Fundraising? Here’s why you should optimise Quality Outreach Over Quantity

If you’re a founder looking for investment, you have a dilemma.

How much time to invest in identifying and building connections with investors, or to invest in immediate business traction.

Daniel Sawko, co-founder of shipshape.vc, the free to use investment search engine, shares his tips on how to maximise your chances of success.

Focus on Relationship-Building

When raising capital, a common misconception is that contacting more investors improves your chances of success.

This “spray and pray” approach—sending generic messages to numerous potential investors—has gained popularity with the rise of mass emailing tools.

However, analysis by Adam Shuaib, a Data Scientist and General Partner at Episode One Ventures reveals that this strategy is suboptimal.

Beyond a certain point, there’s no increase in the chance of success for the number of investors you contact. Instead, founders should focus on building meaningful relationships with carefully selected investors.

Research Potential Investors

The challenge lies in identifying which investors deserve your attention, as this data is often disparate and poorly organised. This is one of the problems we’re solving with shipshape.vc.

Shipshape.vc aggregates data from over 25,000 funds, identifying the types of companies that they are investing in and the individuals that work at those funds. This enables founders to significantly cut down on the research time it takes to identify relevant investors.

Identify Investors who Understand Your Niche

Beyond identifying investors who focus on, for example, Fintech, determine if they understand your specific niche. For example, if you’re developing credit decisioning technology using open banking data, look for investors with experience in related domains.

Be Aware of the Fund Lifecycle

Most venture funds operate on a lifecycle, say of 10 years. Funds deploy capital primarily in their early years to ensure returns before the fund closes. Recently raised funds are more likely to be in an active “planting phase,” while those 5+ years into their lifecycle may be in “harvesting mode”—focusing on existing portfolio companies rather than new opportunities.

Examine Recent Investment Activity

Monitor when funds last deployed capital. A fund that hasn’t invested in the past three to six months might lack fresh capital or be moving to a different phase of its lifecycle.

Target the Right Team Members

Research which individuals at the fund understand your space. See if you can deduce from the team descriptions on a fund’s website, their social media, or from a search engine, like shipshape.vc (which will often include team descriptions), with whom at the fund you should be building a relationship.

Approaching someone with the wrong specialisation signals poor research—and how you sell your equity reflects how you sell your product!

Don’t Present Investors with a Transaction aiming at an immediate “Yes” or “No”

Fundraising is not about getting an immediate yes or no. Your company is not a simple product and ‘sales discovery’ applies for potential purchasers of your equity.

Investors will almost always need multiple data points about your company over time before making decisions. The saying of “investors invest in lines, not dots” is real.

Each interaction and update (in-person or via other mediums) helps to build a trendline that either increases or decreases confidence in your venture.

Prioritise Depth over Breadth and Quality over Quantity

This approach requires depth rather than breadth. Similar to bulk mail outreach for selling products or services, founders will struggle to create sufficient data points and depth of relationship with hundreds of investors simultaneously via bulk outreach.

Focus on building relationships with a few dozen carefully selected investors you have determined demonstrate genuine interest in your sector and stage, have dry powder (e.g. via a recent fundraise for the fund) and identify those that can potentially lead a round.

By narrowing your funnel and prioritising quality connections over quantity, you’ll optimise your fundraising process and increase your chances of finding the right investment partners who truly understand and value what you’re building.

Want to share your thoughts?

If you have a question or further thoughts on this article – feel free to reach out to Daniel Sawko on LinkedIn!

Top 3 Strategies for Media and Communications in Fintech 

Over the past three years we have seen significant changes, within the fintech sector, in how companies engage with investors, stakeholders, and customers – particularly in their use of digital communication. Through our partnerships, such as the London Stock Exchange, we have witnessed a growing trend toward high-quality virtual and hybrid events. These formats, which combine livestreaming, on-demand content and video conferencing, are becoming standard tools for fintech firms looking for greater transparency whilst maintaining global reach. Companies, now, have more ways than ever to see – and show – themselves through multimedia. To unpack this, we’ll look at three key areas. 

Live Streaming – it’s a game changer 

In the financial sector, where precision and trust are everything, live streaming may feel like a bold move. The idea of broadcasting high-stakes communications in real-time can understandably raise concerns what if something goes wrong? What if a question catches the C-suite off guard? 

But here’s the truth: live streaming isn’t a risk, it’s an opportunity. 

When used effectively, live streaming offers an unparalleled level of transparency and authenticity. Whether it’s half-year or full-year results, investor updates, or a capital markets day, going live enables executive leadership to speak directly to stakeholders, unfiltered and in the moment. 

This format invites questions, promotes real-time engagement, and fosters trust in a way that pre-recorded or written statements simply can’t match. Stakeholders appreciate being part of the conversation, not just recipients of information. The result? A stronger, more connected relationship between companies and the audiences that matter most. 

Pre-Recorded Content – Say it once, use it twice (or ten times). 

While live streaming brings immediacy and authenticity, pre-recorded content opens the door to precision, polish, and depth. 

For Fintech companies and C-suite executives navigating complex topics, pre-recording offers the ideal environment to deliver clear, considered messages with confidence. Whether it’s a fireside chat, product announcement, or strategic update, 

this format allows for multiple takes, seamless editing, and visual enhancements ensuring every word lands exactly as intended. 

But the value of pre-recorded content goes beyond production quality. 

It’s a powerful tool for repurposing and reach. A single piece can be tailored to different audiences from institutional investors to internal teams while still maintaining time sensitivity. Fireside chats are an excellent alternative to traditional presentation formats. They invite discussion, showcase leadership personality, and provide space for more nuanced opinions and analysis. 

Plus, pairing pre-recorded content with a live Q&A session can offer the best of both worlds: the confidence of a polished presentation and the connection of real-time engagement. 

For forward-thinking companies, it’s not just about choosing between live or pre-recorded it’s about using both strategically to elevate communication. 

Portfolio & Brand Content: Capture Their Imagination 

In today’s landscape, the C-suite isn’t just thinking in slides they’re thinking in stories. The most impactful leaders are turning to video as a powerful tool to bring their ideas to life, not just explain them. 

Whether it’s showcasing a fintech portfolio, launching a new product, or highlighting future growth areas, video helps translate abstract concepts into compelling, visual narratives. It captures imagination, sparks curiosity, and most importantly sticks. Audiences remember what they can see, hear, and feel. And in boardrooms or investor meetings where attention is limited, a well-crafted piece of brand content can be the difference between passive interest and real engagement. 

But this isn’t just about external storytelling. Internally, portfolio and brand videos help teams align behind a shared vision. When introducing new business verticals or rolling out strategic updates, video can communicate ideas clearly, quickly, and with emotional resonance. It helps employees see where the company is going and why it matters. 

In short, videos don’t just inform they inspire. They turn complex strategies into memorable stories and make big ideas feel tangible. In a world full of noise, that’s how you make your message land. 

At the heart of it, fintech is about innovation and your communications should be too. Whether you’re streaming live, crafting polished pre-records, or telling stories through brand content, the goal is the same: to connect, to clarify, and to captivate. 

These tools aren’t just trends they’re opportunities. When used well, they can elevate your message, engage your stakeholders, and bring your boldest ideas to life. 

So don’t be afraid to mix formats, try new approaches, and think beyond the slide deck. The future of FinTech communication is already here and it’s more dynamic, more visual, and more human than ever. 

Written by Ruairidh Duguid and Robbie Durham – CutAcross ™ 

Email:hello@cutacrossmedia.com 

Photo by Pixabay: https://www.pexels.com/photo/black-camera-zoom-lens-in-close-photography-159442/

Autumn Budget 2024: Will the government’s Corporate Tax Roadmap drive business investment in the UK?

Accompanying the Autumn Budget 2024, the government released their Corporate Tax Roadmap to outline plans for Corporation Tax (CT) over the next five years.

While the plans detail some commitments, they also outline a framework for where the government is looking to explore making changes in the future. The aim is to provide a ‘stable and predictable tax environment for businesses’, many of whom are still reeling from raises in employer contributions to National Insurance – including many FinTech innovators across Scotland.

The publication is a first step, which is to be followed by the release of an Industrial Strategy, the conclusion of the Spending Review, and plans for meeting our net-zero targets.

In this article, we explore the Corporate Tax Roadmap to highlight where the government has made firm commitments and where they have suggested potential changes that may affect innovative businesses, including to R&D Tax Credits, Patent Box (and other intangible assets), Capital Allowances and Land Remediation Relief.

What is the purpose of the Corporate Tax Roadmap? 

The Corporate Tax Roadmap is the government’s way of giving UK businesses confidence, providing them with as much advance notice as possible to encourage ‘investment, innovation, and growth over the long-term’. More importantly, it contains promises on what won’t be changing, which is why the headline announcement is the capping of CT at 25% for the whole of this Parliament.

There are a few reasons why the government is trying to tread carefully here. The last time Labour delivered a budget was in 2010 and, like any new party in office, they are keen to win the trust of the business community.

Raising private investment and boosting economic growth are seen as vital measures of success, but low growth and falling global economic competitiveness have been problems for the UK since the financial crisis of 2007-09.

Just recently, both ‘low investment’ and ‘policy uncertainty’ were identified as primary causes for low growth in a research paper written for Members of Parliament after the 2024 general election. By providing certainty, the government is hoping to finally unlock investment to get the economy growing again.

Of course, that doesn’t mean that nothing is set to change. As part of driving growth, the government wants to improve the efficiency of the tax system, making it more customer-friendly while improving the accessibility and targeting of key relief schemes. Another goal is to reduce fraud and error. As such, these are the areas that the Corporate Tax Roadmap focuses on when proposing potential changes.

What does the Corporate Tax Roadmap say about R&D Tax Credits?

R&D Tax Credits are key to driving innovation as they incentivise private investment for developing new and improved products and services. The Corporate Tax Roadmap makes a series of clear commitments on R&D reliefs, including:

• Keeping the current rates for the merged RDEC scheme and the Enhanced Support for R&D Intensive SMEs.
• Establishing an R&D expert advisory panel to improve signposting and guidance on R&D reliefs.
• Launching an R&D disclosure facility by the end of 2024, which will have powers to tackle agents who breach the set standards.
• A consultation in spring 2025 on widening the use of advance clearances in R&D relief.
• Periodically reviewing the evidence on R&D reliefs to ensure they’re effective.
• Improving R&D claim administration and customer service after concerns were raised about the recent level of HMRC scrutiny.
• Continuing to tackle error and fraud while making the claims process as simple as possible.

The roadmap also makes some overarching observations about R&D Tax Credits, including:

• Every eligible business conducting research and development will receive between £15 to £27 for every £100 of qualifying R&D expenditure.
• The UK’s merged RDEC rate of 20% is the joint highest uncapped headline rate of R&D relief in the G7 for large companies.
• R&D Tax Credits are expected to drive £56 billion of business R&D spend a year by 2029-30 (as a reference point, 2022-23 saw an estimated £46.7 billion of R&D spend).
• HMRC believes they have reduced error and fraud by almost 10% between 2021-22 and 2023-24.

What does the Corporate Tax Roadmap say about Patent Box and intangible fixed assets? When the treasury previously tried to estimate the knowledge economy’s worth, they came up with a value of between £100bn and £150bn for assets in the UK public sector – but they felt this number was conservative, as more and more companies shift from physical assets to intangible ones.

Regardless, it’s clear that the knowledge economy is vital for economic growth. As such, the Corporate Tax Roadmap commits to keeping the current tax benefits for patents (via Patent Box) and other intangible fixed assets like trademarks, designs, intellectual property rights, etc.

What does the Corporate Tax Roadmap say about Capital Allowances? 

The government has committed to keeping the full-expensing Capital Allowance, the £1 Annual Investment Allowance (AIA), the current structure of writing down allowances, and the Structures and Buildings Allowance.

The Corporate Tax Roadmap does however refer to several potential changes, including simplifying the schemes, exploring how to provide greater clarity of qualifying expenses, and opening the full expensing regime to cover assets bought for leasing or hiring. Separately, there will be a consultation on the tax treatment of predevelopment costs, which will take place later in 2024.

It also suggests that further changes to Capital Allowances would be considered if they help to promote investment and economic growth, give the UK a competitive edge, reduce fraud & error risks, or provide new flexibility for businesses to choose which Capital Allowances to claim.

What does the Corporate Tax Roadmap say about Land Remediation Relief? 

While no immediate changes have been announced to Land Remediation Relief, the government has said that they plan to hold a consultation in Spring 2025 to review the scheme’s effectiveness.

The Corporate Tax Roadmap acknowledges that in the past Land Remediation has helped with cleaning up contaminated or derelict land, but as there haven’t been many changes to the scheme since its inception in 2001, the time has come to review whether it’s still helping to increase investments in developing on brownfield land in a cost-effective way.

This article was originally published by Leyton UK. Leyton UK are a member of HMRC’s consultative committee and are therefore well placed to guide you through the recent changes, and help you compliantly maximise your R&D Tax Reliefclaims.

3 easy ways to improve the design of your fintech digital product (when you’re not a designer)

Whether you’re a fintech or startup, we get it—when budgets are tight, design sometimes takes a back seat. But we can’t stress enough how crucial a great design and user experience can be in helping your product succeed. So, let’s look at three core areas that will help you get ahead: the WWW Method, improving your messaging, and gathering evidence to guide your design decisions.

The WWW method

Let’s kick off with a simple but incredibly powerful tool: the “WWW Method.” This is something you can use to assess any webpage or app screen and see if it’s doing its job. All you need to do is look at a screen and ask yourself three questions:

• What is this about?
• Why should I care?
• What should I do next?

These questions need to be answered in just a few seconds—if not, users will likely bounce. In our experience, many businesses are so close to their own product that they’re unable to step back and view their digital experience objectively. The WWW method forces you to simplify and refocus.

Elevating your messaging

Now, let’s talk about something we see many startups struggle with: messaging. Often, businesses either get lost in technical jargon or pitch their messaging too vaguely. Neither works well. It is far better to speak directly to the needs of your audience.

Messaging can be broken down into four levels:

Jargon fest: When content is full of internal speak, acronyms, and buzzwords. This is where messaging is trying too hard to sound impressive but ends up confusing people.

Features: Talking only about what a product does. E.g. “This laptop has 32GB of RAM.” Okay, so what? Not many people care about that unless they know why it matters.

Benefits: Moving on to how those features help users. E.g. “This laptop has 32GB of RAM so that you never have to close a browser tab again.” Now we’re talking!

Needs: This is where the magic happens—where your messaging connects with users on a deep, emotional level. E.g. “Sail through work and play’. That’s what users really need.

The higher you can pitch your messaging on this scale, the better your chances of resonating with your audience. But the only way of finding out how to do that is through gathering evidence by talking to your customers.

Gathering evidence

You are not your user. No matter how well you think you know your product, you can’t rely on assumptions about how people will use it. This is where user research comes in, and it’s even more crucial for startups with limited resources. The less you have to spare, the more important it is to be laser-focused on what really matters to your users.

There are two main types of research to focus on:

Quantitative Research: This is the “what.” It involves looking at analytics. For example, heatmaps can show where users are clicking, scrolling, or dropping off. Funnels can help you identify which parts of your sales process are causing users to leave. This kind of data is essential for identifying problem areas.

Qualitative Research: This is the “why.” It’s about digging deeper to understand why users behave the way they do. You can gather this insight through interviews, usability tests, and customer feedback.

A word of warning though. You can’t get the why from the what. If you’re looking at data and making assumptions about why something is happening, that’s all you’re doing. Making assumptions. You need to talk to real customers to find out why they’re behaving in that way.

Putting it all together

So whether you’re just starting out, or scaling up, there are three main things to keep in mind if you want to improve your design and user experience. First, use the WWW method to make sure your pages are clear and purposeful. Next, elevate your messaging to focus on needs rather than features. And finally, gather evidence through both quantitative and qualitative research to ensure your designs are grounded in real user behaviour.

Design and user experience aren’t things to “get around to later”—they’re the foundation of a successful product. If you take the time to apply these strategies, you’ll see the difference they make, not just in how users interact with your product, but in how they feel about it. And trust me, that feeling is what will keep them coming back.

How we got to these recommendations

We’ve gained this insight from witnessing firsthand the common challenges that fintechs face. For the last two years we’ve been running free design clinics for fintechs and startups, where we help them tackle all sorts of design issues. Find out more about our design clinics, or book one for yourself here https://interaktiv.studio/the-design-clinic

About Interaktiv Studio

We’re a boutique design studio that help startups and fintechs make and implement better user experience design decisions. https://interaktiv.studio/

Barclays Eagle Labs Academy – Gain the skills to grow your business

The Problem:

Running a business is tough, especially in the tech space. There are so many things to think about—Does your product suit your customer’s needs? How do you fund the business? What is a good marketing strategy? How do you build an effective team and scale? So many questions can arise, each demanding careful attention and planning. It can be overwhelming for Founders who are navigating these challenges while trying to bring their vision to life and grow their business sustainably.

The Solution:

The Barclays Eagle Labs Academy understands these challenges and is here to help Founders build their knowledge around such topics. It provides practical solutions to the many questions and hurdles that business owners face. The Academy covers all aspects of starting and running a business, from how to find and hire the best people to how to raise finance effectively. Whether you’re developing your first business plan or considering when it’s the right time to scale, the Academy offers a comprehensive learning platform tailored to your business needs.

What sets the Barclays Eagle Labs Academy apart is the breadth of its coverage. Founders can gain valuable insights into everything from creating a solid business plan to navigating the tricky waters of scaling up. There’s no one-size-fits-all when it comes to business growth, and that’s why the Academy provides a wealth of information, helping Founders develop their skills step-by-step. It’s not just about solving immediate problems, but about building the long-term knowledge needed to create a thriving, scalable business.

 How it is delivered:

The Academy platform is accessible online and via mobile, allowing you to learn whenever and wherever it suits you. There are currently 16 live modules available, and these are delivered through a combination of long-form insights and bite-sized lessons. These modules are designed to offer practical, actionable advice in a flexible framework, making it easy for Founders to learn at their own pace. Whether you prefer to dive deep into a topic or pick up quick tips on the go, the Academy has you covered.

Barclays has partnered with experts across the UK’s business ecosystem, ensuring that each module is written by a topic knowledge expert. This means that Founders have access to top-tier advice, whether they’re working on hiring strategies, securing funding, or marketing their product. And, with new content added regularly, the Academy provides ongoing learning opportunities as your business continues to evolve.

 What else do you get:

Barclays Eagle Labs Academy members also gain access to their Deals and Offers marketplace, which provides exclusive access to products and services that Founders need. For example, members can receive up to $150k of promotional credit for Azure, 12 months of free membership for LawAssure, discounts on software development access, and many more valuable offers.

How to Access:

The Barclays Eagle Labs Academy is a fully-funded resource, meaning it’s completely free to join. You don’t even need to be a Barclays customer to take advantage of the platform. So, if you’re ready to take your business or idea to the next level, it’s time to sign up and start benefiting from the expert knowledge and resources available. Visit their site to join today: https://academy.uk.barclays/

Being a female fintech leader in 2024

As we celebrate International Women’s Day we spoke to 2 female leaders from 2 successful Scottish fintechs. We got their thoughts, opinions and hopes for the future. Recognising progress around inclusion and diversity, their responsibilities in becoming role model, they also offer their thoughts on what the next steps towards a more inclusive sector need to be.

Pardeep Cassells – Global Head of Buyside Client Experience at AccessFintech

As a Scottish woman and second-generation immigrant of Indian heritage, I am proud to be an example of intersectionality this International Women’s Day.

Forging a path in the unquestionably male-dominated fintech sector, I am very fortunate to be working for a company where the leadership team advocate for, and support, women in the sector. Knowing that I’m part of a team with higher-than-average female representation – and that the representation covers all role types – is something in which I take great pride.

Having followed a route from investment operations through to financial technology, I’ve had the privilege to be supported by many men and women who ensured my voice was heard and recognised my input whilst giving time and energy without question or condescension.

From the first ”“ mostly male – senior leaders I worked with, who never overlooked the efforts of a vocal and determined young woman, to those who helped me evolve into someone a little more polished and encouraged me as I took what felt like a scary step into the world of fintech, I felt the support of a village around me.

When specifically considering female role models, my mind never hesitates to recall my first Head of Department in Dundee, who came through the ranks in a far less diverse world but carved her own inspiring path, both personally and professionally. However, I now more clearly see that while senior role models and their backing have been key to my progression, the input of my female peers and those less experienced has been just as crucial.

Receiving support not just from those who came ahead of me but from women of my own generation during my time working in fintech has motived me in many ways. Experiencing this support and camaraderie, not just within my own organisation but from colleagues across other fintechs, banks and investment operations firms, has been transformative.

I am, through all of this, keenly aware that I have a platform; that my platform should be used to open the door for others and to put as much energy as I can muster into lifting up the women around me and the next generation to come, whilst encouraging them to do the same for each other.

This is how the world will change.

This ripple effect of reciprocal support, of creating networks where each voice ”“ regardless of gender or ethnicity ”“ is heard and every person encouraged to achieve their potential in their own way is something that I see daily, and I am incredibly excited by this momentum.

Julia Salmond – Founder and CEO at CienDos

In the rapidly evolving landscape of fintech, the need for a more diverse workforce is becoming increasingly significant, and Emotional Intelligence (EQ) is now viewed as a critical asset. As a mid-career professional who has worked across a number of sectors, I have witnessed firsthand the unique skills females can bring to fast-paced, innovative, and scaling businesses, and I have also experienced a number of challenges female leaders face.

My journey into fintech has been an interesting one.  Starting out in big corporate’, initially as a consultant before moving into corporate banking, I gained an insight into the intricacies of regulatory compliance and the importance of leveraging technology. More importantly, I was fortunate to be influenced by a number of female role-models, who were pivotal in shaping my early career trajectory.  These women taught me about the importance of balancing logic and critical thinking with emotional awareness, how to develop my personal brand’ and build a voice of authority in an historically male-dominated sector.

I took the leap from big corporate into the start-up world about a decade ago and, suddenly, I was the one in the position of influence. Although certainly not limited to women, high emotional intelligence is a trait I have seen in many of my female mentors, and it is something I have focussed on while developing my leadership style. I am not afraid of sharing my strengths, blind spots, and vulnerabilities ”“ and I encourage my team to do the same. Creating a team culture, where everybody is trusted to take ownership, develops a strong shared vision – a critical component in the success of that first venture ”“ rapidly scaling and exiting to a global media and data business.

As I continue to scale my new venture, CienDos, I am excited about playing a small part in developing the next generation of strong female leaders ”“ a critical ingredient in the recipe for any successful fintech.