Which projects you can introduce
You can introduce a startup under construction, already launched or entering a growth phase, provided the founders have done actual work on it. Customers are not required to make initial contact. I want to understand your investment of time, money, work or team resources and the difficulty my possible participation could help address.
An idea explained with enthusiasm is a starting point, but I need to know what has been done to explore it. You can show conversations with potential customers, a demonstration, tests or preparatory work. Each element helps distinguish what you know, what you assume and what still needs to be checked about the project.
I have not specified a minimum founder investment or a standard amount for my participation. The effort already made may take different forms. The initial contact should establish commitment to the project and the opportunity to contribute to its development, without requiring a sales history that does not yet exist in the business.
Explain the problem and who wants it solved
A proposal should identify who experiences the problem, how they currently address it and why they would consider another solution. Describe concrete situations and what you learned from conversations with those people. This information allows the opportunity to be assessed through the need, rather than depending only on the features you have managed to build.
If you present an application, explain a task someone can complete with it. If you present a service, show the journey from enquiry to delivery. Clarity helps explain usefulness and dependencies. There can be a strong technical demonstration while a convincing explanation of why the customer would choose the solution is still missing.
It also matters to understand who makes the decision and who uses the solution. Within a company, those people may have different needs. Show how you identified the audience and which alternatives it has. If that work is unfinished, describe the hypothesis and the experiment you want to conduct to obtain useful information.
Show the work completed and the next step
Separate the project's current state from the plan for its future. Explain what works today, what has been tested and what remains to be built. Then identify the next step an investor's participation could support, with a clear connection between the resources requested and the work you intend to carry out with them.
A demonstration may show part of a product without proving readiness for continued use. A positive conversation can indicate interest without constituting a purchase. Preserve those distinctions when presenting the project. I prefer to understand the actual stage of execution and uncertainties rather than receive a narrative that mixes different signals of progress.
The next step might involve validating demand, improving delivery, organising acquisition or building a capability the team lacks. Explain why you chose that priority and what you expect to learn. A proposal becomes clearer when we can discuss a concrete decision rather than a long list of possibilities without an order for addressing them.
Knowledge, human capital and financial capital
My participation can be discussed across three dimensions: knowledge to inform decisions, human capital to support execution and financial capital to invest in the project. The appropriate contribution depends on the problem and business stage. The form lets you indicate several needs and explain how they relate to the work you want to develop.
Seeking knowledge may mean discussing offers, sales, priorities or AI applications. Seeking human capital may mean looking for skills and execution capacity the project does not yet possess. Seeking financial capital requires explaining its intended use and connection to the next step. These are different needs that can occur together within one proposal.
The availability of these resources does not imply a team reserved or funding approved for every enquiry. First we need to understand the situation and assess its fit. The strategic partner page develops participation in the business's work; startup mentoring concerns support for decisions through a different kind of relationship with the founder.
What my experience brings to the assessment
I have worked in digital business since 2012, combining offer creation, sales, training, AI and automation. My own businesses have generated €6 million in revenue and I have served more than 30,000 customers across my career. That background informs the questions I ask about demand, delivery and the capacity to execute a business plan.
I want to understand how the startup can reach customers through the internet and fulfil what it sells. A technically interesting solution needs distribution, support and organisation. Depending on the project, the main difficulty may concern the offer or operations, even when the initial request is described as a need for technology or development.
You can explore my businesses, decisions and results to understand that entrepreneurial background. These figures describe my own business career. This page presents my availability to assess investment proposals; it does not turn that experience into a history of startup investments that has not been documented here or claimed as part of my track record.
Prepare a clear proposal for the form
The form requests information about the project, work completed, current stage and support sought. Use those fields to explain the essentials clearly. Include a website or demonstration where available and explain how the business could grow online, distinguishing what you have already observed from the assumptions you still intend to test with further work.
If you are seeking financial capital, you can describe the approximate amount required and its intended use in the enquiry text. If you are still determining that amount, explain which work needs resources. There is no need to invent a company valuation or participation terms simply to begin a conversation about the project.
Choose knowledge, team or financial capital according to the need; you can select more than one option. In the text, explain the expected role and what the founders will continue to undertake. That preparation helps assess whether the contribution sought matches how I might participate and the attention that the project will require.
How to introduce the startup and what happens next
Introduce your startup through the internal project form so that the information is organised and can be reviewed by the team. Submission starts an assessment of context and possible fit. If there is interest in exploring further, the team contacts you through the details provided to continue the conversation about your proposal.
The terms of any participation depend on that assessment and a specific discussion about responsibilities and commitments. The form does not confirm funding, an equity investment or immediate team availability. It also does not establish a decision deadline: we first need to understand the project and the information required to assess it properly.
You can introduce your startup through the investment form. If you want support with a decision without proposing participation in the business, use the individual mentoring form. This ensures the enquiry arrives with the appropriate context and purpose, always through the website and its internal process for receiving and following up requests.