Bienvenidos a The Ethnic Podcast, mi nombre es Sindre Hopland.
Hoy discutiremos las diferencias entre aceleradores, incubadores y construyentes.
Si trabajan para startups y si así, ¿qué son los factoros de su suceso?
Estamos muy ricos de tener con nosotros algunas personas.
Tenemos a Ángel García, director de Startup Bootcamp, IoT, Data & Cybersecurity.
También tenemos a Patricio Hunt, el partner de Intelectium.
Y también al presidente de The Ethnic, Bernat Farero.
Bienvenido a todos.
Bienvenido.
Gracias.
Bienvenido a todos.
Entonces, a comenzar con Ángel,
te has sido involucrado con Startup Bootcamp por un tiempo ahora, un par de años.
Te has also invested in a couple of the project yourself.
What is it that you find so interesting with this type of program
compared to just regular seed funding?
Well, I think these are different things.
I mean seed funded, acelerators and incubators.
There are a lot of animals that probably we are going to discuss during the podcast
are completely different things.
I think these acelerators are to some extent trying to prepare these teams
sometimes even don't even companies, these teams
to be some kind of investible company or an investible startup.
So we are early, I think, in the process of the funding.
So I don't think that we have to compare seed investment with acelerators.
There are completely different animals.
The things that we are looking for are different
and probably something that we are going to discuss today.
But what are you finding appealing with these kind of programs?
What are the big pros for you?
Well, as a personal level, acelerator is something that you are really much more deep
into the people.
I mean it's a lot about the personal relationship.
I mean really helping in a day to day basis to disguise as an investor.
I mean you take some distance, right?
I mean it's much more a financial investment.
It's also a financial investment from an acelerator.
But these are other much more personal factors.
I mean you are going to really try to help these guys to make the dream a reality, right?
You are going to the personal level.
So it's something much more personal.
When you are an investor then you start to have your legal implications
and your financial rules and this kind of thing.
So you are moving to a different level.
I think that both elements are necessary in an ecosystem
but are doing different things and acting in a different stage.
And Paticio, you have a different approach more than like a traditional acelerator
with a six month program, right?
Tell us a little bit about your approach to startups and how startups approach you.
Well, we have different models actually because we are running the Techstars startup next program
which is a traditional program where you have a selection process in the beginning,
applicants that are interested in getting in etc.
And that's a batch process and we do it twice a year.
And then we have our, let's say our own boutique acelerator which is Intellectium
and there we do whatever we think is best for a company
and depends a lot on the context of the company, the team, the stage of the company,
our interest in the company as well.
So we do a very different thing
and there we usually do one or two companies every year, only that.
And we really do, let's say, we do a custom feed program
and we just concentrate on what the team really needs
and it's a very different approach.
So what did you choose this approach instead of,
as you are affiliated with Techstars, a more traditional program,
what did you choose to do this kind of thing?
Basically, we are doing things as we see they are required.
Intellectium is not something that we have devised in a very specific way.
We are always sort of innovating on the periphery of things
and we are looking and finding exactly what are the best opportunities that we have there
and we go behind those opportunities.
At the same time, for example, last year we founded a mobile venture builder
because we thought that was perhaps a more interesting model for us
and it was probably a model that was better for our skills.
So now we are very focused on that program as well.
And we are doing things as they are coming to us
and taking opportunities mostly rather than having a very,
let's say, focused strategy based on exactly things that we think are,
we are more open to innovation rather than designing what we want to do.
Exacto.
And talking about venture builders, Bernat,
you used to be, Ithnik used to be a very traditional accelerator,
you used to call it the hacker accelerator once,
but it changed a bit the last time.
Can you tell us about what has changed?
And when you speak to people now, what do you call Ithnik?
So we never meant to be a traditional accelerator,
actually that's why we call it the hacker accelerator.
But basically what we did in our short span of life is experimenting.
So we tried different models, we experimented,
and we reached to the conclusion that a fixed program with a set of mentors,
with a certain amount of resources devoted to each project,
with the need of having to do n number of projects every n number of time,
was not possible for us.
We studied the model, we analyzed it,
and we realized that it was not possible, at least for us.
So we decided to move away from this model
and start companies and commit about,
committing the companies that we were growing.
So increasing our participation and our effort in smaller companies
instead of doing a model based on quantity and statistics.
So we tried to focus on smaller projects,
on a smaller number of projects,
and commit on these projects forever,
not just for a period of time,
but making sure that if we earn something,
if we take something out of these projects,
it will be along with the other entrepreneurs that are doing it.
So we take bigger stakes in the companies that we work,
and we take full responsibility.
We don't look for winners, we make them, we make winner teams and winner projects.
We are continuously striving to find the greatest talent,
and we take responsibility of finding the success of the projects in the long term.
So that's the difference in the model.
We don't participate in a very early stage,
in a short amount or close amount of time,
and we take responsibility almost forever in the projects.
Right.
Anhel, you have been,
started with campus is one of the more successful accelerators in Europe,
one would say,
but the business model itself,
as Bernat says, they went away from it,
that was their own choice,
but how are you looking at the business model?
Do you find it successful in itself?
Is it too early to say?
What do you think?
It's a very good question,
because I think that the other day I was speaking,
well, I don't remember what it was,
but they were talking about accelerators, right?
And I did some kind of research about,
and I find out that there was an angel list,
that there are 2,000 accelerators in the world,
which is not true.
It's not true.
What is true is that there are 2,000 companies or entities
that are claiming to be an accelerator,
because at the end of the day,
I mean, you take a look to all these 2,000 websites
and all of them are saying the same,
I have workshops, I have mentors,
and I'm going to move you to the next level,
and blah, blah, blah, blah, blah.
And then the reality is that most of them,
they are starting today,
and in 2 years from now, and 1 year from now,
they have to rethink about the model,
because the model is not sustainable.
Yes, but they finish.
I mean, they are trying to have some tables on chairs,
and if you don't have enough money
in order to deliver enough value,
so trying to make money with the equity
that you are taking in these companies,
but at the same time,
you don't have enough resources
in order to deliver enough value to these companies,
well, it's trying to do a circle with the square,
it's going to be a challenge.
I think that there are some players out there,
I'm not saying that we are better or not,
but we have a different model,
I mean, we have these corporations supporting our programs,
I'm talking not only about to start a bootcamp,
but also Techstars, Black & Play,
or the guys from White Combinator
of 500 starters in the US,
that we have these corporations
investing or supporting our programs
in order to have access to innovation.
And that's what makes
our business model sustainable.
I mean, there are few accelerators in the world
that they have been in the market
for more than six, seven years,
around the ones that are describing.
Of course that we are changing things internally,
but what we have found out
is a way, a sustainable business model
that if you look around,
it's not in others,
all this have to rethink about
different ways to do it,
different ways to find
sources of finding
in order to be able to
get money back from this equity stake.
As I said before,
I mean, if you don't have enough resources
to invest in these companies,
the likelihood to get a lot of money
from this equity stake is also very poor, right?
So we have been doing
other things, also rechanging things,
focusing more and more on the vertical thing
that probably we are going to speak later,
I think it's one of the futures of accelerators
trying to be much more specific
in something,
but again, I think that we have this specific
business model that allows us
to provide or deliver
at least more resources
and we believe that more value
that other players in the market.
Patricio, you have also been involved
with this traditional type of programs,
but as we talked about,
the accelerators has only
been around for a couple of years,
and it's a fairly new thing.
So when can we say
that the accelerator is a success?
At what time? Is it too early?
Or is it in the future?
I think that, like Angel was saying,
there are many types of accelerators
and you can call accelerators
really just a few of them.
So basically I think those
that are focused on verticals
will probably be
more
successful in the long term.
Also the first
accelerators,
the ones that are more consolidated
like Y Combinator,
Techstars, Start at Bootcamp,
and a few others.
Probably because they were the first to market
and because they have this effect
of being able to select the best
companies all over the world, etc.
Those are probably going to stand out
and going to continue being a success.
For the rest,
you have to see
if you can find a specific model
that may deliver
some special value
to the companies that you are looking for
specifically,
but should be like a very
let's say
focused group of companies
and I guess
those ones are the ones that are going to prevail.
For us
the model,
let's say in our case
we've been going from
the hybrid custom feed
sort of program that we deliver
and we only do that as I said before
just for a couple of companies
perhaps each year
and then we,
as also Bernat was saying,
we found out this
along many years
and looking for what was
the best thing for us to do
and finally we
came to the conclusion that
a company builder was in our case
the best thing to do
to concentrate our deliberate efforts.
On the other hand
as I was saying also
you have to remain sort of open
to innovate on the periphery
so if they come to us
a couple of teams every year
that we see that they are really good
and we can help them, we do that
and we help them
in the way that they need
and in the way that is
better for them to be helped
but our deliberate efforts now
are just focused on the company builder
which we see that is the best model
for us in order to build companies
a kind of model
perhaps is more closer to what Bernat
is doing
we select
we go all the other way
we select the space in which
to innovate
we look for a company
that would validate our concept
then we
select the technology
we build the technology
we get traction in the market
and if we get real traction
then we will go and try to find a team
that would be able to take this
to a success or to a spin off
that could be successful in the long term
so this is a complete different model
we believe in our case
particular that this is the best
for us to do
and we believe that's the model where we can be
more successful
and this is why we do that
Bernat
I have a question related to that
no, please go ahead
I think it's interesting
to analyze what we define as sustainable
and how sustainable
is a goal by itself
so is it not profitable
the goal of any business
so shouldn't we create
profitable business
but still
I would like to understand
how an accelerator can be sustainable
and how an accelerator can be
profitable and what's the goal
and what's the time span needed for that
so I think that those are the biggest questions
I realize that in the world
even the first accelerators
in 2005 Paul Graham
I started my coordinator
I think Texas was one year later
2006
and these are the old examples
the oldest
from then many accelerators appeared
as you said
but I think none of them
are still or have enough track record
today to say that they are
profitable business models
even Y Combinator
to say they are profitable
you have to set an expectation
at some point and you have to fit this expectation
but Y Combinator grow so big
that they kept
increasing their expectation
so now they even expect to be
way more big
and they are getting the best deal flow in the world
so when is an accelerator
when can we call an accelerator
a sustainable business model
or a profitable business model
does it mean that you have a source
for investment that keeps
coming
or what does it mean to you Angel
for example
a model is something that you can keep in the time
something that you can keep doing
for a lot of time
and I think all these models are
clearly sustainable because they have been in the market
for a lot of period of time
don't think about that the model is only
to make money with the equity in the company
they are also making money with the corporations
but I think
the best way to look at that
I mean these guys have been in the market for a long time
other guys are not longer in the market
so there are guys that are sustainable
a guys that are not sustainable
talking about all these guys in the market
it's a big group
maybe 2000 accelerators
you are trying to get the best talent
to start a bootcamp every year
or every year for every program
does it make it harder for you guys
to attract the best companies
when you are competing with suddenly thousands
of other people around the world
what does it make
it's becoming a very crowd space
it's true, I mean only in our last call
this year we analyzed something like
850 startups
in the IoT and data space only domain
I mean it's a significant
number of startups
of course out of the 850
we easily find that half of these
probably are not fitting
in what we are looking for
but I think that this year we
spoke and we changed information
with around 350-400 startups
from a lot of countries
all around the world
then we nailed down the database
and we tried to
the point is that
the space is so crowd
and sometimes for entrepreneurs
it's so difficult to understand
which is the right choice for me
sometimes they are much more focusing
trying to understand how much money
these guys are going to offer to me
how much equity
not paying attention in order to understand
what they can get from the program
in reality
it's becoming more and more difficult
to attract tips
especially there are locations
that are very crowd like London
or Berlin trying to move
teams away from these kind of locations
it's very difficult
but at the end
the point is that you have to
devote much more effort
you have to put many more resources
this year we have
7-8 escultas working for 4 months
trying to find the best teams
because you have to get in contact
with these teams that are
in Poland or in Russia
and you have to explain the value
that you can provide to them
because for them as I said before
it's very difficult, take a look to the website
all of them looks the same thing
but this is a very economical deal for us
but it's not about this
it's about all the things
what are the resources that you are going to get
what's about the program
what you are going to do during the 90 days
who are the guys that are involved in the accelerator
what's your background
so all the things to share with these teams
but it's an effort that you have to do
in order to be able to share
with these guys and help them to take a decision
and this again does something
with the business model as well
when you can't find enough great companies
and all companies are divided
all over Europe
how will this evolve
in the next years
if it gets harder and harder
to attract good companies
what do you think Patricio?
well
if you look at what we do
we are reactive
in terms of intellect
we are reactive, we find a team
that we feel it's the right team
and they have the right product
but as Bernardo was saying
we don't have a specific
number of startups
that we are looking for
to accelerate or incubate
each year
so we are open to
find an opportunity
and then invest on that opportunity
on the other hand
since that is a reactive
strategy then we
decided to come up with the venture builder
because that's a delivery strategy for us
so there we don't wait
for capturing talent
or acquiring talent
we just go behind a company
or creating a company that we believe in
because we see that the trend
is correct, the technology is the right time
to invest in the technology etc etc
so in that regard we are not
waiting for
we are not scouting to find the right talent
with the right idea
which is a more difficult thing to find
I mean we are
first developing the idea
then we are finding the talent
but if you want to find both
altogether that's what
it's becoming more and more difficult
so what we do is we bring together
both and we are very good
and we can be very good
we live and we are doing some progress
in that regard creating the opportunity
finding the talent
it's a different thing
we think we can do it as well
but if we do this in a separated way
we think we can be more successful
and it's going to be for us
easier to deliver
a sustainable business model in time
right
but you are not scouting at all
for companies anymore
how are you picking
because a venture builder
how are you picking your projects
how are you getting in touch with entrepreneurs
so we don't get in touch
with entrepreneurs
we used to do it in the past
and we devoted a lot of resources
to listen to projects
and to meeting entrepreneurs
and that's a
full time job
it requires a lot of time
and it's one of the most important parts
of any accelerator because
it's where you get in contact with your deal flow
and where you can select well
and accelerator it's all about deal flow
and selecting
so it's a very important part
so we no longer an accelerator
so we
don't devote resources
to screen projects
or see entrepreneurs anymore
so what we do is we
spend some time investigating markets
and we do
we plan, we do business plans
we do experiments on exit
which is very easy
and then we study
we are continuously connected and studying the opportunities
around the world
that are raising money
that are trendy for some reason
and we try to extrapolate it in other markets
so
that's where we are spending our resources
right now, we are analyzing markets
and of course from evening
what we are trying to do
is we are trying to attract talent
but not talent of
entrepreneurs
talent of people who can do things
so we love techie people
we love developers
we love marketers
we think that's the hard thing
the hard thing is to be able to do things
by yourself
and then anyone can become
an entrepreneur one day
so the idea is not the hard thing
but finding people that can actually do it
exactly, so we are not focusing anymore
on the idea at all
so we don't want ideas, we don't want projects
we don't want pitch, no
we want people
that is interesting, that they can do things
and we are analyzing the markets
because there are so many opportunities out there
so at some point we try
to mix them together
I think it's very important
not only for accelerators or venture builders
any kind of
player that want to
help to set up
business from entrepreneurs
or startups to have a pretty good
understanding of the market
we are in a very dynamic market
and things are changing so fast
so have a good understanding
and devote a lot of resources and a lot of time
in trying to understand what's next
why this is next
is extremely relevant
and at the end of the day
we also need excellent people
in order to execute these kind of things
but it's very important to understand
the space or the domain that you want to play
exactly, and when you deploy
a startup from startup bootcamp
after a finished program
do you look at it
3 months
a half a year or a year after
and say this was a success
or do you have to wait until
you see an exit or an acquisition
well
at the end
this rating with the startups depends
how you measure success
most of the people used to say
how much money is the startup rate
and we have very good numbers
or how many customers
or how successful a company
from the sales point of view
for me there is another
rate or another
number that is very good
is how many of the startups
that have gone through our programs
after x many years
are still alive
and we have some numbers
that are in our website that
I think right now is 82%
of the 350 or whatever
startups
that have gone through our programs
are alive
it's an average but after 7-8 years
there is a big number of startups
that are alive
and I think that this is a combination
of a lot of things probably number 1
is the selection criteria
I mean we spend a lot of resources
in trying to bring the best guys
mainly the best guys
number 2
is the program
I mean when you are doing this for a lot of years
you understand the things that you have to do
and the things that you don't have to do
but the main goal for our program
is to really help these startups
early stage startups that already have some product
and maybe some initial traction
this is what we are looking for
to really find the product fit
and the market fit what we are trying to do
most of the startups they fail
because they are not able to find the product fit
and market fit
then they have a lot of friction
you get sales
or revenues or users
so friction
no significant traction
so no investor trust you
because you don't have significant traction
and then get game over
so our main goal during the program
that's why use our process, our structure
but also our big network of contacts
is to help these guys to
move your assumptions
to a real product fit, market fit
company
y no de de, you are an startup
you have your network
you are your co funders
your network of 10, 15 people around you
and you are trying to base in
base in the assumptions
what you believe, what you think
and the people around you
unfortunately it's not enough
because you are trying to build something
that pretend to be destructive
or pretend to capture a big portion of the market
while the likelihood
that you and your small group
es un desafío.
Entonces,
nos colocamos en nuestro proceso,
nos permitimos tener contacto con mucha gente,
con mucha gente experiente,
para validar todas estas asuntiones
y hacer este start-up,
y probar, y iterar,
y cambiar muchas cosas
para que, al final del programa,
espero tener mucho más cerca de
el mercado de protofit.
Porque tienes mucho mejor
protofit del mercado de protofit.
Bueno, podrías ser una
excelente compañía o no,
pero las posibilidades y la posibilidad de
estar en el mercado
van a ser mucho más altos.
Y en Barcelona, como ciudad,
estamos todos en Barcelona,
y estamos operando desde Barcelona,
una ciudad que está creciendo muy rápido
en términos de start-ups, innovación,
y también acceleradores,
incubadores y construyentes.
Pero no, ¿qué piensas?
¿Es una buena cosa para una ciudad en sí,
para tener muchos de estos jugadores activos?
Cuando hablé con las personas en eventos
y alrededor de la ciudad,
las personas dieron que no sabía
cómo hay tantos acceleradores aquí.
Esto es una cosa muy positiva.
Pero para los acceleradores en sí,
probablemente querías ser
la única que está aquí.
Entonces, ¿qué piensas?
¿Es una buena cosa o...?
Yo creo que es una buena cosa
para la sociedad, en general,
y para los entreponentes,
por supuesto,
tienen una mayor opción.
Creo que es bueno que hay 2.000 acceleradores,
y si hay 20.000,
sería mejor.
Otra cosa es que
los acceleradores son sustentables
y los modelos de negociación profitables
son otro issue separado.
Pero creo que es muy bueno
que nos damos recursos
a las personas que están pensando,
comenzando una idea,
y no tienen ninguna idea
de dónde comenzar,
o cualquier tipo de ayuda
que puedes dar a estas personas en estos estados,
eso ayuda mucho.
Patricio,
estás moviendo más hacia el boteque,
haciendo una aceleración,
o como un boteador de venta,
lo llamas,
y todos los acceleradores
son básicamente,
tienen diferentes tipos de programas,
pero parecen a ser similares
desde el exterior.
¿Crees que más acceleradores
van a evolucionar
en este boteador de venta,
o cómo veas el próximo 5 años?
Es divertido,
porque tenemos aquí 2 diferentes,
2 diferentes personas que empezaron
en diferentes formas,
pero creo que estamos todos
en el mismo modelo,
Bernat y yo.
En el Arhan Angel,
empezaron con un modelo diferente,
pero con un mejor branding,
un mejor conocido compañero,
todo sobre Europa,
y está muy niche orientado,
muy verticalmente orientado,
así que creo que esos son los 2 modelos
que probablemente prevé.
No creo que haya
los acceleradores tradicionales
que justifican mentros
a las compañías,
no creo que podría ser
sustentable en el tiempo,
unless
están migrando
contra ayudando a las compañías,
desarrollando sus propios
programas en la compañía,
por ejemplo,
lo que los conectores hacen,
creo que eso ayudará mucho
con la sustentabilidad para ellos,
pero creo que en el final,
mi perspectiva es que el mejor modelo
para algún tipo de personas,
por ejemplo, en nuestro caso,
en el caso de Bernat,
es el constructor de la compañía.
Nos sientimos más confortables
con ese modelo,
creemos que podemos crear
mucho valor con ese modelo,
y nuestro progreso
por lo tanto,
me hace pensar
que estamos en el mismo camino.
Y siempre hay muchos desarrolladores
y entreprenedores
viendo y escuchando este podcast,
y Angel,
a las personas que están pensando,
¿de acuerdo que entro en un accelerador?
Esa es la decisión correcta
para mí.
En tu opinión,
¿qué tipo de startup?
¿Qué necesitas
para aplicar
para un accelerador?
¿Qué piensas?
Bueno, como dije antes,
hay diferentes tipos de acceleradores.
Creo que la primera cosa,
yo diré a las entreprenedoras
para hacer el homework.
Para entender
los estados que están ahora mismo,
para entender
cualquier accelerador
que están buscando,
los acceleradores o incubatorios,
que están targetando
pre-acceleraciones de compañías,
o pre-ideas,
o estados de ideas.
Entonces,
hay diferentes estados
en estos días anteriores
de las compañías
que tienen que entender
lo que están haciendo,
porque diferentes aceleradores
están targetando
diferentes tipos de equipos,
o diferentes tipos de compañías.
Entonces, la primera cosa es
para hacer el homework,
intentar entender
los acceleradores o incubatorios
o estados de pre-ideas
que están realmente fitos
en lo que están ahora mismo.
La segunda cosa es
intentar entender
cómo estos chicos
van a ayudar a mí.
Es decir,
es de la misma manera
que cuando estás intentando
gastar dinero,
intenta entender
más y más
el investidor
hacer lo mismo
con el estados de pre-ideas.
Tenta entender
quiénes son los estados
contra el accelerador,
contra el incubador,
contra el estados de pre-ideas.
¿Qué es tu backdrop?
¿Cómo estás intentando ayudar a mí?
Fíjate con eso,
porque es un tipo de mariage.
En muchas de estas relaciones
se termina con un cambio de equities,
así que va a ser tu partner.
No va a ser
para los próximos tres meses,
va a ser para siempre.
Entonces,
haz tu homework
y, a ver,
los estados son mucho más
fuertes,
donde los estados
son mucho más demandados
en el principio.
¿Cierto?
Por lo que
¿por qué vas a ayudar a mí?
¿Cuáles son las cosas
que vas a hacer a mí?
¿Puedes hacer
este tipo de métodos
de cosas que es algo
que crees
que podemos lograr
durante el programa?
¿Puedes entender
cuáles son los métodos de el programa?
No es solo
ir a un website
y aplicar online,
o sea,
intentar tener
estos intervios de uno a uno.
En mi opinión,
los mejores
son los que son
mucho más demandados
para entender
cuáles son los métodos
del soledadero.
¿Cierto?
¿Cierto?
¿Y si hay
mis concepciones
de los estados
aplicando
que están pensando
que pueden
darles
algo que no pueden darles?
Hay muchas mis concepciones
y creo que
esta es una de las
cuestiones
de los aceleradores.
O sea,
me acuerdo con Bernard
diciendo que
como mucho podemos,
va a ser
muy bueno
para que
todos ellos
puedan dar
suficiente valor de calidad.
Porque
en la aceleración
no hay una definición clara.
¿Cierto?
Y como dije antes,
yo creo que
las más entrepanas
son muy confusas.
¿Qué significa?
O sea,
va a ser
una mesa
y un mentor
que viene
dos
días a una semana
o algo.
Esa va a ser
como si
hicimos
30 cuartos,
15 personas,
no realmente
ayudan a mí
cada día,
más
80 mentores,
o tal.
Así que no es clara.
Así que,
es bueno
tener un montón de aceleradores
incluso en Barcelona,
como más de ellos
pueden dar
suficiente
nivel de calidad.
Porque si no,
entrepanas
están acompañando
este acelerador
que tal vez no
debe dar
suficiente nivel de calidad.
Y hay un mal
sentido.
¿Cierto?
Y esto
va a afectar
a los otros
que estamos intentando
hacer de manera correcta.
¿Cierto?
¿Cierto?
Patricio.
Creo que
no estamos hablando de
un modelo aquí
que es el preaccelerador,
que es lo que
la próxima startup es.
Por ejemplo,
un preaccelerador
es algo
donde
entrepanores
pueden venir
y pueden
estar ahí
por al menos
6 semanas,
pueden tener
una exposición
a mentores.
Pero no necesitamos
ninguna equidad
de ellos
o cualquier tipo de
pagamento
en cualquier tipo de
dinero.
Así que,
básicamente,
estamos justos
diendo a ellos.
Así que,
es una buena
cosa para ellos,
para entrepanores,
para
la menos
experiencia de
personas
para llevar
y tener
el primer
sentimiento de
lo que es
para ser
un acelerador.
Así que,
creo que
este tipo de programas
es también
una buena cosa
para personas
sin experiencia.
Pero si tienes
más experiencia
y
estás ya
en un preaccelerador
o tienes
alguna otra experiencia
que puede ayudar,
entonces,
es un problema
de encontrar exactamente
lo que es
que vas a ser
creado
de ese programa,
en particular,
y ver si realmente
es lo que
vas a realmente necesitar.
Y tienes
algunas historias de suces
también,
como también
Etonigan
y BOOTCAMP.
¿Qué son
los factores
dentro de estas compañías
que te llamas
historias de suceso?
Bueno,
todo depende,
también,
de la empresa.
Por la equipo de la empresa,
creo que es
uno de los elementos
más importantes.
El otro elemento
es
el sector
en el que están en
y el tiempo en el que
se han entrado
en ese sector.
Tenemos una muy buena experiencia
en e-commerce,
una compañía
que empezó
cinco años atrás,
y también tenemos
una historia muy mala
en otra compañía de e-commerce
que empezó
como
dos años o tres años atrás.
Entonces,
lo que es
tres años atrás,
para un e-commerce de e-commerce,
por ejemplo,
fue demasiado tarde.
Y eso fue,
el tema fue muy bueno,
pero la oportunidad
probablemente no estaba ahí
más,
porque Salando
ya estaba ahí
con un gran investimiento
y Asos
ya estaba en el UK,
así que no fue
más una oportunidad.
A pesar de la compañía,
fue una buena compañía
en lo que tenía
a la compañía.
Entonces, creo que
si lo miras,
en esos dos problemas,
probablemente
tienes 50% de los problemas
que necesitas
ver
ya ahí.
Entonces,
hay otros
problemas,
como, por ejemplo,
la
capacidad de la compañía
para obtener un investimiento,
que es obviamente
algo muy importante también,
pero yo diría que
esos tres problemas
probablemente
son los más importantes
en mi caso.
Es claro que todo el mundo
está diciendo
en todo el nivel de la cadena,
¿verdad?
Que el entreponero
es la más importante cosa.
Pero creo que es mucho más importante
en estos tipos de vehículos
que estamos hablando de,
para la construcción de los aceleradores,
para tener a alguien
open-minded.
Es decir, flexible
y con la habilidad de escuchar
y con la habilidad de
porque son aceleradores
y los aceleradores
sobre eso.
Es decir,
no hay un plan inicial
que va a ser hecho,
así que las cosas van a cambiar,
y las cosas van a cambiar
mucho mejor
si escuchas
y aprendes
de lo que estás buscando.
Así que,
lo has preguntado antes,
o sea,
lo que hay que ver
con los aceleradores
o los aceleradores
cuando estás buscando,
también,
o sea,
también tienen que
ver
dentro de ti mismo,
si están listos
para realmente ir
a este tipo de procesos,
porque, o sea,
hay gente que no escucha,
o sea,
hay gente que dice
que escucho a ti,
pero no escucha a mí, ¿verdad?
Y no es que
tenemos que tomar tu decisión,
pero tienes que ser
aburrido,
aburrido a cadenas,
flexibles,
esos son
muy importantes
habilidades
que deberías tener
si quieres ser
parte de
una de estas
empresas o procesos.
¿De acuerdo?
¿Y cómo es eso para ti?
Porque Bernat
dice que
estamos interesados en
obtener talentas
como desarrolladores,
marketers,
los mejores.
Pero,
pero normalmente
empiezan con esa idea, ¿verdad?
Siempre empiezan
con la empresa
cuando empiezan con las personas.
¿Cómo te
asegura que
tienen
el talento correcto
ya dentro del equipo?
Es una combinación
de muchas cosas
y algo que
desarrollas
de tiempo a tiempo, ¿verdad?
Para entender
que
para que te pongas un ejemplo
durante nuestro proceso de selección,
es como antes,
empezamos con una gran cosa,
una gran base de datos,
y nos subimos
y al final terminamos
con invitar a 20
equipos
a Barcelona
para que estén awake
con nosotros.
Este año,
tenemos 20 equipos
para cualquier cosa,
12 diferentes países,
Australia,
India y demás.
Entonces,
con estos días
hacemos muchas cosas.
Por ejemplo,
una de las cosas que hacemos
es tener
algunos psicólogos
que intervienen
a estas personas.
O sea,
es algo que
aprendemos de la experiencia,
intentando entender
si
porque alguien
podría ser
un buen entreponente,
pero al final
necesitamos el equipo.
¿Es que el equipo
va a poder trabajar juntos?
Bueno, es un otro
layer
de información
para validar
si esto hace sentido
o no.
Así que...
Right.
Pero no...
Para muchos,
cuando hablo de personas,
un constructor ventrilo
es algo un poco cripto.
Es un poco nuevo,
y si es un constructor ventrilo,
no es debido
a que todo el mundo
sabe lo que es
de ahí.
Pero
hemos empezado
una nueva compañía de
Ethnik,
que se llama
Facto Real.
¿Puedes decirles
un poco
el proceso?
Creo que
este es un proceso
que aún no has hecho,
pero
¿cómo planar
ayudar a esta compañía de Ethnik?
¿Cómo planar
apoyar a una nueva compañía?
Porque
es un poco especial
comenzar algo
ahora mismo.
Así que,
un constructor ventrilo
es cripto.
Es porque
nos damos
nombres de fans
para cosas.
Es un grupo de compañías.
Right.
Es un grupo de compañías.
Y
¿Cómo funciona?
No tiene un camino
fixado para trabajar,
y por eso no tenemos
un programa.
Así que intentamos
buscar talentos continuamente
para trabajar en nuestros
startups.
Hemos eventos,
hemos trabajos,
hemos todo tipo de cosas,
como otros aceleradores
hacer.
Pero nuestro objetivo
es encontrar talentos
para trabajar
en nuestros startups.
Y entonces,
desde que empezamos la
relación
con estas personas,
una relación profesional
en todos nuestros startups,
empezamos
entendiendo
cómo forman,
cómo trabajan,
en el mercado, en el desarrollo,
o tal.
Y entonces,
cuando sabemos estas personas,
sabemos cómo forman,
sabemos cómo trabajan
en sus equipos,
entonces estamos en
una posición mejor
para pensar en
invistir a esas personas.
Así que eso es nuestro funnel.
El funnel
empieza
con una relación profesional.
Hemos trabajado juntos,
y luego consideramos
por qué no empezamos
una compañía juntos.
Así que es el
camino opuesto.
Right.
Así que intentamos
ver a las personas
que trabajan,
¿sí?
Y luego,
al mismo tiempo,
analizamos los mercados
y vamos con ideas.
Y tenemos recursos limitados.
No podemos empezar
todo en el mundo,
como tal vez
Rocket Internet.
Así que intentamos
votar
a las mismas
recursos
para las grandes oportunidades
que encontramos.
Y eso es lo que funciona.
También estamos en contacto
con la red de investidores
que son muy relacionados
con lo que hacemos.
Y ellos investen
directamente en nuestras compañías.
Así que nunca
queríamos
gastar dinero
en Ethnic.
Así que tendríamos un problema
de conflicto de interés,
porque luego
tendríamos que aceptar
proyectos
y buscar proyectos.
Y tendríamos que
entrar en proyectos
en un cierto tiempo.
Así que intentamos
a nuestros investidores
para investir directamente
en nuestras compañías.
Y estamos enfocados
solamente,
completamente
en desarrollar
nuestras compañías.
Y desarrollar nuestras compañías
como un negocio,
porque hablamos
antes
de mis concepciones.
Creo que una de las
grandes mis concepciones
es que
la fundación
es desarrollar tu negocio.
Y esto ocurre
mucho con los construyentes
y los acceleradores.
Así que tenemos
un conflicto de interés aquí,
porque
creo que
nuestro modelo de negocio
últimamente
es exigir de compañías
y tener retornos en la equidad.
Entonces,
pusimos
a veces
compañías
para que se fundan,
para revalorar,
para revalorar,
rezar el valor de la compañía.
Y luego
nuestras retornas en la equidad
son más grandes.
Pero para el negocio
para hacer sentido
es que
el propósito
es crear como negocio.
Para hacer el negocio
sustentable
pero también escalable.
Y eso debería ser el objetivo ultimate.
No fundar
y sobrefundar
y sobrefundar,
que es
lo que ocurre
a veces.
Y crea un tipo de small bubbles
en diferentes sectores.
Así que creo que
el propósito de un negocio
es crear
con un poco de recursos
como posible
y con un poco de dilución
como posible.
¡Claro!
¡Claro!
Eso fue todo que
tuvimos tiempo para,
infortunadamente,
45 minutos
va muy rápido.
Pero,
déjanos cuidado
para nuestro próximo podcast
en diciembre.
Recuerda que puedes
capturar las ilustraciones
de este podcast
en videofórmica
en el blog de Ethnic
o en nuestro Facebook
y en todos los lugares
que estamos online.
Gracias,
nuevamente,
Angel,
Patricio y Bernat
por venir.
Me aprecio mucho
tomar tu tiempo.
Todos están muy buscados
así que
me aprecio mucho.
Y mi nombre es
Sindra Hopla.
Recuerda
seguir a Ethnic
para más
discusiones de calidad
también en el futuro.