Financial Times Corporate Venturing and VC Networking Drinks
Exclusive event hosted by the FT's Corporate Development team
Corporate venture capital (CVC) investing has reached record levels. Research suggests that a third of all venture deals now involve large companies, with more than 75% of the Fortune 100 active in the space and 50% have set up a CVC arm as a separate subsidiary (not including companies with internal VC business units). As those familiar with the industry are aware, however, the success of corporate venturing depends on navigating complex and at times competing priorities, as well as, the overall approach to co-investing alongside other venture investors.
As CVC funding continues to account for a larger percentage of overall funding this year relative to 2022, the cap tables of investee companies are becoming increasingly diverse. With CVCs, VCs and university-affiliated VCs all increasingly co-investing in growth companies, it is important for potential co-investors to have a good understanding of investment priorities,the areas of potential conflict, and the opportunities for collaboration that may arise, both during the deal and after the deal goes through.
This networking drinks and panel, hosted by the FT's Corporate Development team discussed the goals of CVCs, VCs and other investors, where these align and also differ, how friction is mitigated and resolved, and where collaboration opportunities arise.
Key Discussion Points
How do CVC goals typically diverge from other venture investors and where do they align?
How best can CVCs and other venture capital investors collaborate and what are the models that are working well?
Where does conflict typically arise between financially focused venture capital investors, corporate venture investors and university funds?
Why Attend?
Understand
The big picture, not just the individual strands of the business you work in
Discover
New approaches and strategies to help win market share
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