Sesame Summit 2026 – application open

Building the Spanish DeepTech Ecosystem – Corporate partnerships (Part 4)

In my previous articles, I focused this DeepTech series on:

(1) Explaining the challenges of the Spanish DeepTech ecosystem

(2) Providing a solution to solve these challenges

(3) Defining the type of partnerships startups need to have to add value to the planet.

Now we can start exploring how to build synergies between DeepTech startups and companies to foster the Spanish DeepTech ecosystem.

Let’s jump into designing a platform for corporates to collaborate with DeepTech startups.

DeepTech startups face diverse challenges from funding to market access and technical / business expertise, among others. To access the resources they don’t have, startups rely on several stakeholders to help them address these specific needs.

Such collaborations are especially important for DeepTech startups since they find themselves at the crossroads of fundamental research and industrial application.

Universities, public institutions and investors have a key role to play in the development of the Spanish DeepTech Ecosystem, however companies – whether corporates or SMEs – are the only potential partners that meet all startups’ needs by combining technical, industrial and commercial resources and skills.

To implement the creation of a strong Spanish DeepTech Ecosystem we must understand three crucial steps:

(1) The key singularities DeepTech startups have (based on their maturity levels) …

(2) …to find the obstacles when establishing corporate partnerships…

(3) …to build a long-lasting platform that best adapts to collaboration between corporates and startups.

Instead of following a standard formula developed outside of the DeepTech environment, companies should define a clear framework to collaborate with startups in different stages.

The following information is taken from interviews with various Spanish universities (UPC, UPF, IQS, UB and UAB), Spanish SMEs, DeepTech experts and different reports such as “The Dawn of the DeepTech Ecosystem” by Hello Tomorrow & BCG.

Two middle age business workers smiling happy and confident. Working together with smile on face hand giving high five at the office
Photo by krakenimages / Unsplash

A new framework development

(1) Define a clear corporate innovation strategy

Companies interested in collaborating with DeepTech startups must find an appropriate balance between internal and external sourcing of innovation:

(a) Set up innovation objectives from the corporate perspective which may focus on:

  • Strengthening the core business
  • Expanding into adjacent areas related to the core business
  • Exploring and preparing for future market entry into unrelated business areas

(b) Search fields and innovation domain priorities

(c) Maturity profiles of the startups that the company wants to partner with

(d) Required resources for delivering the platform mission (dedicated budget, people, etc)

Once this strategy is clearly defined, we can jump to the next step: developing an agile environment and involving all business units.

(2) Build an agile environment

Embracing a standard methodology will veil significant challenges to companies. The better strategy is to focus on agility and engaging relevant people at the top management, project management and operational levels.

The optimal approach to take depends on the company, its objectives as well as the number and profile of startups the company wants to work with.

(a) Ensure lighter and faster processes: to improve interactions with small and agile startups, corporates should tailor their internal processes to handle more agile interactions; alternatively, they could create parallel processes and dedicated staff so the rest of the organisation can remain focused on business units. The most important processes to adapt are: procurement, legal and financial.

(b) Set up adapted governance to ensure fast-track decision-making: top management can oversee relationships with startups when it has reached a critical level to ensure the framework aligns with corporate goals. Dedicated experts from the company can serve as project managers for the collaboration. The startup benefits from corporate knowledge whereas corporates foster internal cultural change toward entrepreneurship.

(c) De-risk the technology before involving the business operationally: protecting the business from the risk of the collaboration at its earliest stage by setting up a team to de-risk projects for a defined period.

(d) Give startups easy access to corporate resources: when possible, corporates should allow startups to navigate freely through its resources for a specific period of time under a protective data usage policy. This not only helps startups become a potential business partner but it also spreads an entrepreneurial spirit in organisations and valorizes sleeping IP.

(e ) Adapt KPIs to track long-term results: collaboration with startups requires different processes and KPIs to ensure their results. Most corporates struggle with this. The right balance between financial and strategic metrics will depend on the collaboration mandate and should reflect: the knowledge acquisition in early technology stages and financial impact in late maturity stages. A 100% financial orientation will lose innovation objective and a 100% strategic focus will lose financial impact which must be considered at some point. The KPIs should be clear and corporates should share the reporting with the startup and within the company through regular communication.

(3) Initiate collaboration

Before structuring the relationship, corporates should consider a less formal relationship, as a temporary transition, with limited commitment on both sides so the startup can demonstrate its potential as a business partner, clarify what is has to gain in the partnership and test the teams’ complementarity.

(a) Share a common objective: both parties should be transparent about their real objectives and if possible they should jointly define the desired endgame (who does what, who pays what and who owns what).

(b) Address IP rights and exclusivity upfront: establish from the beginning a clear relationship of who owns the IP and whether there is any exclusivity, or not.

(c) Find short-term wins that will help parties quickly challenge and improve the value proposition, test the complementarity of the startup and corporate teams and build momentum through a short but intense period. It also helps bring financial resources to the startup prior to emergence of the final product and market.

(d) Agree on a common roadmap with clear milestones that will allow parties to define together the most efficient path to the common goal. Each milestone offers the opportunity to confirm or change the next milestone, go to the next level or stop the relationship.

(e ) Review the target and roadmap regularly: agility is crucial when exploring relationships driven by an opportunity. Example: explore the potential applications of a technology rather than a corporate looking to find a supplier for a specific product.

(f) Pay attention to startup cash flow.

(g) Design a suitable contract that ensures alignment of interests and fair repartition of the value created.

(4) Detail your collaboration

When establishing collaboration between the corporate and the startup, they must decide whether to reach specific business or financial goals, and when to stop.

(a) Set up a partnership to reach specific business goals based on the different technology maturity level of a startup and, its readiness in the market, partnerships vary. A product development partnership should be set up when the technology is in an early-mid stage maturity (TRL 1-7). Conditions may vary based on their high or low market readiness. On the contrary, when the startup is in the late stage, two partnerships come up: go-to-market partnership (when there is a low market readiness) and commercial partnership (when there is a high market readiness).

(b) Weigh the value of an exclusivity-based relationship: this can limit the startup exposure to other stakeholders in the ecosystem hurting the changes for success. The best practice might be to introduce the startup solution to other non-competing corporates as the knowledge startups gain from these other organisations will often benefit the original collaboration. Whenever exclusivity is introduced, it should focus on late-stage startups, be limited to a specific market or geography and period time to set up collaboration milestones and/or offer startups specific and advantageous conditions in return.

(c ) Leverage corporate venture capital (CVC) to reach financial and strategic goals: startups look more to corporates for market access and technical expertise than for funding. However funding can occur internally through CVC or investments in a venture fund not directly tied to the company. Besides supporting a potential business partner, CVC can be powerful to align corporate and startup strategies.

To conclude, a corporate should not limit its relationship with a startup to a one-to-one relationship. Corporates must make startups part of a broader community and engage them with other startups, companies, investors, suppliers, customers and scientists to help build a connected ecosystem that can accomplish several things:

(1) De-risk its startups portfolio

(2) Increase portfolio visibility

(3) Better understand the ecosystem through a broad range of technologies

(4) Enable startups to help and mentor each other

(5) Propose a value proposition attractive enough for startups to join the company

(6) Acquire weight in the industry to impose new standards

New ways of collaboration can be set among corporates and startups. More agility is needed when collaboration arises between corporates and startups and new procedures must be implemented so the relationship can grow efficiently.


Coming up next, we’ll explore how corporates leverage their indicators so they can better adapt to DeepTech startups’ advancements. In addition, we’ll find out more about the best KPIs corporates need to set up to best monitor their DeepTech startups portfolio.

Stay tuned for Part 5 of our Spanish DeepTech ecosystem series!

you might also like

crowds throng the avenue before the Blue Stage at VivaTech 2025
Events 2 days ago

At Sesamers, we’re always looking to be the first to learn about the latest trends in the startup and tech events space. That’s why it feels like a privilege that Sesamers was invited by Olivia Hervy, chief ecosystem officer of VivaTech, to the exclusive kick-off VivaTech 2026, alongside key partners.  As Europe’s largest startup and tech event prepares for its 10th anniversary, scheduled for June 17-20, 2026 in Paris, being part of this circle of industry professionals gives us early insight into what promises to be VivaTech’s most ambitious edition yet, with significant expansions and new experiences that reflect a decade of growth and evolution. Major infrastructure expansions After calling Hall 1 and 2 at Porte de Versailles home for a decade, VivaTech 2026 is relocating to Hall 7, a new three-floor building that the event will occupy fully. The venue now features 30% more exhibition space across three floors; upgraded infrastructure; excellent internet connectivity, and a much larger business center. The building has 12 dedicated restaurant areas, providing ample dining options to better accommodate the growing crowds. The centerpiece is a brand new, 2,200-seat main stage where the event’s most significant announcements and keynotes will be held. Greater business focus Building on 2025’s  success (180,000 attendees, 14,000 startups), VivaTech 2026 introduces several business-focused improvements: Doubled innovation showcase The “Garden of Innovators” concept has been expanded upon, with organizers promising to double startup participation, product announcements, and exhibition surface area compared to previous editions.  Located on the first floor, the welcome area will showcase exemplars of innovation through the centuries to remind attendees of humanity’s continuous drive to invent and create. Germany takes center stage For 2026, Germany has been selected as the “Country of the Year,” and VivaTech will highlight the nation’s contributions to the European tech ecosystem with an eye towards strengthening Franco-German technological cooperation. Thematic villages  VivaTech 2026 introduces a new organizational approach: We have four dedicated thematic arenas, each of which features its own startup village and specialized programming: Each thematic village will feature startups building in those sectors, creating focused ecosystems where attendees can explore innovations that cross-pollinate within a concentrated area. Every theme features its own dedicated stage, which will host talks, panels, and presentations tailored to that sector. An additional Executive Arena will cater specifically to marketing and tech leaders, providing a hub for C-level discussions and strategic content. “Revolutions in Progress” VivaTech2026’s theme emphasizes ongoing technological revolutions, with particular focus on: Special anniversary experiences To mark the event’s 10th anniversary, VivaTech 2026 will feature several special events: Looking forward With its tagline, “VIVA LA REVOLUTION,” VivaTech 2026 positions itself not just as a retrospective celebration, but as the launch pad for the next decade of European tech innovation. The expanded format and new experiences point to how the event is evolving from a showcase into an increasingly sophisticated business platform for the global tech community. VivaTech 2026 builds on last year’s impressive satisfaction metrics (92% of exhibitors satisfied, 82% of attendees planning to return) while substantially expanding capacity and capabilities to serve the growing European tech ecosystem.

a wall of amplifiers
Events 2 days ago

Europe recorded €108 billion from exhibitions and events in 2024, according to UFI’s latest data. The continent welcomed 102 million visitors to over 2,000 certified exhibitions across 17 countries; Web Summit Lisbon set a record with 71,528 attendees in November 2024, making it the largest edition to date; and Stockholm’s Techarena secured just over €1 million from VC firm BackingMinds to expand internationally. By any reasonable measure, Europe’s events space has absolutely crushed the events game. End of story. Fin. However, from where I’m sitting, the elephant is still lurking quite comfortably in the room. At the risk of being ostracized, I’ll go ahead and ask the question: Why are some of the most innovative companies on the planet still schlepping to Austin for SXSW to make their biggest announcements (Salt Lick and Stubbs BBQ’s aside)? The room vs. the world Looking at the numbers: Europe’s events spark more meaningful connections per square meter than anywhere else on Earth. In 2025, VivaTech set records with 180,000 visitors, a 10% increase from a year earlier. MWC Barcelona authoritatively anchors a circuit stretching from Kigali to Las Vegas. The continent plays host to an estimated 32,000 exhibitions annually, generating 4.3 million full-time equivalent jobs. These are numbers you cannot take lightly. But walk into any European tech conference and you’ll witness something that should make every one of us reach for the Advil: major announcements received by something akin to a boisterous golf clap from 500 or so people. And that’s it. Those announcements then usually disintegrate into the digital ether, seemingly never to be heard of again. Meanwhile, across the pond, a throwaway tweet about the same topic has the potential to garner upwards of 50,000 shares and three podcast invitations faster than you can drink your morning coffee. But data and numbers don’t lie, and when it comes to events, they’re frankly embarrassing. Europe’s events sector processes roughly €108 billion, and is  extraordinarily efficient in bringing decision makers together in the same space.  European startups consistently struggle with what should be the easier bit: translating those promising conversations into sustained media coverage, investor attention and market validation. The great muppet caper Picture this scene playing out roughly 847 times per week across Europe: Monday: A Finnish startup leveraging AI presents a true breakthrough in supply chain management/optimization/operations to 200 logistics executives at a specialized track. The demo is genuinely impressive. The potential is genuinely massive. The audience is the very definition of target market. All the right pieces are in all the right places. Tuesday: Three tech publications publish brief summaries, perhaps even covering the entire conference, and not just the logistics breakthrough. The fledgling company’s LinkedIn post gets 47 likes (including the founders’ mothers, university mates, and the intern). A single podcast interview is scheduled for three weeks later. It may or may not happen. Wednesday: The story is now less alive than disco was on July 13, 1979. Look that one up, kids. Now let’s compare the same actions to the American playbook, which, if I’m honest, makes me simultaneously impressed and nauseous. The same company makes the announcement at a Bay Area-based event (yep, you know it as well as I do). It generates immediate response across a variety of channels from some  truly influential voices and some noise makers, but enough to garner the attention of major media (print, podcast, and pulp) outlets within 48 hours. It then spawns derivative content, and creates a sustained conversation that drives real, true, business development for the startup for weeks. The difference here isn’t the quality of the innovation; it’s how the messaging was amplified. Folks, you can hate me for saying this, but this is where Europe is getting schooled. There is no stopping in the Red Zone Take one look at today’s media landscape, and you’ll leave with a rather morbid impression. The problem isn’t structural fragmentation; it’s an endemic contraction. Leon may be growing, but European tech media is shrinking,  at precisely the wrong moment. A brief reminder: TechCrunch, long the go-to outlet for European startup coverage, quietly shut down its entire European operation in 2025 when private equity firm Regent LP acquired the publication.  Digital Frontier, the London-based tech publication that launched in early 2024 with a team of 20, “paused” operations just a few months ago, making all 16 staff members redundant.  Business Insider cut 21% of its staff in 2025, citing “extreme traffic drops” and AI disruption. Just days ago, we all found out that The Next Web, once one of Europe’s flagship tech conferences and media brands, was shutting down its events and media operations after nearly 20 years. The Financial Times, which bought TNW in 2019, confirmed it was winding down the business by the end of September following a “strategic review.” Conference attendance had dropped to 4,500 in 2025, less than half of pre-pandemic levels. The failure to capture content The folks at Black Unicorn PR earlier this year put together a guide that reveals something anyone working in European tech media already knows but pretends isn’t true: “Unlike the U.S., which has a few dominant tech media outlets and an emerging class of star indie writers, Europe hasn’t yet consolidated its practitioners’ knowledge in one place.” Stop and think about what that really means for a second. Sure, we’ve got strong regional players, and I salute Sifted, EU-Startups, and Tech.eu doing the do. But the lack of a unified amplification machinery, by definition, puts Europe at a disadvantage over Silicon Valley stories that are destined to be heard in Phuket faster than you can finish reading this sentence. To put it bluntly, European tech events suffer from content capture failure. The most valuable insights surface within conversations, at roundtable discussions, and networking sessions that generate no permanent content.  Unlike American events, which increasingly operate as content factories designed for social media amplification, European conferences optimize to create value in the room rather than post-event content distribution. All that

blank
New Materials 3 days ago

Winning the JEC Startup Booster's 2025 Sustainability Award transformed Strong by Form from a 'promising startup' into a serious player with industrial credibility.

Subscribe to
our Newsletter!

Stay at the forefront with our curated guide to the best upcoming Tech events.