Tech startups: 3 tips for success in 2026

Every year, tech founders have sharper demos, faster code, and more ambitious goals. But some of the most promising technologies still struggle to translate excitement into outcomes. 

What you’re really working towards as a founder is adoption and revenue – and hopefully, a lasting impact. But innovation alone isn’t enough to make that happen. 

If the tools keep improving but results just aren’t following, you need to understand what’s going wrong. And we’re here to help you with exactly that today, with three hard-won lessons from Areiel Wolanow (Managing Director, Finserv Experts), one of last year’s LEAP speakers – who has spent 35 years working at the edge of emerging technologies. 

We asked him what stops new technologies from delivering real value – and his answer is invaluable for any startup working on their 2026 strategy. 

Context is everything 

Across decades of innovation cycles, technologies have promised transformation and attracted investment, and then underdelivered. 

According to Wolanow, this is rarely because the tech itself is weak. Instead, three structural blind spots repeatedly undermine success.

And if you address these early, you dramatically improve your odds of turning innovation into traction.

1. Business model innovation matters more than the tech

Wolanow’s first point cuts against a common startup instinct: instead of focusing on making totally new technology, focus your innovation energy on the business models around your tech. 

“One, insufficient focus on business model innovation. I’ve been working in emerging technologies for my entire 35-year career; with every new innovation I have seen companies spend tens of millions of dollars to deploy the latest tech to reengineer their existing business models, and be surprised when these projects fail to deliver any ROI even when they succeed, which they usually don’t.”

Organisations take a new technology and use it to optimise yesterday’s operating model. Costs go down slightly. Processes get marginally faster. But clients expected more than that – they were promised transformation as a result of adopting this new tech, so they’re disappointed when they only see marginal gains. 

“Emerging tech delivers zero value on its own. It is the new business models that emerging tech makes possible that deliver true change.”

If you’re a founder, you need to see this as an opportunity. Because you’ll have an edge this year if you design business models that incumbents can’t easily copy. Pricing structures, risk-sharing mechanisms, distribution models and incentives matter just as much as the product itself.

2. Regulatory clarity unlocks capital, not fear

Regulation is often framed as the villain of innovation. Wolanow argued that this perspective holds startups back from success. 

“Two, insufficient regulatory clarity. We normally think of regulators as inhibitors to innovation, but actually they have the potential to be heroes.”

From an investor’s perspective, uncertainty is poison. A startup may be technically brilliant, but if its legal footing is unclear, capital becomes cautious.

“The simple reality is that investors will be very shy about putting money into any new idea, no matter how innovative it might be, if they think there is a chance that regulators might shut it down.”

This is especially relevant for founders operating in fintech, AI, climate, health, or data-heavy sectors. Engaging early with regulators, understanding evolving frameworks, and building compliance into the product roadmap is critical to de-risk growth.

Wolanow highlighted the upside:

“By providing a clear roadmap, even with the acknowledgement that the roadmap can change in response to real-world events, regulators can play a huge role in unlocking innovation.”

So treat regulation as a design constraint – and a useful one. 

3. Adoption depends on power, not enthusiasm

The final barrier might be the most uncomfortable for founders: innovation and commercial success do not correlate as strongly as we like to believe.

“And three, insufficient focus on adoption decision-makers. It’s a sad truth that the correlation between the most innovative solutions and the most commercially successful ones is a weak one at best.”

Early adopters and technical champions are important, but they’re not the ones who sign off budgets or accept risk. 

“In the earliest stages, innovators should prioritise winning the confidence of the senior decision makers who will be willing to give their new solutions a try when they are ready.”

If you’re a founder, this means translating product value into board-level language: risk reduction, revenue growth, compliance, and strategic advantage. Demos alone won’t do it. Trust, credibility and timing matter just as much as functionality.

Do these three things now: 

1. Design the business model before polishing the product
   Ask how your tech changes incentives, economics and behaviour.
2. Map regulation as part of your growth strategy
   Engage early, document assumptions, and show investors you understand the rulebook – even as it evolves.
3. Build relationships with decision-makers (not just users)
   Tailor messaging to those who control budgets and risk, not just the people who are excited about your tech breakthroughs.

To be successful, you have to widen your focus away from technical development, and take a more holistic view of how your tech can function in the market. 

If you want to meet founders and operators wrestling with these exact challenges right now, get your ticket for LEAP 2026. From deep capital strategy conversations to adoption inspiration from the Rocket Fuel pitch competition, we know you’ll leave with the contacts and motivation to take your tech to the next level.