This document introduces accelerator programs and their role in stimulating entrepreneurship in Spain. It discusses how the traditional product development model is no longer valid for high-tech startups due to a lack of iteration and flexibility. It advocates adopting a customer-centric approach based on the Lean Startup methodology, with its emphasis on iterative customer discovery, validation of the business model and marketing strategy, and building a sustainable company. This new model allows startups to pivot quickly based on tangible customer feedback rather than untested hypotheses.

1. BRING
YOUR
STARTUP
TO
LIFE
Accelerator
Programs:
Crea0ng
a
New
Investment
Dynamic
An introduction to accelerator funds and their role in stimulating entrepreneurship in Spain
June 28th, 2011

2. Agenda
• The
Problem
• The
SoluCon
• Our
Story
• How
it
works
10/16/11
©2011
Startupbootcamp
2

3. A
new
order
is
emerging
in
European
tech
scene
THE
PROBLEM
10/16/11
©2011
Startupbootcamp
3

4. We
are
living
tough
but
exci0ng
0mes
In
the
past
months,
investments
in
entreprenuerial
efforts
have
emerged
in
many
forums
as
one
of
the
principal
roads
to
economic
recupera0on
“Our
future
prosperity
in
part
depends
on
whether
or
not
we
are
crea7ng
an
environment
in
which
folks
can
test
new
ideas,
bring
new
products
to
market,
and
generate
new
businesses.
And
that’s
not
just
a
challenge
for
government.
It’s
a
challenge
that
requires
businesses,
and
leaders,
and
universi7es,
[and]
others
to
seek
out
new
ways
to
promote
entrepreneurship
across
this
country.”
”
(January
2011)
Barack
Obama
President
of
the
United
States
“It
is
in
7mes
of
recession
when
people
come
together
and
are
more
open
to
working
together
[...]
let´s
not
forget
that
the
U.S.
economic
strength
in
the
world
is
due
to
it´s
entrepreneurial
capacity”
(January
2011)
Gene
B.
Sperling
Director
of
the
Na7onal
Economic
“Innova7on
is
a
key
factor
for
growth,
economic
recovery
and
to
Council
of
the
United
States
create
jobs.
[...]
Spain
has
a
very
interes7ng
future
in
the
world,
but
you
have
to
help
entrepreneurs
“
(December
2010)
Alan
Solomont
Ambassador
of
the
“We
will
overcome
the
crisis
with
entrepreneurs,
they
generate
wealth
and
United
States
to
Spain
employment,
as
well
as
social
work
not
sufficiently
recognized,
but
to
grow
you
need
a
framework
that
allows
entrepreneurs
to
start
a
business,
hire
people
and
prosper
"
(January
2011
)
Claudio
Boada
President
of
the
Circulo
de
Empresarios,
President
of
Aban7a-­‐TICSA
and
Atlas
Capital
10/16/11
©2011
Startupbootcamp
4

5. Tradi0onal
development
models
no
longer
apply
The
tradi0onal
product
development
model
is
no
longer
valid
for
launching
a
high
tech
venture
due
to
its
lack
of
itera0on
and
low
capacity
for
pivo0ng
Product
Development
Model
Misconcep0ons
of
the
Product
Development
Model
• Lack
of
customer
development
=
lack
of
market
development
Concept
/
Idea
– Beta-­‐testers
are
not
representaCve
of
the
market
• Focus
is
on
execu-on
instead
of
learning
&
discovery
– LimiCng
iteraCons
limits
flexibility
– Sales
&
MarkeCng
strategies
are
launched
without
proper
Product
Development
knowledge
of
the
real
market
potenCal
of
the
product
• Lack
of
proper
metrics
or
tools
to
revaluate
the
business
model
– Decisions
are
based
on
market
forecasts
instead
of
tangible
Alpha
&
Beta
TesCng
goals
accomplished
– ExpectaCons
are
based
on
untested
hypotheses
instead
of
tangible
results
• One-­‐size-­‐does-­‐not-­‐fit-­‐all.
Not
all
startups
are
alike
Launch
– A
staCc
model
does
not
allow
fast
adapCon
to
market
shiWs
10/16/11
©2011
Startupbootcamp
5

6. 4
Steps
to
Epiphany
and
The
Lean
Startup
In
order
to
succeed,
high-­‐tech
startups
need
to
shi
to
a
customer-­‐centric
model1
that
can
allow
them
to
shi
fast
and
effec0vely
coping
their
market’s
demands
Customer
Discovery
Customer
Valida0on
Customer
Crea0on
Company
Building
Marke-ng
Customer
Needs
Business
Model
Model
Validated
Validated
Validated
Rethink
hypotheses
of
business
model
• Itera0ve
4
step
process
to
• Itera0ve
process
to
• Itera0ve
process
to
obtain
• Natural
transi0on
from
a
monitor
the
evolu0on
of
understand
customers’
end-­‐user
affilia0on
to
our
learning
and
discovery-­‐
your
customers
needs
&
buying
&
consump0on
product
/
brand
oriented
Customer
problems
or
“pains”
paYerns
– The
process
varies
with
the
Development
Team
into
– State
pains’
hypotheses
– Build
a
field-­‐tested
sales
type
of
startup
&
their
formal
departments
focused
– Test
hypotheses
roadmap
market
on
execu0on
– Test
product
concept
– Test
sales
roadmap
– The
objecCve
is
to
build
a
– Verify
hypotheses
unCl
– Verify
business
model
field-­‐tested
markeCng
model
validated
Notes:
(1)Based
on
Steven
G.
Blank’s
4
steps
to
Epiphany.
S.G.
Blank
is
an
Entrepreneurship
professor
at
both
U.
C.
Berkeley
&
Stanford
University
and
was
listed
a
one
of
the
Top
10
Influencers
in
Silicon
Valley
by
the
San
Jose
Mercury
News
in
2009
10/16/11
©2011
Startupbootcamp
6

7. Star0ng
in
Europe
is
s0ll
hard
• Large
language
barriers
that
diminish
cross
border
growth
• No
common
consCtuCon
laws
across
Europe
generate
uncertainCes
for
cross
border
investments
• Minority
laws
in
many
countries
generate
uncertainty
to
invest
as
a
BA
• Investment
culture
in
many
European
LaCn
countries
is
focused
in
more
tradiConal
industries
• Tax
issues
across
some
European
countries
make
founding
a
startup
a
dangerous
hiking
adventure
• Low
culture
of
Venture
Capital
strange
startups
in
early
stage
due
to
lack
of
financial
muscle
• Startups
lack
the
24/7
preoccupaCon
culture
to
launch
a
business
• The
concept
of
launch
and
iterate
is
sCll
in
its
infancy
in
Europe
generaCng
slow
moving
startups
• Public
money
is
invested
too
dispersed
not
generaCng
clear
knowledge
hubs
10/16/11
©2011
Startupbootcamp
7

8. Tradi0onal
VC
models
can’t
keep
up
with
innova0on
The
rate
of
change
of
technological
The
implica0ons
of
this
accelera0on
are
innova0on
has
been
greatly
accelerated
transforming
current
investment
model
• DrasCc
reducCon
in
the
window
of
investment
opportunity
• Need
to
detect
talent
in
earlier
phases
in
order
to
invest
• Need
to
search
for
flexible
mechanisms
of
development
and
investment
for
startups
and
investors.
— New
Development
Model:
Launch
fast,
fail
fast,
iterate
fast
and
adapt
to
the
market
(demand)
constantly
— New
Investment
Model:
The
rate
of
change
of
technological
innovaCon
is
the
Invest
earlier
(earlier
phases),
invest
more
broadly
Cme
requirement
for
the
emergence
of
a
new
disrupCve
(poriolio
diversificaCon),
share
risks
(more
co-­‐
element
in
the
market
that
can
somehow
change
investment),
and
support
startups
through
the
rules
established
so
far.
“something
more”
than
just
money
(mentoring,
contacts,
ect.)
10/16/11
©2011
Startupbootcamp
8

9. Accelerators
are
here
to
stay
THE
SOLUTION
10/16/11
©2011
Startupbootcamp
9

10. A
new
investment
model
is
in
town
Business
accelerator
programs
have
become
the
most
efficient
formula
to
increase
the
success
probabili0es
of
startups
Tradi0onal
Investment
Model
The
Accelerator
Model
Seed
Investment
Incubator
space
Seed
money
Incubator
space
Mentoring
program
Mentoring
program
ü The
accelerator
model
has
revoluConized
the
approach
to
startup
development
offering
startups
a
plaiorm
for
sustainable
growth
via
ongoing
mentoring
&
seed
funding
ü Allows
investors
first-­‐hand
knowledge
of
new
&
upcoming
trends
in
innovaCon
ü Benefits
the
ecosystem
by
generaCng
high
value
deal
flow
Goals:
Help
startups
get
trac-on
&
Lower
risks
and
-me
to
market
for
investors
10/16/11
©2011
Startupbootcamp
10

11. The
birth
of
the
Accelerator
Model
In
2005,
Y
Combinator
revolu0onized
the
approach
to
startup
development
offering
startups
a
plaaorm
for
sustainable
growth
via
ongoing
mentoring
&
seed
funding
• Paul
Graham,
reknowned
Silicon
Valley
entrepreneur
and
investor,
founded
Ycombinator
(YC)
in
2005
senng
the
path
for
a
new
type
of
investment
fund
– P.
Graham
founded
ViaWeb
in
‘95,
creators
of
the
1st
web
applicaCon,
and
sold
it
toYahoo
in
‘98
Origins
– YCombinator
tries
to
cover
the
middle
ground
between
an
university
incubator
&
an
early-­‐stage
Venture
Capital
(VC)
Paul
Graham
– In
2006,
first
YC
copycat
appears,
Techstars,
quickly
becoming
quite
successful
overpassing
YC
in
many
aspects
Idea
+
Teams
Investment
Mentoring
&
Development
Exit
Selec0on
• Teams
of
candidates
• Teams
selected
• Program
duraCon:
3
to
12
months*
pitch
their
ideas
receive
on
the
first
• Teams
receive
Model
• SelecCon
based
on:
day:
– Mentoring
in
all
subjects
related
to
their
– InnovaCon
of
Idea
– IniCal
seed
venture
– Team’s
capability
to
investment
– On-­‐going
monitorizaCon
of
their
execute
that
idea
– Office
space*
progress
– On-­‐going
advisory
• Teams
pitch
their
demo
to
potenCal
– Mentoring
investors
at
the
end
of
the
program
*
Not
in
all
exis7ng
programs *
Depends
on
the
program
10/16/11
©2011
Startupbootcamp
11

12. The
value
proposi0on
of
the
Accelerator
Model
The
success
of
the
accelerator
model
value
proposi0on
lies
in
its
alignment
with
the
core
necessi0es
of
a
startup
at
an
early
stage
of
development
and
its
poten0al
investors
Accelerator
Business
Angel
Incubator
Early-­‐stage
VC
Programs
Network
Seed
Funding
Office
Space
On-­‐going
Mentoring
Par0cipa0on
<
10
%
Collabora0on
amongst
poraolio
companies
Investment
By
batches
of
x
By
total
amount
of
Spontaneous
Spontaneous
Methodology
startups
per
year
money
per
x
years
Exit
Horizon
9
to
24
months
2
to
5
years
4
to
7
years
3
to
6
years
Always
Frequently
SomeCmes
Not
Frequent
Never
10/16/11
©2011
Startupbootcamp
12

13. The
KPIs
of
the
Accelerator
Model
Despite
their
short
lifespan,
both
Y
Combinator
and
Techstars
have
grown
very
fast
in
size
unfolding
impressive
returns
with
moderate
ra0os
of
failed
startups
Founded/
Investment Latest
Programs
Program
Size
Key
Success
Factors
Largest
Exits
Loca0ons
/
Ra0os
Milestones
Since
2005
Investment:
Currently:
Received
First-­‐mover
advantage
Omnisio
$
17-­‐20k
for
2
ediCons
per
$8,25M
($15
M)
Office:
5-­‐8%
equity
year,
50+
funding
from
Access
via
mentorship
Loopt
Mountain
teams
per
Sequoia
VC
and
networking
to
top-­‐ ($5
M)
View,
CA
Failed
Ra0o:
ediCon
and
offer
of
Cer
entrepreneurs
and
Reddit
22%
Started
with:
$150K
in
Silicon
Valley’s
VCs
&
Dropbox
*Rest
sCll
1
ediCon
with
funding
to
all
SuperAngels
(i.e.
Ron
Scribd
operaCng
or
8
teams
selected
Conway)
Zenter
acquired
startups
by
DST
Since
2006
Investment:
Currently:
Total
Exits
Offers
office
space,
SendGrid
$
18k
for
6%
1
ediCon
&
10+
since
2007
=
hosCng,
PR,
legal
($5.75M)
Offices:
of
equity
teams
per
city
$10
M;
Total
advisory,
introducCons
Oneforty
Boulder,
CO
per
year
investments
to
potenCal
clients
&
($2.35M)
Seawle,
WA
Failed
Ra0o:
Started
with:
since
2007
=
mentoring
from
experts,
Filtrbox
Boston,
MA
13%
1
ediCon
w/
10
$3M
VCs,
angels,
($1.4M)
NYC,
NY
*Rest
sCll
teams
in
1
city
entrepreneurs,
Techstars
Graphic.ly
operaCng
or
Alumni
and
the
($1.2M)
acquired
Techstars
Network
Sources:
Ycombinator.com;
Techstars.com;
Crunchbase;
TechCrunch,
“Copying
Y
Combinator”
by
J.
ChrisCansen
(MBA,
U.
of
Cambridge),
10/16/11
©2011
Startupbootcamp
13

14. The
expansion
of
the
Accelerator
Model
Y
Combinator
&
Techstars'
success
has
not
passed
unno0ced
by
the
interna0onal
community,
many
similar
models
have
arised
globally
in
past
few
years2
TV
Startup
School
Startupbootcamp
Wayra
Techstars
Madrid
&
Barcelona,
ES
Tech
WilcaYers
Europe
LatAm
&
Spain
(USA)
TX
(US)
Y
Combinator
Difference
Engine
iAccelerator
(USA)
Sunderland,
UK
Ahmedabad,
IN
2005
2006
2007
2008
2009
2010
2011
Seedcamp
SeedRocket
Seed
Accelerator
Bucharest
Hubb
HackFwd
London,
UK
Barcelona,
ES
Sydney
&
Singapore
Bucharest,
RO
Hamburg
(DE)
Member
of
United
Accelerators1
Note:
(1)
United
accelerators
is
an
internaConal
associaCon
founded
by
Startupbootcamp
&
Okuri
Ventures
that
gathers
some
of
the
most
successful
accelerator
programs;
(2)
Other
accelerator
programs
not
included
on
this
chart
can
be
found
on
United
Accelerators'’
Twiwer
List
“Programs”
or
in
Jed
ChrisCansen’s
thesis
about
the
industry
.Sources:
United
Accelerators,
“Copying
Y
Combinator”
by
J.
ChrisCansen
(MBA,
U.
of
Cambridge),
Programs’
websites
10/16/11
©2011
Startupbootcamp
14

15. Startupbootcamp
&
Tetuan
Valley
OUR
STORY
10/16/11
©2011
Startupbootcamp
15

16. The
birth
of
Tetuan
Valley
Tetuan
Valley
was
born
to
promote
local
Entrepreneurship
and
regional
development
towards
technology
in
an
structured
manner
to
develop
clear
results
• Tetuan
Valley
is
the
first
non-­‐for-­‐profit
pre-­‐accelerator
program
in
Europe,
which
consists
of
a
6-­‐
week
period
of
training
and
working
on
the
implementaCon
of
a
business
idea
• Tetuan
Valley
is
build
on
a
model
in
which
we
seek
excellence
in
teams
with
a
conCnuous
pivoCng
of
the
idea
to
build
the
working
prototype
and
validated
business
model
• We
seek
to
deliver
and
implement
the
necessary
values
to
our
teams
to
make
successful
entrepreneurs
• Every
year
two
ediCons
of
Tetuan
Valley
are
organized,
the
Spring
session
(April-­‐May)
and
the
Fall
session
(October-­‐November)
• The
events
are
coordinated
by
Tetuan
Valley
organizaCon
and
supported
by
the
experienced
team
of
Okuri
Ventures
our
sponsors
and
by
our
extraordinary
mentors
2009
2010
2011
2012
1st
Edi0on
2nd
Edi0on
3rd
Edi0on
4th
Edi0on
5th
Edi0on
Over
20
Over
40
Over
75
Over
150
MAD,
BCN
&
LCG
TV
Startup
School
applica0ons
applica0ons
applica0ons
applica0ons
Concept
and
Start
MAD
MAD&BCN
MAD&BCN
MAD&BCN
10/16/11
©2011
Startupbootcamp
16

17. Tetuan
Valley
today
Tetuan
Valley
is
posi0oned
today
as
the
2nd
most
pres0gious
startup
program
in
Europe
together
with
Startupbootcamp
Madrid
• Tetuan
Valley
is
held
in
Madrid
and
Barcelona,
yet
our
community
is
growing
fast
and
next
openings
include
A
Coruña,
Zaragoza
and
others
• We
are
beginning
to
awract
foreign
talent
(i.e.
UK,
Portugal
and
Singapore)
• As
of
today,
we
have
offers
to
take
Tetuan
Valley
to
other
3
countries
for
2012
• With
the
current
European
alliance
we
are
beginning
to
adapt
the
model
for
the
cross-­‐
cultural
barrier
• We
have
over
70
confirmed
mentors
to
pool
• Some
of
our
teams
are
beginning
to
be
financed
once
graduated
• We’ve
formed
agreements
with
mayor
universiCes
in
Madrid
and
Barcelona
and
Madrid
&
Barcelona
&
A
Coruña
expanding
to
other
ciCes
10/16/11
©2011
Startupbootcamp
17

18. Tetuan
Valley
tomorrow
We
aim
to
make
Tetuan
Valley
the
first
global
pre-­‐accelerator
program
building
barriers
of
entry
in
alumni
network
and
cross-­‐border
culture
adapta0ons
• Consolidate
Spain
an
build
in
Europe
and
LaCn
America
2012
expecCng
to
graduate
over
200
Belfast
2012
2012
teams
/
year
by
2013
Copenhagen
Mexico
D.F.
2012
2013
Zaragoza,
Extremadura,
Valencia,
Sevilla
Dublin,
Copenhagen,
Germany,
Austria
Poznan
Dublin
Mexico
City
Colombia,
Brazil
2012
Poznan
• Build
the
necessary
tools
of
knowledge
base
2012
• Sign
agreements
to
move
freely
around
startups
within
the
Madrid,
Barcelona,
A
Coruña,
Zaragoza,
ecosystem
with
no
addiConal
cost
Extremadura,
Valencia
&
Sevilla
to
entrepreneur
2012
-­‐
2013
10/16/11
©2011
Startupbootcamp
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19. The
birth
of
Startupbootcamp
Europe
Startupbootcamp
(Denmark)
&
Tetuan
Valley
(Spain)
were
two
of
the
most
renowned
startup
programs
in
Europe
• Founded
in
2010
- 1
ediCon
with
10
startups
Copenhagen
• Denmark’s
first
accelerator
program
- 1st
Techstars
Global
Affiliate
- Backed
by
Rainmaking
and
Okuri
amongst
other
investors
• Finalist
of
Techcrunch’s
The
Europas
Awards
2010
• Founded
in
2009
-­‐ 3
ediCons;
over
40
startups
• Not-­‐for-­‐profit
pre-­‐accelerator
program
-­‐ Backed
&
managed
by
Okuri
-­‐ Chapters
in
Madrid
&
Barcelona
Madrid
&
Barcelona
• Finalist
of
Techcrunch’s
The
Europas
Awards
2010
10/16/11
©2011
Startupbootcamp
19

20. Startupbootcamp
today
The
objec0ve
of
this
partnership
is
to
launch
Europe’s
top
accelerator
program
with
3+
chapters
under
one
integrated
en0ty
• One
brand,
one
company:
Startupbootcamp
Ltd.
• Each
chapter
has
raised
3
funds
of
EUR
300k
to
finance
the
10
startups
of
each
local
program
in
2011/2012
batches
₋ Spain:
June
to
September
run
by
Okuri
Ventures
₋ Denmark:
August
to
November
run
by
Rainmaking
₋ Ireland:
January
to
March
run
by
Bandwith
Ventures
(founded
by
the
founders
and
former
C-­‐level
execuCves
from
XING)
• We
are
currently
expecCng
to
finance
the
120+
startups
from
all
over
the
world
that
will
go
through
each
of
the
chapters
of
Startupbootcamp
over
the
next
4
years
• Synergies:
-­‐ Shared
fundraising
efforts
-­‐ Shared
communicaCon,
markeCng
&
PR
efforts
-­‐ Shared
pool
of
mentors
and
internaConal
network
of
contacts
(ambassadors)
-­‐ Same
methodologies,
materials
and
resources
-­‐ Same
selecCon
and
investment
criteria
-­‐ InternaConal
demo
day
at
the
end
of
each
year
10/16/11
©2011
Startupbootcamp
20

21. We
take
up
an
important
role
in
the
funding
cycle
HOW
IT
WORKS
10/16/11
©2011
Startupbootcamp
21

22. Startupbootcamp’s
program
overview
Startupbootcamp
is
the
first
truly
pan-­‐european
accelerator
program
ü Each
year
10
great
internet
&
mobile
startup
teams
are
selected
from
200+
applicaCons
from
all
over
the
world
per
chapter
ü Each
Startup
Bootcamp
chapter
gets
8%
equity
in
each
of
their
10
startups
ü Each
team
is
offered
EUR
4,000
in
seed
funding
per
team
member
up
to
a
maximum
of
3
founders
per
team
Highlights
ü Free
incubator
space
is
offered
in
each
ediCon
along
with
other
essenCal
ameniCes
promoCng
collaboraCon
and
synergies
between
the
teams
ü 50+
mentor
pool
per
chapter
formed
by
successful
entrepreneurs,
investors
and
domain
experts
that
will
work
intensively
with
the
teams
during
the
3-­‐month
program
ü The
program
ends
with
both
a
naConal
and
an
internaConal
Investor
Demo
Day
where
teams
will
pitch
to
75+
internaConal
Business
Angels,
Venture
Capitalists
and
Corporate
Investors
Month
1
Month
2
Month
3
Investor
Shape
Build
Sell
Day
Format
ü Refine
idea
ü Release
Beta
ü Validate
business
(data,
data,
data)
model
ü Refine
business
ü Engage
mentors
model
ü First
customers
&
funding
10/16/11
©2011
Startupbootcamp
22

23. Our
value
proposi0on’s
structure
Through
SBC,
we
will
advise,
assist
and
monitor
over
30
seed-­‐stage
startups
per
year
,
co-­‐
inves0ng
through
our
Follow-­‐up
fund
in
all
winning
startups
that
raise
funding
Business
Na0onal
Issues
Progress
on
Model
Demo
Day
&
European
Kick
off
Review
&
ObjecCves
Project
Review
&
Demo
Day
End
of
Demo
Day
in
Write-­‐off
Program
Refocus
EvaluaCon
Review
Refocus
Training
Program
London,
UK
Assessment
Month
0
Month
1
Month
2
Month
3
Month
4
Month
12
Shape
Program
DBuild
evelopment
Sell
Follow-­‐up
and
Exit
Period
Startups
Performance
Repor0ng
Fund
Mentoring
Mee-ngs
(Op-onal)
Investors
Due
Diligence
Mee0ngs
Mentoring
Mee0ngs
Mentors
Due
Diligence
Mee0ngs
External
Due
Diligence
Mee0ngs
Investors
Follow-­‐
Co-­‐invest
in
all
startups
that
raise
funding
from
other
investors
up
Fund
10/16/11
©2011
Startupbootcamp
23

24. Our
secret
weapon:
The
mentors
We
have
managed
to
lure
into
our
program
some
of
the
most
interna0onally
renowned
entrepreneurs,
investors,
academics
and
top
managers
from
high
0er
companies
Some
of
our
confirmed
mentors
Arican
Wegter
Alejandro
Santana
Michael
Jackson
Co-­‐Founder
and
MD
at
LOVEFiLM
CEO
at
Perennius.
Board
member
Partner
at
Mangrove
Partners.
(sold
to
Amazon
for
EUR
300+
mill.).
at
Fides
Capital
Former
VP
at
Skype
Founder
&
CEO
of
GlibHippo
Gonzalo
M.
Villa
Gregor
Gimmy
Jeff
Coe
Technical
Secretary
Director
at
CEO
and
founder
at
Sclipo
Entrepreneur
and
MD
at
Linden
Telefónica
Int’l,
head
of
Wayra
&
Ventures
Former
legal
manager
at
Telefónica.
Francisco
Rivillas
Jenaro
García
Tanveer
Sharif
Strategic
Partnerships
Manager
Founding
partner
and
CEO
at
Grupo
Founder
of
Vopium
at
Google
Gowex
Inés
Leopoldo
José
M.
Joana
Luis
M.
Cabiedes
CEO
and
Partner
at
Mitsue
Venture.
Advisor
at
ESADE.
Former
Partner
Managing
Partner
at
Cabiedes
and
Board
Member
at
Ideas4all.
Former
at
IBM
/
PwC
Consul0ng
Partners.
Professor
at
IESE
Director
of
CEO
office
at
Telefónica
Mar0n
Kelly
Philipp
Hasskamp
José
Miguel
Herrero
Partner
at
IBM
Venture
Group
Co-­‐Founder
and
MD
at
Groupon
Founding
Partner
at
Big
Sur
Spain.
Former
execuCve
assistant
to
Ventures.
Founder
&
former
CEO
at
the
MD
of
T-­‐Mobile
Germany
LaNetro
10/16/11
©2011
Startupbootcamp
24

25. What’s
in
it
for
the
mentors?
The
main
key
to
success
of
StartupBootcamp
resides
in
the
program
of
con0nued
mentorship.
Mentors
support
the
development
of
our
startups
from
their
experiences.
Profile
of
the
Mentors
Benefits
ü Explore
poten0al
advisory
posi0ons
Investors
ü PossibiliCes
of
early
due
diligence
Successful
ü Access
to
technology
both
entrepreneurs
innovaCve
and
cheap
Mentorship
ü First-­‐hand
knowledge
of
interesCng
startups
Academics
and
opinion
leaders
ü One-­‐day
visit
at
our
ü Early
detecCon
of
future
office:
trends
ü 30
min
presentaCon
ü Direct
contact
with
Directors
of
big
ü Private
feedback
entrepreneurial
talent
companies
session
with
each
team
(30
min)
ü Warm,
fuzzy
feeling
of
helping
others
ü If
interested,
follow-­‐up
meeCngs
with
the
startups
he/she
chooses
10/16/11
©2011
Startupbootcamp
25

26. Luis
Rivera
Gurrea-­‐Nozaleda
luisrivera@okuri.es
@luisriverag
Q&A
10/16/11
©2011
Startupbootcamp
26