After struggling to write last week’s article, I promised myself I’d take a lighter approach this time. So, I opened the shared document I have with my allies at Kindanews—La Voce dei Leader Silvia Castrogiovanni and Alessandra Rancati—where we jot down all our ideas and potential topics. One phrase immediately caught my eye: “the psychological aspect of fundraising.” “That must be the other Silvia’s note,” I thought. But my mind kept circling back to that phrase, so I decided to dive in. And as I did, metaphors of water and navigation naturally came to mind. The Emotional Side of Fundraising
Essentially, you’re asking someone to invest their capital in your vision—you’re institutionalizing an alliance. Essentially, you’re asking someone to invest their capital in your vision—you’re institutionalizing an alliance. I understand, and in a way, regret, that the shared language of fundraising is still accessible to very few in Italy. I’ve often heard incredibly talented teams—just less familiar with venture capital—ask, “So, do we really need funding? Can’t we just make it on our own?”
In Italy’s VC landscape—a tiny market—there are two main schools of thought. Chi si ispira agli americani e quindi raccoglie grosse somme di denaro e chi spera di crescere ispirandosi ai padri dell’imprenditoria italiana per procedere con le sue gambe. Some follow the American model, raising large sums of capital. Others hope to grow organically, inspired by the pioneers of Italian entrepreneurship, relying on their own resources. I personally lean towards the first approach, but I’d love to find the right balance, challenging the American model and tweaking the formula—changing just a few ingredients to make it even better.
Navigating Two Approaches
The key difference between these two approaches lies in method and speed—both in competition and consumer adoption. The world we live in today clearly favors the first approach, but I believe integrating elements of the second pays off in the long run.
That’s why I see both as essential mindsets to adopt. The real differentiator is growing strategically, finding ways to overtake competitors at the right moment—and when necessary, seeking support from bigger fish.
The small fish swims close to the big fish, making it faster and more agile—especially when backed by its school of allies. I can’t help but think of Finding Nemo.
Fundraising as a Strategy for Growth and Change
Raising capital comes with certain assumptions:
- With that capital, you will grow and create value—not just for yourself but also for your investors.
- You actually need it—otherwise, you wouldn’t be asking for it.
This need often stems from cash flow constraints—when cash reaches zero, it’s game over (ciao, kaput). Everything in fundraising revolves around this inherent risk of failure.
But there’s another, often overlooked reason: the need for change and evolution. Seeking funding isn’t just about money—it’s about bringing new people into the equation. Whether they’re financial investors or strategic partners, someone new takes a seat at the table. And when that happens, something old inevitably shifts.
This means the founding team’s leadership will immediately be put to the test. If there are hidden cracks, they will surface. The key is to spot potential obstacles early, before they cause real damage. If you can do that, you won’t get stuck—you’ll set sail.
So, bon voyage!
