Startups and scaleups thrive on agility, speed, and innovation. Corporates, on the other hand, bring stability, resources, and established market access. In theory, bringing these two worlds together should create powerful synergies. In reality, it’s rarely that simple.
In a recent CPaaSAA Talk, I sat down with Robert Galop (Creo Solutions) and Nicolai Schaettgen (Match-Maker Ventures) to discuss the challenges and opportunities in bridging the scaleup-corporate divide. Both of them work at the intersection of these two vastly different worlds, helping to unlock partnerships that drive real business results.
Here are the key takeaways from our conversation:
1. Scaleups and Corporates Operate on Different Timelines
One of the biggest friction points between scaleups and corporates is the pace of execution. Startups want to move fast, test, iterate, and grow. Corporates, however, are risk-averse, layered with bureaucracy, and often bogged down by decision-making committees.
Nicolai made a great analogy:
• A corporate is like a 45-year-old single parent with three kids, a mortgage, and a stable job. A great opportunity in Brazil might sound exciting, but the risks are too high.
• A scaleup is like a fresh-out-of-business-school 24-year-old with nothing to lose. A high-risk, high-reward move to Brazil is a no-brainer.
This fundamental mismatch in risk appetite is why corporate-startup partnerships often stall before they even get started.
2. Technology Alone Isn’t Enough—It’s About Solving Business Problems
A major mistake many scaleups make is leading with their technology instead of the business value it delivers. As Robert pointed out, corporates don’t care about “speeds and feeds” or flashy API features. They care about how a solution impacts their business.
A great example of a scaleup doing this right is Shabodi, a company that both Creo Solutions and Match-Maker Ventures work with.
Shabodi provides a Network API platform, but what sets them apart is their focus on business outcomes rather than just the tech. Instead of saying, “We have the best network APIs,” they say:
• “We help industrial enterprises unlock new efficiencies through real-time data and connectivity.”
• “We enable low-latency applications that drive revenue in manufacturing, logistics, and telco.”
This shift in narrative makes a huge difference when selling into large enterprises.
3. RFPs Are Killing Innovation—Fast Prototyping is Key
One of the biggest frustrations in the industry is the over-reliance on RFPs (Request for Proposals) for new technology adoption. Robert called out how many telcos are still issuing RFPs for developer marketplaces instead of focusing on solving actual enterprise problems.
The best way forward? Get to market faster, test, and iterate.
As Nicolai pointed out, companies need to think of initial deployments as buying a lottery ticket—a small investment that, if successful, can unlock massive upside. Spending months on procurement, NDAs, and legal reviews without a tangible business case is a losing game.
4. Telcos Need to Move Beyond “Waiting and Seeing”
In the Network API space, the supply side (i.e., making the APIs available) is more or less covered. Not done, but getting there. The challenge now is driving adoption. Yet many telcos remain stuck in wait-and-see mode, reluctant to take the first step.
The solution? Get your feet wet. As Nicolai put it:
“If you wait three years to validate the market, you’ll be collecting crumbs while others are leading.”
Some telcos are starting to get it. The most forward-thinking players are actively engaging with scaleups and co-developing real-world applications rather than just launching an API and hoping developers will magically start building.
5. Network APIs Need Business-Led Use Cases
Robert highlighted another major shift happening in the industry: the move away from developer-first thinking toward business outcome-first models.
Instead of just saying, “Here’s an API—come build something,” leading players are building solutions that enterprises can buy off the shelf.
• Just like enterprises buy UCaaS and CCaaS today, they need pre-packaged solutions that leverage Network APIs—not just raw APIs that require heavy lifting.
• The key is to focus on specific, high-impact use cases that solve real business problems—something we’ll see demonstrated at MWC Barcelona with companies like Shabodi.
Final Thoughts: Moving from Potential to Results
There’s no doubt that corporate-scaleup collaboration has massive potential, but it requires a shift in mindset:
• For scaleups: Speak the corporate language. Focus on business impact, not just technology.
• For corporates: Move faster, take calculated risks, and stop waiting for “perfect” market conditions.
• For the ecosystem: Build real-world use cases, not just developer marketplaces.
The CPaaS Acceleration Alliance is committed to making this happen by connecting industry leaders, showcasing successful implementations, and pushing for more agile, business-driven adoption of new technologies.
With events like MWC Barcelona just around the corner, we’ll see first-hand how these conversations translate into action. Looking forward to continuing the discussion with Robert, Nicolai, and many others in person!
My lifetime in IT and telecoms has been dedicated to innovation, building bridges and creating change. From the early days of cloud communications to working with operators on innovations and business development, and currently emphasizing APIs, CPaaS/CX and AI, my journey has been one of continuous evolution.
As founding partner at CPaaS Acceleration Alliance and The Next Cloud I'm privileged to help global telcos and techcos thrive in a fast changing world - through events, community building, strategy and global business development. I thrive on challenges and change, strategizing in cloud communications, and bringing people together for mutual success. Travel and continuous learning are my passions.
I believe the global communications industry is pivoting to prioritize customer experience and impactful solutions over mere technology and platforms, and we can tackle societal challenges by merging the strengths of corporates and innovators within new ecosystems.
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