Navigating Market Entry and Fundraising in PropTech

Dec 2025

The European building sector is undergoing a profound transformation. New environmental and operational standards are redefining how buildings are designed, operated, and upgraded. Against this backdrop, a young technology startup, which we will refer to as Project Atlas, set out to develop a software platform enabling commercial buildings to become fully COO-compliant through data-driven monitoring and automation.

The ambition was clear. The execution was not.

The challenge

Project Atlas had developed a strong technical foundation: a robust software solution combining building data, compliance logic, and operational insights. Early pilots confirmed the relevance of the technology. However, the company faced three critical challenges:

• No clear go-to-market strategy in a highly fragmented real estate ecosystem

• Limited visibility on how to structure a credible business plan beyond product development

• No defined roadmap for approaching investors, despite growing capital needs

Like many early-stage technology companies, the founding team was strong on product and vision, but lacked a structured approach to commercialization and financing.

Our intervention

Genki International was engaged to support Project Atlas through a structured advisory mandate, internally referred to as Project Horizon.

The objective was not to rewrite the product story, but to translate technical value into a coherent business narrative, an executable plan, and an investor-ready strategy.

Our work focused on three pillars:

1. Structuring the business model and market entry

We worked with the founders to clarify:

• Target customer segments across commercial and institutional real estate

• The decision-making chain between owners, operators, and service providers

• A pricing and deployment model aligned with compliance-driven purchasing cycles

This resulted in a focused market entry strategy, prioritizing a limited number of high-impact use cases rather than a broad, unfocused rollout.

2. Building a credible business plan

Under Project Blueprint, we supported the company in structuring its first full business plan, including:

• A clear value proposition linked to regulatory and operational pain points

• Financial projections grounded in realistic sales cycles and deployment constraints

• A phased growth plan connecting product roadmap, hiring, and capital needs

This exercise helped align the founding team internally and created a single reference document for partners and investors.

3. Preparing for fundraising and execution

Finally, through Project Northstar, we assisted Project Atlas in:

• Defining its funding strategy and investor targeting approach

• Refining the equity story and investment narrative

• Preparing management for investor discussions and due diligence

In parallel, we introduced execution discipline through clear operational priorities, KPIs, and short-cycle reviews.

Key outcomes

Within the first year following the engagement, Project Atlas achieved several critical milestones:

• Successful market entry with its first commercial customers

• Deployment of the platform in initial buildings, validating operational assumptions

• Completion of its first institutional fundraising round

• Establishment of a structured operating model supporting scale

Most importantly, the company transitioned from a product-led initiative to a structured, investor-ready business with a clear execution path.

From Vision to Execution in a Fragmented Market

The urban mobility sector in Europe is evolving rapidly, driven by regulatory pressure, sustainability objectives, and changing consumer behavior. In this context, a technology-enabled services startup, referred to here as Project Orion, set out to modernize last-mile logistics for urban professionals.

The concept was compelling. The execution path was not yet clear.

The challenge

Project Orion had identified a strong opportunity at the intersection of mobility, services, and technology. The company had validated demand through early traction and pilot partnerships, but faced several structural challenges:

• A fragmented market with heterogeneous customer expectations

• Difficulty prioritizing between multiple potential use cases

• An unclear operational model for scaling beyond the initial city

• Growing discussions with investors, without a coherent capital strategy

The founding team was ambitious and fast-moving, but the business lacked a unifying framework to move from experimentation to scale.

Our intervention

Genki International was engaged under an advisory mandate internally referred to as Project Vector.

The objective was to bring structure, focus, and execution discipline to a fast-growing but still unstable operating model.

1. Clarifying strategic focus and value proposition

Through Project Compass, we worked with the founders to:

• Narrow the value proposition to the most defensible customer segment

• Define a clear positioning versus incumbents and adjacent platforms

• Align product features with operational realities on the ground

This strategic refocus allowed the company to stop pursuing parallel initiatives and concentrate resources where impact and scalability were highest.

2. Structuring operations for scale

Under Project Framework, we supported the leadership team in designing:

• A scalable operating model across multiple cities

• Clear roles, responsibilities, and performance indicators

• Unit economics that reflected real operating constraints

This phase marked a shift from opportunistic growth to disciplined expansion.

3. Preparing the company for institutional growth

Finally, through Project Lighthouse, we helped Project Orion:

• Build a coherent growth narrative for investors

• Structure its financial projections and funding needs

• Prepare management for institutional investor discussions

The advisory work focused as much on internal alignment as on external storytelling.

Key outcomes

Within twelve months, Project Orion reached several decisive milestones:

• Expansion into multiple European cities with a standardized operating model

• Improved unit economics and clearer profitability trajectory

• Successful completion of its first significant fundraising round

• Strengthened governance and management cadence

The company emerged with a clearer identity, a more resilient structure, and a credible path to scale.

Structuring Growth in a Regulated Consumer Industry

Consumer brands operating in regulated industries face a dual challenge: building emotional connection with customers while navigating complex operational and regulatory constraints. This was the situation of a fast-growing European food startup, referred to here as Project Helios, positioned at the intersection of premium consumer experience and operational excellence.

Early demand was strong. The company was scaling faster than its structure.

The challenge

Project Helios had achieved rapid initial traction through a differentiated product and strong brand positioning. However, growth exposed several structural weaknesses:

• Increasing operational complexity across sourcing, production, and distribution

• Limited visibility on unit economics as volumes increased

• A business plan built around ambition rather than execution constraints

• Investor interest growing faster than the company’s internal readiness

The founding team needed to professionalize the organization without losing momentum or brand DNA.

Our intervention

Genki International was engaged through an advisory mandate internally referred to as Project Keystone.

The objective was to help the company transition from an entrepreneurial setup to a scalable and investable operating model.

1. Rebuilding the operating and financial foundation

Under Project Groundwork, we worked with management to:

• Clarify cost structures and margin drivers across the value chain

• Rebuild unit economics reflecting real operational conditions

• Identify operational bottlenecks limiting scalable growth

This phase provided management with a clear, fact-based view of the business.

2. Aligning growth ambitions with execution capacity

Through Project Alignment, we supported the leadership team in:

• Prioritizing growth channels based on profitability and operational feasibility

• Structuring a phased expansion plan across regions and partners

• Defining hiring and investment priorities aligned with cash constraints

Growth objectives were reframed into a realistic, executable roadmap.

3. Preparing the company for investor scrutiny

Finally, under Project Signal, we helped Project Helios:

• Consolidate a clear equity and funding narrative

• Prepare a detailed business plan and investor materials

• Strengthen governance and reporting ahead of fundraising discussions

This work positioned the company as disciplined, credible, and ready for institutional capital.

Key outcomes

Within the first year following the engagement, Project Helios achieved:

• Improved margin visibility and stronger unit economics

• Stabilized operations supporting continued growth

• Successful completion of its first structured fundraising round

• Reinforced confidence from existing shareholders and partners

The company entered its next phase of growth with stronger foundations and clearer strategic direction.

Choosing an Orderly Exit in the Pet Care Industry

The European pet care market has seen significant growth in recent years, driven by premiumization, digital services, and changing consumer behavior. In this context, a young startup, referred to here as Project Willow, was launched with the ambition of building a technology-enabled pet care platform combining services, subscriptions, and localized operations.

The vision was attractive. Market realities proved more complex.

The challenge

Project Willow had progressed beyond the idea stage. The company had:

• Built an initial product and service offering

• Tested demand in several local markets

• Engaged in early discussions with partners and potential investors

However, as operations unfolded, several structural issues emerged:

• Customer acquisition costs were significantly higher than initially projected

• Unit economics remained negative despite multiple pricing and operational adjustments

• Operational complexity grew faster than revenues in a fragmented local services market

• The capital required to reach break-even exceeded realistic fundraising prospects

The founding team faced a critical question: continue raising capital to sustain uncertainty, or reassess the viability of the model.

Our intervention

Genki International was engaged under an advisory mandate internally referred to as Project Clearpath.

The objective was not to force continuation, but to provide an independent, fact-based assessment of the company’s strategic options.

1. Objective business and financial assessment

Under Project Lens, we worked with management to:

• Reassess unit economics under multiple realistic scenarios

• Stress-test growth assumptions and capital requirements

• Evaluate operational scalability and risk exposure

This analysis removed emotional bias and clarified the true economic profile of the business.

2. Scenario analysis and decision support

Through Project Crossroads, we supported the founders in evaluating three scenarios:

• Aggressive continuation with additional fundraising

• Partial pivot with reduced scope and market presence

• Orderly wind-down and closure of operations

Each scenario was assessed against capital needs, execution risk, and shareholder impact.

3. Executing an orderly closure

Once the decision to close the company was made, under Project Resolve we assisted with:

• Structuring a controlled wind-down plan

• Managing stakeholder communication (employees, partners, shareholders)

• Preserving value where possible through asset and IP disposition

• Ensuring legal, financial, and reputational matters were handled properly

The focus shifted from growth to responsibility and clarity.

Key outcomes

As a result of this process, Project Willow achieved:

• A timely and controlled closure, avoiding value-destructive last-minute decisions

• Transparent communication with all stakeholders

• Protection of founders’ and shareholders’ reputations

• Valuable strategic and operational learnings carried forward into future ventures

While the company did not continue, the decision prevented deeper losses and enabled the founders to move forward with clarity and credibility.