Scaling Deep Tech in Europe: 7 Lessons from John Lusk on Bridging the Go-to-Market Gap

Key takeaways from a chat with John Lusk on bridging the gap between innovation and scalable success.

A few weeks ago, I had the opportunity to speak with John Lusk — a CEO and 3x founder known for scaling data and B2B SaaS businesses through multiple successful exits. Most recently, he started and led Spire Maritime, a division of Spire Global, through a period of rapid expansion and innovation, culminating in a $241M strategic exit.

John’s hands-on experience in building companies and driving growth brought a fresh perspective to a challenge I hear again and again from deep tech founders and investors across Europe — including in space tech and other advanced technology fields.

The truth is: Europe doesn’t lack innovation. It doesn’t lack talented founders. It doesn’t even lack capital.

What seems to be missing is the go-to-market expertise and support required to translate breakthrough technologies into scalable, global businesses.

This gap creates a unique challenge for deep tech startups — where long development cycles and complex technologies already make fundraising and scaling hard enough.

Here’s a recap of my chat with John, with key takeaways he was happy to share further:

7 Key takeaways from the conversation with John Lusk

1. European investors require more comfort to commit

Compared to the U.S., European investors generally require significantly more reassurance before committing capital, particularly at early stages. Seed rounds in Europe often undergo a level of due diligence comparable to a Series A round in the United States, with strong expectations around product-market fit, go-to-market strategy and initial traction. Fundraising also tends to take longer-typically 9 to 12 months in Europe, whereas similar rounds in the U.S. often close within 2 to 4 months. European investors frequently wait for external validation or early revenue before they’re willing to lead a round, favoring lower-risk opportunities. This cautious mindset can slow down innovation, particularly in deep tech and space tech sectors, where early-stage capital is essential for progress.

2. Cultural and structural barriers in Europe

Entrepreneurship in Europe faces unique cultural and systemic challenges. In some countries, starting a business requires proving you haven’t been personally or professionally bankrupt, which discourages risk-taking. In contrast, places like Silicon Valley often see past failures as a badge of honor-a sign that someone has taken real risks and learned hard lessons. In Europe, failure is often stigmatized, making it harder for founders to bounce back or attract new investment. There’s growing awareness of this cultural gap, but no clear roadmap for how to shift it.

3. Europe's go-to-market challenge

Europe doesn’t have an innovation or talent problem-it has a go-to-market problem. Founders can build impressive products but often lack the support and experience needed to commercialize them. The real challenge lies in pricing, packaging, scaling, building sales engines, educating markets across geographies and going global. Mastery of this full go-to-market process is essential for long-term success.

4. What founders need

Founders today are not just looking for capital-they’re looking for smart money. That means investors who’ve built companies themselves, who understand the operational grind of going to market and who can offer real support beyond funding. It’s worth seeking out venture partners with hands-on experience, not just financial backgrounds.

5. Trust is built on education and transparency

Trust between founders and investors must be earned through consistent honesty, education, and openness. Many founders struggle to trust investors, often sensing that financial returns are prioritized over their mission. While many investors genuinely want founders to succeed, it’s difficult to identify who truly supports the long-term vision.

6. Consistent delivery is what ultimately builds trust

One of the most powerful ways for founders to build trust is through reliable execution and honesty. Doing what you say you’ll do-over and over demonstrates integrity and good stewardship of capital. Good investors care about both the success of the business and the growth of the founder, but that trust is built through action, not just pitch decks.

7. Is anyone actually listening?

This is just one component of a broader go-to-market strategy - but an essential early signal. When it comes to product–market fit, silence is data. If you’re reaching out clearly and thoughtfully and still hearing nothing back, the key question becomes: Am I solving the right problem, or just presenting it the wrong way? One early signal might be: if over 15% of people you contact reply - with interest, questions, or critique - it’s a sign something is resonating. But if you've refined your product, pitch, and messaging - and you're still met with silence - it may be time to pause. Not because you've failed, but because you're being disciplined. A lack of feedback is still feedback. It doesn’t mean you abandon everything - but it might be time to step back, listen more, or reframe the value proposition before pushing forward again.

Conclusion

The conversation with John is a powerful reminder that breakthrough technologies alone aren’t enough. Without the right go-to-market support — from both investors and operators — even the most promising innovations risk stalling before reaching their full potential. Success requires not just brilliant ideas, but the experience and resources to turn those ideas into scalable, sustainable businesses that can compete globally.