Part 3 discusses bridging gaps and emphasizes the need for educational workshops to inform investors about the space industry's complexities.

Because of the work I do coaching and advising startups I am sometimes asked “What’s The Most Important Skill for A Founder to Have?” I think that often people expect me to say something about technical know-how or “market-smarts” or financial acumen. All of those are important, to be sure. But after having seen more than 100 startups as a mentor at Creative Destruction Labs and after having …

Iain Christie: I am here again with Salar Javid. This is the second article that we have written together, and it is a continuation of our previous one. In that article we talked about the idea that the mining industry has some interesting parallels to the space business. Particularly when it comes to attracting investment to a business that is long-term exploratory and capital intensive.

The authors discuss the underperformance of the space sector in attracting investment, likening it to the mining industry. They explore parallels in capital structures, risk management, and the importance of transparency following historical events like the Bre-X scandal. The conversation emphasizes learning from mining's evolution to enhance investor confidence in space.

This column is a follow up to the column I recently wrote on the topic of risk in the space sector.  Specifically, that column was on the topic of execution risk. This is also a follow up to columns I have previously written on the topic of complexity. That’s because I think the two topics are actually related.

Let's talk about risk. In an earlier column I discussed how investors see, and quantify, the return they expect to see when they consider investing in a company. But we did not talk about how investors view the other side of the risk-reward equation. This page is for subscribers only. Already a subscriber? Log in. Fact-driven space news, columns, business, policy, technology and more. Support independent journalism. …

Whether they like it or not, Founders tend to spend a lot of time trying to raise money. After establishing that they want or need the money, the next question they always confront is how much they are worth. Or more specifically, what value can they set on their company and their equity in it – to sell that equity to an investor. This is known as …

Yes, you read the title correctly. In this column I am going to assert that in business, anyway, there really are no "right " decisions.

This is a column that builds on the topic I raised a while back. It's the topic of how do you, as the founder or CEO of a small business - or any business actually - separate the merely urgent from the truly important. This page is for subscribers only. Already a subscriber? Log in. Fact-driven space news, columns, business, policy, technology and more. Support …

In the space business, there is an old adage. If you don't have time to do it right. Do you have time to do it twice? This is, in a sense, one of the rules of the space business that has been challenged in the new space environment. This page is for subscribers only. Already a subscriber? Log in. Fact-driven space news, columns, business, policy, technology …