to the application.

Who is the target group of About:Energy?

We serve companies across the battery value chain including prominent automotive OEMs, cell manufacturers, aerospace leaders, and more. Our tools provide value to any organisation developing battery-reliant products, even those in smaller niches such as off-road vehicles, maritime, and e-scooters.

The types of people that would use The Voltt are Engineers across the battery supply chain seeking to enhance R&D and reduce development costs. This includes Modelling Simulation Engineers, Powertrain Engineers, Mechanical Design Engineers, Safety Engineers, Systems Architects, Thermal Engineers, Manufacturing Engineers, Electrochemists.

About:Energy, where does the road go? Where do you see yourself in five years?

In the next five years, we envision About:Energy becoming a pivotal player in the battery revolution. Our goal is to position ourselves at the very heart of this transformative movement, recognised globally not just as a technology company, but as a leader driving significant advancements in the field. We aim to have our products and services make a tangible, positive impact on society and the environment. By reducing the cost of battery technology, we anticipate playing a crucial role in accelerating the world’s transition to an electrified future.

What that means for me is anyone’s guess. My place in About:Energy will be decided in the future but what I am absolutely clear on is that I will do my very best to execute on its mission. Every day I am extremely grateful to have the chance to work on a technology so impactful surrounded by an incredibly talented team with some of the world’s top professionals as advisors. I am really excited about our future.

At the end: Which 3 tips would you give to future founders or business leaders?

One of the most valuable pieces of advice I can offer to future founders or business leaders is to learn through others’ mistakes. The path of entrepreneurship and leadership is riddled with challenges and while first-hand experience is a great teacher, observing and understanding the missteps of others can provide crucial insights without the direct cost of making those mistakes yourself.

Secondly, balancing confidence with humility is key. Confidence is essential to lead and make decisive choices, but humility allows you to remain open to feedback, learn continuously, and respect others’ contributions. This balance helps in creating a positive work culture and in making more informed and effective decisions.

Lastly, never underestimate the power of the right analogies. Analogies are not just communication tools; they are thinking tools. A well-chosen analogy can simplify complex ideas, bridge gaps in understanding, and can be incredibly persuasive. They help in aligning teams, explaining new concepts, and selling your vision both internally and externally.

Thank you Gavin White for the Interview

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

The best way to stay adaptable, is to ask good questions

0
mintBlue

mintBlue SaaS solutions to store, share, monetise, and authenticate information in a peer-to-peer manner at an enterprise-level scale.

Could you please tell us about yourself and introduce your startup, mintBlue, to our audience?

Hello I’m Niels van den Bergh, Founder and CEO of mintBlue. After gaining more than 10 years of experience working for corporate tech companies like Google, my focus shifted towards the start-up scene, and with a strong interest in the concept of data ownership and governance infrastructure, I helped establish mintBlue.

mintBlue offers SaaS solutions to store, share, monetise, and authenticate information in a peer-to-peer manner at an enterprise-level scale. In short, our goal is for enterprises to become trusted organisations when it comes to data.

We take out all the difficult fuzz when integrating blockchain into existing systems. The opportunities with this technology are endless, from native file storage (on-chain), self-custody of your digital keys and cost-effective security, traceability, and much more.

What inspired the concept of mintBlue?

Our founding team worked in various sectors of the blockchain world, and we saw about 80% of every project required the same solutions. On top of that, we realised at some point that the original protocol, as published way back in 2008, was so much more powerful than anything being used. Each of us ‘followed the white rabbit’ in our own way, and Twitter (now X) is what ultimately brought us together, originally to compete in a Hackathon (in which we became a finalist!). The hackathon project back then was a “Zapier on the blockchain”, if you will.

From this experiment we started analysing why most proof of concepts and pilots on blockchain failed and we realised the real potential of what we had. Enterprises around the world would need to benefit from connecting to a single trust layer that is fast and cost-effective, much like the internet. So, we evolved into mintBlue, and the rest is history in the making! 

What motivated you to launch mintBlue?

I grew up along with the internet, and I looked at the original promise of the public network where people could build freely and connect in a secure, private, and peer-to-peer manner. 

Over time the promise faded and in the absence of better alternatives, private commercial entities inserted themselves between all of us as digital intermediaries. As we can see on the stock markets, the most valuable companies in the world are those that have formed closed ecosystems with strong lock-in that can trade in people’s data. These companies are anti-competitive and are taking our data hostage in exchange for ‘free’ services. This new business model has led to the attention economy and ‘surveillance capitalism’ which in turn leads to extreme polarisation tension in our democracy.

When I discovered blockchain I knew this could be the alternative that we missed a decade earlier. But a lot of the industry just seemed like a smokescreen, with immature technology, failing to live up to its promises or falling short of becoming commercially viable. 

Interestingly enough, after delving into a variety of blockchain projects, it was clear that the original blockchain technology was capable of delivering on its promises and providing that sought-after commercial value.

The thing is that, if you want companies, governments, and startups to all build value-adding solutions, you need a technology that ticks a lot of boxes, not least of which is accessibility; and the original blockchain technology is highly complex.

So, if we wanted to build a platform that allows organisations to very easily build solutions, we needed to remove the complexity of the technology itself. This way organisations can focus on their own solution and business logic, instead of investing resources into building tech from scratch. It’s not like every webshop today is building its own payment infrastructure, right? The same will happen with using the public blockchain.

Taking all of the aforementioned into consideration the decision to get mintBlue off the ground was an easy one. Whether in the face of global data regulations or simply to create more capable data management systems, blockchain, and related technologies have incredible value.

Could you share the core vision and mission of mintBlue?

Our vision at mintBlue is to make the public blockchain as accessible as the public internet. We see a future where end-users have full control over their data – with no gatekeepers – enabling greater security and privacy, though not in a way that necessarily detracts from the data’s value as an enterprise, rather expanding its potential instead through portability, permissioned use, etc.

We deliver a high level of data security, interoperability, and traceability, making it an ideal choice for businesses that aim to innovate, future-proof, and thrive in our evolving digital landscape.

Can you talk about the initial challenges and difficulties you faced while starting up?

We ran into a lot of brain-tickling hurdles at the start. There weren’t really any examples of what we do and a blueprint for how we do it. Bringing something relatively unheard of, like mintBlue’s novelty, to the market is often more challenging since people’s biases will sometimes override the reality of a product or offer.

We faced a fair amount of scepticism about the practical applications of blockchain technology, which isn’t surprising given the hype cycles and failures of various blockchain techs. 

We’ve also had to prove that the original protocol does in fact scale better than any other blockchain. We’ve had to prove that it can meet the promises, that it is indeed commercially viable. Luckily our team had a lot of fun in problem solving. So much so that we managed to set a world record for transaction processing earlier this year.

Who do you consider the primary audience for your services?

Our customers are primarily large enterprise organisations, leveraging our technology and the public blockchain to enhance operations and data governance. 

Given the type of infrastructure we provide, the specific markets and use cases are relatively broad ranging:

Invoice portability and fraud prevention

File logging and traceability for government authorities

Personal data wallets for IoT device users

Automated carbon offsetting and nature preservation

These are just to name a few of our favourites, but we are working more and more with businesses that operate in heavily regulated industries and handle large quantities of sensitive information. These organisations can really leverage our non-custodial approach for security and privacy at an unprecedented level.

Our ultimate challenge and goal, however, is to reopen doors and conversations to industries that have already been burned by blockchain tech as developed in the crypto world, or as private chains. Logistics and supply chain companies are a particular example of an early-adopter industry that found these technologies too expensive and resource intensive to operate. Where by contrast, the public blockchain and our technology could provide more features at a fraction of the cost.

What sets mintBlue apart from other companies in the same field?

As a team we have a deep understanding of how to leverage this technology, both to create new features and opportunities, but also to future proof data management and governance. As a result, we’ve built a technology that is an almost infinitely scalable interaction with the public blockchain, and has an easy-to-use codebase for technical teams to rapidly prototype and develop enterprise solutions. 

Our non-custodial approach ensures that end-users have full control of their data, providing enhanced security and privacy; and we deliver on blockchain’s original technical promises, including native file storage (on-chain), cost effective security and governance, peer-to-peer data exchange, traceability, and more.

Could you describe a typical day at work for you?

Between my team, our clients, and a curious crowd of blockchain enthusiasts, I’m lucky enough to be surrounded by tech experts all the time. 

As a CEO, this means my days largely consist of connecting the dots between all the parties at the table. Making sure that we, as a company, as well as our customers are realising their full potential with this technology.

I take great pleasure and pride in what we do, so I also still enjoy doing the admin-heavy things like leading sales efforts, brainstorming on our marketing strategy, testing and iterating on our strategy for both internal and external communications. It’s everything that being an entrepreneur should be, with the weight of responsibility balanced by the great pleasure of seeing our product come to life in the hands of our customers. It’s great fun!

Where do you envision mintBlue and yourself in the next five years?

I think a lot is going to change in five years, with AI data concerns, and especially for companies in the EU. With new data regulations rolling out now and over the following three plus years, we’re going to see a huge shift in requirements for record keeping, personal data storage, ownership and access, transaction file logging, traceability and much, much more.

As much as our customers are realising their need for us now, there is going to be a massive cultural shift in data management, and we plan to be at the forefront of supplying a concise and powerful solution to this problem.

Of course, we also aim to see mintBlue recognized as the leading blockchain infrastructure globally. We’ll be expanding our reach, and continue to empower more businesses to embrace the future. 

What are three pieces of advice you would offer to aspiring entrepreneurs?

I was very fortunate in my career to work as part of a team that ran behavioural studies on entrepreneurs and startup accelerator programs all over the world. So I got to see a lot of what works and what doesn’t for founders, regardless of industry, culture, bias, etc.

The number 1 thing any founding team should focus on is building something that solves a real, felt, and valuable problem that they can prove exists through customer voices. 

But the 3 lessons that hold true every day for me and remain important tenets of our leadership team are:

Adaptability: Startups can be stressful, with a huge number of unknowns and surprises. Founders need to roll with the punches, accept when their ideas or assumptions are wrong, and be willing to embrace what works or, flying in the face of that knowledge, be transparent with their choices to take calculated risks. 

Ask good questions: The best way to stay adaptable (ie. tip 1), is to ask good questions. Both internally and externally. As part of internal 1 on 1’s, external sales, or actual customer research, there is no more powerful toolkit for leaders (in my opinion) than asking good questions; and whenever possible, asking those questions without bias or judgement. With a readiness to embrace what’s being said, read through answers to the next question and you can usually go a lot further, a lot faster.

Learn to trust: A dedicated team that shares your vision and commitment is crucial for a startup’s success. But it’s almost too easy to knee-cap motivation, purpose, intent or desire by not trusting someone. Leaders often need to trust people, even when they very much don’t actually trust them. It’s one of the quickest ways to learn how someone works, and whether they can continue to work with you. There are many arguments for more top-down, traditionally corporate leadership styles, but it’s all about context. In a startup, with a million balls to juggle, if you can’t trust the person next to you to catch some of the falling items, you’re unlikely to get very far.

Thank you Niels van den Bergh for the Interview

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

LATEST NEWS