Alessandra Troute

I’m excited to share something that feels deeply meaningful: Oliva is now partnering with Beam to bring therapy to people at risk of homelessness. Why this matters: 👉 Therapy should never be out of reach for those who need it most. 👉 By joining forces with Beam, we’re helping refugees, survivors of domestic abuse, and others who have faced instability gain access to vital support. 👉 Multiple London councils are already on board, making it easier for vulnerable people to access therapy through Oliva. This partnership is more than just a collaboration, it’s about showing up for people who need a lifeline. Together, we’re removing barriers and offering a real chance at hope and stability.

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💦 + 📬 … we’ve made a splash   Am delighted to share our latest case study with HUX, just in time for the summer heat 🔥🔥 'We don't know what to do with one time purchasers who haven't come back again... and aren't engaging with our email and SMS flows.' <- We hear this from Subscription brands all the time. FADI SHUMAN and the team at HUX were looking to solve this problem when we met…  they're now reaching + converting those people every day with Paper Run. 💬 “Implementing these automated flows with Paper Run allowed us to tackle the challenge of unreachable one-time purchasers. We achieved significant conversion rates,, all while generating revenue effortlessly in the background.” - FADI SHUMAN, Co-Founder HUX. … and yes, the Paper Run team are staying fresh this summer with HUX's hydration supplements (would highly recommend the Ginger and Lemongrass). Check out the case study here: https://lnkd.in/ey_SftMk

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Why do giant companies stumble? Julia Bistrova, Jo Whitehead and I researched this in 2019 and found big bad underperformers making what appeared to be simple, obvious mistakes. We developed an "Emperor's Clothes Test" to help prevent them. To illustrate how to use the test, we took Nestlé as an example, because we thought they were, with their new strategy and CEO, at risk. In the last two years, Nestlé has indeed stumbled. Time to take another look at the "Emperor's Clothes Test" https://lnkd.in/dZUuTqbQ

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⚠️ 2024 Hung Up, 2025 is Calling ⚠️ As we step into 2025, I’ve been reflecting on what has been a truly transformative year for Closer and for me personally. This time last year, we had just emerged from two years of silent work, driven by a vision to bring people closer together. In 2024, we made that vision a reality: ✨ Launched Closer and gained traction in the market. 🚀 Became one of the fastest-growing Spanish apps in decades. 🤝 Built a dream team that turns ideas into impact every single day. But as any founder knows, success doesn’t come without challenges. This year brought its share of late nights, tough decisions, and moments of doubt. Yet, those moments taught us resilience, and every challenge overcame added to the foundation we’re building. Now, 2025 stands before us as a year of potential—a chance to take everything we’ve learned and push even further. It’s not about setting new milestones just because the calendar flipped; it’s about continuing the work we’ve already started and staying relentless in the pursuit of our goals. I’m beyond excited to keep learning, growing, and building Closer alongside an incredible team, and I can’t wait to see what this next chapter brings. Here’s to another year of progress, persistence, and connection. Let’s make it a game changer! 💪 #Closer #NewYear #TakingAction #Social #Consumer #StartUp

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My prediction for a key trend in board performance in 2025 We have 10+ conversations each year with key regulators, industry bodies, stakeholders. There's been so much added to the remit over the past few years (which has dramatically increased variability in many cases), we think it's likely we're coming into a period where the external imperative is 'making sure the fundamentals are done really well'.

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We're now raising our pre-seed round and are looking for investors who actually know what they're doing with consumer or social apps. Know anyone who'd be interesting to speak with? Tag them below or give us a hand and make an intro. Whether you're an Angel or VC, If you're not a dinosaur and actually see the new untapped potential in AI & Social, hit us up. AI's about to change how people connect, and Gen z desperately needs something real. we're gonna make it happen with KLIK-Social No bs, just real connections.

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I've been featured in Sky News, BBC & Financial Times. You don't need a PR agency. Here's how: 1. Find the journalists who share your interests 🍳 Every startup fits into a few themes. For Diaspo, it was older adults, food, cooking, culture, and entrepreneurship. - Go through major media outlets. - Identify the journalists writing about your themes. - Figure out their emails & start reaching out. I built a platform running live cooking classes taught by expert home cooks. Targeting the right journalists made all the difference. 2. Tailor your email & send it on Mon/Tues afternoons ⏰ It’s a sales game. Know your audience. - Journalists tweet—stalk (kindly!) their interests. - Example: I saw a journalist tweet, “What will I do when MasterChef ends?” - My subject line: “This is what you can do when MasterChef ends.” Timing matters—Mondays or Tuesdays after lunch worked best for me, as journalists are catching up from the weekend. 3. Journalists are busy. Make it easy for them 🌊 Help them help you. - Paste the press release directly into the email. - Attach a few high-quality photos. - Track who you’ve contacted, and follow up with value. The simpler you make it, the more likely they are to feature you. 4. Be ready for the response 💌 Once the ball starts rolling, don’t drop it. - Keep your schedule flexible for follow-up questions and interviews. - Ensure your website can handle traffic—ours broke when Sky News featured us. We missed out on a LOT of sign-ups! One media feature often snowballs into others, so be prepared. 5. Understand what the journalist wants from the story 🤝 Journalists don’t want to write ads; they want compelling stories. - Find their angle, and weave your business into it. - Build relationships with writers—it’s a long game. Ask yourself: What’s the ONE key takeaway I want readers to remember from this story? What are your tips for getting press as a founder? 🔔 I’m Harish, founder of Goodspeed—using low-code and AI to build digital products twice as fast at half the cost.

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“The funding landscape has changed during the time we have been involved in it, and continues to evolve,” “And we’re evolving with it, to ensure that there is even more flexibility for companies to access the specific capital they need for a given scenario. We’ve funded well over 180 technology companies across multiple industries and verticals, and we’re not slowing down any time soon.” Regarding the total addressable market for Tractor to operate in, Imam explains that the one-funding-product-fits-all approach has required tweaking, simply due to the totally different needs expressed by the financial decision-makers, related to time, total access to the capital itself, and looming milestones that require a more strategic approach to accessing capital. “If you’re a SaaS company, or an ecommerce company, or a hardware company, or operating in a particular niche or vertical like marketing tech for example, you will have a different set of needs for funding based on your revenue,” explains Imam. “We’ve moved to a scenario-based funding model, based on the most common queries we receive at this point in time. B2B Enterprise SaaS we will always be able to fund in an instant. Other scenarios arise when the financials require a bit more flexible and bespoke assessment.” “In particular, our Inventory product points to our capability to fund in some very very specific and founder-focussed ways, and that flexibility really excites us, now and for the future.” Thank you for this write up SmartCompany!

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Back in the city… again. I literally weren’t kidding when I said Central London is our second home. This time round we have an internal AI event at Google followed by some commercial and advisory meetings. 💼 Super excited for this new phase of Mindora We are only a few weeks out from the deployment of the MVP version of our Wellbeing Management AI for HR and we are now driving early customer conversations and paving the path for our GTM strategy. Going from 0-1 is one of the most difficult things to do as a Founder. The next most difficult thing is executing. 💯 We are focused, but enjoying every moment of the process. Besides, this isn’t our first rodeo, 🤠 we have made a bunch of mistakes in the past - so efficiency and effectiveness is at the heart of everything that we do. Here’s to an amazing day. Sergio Giannone #Mindora #HealthConsciousLeadership

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Nearly Ready in Akure Fully Equipped Studio at The Growth Hub for Creatives and Corporates... for - Video Podcast - Audio Podcast - EdTech Contents - Product Photoshoot - Corporate Images for Founders & Teams - Livestream Programs - Webinars hosting etc... It's my belief that for us to tackle poverty and drive economic inclusion, there has to be those who would build or create Infrastructure that others with lesser capacity can leverage If the Creatives Industry will grow, or the Educational space would grow or if the marketing game of organizations of companies not in Lagos, Port Harcourt etc... would improve, media agencies would have to arise and build entities that can be leveraged This here is one ... And we'll do many more... Meanwhile, if you seek to host a team meeting in #Akure... do reach out to The Growth Hub for meeting rooms, conference rooms, and event space for 80-120

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I've had my head down, pushing forward, building, overcoming challenges, and growing The Oh Collective. Moments like this one with Sextech School, where I shared my journey alongside Simona Xu made me pause and reflect just how much I've learned as a founder - something I didn't fully appreciate while I've been in the thick of building every day! Aside from learning from such a unique industry we're in, building The Oh Collective also taught me so much as a first-time founder myself: 1. You can have friends as co-founders: Many people told us, "It’s not going to work because you have four founders, and you’re all friends." But having co-founders who are also friends makes all the difference—it not only strengthens your business, but it also means you have each other’s backs as you build and maintain a life outside of work. It makes the journey so much less lonely. 2. Take advice selectively: While it's important to seek input from others, remember that not all advice is right for your business. Trust your instincts and tailor feedback to fit your specific situation. 3. Instead of following the trend, follow where the consumers REALLY are: We’ve tried to break out of our category to reach a broader audience (e.g., overly focused on lifestyle), but the reality is that someone shopping for an eggplant at a grocery store isn’t all that excited to pick up a vibrating silicone toy. Be 👏 Where 👏 The 👏 Consumers 👏 Are!! 4. Don’t be afraid to DM people and ask questions: We've met so many amazing founders along our journey who have been generous with their experience and advice, and we’re so thankful for all of them. The worst thing you can do is not ask for help or guidance! 5. Own your growth journey: This one is hard! I still constantly remind myself to embrace and own my growth journey at The Oh Collective. Instead of following the latest trends or shiny success stories, focus on what works best for you, your team, and your brand. Stay true to your vision and values, and trust the process that aligns with your own path to growth. 6. Build personal relationships with your suppliers: Whether it’s your manufacturers, logistics partners, or any other suppliers, building a personal relationship can make a world of difference! And always ensure they meet all the certifications needed for where you plan to sell your products! What are some tips you have for first-time founders? 🧠 If you're interested in accelerating your knowledge and network in the sextech industry - sign up to Sextech School by Bryony Cole! #firsttimefounders #founders #femalefounders

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I began my fractional journey nearly a year ago, going on to form a fractional CMO collective with Sophie Jokelson and Rana Saha. But sometimes you find a company that’s just a bit special. So officially announcing that I have decided to take up a full-time role to lead global marketing for a very special startup. It’s a hidden gem of a company, loved by techies (100m of them, no less) and looking to spread through millions more. It’s on a mission to reshape the internet built on principles of privacy, freedom and ownership of your own data. In a world where the internet is largely ad-funded by complicit personal data mining and now accelerated by the advent of AI - a productivity ecosystem that doesn’t snoop on your emails and train LLMs using your photos, might be the breath of fresh air people need. It’s a scale-up that has built a profitable business without a drop of venture funding. The company is Proton , makers of Proton Mail, Proton VPN, Proton Drive, Proton Pass and now Proton Wallet. Thank you to the folks at Proton and the amazing marketing team for welcoming me into this unique place. The fractional journey does not end here. We have amassed over 30 marketing leaders across Asia-Pacific, working on fractional projects with startups and venture capital firms. Sophie Jokelson and Rana Saha will continue to drive forward the collective and I will stay involved as an advisor. Proton is growing - we’re hiring marketers, PMs, engineers and more. So if you think the Internet can be better than an oligopoly of companies that mine your data and sell you ads, then do come join us.

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"fundraising in 2023/2024 was so hilariously hard that you have to start naive, otherwise you wouldn't do it" Why Only 🪳 startup mentalities actually Win The market is brutal, indifferent, and utterly unforgiving. It doesn’t care: What you’ve previously invested—your sunk costs mean nothing. What you think is important—it only cares what it needs. Your feelings, opinions, or beliefs—it operates on data, not emotions. 🪳 Cockroaches are the ultimate survivors. They adapt. They endure. They don’t get emotional when the environment changes—they just figure out how to thrive. If you want to win: Stop lamenting the time, money, or energy spent on things and people that didn’t work. Focus on what the market is telling you today and pivot if needed. Build resilience. Survive long enough to see success. The market rewards 🪳 who survived long enough to win - not perfectionists or ego-driven operators. Adapt, or fade away.

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Almost two years ago to the day, I had my first call with Chris Smith from Playfair We had known about Playfair for a while and they were the 80th VC we had spoken to in our 5+ month fundraising process. As the story goes, they ended up leading our Pre-Seed Round for YASO but why were they the 80th on the list? It is all about fund prioritisation! No matter how good of a founder you are, nothing improves your funding pitch like live feedback. As you typically only get 1 shot with a VC, you don't want to go to your top prospect at the beginning of a raise, you want to go to them near the end when you have some momentum, investment commitments and are well drilled in Q&A. We learnt this mistake the hard way. Our first pitch for YASO was to Felix Capital and it was a disaster. By the time we got around to speaking to Playfair, we had a warm introduction and £800k in commitments, which made for a strong initial pitch. If you are a founder take the time in August to rank your investors by Priority. A: Top tier investor you want to lead your round B: Good investors you would like in your round C: Investors you don't care about and can use for pitch practice In September, start with the C's and go from there. Good Luck!

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I'm thrilled to share our latest analysis on the opportunity to invest in underrepresented founders. This report isn't about critiquing existing research – or the authors of it - it's about pushing the conversation forward and uncovering the full potential of investing in underrepresented founders. This is a crucial step in continuing our data series. Our report dives into: - McKinsey's Research Methodology: What worked and where there's room for improvement - The True Funding Gap: Not just the funding gap that exists between the most capitalized startups - Data Challenges: Exploring the limitations of current diversity data in the startup ecosystem - Our Hypothesis: How improving research methods could reveal even greater opportunities for innovation and economic growth Read the full report below. Let's discuss! What are your thoughts on expanding research in this crucial area? 📅 FYI, moving forward, I'll be posting insights on the distribution of Venture Capital in U.S. based startups under the hashtag #ZebrasandHorses (on the 2nd and last Wednesday of each month). To stay up to date, you can: 1. Follow Kwame Boler and I, here on Linkedin, or 2. Subscribe to the publication “Rise Over Run” on Substack by clicking the link in the first comment of this post.

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“What Exactly Does WunderGraph Do?” Today, on a call with one of our angel investors, Jens Neuse and I were asked a simple but insightful question: “How would you explain what WunderGraph does to someone non-technical, like your parents?” It wasn’t a sarcastic question—it was a challenge to clearly articulate the value we provide in a way that anyone can understand. So here’s the analogy I used, inspired by explaining it to my parents (who only recently discovered that Gmail has its own app 😂): Imagine you’re at a restaurant. You browse the menu to decide what to eat. In this analogy: • The menu represents the UI (frontend), showing you everything the restaurant (system) offers. • The kitchen is the backend, where the food (data) is stored and prepared. When you order your meal, you don’t go directly into the kitchen yourself. Instead, a waiter takes your request, communicates with the kitchen, and brings your food back to the table. That waiter is an API—the intermediary that fetches, modifies, and delivers information between the frontend and backend. Now, let’s take it up a notch with Federation: Imagine you’re at a fancy food hall or food court with multiple restaurants. Instead of visiting each restaurant one by one to place orders, pay, and pick up food, a super waiter takes care of everything. This super waiter can: • Take your order from all the food hall’s restaurants (subgraphs). • Fetch, modify, and consolidate information from each one. • Deliver it back to you as if it all came from a single restaurant (a unified API endpoint). Without this super waiter, you’d have to interact with each restaurant individually—tedious, slow, and inefficient. WunderGraph Cosmo is this “super waiter” for APIs. We provide: • A fast, secure, and reliable API platform that enables companies to fetch and manage data from multiple backends seamlessly. • Collaboration tools to help teams (think restaurant staff and managers) work together efficiently across different systems. The result? Better, faster, and more seamless web experiences for their customers. So, to my non-technical LinkedIn connections—does this analogy make sense now? 😂 Let me know if I nailed it or if I should head back to the drawing board! #APIs #GraphQL #Federation #TechExplained

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At Tractor Ventures, we launched out 4 non-dilutive funding products last week. 4. Tractor started with one in 2020, then refined that, then developed a hardware one, and that was all going fine. Until we just simply needed to make it easier to categorise what a founder needed from funding, how much they could access in that scenario, and what scenario it is usually used for, based on the most common enquiries in our world. Then make a product for each of those: GROWTH. BRIDGE. EXPRESS. INVENTORY. Accessing funding is not that complicated on our side: if you have revenue and runway, plus historical evidence that revenue has been spun up in the past via x means, then there's a likelihood that we would fund that company. Even not being a 'technology' company is fine. ecommerce is fine, as an example. That's tech-enabled in our books, as opposed to corner stores and market stalls. And that has worked fine in sending ~$80million out the door up until now. But. But... there was frequently an 'it depends' based on the fact that some companies needed funding right now. Some need it later. Some need just a little bit immediately. Some need the same amount spread out over each quarter. Some need to manage shipments of stock on freighters, some have monthly recurring revenue that just continues to scale, some need to run an ad campaign tomorrow, some will hire a sales person they needed yesterday. Whichever way you shape it, it is Debt funding. Funding that is extremely flexible, and people who yield it can generate multiple amounts of revenue in return, to do more of what they desire at a later time. Debt, which is a word that plenty find most unsavoury (except when it's a mortgage of course). Debt, which is viewed as super expensive by some (which VC funding that can sometimes unnecessarily dilute some equity most definitely isn't) *Some* simply won't entertain the thought of debt funding, based on a presumption that it's sexy like a VC round, or they want a headline, or it's expensive, or complicated, or their shareholders won't like that, or their VC's etc etc All capital has a cost. And expectations attached to that capital. And what's important is that companies realise what they can do with the capital when putting it to work in their business, to generate ROI in a business that operates prudently. Then fundraise if they want as well. They go hand in hand. Tractor is pretty intent on funding the AU/NZ ecosystem (and potentially beyond, who knows?) with $1billion+ over the next 4 or so years. I reckon we'll do that. And meeting the market's needs, in a scenario such as this, definitely points us in that direction. Anyone wanting to nerd out on this stuff a bit more, ping me in the DM's, shout out at Blackbird Sunrise conference this week, send an invite to our team to talk on any and all investing and brand-building events: I myself literally never STFU about it publicly. 😂

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At 640 Oxford we just launched our first podcast series, #YearOne, where we meet with founders and ask them to reflect on the highs/lows of starting their business during #YearOne. Too many podcasts gloss over just how hard it is to be a founder and don't provide tangible advice to founders. Mark Ang is a founder we invested in early on that we knew was special and feel lucky to call him a friend. We don't only admire Mark because he's built one of the largest 3PL businesses in Canada, works with global retailers, or raised $200M+...all before turning 30. If you only noticed these accomplishments, you'd be selling him short. It's his emotional intelligence and ability to distill his experiences into brilliant advice. For example, listen to his thoughts around investors that actively listen vs. giving answers and what is most helpful to founders. Check out this clip below and would love to hear your thoughts!

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On stage today at Fortune's #BrainstormAI in London with Balbir Bakhshi, Ian Hogarth, and Connor Leahy. Topic? Innovation vs safety and the role of AI regulation. Was very clear to me that AI guardrails are and will continue to come down to ***SELF-REGULATION*** in the enterprise. Yes, LLMs are unreliable. But we can get nondeterministic systems to do >mostly< deterministic things when we are specific with the outcomes we want from our generative AI applications. Imo the top 3 guardrails to have in place before scaling generative AI use cases inside your company (there are lots more, and more that we offer at Writer, but these are the essential ones imo): (1) Grounding: does every generation / answer given source back to data/documents it was based on? (2) Thought process: does the application give your employees transparency to how the model broke down a query? (3) API to employee inputs/outputs: Can you audit / control what data goes in and what model behaviour is allowed, >by use case<? The AI learning curve is only getting steeper, so it's critical that enterprise executives get comfortable with their framework to mitigate risk — or risk their employees not getting onto that learning curve. Any other guardrails that break into your top 3?

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