Month: April 2025

Managing Director John Glushik recently joined a panel with representatives of other corporate VC firms to discuss “Transformational Change and the Path Forward” as part of Global Corporate Venturing’s GCVI Summit. Here we summarize the key take-aways from the event.

Corporate venture investing has matured into a vital tool for driving innovation, extending corporate capabilities, and generating financial returns. But success in this space isn’t guaranteed. Too often, corporate venture arms struggle to balance strategic alignment with entrepreneurial autonomy, or they lack the internal resources needed to turn investments into meaningful partnerships.

It is possible to identify a number of themes across the industry, and lessons that may be applied broadly to any corporate-backed investment program:

Investing Where You Can Truly Add Value

Corporate venture arms often talk about providing “more than capital,” but making that promise a reality requires a clear strategy. The most effective programs focus investments in areas where the parent company can offer something unique—whether that’s industry expertise, infrastructure, distribution networks, or technical resources.

For example, venture groups backed by large industrial or scientific firms can provide startups with access to R&D capabilities, testing facilities, and domain experts that would otherwise be out of reach. This type of engagement not only de-risks investments but also accelerates startup growth in ways that financial capital alone cannot.

The takeaway? Be intentional about where and why you invest—not just to check a strategic box, but to create opportunities for meaningful collaboration. The best innovations are typically driven by the best entrepreneurs.  The best entrepreneurs can choose their investor partners and they will gravitate toward investors who add tangible value and prioritize the success of their portfolio companies.

The Hidden Challenge: Enabling Corporate-Startup Interactions

Many corporate venture programs underestimate the friction involved in connecting startups with business units. Large organizations move at a different pace than startups, and even the best-intentioned investments can stall if there isn’t a clear mechanism for engagement.

One approach that has proven effective is dedicated roles focused on facilitating these interactions. Some venture arms, HG Ventures included, now employ Platform Managers—team members whose primary job is to help portfolio companies navigate the complexities of working with a corporate parent while also advising the corporate partners on how to most effectively engage with entrepreneurs. This structured approach helps ensure that startups can tap into corporate resources without getting lost in internal bureaucracy.

Without this kind of intentional support, even the most promising investments can struggle to generate real impact.

Entrepreneurial Freedom: A Key to Attracting Top Founders

One of the most common pitfalls in corporate venture is exerting too much control over startups. While corporate priorities matter, successful venture programs recognize that entrepreneurs choose their investors carefully—and they tend to avoid those who impose too many constraints.

The best programs take a partnership-first approach, offering value while allowing startups to operate independently. This means:

• No forced commercial agreements that lock startups into suboptimal partnerships;
• Flexible investment terms that align incentives rather than dictating strategy;
• A long-term view that supports growth rather than short-term corporate KPIs.

The best founders have options. Corporate investors that offer flexibility and real support—not just oversight—are the ones that attract the strongest entrepreneurs.

Corporate Stability as an Unrecognized Advantage

Venture firms often focus on agility, but stability can be just as valuable. Corporate-backed investors with a consistent leadership structure and long-term vision can provide startups with reliable, patient capital—a major advantage over investors who may be driven by short-term fund cycles, shifting strategies or frequent leadership turnover.

This stability allows corporate venture arms to:

• Commit to longer-term partnerships rather than being tied to quarterly results;
• Build institutional knowledge, ensuring a more thoughtful approach to investment and portfolio support;
• Maintain strategic consistency, so startups don’t find themselves navigating shifting corporate priorities.

Not every corporate venture group benefits from this kind of stability, but those that do should leverage it as a competitive strength.

Corporate venture investing is at its best when it is structured, consistent, and designed for long-term success. Programs that integrate well with their parent organizations—without restricting entrepreneurs—are the ones that deliver the greatest impact.

As the corporate venture landscape continues to evolve, the most successful investors will be those that recognize venture is more than just writing checks—it’s about building meaningful, value-driven partnerships.

Interested in watching the whole panel? Watch the video here.

 

At HG Ventures, we are committed to investing in companies that drive meaningful change in their industries. One such company is ElectraMet, which is revolutionizing metals recovery and wastewater treatment. ElectraMet’s CEO, Keith Jacobs, and Chief Technology Officer, James Landon, sat down with HG Ventures’ Ginger Rothrock for a conversation about their journey, technology, and vision for the future.

The Technology: Better Science, Less Sludge

Ginger Rothrock (GR): Let’s start with the basics: What is ElectraMet and what is the problem the company is solving?

Keith Jacobs (KJ): We are fundamentally changing how metals are removed, recovered, and how oxidants are treated in wastewater. The traditional methods rely heavily on chemicals and generate sludge, which creates disposal challenges. Our electrochemical process is a cleaner, more cost-effective solution for industries like semiconductors, battery recycling, aerospace, and mining.

James Landon (JL): At its core, our goal is to shrink the sustainability loop. In traditional waste management, materials are constantly moved—whether it’s contaminated water being trucked away or metals being extracted and shipped elsewhere for processing. That’s inefficient, costly, and unsustainable. With our electrochemical process, we enable companies to recover valuable materials and treat wastewater directly on-site, eliminating unnecessary transport and waste disposal.

Take semiconductor manufacturing, for example. Many facilities truck out wastewater full of oxidants and metals, creating logistical challenges, safety risks, and high costs. Our technology closes that loop by allowing them to treat and recycle those materials onsite, keeping operations cleaner, safer, and more sustainable.

The company was founded in 2014 after my co-founder and I won a pitch competition. We were initially working on water softening and lead removal for residential systems. But as we developed our electrochemical process, we realized we could do something much bigger. We had an “aha” moment when we found that instead of just removing contaminants, we could actually recover valuable metals. That’s when we shifted our focus to industrial applications.

GR: We hear about other startups tackling wastewater with onsite systems. What makes ElectraMet’s technology different?

JL: Our process is membrane-free, chemical-free, and designed for on-site operation. Instead of generating sludge that needs to be trucked away, we enable companies to recover valuable materials while keeping their wastewater clean. It’s a sustainability win, but more importantly, it significantly reduces costs for our customers.

ElectraMet is a People Magnet

GR: Keith, you joined the company first as an investor before ultimately becoming CEO. What drew you to ElectraMet, initially?

KJ: It was the people. When I met James and the team, it was clear they had something special. The technology was strong, but more importantly, they had the expertise and perseverance to make it work. As I got more involved, I saw the immense commercial potential in industrial applications, and that’s what convinced me to take a more active role.

GR: James, we first met in 2021, and I too was impressed by both the technology and the people. What was your impression of HG Ventures at that time?

JL: Honestly, I was a little intimidated at first! It was my first time dealing with venture capital, and we were talking about more money than I had ever considered before. But it quickly became clear that HG Ventures wasn’t just about capital—you understood the markets we were in and brought valuable industry expertise.

KJ: I was surprised that HG Ventures was willing to invest as early as you did. Many VCs hesitate when it comes to industrial technology, but HG Ventures saw the potential in what we were building. That level of conviction was a big deal for us.

Big Problem, Big Impact

GR: We’re excited by how far ElectraMet has come since we first invested. What industries are you seeing the most traction in?

KJ: Right now, semiconductors and lithium-ion battery recycling are major focus areas. We’re also seeing strong demand in aerospace, mining, and even beverage production. Any industry dealing with metal or oxidant contaminants in wastewater can benefit from our technology.

GR: Can you share any specific examples of where your technology has made a big impact?

KJ: One of our biggest success stories is in the semiconductor industry. A manufacturer in Minnesota had been dealing with a significant metals contamination issue in its wastewater. Traditional solutions were costly and inefficient. When they adopted our system, they were able to reduce contaminants, recover valuable materials, and cut costs. That success has led to multiple installations across their facilities.

Overcoming Obstacles

GR: The water industry is notoriously slow to change, though. What challenges have you faced in adoption?

JL: One of the biggest hurdles is overcoming skepticism. Electrochemical solutions have been tried before, and some have failed spectacularly. That history makes it harder to convince customers that what we’re doing is different. But once they see the results, the technology speaks for itself.

KJ: Another challenge is changing behavior. Even when a solution is more cost-effective and sustainable, people don’t always adopt it right away. There’s an education component that comes with introducing any new technology.

GR: How do you go about overcoming these challenges?

KJ: We have an incredible team. One of the most important things we’ve done is bring together experts from different fields—electrochemistry, automation, engineering, and business development. That mix of skills has allowed us to develop not just great technology but also a strong go-to-market strategy.

JL: We also prioritize hands-on support for our customers. If they have a problem, we’re there to solve it. That builds trust and helps drive adoption.

The Future

GR: What about the future? What’s next for ElectraMet?

JL: We’re expanding internationally, particularly in Asia, where water recycling is an even bigger priority. We’re also growing our oxidant abatement business, which could end up being larger than metals recovery.

KJ: The ultimate goal is to redefine how industries approach water treatment. We’re here to disrupt legacy processes and make clean, efficient wastewater treatment the standard.

GR: What personally excites you most about the future?

JL: Seeing how far we’ve come and knowing there’s so much more ahead. The team is passionate, our technology is proving itself, and the market is ready for change. It’s an exciting time for ElectraMet.

KJ: For me, it’s the legacy we’re building. We’re not just creating a business—we’re creating a lasting impact on the industry and shaping the next generation of leaders in this space. That’s incredibly rewarding.

GR: Finally, what advice do you have for other founders, especially in hard-tech industries?

KJ: Perseverance. Building a company in this space is hard, and there will be times when it feels impossible. You have to be committed and willing to push through obstacles.

JL: Also, don’t fall in love with your technology—fall in love with solving customer problems. At the end of the day, customers pay for solutions, not features.

At HG Ventures, we believe in investing in companies that are fundamentally disrupting traditional industry practice in a sustainable manner. ElectraMet is a perfect example of how innovation, perseverance, and strong partnerships can drive meaningful change. We’re excited to be part of their journey and look forward to seeing them continue to grow and transform industrial water treatment.