About
Experienced with kickstarting disruptive business models.
I like challenging myself…
Experience
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Education
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Vlerick Leuven-Gent Management School
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Activities and Societies: - 1st place at Bridee Business Plan Competition in Ghent (June2012) - 3rd place in European Business Plan Competition at London Business School (June2012)
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Activities and Societies: Model United Nations (MUN) - Participated in Harvard University Model United Nations at Taipei (WorldMUN2010) - Participated in Oxford University Model United Nations in Oxford (OxiMUN2010) - First Prize and Diplomacy Award at Model United Nations in Université de Louvain-La-Neuve (LMUN2010)
Additional Minor in Law
Masterpaper: "OPEC members during the Oil crisis of 1973 - Venezuela, Nigeria and Saudi Arabia: A comparative study of local economic dynamics in the context of natural resource abundance"
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Lukas Weber
When Fabrizio Del Maffeo co-founded Axelera AI, he wasn’t chasing buzzwords. He was solving a real problem: making cutting-edge AI actually usable at the edge. From launching the company with backing from Bitfury and IMEC, to assembling a world-class team in just weeks, Fabrizio’s journey is pure execution. The result? A purpose-built chip that combines performance, efficiency, and simplicity — built not in Silicon Valley, but in Europe. In a world obsessed with cloud AI, Axelera AI is quietly reshaping the edge. And they’re doing it fast. 🧠⚡️ Read the full interview here 👉 https://lnkd.in/dWcY4ePg #EdgeAI #StartupStory #AIHardware #TechLeadership #VerveVC #AxeleraAI #DeepTech
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Dr. Dotun Olowoporoku
Why I Don't Sign NDAs for Early-Stage Founders — And Why Founders Shouldn't Ask Your idea is your baby. I get it. But for VC, asking for an NDA before sharing that idea isn't protecting your future - it's limiting it. In my latest article, I break down why NDAs create more problems than they solve for founders seeking early-stage funding. I explain why VCs structurally cannot sign them (reviewing 1,500+ decks annually makes this impossible), why they signal inexperience rather than caution, and most importantly - why your execution matters infinitely more than your idea. If you're a founder worried about idea theft, this perspective might change how you approach investor conversations forever. I explain why trust is the real compounding currency in venture capital - not legal protection.
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Cate Lawrence
For many European startups, the US is seen as the ultimate market to scale into. Since we often frame competitiveness in terms of Europe versus the US, I wanted to hear the perspective on the 28th Regime from a founder operating in the US. Goedele Mangelaars is the Dutch-born founder and CEO of traveltech startup Pink Notebook, headquartered in New York. She contends that "European startups are often asked to run a marathon with their shoelaces tied." "They get smaller rounds, which makes it harder to take risks, test theses, and experiment. Bigger rounds in the US give founders more room to try things out." According to G, Europe urgently needs a 28th Regime, as proposed by EU–INC, because fragmented rules and red tape are holding startups back. She urges policymakers to create a unified framework that makes building and scaling across Europe as seamless as in the US or Asia. Check out our interview in the comments. (And yes, this pic made me laugh).
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Pedram Mokrian
𝗪𝗵𝗲𝗿𝗲 𝘁𝗼 𝗯𝗲𝗴𝗶𝗻 ... For some time now, I’ve wanted to share what I’ve learned (continue to learn) about Innovation, both from my time in venture and engaging with a wide variety of companies around the globe. If I’m being honest here, my colleagues at INNOVERA (https://www.innovera.ai/), a company I’ve started with Kamran Elahian to help companies, governments, and investor groups drive to more effective management of innovation, finally forced my hand to the keyboard. So, where, where, where to begin? Let’s start with how I think about what innovation is. Traditional innovation, think pre-2023, was R&D-driven, product-focused, and efficiency-oriented, centered on breakthrough technologies, patents, and competitive advantage with long development cycles. It was bound mainly by classical definitions of “adjacent”, “sustaining”, and “disruptive”. My argument is that for innovation to succeed, how we look at it must change. Innovation is the continuous transformation of ideas, technologies, and business models to create value while proactively mitigating risks in a dynamic, unpredictable world. Innovation is a strategic risk management tool, and when done right, results in: 𝗙𝘂𝘁𝘂𝗿𝗲-𝗣𝗿𝗼𝗼𝗳𝗶𝗻𝗴 – Anticipation of market shifts, regulatory changes, and technological disruptions before they become threats. 𝗚𝗿𝗼𝘄𝘁𝗵 + 𝗗𝗶𝘃𝗲𝗿𝘀𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼n – Expanded revenue streams and business models while reducing dependency on a single product, service, or market. 𝗔𝗴𝗶𝗹𝗶𝘁𝘆 + 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 – Ability to iterate and pivot in response to crises, competition, and unforeseen changes. Now, what becomes interesting is that managing innovation overlaps with decision-making in the business context. Critical business decisions, such as those related to innovation, ultimately have massive exposure. As I unpack my thoughts on innovation, if you choose to join the journey here, I’ll bring our conversation back to the unifying construct of what I call “decision making under uncertainty”. Before I let you go, let’s do an honesty check. How capable is your organization in managing AI, innovation, and critical business decisions? 𝗔 – Everything is under control 𝗕 – We have a reasonable idea of what to do 𝗖 – We mean well – but can’t execute I’ll share with you what I’ve heard from the audiences to whom I’ve asked this question in my next post. Until then, [p]
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