{"id":40144,"date":"2018-09-12T07:45:24","date_gmt":"2018-09-12T05:45:24","guid":{"rendered":"https:\/\/cms.munich-startup.net\/?p=40144"},"modified":"2020-10-08T10:41:58","modified_gmt":"2020-10-08T08:41:58","slug":"martin-giese-interview","status":"publish","type":"post","link":"https:\/\/cms.munich-startup.net\/en\/40144\/martin-giese-interview\/","title":{"rendered":"Customer feedback instead of \u201chot air\u201d: Interview with Business Angel Martin Giese"},"content":{"rendered":"

It's a long road from founding a school newspaper to becoming a business angel. Martin Giese, a negotiation coach, investor, lecturer, and entrepreneurial enthusiast, knows this well. We spoke with him to find out what's most important to him as a business angel, what advice he has for young entrepreneurs, and how he assesses the local startup landscape.<\/strong><\/p>\n

Martin, please introduce yourself briefly and tell us a bit about your background!<\/strong><\/p>\n

I am a business angel and have been working independently as a negotiation coach and consultant for a year, focusing on startups and innovation.<\/p>\n

I gained my first entrepreneurial experience at the age of 14 when I founded a school newspaper and financed it for five years through advertising sales. I gained additional enthusiasm for startups and negotiation topics from the US in the late 1990s, when I studied at Harvard and MIT for three years and worked on a startup (Frictionless Commerce \u2013 later acquired by SAP).<\/p>\n

My main career then took me to the telecommunications industry for 15 years, where I helped shape Kabel Deutschland's success story. We developed the new business areas of digital pay TV and broadband provision via cable TV from initial pilot projects to over \u20ac1 billion in annual revenue. On this foundation, we were able to successfully take the company public in 2010 despite the financial crisis. In 2013, Vodafone acquired the company and gradually integrated it into the Vodafone Group.<\/p>\n

My role began in the summer of 2002 as an advisor to the private equity buyers during the purchase of the cable network from Telekom. After participating in the digital TV product development, I moved into management in 2004, holding leadership positions in marketing, sales reporting, business intelligence, and controlling. Most recently, until the summer of 2017, I served for five years as managing director of the rapidly growing cable call center subsidiary with 1,700 employees. At the same time, I also held management positions for Vodafone's own call centers for several years as part of the integration process.<\/p>\n

Outside of work, I've always maintained my connection to startups. I've been teaching at the Center for Digital Technology and Management (CDTM) at LMU and TU Munich since 2000, and that's where I found my first angel investment (Primo Espresso) in 2003.<\/p>\n

Up to 100 pitches per month<\/h3>\n

What does your everyday life look like at the moment?<\/strong><\/p>\n

That's the beauty of my freelance work: no two days are the same. About half of my time is spent on specific projects or teaching assignments. For example, I'm currently coordinating the preparations for the IPO of a German medium-sized company and leading a series of negotiation workshops in Berlin, Vienna, Zurich, Frankfurt, and Munich for startups in the European Climate-KIC<\/a> Program.<\/p>\n

I spend the rest of the week working on my investments as needed, and I also allow myself plenty of time to explore the startup scene as a participant, speaker, juror, moderator, potential investor, or mentor\/coach in a variety of settings. I now see approximately 50-100 pitches from new startups every month.<\/p>\n

What motivates you to work as a business angel? <\/strong><\/p>\n

The opportunity to be involved in exciting projects at an early stage. I'm fascinated by the ideas and the drive with which they pursue them. Especially when you test ideas you consider plausible for the first time with real customers, you can learn a lot incredibly quickly\u2014better than any executive training. And when demand suddenly arises, a phase of exciting technical, organizational, and analytical challenges begins immediately as part of your growth.<\/p>\n

No desire for \u201chot air\u201d<\/h3>\n

What's important to you when working with a startup? What types of companies are you interested in? <\/strong><\/p>\n

Since I'm investing my own money, I haven't set myself strict formal guidelines and look at diverse teams and projects. But core elements are:<\/p>\n

\u2022 I need to understand the product and the added value for the customer and the team must be able to prove that this point has been validated through many conversations with potential customers.
\n\u2022 I need to understand how it will eventually make money. This essentially boils down to whether a unit of the product can be produced and sold in the medium term at a price significantly below a realistic one.
\n\u2022 The team must be competent and personable\u2014after all, we'll be together for several years, "through good times and bad." An important dimension of this is how the team handles feedback.
\n\u2022 It is also a big advantage if I have a clear picture in my head of how I can make a useful contribution beyond my capital.<\/p>\n

What is an absolute no-go for you when it comes to startups?<\/strong><\/p>\n

"Hot air." Unfortunately, there's plenty of that. It starts with products that are insufficiently validated with customer feedback, unrealistic timelines, fantasy business plans, and bizarre ideas about ratings.<\/p>\n

It's also important to me that startups don't generally take my lack of interest in investing as a negative judgment. I invest in fewer than 1 in 100 startups I meet. Therefore, I have to quickly prioritize where to invest my time in in-depth acquaintance, due diligence, and negotiations.<\/p>\n

The impact of role models should not be underestimated<\/h3>\n

Several successful companies have emerged from the CDTM, where you have been teaching for many years. What is the recipe for success? <\/strong><\/p>\n

The quality of the students applying for the program from TU and LMU is a crucial ingredient. Selected from several hundred applicants, approximately 25 students per semester are then taught important fundamentals. These include:<\/p>\n

\u2022 Working in teams, especially between business economists and engineers\/computer scientists
\n\u2022 Trend and market analysis, product development, negotiation training, project management<\/p>\n

Finally, the impact of role models set by former graduates should not be underestimated, especially since many successful founders from the early years are heavily involved in the CDTM and as mentors\/investors.<\/p>\n

An ecosystem must develop \u2014 The direction is right<\/h3>\n

There are often complaints about a lack of investors in Germany. Why do you think that not as much money is flowing into companies here as in the US, for example?<\/strong><\/p>\n

In my opinion, these US comparisons require a closer look. When talking about ideal conditions in the US, one actually thinks of a handful of successful clusters, particularly Silicon Valley and the MIT & Harvard campuses in Boston.<\/p>\n

But projects like CDTM, UnternehmerTUM<\/a> and that LMU Entrepreneurship Center<\/a> show that such an ecosystem can be consciously promoted, especially when key success factors such as top universities and a strong industrial base are already in place. Ecosystem development is a process that takes years and decades to become fully effective\u2014but the direction is right.<\/p>\n

From the perspective of a business angel: Do you have any demands\/wishes for politicians? <\/strong><\/p>\n

There's a lot to be done, especially in the areas of digitizing schools and administration, and promoting a positive entrepreneurial culture. On the other hand, I think there's already been some great progress, such as the EXIST scholarships for young founders or the INVEST program to support business angels.<\/p>\n

Diverse support options in Munich<\/h3>\n

As a mentor, you have a good overview of Munich's startup scene: How do you assess it and what is still missing, or what does the location lack, to become even more attractive and suitable for startups?<\/strong><\/p>\n

After a year of intensive field research in the Munich ecosystem, I'm impressed by the breadth and quality of the support offerings, as well as by the positive, cooperative spirit among all involved. What's perhaps still lacking is transparency regarding the diverse offerings\u2014I'm still discovering new things myself and repeatedly experience that founders haven't even considered relevant, suitable options yet. I am happy to provide information on request<\/a> about my impressions from the various programs.<\/p>\n

Thank you for the interview!<\/strong><\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

It's a long road from founding a school newspaper to becoming a business angel. Martin Giese, a negotiation coach, investor, lecturer, and entrepreneurial enthusiast, knows this well. We spoke with him to find out what's most important to him as a business angel, and what tips he has for young...<\/p>","protected":false},"author":3,"featured_media":40156,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[5633,1,5635,1083,1732],"tags":[909,3316,1782],"acf":[],"yoast_head":"\nKundenfeedback statt "hei\u00dfe Luft": Business Angel Martin Giese im Interview - Munich Startup<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cms.munich-startup.net\/en\/40144\/martin-giese-interview\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Kundenfeedback statt "hei\u00dfe Luft": Business Angel Martin Giese im Interview - Munich Startup\" \/>\n<meta property=\"og:description\" content=\"Von der Gr\u00fcndung einer Sch\u00fclerzeitung bis zum Business Angel ist es ein weiter Weg. 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