Malta – an ideal breeding ground for start-ups

Malta – an ideal breeding ground for start-ups

MALTAway Business Advisory to:

Improve your Business fitness to meet the challenges of tomorrow 

Comparison of Ideas and Actions for the Corporation and its Board , the Entrepreneur and his Company

Malta , in Europe , in the Commonwealth, in the World



Investing in start-ups is trending as 2016 takes a massive turn towards expediting innovation and entrepreneurship. We hear about a new idea being funded almost every minute. Right now, it is an exciting phase globally, with almost every country trying to nurture a start-up ecosystem to counter the uncertainties of economic imbalances and loss of jobs due to tectonic shifts in the investment and consumer markets.

Given the scenario, angel investors and venture capitalists have the potential to change the world by supporting the right founders and their start-ups.

Malta is an ideal breeding ground for start-ups, giving budding entrepreneurs access to quality talent and lower burn rates of capital. Most importantly, there are young entrepreneurs coming in from all over Europe to take advantage of what Malta has to offer.

One of the reasons why a start-up ecosystem thrives is the availability of capital for a founder to get started or to scale up. While funding for scaling a venture is the interest of venture capitalists, seed funding for starting up is mostly fuelled by angel investors.

There are two types of angel investors: structured and professional angel groups or unstructured and individual investors. Obviously, the structured and professional angel groups are making the most out of the windfall gains when a start-up makes it big.

However, there is still a huge gap between the number of aspiring entrepreneurs and available angel funding today. There are a few million of us who are yet to warm up for the game or may be sitting on the fence! Angel investors and venture capitalists are now seeking opportunities which allow them to expand their portfolios – investing in start-up is key. As an investor they would be contributing to an entrepreneur’s attempt to innovate for the betterment of society through a valuable product or solution.

For investors, participating in the bottom of the pyramid economy as one of the privileged few means they also benefit from managing a large enterprise which once was a small business or a start-up. For many investors, the appeal is securing a place in the innovation economy while being engaged in the routine of a large enterprise without any conflict of interest.

Investors also benefit from the growth of a start-up by taking up an active role, if and when the need arises, while getting to know the dynamics of a start-up ecosystem as an insider.

Diversifying the investment portfolio from standard offerings in the market such as fixed deposits, property and mutual funds to a direct experience of investing into those value creators who drive the stock markets eventually is attractive. Reap windfall gains of multiple times the original investment from an eventual exit by promoters to a larger acquirer or from a planned IPO is the ultimate goal.

The only obstacle to jumping on this bandwagon seems to be the fear of losing the small portion of one’s own net worth in case the venture idea does not take off as expected. Nevertheless, the feeling would be better than a rollercoaster ride at Disneyland.

The potential return for angel investors and venture capitalists can be huge. Profits from a successful start-up can be in the thousands of per cent and if a company is able to reach the level of going public profits can be in the thousands of per cent. However, any early stage or start-up business is considered very high risk, no matter what the business is. As a result many angel investors want a higher return in exchange for this risk, ideally 30 to 40 per cent.

Some will accept less and some will want more but this should be your realistic target and objective for what an investor wants for return on investment. The odds of increasing the investment returns can be increased by retaining close ties with the company even after the initial investment. When the angel investor continues to be attached with the business, their experience can help flourish the business. So far the typical angel investor tends to invest in local companies as it is easier to do due diligence in local companies before writing checks. Furthermore, mentoring local companies is convenient for angels.

Source: Times of Malta

Consigli per imprenditori alla ricerca di capitali e servizi business

Consigli per imprenditori alla ricerca di capitali e servizi business

Niente più dei numeri sbagliati può affondare una grande idea imprenditoriale!

There has never been a better time to be an entrepreneur (in US, Malta ….not everywhere!)

The current free flowing seed stage capital is giving lots of founders a false sense of confidence when going into their Series A. The result is a lot of busted rounds, limiting these companies’ potential.

The good news is that startups don’t have to fall into the Series A trap. There are a lot of opportunities to capitalize on these same trends and use them to your advantage

“The Blessing of a Skinned Knee.” The book was full of contrarian wisdom. While most new parents’ natural instincts are to improve their child’s life by removing obstacles, eliminating every potential source of pain, and helping them avoid adversity, the author of the book cautioned against overprotecting your child. Specifically, her thesis was that grit and resilience are extremely important life skills, and that it is important for people to learn how to overcome adversity (like a skinned knee) at a young age.

The way that seed funding is all about your idea and team, Series A is all about the numbers. We weren’t tracking cohorts or anything at all. I didn’t know about LTV or CAC, or how to answer questions about the economics of scale. We walked into an interrogation that we weren’t prepared for.”

Loan-To-Value Ratio – LTV Ratio

Customer Acquisition Cost

Series A investors are always looking to catch a company before they run an official process, as it’s almost always in their best interest to pre-empt a competitive funding situation. That means that they’re aggressive in trying to get early meetings. As first-time founders see their inboxes fill with email from VCs, they often assume that the volume and intensity of VC interest will translate into an easy funding round — and often (mistakenly) decide to start a fundraising process too soon.

There’s nothing like numbers to fuck up a good story.

Seed stage boom


Servizi Business per migliorare la propria forma per affrontare le sfide di domani

Confronto di Idee e Azioni per la Corporation e il suo Board, l’Imprenditore e la sua Impresa

Malta, Italia, in Europa, nel Mondo


Soluzioni per per la Corporation e il suo Board, l’Imprenditore e la sua Impresa, a Malta, Italia, nel Mondo

 Dallo spirito del continuo agire e migliorare, dal pensiero globale per un’azione locale che caratterizza MALTAway, è scaturita una nuova proposta:


(download pdf personal trainer) 

Migliorare la propria forma per affrontare le sfide di domani

Confronto di Idee e Azioni per per la Corporation e il suo Board, l’Imprenditore e la sua Impresa

 Con MALTAway, un continuo confronto di Idee e Azioni per l’Imprenditore e la sua Impresa, perché condividere la conoscenza e fare sistema è la strada per la prosperità.

La metafora sportiva, ben si adatta alla sfida e opportunità di successo, che la globalizzazione  presenta.

Per essere vincenti occorre il Board, il CeO, l’Imprenditore e il suo piacere di fare Impresa, allenamento, una squadra affiatata, chiarezza dei propri obiettivi, un personal trainer con cui confrontarsi per contribuire a disegnare la strada.

E tutti questi elementi sono già tutti presenti qui, a MALTA, collante efficace di questa sfida.

Possiamo operare con te, al tuo fianco nel Consiglio di Amministrazione come Non-Executive Director, ma anche insieme al tuo Leadership Team


Costruire con per la Corporation e il suo Board, l’Imprenditore e la sua Impresa un tavolo di confronto strategico, idealmente con alcuni incontri mensili, affiancandolo nelle scelte chiave di Business, basato su questi valori e fondamenta:

  •  Fiducia
  • Rapporto Personale
  • Ascolto e Comprensione del contesto
  • Competenza ed Esperienza
  • Riservatezza


  • Strategia e Governo dell’Impresa:
  • Board Governance
  • Board with Shareholders
  • Board with the Leadership Team
  • Strategia dell’Imprenditore come Azionista
  • Strategia dell’Imprenditore come Capo Azienda
  • Ruolo della famiglia, cambio generazionale
  • Capitali di rischio e Investments
  • Strumenti di governo dell’impresa
  • Organizzazione e Management:
  • Check Up Organizzativo, Processi, Persone, Competenze
  • Famigliari e Persone chiave, valutazione e supporto (coaching)
  • Sistemi di Reporting ed Informativi
  • Formulazione della strategia, traduzione in azioni e obiettivi, monitoraggio
  • Operazioni straordinarie d’impresa, Fusioni e Acquisizioni, riassetti organizzativi
  • Innovazione Prodotto e Sviluppo Commerciale:
  • Progetti di Innovazione Prodotto
  • Iniziative Commerciali per nuovi Prodotti, Mercati, modelli Distributivi
  • Internazionalizzazione
  • Ricerca e valutazione nuovi Partners
  • Comunicazione, Marketing e Eventi, tradizionale e digitale
  • Corsi Corporate Inglese e MBA a Malta










The golden rules for a compensation system that strikes the fine balance between a startup’s needs and keeping employees happy.

The golden rules for a compensation system that strikes the fine balance between a startup’s needs and keeping employees happy.

“You can’t be transparent if you’re not paying fair, and if you are, there’s no reason to not be transparent.”

“Most startups overpay for talent because they undervalue their own equity — so the candidate will too,”

“You should not lose candidates because another startup at a similar stage is paying them more cash.”


1) No one is ever happy with compensation, and compensation has never made anyone happy

2) People always find out what everyone else is making.

3) Create a system that revisits compensation only 1-2x a year.

4) On the spectrum between formulaic and discretionary compensation, be as formulaic as you can.