The energy at Slush in #Helsinki is truly unmatched. It’s a spectacular showcase of global ambition, groundbreaking technology, and the relentless spirit of entrepreneurship. But as we head back to our operations, it’s vital to distill that raw excitement into actionable, grounded insights.
For BeChained, the recent experience at Slush and parallel events has cemented four key principles that will guide our strategy moving forward.
1. The Hype is Fuel, Not the Destination
Slush is a masterclass in creating euphoria—the buzzing halls, the massive deals announced, and the general feeling that anything is possible. These events are necessary; they charge the batteries and validate the journey.
However, the most crucial takeaway isn’t the hype itself. It’s the renewed motivation to keep fighting for our core vision when we return to the quiet reality of building. The real work happens far from the main stage. The greatest value of the event is the personal commitment it reinforces: the drive to overcome obstacles and continue iterating on the BeChained solution, long after the spotlights fade.
2. The Power of the Safe Space
One of the most enriching parts of the Slush experience is the opportunity to step into a safe space with other founders who genuinely “get it.” It’s where the polished pitch deck is replaced by honest conversations about burn rate, team challenges, and pivots.
A special thanks to Alex Hunter and Ann LoCicero for their insightful perspectives and incredible motivation. Sharing experiences with people who understand the unique grind of a startup is not just therapeutic—it’s strategically vital for sanity and finding fresh, unbiased solutions.
3. The Unflinching European Reality Check
While global optimism permeates the air, we must remain grounded in our specific operational reality. As Tapio eloquently highlighted during the adjacent EEX event, the European market often demands a different kind of strategy than Silicon Valley.
We need to be brutally realistic. This means rigorously testing our assumptions, understanding the true cost of customer acquisition in fragmented markets, and maintaining lean operations. Enthusiasm is a prerequisite, but realism—particularly concerning capital efficiency and market entry in Europe—is the ultimate determinant of survival.
4. Bridging the Corporate/Startup Divide
A major theme we observed was the persistent gap between established corporations and agile startups. For BeChained and others, the path to massive scaling often involves corporate partnerships, but this requires a fundamental shift in perception:
Corporates must begin to view startups as their primary external R&D department.
Innovation is simply impossible without an adequate culture to absorb and integrate it. We were heartened to see leaders recognizing this need. For instance, the CEO of Stora Enso (Hans Sohlström) has courageously initiated a massive process to change the internal culture. While this is a promising first step, it underscores that the integration process is long and complex. Startups must be patient yet persistent, and corporations must commit to structural change, not just symbolic initiatives.
Final Thoughts
Slush 2025 was a powerful catalyst. It solidified our purpose, connected us with key allies, and provided a necessary market reality check. BeChained returns with a heightened sense of motivation, armed with realism, and ready to deepen the collaborations that will drive true, sustainable innovation.
Stay tuned for more updates on how we are integrating these insights into our product development and market strategy!
