Hot Takes

7 Principles to survive as an early-stage deeptech startup

1. It's always the customers' problem

The most common — and costly — mistake deeptech founders make? Believing that their tech roadmap is the business. It’s not. You're tech won't sell itself, and despite what you think, no one will see your brilliance out of the box. Spending years perfecting a technology without knowing where the real demand is leads to beautiful solutions in search of a problem. That’s not innovation — that’s ongoing academic isolation.

What matters most is figuring out, as early as possible, where the market is hurting. What’s broken, inefficient, frustrating, or dangerous? Where are the pain points so deep that someone will pay to make them go away? That’s where your opportunity lies.

You don’t win by building the most advanced system — you win by solving the most urgent problem efficiently. The faster you align your tech with real-world pain, the sooner you can design a solution that someone will actually pay for.

2. Translate your technology impact into a price

Once you know the problem you're solving, you should have a sense of the value you're unlocking. That’s your starting point. If you understand the impact on your target customers, you can begin mapping out how your solution is implemented and what kind of return on investment it delivers.

From there, pricing becomes a business conversation, not guesswork. You’re entitled to a meaningful share of the value you create. A solid rule of thumb? Claim about 30% of your customer’s ROI as your monthly or annual budget. That’s your anchor for pricing strategy.

If talking pricing does gross you out, you're in the wrong place.

3. Test a minimal viable business, not product

Until you're in real conversations with customers, pushing for an early proof of concept, you're flying blind. You won’t know where the actual business lies. You won’t uncover the real pain points or understand which ones you can solve in year one, two, or three. And you won’t be able to translate your project into value creation, let alone figure out what someone’s willing to pay for it.

This isn’t about polishing your product or refining your tech roadmap. You’re not applying for a research grant anymore.

This is business. And that starts with the market, not the lab

4. Your website does matter more than you think

Ah, yes, the classic we're-still-under-construction-but-it's-coming-up-soon-don't-worry... message. We get it. But also, we worry. Because it signals you might not fully grasp how critical clarity and focus are when facing the market. Think of it this way: you wouldn’t walk into a restaurant still deciding whether it’s a pizzeria, a vegan soup bar, or a barbecue joint. Your website is your startup’s CV — the front line of your business strategy.

Can’t communicate clearly? Then you likely don’t have a strategy yet.
No logo, or just a placeholder? That tells us branding — and probably sales — aren't on your radar. Using a regional domain (.fr, .de, .nl)? You’re signaling local ambitions in a global game.

It tells us you don’t get scale — or aren’t aiming for it.

5. A full-time team of 3 is the bare minimum

Even in the AI age, no one builds a deeptech company alone — or worse, with a half-committed team moonlighting from the lab or hospital. The problem isn’t that you’re all PhDs with limited business experience. That’s expected — no one starts out as a seasoned CEO. You’ll grow into the role. But what doesn’t work is treating your startup like a side project.

In deeptech, commitment isn’t optional—it’s the baseline.

If you're not all-in, investors and partners won't be either.

6. Raising money isn't a goal; it's a tradeoff

Building tech and getting it to market is expensive, so needing funding is understandable. But don’t confuse raising capital with success. Yes, it gives you more capabilities and runway—but it comes at the cost of control. You're inviting others to have a say in your project’s direction. If you do need to raise money, the best time is when you’ve got traction: customer conversations, a working proof of concept, a signed letter of intent, or even a small financial commitment. The worst time? When all you have is a slick PowerPoint, even if you've won an innovation prize or made a "30 Under 30" list.

Your valuation is a reflection of momentum. Early, practical steps toward real customers are what matter most. The more evidence you have that people want what you're building, the better your valuation — and the less control you’ll have to give up for the same amount of funding.

7. A large part of your ecosystem doesn't know what it's doing

This might come as a surprise, but one of the most critical things to figure out early is this: who in your ecosystem ticks both of these boxes? (a) They have a track record. (b) Their pay depends directly on your success.

Most don’t.

Your accountant will invoice you monthly, no matter how close you are to launching. Your bank’s job ends the day your account is opened. Your business angels may be well-meaning, but many come from outside the startup world and won’t offer operational value. So here’s the rule: prioritize people with skin in the game and the skills to help you turn tech into business.

They are rare, but they do exist. You might find them in unexpected places: a sharp coach in your local public incubator, a retired tech exec with deep industry know-how, or — yes, occasionally — a consultant (though, admittedly, that’s hit or miss).