Sep 23, 2026 · 38 min · 10 segments
What does two million pounds actually buy a hardware founder, and what does it cost? This compilation pulls together nine Season 4 guests, founders, owners and senior leaders building physical…
Chris WhiteHostI guess the truth is, Chris, on that, the market into which we are going is growing and growing exponentially.
17.5% is the compound annual growth rate projection by all the big analysts of this stuff, the Deloittes and the McKinsey's of the world.
They all go, by the way, globally, micromobility is going gangbusters and there's nothing anyone can do to stop it, nor should they.
But our view is that that's good.
We have created a product which is about convenience.
and keeping you safe.
So that's, you know, that is, that is why we've managed to keep going, why we've managed to, uh, gather best part of 2 million pounds of investment to, to get the product into the market.
Um, you know, which is so, you know, and, and yeah, We're approaching 5,000 now.
We have two more orders, two more lots of helmets ordered.
Most of it is made and injection molded in the West Midlands, in Birmingham, with a company called Cameron Price.
So we have another 6,400 on order.
And we will go... uh and and sell all of those hopefully by the end of the year and introduce product range you know variations and kind of thing we're working with company many people who ride a bike will know of called mips multi-directional impact protection system it has a little yellow dot for those who are watching there's a little yellow dot and and it will become the first folding product of any kind to integrate their system which is is a pretty uh significant differentiator for us so
I mean, it depends what you're doing.
I mean, if you are a software company where you can copy and paste, you've developed a product and you need to get market share, maybe you need to raise capital and maybe that's the right way to go.
You have to move fast.
You need to get market share.
If you're an engineering company where you raise lots of capital, a really good example was VanMoof.
So they were a bike brand.
They raised well over £100 million.
And that put huge pressure on them to grow top line.
As a result of that, they were prioritizing turnover, vanity, over sanity, profit.
And they hadn't developed the product.
They hadn't finished the engineering.
But they were under so much pressure to sell more bikes, they were selling bikes knowing that those bikes weren't good enough and they were going to lose money.
I guess the truth is, Chris, on that, the market into which we are going is growing and growing exponentially.
17.5% is the compound annual growth rate projection by all the big analysts of this stuff, the Deloittes and the McKinsey's of the world.
They all go, by the way, globally, micromobility is going gangbusters and there's nothing anyone can do to stop it, nor should they.
But our view is that that's good.
We have created a product which is about convenience.
and keeping you safe.
So that's, you know, that is, that is why we've managed to keep going, why we've managed to, uh, gather best part of 2 million pounds of investment to, to get the product into the market.
Um, you know, which is so, you know, and, and yeah, We're approaching 5,000 now.
We have two more orders, two more lots of helmets ordered.
Most of it is made and injection molded in the West Midlands, in Birmingham, with a company called Cameron Price.
So we have another 6,400 on order.
And we will go... uh and and sell all of those hopefully by the end of the year and introduce product range you know variations and kind of thing we're working with company many people who ride a bike will know of called mips multi-directional impact protection system it has a little yellow dot for those who are watching there's a little yellow dot and and it will become the first folding product of any kind to integrate their system which is is a pretty uh significant differentiator for us so
I mean, it depends what you're doing.
I mean, if you are a software company where you can copy and paste, you've developed a product and you need to get market share, maybe you need to raise capital and maybe that's the right way to go.
You have to move fast.
You need to get market share.
If you're an engineering company where you raise lots of capital, a really good example was VanMoof.
So they were a bike brand.
They raised well over £100 million.
And that put huge pressure on them to grow top line.
As a result of that, they were prioritizing turnover, vanity, over sanity, profit.
And they hadn't developed the product.
They hadn't finished the engineering.
But they were under so much pressure to sell more bikes, they were selling bikes knowing that those bikes weren't good enough and they were going to lose money.
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