Getting C-Level Support
C-level backing is one of the most powerful accelerators for a Venture Client Unit. When a top executive acts as a visible sponsor, talks about the program in all-hands meetings, and connects it to the company’s strategic narrative, adoption grows faster, resistance drops, and funding conversations become much easier.
Why It’s Crucial
- Visibility: endorsement from the top legitimizes venture clienting internally.
- Access: senior leaders can open doors to other executives and decision-makers.
- Momentum: public sponsorship sparks curiosity and drives more inbound leads.
- Budget leverage: easier to secure funds for scaling.
Challenges in getting C-Level support
- Initial skepticism: many executives have seen “innovation” programs that didn’t deliver.
- ROI obsession: they need hard numbers, not just stories.
- Strategic alignment: if they don’t see the link to top priorities, interest will fade.
How to win them over
- Show a positive business case early
- Deliver 1–3 POCs fast.
- Highlight those that lead to real implementations.
- Quantify financial impact: cost savings, revenue gains, or efficiency improvements.
- Frame Venture Clienting as a profit center
- Speak their language: “We invest €1M → We get €5–10M in business impact.”
- Show a path to self-sustaining operations.
- Tie it to strategic initiatives
- Cost-cutting programs → present VCL as an efficiency driver.
- Digital transformation → position as a “fast-track” innovation channel.
- Sustainability goals → match startups to ESG targets.
- Make their sponsorship easy
- Prepare short talking points they can use in internal speeches.
- Provide success stories they can share in all-hands, town halls, or newsletters.
When you have C-Level support
- Use it! Ask them to:
- Send a company-wide email announcing the program.
- Endorse the program in key strategy meetings.
- Keep them updated with quarterly impact reports (one-page, visual, results-driven).
Key takeaway: Early financial wins + strategic alignment + visible sponsorship = rocket fuel for Venture Clienting growth.
Hi, I'm Madlen, and I lead the Venture Clienting solutions at GlassDollar. At GlassDollar, we empower corporations to quickly identify and test cutting-edge startup technology. Our outstanding team of Venture Clienting experts is committed to helping corporations harness startup innovations and drive growth at any stage. Whether you need strategic consulting, support in establishing a Venture Clienting unit, or assistance in operating and scaling it, we are your ideal partner.
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The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.