...the VC industry will not understand you. You need to bring it across the line to gain the support of the VCs, but more from your inside. Governance. That is probably where most of the VCs in this room

at CVCs quite a lot in terms of, you know, this is just m and a through the backdoor. There are lots of horror stories, mainly historical. They do exist, and they're online about, you know, companies that have invested things and and done some not ve

it's an amazing resource for us to have. And sometimes we think it's the unfair advantage of of CVC that we're able to kinda do that. But the other point you raised is is exactly right, which is, yes, strategically focused, but you've got to be finan

Most corporate venture units still fail fast with an average lifespan of just three point seven years. The challenge is no longer launching a CVC, but making it last. Jeppe Hoye, one of Europe's leading CVC experts, has spent years working on exactly

even though venture is a risk on category, people tend to go and risk off when they start their careers. They want to go with the known, you know, the areas of heat where it's like you know, today, it's AI. It's a founder that's done something. It's

BD, and investing. So it's kind of cool to have that all of those different skill sets rolled into one job, and it's kinda not. Like, some some weeks, I'm spending, like, 40 to 60% of my time more on the BD and the strategic side, and I don't get to

some of them are purely financially driven a la Google Ventures. Some of them are fully strategic. Like, they only invest for commercialization, you know, cocreating or cobuilding products or services together. And most of them fall somewhere in the