Venture Clienting Bible

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Venture Clienting is a smart and structured way for companies to solve real business problems by using products from startups. Instead of trying to build everything in-house or waiting for the next big idea to magically appear, companies actively search for startups that already have a solution, and then buy it, test it, and ideally implement it.

Think of it as a “make-or-buy” decision. You’re not just looking for cool startups. You’re looking for ones that can actually help your business right now.

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In short:

👉 Venture Clienting is about solving problems.

👉 Corporate VC is about making bets.

With Venture Clienting, you’re not funding a dream. You’re buying a solution that already works - just built by someone else.

Let’s be real: the idea of companies working with other (smaller) companies to solve their problems isn’t new. Businesses have always partnered, bought from, or collaborated with others to get stuff done faster or better.

But what is new is treating this as a systematic approach to innovation. That’s where Venture Clienting - as a concept - comes in.

So where did it start?

The term “Venture Client” was coined in 2014 at BMW, where a guy named Gregor Gimmy (yes, he deserves a shoutout) developed the first structured Venture Client model. The idea? Instead of investing in startups through a corporate VC or just hoping for magic from an accelerator, BMW would become a client of startups - buying their products to solve real business problems.

Gregor later founded 27pilots, a company that helped other corporates set up their own Venture Clienting Units. Over time, the concept spread across Germany, and then across Europe.

Fun fact: The term Venture Clienting is still mostly a European thing.

In the US, the practice exists, big companies working with startups to solve problems but they just don’t call it Venture Clienting. Same thing, different branding.

In 2023, 27pilots was acquired by Deloitte, marking a kind of “coming of age” moment for the model, proof that Venture Clienting had grown from niche idea to recognized innovation strategy.

TL;DR:

• The concept is old — the systematic approach is new.
• BMW + Gregor Gimmy = Venture Clienting pioneers.
• It started in Germany, spread across Europe, and is now a global trend (even if not always by name).

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Because it’s fast, lean, and effective.

With Venture Clienting, you can go from identifying a problem to testing a solution - in just a few weeks. Instead of spending months (or years) building something in-house or waiting for R&D to maybe deliver something useful, you can simply find a startup that already built it, test it, and implement it.

The big idea?

You don’t need to invest in startups.

You don’t need to reinvent the wheel.

You just buy and test what already works.

Here’s what you get:

✅ Speed: You go from problem to pilot in weeks, not years.

✅ Efficiency: No need to build solutions yourself, just procure them.

✅ Business impact: Solve real problems that lead to cost savings, more revenue, happier customers, or faster processes.

✅ Lower risk: If the pilot (PoC) works, great! If not, you’ve learned fast and cheap.

✅ Smart decision-making: Even if no startup can solve your problem, you now know that. And that insight can guide internal development or new ventures.

Bonus: It’s great for startup scouting too!

Venture Clienting is not only about solving problems - it’s also a powerful way to identify and validate the best startups in your space. You learn which solutions are truly enterprise-ready, which are more hype than substance, and gain insights that can inform smarter investment decisions or reveal opportunities to build capabilities yourself.

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TL;DR:

Venture Clienting helps you solve problems faster, cheaper, and with less risk, by tapping into startup innovation instead of trying to build everything yourself.

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Innovation comes in many flavors. Three of the most common strategies you’ll hear about are Venture Building (Build), Corporate Venture Capital (CVC) (Invest), and Venture Clienting (Partner). All are valid, but they’re very different in how they work, what they require, and when to use them.

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Venture Clienting sounds simple: find a startup, run a PoC, get results. But doing it well and making it stick takes some real insider know-how. Here are the Golden Rules to guide your journey:

1️⃣ Start Smart, Not Big

• Do your first PoCs with people you trust
• Begin with friendly internal allies. People in your network are more likely to say yes, take risks with you, and help push things forward.
• Pick easy wins first
• Focus on process improvements or painkillers that are easy to test and quick to implement. Don’t start with the company’s biggest, most complex challenge. You need to prove the model before you scale it.
• Choose strategic partners for early PoCsSome teams are especially helpful early on:
  • Procurement: they’ll help you figure out how to buy from startups fast.
  • IT: they’re crucial for integrating and implementing startup tech later.
  • Legal: they approve contracts and NDAs.
  • Works Council (if you have one): needed if PoCs involve employee data.
  • C-level or their assistants: a senior executive can become a sponsor if you solve one of their problems early on.

2️⃣ IT is Your Best Friend (Treat Them Like It)

• Involve IT from Day 1
• Implementation = impact. And implementation needs IT. The earlier you loop them in, the more likely they’ll support you. Bring them startup security documents, architecture info, and show them you take their concerns seriously.
• Speak their language
• Ask about APIs, hosting, data security, and integration effort. Show you’re not just the “cool startup person”, you get the realities of enterprise IT.

3️⃣ Build Trust, Then Scale

• Earn credibility before asking for budget
• Once you’ve shown 3 working PoCs, you can scale. Until then, keep it lean, fast, and humble. Success speaks louder than ambition.
• Be a translator
• Your job is to connect startup speed with corporate processes. That means translating tech into value, and making startup benefits clear to your stakeholders.

4️⃣ Always Start With a Problem

• No problem = no PoC
• Venture Clienting starts with a real, validated problem. Don’t chase shiny startups, chase solutions to pain points that people in your company actually care about.

5️⃣ Create Buzz, Then Qualify Like a Pro

Once you’ve completed your first 3 successful PoCs, it’s time to go wide.

Tell everyone. Internally, externally, at the coffee machine, everywhere. This is your moment to create awareness and momentum across the organization.

Why? Because the more people know about Venture Clienting, the more problem leads you’ll get, and the more departments will want your help. That’s great!

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BUT… 🛑

At some point, you’ll hit the limits of your capacity, and that’s when you need to get selective.

Start qualifying problem leads, and fast. Here’s how to do it smartly:

Qualification QuestionWhy it mattersIs there a real need?No problem = No PoC.Is it urgent?If not, park it for later. Focus on what’s burning.Does the contact have authority?If they can’t decide, get their boss in the room.Is there a budget?If yes, perfect. If no, can we help them get it?

The goal isn’t to say no to people, it’s to channel your limited capacity toward the biggest wins. That’s how you scale without chaos.

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✅ Do you have real problems that are worth solving? Startups are solution machines but you need a clear problem first.

✅ Is your company open to trying new things? Venture Clienting requires a test-and-learn mindset. You don’t need to be Silicon Valley, but a rigid “we’ve always done it this way” culture makes things tough.

✅ Do people in your organization make quick decisions? You’ll need stakeholders who can say “yes” or at least “let’s try it.”

✅ Does your leadership support innovation? A C-level sponsor isn’t required at the beginning, but having leadership backing (even quietly) makes a huge difference.

✅ Can you find (or create) a budget? Startup PoCs and annual licenses can cost anywhere from €5k to €200k+. It doesn’t need to be a big pot, but you need some funding to test and buy.

✅ Do you have a network inside the company? You’ll need internal allies who can help you find problems and say yes to pilots. Trust and relationships go a long way.

✅ Is your company big enough to benefit? Technically, Venture Clienting works for any size company. But let’s be honest: the bigger your organization, the bigger the potential impact (and the easier it is to justify the cost of startup solutions).

✅ Can you match startup cost to your scale? If your company makes €2M in revenue, and the startup solution costs €80k/year, will it realistically pay off? It might but do the math before you commit.

✅ Do you have a team (or at least one person) with time to run it? Venture Clienting isn’t passive. Someone needs to lead the process, manage stakeholders, and drive PoCs forward.

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💡 Bottom line: Most organizations already work with startups - usually with individual business units doing it independently. That’s the perfect foundation to professionalize your approach through Venture Clienting. With over 250k documented corporate–startup partnerships in our database, we can show you exactly where your organization already collaborates and where the biggest opportunities lie. Reach out and we’re happy to share the data for your org.

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👤 1. Team: One person can be enough (at the start)

You don’t need a full department to begin but you do need at least one person who owns it.

Look for someone who:

• Wants to make Venture Clienting work
• Sees it as a career opportunity, not a side task
• Is excited about startups and innovation
• Has a strong internal network, the more people they know, the easier it will be to find problems and allies

This person is the glue holding it all together, identifying problems, engaging stakeholders, managing PoCs, and reporting results. It’s a big role, but it’s doable if you start small.

💸 2. Budget: You don’t need millions, but you do need something

To run Venture Clienting, you’ll need:

• Budget for your team member(s)
• Some tooling (for tracking PoCs, sharing results, startup sourcing)
• Startup scouting budget, ideally from a professional source. There’s a big difference between a startup list created by a student using Google and a tailored scouting result from a specialist.
• PoC execution budget, so you can actually run trials or short-term contracts with startups

💡 Tip: You don’t need it all up front. Even a small “starter budget” can go a long way if you focus on proving impact quickly.

👑 3. Leadership Support: A little goes a long way

Is it required? Not always.

Is it helpful? Absolutely.

If your initiative is endorsed by someone from the leadership team, it will:

• Give you credibility
• Help unlock doors
• Speed up procurement, legal, and IT buy-in
• Show the company this isn’t “just another project”

Even better: if your first PoC solves a real problem for someone close to leadership (or even a C-level assistant), that person might become your program sponsor.

But don’t worry if you don’t have top-level buy-in yet. If you can show that Venture Clienting works - quickly and clearly - leadership support usually follows.

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Here are the key terms you’ll encounter in Venture Clienting. Let’s make sure we all understand what they mean. No jargon allowed.

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Goal: Build awareness, generate early wins, and prove the value of venture clienting.

Mindset: Say yes to (almost) everything - but start with a clear, achievable target.

Timeline: 6-12 months

Budget: 100-200k

Key actions & success factors:

• Aim for three PoCs right away - with a typical POC-to-implementation rate of 50–60%, running three PoCs gives you a very high probability that at least one will be implemented.
  • That one implementation success case is your golden ticket - it allows you to show a positive business case and ROI for the whole program, which becomes your strongest argument to secure continued or increased funding.
• Leverage the network of innovation managers - early success depends heavily on their internal relationships and reputation.
  • You need someone - ideally a business or pain point owner - to trust you with their problem, even if it’s small at first, as long as it has a measurable business impact.
  • Trust is often based on past experiences, and many stakeholders will have had negative prior experiences with startups. That’s why the personal credibility of the innovation manager is the fastest way to open doors.
• Run an outside-in analysis for backup leads - analyze the organization for typical pain points in their industry, using:
  • Job postings (as problem statements)
  • Public reports and documents
  • Proven solutions from our GlassDollar database where Venture Clienting has already worked in similar contexts
  • ⚠️ Note: This approach works, but it’s slower - you’ll need to spend more time finding the right internal contact who owns the problem.
• Maximize exposure - talk to as many stakeholders as possible to identify problems, inspire them with examples, and build early advocates.
• Showcase quick wins - pick PoCs that are lean, can be executed fast, and deliver visible business results.
• Overcommunicate the concept - many employees will be hearing “Venture Clienting” for the first time, so keep your explanation simple and practical.
• Process setup and onboarding of key functions to make Venture Clienting successful, i.e. procurement, IT, legal, works council.

Watch out for:

• Spending too much time on cold problem-hunting instead of leveraging warm internal connections.
• Taking on PoCs that have no real chance of showing a positive ROI - you need that one business case success to unlock future budget.

Goal: Increase the volume of PoCs, refine your process, and broaden organizational awareness.

Mindset: Grow reach before you tighten efficiency.

Timeline: 12-24 months

Budget: 200-500k

Key actions & success factors:

• Target 5–10 PoCs in the first full year: after your initial 6-month START phase, ramp up to a higher volume.
• Prioritize higher-impact problems: focus on challenges with strong business value, while still allowing smaller wins that build trust.
• Formalize your process with core functions: align with procurement, IT, legal, and compliance early to streamline PoCs and reduce friction.
• Refine the operational workflow: keep improving sourcing, briefings, demos, decision-making, and PoC execution.
• Strengthen stakeholder relationships: build on early trust to expand your network of supportive business units.
• Tell success stories loudly: celebrate your first PoC business units as heroes and use their wins to inspire others.
• Develop stronger business cases: collect richer data from each PoC to clearly demonstrate ROI.
• Train internal ambassadors: equip more colleagues to spot pain points and channel them into the venture clienting process.
• Don’t get too selective yet: this stage is about broad exposure. If a problem has clear business impact, take it on to create momentum and new champions.

Lead generation at scale:

• Go beyond the existing network: test multiple lead generation channels (internal roadshows, intranet campaigns, challenge competitions, direct outreach, etc.).
• Build a constant flow of leads: avoid “batch mode” (lots of leads at once, then long gaps). Instead, aim for steady inflow throughout the year.
• Plan for conversion rates:
  • 10 PoCs/year usually requires at least 40–50 needs assessments
  • That means 70-80+ POC leads to start with (some leads won’t qualify or will drop out).
• Account for delays: there’s always a lag from lead → needs assessment → PoC start (often 8–12 weeks). This means early lead generation fuels your success later in the year.

Watch out for:

• Underestimating the lead volume needed to hit your PoC target.
• Pausing lead generation once you feel “full” - this risks creating a dry pipeline for the next year.
• Over-optimizing processes too soon - focus on growth first, efficiency later (that’s the SCALE phase).

Goal: Deliver 20-100 PoCs per year, focusing on efficiency, selectivity, and strategic alignment.

Mindset: Operate like a well-oiled business unit.

Timeline: infinite

Budget: 500k +

Key actions & success factors:

• Run at volume: target 20-100 PoCs/year depending on team size, budget, and maturity.
• Be highly selective early in the funnel: only take on PoC leads with strong business impact potential and strategic relevance.
• Leverage reputation & word of mouth: by now, 100-200+ people in your organisation likely know about Venture Clienting. Positive experiences will generate a steady inbound lead flow from:
  • Repeat pain point owners (often returning with bigger challenges)
  • Internal ambassadors actively spotting opportunities
  • Informal conversations (“lunch marketing”)
• Double down on proven lead generation channels: focus on the campaigns, formats, and outreach activities that have consistently delivered quality leads.
• Diversify your portfolio: don’t cluster PoCs in one area. Spread across:
  • Support functions
  • Production & operations
  • Customer-facing units
  • Strategic innovation areas

Operational excellence:

• Run your unit like a business: measure ROI, track KPIs, and demonstrate consistent positive business impact.
• Align with strategic priorities: position Venture Clienting as a key tool for delivering on corporate objectives (e.g., digital transformation, sustainability, operational excellence).
• Work closely with core functions:
  • Procurement: to streamline contracting and budget approvals
  • IT: for smoother integrations as more PoCs move toward implementation
  • Transformation teams: to embed solutions deeper into the organization
• Decentralize execution: explore shifting more responsibility to business units, procurement, or IT so they run parts of the process while you oversee quality and outcomes.

Watch out for:

• Spreading too thin: high volume must not come at the cost of quality or success rates.
• Losing sight of business impact: every PoC should clearly support strategic or operational goals.
• Budget battles: continuous proof of ROI is essential to secure (and grow) budgets.

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Before you can run a PoC, you need something to test it on. That something is a real, internal problem and finding those problems is what we call PoC lead generation.

Think of it like startup matchmaking, but the first step isn’t finding a cool startup. The first step is finding someone inside your company with a problem worth solving.

What is a PoC Lead?

A PoC lead is a potential opportunity to solve a problem inside your company using a startup solution. It’s not a startup. It’s not a pitch. It’s a pain point that could turn into a pilot.

Where Can Leads Come From?

There are 3 typical starting points for lead generation:

1. The stakeholder: Someone inside the company tells you, “I have a problem.” Perfect! That’s your starting point.
2. The startup: You discover a startup and say, “Who in my company might have this problem they solve?”
3. The outside-in analysis: You identify a general challenge that companies like yours face, and then search internally to see who might be dealing with it.

How to Uncover These Problems

Here are concrete methods to reveal PoC leads inside your organization:

• 1:1 conversations with your internal network: The easiest and fastest way to get started. Talk to people you already know and ask them what’s slowing them down.
• Awareness sessions: Host a short intro session on Venture Clienting. Tell people what you’re doing and ask: “What are you struggling with that a startup might help with?”
• Ask leadership to collect pain points: Tap your C-level or department heads: “Please ask your teams to submit challenges that need solving.”
• Analyze job ads: A job posting is often a hidden problem statement: “We’re hiring someone to fix this.” Could a startup do that instead?
• Look at what your competitors are doing: Are they already working with startups? Could that signal problems you also have?
• Explore proven startup solutions: See what problems other companies solved with startups and use that to spark inspiration internally.
• Use benchmark companies (the “idol” effect): What startups are the companies your leadership respects already working with?

Pro Tip For Beginners

If you’re just starting out, lean on the Innovation Managers internal network. Talk to people that know and trust them. Listen closely. Ask good questions. You’ll be surprised how many leads you can generate just by being curious and helpful. At the same time, inspire your stakeholders with examples from outside, show them how other companies are solving problems using startups.

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Once you’ve uncovered a promising lead, a real problem inside the organization, it’s time to dig deeper. That’s what the Needs Assessment is for.

This is your chance to understand:

• What the problem really is
• What kind of solution might work
• Whether the opportunity is worth taking forward in Venture Clienting

In other words: is this something we can (and should) solve with a startup?

The 5 Core Questions of a Needs Assessment

In every needs assessment, you’re trying to answer these five questions:

1. What is the actual need?
2. What’s the problem? What kind of solution would help?
3. Is there urgency?
4. Do they want to solve it now or “someday”?
5. Is the person you’re speaking to the decision-maker?
6. Or do you need to bring someone else into the conversation?
7. Is there budget?
8. If not, could it be found if the need is strong enough?
9. What’s the business impact potential?
10. Could solving this generate additional revenue, reduce cost, or create efficiency?

If the answer to any of these is a hard “no”, it doesn’t mean you stop immediately, but it tells you how to proceed. For example:

• No urgency? Park it and follow up later.
• No authority? Involve someone who has it.
• No budget? Maybe central innovation can cover the PoC costs.
• No clear impact? Ask: why are we solving this?

How to Structure the Conversation

A needs assessment usually follows this flow:

1. Intro: Set the scene
2. Briefly explain Venture Clienting and how it can help. Adjust your tone based on where your organization is, if you’re still proving the model (START/GROW), show excitement. If you’re in SCALE mode, be more selective.
3. Understand the problemAsk questions like:
   • “Can you explain the problem in your own words?”
   • “What’s the process today?”
   • “Have you already tried to solve it?”
   • “Have you seen any solutions or startups that looked interesting?”
4. Understand the solution
   • “If you could build your dream solution, what would it do?”
   • Ask for must-have vs. nice-to-have features
   • Any restrictions? (e.g. must be based in the EU, must support SAP)
5. Check compliance criteriaSome criteria apply across the whole organization. This is something that you should clarify up front with procurement, IT, legal, and the works council. You shouldn’t need to ask them in every needs assessment, things like:
   • GDPR compliance
   • Server location (e.g. EU-only)
   • Security certifications
   • On-premise requirements
6. Ask for supporting material
7. Presentations, screenshots, existing briefings, or anything that helps clarify the problem or desired solution.

Pro Tips for Great Needs Assessments

💬 Summarize in your own words

Even if you’re wrong, it’s a gift. It forces the stakeholder to clarify and helps you avoid misinterpreting key points.

🧠 Think like them

If they work in controlling, imagine what their day looks like. What systems do they use? What processes frustrate them?

🎯 Stick to 5–7 features

Too few = the search is too broad. Too many = no startup will match.

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Once you’ve completed a solid needs assessment, it’s time to go hunting for startups. The goal of sourcing is simple: Find a list of startups that can realistically solve the challenge. Sounds easy? It’s not - especially in a world where over 1.3 million new startups are created every year. But done right, it can be one of the most impactful steps in Venture Clienting.

What’s the goal?

The aim of startup sourcing is to generate a shortlist of qualified, relevant startups that are capable of solving the specific problem you uncovered.

Ideally, you want to be confident that:

• You’ve searched widely and deeply
• You haven’t missed any obvious winners
• The startups you suggest are mature, credible, and ready to deliver

100% coverage is impossible. But your job is to get close and feel good about the recommendations you’re making.

Why professional sourcing is a game-changer

At GlassDollar, we rely on a dedicated intelligence team of ~40 professionals who do startup scouting all day, every day. They use our proprietary software (which aggregates data from all major databases) to search deeply and precisely.

And here’s the honest truth:

Professional sourcing makes a big difference.

It improves:

• The quality of the startups identified
• The likelihood that you’ll actually solve the problem
• The chance that a pilot becomes an implementation

Whether it’s GlassDollar or another expert - if you can, work with professionals. It saves time, improves outcomes, and makes your entire Venture Clienting initiative more credible.

Want to do it yourself? Here’s how.

If you don’t have access to a sourcing team or startup database (like Crunchbase, Pitchbook, Tracxn, etc.), you can still find strong startups. But it takes structure.

Here’s a DIY method:

1. Extract keywords and key phrases
2. Read through the challenge and write down the relevant search terms. Not just words, phrases too.
3. Make a sourcing tableCreate a spreadsheet where you track:
   • Keywords
   • Sources searched (Google, Reddit, Product Hunt, etc.)
   • Startups identified
   • Notes on relevance
4. Search smart
   • Google: Startups that show up here usually have some maturity (good SEO is a decent proxy for traction).
   • Reddit: Your secret weapon. Search subreddits like r/startups, r/saas, r/Entrepreneur or niche communities. Many people have asked similar questions before, and the replies are gold.
   • LinkedIn, Product Hunt, AngelList, and even YouTube can also surface good options.
5. Double-check your terms
6. The way people describe their problems isn’t always how the solution is labelled. So be ready to adjust your keywords as you learn.

Benchmarks vs. Landscapes

<aside>💡

Understanding when to use a Landscape and when to use a Benchmark is essential in Venture Clienting. Both are tools to package startup solutions for stakeholders — but they serve different purposes depending on how clear the requirements are.

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🎯 Benchmarks

Definition

• Used when there are clear objective criteria and requirements for making a decision.
• Stakeholder has a defined problem statement and expects a specific type of solution.
• Solutions can be compared one-to-one using well-defined decision-making criteria.

Example: Hiking Shoes 🥾

• Problem: “I need shoes for hiking.”
• Criteria: waterproof, grippy soles, ankle support, durable.
• Benchmark compares hiking shoes only — solutions with the same industrial application.

Key traits

• Narrow scope.
• Strong innovation pull (stakeholder knows what they need).
• Data-rich, decision-oriented.

🧭 Landscapes

Definition

• Explorative frameworks to capture a wide set of possible approaches to a challenge.
• Useful when the problem is less defined or multiple solution types could apply.
• Functions as a container for different categories of technologies.

Example: Shoes in General 🥾👟🥿👞👠🩴🩰👢👢

• Problem: “I want new shoes.”
• Categories: hiking, running, skateboarding, motorcycle boots.
• No ranking order — just a structured view of what’s out there.

Autonomous Driving Example

• Request: “Understand the ecosystem of autonomous driving software tools.”
• Categories might include:
  • Sensor fusion
  • Computer vision
  • Simulation & testing
  • Data annotation
• Landscape enables conversation and exploration before criteria are even defined.

Key traits

• Broad scope, casting a wide net.
• Great for sparking interest with stakeholders.
• Flexible container for categorizing technologies.
• No inherent ranking unless later converted into a benchmark.

Recommended Landscape Journey➡️ Landscape → Benchmark → Assessment

• Landscape: Explore broadly, show stakeholders what’s out there, cluster categories.
• Benchmark: Narrow down once requirements emerge; compare directly on objective criteria.
• Assessment: Select, test, and validate with stakeholders (e.g. via Demo Days, PoCs).

💡 Additional Knowledge

• Landscapes and Benchmarks are not mutually exclusive.
• A Landscape can be the container that later produces multiple Benchmarks.
• Example:
  • Landscape: Precise measurement technologies (AR, LIDAR, photogrammetry).
  • Benchmark: Within AR measurement, compare top solutions against specific criteria (offline functionality, ±2 mm accuracy, reporting).

Landscapes allow discovery and categorization. Benchmarks allow decision-making.

Timelines & communication

If you’re working with a sourcing team (like GlassDollar’s), a typical sourcing cycle takes 5-10 business days.

To make this process smooth:

• Be transparent
• Share everything from the needs assessment
• Stay close to the team: ask for updates, answer follow-up questions, and clarify expectations

In the end, great sourcing = great PoC candidates. The better the fit, the higher the chance of a successful pilot and a happy stakeholder.

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You’ve done the needs assessment. You’ve sourced the startups. Now it’s time to present your findings to the stakeholder and help them pick the most promising ones to explore further.

But here’s the secret:

It’s not just a presentation, it’s a conversation.

The goal isn’t to choose a winner just yet. The goal is to narrow it down to a shortlist of startups worth talking to - typically 3 - and set the stage for startup demos.

What’s the goal of the session?

By the end of the session, you want a clear answer to this question:

Which startups should we contact for demos and further discussion?

It’s not yet about deciding who to run the PoC with - that comes later. This step is about creating a strong, focused shortlist.

How to run a great sourcing conversation

Here’s a structure you can use every time:

1. Kick off with clarity
   • Remind everyone what today’s session is about
   • Set expectations: “We’re here to decide which startups we want to reach out to, not which one to test nor to implement.”
2. Re-introduce the challenge
   • Briefly recap the problem and what you were looking for
   • Ask: “Has anything changed or come up since our last conversation?”
3. Present the findings like a story
   • Share your screen and walk through each startup
   • Ask: “Have you heard of any of these startups before?”
   • Start with your top 3 recommendations. The startups that, based on all features and criteria, seem like the best fit.
   • Make a clear argument for each one, explain why you believe they’re a strong match.
   • Support your reasoning with concrete data from the sourcing (e.g., features matched, maturity, clients, certifications).
   • Show their websites, great for understanding maturity and positioning
4. Go one-by-one
   • Discuss each startup on your shortlist
   • Invite feedback: “Should we take this one forward or not?”
   • Label each as shortlisted or rejected, or note if further info is needed
5. Summarize and wrap up
   • Recap the chosen startups
   • Note any open questions you’ll need to follow up on
   • Explain next steps:
     • For the stakeholder: They’ll join a demo session or “demo morning/afternoon”
     • For you or the innovation manager: You’ll brief the startup and coordinate the next touchpoint

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1. Start with context

• Introduce yourself, your role, and why you’re contacting them on behalf of the customer.
• Briefly explain how Venture Clienting works and what the process will look like from here (e.g., “next step is a demo, not a purchase decision”).
• Let them ask questions to clarify.

2. Explain the challenge

• Clearly share the pain point the customer is facing and what kind of solution they’re looking for.
• Tell them why you think their startup is a fit (e.g., “we’ve seen a lot of companies, but yours stood out, you’re on the shortlist”).
• Ask them:
  • “Can you solve this problem?”
  • “Have you solved it before for similar companies?”
  • “Do you have reference customers in this space?”

3. Clarify any open questions

• Go through any unclear points from the needs assessment or sourcing phase.
• Ask follow-ups that help confirm or rule out a match.

4. Train them for the demo

Now comes the crucial part: prepare them to deliver an effective, customer-specific demo.

Tell them exactly what the customer wants to see:

• A slide clearly stating the problem, in the customer’s own words
• Their solution, tailored to that problem
• A before-and-after example (e.g., “Client X used our tool and went from A to B”)
• References, ideally from the same industry
• The team setup, who would they work with?
• A proposed PoC scope, what exactly would be tested?
• Pricing (if possible), both for the PoC and for a full rollout

👉 Emphasize:

❌ “We’re a cool startup from Hamburg with a rooftop terrace.”

✅ “Here’s exactly how we solve your problem.”

Also:

• Ask them to demo the specific feature that solves the pain point, not their whole product.
• If possible, ask them to customize the demo using mock data or customer-like context.

Bonus Tips

• Always trust your gut.
• If something feels off, whether it’s the product, the tone, or the person - don’t move forward! It’s better to pause now than fix damage later.
• Bad fit, great product? Talk to the founders.
• If the product looks promising but the contact person doesn’t inspire confidence, reach out to the founders directly. Most will gladly take over, especially if a real opportunity is on the line.
• Be clear about the next step.
• Invite them to the upcoming demo afternoon or similar session. Give them the time slots and explain how to confirm attendance.

A strong startup briefing sets the stage for a strong demo, which in turn builds stakeholder trust and leads to faster decisions.

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This is the moment where startups step into the spotlight. The goal of the startup demo is simple:

Let the stakeholder experience the solution and decide whether it’s a good fit for a PoC.

But a great demo doesn’t happen by accident. It’s the result of good prep, good structure, and a clear shared purpose.

How to Schedule Startup Demos

Ideal scenario:

Run all demos in a single morning or afternoon, back-to-back with short breaks in between.

👉 Why? It keeps the context fresh and makes it easier to compare solutions.

End the block with a decision-making meeting to select the startup for the PoC.

In reality: Due to availability, demos are sometimes spread over multiple days. That’s fine, just try to:

• Keep them as close together as possible
• Take notes in a structured way for easier comparison
• Set expectations about when the final decision will be made

What’s your role during the demo?

Even though the startup leads the show, you’re still running the room.

As the Innovation Manager, you know both sides, the startup and the stakeholder(s). That makes you the glue.

Here’s how to guide the session:

Startup Demo Agenda

1. Welcome & quick intros
   • You greet everyone.
   • Briefly introduce participants. Be fast but personal.
2. Explain today’s goal
   • “We’re here to see if this startup can solve our specific problem.”
   • “We’re not here for a general company intro, we’re looking for real, practical fit.”
   • Explain that you might step in to protect the purpose of this meeting.
3. Reintroduce the challenge (briefly)
   • In 1–2 sentences: “Here’s the problem we want to solve.”
4. Give the startup the stage
   • “We shortlisted your company because your solution looks like a strong match.”
   • “Now, we’d love to see how exactly you would address this challenge.”
5. Stay sharp and step in if neededDespite best efforts, some startups will still fall into the trap of:
   • Giving a generic pitch
   • Talking too much about their vision/team/funding/office view
   • Diving too deep into irrelevant product details

👉 Don’t hesitate to step in:

“Thanks for the background, we’ve already covered this in our previous call. Could we focus now on how you solve the specific problem we discussed?”

👉 Or:

“This is a bit too detailed could we bring it back to how this solves the stakeholder’s pain point?”

Stakeholder time is valuable. Protect it.

1. Wrap it up
   • Ask the stakeholder: “Do you feel this could solve your problem?”
   • Gather quick impressions
   • Let the startup know what happens next (e.g., decision meeting or feedback in 2 days)

Pro Tips

• Set the ground rules at the start.
• “I might step in during the demo to keep us on track, no offense intended. I just want to make sure we get all the info we need to make a clear decision.”
• Watch for engagement.
• If your stakeholder looks lost or distracted, something’s off. Step in.
• The demo should feel tailored.The startup should show:
  • The problem statement in their own words
  • A clear before/after story
  • Industry-relevant references
  • A realistic PoC proposal (with scope, pricing, and next steps)
  • Live product walkthrough — focused only on the part that solves the problem

Final Outcome

At the end of all demos, you should be able to say:

• “We have a clear understanding of which startup is the best fit.”
• “We’re ready to move into decision-making.”

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There’s no fancy trick to running a decision meeting - the real magic is having one in the first place.

If you don’t schedule a decision meeting, things will drift. People get busy, momentum gets lost, and suddenly the PoC never happens. So step one is simple:

📅 Put a decision meeting on the calendar.

This gives everyone a clear deadline and creates commitment to make a call.

What’s the purpose?

To choose the startup you want to move forward with for the PoC. This is usually based on:

• The likelihood that the startup can solve the problem we’re trying to solve
• The impression the startup made during the demos
• Any other relevant info (pricing, etc.)

Who should be there?

Make sure all relevant decision-makers are in the room (or call).

This typically includes:

• The pain point owner
• Their manager or budget holder
• You (the innovation manager)
• Optionally, someone from procurement or IT if their input is needed at this stage

How to run it

1. Start by summarizing
   • Quickly remind everyone what the challenge is
   • Recap which startups were demoed
   • Show a visual (slide or GlassDollar software) with a simple side-by-side comparison of the options
2. Invite impressions
   • Ask: “Which one do you think solves the problem best?”
   • Encourage input from the pain point owner first - they usually already have a favorite
   • Share your perspective too, especially if you’ve seen many startups in this space
3. If a decision is clear, then confirm it
   • “Great. Then we’ll move forward with [Startup X] for the PoC.”
4. If no decision yet, then ask what’s missing
   • “What information would you need to make a decision today?”
   • Get clear next steps: what needs to be clarified, by whom, and by when
   • Set a second decision meeting immediately. Don’t let it hang open.

Your job in this meeting

• Keep the meeting focused
• Prevent “we’ll just think about it” from stalling momentum
• And most importantly: make sure a decision gets made

🧠 Reminder

A delayed decision is almost always worse than a wrong one. You can always correct course later but you can’t scale Venture Clienting if decisions drag on.

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Once you’ve picked your startup, it’s time to scope the PoC - in other words, define exactly what will be tested, how it will be tested, and who will do what. At this stage, it's also best practice to create a clear RfP (Request for Proposal) to align expectations and to build a simple business impact calculation (your business case) that estimates the potential ROI if the solution were scaled.

The golden rule?

Keep it as simple and lean as possible - while still validating the startup’s key functionality.

Why keep it lean?

Because every layer of complexity you add - IT integrations, sensitive data, new hardware - is another chance for delays, blockers, and costs to explode.

What to avoid in your PoC scope

• No IT integration (if possible): Skip anything that requires connecting to internal systems. Even “simple” integrations can take weeks or months.
• No personal data: Involving employee data often means works council approvals, which add time and complexity.
• Avoid high-dependency setups: Don’t build the PoC around factors you can’t control, like needing three different departments to act in sequence.

What is okay

• Simple logins: Having someone log into a tool with their corporate email is fine - as long as no sensitive data is uploaded.
• Sample or anonymized data: This keeps legal, works council, and IT happy.

What to include

Even though you’re keeping it lean, the PoC still needs to validate the core functionality.

Make sure you:

• Confirm what data is needed
• Check that it exists and can be shared (even anonymized)
• Agree on the exact features that will be tested

How to structure your PoC scope

1. Clear responsibilities
   • What the startup will do
   • What the pain point owner will do
   • What the innovation unit will do
2. Success metricsDefine what “good” looks like:
   • The measurable results that will prove the solution works
   • The threshold for saying “yes, we can solve the problem”
3. Timeline
4. Keep it short. Aim for 4-8 weeks.
5. Budget impact
6. Lean scope = less work for the startup = usually lower cost.
7. Complex scope (especially with hardware) = more time, more cost — only add complexity if it’s absolutely necessary to prove the concept.

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Once the PoC scope is set, it’s time to get the startup officially on board - which means getting procurement involved. The key here is to make it as easy as possible for your procurement team to approve and process the purchase order.

What’s the procurement team’s role here?

In PoC procurement, your procurement team is not doing a competitive vendor selection - that work has already been done through your sourcing and selection process. Their role is to:

• Review the offer from the startup (based on the agreed PoC scope)
• Process it into a purchase order (PO)
• Possibly support final negotiations (if required)

How to make procurement smooth

1. Present a complete package
   • Include the startup’s offer
   • Attach the PoC scope from your RFP (Request for Proposal)
   • Make it clear that the startup has been chosen after rigorous analysis and is the best fit
2. Address pricing early
   • Ask the startup for two prices:
     1. PoC price (based on the defined scope)
     2. Indicative subscription price (so you can avoid startups whose long-term fees would kill the business case)
   • Many corporates negotiate that PoC costs are deductible from the first year’s subscription if implemented
3. Offer non-monetary value in exchange for a lower price
   • Public case study with your logo
   • Press release or joint marketing
   • Testimonials
   • These perks can make startups more flexible in pricing.
4. Negotiate strategically
   • Sometimes procurement likes to handle this - but often, you as the innovation manager can do it more effectively, since you have the relationship with the startup
   • Agree internally who leads the negotiation before engaging the startup
5. Move fast to PO
   • Once terms are set, procurement should issue the purchase order quickly
   • Stay in touch with procurement - ask for status updates until it’s sent

Why procurement relationships matter

Procurement is a critical partner in Venture Clienting.

• Build the relationship early - explain what Venture Clienting is, how it’s different from standard procurement, and why speed matters
• Be ready to answer the “Why can’t this just be done by procurement?” question - make clear that Venture Clienting involves identifying and validating innovative solutions, not just buying known tools

Side note: The future of Venture Clienting and procurement

Some companies may eventually embed Venture Clienting into procurement functions - blending innovation scouting with sourcing and buying. It’s not the norm yet, but it’s a possible direction for the model as it matures.

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The PoC Kickoff is the official start of the project - the moment when the startup takes the lead and the corporate-startup collaboration really begins.

Goal of the kickoff

To align all parties on:

• What will be done (scope & success metrics)
• Who will do it (roles & responsibilities)
• When it will be done (timeline & milestones)
• How results will be measured

Who leads it?

The startup should lead the kickoff.

• They’re the ones delivering the solution
• They’re getting paid for it
• They have the biggest incentive to make it work - because PoCs themselves usually aren’t profitable for startups, the real value comes from winning the full implementation afterwards

How to prepare

1. Pre-kickoff check-in with the startup
   • Review their kickoff plan in advance
   • Share any insights about the corporate culture, expectations, or stakeholders they should know
   • Make sure they know the success metrics agreed in the PoC scope
2. Set expectations
   • Make it clear: this first meeting sets the tone for the whole PoC
   • A messy kickoff = unhappy stakeholders = extra work for you cleaning up later

Your role as Innovation Manager

Even though the startup is leading:

• Be the mediator between the corporate and the startup if any issues arise
• Advise the startup on how to work smoothly with the corporate team
• Keep an eye on the business impact calculation and make sure it’s updated during the PoC

Why a strong kickoff matters

A good kickoff builds:

• Trust between startup and corporate
• Clarity on what will be delivered
• Early momentum to keep the PoC moving

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The PoC Execution phase is where the startup delivers the agreed scope - and you make sure the project stays on track.

Goal of PoC Execution

To complete the PoC on time, on budget, and meeting the success metrics defined in the scope.

Your role during PoC Execution

You’re not running the PoC day-to-day, but you are:

• Monitoring progress to ensure milestones are met
• Facilitating communication if there are delays, blockers, or misunderstandings
• Protecting scope - avoid scope creep that could delay completion or inflate costs
• Keeping the business case alive - update the impact calculation as new data comes in

Best practices for smooth execution

1. Regular check-ins: Keep short status calls or written updates at least every 2 weeks
2. Track success metrics early: Don’t wait until the end to see if they’re met - check progress mid-way
3. Handle issues fast: If something’s not going as planned, address it immediately before it escalates
4. Document learnings: Capture feedback from both the startup and the corporate team - useful whether the PoC succeeds or fails

End-of-PoC review

Before the PoC officially ends:

• Verify scope completion - Did we test everything we said we would?
• Review success metrics - Were they met?
• Discuss implementation feasibility - What would be required from IT, procurement, and other teams to roll out the solution?

Then move into the decision meeting on whether to implement the solution or not.

‍

A successful PoC is just the beginning. Implementation is where the real value is created - but it often takes longer and requires more coordination than expected.

Key differences from the PoC

• IT involvement is now unavoidable
  • Interfaces with existing systems
  • Data integration (often real and sensitive data)
  • Security and compliance checks
• Process changes may be required
  • Employees need to be trained
  • Workflows might shift
• Procurement contracts might need updating
  • From PoC agreement to full subscription means we need a new purchase order

Why it takes longer

1. IT checks: security, compliance, architecture alignment
2. Roadmap prioritization: your project competes with other IT initiatives
3. Data migration & quality: cleansing, mapping, testing
4. Change management: making sure the corporate team adopts the new tool

How to speed things up

1. Engage IT early
   • Introduce them to the solution already during the PoC if possible
   • Position it as part of their technology scouting or innovation efforts
2. Get C-level sponsorship
   • Particularly from someone with influence over the IT roadmap
   • This helps secure earlier delivery slots
3. Build a solid business case
   • Quantify the benefits from the PoC results
   • Make the ROI clear and hard to ignore
4. Plan the rollout
   • Start with the initial team (pain point owner’s department)
   • Then scale to other units/locations once proven internally

Implementation checklist

✅ Confirm IT requirements & security clearance

✅ Finalize technical integration plan & milestones

✅ Update contracts from PoC to subscription/purchase

✅ Define rollout & adoption plan

✅ Assign owners for each step (startup, corporate team, IT)

✅ Track progress and escalate blockers early

Pitfalls to avoid

• Waiting until the PoC ends to involve IT
• Assuming “successful PoC” = “quick implementation”
• Underestimating change management effort
• Not aligning on budget for scaling after initial rollout

Once implemented, the real impact measurement begins - this is where the venture clienting process delivers tangible value to the business.