Venture Capital Stage

Growth Stage

Buyout / Private Equity Stage

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First Confirmed NOAH24 Speakers

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We are moving NOAH Conference back to London. On the 3^rd and 4^th of June, we will host 400 digital growth and sustainable companies on 4 deep dive and 1 main stage.

The Royal Lancaster Hotel London provides with its 3,000 square meters of highest end convention center not only direct access to the Hyde Park but also a 5 star hotel experience and countless opportunities to network.

NOAH is going back to its roots, where it all started in 2009 — also at the Hyde Park in London. As Europe’s financial headquarters, London is the natural place for NOAH Conference. It has the highest number of investors and entrepreneurs across all historic NOAH locations.

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Already 80% of the speakers confirmed for this years NOAH Conference on 13-14th of December in Zurich.

250 companies across 15 growth industry categories pitching at NOAH to over 500 institutional funds for financing rounds of Series A to buyout, or USD 5 to 500 million. The focus this year will be on both, digital growth and corporate sustainability.

Check out more details on NOAH Zurich 2023 and get your 15% Early Bird tickets until end of August.

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Nature Data Alliance – Call for Partners and Capital

Dear Nature Supporter,

In early 2022, 100 technology and service providers working on conservation and restoration came together to form a coalition, the Nature Data Alliance (“Alliance”). We would like to invite you and your colleagues to participate in person or virtually for the official Alliance launch at the NOAH Conference Zurich, on the 6^th of December 2022.

The Alliance is developing an open access digital platform featuring natural capital and MRV infrastructure. The aim is to provide market access to a curated portfolio of selected data providers and best in class project developers to allow the measurement, protection, and integration of nature-based solutions (NbS) into our economies and societies.

The Nature Data Alliance is collaborating to develop solutions needed to empower NbS projects in scale and quality, globally.

Our members have more than three decades of experience in supporting NbS including remote sensing, biodiversity, agroforestry, agriculture, carbon, oceans and rivers, travel, community led conservation, native restoration and sustainable forestry.

We are excited to go beyond carbon offsetting, focusing on creating transparency standards that share impact and real-world change. Our systems will be able to define and prepare thousands of high-quality projects, ready for financing. Our goal is to develop, finance and monitor NbS projects that are implemented in close and respectful partnership with Indigenous and local communities, businesses, and governments. Our ambition is to distribute on average 85% of the created value to the involved communities and other local stakeholders.

Indigenous and local communities are the cornerstone of NbS. They operate on the ground, providing proprietary data to quantify impact across all natural habitats. Our goal is to empower thousands of “nature stewards” with a broad array of highly complementary data tools, services, and market access.

Transparency, trust, and respect of local rights and the Paris Agreement are the prerequisites for ecosystem services. Corporate commitments can be converted into long term carbon credit contracts when a continuous tech monitoring system is installed. One objective is to enable upfront securitization of carbon credit cash flows.

With the help of technology and continuous monitoring, we remove the underlying financing risk from remote ecosystems.

Carbon sequestration, as well as other socio-ecological impacts of NbS projects will be monitored through the Alliance continuously. In Suriname (nation-wide), Kenya (Mount Kenya) and Spain (Mediterranean Sea), the Alliance is already executing its first pilot projects.

The Nature Data Alliance and its pilots will present at the NOAH Conference Zurich on the 6^th and 7^th of December. The NbS transparency platform explorer.land, a member of the Alliance, will feature 30 high integrity NbS projects on a new stage at the NOAH Conference called “explorer.land NOAH Project Stage”. The projects are highly curated and will be monitored by the Nature Data Alliance to transparently assess and verify impact. Corporate and financial investors are invited to meet the project developers and discuss funding options. It is the first time a conference features such a highly curated NbS project portfolio on stage.

Nature Data Alliance Product Roadmap

1. Indigenous People Land Rights: document land tenure rights transparently (e.g. Cadasta)
2. Standardized Measurement, Reporting and Verification (MRV) and Alert Systems: solar powered unmanned airplanes (Skydweller), drones, sensors, and satellite AI systems
3. Biodiversity Data: bring measurability and transparency to the global biodiversity sector by aggregating datasets
   (incl. eDNA, MRV, cameras and satellite) and collecting on-the-ground data from Indigenous and local people through mobile apps and sensors (e.g. Cybertracker and Rainforest Connection) in line with scientific methodologies
4. Land Rights Database: increase land ownership and transaction disclosure for all stakeholders
5. Digitization: project filing directly into online databases with structured data fields. Shortening the carbon credit time to issue once community sign off has been obtained. Large scale tropical forest tree recognition
6. Forest Standards: include High Forest Low Deforestation (HFLD) countries into the mechanism to incentivise them for keeping their carbon sinks and biodiversity healthy. Initiatives like the Green List (IUCN) can receive data from the Alliance to complement their existing activities
7. Project Scaling: AI support for generation of NbS projects implemented by local people
8. Distributions: higher, direct, and transparent payout to local communities and Indigenous nature stewards
9. Backend Integration with Ambitious Corporate Climate Actors: more than 4,000 businesses around the world are already working with the Science Based Targets initiative (SBTi), with 1,400 net-zero commitments. We will encourage the co-design of NbS projects with local and all other relevant stakeholders supporters from the beginning
10. Financial Market Access: assist scalable regenerative forest and nature projects to access finance from corporates and impact-focussed investors through data-driven intelligence and efficient transaction tools (e.g. Xilva)
11. Securitization: upfront funding to refinance expensive debt and NbS project development.

With the Nature Data Alliance we can bring holistic measurement to ESG goals and finally ramp up project volume. The Nature Data Alliance is open to discuss with responsible corporations and financial institutions how carbon credit securitization can become a leading natural capital financing option.

We are inviting you to join the Nature Data Alliance Launch Event and view the 30 projects on the explorer.land NOAH Projects stage in Zurich on the 6th + 7th of December 2022.

Registration:

• Buy a ticket to attend in person
• Virtual: YouTube live stream to follow the launch event on the 6th at 11am CET (there will be a recording made available after the event)
• Contact us for media enquiries, partnership, funding and interest to join the alliance.

Please find more information on NOAH Conference, Explorer.land and in the Launch Presentation Teaser. We are looking forward to hearing from you and seeing you in Zurich or on We Don’t Have Time.

Sincerely,

The 100 Founding Members of the Nature Data Alliance

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Great to have you for your first ever NOAH Conference! Can you tell us a bit about how Rocker is challenging traditional players?

Great to be at the conference! Rocker is a tech company building retail banking services that are more flexible, super easy to use and more affordable. We develop and offer them at a fraction of the traditional players’ costs. We work in the areas of loans, payments and savings. We’ve taken a position as a leading player in our field in Sweden up until this point.

You’ve started out differently than some of your competitors?

We share a similar vision as some other fintech players, but we have applied a different strategy than most of our competitors. Instead of initially pushing out cards and focusing primarily on building user base, we started out by revolutionizing the way a regular loan works by putting the user in total control everything you can do with a loan. We quickly built up a solid and credible business model. We’ve then added more services, within credit and several payment services. The Rocker debit card probably has some of the most attractive features in the market right now. We are also launching savings accounts this spring. We have created a solid business model and focus on accelerating customer growth now.

Since becoming CEO in 2018, what has been the biggest challenge so far and how were you able to overcome them?

One of the key challenges that we and other players in our industry have, is maintaining a healthy balance of speed and stability. We believe that every geographical market will be a winner-takes-most-market and you need to reach a strong and sustainable position in each market where you go to.At the same time, growing loans and credit as part of your business comes with great responsibility and it requires a high level of control and discipline. This is a challenging balance to maintain for any company.

With so many players entering the market, which fintech trends are overrated and underrated and why?

I’ll start with what is underrated! Services that are easier to use and understand, that are more flexible and that put the user in the driver’s seat of the service, are underrated. We believe that many banks still fail to grasp what customer experience actually means. And many of them have no clue on what to do about it, as it is a fundamentally different approach for them to start at the end customer when building a service. On the other end, service providers that neglect the need for time, stability and gradual change are overrated. It takes time to truly disrupt in an industry like this. An example is mortgages. Funding is conservative, legislation locks in customers and the market structure also differs a lot between countries, which makes scaling challenging.

What can regulators, supervisors and legislators do to facilitate the adoption of fintech in Europe?

They’ve have been screaming for more competition in banking in the past 20 years. Well, it is happening right now. What was needed was responsible de-regulation, and of course the technology to enable fast disruption. And as true challengers grow and start making more money, there will be a cry for new regulation, driven by the ones that have the most to lose. Some old banks will have to go out of business. The way they run their high-cost businesses is simply not sustainable. New, more efficient players will take their place. It will hurt and cause a commotion. And there still remains a lot of rules that obstruct people from switching service providers easily. So I hope that legislators will stay true to their original intentions and be brave enough to continue to take measures to allow for the market to transform, for the benefit of consumers.

How has the loaning industry changed over time and where do you see it evolving in 5 years?

The loaning industry is a very traditional industry, focused on interest rates and credit allowance. Customer experience has not been a strong selling point historically but it will doubtlessly be so in the coming years. What we did was to change the way a loan works and we’ve put the customer in control of it. Our customers can decide for themselves when and how they wish to pay for the loan or amortize. They know exactly what it costs and they can use the app to control it themselves.

Where do you see Rocker’s long term position in the market?

We have a proven growth engine, a broad platform with financial services that people love and a partner network that has enabled us, in just over 2 years, to reach decent revenues. The model works and it can scale fast. So we aim for nothing less than a leading position in Europe over time.

What changes have you seen regarding the Swedish tech startup ecosystem and how do you anticipate its future growth?

The Swedish startup culture is strong, which it has always been. The quality of companies is also high. There are many great Swedish players and entrepreneurs at the absolute forefront of the industry’s development, like Trustly, Tink, Klarna, iZettle, Lendo and others. And capital is in abundance, which equals a healthy financing climate. One of the biggest challenges for Sweden as a tech nation is access to top talents, and this continues to be a challenge moving forward.

Thanks for taking the time to chat with me. It will be your first time at NOAH Conference this year and we look forward to welcoming you! What are you looking forward to most at the upcoming NOAH Berlin and why have you decided to attend NOAH?

NOAH is a great conference. As we will be entering new markets in Europe in 2020, with our platform, I hope to get to know more companies that could be relevant for collaborations as we grow.

The post How Swedish Fintech Startup, Rocker, Is Shaking up the Loaning Industry appeared first on NOAH Conference.

Builder helps enterprises and startups create, scale and manage all types of software through three products: BuilderStudio, BuilderCloud and BuilderCloud. The company aims to make software as ‘easy as ordering pizza’ as mentioned in it’s tagline on their website. Its client base includes brands like BBC, Virgin Unite and NBC Universal.

As CEO of Builder, Sachin Dev Duggal leads a global team that is changing how software is built and managed. Sachin has been an entrepreneur since age 15. He took his last company Nivio, an early cloud startup, to $100M in value before exiting. His accomplishments have been widely recognized: MIT Under 35 Indian Innovator of the Year, Ernst & Young Entrepreneur of the Year Finalist, and the BBC Young Asian Achiever of the Year. Sachin also made history as one of the youngest attendees at the World Economic Forum in Davos. He holds a degree in B.Eng from Imperial College London and a degree in Entrepreneurial Master’s Program from MIT.

Priscilla Tenggara: Thanks for joining us today at NOAH London! Today we’re here with Sachin Dev Duggal, the CEO and Co-Founder Of Builder.ai. How are you doing today?

Sachin Dev Duggal: Good, it’s a nice sunny morning in London so that’s always good.

Priscilla Tenggara: I know it’s not your first time at the Conference, what are you most looking forward to this year?

Sachin Dev Duggal: It’s always nice to reconnect with friends that you meet at NOAH; we’ve also got a couple of deal signing as well, so I’m looking forward to that.

Priscilla Tenggara: At the current stage of the company, what’s your biggest focus right now and what will your focus be in two years?

Sachin Dev Duggal: So our biggest focus here is broken down to three pieces.

One is top of the funnel growth, so revenue and customer acquisition. That could be like NOAH partnerships, that’s one of the things we’re signing today.

The second is ongoing product development. For example today, at the end of my presentation, I shared a slide asking “what if you could build your idea in ten minutes?” So the ease and product experience of using Build.ai is key.

Third is capital, NOAH is a great place for that, especially to see how capital is growing, what we will need and how markets are changing.

Priscilla Tenggara: Yeah definitely, and I know you’ve recently rebranded from Engineering.ai to Builder.ai. What have you learned throughout the rebranding process and what unexpected challenges came up?

Sachin Dev Duggal: So the rebrand was a long time coming. We used to be Engineering.ai and the products were named Builder and Cloud Ops – all very confusing, so it was hard to standardize any sort of branding and messaging. Eventually, we had to make a difficult call in March and simplify, or else we’d try to boil the ocean by building multiple brands at the same time.

Of course it was very emotionally painful to do that because we had an attachment to all of them – sort of like your three children, but I think the minute we did it, it’s allowed us to be more singular and streamline in approach.

It’s one of those times where less is more.

Priscilla Tenggara: Right and in the marketing process, what has been the most effective strategies for those out there trying to rebrand and will go through something similar?

Sachin Dev Duggal: So our rebrand took a few weeks in execution; but the actual thinking process took 4 months, where we built version six before even shipping out version one. We did the whole brand book, like why we’re doing it and so on.

But we also started to dig even deeper, who’s the target audience? How can we reflect this audience in a diagram? What is the value proposition for each audience? What’s the right way for segmenting for us?

One of the things that came out of the discussion is that our customers are typically straddling between the fear of irrelevance and the fear of failure. And the ability for us to show that in the brand is key because we understand that our customers oscillate in their journey and there’s this line of fear they just don’t cross.

So I think those key learnings shaped more than the brand but also our strategy in the market.

Priscilla Tenggara: Definitely, and speaking of strategy, I know you’ve grown intensively, especially these last two years. You’ve doubled your revenue and you’ve also quadrupled your user base – congratulations on that. What’s been the one key thing that’s led to this achievement?

Sachin Dev Duggal: I think it’s never one, but I’d say it’s the hustle. As a company that bootstrap for a very long time, it’s been critical for us to not lose eyes on the objective.

That’s also tough when you’re adding people. We added 130 people in the last six months, which was about 2.2 times the size we were prior to the six months. Scaling becomes difficult if you’re not focused on the target and making sure things are moving on.

Priscilla Tenggara: So as you’ve expanded and rapidly grown, Builder’s AI capabilities have been questioned by a few people out there. For the naysayers, is there anything you’d like to clarify?

Sachin Dev Duggal: Firstly, AI doesn’t mean another Indian, which is a common misconception that we unfortunately had to deal with over the summer.

And I say a couple things, have you ever had RedBull?

Priscilla Tenggara: Yes.

Sachin Dev Duggal: Did you grow wings?

Priscilla Tenggara: Haha no.

Sachin Dev Duggal: Do you own a pair of Nike trainers?

Priscilla Tenggara: Yes.

Sachin Dev Duggal: Can you just do it?

Priscilla Tenggara: Not all the time.

Sachin Dev Duggal: The point is how you translate a company’s mission and where it is today, to the company’s aspirations are two very different things. It’s very unfortunate that being in tech is like being in industries that are heavily regulated. I tell my friends, being in tech is almost like being in the cigarette business. You have a walking target for anything you might present.

In more direct terms, we’ve always used the word “human assisted AI.” We’ve always been transparent. And if people choose to miss the word “human” in front of the  “assisted”, then there’s not a lot we can help.

We have an ever-growing intelligence system team. We actually just hired a VP of Intelligence over the summer. But these are not the things we want to expose. Our teams are here to get on with work and not be dragged into whatever is in the public foray.

And all I say to folks is that there’s always a reason why people write things. And it’s never the reason they perceive it to be. And hey, we’re still here and we’re still growing and we have more customers. In fact, we have more customers than when the articles came out and when people wrote what they did.

With every innovation we’ve seen, people will doubt and people will question. And that’s just the fate of our company.

Priscilla Tenggara: Thank you for sharing that. I’m sure it was very hard on your team and I really appreciate this openness.

And speaking of growth, for entrepreneurs out there looking to raise funds, especially at NOAH today, what advice do you have for those looking for investors? How did you choose the right investors? What has your experience taught you during the process?

Sachin Dev Duggal: Our investors are amazing. And I know everybody says that. Two of them sit on our board. And they’re as close as family and that’s what you look for.

I know some say you need this and that, and it’s all great. But it’s a little like what I tell those who we hire, your facade and background only gets you to the door; your legacy gets built here.

And you can similarly apply that to your investment partners. You want folks you can have honest conversations with, disagree with and can hold you to a higher order. And when times are difficult, which there will be , they’ll also be on your side.

Obviously, think about questions like can they fund your next round? Do they understand the sector? Can they make introductions? Those are givens, but when you’re finding a partner, it’s also what you want to gain out of it.

I think we have to remember it’s a dating game. If one person only wants to date the other, then it’s never going to happen properly.

Priscilla Tenggara: Well said, thank you. Lastly, what are you most excited for at NOAH and how do you think the conference will bring value to your business and network this year?

Sachin Dev Duggal: NOAH’s been great. Every time we’re here, we meet fantastic people. We met folks in Berlin, who we are also signing a deal with today.

It’s helpful to reconnect with our investment team and the Conference is also an integral part of London’s tech scene.

Priscilla Tenggara: Definitely, well thank you so much for joining us this year and we’re really excited to hear more during your presentation. Thanks!

The post From Finding the Right Investors to Facing Public Criticism, Sachin Dev Duggal Opens Up About His Journey as the CEO of Builder.ai appeared first on NOAH Conference.

Raisin is the leading pan-European savings and investment marketplace connecting retail customers with banks looking to expand or diversify their deposit reach. Raisin is one of the leading fintech companies in Europe and has been featured on The FinTech50 list of the top 50 fintechs across Europe in 2016, 2017 and 2018. As one of the best-funded fintech start-ups in Europe, it has raised over 170 million Euro from renowned investors including Index Ventures, Ribbit Capital, Thrive Capital and PayPal.

As CEO, Tamaz Georgadze leads Raisin and takes care of partner bank acquisition, business development, legal and regional expansion efforts. Prior to building and scaling Raisin, Tamaz has spent 10 years with McKinsey & Company, the last 3 years as Principal leading also McKinsey Savings and Investment products Service Line for EMEA countries.

Priscilla Tenggara: So we’re here today with the CEO and co-founder of Raisin, Tamaz Georgadze. Thank you  for joining us at NOAH London, We’re really happy to have you.

Tamaz Georgadze: Thanks Priscilla.

Priscilla Tenggara: So a bit about Raisin, I know you’ve started in 2013 and since then, you’ve raised over 200 million dollars in funding and have partnered with various notable companies. Can you tell me about what has surprised you from the idea in 2013 to the success now in 2019?

Tamaz Georgadze: What’s most surprising is that marketplace banking, which hasn’t been in the financial industry before, works quite well — Especially in such simple products like savings and deposit. Consumers like having choices, better rates and multiple providers integrated into one platform. Additionally, banks and suppliers like the idea of having platforms take over its customer acquisition, service and interface towards the customer.

So the biggest surprise is that the idea works.

Priscilla Tenggara: mhm, and since the start of the company, which trends have you been able to ride off of and which trends do you expect in 2020?

Tamaz Georgadze: What helped us a lot is the parallel growth of open banking in terms of financial institutions, neobanks rising and opening up to third parties. For example, we partnered early on with N26, a fellow Berlin based fintech company, also recently with Yolt, with Monies and with others who want to provide financial services without having to do it themselves. So that’s one of the trends which helped us a lot.

The other one, more on the middle level, is that we tried to create a real single market in Europe. Regulations help us in that regard but it’s still not enough, so the market is very much fragmented; but there are some basic principles like post-guarantee schemes that help our business model a lot.

Priscilla Tenggara: really incredible, especially with all partnerships that you’re able to gain with this model.

And as you first started, what has your strategy been in terms of recruiting the best managing team and executives to run the company?

Tamaz Georgadze: Back in 2013 when I launched with my co-founders, we had two objectives: do good while having fun and working. So I think the most important criteria is personal fit. People not only have to fit in the team but they also have to have fun while creating the product.

So now we have over 300 people and our team is very diverse. We have people from the US, to Israel and to Germany. I myself am from Georgia and we all have a great time.

Priscilla Tenggara: During your time as CEO what has been your biggest milestone? What milestone is next to come?

Tamaz Georgadze: In terms of numbers, I think our first 10 Billion Euros in deposits placed was a big milestone this year; we’re very proud of it. And in terms of stepping into something outside our core area, we started expanding outside of Germany 4 years ago and our businesses in the UK are growing quite nicely; our Spanish business is also growing, and we recently announced that we would enlarge into the US market.

The second is that we started offering investment and pension products, which is a big milestone outside of our initial space. It went really well and now we have over 10,000 users and have bought a pension specialist called Fairr.

Priscilla Tenggara: That’s amazing, and as you’re expanding rapidly, what has been your approach to marketing in new markets?

Tamaz Georgadze: In terms of marketing, we rely heavily on our performance channels. When we enter the market, we want to understand how our marketing economics work and how to optimize that. And once our product and conversion work in the market, we increase more brand channels. For example, we’ve been doing TV ads for 3 years. It’s been working quite well and we use the blueprints and test it out as we expand in new markets.

Touching back on brand building, what helps is that in the marketplace perspective, our  brand is as strong as our partner’s, so when our customers see the different offers from banks and providers, the credibility naturally has a spill-over effect.

Our funding through Goldman Sachs and Paypal have also helped our credibility, especially in B2B areas and finding potential partners.

Priscilla Tenggara: And one last thing, in terms of NOAH, I know it’s not your first time, what keeps you coming back and what aspects have helped Raisin grow?

Tamaz Georgadze: Two things actually, I really like the format. It’s really punchy and straight to the point. And the second is that I like the crowd. It’s very diverse and provides as many investors as startups, which I find very unique to NOAH.

Priscilla Tenggara: Great to hear that! Thank you for your time and we really appreciate having you again this year. I hope you enjoy the rest of the conference.

The post Tamaz Georgadze, CEO of Raisin, Shares Tips on Scaling Teams and Launching Into New Markets appeared first on NOAH Conference.

Fuel helps founders, funders, and corporate innovators accelerate to greater impact and higher valuations. As a Partner at McKinsey, Masha has had an opportunity to transform many small and large companies working closely with their top teams in a variety of industries from Healthcare to Retail. Masha is on the Board of Trustees of New Entrepreneurs Foundation and Centre For Entrepreneurship. Masha believes in the potential of entrepreneurial innovation and the positive change it will bring and spends significant time mentoring young entrepreneurs in her spare time. She joined McKinsey in 1997 and holds MBA from Harvard Business School.

Priscilla Tenggara: Hi, everyone we’re here today with Masha Feigelman from Fuel, a Mckinsey company and she’ll be sharing a bit more how she’s been empowering entrepreneurs. Can you tell us a bit more about Fuel?

Masha Feigelman: Fuel is a McKinsey company and what we focus on is working with scale ups and startups to help them foster better growth. I currently lead Fuel across Europe.

Few topics that tend to be relevant in different stages of the company include internationalization, pricing, product extensions, switching to enterprise and scaling organizations – which I’m particularly passionate about.

Priscilla Tenggara: With your experience there what do you think has been the most common challenge for startups as they’re trying to scale and grow?

Masha Feigelman: There are different challenges for different stages. For early stage startups, it’s getting their product market fit right and doing deliberate pivots to find your position. At the later stage, I believe 70-80% of the barrier is scaling their people and organization effectively.

So once you have your product market fit, how do you scale your organization to really grow? That is also a bit of an uncomfortable phase because you’re scaling from startup to corporate. And this is where people find it tricky.

Priscilla Tenggara: Definitely true. Can you tell us a bit more about how Fuel by Mckinsey is helping startups with the challenges you’ve mentioned?

Masha Feigelman: Yup, so let me start with some of the organizational challenges. So there are typically four things that a scale up (50-100 people organizations) encounters.

One is from the founder’s and CEO’s point of view and really communicating the audacious north star and doing so continuously.

Number two, I always say culture is your compass. It’s vital to set this up early; Fuel helps our startups set up the right culture, purpose, mission, vision, values and how they can maintain that as they scale across different geographies, offices and increase in the number of people.

The third is identifying top team leadership and its composition. How do you balance growth leaders with more operational leaders? So the famous example is of course, Sheryl Sandberg’s and Mark Zuckerberg’s relationship. It’s important to know how to coach a team to help them grow rapidly.

And the next one is one of my favorite topics, minimum viable processes. I know in the startup world, it tends to be a swear word because it sounds bureaucratic; but I think the key to success is minimum viable processes because this helps you unlock growth. And as you scale, setting processes will help multiple people go in the same direction and achieve higher and better growth at the same time.

Priscilla Tenggara: Yeah definitely. I think those four pointers are very important factors to consider as companies are shifting into new chapters.

As you’ve seen companies come in and out of Fuel by McKinsey, what do you think has been the digital trend of this year, and what do you predict the digital trend would be for 2020?

Masha Feigelman: Interesting question. So there are trends and there are fads. People definitely use particular words everywhere they go, like blockchain – everything has a blockchain these days and some may not be relevant, but nevertheless…

Another one is platform, because I think the way of the future is much closer to collaboration and cooperation. We see a lot of that in the last year where corporations work with startups to find a way to work together even with slightly different objectives.

For corporations, the trend is to find innovation, and for startups, the trend is to find distribution. Another trend is that multiple scale ups and startups are working together in a closer ecosystem. Despite the current flack, WeWork enables some of that. And going back to your question, I think collaborations between startups and scaleup will be the trend going forward.

Priscilla Tenggara: Definitely, and you even see that in marketing. Many artists these days are collaborating with different artists to get more reach.

Masha Feigelman: Actually another trend, and this one is not a new trend but a strategy that’s here to stay, companies identifying their meaning and purpose for employees beyond their day to job. This unites employees and their customers which can push them to further grow.

Priscilla Tenggara: Right, the whole vision and mentality is almost like a cult and you see that with companies like Facebook and Google. People get so passionate about working there because of the mission and community the companies have created.

Our last question is, can you share more about why you’re excited to be at NOAH and why you decided to join us this year?

Masha Feigelman: Yes, very much looking forward to meeting new scale ups and startups, what people are doing, what’s working and what’s not working. My pet topic is how people are scaling their organization and how they’ve broken through their barriers.

Priscilla Tenggara: All revenant topics here at NOAH. Thanks for joining me today and I hope you enjoy the rest of the conference.

The post How McKinsey & Company is Fueling the Startup Ecosystem | A Chat With European Lead, Masha Feigelman appeared first on NOAH Conference.

Twin Science & Robotics is an EdTech startup that teaches the VR and robotics technology and provides scientific content to the most underprivileged parts of society through their robotic kits and digital app.

Except for its unique mission, Twin Science is interesting as one of NOAH’s success stories – after pitching on Startup Stage of NOAH Berlin 19, the company has become the most voted startup in the startup stage competition and got a chance to present at NOAH London 19 Main Stage. 

We’ve talked to Asude Altıntaş, CEO & Co-Founder of the company, about the company’s impressive aim, about how VR technology can change our education, and the founders’ experience at NOAH London and Berlin Startup and Main Stages.

”So far, we have reached 200.000 children, 1.000 teachers, and 500 disadvantaged schools. Next year, we aim to reach a broader scale in underdeveloped countries with our strategic partners such as Rolls Royce, Ford, Boeing

”Introducing a consistent visual component to the curriculum can increase retention by 40%. And 70% of the teachers’ state that VR supported education has a positive effect on children in terms of learning

The post Teaching robotics to children in underdeveloped countries – an interview with Asude Altıntaş, CEO of Twin Science | NOAH Success Story appeared first on NOAH Conference.