5 Questions With: Jörg Goschin invest • austria 5 Questions With: Jörg Goschin Jetzt Mitglied werden Exclusive Spotlight: 5 Questions With…Jörg Goschin, CEO KfW Capital As Austria prepares to launch the rot-weiß-rot Dachfonds, a fund-of-funds aimed at strengthening the local innovation and VC landscape, it’s worth looking to successful models abroad, such as KfW Capital in Germany. Founded as a subsidiary of the state-owned KfW Bankengruppe, KfW Capital was created to close the growth funding gap for tech-driven companies. Like Austria’s Dachfonds concept, its mission is to expand access to venture capital and support a more robust startup ecosystem. In just seven years, it has become one of Europe’s largest VC fund investors, with €2.5 billion committed to 135 funds. In this exclusive interview, CEO Jörg Goschin shares what it took to build KfW Capital and what Austria might take from Germany’s experience. Though our format is typically “5 Questions,” Mr. Goschin had so much timely insight to share that we made an exception. Interview Mr. Goschin, how would you evaluate KfW Capital ’s role in the growth of Germany’s VC ecosystem since its founding? KfW Capital was established in 2018 with the goal of improving funding for technology-driven startups and innovative companies in Germany. Initially, the aim was to increase KfW’s annual VC investment to €200 million, but responsibilities quickly expanded. Today, we invest around €400 million per year into European VC funds, coordinate the federal “Zukunftsfonds,” and implement various programs ourselves, such as the Emerging Manager Facility. Another milestone is the “Wachstumsfonds,” a €1 billion fund-of-funds that we structured and succeeded in closing, with more than two-thirds of its capital coming from private institutional investors like insurance companies, pension funds, and family offices. This success is now being requested by several countries seeking similar models. With the Wachstumsfonds over 70% deployed, we anticipate launching a follow-up in 2026. Alongside investing, from the outset we’ve aimed to develop the VC ecosystem through content-driven initiatives. These include our well-established “KfW Capital VC Academy” in Berlin, the annual KfW Capital Awards (e.g., for Best Female or Best Impact Investor), ESG training for fund managers, and – most recently – new training programs for institutional investors under the WIN initiative, in partnership with ESMT Berlin and Frankfurt School of Finance & Management. These programs begin this fall. Through capital deployment and ecosystem building, KfW Capital has sustainably bolstered the German VC market and is one of Europe’s largest fund investors. What measurable successes can KfW Capital show so far? Since its 2018 inception, KfW Capital has invested in 135 VC funds, indirectly supporting over 2,500 tech-focused startups. We’ve committed approximately €2.5 billion in equity capital. Given that we average about 10% per fund commitment, we’ve mobilized over €25 billion of capital for startups. Notably, the “Germany Multiple” is striking: for every euro KfW Capital invests, four euros are directed into German startups. We also strategically back First-Time Funds, which account for about 18% of our portfolio, which helps nurture emerging fund managers. What challenges did you face in setting up KfW Capital, both politically and operationally? A significant operational challenge was assembling a qualified team capable of navigating the intricacies of a state-owned VC investor. We started with about 20 staff; due to expanded responsibilities, we now have around 100 employees, roughly 50% female, reflecting our belief in the importance of diverse teams. At the political level, a key question was securing ongoing political support amid changing governments. Since KfW Capital’s launch, we’ve navigated three administrations, yet benefited from constant cross-party backing for VC as a pillar of German innovation policy. What criteria guide KfW Capital’s selection of VC and PE funds? We follow a transparent, objective selection process. We invest only in independent management teams with proven track records and professional capabilities. We require that at least 50% of each fund’s volume come from private investors. We also expect a strong Germany focus; our funds typically deploy four times the amount invested in Germany compared to our input. Due diligence includes an exhaustive ESG questionnaire; today, 100% of our VC funds have an ESG policy in place, which is critical for risk management. How does KfW Capital collaborate effectively with other ecosystem stakeholders such as ministries, business angels, or private equity? The foundation of our collaborative success lies in open, honest dialogue about goals and expectations. Although we operate under a political mandate, our investment decisions are made independently and based solely on market criteria. Trust, patience, and long-term vision are essential. VC funds often have ten-year horizons or longer, and we aim to invest consistently through economic cycles. That reliability has established us as a valued partner in the VC ecosystem. What governance bodies does KfW Capital have? We have a supervisory board offering a balanced mix of expertise: chaired by Stefan Wintels (CEO of KfW) and deputy Dr. Stefan Peiß (Risk Board), with two political appointees and three market representatives. We also convene an advisory board featuring a “who’s who” from the German and European VC ecosystem, providing valuable strategic input. What leadership requirements were set when KfW Capital was founded? Our dual leadership model was deliberate. Alexander Thees was appointed by KfW for his deep understanding of its internal structures and his ability to bridge KfW with political circles. I was brought in from the VC market, equipped with extensive industry experience and networks. This blend of institutional insight and market know-how has been instrumental in KfW Capital’s successful launch. What advice would you offer Austria for its upcoming rot-weiß-rot Dachfonds? It is essential to set up the fund with strong market alignment. Long-term success depends greatly on the team’s skills and professionalism, both in management and advisory roles. With the right structure and mindset, Austria can replicate and build upon Germany’s experience. Vorheriger Artikel Nächster Artikel

invest.austria is the national representation of interests of investors of the pre-IPO capital market in Austria. Daniela Haunstein Managing Director Back Next

5 Questions With… Laurits Bach Sørensen, At the invest.austria conference 2025 on November 5th, we spoke with Laurits Bach Sørensen, Co-founder and Senior Partner at Nordic Alpha Partners, one of Europe’s leading growth equity funds dedicated to green technology and industrial innovation. 5 Questions With… Laurits Bach Sørensen 18.11.25, 11:00 At the invest.austria conference 2025 on November 5th, we spoke with Laurits Bach Sørensen, Co-founder and Senior Partner at Nordic Alpha Partners, one of Europe’s leading growth equity funds dedicated to green technology and industrial innovation. As a keynote speaker and panelist at this year’s conference, Laurits shared his perspective on how angel investors can accelerate Deep Tech and Climate Tech commercialisation, and why Europe’s private capital markets must play a more active role in the continent’s push to reindustrialise. In this interview, Laurits discusses the challenges and opportunities ahead for Europe’s financial ecosystem — from improving asset quality and competitiveness to bridging the gap between early-stage capital and industrial growth. Interview : How can a conference like this support a more coherent financial ecosystem? The financial ecosystem is paralysed by a lack of quality assets. The way to best ensure higher quality is by supporting more companies to reach a capital-efficient level more quickly, where growth is de-risked and diligently managed. To do this, we need a new playbook for how to create growth, mitigate risk, prepare for rapid organisational transformation and map out pathways to the most attainable value peaks. However the first step is to create a common language around the new market reality, where Europe is challenged on competitiveness and commercialisation rates, and share insights on new and effective models. Why is it critical that the investment community becomes more engaged in the European reindustrialisation as a sector? Reindustrialisation is a matter of resilience and geopolitical security. Reindustrialisation means increased production capacities at home, localised manufacturing and more direct access to near-shore energy. It is critical for Europe that the investment community gathered here today becomes more engaged, because the EU or the individual member states cannot fund reindustrialisation on their own. The US/Chinese federal budgets are 30x ours, and they are already leading in all critical technologies. How can the investment community boost European competitiveness? If the European investment community is to boost competitiveness, the most important element is that we find a better platform for improving asset quality in the early stages. China commercialises over 70% of new innovation, whereas we only commercialise 30% or less in Europe. Part of the reason is because early-stage companies rely on venture capital funds after the angel-stage, and VC tends to be less focused on operational value creation and more focused on the “home run-model”, where a small number of companies in large portfolios generate the majority of returns. And while that model works well in some sectors, industrial technology requires a much more active approach. In your view, what political, technical, or financial hurdles must be overcome in the coming months to successfully support European reindustrialisation? Business angels across Europe and especially in Austria hold the key to improving competitiveness and commercialisation. They are operational by nature, and they oversee fewer investments meaning they are closer to the data streams. By supporting them with new, potential fund structures where they can access PE support functions and operational capital, we can flip the current lack of active early-stage funding and operational engagement on the investor side. What makes Austria an interesting market from your perspective as a sustainable hardware technology investor, and what would need to be improved to make the Austrian market more attractive? Austria stands out as a strong innovator, with over 20% of Austrian startups being spinouts from universities and research institutions. At the same time, there is a strong industrial base in the country, with increasing demand for industrial technology and resilience-focused solutions. This makes Austria an attractive local hub for innovation and new technologies. The challenge however is centred around the fact that the growth system in the country is very much predicated on traditional VC or PE approaches, favouring established technologies with well-known value chains. Those players may not be ready or able to take new technologies through current commercialisation journeys in hypertransformative environments. invest • austria News Jetzt Mitglied werden Vorheriger Artikel Nächster Artikel

Investors Lounge Juni, Investors Lounge Juni 9. Juni 2026 um 16:00:00 Jeden zweiten Dienstag im Monat findet unser Networking Event für unsere Mitglieder statt. Wir laden euch herzlich zu unserer nächsten Investors Lounge ein. Weitere Infos folgen. invest.austria Mitglieder erhalten den Link zur Anmeldung per E-Mail. Interessierte Investor:innen können sich unter office@invest-austria.com melden. Become a Member Investors Lounge Juni 9. Juni 2026 um 16:00:00 Jeden zweiten Dienstag im Monat findet unser Networking Event für unsere Mitglieder statt. Wir laden euch herzlich zu unserer nächsten Investors Lounge ein. Weitere Infos folgen. invest.austria Mitglieder erhalten den Link zur Anmeldung per E-Mail. Interessierte Investor:innen können sich unter office@invest-austria.com melden. invest • austria Events Become a Member

Michael Edtmayer, MLE Finance & Consulting GmbH , Seit 10 Jahren in der österreichischen Startup-Szene betreue ich aktive, private Startup-Investoren und biete Ihnen ein maßgeschneidertes Multi Family Office. Die Leistungen reichen von passivem Investment- Backoffice für aktive Investoren bis zum kompletten Portfolio Aufbau und Management. 19.-20. April, 2026 DORDA Wien Jetzt Anmelden Michael Edtmayer CEO MLE Finance & Consulting GmbH Seit 10 Jahren in der österreichischen Startup-Szene betreue ich aktive, private Startup-Investoren und biete Ihnen ein maßgeschneidertes Multi Family Office. Die Leistungen reichen von passivem Investment- Backoffice für aktive Investoren bis zum kompletten Portfolio Aufbau und Management. Vorheriger Speaker Nächster Speaker

invest.austria is the national representation of interests of investors of the pre-IPO capital market in Austria. Mert Ravci Head of Events & Digital Operations Back Next

Markus Kainz, Gateway Ventures , Markus Kainz ist der Gründer und CEO von Gateway Ventures. Er leitet das Management und die Unternehmensstrategie und ist selber leidenschaftlicher Business Angel und Start-up Mentor. Markus ist seit mehr als 15 Jahren als Entrepreneur und Start-up-Investor aktiv und ist stark dahinter, sein Wissen und seine Erfahrungen an andere Investor:innen weiterzugeben. 19.-20. April, 2026 DORDA Wien Jetzt Anmelden Markus Kainz CEO Gateway Ventures Markus Kainz ist der Gründer und CEO von Gateway Ventures. Er leitet das Management und die Unternehmensstrategie und ist selber leidenschaftlicher Business Angel und Start-up Mentor. Markus ist seit mehr als 15 Jahren als Entrepreneur und Start-up-Investor aktiv und ist stark dahinter, sein Wissen und seine Erfahrungen an andere Investor:innen weiterzugeben. Vorheriger Speaker Nächster Speaker

Johannes Cech, JCCI , Johannes Cech studierte Betriebswirtschaft an der Wirtschaftsuniversität Wien. Den Großteil seiner beruflichen Laufbahn verbrachte er bei der Preisvergleichsplattform Geizhals.at, die er 13 Jahre lang mit aufbaute. Seit seinem Exit im Jahr 2016 investiert er als Business Angel in zahlreiche frühphasige Startups. Im Jahr 2019 gründete er die Startup-Manufaktur, einen Venture Builder, der sich auf den Aufbau von Technologie Startups konzentriert und diese auf ihrem Weg in den Markt unterstützt. 19.-20. April, 2026 DORDA Wien Jetzt Anmelden Johannes Cech Geschäftsführer | Inhaber JCCI Johannes Cech studierte Betriebswirtschaft an der Wirtschaftsuniversität Wien. Den Großteil seiner beruflichen Laufbahn verbrachte er bei der Preisvergleichsplattform Geizhals.at, die er 13 Jahre lang mit aufbaute. Seit seinem Exit im Jahr 2016 investiert er als Business Angel in zahlreiche frühphasige Startups. Im Jahr 2019 gründete er die Startup-Manufaktur, einen Venture Builder, der sich auf den Aufbau von Technologie Startups konzentriert und diese auf ihrem Weg in den Markt unterstützt. Vorheriger Speaker Nächster Speaker

Startup-Standort Österreich – Aktuelle Rahmenbedingungen, Wir haben versucht, in diesem Blog-Beitrag mittels Ampelsystem die positiven Rahmenbedingungen und auch jene Bereiche mit Aufholbedarf zusammenfassend darzustellen. Startup-Standort Österreich – Aktuelle Rahmenbedingungen 8.10.25, 10:00 Wir haben versucht, in diesem Blog-Beitrag mittels Ampelsystem die positiven Rahmenbedingungen und auch jene Bereiche mit Aufholbedarf zusammenfassend darzustellen. 1. FlexCo als neue Startup-Rechtsform Die FlexCo bietet im Vergleich zur GmbH gewisse Vorteile, zB: - Erwerb eigener Anteile ist unter bestimmten Voraussetzungen zulässig. - Neben der ordentlichen Kapitalerhöhung ist auch eine bedingte Kapitalerhöhung (zB Aktienoptionen für Mitarbeiter) und genehmigte Kapitalerhöhung (Kapitalerhöhungsbeschluss auf „Vorrat“) möglich. - Im Gesellschaftsvertrag kann vorgesehen werden, dass die Zustimmung aller Gesellschafter zur schriftlichen Abstimmung nicht erforderlich ist und für Stimmabgabe kann die Textform vorgesehen werden (zB E-Mail). - Stimmrechtslose Anteile sind möglich. 2. Attraktive Forschungsprämie Für Forschungsaufwendungen steht eine Forschungsprämie iHv 14 % steuerfrei zu. Begünstigt ist sowohl die eigenbetriebliche Forschung aber auch die Auftragsforschung. Die Forschungsprämie ist ideal für Start-ups, da sie auch in Verlustjahren ausgezahlt wird. Vor kurzem hat das BMF eine neue Richtlinie zur Forschungsprämie im Entwurf veröffentlicht, dessen Finalisierung im Auge zu behalten ist. 3. Unterstützung von Start-ups mit Förderungen in der Seed- und Pre-Seedphase Unterschiedliche österreichische Institutionen bieten Förderprogramme für Start-ups an. Die beliebtesten Anlaufstellen sind zB INITS, AWS oder FFG. Dadurch können junge Unternehmen in unterschiedlichen Entwicklungsphasen bestmögliche Unterstützung erhalten – funktioniert hervorragend! 4. Unbefristeter Verlustvortrag (keine zeitliche Limitierung) Auf Ebene eines österreichischen Startups können steuerliche Verluste zeitlich unbegrenzt vorgetragen werden und in Folgeperioden maximal zu 75 % mit positiven Einkünften verrechnet werden. Ein 100%-ige Verlustverrechnung ist nur in Ausnahmefällen zulässig (zB bei Vorgruppenverlusten von Gruppenmitgliedern, Nachversteuerung von ausländischen Verlusten, Liquidation, Betriebs- oder Teilbetriebveräußerung). 5. Mitarbeiterbeteiligungsmodelle Sowohl virtuelle als auch echte Mitarbeiterbeteiligungsprogramme sind in Österreich grundsätzlich umsetzbar. Bei echten Beteiligungsprogrammen ist auch eine Umsetzung mit stimmrechtslosen Anteilen möglich (zB Substanzgenussrechte, Unternehmenswert-Anteile). Zur Vermeidung von „dry-income“ ist bei echten Beteiligungsprogrammen auf eine entsprechende Umsetzung zu achten (zB negative Liquidationspräferenz, Mitarbeiterbeteiligung gem § 67a EStG). Unter bestimmten Voraussetzungen können bis Ende 2025 auch noch virtuelle Beteiligungen steuerneutral in eine neue Start-up-Mitarbeiterbeteiligung iSd § 67a EStG überführt werden. Die Neuschaffung des § 67a EStG war ein tauglicher Versuch, zum Teil bestehen aber noch zu restriktive Vorgaben – da könnte/müsste man noch nachbessern! Bei Exits von virtuellen Shares „kracht“ es aber dann leider steuerlich ordentlich (bis zu 60% der Exitprämie gehen an den Staat!). 6. Flat-Rate bei Exitbesteuerung In den überwiegenden Fällen erfolgt der Startup-Exit mittels Share-Deal, im Zuge dessen die Anteile am Startup veräußert werden. Die Besteuerung auf Ebene der Gründer erfolgt dabei mit 27,5%. Auch viele andere europäische Länder haben begünstigte Capital gains-Steuersätze in ähnlicher Höhe (somit OK). 7. Hohe Arbeitsbesteuerung Österreich hat eine der höchsten Besteuerungen von Arbeit (absurd hoch, inkl Lohnnebenkosten), bei einer Bruttogehaltserhöhung von 100 EUR landen rd. 50 EUR beim Dienstnehmer und rd. 80 EUR beim Fiskus (inkl. Sozialversicherung, Gemeinden etc.), somit kostet die Gehaltserhöhung dem Dienstgeber 130 EUR und nur 50 EUR landen beim Dienstnehmer! 8. Fehlender österreichischer Kapitalmarkt Österreich hat viel zu wenig Investoren, somit müssen Startups sehr früh nach ausländischen Investoren suchen; kein wirklich existierender österreichischer Kapitalmarkt vorhanden – da muss dringend etwas passieren, der Startup-Dachfonds ist dazu ein erster richtiger Schritt! 9. Kaum universitäre Ausgliederungen Universitäten sind international die Basis für die Etablierung von Startups, in Österreich ist dies jedoch noch zu wenig etabliert. 10. Startup-Nachwuchs Viele junge Leute suchen sichere Jobs und denken zu wenig unternehmerisch, was gerade für Startups unerlässlich ist. Fazit: Den anfänglichen Vorteilen – etwa in Form österreichischer Förderungen zu Beginn des Startups – stehen gravierende Nachteile gegenüber, insbesondere die übermäßig hohe Besteuerung der Arbeit und das Fehlen eines entwickelten Kapitalmarktes. Autoren: Christoph Puchner , Partner und Steuerberater & David Gloser , Partner, Steuerberater und Wirtschaftsprüfer von ECOVIS Austria , einer der führenden Steuerberater Österreichs im Startup-Bereich. www.ecovis.at invest • austria News Jetzt Mitglied werden Vorheriger Artikel Nächster Artikel

Beyond the Hype: 5 Real-World Lessons from Building a B2B AI Tool, Robert Kopka, founder of StartMatch.ai, shares key lessons from building a B2B AI platform that streamlines grant applications, emphasizing thoughtful model selection, privacy, technical challenges, customer AI literacy, and the affordability of modern AI tools. Beyond the Hype: 5 Real-World Lessons from Building a B2B AI Tool 20.3.25, 11:00 Robert Kopka, founder of StartMatch.ai, shares key lessons from building a B2B AI platform that streamlines grant applications, emphasizing thoughtful model selection, privacy, technical challenges, customer AI literacy, and the affordability of modern AI tools. Practical wisdom for founders and investors navigating the AI landscape Funding a startup is tough. As someone who founded a hardware B2C company a decade ago, I know firsthand how challenging it can be to secure investment for high-risk, capital-intensive ventures. While equity funding was my initial goal, I quickly discovered the value of public grants as an alternative funding source. The process, however, was far from efficient. I spent weeks and months searching for suitable grants and writing applications—valuable time that should have been dedicated to product development and customer acquisition. This personal frustration led to the founding of StartMatch.ai , an AI-powered platform that generates tailored applications in less than half the traditional time. By giving founders back their most precious resource—time—we help them focus on what truly matters: building their products and serving customers. Along our journey developing this B2B AI tool, we’ve gathered several important insights that may benefit both startups building AI solutions and the investors supporting them. Learning #1: AI Doesn’t Equal AI – Model Selection Matters One of our earliest and most significant realizations was that not all AI models are created equal. The performance of LLMs varies dramatically, and selecting the right one for your specific use case can be a game-changer. When we began developing StartMatch.ai , we initially experimented with several popular models. The differences in output quality and consistency were striking. Some models excelled at creative writing but struggled with structured documents like grant applications. Others demonstrated impressive factual recall but lacked the writing capabilities essential for compelling applications. For startups building AI tools, it’s critical to rigorously test multiple models against your specific requirements rather than simply selecting the most hyped option. For investors, understanding that a startup has conducted thorough model evaluation and selection can be a strong indicator of technical diligence. Learning #2: B2B Customers Prioritize Privacy and Data Protection If you’re building a B2B AI product, prepare for intensive discussions about data protection, GDPR compliance, and privacy. We received more questions about these areas than about features or capabilities. We discovered that prospective customers are as interested in our AI’s impressive writing abilities as in how we handled their sensitive business information. Questions about data storage, processing locations, and security measures dominated our sales conversations. For startups, building good safeguards from the ground up is far more efficient than retrofitting them later. For investors, recognizing that privacy features are not just compliance requirements but essential selling points in the B2B space can help identify promising AI ventures. Learning #3: LLMs Struggle with Consistency and Counting While LLMs demonstrate remarkable capabilities in many areas, they have specific limitations that required substantial engineering to overcome. Grant applications typically have strict character or word count limits. We discovered that LLMs are surprisingly poor at counting and consistently staying within these boundaries. What seemed like a straightforward requirement—”write a compelling project description in 2,000 characters”—often resulted in submissions that were significantly over or under the limit. Similarly, consistently extracting data from resource documents proved challenging. And it makes a big difference if the maximum supported project volume is €20.000 or €200.000. Addressing these limitations required developing specialized prompting techniques, implementing post-processing validation systems, and creating robust review mechanisms. For AI startups, recognizing and engineering around these model limitations early can prevent significant issues later. For investors, understanding that successful AI products require substantial engineering beyond simply connecting to an API is crucial for evaluating technical teams. Learning #4: AI Literacy Remains Surprisingly Low Despite ChatGPT being publicly available for over two years, we’ve found that AI literacy among potential B2B customers varies dramatically. Many of our customers have limited experience with AI tools, often citing privacy concerns and fears about hallucinations as reasons for their hesitation. This lack of familiarity creates some challenges. For startups, gauging your target market’s AI literacy and tailoring your messaging accordingly is essential. For investors, companies that demonstrate awareness of and strategies for addressing varying AI comfort levels may be better positioned for broader market adoption. Learning #5: LLMs Are Relatively Affordable One of the most pleasant surprises in our journey has been the accessibility of powerful AI models. Every major LLM provider offers generous free credits for startups, and even their regular pricing remains reasonable considering the capabilities these models deliver. The intense competition between OpenAI, Anthropic, Google, and the advent of open source models has created a favorable environment for startups building on these foundations. This competitive landscape has not only kept prices in check but has also accelerated model improvements and specialization. For startups, this means that building sophisticated AI products is more financially viable than ever. For investors, it highlights that the barrier to entry for AI startups has shifted from access to technology to the quality of implementation and domain expertise. The Path Forward Building a B2B AI tool has been a journey of continuous learning and adaptation. At StartMatch.ai , we’ve transformed my personal frustration with grant applications into a solution that helps founders reclaim time for what matters most—building great products and serving customers. For those considering similar ventures, remember that success in B2B AI isn’t just about having the most advanced models, but about thoughtfully applying them to solve real business problems while addressing the legitimate concerns of enterprise customers. And for investors evaluating AI startups, looking beyond the hype to examine how companies handle model selection, data privacy, technical limitations, customer education, and cost optimization may provide valuable signals about their potential for long-term success. __ About the Author: Robert Kopka is the founder and CEO of StartMatch.ai , an AI-powered platform that helps startups find and apply for suitable grants in half the time. He is also the founder of Luke-Roberts.com where he developed smart lighting solutions before he sold the company to a competitor in 2021. invest • austria News Jetzt Mitglied werden Vorheriger Artikel Nächster Artikel

Karl Rosam, TAX 360° , Rosam Karl is tax advisor at TAX 360° in Vienna. He is specialized in Startups and employee participation models. 19.-20. April, 2026 DORDA Wien Jetzt Anmelden Karl Rosam CEO TAX 360° Rosam Karl is tax advisor at TAX 360° in Vienna. He is specialized in Startups and employee participation models. Vorheriger Speaker Nächster Speaker

invest.austria is the national representation of interests of investors of the pre-IPO capital market in Austria. Nikolaus Futter Chairman of the Board Niki has been acting as business-angel and investor for more than 15 years investing mainly in the fields of mobility, biotech and blockchain. As Chairman of the Board of invest.austria - Austrian Association for Private Capital he is actively helping to develop the Austian investment ecosystem. Back Next