Scaling & Capital Strategy for Tech Companies: insights from Warsaw

On June 12, Warsaw hosted the invite-only event Scaling & Capital Strategy for Tech Companies — bringing together founders, investors, and technology leaders from across Central and Eastern Europe. Participants explored how ecosystems and access to capital shape company growth, and what makes a tech business truly investable today.

Experts from Google, SMOK Ventures, Inovo Venture Capital Fund, Startup Hub Poland, CreativeTech Poland, SpeedUp Venture Capital Group, ICLUB, ASEE Group, Katalink Global, and other organizations shaping the CEE tech landscape joined the discussions.

Grants — not bureaucracy, but strategic capital

Unlike a VC round that costs 15–25% equity, a grant department runs at 10–15% of the amount raised, with no dilution and full control retained. Participants broke down the practical conditions for EU grants: typically, at least two partners from EU countries, a minimum of 50% self-coverage, and a project duration of 30–36 months. A key insight: around 40% of applications fail simply because the wrong call is made. A 1–2 month audit upfront saves years of work.

CEE: real strengths and structural challenges

The region has a genuine competitive edge — CEE companies use funding more efficiently once received, with startup graduation rates outperforming Northern Europe. But structural challenges remain: over 200 digital regulators across Europe, slow investment decision-making, and an underdeveloped “pay it forward” culture — the willingness to help others without expecting an immediate return.

What makes a company investable

US and Western European investors evaluate companies on future potential; most CEE investors still require present-day proof — revenue or even profitability at pre-seed stage. Founder reputation matters as much as metrics: a track record of prior success opens doors more effectively than current numbers. And there’s a positive shift: more CEE founders are embracing their regional identity — and it’s starting to work as an asset in international markets.

Partnerships and entering new markets

Strategic partnerships rarely account for an exit scenario. When companies become operationally intertwined, separation is painful — and instead of a clean break, partnerships tend to deteriorate slowly, accumulating unresolved issues.

When entering a new market, product-market fit doesn’t transfer automatically — relevance needs to be tested from scratch. And the key differentiator today is no longer the ability to build a product, but access to pilots: one startup with zero funding secured five top fashion brands as pilot partners — and went on to raise round after round with ease.

Ecosystem — an environment, not a contact list

A mature ecosystem provides access to capital, customers, talent, and knowledge — but not equally. Well-known founders navigate it easily; less-known ones face a much steeper path. Ecosystem health is measured by how well it closes that gap. On a positive note: more successful founders are returning to the ecosystem as mentors and angels — and angel investing is becoming socially prestigious in the region.

Event partners: Google for Startups, IT Arena, Wiseboard, and ICLUB.

Co-funded by the European Union. Views and opinions expressed are those of the author(s) only and do not necessarily reflect those of the European Union or the European Commission. Neither the European Union nor the European Commission can be held responsible for them.