logo
Ecosystem building is more than a buzzword — it's a full-time job

Ecosystem building is more than a buzzword — it's a full-time job

Technical.ly24-05-2025

As investing in innovation becomes a popular economic development strategy for cities and regions across the US, 'ecosystem builder' is no longer a niche title.
It's a position with growing responsibilities and expectations of real outcomes.
'Everybody in this room is an ecosystem builder,' said Ashli Sims, managing director of Build in Tulsa. 'Whether you're professionally an ecosystem builder or not, you're all ecosystem builders.'
That was the unambiguous message from 'Ecosystem Building is a Job Now: Organizing, Connecting and Storytelling,' a panel at the 2025 Technical.ly Builders Conference moderated by Smitha Gopal, COO of Baltimore-based EcoMap Technologies.
Michael Binko, a co-creator of Startup America and longtime Baltimore-area entrepreneur, said that ecosystem building became necessary when entrepreneurs repeatedly found themselves lost in a tangle of disconnected resources.
Through initiatives like Startup Maryland and the Startup Champions Network, Binko has spent more than a decade helping make those networks navigable. While abundant resources exist, he said, if you can't find them, it's meaningless.
That includes investing in visibility.
'Get your entrepreneurs out in front of your media outlets and your resources,' Binko said. He later added: 'Celebration is storytelling.'
Storytelling as leverage
Tammi Thomas, chief development and marketing officer of TEDCO, made that case explicit. The Maryland -backed investor and venture development organization invested in sponsored content that resulted in measurable impact, including one startup securing $6 million in follow-on funding after being featured in Technical.ly.
Thomas emphasized the value of localized media partnerships, noting that 'local is also global' when the right stakeholders are engaged. From economic development officials to university research labs, TEDCO has used storytelling as a connective tissue across the ecosystem.
Beyond the aforementioned $6 million, the startup Technical.ly highlighted got connected to economic development professionals and a university with lab space.
'So when Chris [Wink, CEO of Technical.ly] was saying, 'What story were we telling?' we were telling that this startup company was a good bet for you to put money in,' she said. 'We were telling the state that this startup company was worth the tax incentives for them to wrap around those business resources.'
Thomas also noted how TEDCO tries other ways of showcasing its ecosystems, including an upcoming drone video initiative to spotlight rural Maryland business communities.
Sims, meanwhile, shared how Build in Tulsa draws on the legacy of Black Wall Street to create multigenerational wealth and opportunity in a city where, about a century ago, centers of Black wealth were targeted by racist violence. By connecting history to present-day entrepreneurship, she explained, storytelling becomes both cultural reclamation and economic strategy.
Building equity and sustainability into ecosystem growth
As panelists pointed out, the work of ecosystem building isn't new, but recognizing it as a job is. That understanding can enable more formalized roles, specific support and, in some cases, professional burnout.
That's why defining the actual work matters. It means being intentional about metrics, Binko said. It means avoiding overly transactional relationships, Sims added, and instead cultivating shared goals and transparency.
At stake in all of this is whether ecosystems can evolve equitably and sustainably. Build in Tulsa began just after COVID, in the shadow of the 100-year commemoration of the 1921 Tulsa Race Massacre. For Sims, that background demanded a vision rooted in equity.
In just four years, Build in Tulsa has invested $13 million and supported 650 entrepreneurs — results Sims said 'took layering on top of [Tulsa's history] and bringing it future-forward for people to buy in.'
She brought that sentiment into her response to Gopal's request for advice that audience members could take home.
Listen to your community,' Sims said. 'That's going to unlock a lot.'
Answering the same question, Thomas recommended a joyous approach: 'Go out there with gusto and be the beacon of light for everybody.'
And when that gusto doesn't sustain you, remember that your community can, according to Binko.
'Ecosystem builder burnout is real,' Binko said. 'Rely on your ecosystem when your energy is low.'

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

How to hone your startup pitch for every audience — and avoid ‘show-up-and-throw-up'
How to hone your startup pitch for every audience — and avoid ‘show-up-and-throw-up'

Technical.ly

time15 hours ago

  • Technical.ly

How to hone your startup pitch for every audience — and avoid ‘show-up-and-throw-up'

The most important pitch you give might not be to a VC — it could be a future hire, customer or fellow founder. At the 'Honing Your Pitch: For Sales, Investors & Employees' panel at the 2025 Builders Conference, three seasoned leaders shared what makes a pitch resonate and what many founders still miss. Moderated by Barry Wright, an executive at healthtech company Noom, the panel featured Ben Bartolome, vice president of commercial banking for startups at J.P. Morgan; Naza Shelley, founder and CEO of matchmaking startup CarpeDM; and David Cummings, founder and CEO of Atlanta Ventures. 'You'll pitch about 10,000 times in the life of your startup,' Wright said. 'Every conversation is a pitch.' One takeaway from panelists is to be deeply prepared, but share just enough to spark interest without overwhelming your audience. Shelley, whose startup has raised more than $2 million, said preparation is crucial, especially for underrepresented founders. 'Asking for money is hard and harder for minorities, and triply so for Black women,' Shelly said. 'If I don't know an answer cold, I'm written off as incompetent. I learned I must be super prepared, know every detail, anticipate every question.' Cummings, a co-founder of marketing automation company Pardot and early Calendly backer, offered a hard-won lesson from his early years as a founder. 'I suffered early from the 'show-up-and-throw-up,'' Cummings said. 'I wanted them to know every detail and got lost in word salad. Now, I simplify. Give just enough, with a hook, so they say, 'Tell me more.' If I overwhelm them, I fail.' Even when a pitch doesn't go as planned, there's often lessons to take away. Bartolome, a former fintech founder, recalled a fumbled B2B negotiation that cost him a six-figure deal and valuable traction. 'They wanted 5% equity for early partnership,' he said. 'I refused. We haggled over single-digit points and lost a six-figure [annual recurring revenue] deal plus strategic momentum. In hindsight, that 5% was nothing compared with the benefit.' How to handle the talkative investor What do you do when a potential funder won't let you speak? 'Be excited,' Shelley advised. 'They're engaged. Flow with their questions, weave your points into answers. Your goal is their decision, not your slide order.' The real objective of a first investor meeting is simply to get a second one, Cummings added. However, founders should also be mindful of their most limited resource: time. Chasing too many investors can be a distraction. If a startup can grow through customer revenue, more VC calls don't always mean more value, according to Bartolome. 'Some founders schedule 200 VC calls,' Bartolome said. 'If customer revenue can fund you, focus there. A few high-probability VC calls beat 200 low-probability ones.' To avoid dragging out fruitless conversations, Bartolome recommended clarity. '[Ask] timeline questions,' he said. ''When do you issue term sheets? 'When should I follow up?' If they can't answer, treat it as a soft no.' Sometimes, though, getting a fast 'no' from a potential investor can be a blessing in disguise, according to Shelly. 'I push to 'no' quickly,' Shelly said. 'After one to two meetings, I ask check size, timeline, [if they] lean yes or no. If no, I drop them to annual updates.' Tailor your pitch to the audience — while staying authentic Founders tend to perfect their pitch for investors, but often forget how crucial it is when talking to potential employees. This, too, is a kind of sale. 'I ask about capacity and willingness for early-stage hours,' Shelly said. 'Be explicit so misfits self-select out.' Regardless of who a founder is pitching to, authenticity matters. Panelists emphasized that a founder's story isn't just about the company – it's about why they are the right person to solve a problem. 'My founder-market fit is personal. I'm building for women like me,' Shelley said. 'That authenticity carries across investors, employees, customers.' By the end of the panel, Wright offered a final takeaway of lessons for the audience. 'Simplify your pitch, tell authentic stories, push for clear timelines,' Wright said, 'and be intentional in every conversation.'

The other approach to ‘government efficiency': How digital teams serve the public
The other approach to ‘government efficiency': How digital teams serve the public

Technical.ly

time2 days ago

  • Technical.ly

The other approach to ‘government efficiency': How digital teams serve the public

Government efficiency is a hot-button issue this year, with masses of federal workers having lost their jobs in its name. But when it comes to state and local government, efficiency-based reform is all about making things work smoothly, with the help of tech. 'The Other Approach to Government Efficiency,' a session at the 2025 Builders Conference, featured two civic innovators: Eliza Erickson, who leads permit reform efforts in Pennsylvania's Governor's Office, and Max Gigle, a digital product leader in Connecticut. Moderated by Kaela Roeder, the panel broke down how government can better serve people, even when the results don't make headlines. 'In some ways, government is 15 years behind the arc of technology and innovation in the private sector,' Erickson said. 'But we're recognizing more and more the need for real, high-quality technology in the public sector — and we're finding ways to invest in that talent.' Rather than focus on flashy apps or front-facing dashboards, both panelists stressed that the most meaningful work starts much deeper in the process. Gigle, who leads digital efforts for Connecticut's Department of Administrative Services, described how his team redesigned the state's approach to business licensing. What seemed like a simple task — building a new website — actually required collaboration with more than a dozen agencies, deep process mapping and a culture change in how services are delivered. 'If someone said, 'We made a website and it took eight months,' I think most folks in the tech world would be like, 'What in the world are you doing with their money?'' Gigle said. 'But in order to really get to the core of the challenge, it took a lot of time to ask questions of what's important here, how do we work across a ton of different stakeholders that have different interests, how do we centralize brands and work through tough challenges?' In Connecticut, that meant understanding that the real barrier to entrepreneurship wasn't the form itself, but the knowledge gap around what to do when, and with whom. Sustainability over splash Both Gigle and Erickson emphasized that true government innovation is measured in staying power, not just short-term wins. Erickson stressed that at its core, 'successful government innovation … has to be sustainable,' so it lives on after the specific tech team that led that initiative leaves. Her own team builds from the ground up, empowering the frontline staff who will be there long after an administration changes, making sure they have ownership over new systems and practices. Making lasting change also means being honest about progress: If a new permit system isn't fully rolled out yet, talk about the education campaigns, the translation work and the user testing that's already reshaping the process. Those behind-the-scenes steps may not sound exciting, but they're often the reason a teacher can get certified faster, or a barber can open shop a few months earlier. Narrative, Erikson said, is also important. Government work is often invisible unless it fails, so part of the challenge is sharing success in ways people actually understand, whether that's via TikTok, community meetings or just clearer metrics. She pointed to Pennsylvania's push to reframe permit reform as a tangible quality-of-life issue, not just red tape. 'If you are a teacher looking for a job and it takes you six months to get your certification, that's six months that you're not allowed to work,' Erickson said. 'If we shorten that time to two months, that's four more months of income. That is really impactful.' Inviting more people into public service Civic technologists — a group that once meant mostly IT staff — now include designers, product managers, data analysts and software engineers. Both panelists encouraged students and career switchers to consider public-sector roles, even if they've never seen themselves in government. 'If you care about your city and your state, get involved,' Gigle said. 'Government … can look toxic on the surface. It's not sexy every single day, but, I promise you, the outcome is fantastic.' The skills you build in government — navigating complexity, managing risk, scaling services — translate directly into roles in big tech and beyond, he added. Erickson agreed, especially when it comes to the early career opportunity. 'You can put your skills to positive use in such a tangible way,' she said. 'You do two or three years in the public sector, and it puts you on a really impactful career path.' What innovation really looks like During a wide-ranging Q&A, attendees asked about risk, disruption and why the government seems so slow to change. Gigle offered a clear-eyed take: The real risk is not changing. And disruption can come in many forms, from COVID's sudden shift to remote service delivery to a renewed focus on equity and inclusion within government ranks. Erickson noted that meaningful change often comes from within, when agencies empower the right people to ask why. 'A lot of the bureaucracy and the red tape that exists in government is because someone at some point really believed that it was the right thing,' she said. 'The problem is that we just build bureaucracy and regulations on top of bureaucracy and regulations without unpacking what's been done.'

How startup leaders are navigating the new normal of remote and hybrid work
How startup leaders are navigating the new normal of remote and hybrid work

Technical.ly

time2 days ago

  • Technical.ly

How startup leaders are navigating the new normal of remote and hybrid work

Remote work may be here to stay, but that doesn't mean startup leaders have figured it all out. One session at the 2025 Builders Conference tackled the question of how startups can balance the flexibility of remote work with the need for culture-building and engagement. Titled 'Remote vs. Hybrid for Startups: Recruiting & Ecosystem Engagement,' the session featured Raymond Magee of BloomCatch, Jake Stein of Common Paper and Dan Winston of BalancedWork, with Tally Wolff of Arlington Economic Development moderating. With a mix of fully remote, hybrid and in-person experiences among them, the panelists offered candid insights about what's working — and what isn't — in this evolving era of work. 'There are things we got for free in person that we didn't appreciate until they were gone,' Stein said. 'Bumping into each other, building rapport so you give someone the benefit of the doubt on an ambiguous Slack.' One key theme was how founders engage with their local startup ecosystems. Magee pointed to the conference itself as a powerful example: In-person gatherings offer value that remote work can't replicate, but the fact that sessions are recorded makes them more accessible to founders who can't make the trip. 'If you can't physically drive … three hours to get this knowledge firsthand and in person, the ability to watch the recording is key,' Magee said. 'Hybrid and remote work have changed how we engage in conferences and with the local community.' Winston's company, BalancedWork, helps organizations make data-informed decisions about when to meet in person or remotely using calendar data to analyze meetings. The tech then recommends which setup is best suited for the situation. He also noted that local innovation groups like incubators have become less about daily coworking and more about regular, intentional meetups. 'The day-to-day 'we're just sitting next to each other' isn't happening as much,' Winston said. 'Something is different — maybe lost. Whether that matters varies case by case.' Designing new norms, not chasing old ones Though the founders praised the benefits of flexibility, including being able to hire specialized talent from across the country, they were candid about the downsides of distributed teams. But Stein from Common Paper is finding ways to remotely recreate experiences that often take place in person. 'Junior folks learn by eavesdropping; remote loses that,' Stein said. To fill that gap, Common Paper has implemented recurring 'scheduled unscheduled' Zoom calls — intentionally agenda-less spaces where employees can talk about anything from dogs to deal flows. Magee said he regularly meets with his junior team members, often daily, for their first few months and starts every meeting with 5 to 10 minutes of personal small talk because it deepens relationships. 'Once they see you invest in them on their terms,' he said, 'they'll work hard for you.' Leadership behavior sets the tone, Winston noted, and actions matter more than words. 'People sense how a leader feels,' he explained. Ultimately, each panelist stressed that remote and hybrid work can be effective — but only with intention. 'Remote work is a privilege, not a right,' Magee said. 'It's on both the employer and the employee to make it work.' Asked whether they would recommend a remote job to a recent college graduate, the panelists agreed that in-person experience offers value early in a career. 'Take an in‐person one,' Winston said. 'We humans absorb more than screens can show.'

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store