We launched our Global Mentorship Programme on the 3rd of August; the Mentorship Programme is a virtual acceleration that helps early-stage oncology startups to achieve their goals and become accessible to patients as soon as possible. The mentors are at the core of the programme and without them, we couldn’t have put together such a compelling set of activities, workshops, and events.
This week on the blog we introduce Dávid and Márton, the mentors of the Mentorship Programme’s brand building and marketing workshop. Dávid and Márton are no strangers to the startup sphere, Márton started working with startups in 2012 and Dávid founded his first startup in 2010. Now Dávid is the founder and CEO of SmartHub and alongside with Márton, who is the project manager in Dávid’s team, they provide support for startups in sales, business development, investments.
Introduction: Please tell us three things about yourselves
- strategic planning mindset
- focusing on the big picture
- travelling man
- family man
- sports enthusiast
- thinking rationalist
What’s your motto in life?
D: The most important step is not the first one. It is the next one…
M: Mottos oversimplify the meaning of life.
Tell us the most important things about your current role
- founder of SmartHub – around 30 projects in cooperation
- business development
- GTM strategy
- sales and marketing
- communication and business development consultant with 10 simultaneous projects
When and why did you start to work with startups?
2010 – my first startup started in South-East Asia. I loved it!
2016 – I was mentoring startups for getting VC funding – it brought a lots of experiences and network.
2017 – I was building flexible marketing strategy for startups, and mentoring them.
2018 – I have established SmartHub in which I can make my dream true, in presenting valuable services for startups in funding, marketing, GTM and sales in a complex constructive method with my team
2019 – South-East Asian GTM for startups has started – workshops, hands on business tours (Kuala Lumpur, Singapore) in a partnership with foreign offices and international networking.
M: In 2012, because at that time startups seemed to be the opportunity to wash away the bad legacy of 90’s entrepreneurs.
You both have an impressive professional background and you’ve been in this space for some time now. How did you find it to transition to mentoring?
D: Transferring the B2B network and experiences is a key role for me to transfer. Also all VC or corporate meetings is a new opportunity for cLAB portfolio, I which I would like to transfer the win for both parties in negotiation.
M: Half of my family was and is still chasing their career path in education, but I’ve always been doing my things with a little business twist. So that, mentoring came up to be an obvious choice for me.
Most mentors work on a pro bono basis in the startup sphere, so it’s mainly the startups that are benefiting from the programme. How is it from a mentor’s point of view? Is mentoring a rewarding experience?
D: Win together is great think. I have my win in my life so it is time to transfer for the new comers. Every project teaches me for something new.
M: I disagree. Mentors benefit from summarizing and giving shape to their knowledge in a way that can be passed over to the so-called students. This helps from time to time to step on a new professional level. On the other hand, who knows what the potential of a mentored startup might be.
What’s your motivation in mentoring oncology startups?
D: Honestly? To make the world a better place. I have serious issues in my personal contacts about that topic, let’s make their future more positive.
M: I have already gained some experience with healthcare companies and I see that the impact made in this industry can be compared to no other.
Part of being an entrepreneur is about learning to fail. How did you learn to embrace failure?
D: There are people who always analyse their failure because they think this is the best way for learning. Others simple WIN! I prefer the second one.
M: I still haven’t fully, but now I am quite sure, if someone fails to do something I asked for, that is because I asked it the wrong way.
What’s the most important leadership lesson you’ve learned and how is it valuable for entrepreneurs?
D: Avoiding emotional decision making.
M: Same as above. The other one is temper and ego are the worst motives in important decisions. Take your time, even sleep a night to answer/decide on such issues.
You have long-standing, substantial experience in business consulting and marketing, what do you think is the biggest challenge for early-stage startups at the moment and how do you see their future in business the arena?
D: Find the right expert to a given task. If everyone is doing the thing in which they are experts, and keep focusing only on that, projects will scale continuously.
Understand customers need, let’s sit on the other side of the table, and try to ask the right questions. Then they can prepare the most effective value proposition.
M: You need to see the real motives of your potential clients. Then you can talk about brand values, USPs, channels, tools and all the other marketing wizardry.
Off the top of your head, what’s the one book every entrepreneur should read?
D: Dale Carnegie – How to win friends and influence people
M: Harry Potter. It teaches more about loyalty, strategic thinking, the nature of good and bad than any entrepreneur books you can get. For real. Or maybe it is because I just haven’t arrived to that coaching and self-improving period of life.cLAB Ventures - September 28, 2020