ScaleUp Stories: Europe

Robbie O'Connor has spent 17 years scaling some of the most beloved SaaS products in the world — Google, Dropbox, Asana, and most recently Notion, where he led EMEA expansion. Now advising founders and investors across Europe, Robbie brings rare operator wisdom to the questions every scale-up founder is wrestling with. In this episode, Renee and Robbie dig into what it really takes to go from a great product to a global company — and why Europe's moment may finally be here. What we cover: How Notion built a global community before it built a global team — and the fine art of nurturing without over-engineering Product-led growth vs. sales-led go-to-market: when each model works, and the costly mistake of mixing them up Why your first hires cast a shadow that lasts for years The role of advisory boards in helping founders make better decisions — and how to structure one that actually delivers value Europe's historic tendency to "wait for permission" before going global — and why that's finally changing Why global scale isn't something you earn later — it's something you design from day one Key quote: "Global scale is not something you can earn later. It's something you design from day one." About Robbie O'Connor: Robbie O'Connor is a former operator turned advisor and board member, with deep experience scaling Dropbox, Asana, and Notion across EMEA. He is based in Dublin and currently works with European scale-ups and investors navigating international expansion.

In this episode, Renee sits down with Greg Merrill — three-time startup co-founder, former innovation leader at Nike, and active advisor to global tech and retail companies — to break down how advisory boards really work inside growing businesses. Greg has seen advisory boards from every angle: early-stage founder, enterprise executive, and now a hands-on advisor to multiple startups. Together, Renee and Greg unpack the strategic, operational, and personal value advisory boards can bring to both founders and companies — and why the right structure and rhythm matters if you want to unlock that value. This is a practical, candid conversation packed with examples, frameworks, and lessons for scaleups, especially European companies expanding into the U.S. market. What We Cover 1. Greg's unique path from startup founder to Nike innovation leader How he "fell into" founding three companies early in his career Lessons learned commercializing IP across energy, materials, and manufacturing Leading advanced innovation at Nike: robotics, pineapple/mushroom leather, 3D printing, and more 2. What advisory boards actually do (when done well) Why Boards of Directors are inherently structured — and Boards of Advisors rarely are The difference between "having" advisors and actually using them How simple frameworks (monthly touchpoints, quarterly updates, clear asks) increase advisory ROI Why advisors often become sounding boards, confidants, and safe spaces for founders 3. How founders can activate advisors more effectively The power of pre-reads, facilitators, and predictable cadences How to ask for help when you don't even know what you need Greg's examples from companies using lightweight but highly effective systems 4. Advisors ≠ your sales team The right (and wrong) way to leverage advisor networks Why strategic involvement leads to better intros than commission-based "go-sell-this" requests The halo effect: credibility, brand association, and warm doors opening 5. Compensation & incentives Cash vs. equity — and how it changes from pre-seed to Series B Why even small stipends create seriousness and mutual respect The importance of clear boundaries for investor, advisor, and contractor roles 6. Using advisors to scale across borders (EU → US and beyond) Why localization beats translation every time Cultural misalignment that kills deals: language, buyer behavior, pace, expectations How in-market advisors prevent costly mistakes and accelerate traction 7. Becoming an advisor: guidance for senior operators How executives from large companies can step into advisory roles before leaving corporate life Positioning yourself: the "I am X, I do Y for Z" framework Why advisory work is becoming the "next chapter" for many senior leaders Key Takeaways Advisory boards can be game-changing — but only with a light structure founders can maintain. Advisors are most valuable when involved in the strategy, not just asked for intros. International expansion becomes dramatically easier with the right in-market advisors. Founders should treat advisors as partners — not salespeople — and be willing to ask for help. Senior executives entering advisory work should define their positioning clearly and early. Quotes We Loved "Wherever you go and whatever you do, leave things better than you found them." — Greg Merrill "Even light structure creates 10x more value in an advisory board." — Renee Hartmann "Founders don't always know their blind spots — advisors help pressure-test the thinking." — Greg Merrill "Advisors bridge culture, context, and credibility when entering new markets." — Renee Hartmann Who This Episode Is For European scaleups preparing for U.S. expansion Founders building or refreshing their advisory boards Operators/executives considering advisory roles Investors supporting early-stage founders Anyone scaling a company in retail, commerce, or enterprise technology

Scale Up Stories Europe sits down with Konstantin Heilmann, founder of Paxa (fractional General Counsel for high-growth tech), to unpack the real legal work behind a successful U.S. launch. This episode is a practical guide for European founders who want to expand quickly—without making costly mistakes. Hosted by: Philip Guarino, Co-founder, Catalysta Partners Powered by: Catalysa Partners — founder-led advisory helping European scale-ups go global with clarity, credibility, and speed. What we cover Why a Europe-first mindset breaks in the U.S. (litigation risk, employment, taxes). "United States" ≠ one market: state fragmentation across tax, privacy (e.g., CCPA), and employment. The must-have boots-on-the-ground principle for customers, hiring, and culture transfer. Entity choices explained: Delaware corporation vs. LLC, and when a flip might make sense. The U.S. hiring stack: at-will employment, offer letters + PIIA, benefits, and 401(k) basics. Equity the U.S. way: avoiding dry-income traps, stock options vs. phantom stock, and 409A valuations. Sales tax, franchise tax, federal vs. state—building a scalable tax/compliance cadence. Litigation reality check: why tight contracts and liability limits matter more in the U.S. A smart market-entry tactic: start in one or two states before widening your footprint. How a fractional GC model unblocks sales and keeps ops moving while you scale.

Guest: Maik Taro Wehmeyer, Co-Founder & CEO at Taktile Theme: How a European B2B software company chose New York, won U.S. customers, and prepared for the next phase of scale Episode summary Maik Taro Wehmeyer shares how Taktile navigated the leap from Europe to the U.S.—why New York beat other hubs, what changed in sales execution, and how the leadership team showed commitment on the ground. We dig into milestones on the path to scale, lessons from fundraising with U.S. investors while building in Berlin, and the organizational upgrades needed to move from fintech mid-market wins to true enterprise. Maik also offers direct advice to European founders about timing, hiring go-to-market talent, and avoiding the most common expansion mistakes. What you'll learn Timing the U.S. move: Signals that said "go now," and how Maik framed the decision internally. Why New York: Proximity to customers, investor access, and practical ecosystem advantages vs. other U.S. hubs. Milestones that matter: Separating product/market milestones from organizational ones—and how each unlocks the next stage. Leadership presence: Why the leadership team must be physically present to earn credibility with customers and hires. Selling in the U.S. vs. Europe: The calibration shift—from feature depth to proof, speed, references, and sales craft. Hiring go-to-market early: The cost of waiting too long to bring in experienced U.S. sellers and sales leadership. Pricing, costs & taxes: How local labor costs and employment taxes factor into U.S. operating math. From fintech to enterprise: What changes when you start selling into Fortune-500-type accounts (process, security, scale, expectations). Preparing for the next round: What "Series B readiness" actually looks like inside the company.