Now Reading
“Tell Me More About Funding Options?”

“Tell Me More About Funding Options?”

Overheard at a startup...

“Where do I start?”

“But isn’t setting up a company difficult?”

“How Much Should I Research The Market?”

“Who Should I Ask to Help Me?”

“How long will it take?”

“How Big Should I Aim to Grow My Business?”

“Why do most businesses fail?”

“What Exactly Is SEIS and EIS Tax Relief?”

“Tell Me More About Funding Options?”

“Do I really need to network?”

“How quickly should my business adapt?”

“Does remote working have to mean working remotely?”

“How do I best preserve cashflow?”

“Can my business survive Coronavirus?”

“How will my business trade six months from now?”

“Why adopt a siege mentality?”

“Can I raise finance during the coronavirus pandemic?”

“How will we adapt to the ‘new normal’?”

“Is my business eligible for the Bounce Back loan scheme?”

“Should my business pivot?”

“How do I make my business post lockdown ready?”

“What do we do and how do we go about it?”

“Should I be a sole founder or a co-founder?”

“How do I scale my business?”

“How do I promote my business?”

“Where do I go from here?”

Whatever any of us care to call it – funding, finance, getting investors, or any other variation on the theme – obtaining finance remains one of the biggest areas of both concern, and lack of detailed knowledge, for many startups.

This is totally understandable as founders have typically established their business using skills or knowledge relevant to their particular product or service, and finance is just one of the very necessary areas that is required to bring their business to life.

However, funding or, more precisely, the lack of funding, is one of the most crucial aspects of any business. It is not unexpected then that I overhear so many questions that are focused in one way or another around this topic. Whilst the precise questions vary, they are typically about when, where, and how they should be looking to raise finance and what is the best way of doing it.

As regular readers will know, there is not normally a fixed answer to any question, as the best answer will always depend upon the exact circumstances of the business. In this case the answer should be shaped around all of the following circumstances:

  • At what stage is the business, ie concept, pre-revenue, revenue, profitable, startup, scaleup…?
  • How much funding is required and how soon?
  • What is the money to be used for?
  • Is it expected that there will be further funding rounds in the future – and if so, how soon?
  • Is the business a B2B or a B2C and what type of product or service is it?
  • What level of equity are the founders prepared to sell for the investment?
  • How experienced are the founders and what assistance and advisors do they have access to?

This is a topic that I have written a lot about and various articles can be found on my page at Startups Magazine and on the www.boomandpartners.co.uk website. Essentially, raising equity can be split into four groups. The first group is friends and family, and this is very often the first port of call for founders looking to raise initial funding after their own resources start to run out. These ‘investors’ often invest as much with their heart as they do with their head as they want to support you. But after that there are three typical routes and which of these is best for you as a founder, and the business going forward, will depend on the answers to the questions above.

One route is angel investors or high net worth individuals where a small number of wealthy individuals are persuaded to invest into your business. If you know of some such people this can prove to be a relatively quick process as they might be encouraged to invest partly because they know you, although they would still do much more due diligence than friends and family. However, finding unknown angels can be a case of kissing many frogs and this can be done on a one to one basis or in dragons den type scenarios through angel networks. This can take much time, and having a few relatively large minority shareholders can be difficult, although one advantage is that they can be ‘smart’ money and bring knowledge and contacts as well as investment.

See Also
When global labour market data is released, headlines tend to fixate on a single metric: unemployment. This year is no different. According to the latest figures from the United Nations and the International Labour Organisation, global unemployment remains relatively stable at just under five per cent. At face value, this suggests a labour market that is holding firm despite economic uncertainty, geopolitical instability and technological upheaval. In reality, it masks a serious and underreported problem: the true global jobs crisis is not a lack of work, but the growing scale of informal work. More than 2.1 billion people worldwide are employed in the informal economy, including misclassified workers operating outside effective regulatory coverage, where employment is typically unregistered, contracts are absent or unenforced, and access to labour rights and social protections is limited or non-existent. That represents a large portion of the global workforce. If unemployment reveals how many people cannot find work, informality shows how many are working without protection or long-term opportunity. Informal work is often associated with developing economies or unregulated sectors. However, this form of work is increasingly occurring within developed economies and regulated sectors, hidden within otherwise legitimate, fast-growing small and medium-sized enterprises – and this is often unintentional. For both businesses operating solely in domestic markets and those that have expanded abroad, adopting new workforce models and attempting to respond to rapid technological change, the crisis of informality is emerging in three key areas. The first is worker misclassification. Individuals are engaged as independent contractors but operate in practice like employees – working fulltime, at set hours, for years at a time. This is particularly prevalent in gig and platform-based roles, where algorithms determine pay, hours and performance without considering employment rights. Gig and platform work often presents as flexible and empowering, however, in practice, many platforms exercise employer-like control over payment, performance management, hours, and length of engagement, while explicitly avoiding employer obligations such as tax filings and the provision of statutory benefits like annual leave and healthcare. The result is a growing cohort of workers who fall between legal categories, carrying the risks of self-employment without the autonomy or protections that should accompany this mode of work. The second area is cross-border remote work, where informality can inadvertently arise. With post-COVID remote working models here to stay, companies are directly hiring overseas talent, assuming that because the worker is not based in the company’s home country, local employment laws do not apply. Where employment is not properly registered (whether by the employer and/or employee), local labour law is not applied, or social security obligations are misunderstood or ignored, these arrangements can slip into a form of modern informality, even where the relationship appears to be formal on the surface. This is often the point at which organisations begin to seek external guidance. In many cases, neither party fully understands the legal implications of the arrangement, which leaves both employer and worker exposed. We frequently see organisations approach us when a specific issue surfaces, such as payroll inconsistencies, questions around benefits entitlement, or concerns raised by the workers themselves, including registration process failures. Business leaders should also be aware that permanent establishment risk can arise if a remote employee is deemed to represent the company locally, which can trigger corporate tax obligations. Social security errors can happen when contributions are not made correctly in either jurisdiction, leaving workers without coverage and employers facing backdated liabilities. Meanwhile, employment law conflicts can emerge when contracts fail to meet the requirements of the host country regarding notice periods, benefits or termination rights. The third driver of informality is structural. These arrangements are becoming more common as artificial intelligence and evolving workforce models outpace regulation. Businesses are innovating at speed, but legal frameworks are struggling to keep pace. The UK’s Employment Rights Act offers a clear case study of the direction of travel. Worker protections are expanding, classification rules are tightening and enforcement is becoming more coordinated across agencies. Informal arrangements that once sat in legal grey areas are moving firmly into view and what was previously tolerated is falling under scrutiny. The challenge is that informality is rarely a deliberate choice. For many growing organisations, it becomes the default because compliant pathways are complicated and difficult to navigate alone, particularly across multiple jurisdictions. Legal advice, payroll, tax, HR, and immigration compliance are often siloed, leaving gaps that businesses may not even realise exist until a problem arises. For instance, digital nomad visas are often viewed as providing holders with wholly compliant right to work status, however employers may not realise that this is not always the case and contracts may not reflect the correct legal status or entitlements. Addressing informality requires a change in how we think about employment at a global level and recognising that flexibility and compliance are not mutually exclusive. Businesses need models that allow them to access global talent quickly while ensuring workers are properly employed and protected under local law. As attention remains fixed on unemployment figures, informality continues to expand beneath the surface. It is this hidden cohort of workers, contributing economically without security or rights, that represents the real crisis in the global labour market. Solving it will require coordinated action from policymakers and businesses alike, and a commitment to building workforce models that are not only innovative, but sustainable and fair.

Another route often taken is that of crowdfunding. This can be a simpler procedure but do not underestimate the amount of time and effort required. Often this route can provide the best valuation for your business, but it is very important not to over value or to over promise and under deliver. Crowdfunding works best for B2C business that normal small investors can relate to. One major benefit is that no individual investor has, or feel they have, any particular influence over the company – just make sure you go for the nominee shareholder structure.

The fourth option is getting funding from a venture capital firm. VCs tend to be focussed more on round A or B rather than seed funding as they prefer to invest larger amounts of money. However, more and more VCs are looking at investing smaller amounts in earlier stage businesses. The downside of a VC as an investor is that they will normally negotiate harder which will result in a lower valuation, but the upside is that once they do invest they would normally look to invest in any follow up rounds.

Funding is a complicated topic and is never going to be covered in an 800 word article, or even a 1,500 word article, so the best action is always not just to ask others in startups but also to ask your mentors, advisors and contacts. Only in that way will you as a founder start to understand the options for funding and who best to work with to find the best way forward for you and your business.

Overheard at a startup...

“What Exactly Is SEIS and EIS Tax Relief?” “Do I really need to network?”
This article is part 9 of 26 in the series Overheard at a startup...

Startups Magazine. All rights reserved. c 2026. Company number is: 06755141

Scroll To Top