One of the most effective tools we often use with our startups to address this issue is the Rocketship Canvas.

The Rocketship Canvas is a powerful framework that helps founders, investors, board members, and advisors clearly articulate and visualize the key aspects of a startup’s journey and strategy. It has proven to be highly impactful in globally renowned accelerator programs like Katapult and Hatch, where it helps teams align their goals and strategies on a single, visually accessible page.

By regularly updating and using the Rocketship Canvas, you can ensure that the startups you support stay on track and grow strategically.

Case: VoltyngX

Let’s explore how the Rocketship Canvas can be applied in a real-world scenario. Consider “VoltyngX,” a startup specializing in repurposing electric vehicle batteries into advanced battery storage solutions. After a significant breakthrough in their technology, VoltyngX is ready to scale commercially. For this exercise, we’ll use VoltyngX as an illustrative example.

Each of the three boxes in the Rocketship Canvas represents a distinct stage in the startup’s growth journey. We encourage teams to creatively ‘name’ each phase, whether it’s as simple as “Phase I” or something more descriptive like “Conquering our Local Market.” In this case, we’ve identified the stages as:

1. Conquering the Local Market
2. Expanding into Neighboring Countries
3. Becoming a Household Name in Europe

Adapting Key Metrics (KPIs) Over Time

As a startup evolves, so too should its key metrics. In the early stages, a startup might focus more on overall revenue or customer acquisition rather than profit margins. As growth progresses, these metrics will naturally shift. For instance, VoltyngX will need to decide whether to prioritize the number of customers, weighted pipeline, bugs resolved, churn rate, or ARPU (Average Revenue Per User) as their business scales.

Setting Targets and “Must-Wins”

Within each stage of the Rocketship Canvas, there are three primary targets that the company aims to achieve. These targets should be meaningful achievements that can be showcased to shareholders, customers, or even on platforms like LinkedIn. Often, these targets are broad and influenced by investors or the board of directors.

Achieving these targets depends on succeeding in the “Must-Wins”—specific, actionable steps that are critical to reaching your goals. For VoltyngX, this might involve hiring a CFO to lead their fundraising efforts and professionalize their internal financial processes. They might also aim to secure a local customer, land their first international customer, and develop a sales strategy that can be effectively scaled as they onboard new hires.

Estimating Revenue and Capital Needs

The final section of the Rocketship Canvas involves making an informed estimate of the revenue the startup aims to achieve by the end of the timeline and determining the capital needed to reach those goals. For VoltyngX, for example, the goal might be to generate over €200k in revenue by raising €1 million, which should sustain the startup through Q2 2025.

Strategy Tools played a pivotal role in this initiative. The boot camp – led by Elena Haba (2X Ignite Lead) , Christian Rangen, CEO of Strategy Tools, and Marijn Wiersma, Director of Community and Innovation at 2X Global – provided participants with a deep dive into the dynamic challenges of operating an investment fund. This event not only offered fund managers a platform to showcase gender lens investment opportunities on the African continent but also equipped them with essential tools and frameworks to navigate these challenges effectively.

“Participating in the 2X Ignite fund manager boot camp provided invaluable insights, illuminating the critical role of warehousing capital for emerging female fund managers,”

said Michael Brill, Senior Portfolio Manager for Equity and Fonds at KFW. This highlights the impactful knowledge transfer facilitated by Strategy Tools during the boot camp.

The 2XI Africa GP Sprint, a six-month accelerator program, was also launched at this event. This program aims to boost the fundraising journey of women/diverse-led fund managers with gender-smart investing strategies across Africa. Selected through a rigorous three-stage process, the cohort includes fund managers with diverse investment strategies and market approaches.

The eleven selected Fund Managers are:

1. Janice Rudo Sambaza and Rufaro Maunze-Bhebhe, Aisiki Capital
2. Jenni Chamberlain, Altree Kadzi Gender Climate Fund
3. Maelis Carraro, Catalyst Fund
4. Amanda Kabagambe, East Africa Growth Impact Fund
5. Nyeji Mhango and Yvonne MPala, Equifund 1
6. Hilina Resom and Addis Alemayehou, Kazana Fund
7. Diago Dieye, Khuwaylid Capital Fund I SAS
8. Aissatou Le Blond, Opera Green Industry Capital 4.0
9. Yvonne Ofosu-Appiah and Mandy Nyarko, Sahara Impact Ventures Fund I
10. Amaka Okechukwu Opara, WEAV Capital
11. Egla Ntumba and Jill Curr, MsFT Ventures

This initiative, co-hosted with and supported by Mennonite Economic Development Associates (MEDA) and FSD Africa, underscores the collaborative effort to foster inclusive growth and gender-smart investing in Africa. Dr. Dorothy Nyambi, President and CEO of MEDA, stated,

“This partnership is vital for MEDA’s mission to foster job creation, shared prosperity, and inclusive growth in Africa.”

FSD Africa’s focus on accelerating early-stage capital mobilisation, particularly for women and diverse GPs, was also highlighted by Mary Kashangaki, Assistant Manager for Early-Stage Finance at FSD Africa. She shared,

“2X Ignite’s immersive boot camp gave me insight into the journey GPs travel to effectively deploy a fund, shedding light on the challenges they often face along the way.”

The selected fund managers will work closely with the 2X Ignite team, an extended team of strategic advisors, and investment professionals from Strategy Tools and 2X’s global network. This collaboration aims to provide concrete feedback, tackle priorities, and ensure these fund managers are best positioned for their fundraising journey.

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Are you interested in bringing the Fund Manager! Masterclass to your city? Join us in our mission to empower fund managers and drive inclusive growth across the globe. Collaborate with Strategy Tools to host transformative events that equip fund managers with the essential tools and knowledge to succeed. Contact us today (hello@strategytools.io) to learn how we can work together to make a significant impact in your community.

I have a diverse academic background, holding a master’s degree in finance from the Norwegian School of Economics (NHH), and currently pursuing a second degree in international management through the CEMS program. My academic journey has been enriched by experiences such as an exchange semester at the University of Sydney, which broadened my perspectives and deepened my understanding of global business dynamics. Upon completing my studies, I started my professional career as a consultant at Trifid in Oslo. In this role, I developed skills in strategic analysis and implementation, collaborating closely with teams to deliver value-added solutions for our clients.

Q: Could you share a bit about the most interesting projects you’ve worked on recently, prior to joining Strategy Tools?

One of my key roles as a consultant involved the enhancement of a new insight and analysis service offered to our clients. This project allowed me to collaborate closely with the partners within the company and take an active role in presenting analyses and market highlights to our clients. Our focus was particularly on large IT consulting firms in the country. This experience not only deepened my market understanding and analytical skills but also allowed me to refine my pitching abilities as we presented the service to potential new partners.

Q: What compelled you to join the Strategy Tools mission?

Several factors influenced my decision to join the ST/Link mission. Firstly, the opportunity to collaborate with a high-paced and highly competent team was immensely appealing to me. Additionally, I was inspired by Link’s goals of targeting companies across Europe that can make a sustainable difference. I firmly believe that sustainability will be a key focus in the years to come, and I was drawn to the prospect of being part of an organization dedicated to driving positive change in this area. Moreover, the dual role offered by Link and ST was particularly attractive to me. On one hand, I am involved in the team managing a fund, while on the other hand, we travel around conducting masterclasses on navigating the ecosystem for other stakeholders, including other funds, startups, and business angels.

Q: Tell us a bit more about what you’ll be working on at Strategy Tools

At ST, my role will involve developing and scaling our Masterclasses across the globe – from customer acquisition, project development, to design and delivery. My initial focus within Strategy Tools will concentrate on two primary areas of business. The first area encompasses topics such as startups, scaleups, and entrepreneurial ecosystems, while the second delves into VC funds, PE funds, and angel investment strategies. I will be developing a client portfolio that includes various companies, business schools, and investment funds, offering customized masterclasses tailored to each group’s specific needs. Looking forward, I am eager to expand my role to include collaborations with larger organizations, focusing on corporate strategy, driving transformation, and fostering growth.

Q: You’ve been with us for a month now, how has the experience been?

My first few weeks at ST & Link kicked off with a bang as we traveled to Bergen on my first day to conduct a one-day masterclass for 35 business angels. We facilitated the Scale up! Simulation aimed at empowering participants with the knowledge and insights necessary for making more informed and thoughtful investment decisions.

Following this, we welcomed visitors from London for a dynamic workshop focused on exploring the exit strategies of various companies within our portfolio. Additionally, I had the opportunity to travel to Copenhagen for a workshop with one of our portfolio companies. Really inspiring to witness such a forward-thinking team in action. Overall, these weeks have been filled with high-paced activities, and I have thoroughly enjoyed getting to know the team better.

Q: What’s your superpower?

I would like to point out my team-working skills. I consistently make sure to bring a positive attitude and a high level of energy to every team I am part of, which significantly boosts team dynamics. I firmly believe that combining this approach with a team of exceptional problem solvers puts us in a much better position to tackle any challenges we encounter in the venture capital ecosystem.

Q: Tell us a fun fact about you

A fun fact about me is that my adventure in Sydney opened my eyes to new activities I had never experienced before. I took the leap with both skydiving and obtaining my scuba diving certification. Following that, I enjoyed numerous dives in Indonesia, Thailand, and the Philippines. This is definitely something I plan to continue, with several dives along the coast of Norway and another skydiving jump scheduled for this summer.

Q: What do you enjoy doing outside of work?

Outside of work, I am a huge football fan, and I love traveling across Europe with my friends to attend different football matches. Additionally, I enjoy staying active during my spare time, whether it’s hiking, skiing, playing padel, or trying out other activities. As long as I’m in good company, I’m happy!

Stuart and I are thrilled to be recognized for our collaborative and innovative approach using the Strategy Tools canvases and simulations. We are grateful for the opportunity to work with organizations in our community and this will help us win business across Canada.

Based on what you shared in the Strategy Tools Partner Group, the use of ST canvases and Scale Up! seemed to have played a pivotal role in this success. Can you elaborate on how your work with ST contributed to your creative collaboration efforts?

Our award recognized our innovative approach to using the Strategy Tools canvases and ScaleUp simulation in a Master Class for Mentors of founders in the Henry Bernick Entrepreneurial Centre.

The tools provided a better way to document discussions, while the Scale Up! Simulation is a great way for mentors to learn about the challenges and opportunities of fundraising, especially if they are not familiar with the process or the terminology.

How has your experience at the Strategy Tools Master Trainer contributed to your current way of working?

My experience at the Strategy Tools Master Trainer has been invaluable in shaping my current way of working. The program provided me with three important elements that have helped me become a more effective and efficient consultant and mentor:

1. A network of like-minded colleagues around the world: I was able to connect and collaborate with other professionals who share my passion for innovation, strategy, and learning. We exchanged ideas, feedback, and support, and we learned from each other’s experiences and perspectives.
2. Help sipping from the firehose of canvases: I was exposed to a wide range of Strategy Tools canvases and simulations, and I learned how to use them effectively and creatively in my projects. I also learned how to customize and combine the canvases to fit the specific needs and challenges of my clients and my participants.
3. Designing strategy workshops and sessions using tools, MIRO and adult learning techniques to draw out the best from participants and help organizations (and mentors) craft their strategy.

Collaboration often comes with its set of challenges. Can you share a specific challenge you faced during the collaboration with the Henry Bernick Entrepreneurship Centre and how you overcame it?

Collaboration can be challenging, especially when it involves people with different backgrounds, experiences, and expectations. At the Henry Bernick Entrepreneurship Centre, we faced some challenges in getting the mentors to participate fully and openly in the mentoring program. Some of the mentors were hesitant to admit that they did not know everything about entrepreneurship and fundraising, and they were afraid of being judged or criticized by their peers or the founders. They also had different styles and preferences in how they structured their meetings with the founders, and they were not always aligned with the goals and the standards of the program.

To overcome these challenges, we used a variety of strategies and techniques to create a safe and supportive learning environment for everyone. We emphasized the importance of humility, curiosity, and empathy in mentoring, and we encouraged the mentors to share their stories, their questions, and their feedback with each other and the founders. We also provided them with more guidance and resources on how to use the Strategy Tools canvases and the Scale Up! simulation effectively, and we gave them more opportunities to practice and experiment with different scenarios and situations. We also adjusted the timing and the format of the program to better fit their schedules and preferences, and we provided them with more incentives and rewards for their participation and their achievements.

Overall, we believe that collaboration is a journey, not a destination, and that it requires patience, persistence, and creativity to make it work. We are proud of what we have accomplished with the Henry Bernick Entrepreneurship Centre, and we are grateful for the lessons and the insights that we have gained from this experience. We hope that our story will inspire others to collaborate more effectively and more meaningfully, and to use the Strategy Tools to achieve their goals.

How do you believe your collaborative efforts have positively impacted the local community or the broader industry?

Our collaborative efforts have had a positive impact on the local community and the broader industry by providing entrepreneurs and businesses with more opportunities to learn, grow, and succeed. We have received interest and support from various stakeholders, such as the City of Barrie (Invest Barrie), who have asked us for a proposal to expand our program and to reach more entrepreneurs and businesses in the region.

We are also continuing our work at the Henry Bernick Entrepreneurship Centre with updates and (hopefully) an annual Masterclass for mentors.

Looking ahead, what are your plans for continuing to foster innovation and collaboration, and do you foresee Strategy Tools continuing to play a role in your future projects?

Yes, Strategy Tools is an important part of our go to market strategy and business development plans.

For individuals and organizations looking to enhance their collaborative efforts, what advice would you offer based on your own experiences?

Be patient. Be helpful.

__________

Want to bring a powerful learning and collaboration experience to your clients and teams? Join our upcoming Strategy Tools Master Trainer intake to deep dive into our simulations.

La siguiente entrevista se basa en los hallazgos del informe “Programas Nacionales de Clústeres: Una Perspectiva Global ” escrito para Innovation, Science and Economic Development Canada (ISED). Puede descargar una copia aquí.

También llevaremos a cabo un webinar el 21 de noviembre de 2023 a las 9:00 a.m. México. Regístrese aquí

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Este reporte fue escrito para Departamento de Innovación, Ciencia y Desarrollo Económico (ISED, por sus siglas en inglés) – ¿podría proporcionar un poco de información sobre lo que impulsó esta investigación en programas nacionales de clústeres?

En 2017, se lanzó el Programa Nacional de Superclústeres de Innovación de Canadá con un objetivo ambicioso: establecer cinco superclústeres de innovación que posicionaran a Canadá como una potencia mundial. Estos superclústeres trabajarían en industrias en las que Canadá ya cuenta con ventajas competitivas o que podrían desarrollarlas en el corto y mediano plazo.  La ambición es convertirse en un actor importante en estas industrias a nivel local. El enfoque del programa abarcó tecnologías digitales, inteligencia artificial (IA), manufactura avanzada, economía del océano, y alimentos, con un énfasis específico en las proteínas.

Bajo el liderazgo del ministro de innovación, el gobierno canadiense propició con mucho éxito la colaboración con el sector privado, para crear un modelo de Asociación Público-Privada (APP) que respaldara la creación y el desarrollo de estos cinco superclústeres. A través de este modelo, el gobierno se comprometió a igualar cada dólar invertido por el sector privado en los superclústeres de innovación.

Al cumplir cinco años de haber iniciado el programa de superclústeres, el ISED condujo una evaluación del del mismo. Esta evaluación sería un insumo clave para el diseño de estrategia para un segundo ciclo de implementación. Los resultados de esta evaluación propiciaron esta investigación, ya que el equipo de ISED deseaba trabajar en la estrategia usando como referencia las mejores prácticas y casos de estudio de otros programas nacionales de clústeres.  También deseaban entender cómo programas nacionales de clústeres emergentes estaban abordando su diseño considerando el entorno dinámico en el que operan.

¿Cuáles fueron los descubrimientos más emocionantes de esta investigación de más de 30 programas de clústeres en todo el mundo?

Después de entrevistar a líderes y profesionales clave que trabajan e impulsan más de 30 programas nacionales de clústeres y una extensa investigación, hubo tres hallazgos clave que destacaría:

El primero, no hay una única mejor práctica, pero hay grandes ejemplos como Dinamarca, Noruega, Francia o Corea del Sur. El contexto es muy importante y los países deben entenderlo muy bien a la hora de diseñar su propio programa nacional de clústeres

Segundo. La velocidad del cambio y el contexto general significan que los países se enfrentan a un panorama muy dinámico, lo que también significa que los programas nacionales de clústeres deben tener en cuenta prácticas dinámicas a la hora de diseñar nuevos programas o la próxima iteración de los ya existentes.

Probablemente, el hallazgo más relevante – y la mayor contribución – de este informe es una comprensión clara de las diferentes palancas a nivel de política pública que los países deben tener en cuenta a la hora de diseñar o rediseñar un programa nacional de clústeres. Producto de esta investigación identificamos 16 palancas de política pública y creamos una herramienta, el Lienzo de las Palancas de Política de Clústeres (The Policy Levers Canvas en inglés), que los responsables de la formulación de políticas públicas y los líderes de los programas nacionales de clústeres pueden utilizar como un “panel de navegación”. Esta herramienta les permite crear múltiples configuraciones de programas, visualizarlas individualmente o de manera integrada.

En las entrevistas e investigaciones con más de 30 programas de clústeres en todo el mundo, ¿identificó algún desafío u obstáculo específico que enfrenten comúnmente estos programas? ¿Cómo están abordando estos desafíos?

Su pregunta es excelente, y la profundidad de este tema podría llenar fácilmente un libro o una serie de artículo.

El principal desafío consiste en establecer un entendimiento compartido entre las partes interesadas clave de lo que define a un clúster, en particular un superclúster de innovación, y cómo se distingue de otros programas e iniciativas destinados a fomentar el crecimiento económico, la competitividad nacional y la innovación.

El segundo es entender las diferencias entre un clúster de innovación y un programa de transformación país, que requiere una financiación significativa, una visión de muy largo plazo, y cuando digo muy largo plazo me refiero a décadas, no a años, y por lo general este tipo de programas requiere una vasta infraestructura a lo largo del país. Esperamos que reportes como éste ayuden a lograr este entendimiento común de las características de estos dos tipos de iniciativas.

Otros desafíos que podría mencionar están relacionados con el financiamiento del programa, el mantenimiento del apoyo político más allá de los ciclos electorales de corto plazo, la garantía de una fuerza laboral adecuada, y la realización de evaluaciones exhaustivas del impacto del programa.

Para hacer frente a estos desafíos, los países buscan aprender de los errores del pasado e inspirarse en estudios de casos de éxito como Dinamarca, España, en particular los programas regionales de clústeres, y algunas naciones asiáticas como Corea del Sur y China-También han reconocido la importancia de involucrar a todas las partes interesadas clave en el proceso de diseño del programa.

Los modelos de financiamiento de los superclústeres son un aspecto fundamental de su sostenibilidad. ¿Podría arrojar algo de luz sobre los modelos de financiación más innovadores y efectivos que encontró durante su investigación?

Creemos firmemente que los programas nacionales de clústeres deben ser financiados por los gobiernos con una perspectiva mínima de diez años. Esto le da continuidad al programa. Si se adopta esta perspectiva de largo plazo, entonces la discusión pasa a cómo debería hacerse la asignación de fondos a los superclústeres o clústeres que hacen parte del programa. Las 16 palancas que identificamos proporcionan un marco integral para evaluar diferentes modelos de asignación de fondos. Una vez más, el contexto es importante a la hora de decidir qué podría funcionar mejor.

Dicho esto, en 2021 publicamos otro reporte Modelos de Negocios de Clústeres: Explorando Modelos de Negocio en Clústeres de Innovación Globales, donde exploramos en detalle diferentes modelos de financiamiento que un superclúster podría adoptar. En pocas palabras, encontramos que los clústeres sostenibles tienden a ser financiados, en su mayor parte, con fondos privados, incluyendo fondos generados por el mismo clúster.

Ahora, la pregunta clave para los líderes de los programas nacionales de clústeres es decidir cuánto, si es que lo hace, financiará el programa a los clústeres y en qué condiciones. ¿Por cuánto tiempo? ¿En qué tipo de gastos deberá el clúster utilizar estos fondos? ¿Si el sector privado debe hacer una inversión equivalente y en qué proporción? Estas son algunas preguntas para responder. El Lienzo de las Palancas de Política de Clústeres les ayudará a guiar estas discusiones y a tomar decisiones.

Pero lo más importante es que el programa nacional de clústeres ayude a los clústeres a un modelo de financiamiento basado en fondos públicos a un modelo de financiamiento basado en fondos privados y en fondos generados por el clúster mismo.

¿Podría ofrecer un adelanto de lo que los asistentes pueden esperar aprender o discutir durante el seminario web?

Nuestra ambición con este webinar es visibilizar algunos de los elementos clave que los involucrados en el diseño de programas nacionales de clústeres y la comunidad extendida de clústeres deben considerar a la hora de diseñar o rediseñar un programa nacional de clústeres. Con esto en mente, discutiremos por qué los países necesitan programas nacionales de clústeres, los diferentes modelos de programas nacionales de clústeres y mostraremos estudios de casos globales y mejores prácticas en el diseño de programas nacionales de clústeres. Muy importante, centraremos la discusión en el contexto de América Latina.

¿Qué tipo de audiencia se beneficiaría de unirse a esta conversación?

The interview below is based on the findings in the report “National Cluster Programs: A Global Perspective” written for the Innovation, Science and Economic Development Canada (ISED). You can download a copy here.

We also have a webinar happening on the 23rd of October, 2023 (Monday) at 13:00 CET. Sign up to join us here.

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This report was written for Innovation, Science and Economic Development Canada (ISED) – could you provide a bit of background on what prompted the research on the global perspective of cluster programs?

In 2017, the Canadian National Innovation Supercluster Program was launched with an ambitious goal: to establish five innovation superclusters that would position Canada as a global powerhouse. These superclusters would operate within industries where Canada already held or had the potential to develop competitive advantages, aiming to become a major player on the international stage. The program’s focus encompassed Digital, Artificial Intelligence (AI), Maritime, and Food, with a specific emphasis on protein.

Under the leadership of the Minister of Innovation, the Canadian government successfully fostered collaboration with the private sector, creating a Public-Private Partnership (PPP) model. Through this model, the government pledged to match every dollar invested by the private sector in the innovation superclusters.

As the initial three-year timeline set by the government to achieve program goals drew to a close, the Innovation, Science, and Economic Development (ISED) recognized the need to assess the results and plan for the next iteration of the national innovation supercluster program. This realization led to a profound exploration of how other countries had effectively established and cultivated their own national cluster programs, as well as how emerging programs were approaching this dynamic landscape.

In the research of over 30 cluster programs worldwide for the report – what were the most exciting discoveries you made?

After interviewing key leaders and practitioners working and driving 30+ national cluster programs and an extensive research, there were three key findings I would highlight:

1. There are no single best practices, but there are great examples like Denmark, Norway, France or South Korea. Context is very important and countries should understand it very well when designing their own national cluster program
2. The speed of change and overall context means that countries face a very dynamic landscape, which also means that national cluster programs should look at dynamic practices when designing new programs or the next iteration of the existing program.
3. Probably, the most relevant finding – and contribution – of this report, is a clear understanding of the different policy levers countries should be aware of when designing or re-designing a national cluster program. We identified 16 policy levers and created a tool, the Cluster Policy Levers Canvas, that policy makers and national cluster program leaders can use as a “navigation panel”. It allows them to see multiple program configurations depending on how they move those levers.

In the interviews and research with over 30 cluster programs worldwide, did you identify any specific challenges or obstacles commonly faced by these programs? How are they addressing these challenges?

Your question is excellent, and the depth of this topic could easily fill a book or a series of blog posts.

The primary challenge involves establishing a shared understanding among key stakeholders of what defines a cluster, particularly an innovation supercluster, and how it distinguishes itself from other programs and initiatives aimed at fostering economic growth, national competitiveness, and innovation.

The second one is understanding differentiating an innovation cluster from a nation-shaping program, which requires significant funding, a really long-term view, and I mean decades not years, and usually a vast infrastructure throughout the country. Reports like this one is a very good step to create this common understanding.

Additionally, challenges encompass aspects like securing funding, maintaining political support beyond short-term cycles, ensuring an adequate workforce, and conducting thorough evaluations of program impact. To address these challenges, countries are looking to learn from past mistakes and draw inspiration from successful case studies, such as Denmark, Spain, particularly regional cluster programs, and some Asian nations like South Korea and China. They are also emphasizing the importance of involving all key stakeholders in the program’s design process.

Financing models for superclusters are a critical aspect of their sustainability. Could you shed some light on the most innovative and effective financing models you encountered during your research?

We strongly believe that national cluster programs should be funded by governments with a minimum perspective of ten years. This provides continuity to the program. The key discussion then shifts to the allocation of these funds. The 16 levers we identified provide a comprehensive framework to assess different models. Again, context is important when deciding what could work best.

Having said that, in 2021 we published another report Cluster Business Models: Exploring Business Models in Global Innovation Clusters, where we explored in detail the different financing models out there. In a nutshell, we find that sustainable clusters tend to be more privately funded, including self-generated revenue streams.

Now, the key question for national cluster program leaders is to decide how much, if at all, the program will fund clusters. For how long, for what should the clusters use these funds, if the private sector should make an equivalent investment and in what proportion, among other criteria. But most importantly, it needs to help clusters transition from public-skewed financing models to private and self-generated financing models.

Could you offer a teaser of what attendees can expect to learn or discuss during the webinar?

Our ambition with this webinar is to shed light on some of the key elements that those involved in the design of national cluster programs and the extended cluster community should consider when designing or re-designing a national cluster program. With that in mind, we will discuss why countries need national cluster programs, the different models of national cluster programs, and showcase global case studies and best practices in designing national cluster programs. Super fun!!!

What kind of audience would benefit from joining this conversation?

I was born and raised in Switzerland, and after completing my military service in the Swiss Air Force, I pursued my Bachelor’s degree at the University of Exeter in the UK. Following that, I delved into the world of investment banking in London.

Q: Could you share a bit about the most interesting projects you’ve worked on recently prior to joining Strategy Tools?

One of the most significant projects I had the opportunity to be a part of involved advising our client in acquiring a 50% stake in Hornsea II, the world’s largest offshore wind farm. It was a fast-paced and dynamic project that left a lasting impact, contributing to the positive momentum in our energy transition.

Q: Henrik, tell us a bit more about the work you will be doing at Strategy Tools

At Strategy Tools, I will largely be supporting the team in the wider scope of teaching start-ups, accelerators, founders and early-stage investors on what a successful fundraising looks like through the eyes of the Scale-Up! Sim and many other tools.

Q: ST has a rich number of tools to shape strategy around the world. What have you seen in your first few days of working so far?

The amount of tools, content, canvases, videos, use cases and Miro boards I have seen so far has been impressive (and slightly overwhelming in the best of ways!). It is fantastic to see the thought that has gone behind the work of the Scale-Up! Sim or the fundraising bootcamps. Putting such complex, multi-faceted scenarios and situations in simple terms is vastly difficult and when reading a “Long-term funding roadmap” canvas, it could not be laid out any simpler!

Q: Strategy Tools is developing a rich body of content and tools around VC/PE. Over the next couple of years this will be a growing business area for ST. How do you see yourself working with global fund managers, ecosystems and faculty with the VC materials?

Strategy Tools has excellent tools and content already, from the very first ideas of your start-up or if you are already running an SME to shape your corporate strategy. That, fortunately for me, makes my job significantly easier!

Now it is all about introducing key stakeholders to what ST does, and why it works (and all of our success stories) – whether it is running introduction calls, multi-day sessions across the globe or virtually, or simply acting as a sounding board.

Q: What’s your superpower?

Even in intense situations, I manage to excel at multi-tasking and managing workstreams simultaneously – all while making sure I remain positive and motivating others.

Q: What do you enjoy doing outside of work?

Like many here in Stavanger, I relish spending time outdoors, immersing myself in nature, and engaging in various sports activities, ranging from football to winter sports. Additionally, I enjoy discovering new captivating TV shows and movies.