What drives the world's leading tech ecosystems?
Exceptional university research with the potential for commercial spin-outs, well-structured incubators and accelerators, talented individuals, a culture of innovation and commercialisation, progressive policies, tax incentives, and - crucially - smart investment.
Scotland possesses most of these components in abundance, yet some integral elements are still missing.
Mark Logan’s Scottish Technology Ecosystem Review, published in 2020, outlined the steps necessary to foster a more entrepreneurial ecosystem that is supportive of innovation. A significant focus of the report was on nurturing talent by integrating STEM and business entrepreneurship into earlier stages of higher education.
Logan, now chief entrepreneurial adviser to the Scottish Government, also emphasised the critical need for increased international investment. I passionately support both of these points.
The question is how do we make this a reality and drive our ecosystem forward?
Last year, I proposed to Scottish Development International the idea of inviting global investors to Scotland to witness firsthand our dynamic sectors. Our approach was to curate sector-specific sessions that presented real investable opportunities to investors in high-potential startups across biotech and life sciences, climate and space.
We gained invaluable insights into what investors are seeking. When polled, many were interested in investing directly, yet 72% preferred channeling their investments through local funds aligned with specific sectors.
We heard comments from the investors such as 'beautiful valuations', which is investor speak for 'this is really cheap'. Investors used the term 'intellectual humility', acknowledging our brilliance technically, but subtly suggesting we need to improve the way we tell our unique stories. To be fair, I think it is a Scottish trait to undersell ourselves.
These key insights suggest we need to embrace new ways of working. Not just what we need to do, but how we do it.
First, we must present Scotland's narrative from an external, 'outside-in' and forward-looking perspective. We need to pivot towards a proposition of growth on the world stage, explaining how we solve global problems. We need to demonstrate how we partner with private investors, and are not dependent on public funding.
Risk-taking is a second area where we can improve.
On the investment side we need more emerging venture funds who can be the new and upcoming allocators of capital and who take more risk. On the founder side, we need to foster a culture and environment of more risk-taking that celebrates and supports those that take those risks and venture beyond the conventional. And we need to drive more ambition to generate bigger outcomes and outsized returns.
Third, our entrepreneurs need to be better educated about venture capital and the dynamics of globally competitive valuations.
As a GlobalScot for the past 20 years, I have observed many Scottish companies struggle to raise adequate capital, often receiving smaller-than-needed investments, or facing excessive equity demands from local investors, making it harder to raise further rounds of investment.
Fourth, to compete globally, Scotland needs 'smarter capital' - investors who not only bring their cheque books but also their extensive networks and expertise. We want their experience around the dynamics of global markets, and how 'go to market' strategies need to factor in cultural nuances in local markets.
Finally, enhancing the commercialisation of research from our amazing public universities is crucial. We need professional accelerators, like smart things specialist Filament STAC in Glasgow, to demonstrate best practices. Changes are needed in equity, licensing, and intellectual rights to remove the barriers for both founders and investors.
As a proud Scot who has spent nearly three decades in the US, I am hopeful about Scotland's potential to continue shaping the modern world. But we need to be clear and honest with what’s happening around the world, and to understand how other emerging economies are accelerating and gaining momentum.
We also need to be cognisant of global market dynamics and cultures, and how we want our innovative Scottish companies to show up on the world stage,
However, hope is not a strategy; we need strategic national actions, such as those proposed by Logan, while we also must integrate fresh outside-in perspectives.
I would encourage Scottish investors to engage with the global investment community, and for the entire ecosystem to lean into a positive mindset of risk-taking and increased collaboration for the greater good.
After all, a rising tide floats all boats. Let’s show our young talent and future entrepreneurs what can be done.
Ross Hamilton is managing director of Sustainable Alpha and chair of the New York GlobalScot Advisory Board
