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On 23 April we had an insightful discussion about the different regulatory approaches and the
expected effects of MiCA, the EU’s crypto-asset regulation. Our discussion had several thoughts-
provoking takeaways, including that although MiCA will probably bring transparency and increase
trust in the European crypto-asset landscape, businesses will likely consider other countries with
more favourable regulatory environments, such as Dubai, Singapore, or Southern American countries
for their operations. It was also exciting to hear that many business owners have considered or are
considering relocating to countries with more favourable regulations, the Middle East being a more
and more popular choice, or decentralising their activities and operating from different countries.
Robust implementation, clear guidelines, and information from the relevant authorities will also be a
definitive element when it comes to the reception of MiCA.
Many thanks to our speakers for your expertise and insightful comments!
EU: Erik Vesterlund, COO at Goobit / BTCX
US: Jeff Rundlet, CFA at Cryptio
Switzerland: Milivoje Batista, (Quantum Baker), CEO at ONEG8
Dubai: Jorge Sebastiao, Co-Founder & Executive Director at the Global Blockchain Organization

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“Is your team the dream team? How much percentage should each founder get?” One of the core ingredients to success is the right team with complementing skills and personalities: early stage investors (and business partners too, by the way) will invest in the team, not the idea. Our goal is to guide you in building a strong and well-functioning team, as well as help you uncover potential friction points or weaknesses in the team, so that you can address them in the very beginning. When it comes to the fair split with your co-founders, if you need a reference point, or just want reassurance, we have developed our own tool for equity split calculation. Hint: the one answer that’s certainly wrong is a hasty 50-50 split.

You have spotted a problem and found a viable solution – in other words, you have your idea. What’s the next step? You need to make sure that the problem your business is trying to solve is a valid problem for a wide enough group, and that

Are you sure that the problem your business is trying to solve is a valid problem for a wide enough group? 

When you spot a problem and think you have found a viable solution to create a business around, it’s all too easy to get excited and jump straight into ideating a solution.

Avoid making something and then hoping people buy it when you could research what people need and then make that.

It doesn’t make any sense to make a key and then run around looking for a lock to open.

There are many ingredients in the recipe for creating a successful startup, but most certainly whatever you read and wherever you go, one of the first pieces of advice is going to be to do your homework properly regarding the validation. You have to validate both your problem and your solution to be able to define the perfect problem-solution and later on the product-market fit. If you manipulate your future customers into liking your solution or do not reveal all the aspects and layers of a problem you identified, your idea can easily lose its ground and with that the probability of it surviving and actually being turned into a prosperous business. Let us know if we can help at this initial but yet super-important stage.

Validation is the first step in moving towards learning more about the problem you are ultimately looking to solve.

Finding your unique value proposition is only possible if you take a thorough glance at your competitors. The world of tech is highly competitive, particularly so when you operate in a field with low entry barriers, you need to carefully examine and regularly update the news and developments of those companies who act in the same field and market. This might lead to several pivots for you if necessary, because you can significantly increase your chances of success if you can offer a—at least in some aspect—unique solution to your customers. The introduction as “we are like Uber/Snapchat/WeWork/Spotify, only better” is hardly sufficient in most cases. Unless you really are so much better, but then you need to know that too, so up the competitive analysis.