Future Ventures: Scaling with Clarity

Maxim Atanassov
  • 5.0 (1)
  • Entrepreneurship

Future Ventures: Clarity at Scale is the podcast for founders, operators, and investors who are building companies worth owning for the long term — and who need to think clearly about capital, structure, strategy, and growth to get there. Each episode cuts through the noise around scaling: how to structure a deal, how to position a business for institutional capital, how to build operational leverage without losing control, and how to make the high-stakes decisions that compound in value long after the moment has passed. Hosted by Maxim Atanassov — a four-time founder and the Managing Partner of Future Ventures Corp. Since 2018, FVC has invested in, incubated, and scaled companies across sectors — with a focus on platform opportunities that compound in value. Maxim's background spans executive leadership inside Canada's largest energy companies and senior advisory at Deloitte and EY. He's a CPA-CA who has sat at the table where capital gets deployed, governance gets built, and hard decisions get made. Now he helps founders get there faster.  New episodes every week. Subscribe wherever you listen.

  1. 6h ago

    Jae Hwang — Why Experience May Be the Founder’s Greatest Edge | FV Podcast Ep. 67

    Send us Fan Mail Jae Hwang is the co-founder of Former, where he is challenging a deeply embedded assumption in venture capital: that the best founders are young, technical, and built for hypergrowth at all costs. His own career followed a different path. Jae began in brand consulting and strategy in New York, worked across North America, Asia, and the Middle East, and eventually became a Chief Strategy Officer within a Dubai government asset management organization, gaining firsthand exposure to strategy, operations, venture capital, private equity, and large-scale economic development.  This conversation matters because Jae makes the case for a different kind of entrepreneurship—one built around experience, domain knowledge, disciplined capital, and profitability by design. Maxim and Jae explore why experienced founders may have an advantage in finding product-market fit, why a successful $10 million or $50 million company does not need to become a unicorn, and why founders need to get much clearer about what they are actually trying to build. They also examine AI, overlooked markets, capital deployment in the Middle East, and the difference between having good intentions and building structures that actually produce the desired outcome.  5 Key Topics Covered  Why experience can be a founder advantage — Jae explains how years inside an industry create pattern recognition, networks, and an understanding of problems that can shorten the path to product-market fit. Finding product-market fit before building too much — The conversation explores why founders need to talk to customers early, narrow their proposition, and resist being distracted by every possible application of their idea. Rethinking the venture capital model — Jae breaks down the gap between bootstrapping, traditional VC, and private equity, and explains Former’s concept of providing formative capital alongside embedded operational support. Profitability versus hypergrowth — Jae and Maxim discuss why raising increasingly large rounds should not automatically be treated as success and why profitability can be intentionally designed into a company from the beginning. Clarity, focus, and organizational structure — Jae introduces his “tip of the spear” approach: identify the singular proposition that matters most, align the organization around it, and be disciplined enough to say no to everything else. 3 Key Insights  Experience becomes more valuable in an AI-enabled world, not less. AI can dramatically increase productivity, but domain expertise is what allows someone to recognize when the output is incomplete, unrealistic, or simply wrong. Founders need to decide what kind of company they actually want to build. A durable, profitable $10 million, $50 million, or $100 million business can create enormous value even if it never fits traditional venture-capital mathematics. Good intentions do not determine outcomes—systems do. Culture, strategy, and growth ambitions only become real when incentives, priorities, operating processes, and accountability mechanisms reinforce them. Links  Jae Hwang on LinkedIn: https://www.linkedin.com/in/jyhwang Former: https://www.fmr.vc/ Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp Subscribe to the YouTube Channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA This episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/  About the Guest  Jae Hwang is the co-founder of Former and a strategy and operations leader with experience across North America, Asia, and the Middle East. His career has included brand consulting, government-backed asset management in Dubai, and extensive exposure to venture capital and private equity. Today, his work focuses on backing experienced founders and helping build disciplined, profitable businesses that may fall outside the traditional venture-capital playbook.

    Jae Hwang — Why Experience May Be the Founder’s Greatest Edge | FV Podcast Ep. 67

  2. 1d ago

    Linda Carlisle— Scaling Culture, Trust and Communication | FV Podcast Ep. 65

    Send us Fan Mail Linda Carlisle founded Comm-ext and is a certified change management professional. Her work focuses on communication, culture, and organizational change. With years of experience, she has helped organizations through growth, transformation, mergers and acquisitions, workforce changes, and other important moments when leadership communication can build trust or slowly wear it down. Her view is simple: communication is not just what leaders say. It is how people experience strategy, change, and culture as the organization grows and evolves.    When a company is small, communication is usually easy. The founder is easy to reach, information travels quickly, and the culture mostly reflects their personality. But as the company grows, those informal habits are no longer enough. Linda and Maxim explain that founders then need clearer communication systems, a culture that is built on purpose, stronger messages for stakeholders, better ways to listen, and leadership communication that helps employees understand where the company is going and where they fit in.    5 Key Topics Covered    Communication as organizational infrastructure — Linda explains why founder-led communication eventually needs to evolve into a deliberate system rather than relying on visibility, informal conversations, or messages cascading through management.    Culture by design, not default — The discussion explores why culture becomes harder to control as a company scales and why leaders need to define the behaviors they want the organization to reinforce intentionally.    Turning strategy into a story people can enter — Linda and Maxim examine how founders can communicate the broader strategy while helping different employee groups understand their role, their future, and how their work contributes.    Communicating through moments that matter — The conversation covers layoffs, onboarding, leadership transitions, technology changes, and M&A as moments when leadership actions and communication can either build or damage trust.    Listening, authenticity, and trust — Linda makes the case for two-way communication, consistent leadership behavior, and authentic messaging that sounds like the leader rather than polished corporate language disconnected from reality.    3 Key Insights    As companies grow, communication should not depend on the founder being everywhere. What worked in the beginning needs to become a simple, repeatable system that keeps things clear and avoids mixed messages.    Culture is expressed through repeated behaviors, not just statements on a wall. Scaling leaders need to decide which behaviors they want to keep, which need to change, and how those expectations shape everyday decisions.    Employees are more likely to accept change when they can see themselves in that future. Founders still need to set the direction, but clear communication helps connect that vision to people’s work, growth, and sense of belonging.    Links  Comm-ext: https://www.comm-ext.com/  Linda Carlisle on LinkedIn: https://www.linkedin.com/in/lindakcarlisle  Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp  Subscribe to the Scaling with Clarity YouTube channel:  https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA/  This episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/  About the Guest    Linda Carlisle founded Comm-ext.com and is a certified change management professional with years of experience helping organizations grow and adapt through major changes. She works across fields like communication, culture, and organizational strategy. She also helps leaders communicate clearly, build trust during difficult transitions, and create cultures that support lasting growth.

    Linda Carlisle— Scaling Culture, Trust and Communication | FV Podcast Ep. 65

  3. 1d ago

    Manuj Aggarwal— Turning AI Into a Business That Runs Without You | FV Podcast Ep. 66

    Send us Fan Mail Manuj Aggarwal is the founder of TetraNoodle Technologies, a technologist and entrepreneur with nearly three decades of experience across technology and artificial intelligence. His path has been anything but conventional: from learning to program on early computers after dropping out of college, to working with companies including Microsoft, IBM, and T-Mobile, earning four AI patents, and eventually combining technology with neuroscience, psychology, meditation, and human performance. That combination has shaped how he thinks about a problem every founder eventually faces: how do you continue growing when the person who built the company becomes one of its biggest constraints?  This conversation goes well beyond AI tools. Manuj and Maxim explore the internal operating system behind a founder-led business—purpose, identity, ego, relationships, decision-making, and the willingness to give up control. They also examine where AI can genuinely create leverage and where it can weaken thinking if founders outsource judgment to a model. The central question is practical: how do founders use technology to become more capable without becoming less thoughtful—and how do they build organizations that can eventually scale beyond them?  5 Key Topics Covered  Why founders become bottlenecks — Manuj explains how ego, control, and the need to remain indispensable can prevent leaders from letting others truly take ownership. The seven pillars behind human and organizational performance — The conversation explores purpose, identity, relationships, creativity and courage, time, peace of mind, and embodiment as interconnected drivers of performance. Building a “digital mind” with AI — Manuj describes an approach to AI that incorporates a person’s purpose, identity, history, and context rather than relying only on generic prompts and generic model responses. Using AI without outsourcing your thinking — Maxim and Manuj discuss the risk of starting with AI instead of your own ideas, and why technology should refine and challenge human thinking rather than replace it. Finding the real constraint to growth — They work backward from business outcomes to identify what is actually limiting performance, including why sales problems often trace back to relationships, engagement, identity, or fear of rejection. 3 Key Insights  Scaling requires an identity shift from the founder. The behaviors that helped someone personally drive an early business can become liabilities when growth requires other people to make decisions, contribute ideas, and receive credit. AI creates more value when it understands context. The strongest use of AI is not simply generating faster answers; it is creating a system that can interpret decisions in light of the founder’s broader goals, principles, experience, and direction. Solve the constraint before adding technology. Start with the outcome, identify what is truly preventing the business from reaching it, determine what humans need to do differently, and only then decide where AI can provide leverage. Links  Manuj Aggarwal’s website: https://manujaggarwal.com/ Manuj Aggarwal on LinkedIn: https://ca.linkedin.com/in/manujaggarwal TetraNoodle Technologies: https://www.tetranoodle.com/ Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp Subscribe to the YouTube Channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA   This episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/  About the Guest  Manuj Aggarwal is the founder of TetraNoodle Technologies and a technology entrepreneur with nearly three decades of experience across software, artificial intelligence, and innovation. He began working with AI in 2005, has earned four AI patents, and has worked with major organizations including Microsoft, IBM, and T-Mobile. His current work brings together AI, neuroscience, psychology, and human performance to explore how individuals and organizations can make better decisions, strengthen clarity, and operate more effectively.

    Manuj Aggarwal— Turning AI Into a Business That Runs Without You | FV Podcast Ep. 66

  4. Jul 30

    James Chalmers— Crossing the Climate-Tech Commercialization Gap | FV Podcast Ep. 64

    Send us Fan Mail James Chalmers is the CEO of NovoPower, a Canadian deep-tech company developing systems that convert low-temperature waste heat into usable electricity. A five-time CEO with experience supporting more than 1,500 startups and 2,800 products, James has spent his career working alongside engineering teams to move complex technologies from research and development into commercial markets.  This conversation matters because energy demand is rising faster than grids and new generation capacity can be built. James and Maxim examine how industrial companies can recover more value from energy they already consume—and what founders must do to turn technically strong ideas into products that customers can adopt, finance, integrate, and scale. The discussion moves from data-center economics and behind-the-meter power to customer discovery, risk reduction, partnership design, leadership, and trust.  5 Key Topics Covered  Recovering value from low-temperature waste heat — James explains how NovoPower applies the Organic Rankine Cycle to an enormous category of industrial heat that has historically been uneconomic to convert into electricity. Why NovoPower started with data centers — The company chose one of the most demanding markets first, where cooling costs, uptime requirements, constrained grid access, and growing compute demand create a strong case for behind-the-meter energy recovery. Closing the gap between R&D and commercialization — James argues that deep-tech founders must engage customers early, understand operational constraints, and design modular, plug-and-play products that are easy to test and expand. De-risking industrial adoption — The conversation covers feasibility studies, working prototypes, total cost of ownership, what different stakeholders care about when buying, and why proving a product works means more than just technical performance. Building scalable companies through alignment — James discusses transparent leadership, proportionate risk and reward between cofounders, incentive alignment across teams, and using specialist partners for manufacturing and other non-core capabilities. 3 Key Insights  The strongest commercialization strategy begins with the customer’s operating reality, not the engineering team’s preferred product. Early discovery makes it possible to design around the real barriers to adoption. People trust leaders who are open about problems before they get worse. Customers, investors, employees, and partners feel more confident when a founder is honest about risks and explains what the company is doing to address them. A deep-tech company should keep the work that gives it a real edge and outsource tasks that are routine, occasional, or best handled by specialists. That is as much about managing risk as it is about saving resources. Links  NovoPower website: https://novopower.ca/ James Chalmers on LinkedIn: https://ca.linkedin.com/in/jameschalmers Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp Subscribe to the YouTube channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA This episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/    About the Guest  James Chalmers is the CEO of NovoPower and has led five companies. He has worked with more than 1,500 startups and helped develop over 2,800 products, giving him a strong sense of what it takes to bring new ideas to market. His work focuses on turning technical strengths into successful businesses through customer-led design, careful risk management, smart partnerships, and clear execution.

    James Chalmers— Crossing the Climate-Tech Commercialization Gap | FV Podcast Ep. 64

  5. Jul 28

    Peter Boolkah— Building a Business That Can Scale Without You | FV Podcast Ep. 63

    Send us Fan Mail Peter Boolkah, known as “The Transition Guy,” is a business coach who helps founders build companies that can grow without remaining permanently dependent on them. After starting at McDonald’s at 16 and spending 15 years inside one of the world’s most disciplined operating systems, Peter moved into entrepreneurship and discovered how rare that level of structure was in founder-led businesses. For more than two decades, he has helped owners strengthen leadership, install operational discipline, and prepare their companies to scale, step back, or eventually exit.  This conversation looks at why founders often end up stuck in the middle of everything. It is usually not because they are not working hard, but because they have spent so long selling, delivering, deciding, hiring, and fixing problems themselves. Peter and Maxim discuss how to break that pattern by bringing in the right leaders, putting better systems in place, facing hard truths, and building the confidence to let others take ownership. They also talk about how strategy, visibility, and clear thinking are changing as AI affects how customers find businesses.  5 Key Topics Covered  How founder dependency gets built — Peter explains how early-stage survival habits train the organization to route decisions and execution through the founder. Delegating without setting people up to fail — The discussion covers recruitment, onboarding, feedback, and why responsibility should only transfer when the right people and operating context are in place. Leadership, candor, and personal development — Peter and Maxim discuss outside perspectives, radical candor, emotional intelligence, self-regulation, and the importance of leaders doing serious work on themselves. Finding the real constraint to scale — Using the Scaling Up framework, Peter breaks growth problems into four connected areas: people, strategy, execution, and cash. Competing in the age of AI discovery — The conversation examines digital authority, market visibility, owning specific language, and why companies must become credible sources for AI-driven recommendations. 3 Key Insights  Founders do not build freedom by always stepping in to save the business. When they keep solving every problem themselves, they make the company more dependent on them. Wanting change is not the same as being ready for the work it takes. Many people like the result, but real progress takes hard habits, steady effort, and accountability. AI can help with research and speed up work, but it cannot replace good judgment. If businesses rely on generic content or let AI do all the thinking, it becomes harder to build trust, stand out, or earn lasting authority.           Links  Peter Boolkah’s website: https://boolkah.com/ Peter Boolkah on LinkedIn: https://uk.linkedin.com/in/boolkah Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp Subscribe to the YouTube channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfAThis episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/  About the Guest  Peter Boolkah is a business coach, speaker, author, and entrepreneur known as “The Transition Guy.” Drawing on 15 years at McDonald’s and more than two decades advising business owners, he helps founders reduce dependency, strengthen leadership teams, and build scalable operating systems. His work focuses on helping entrepreneurs move from being the center of every decision to leading businesses that can grow—and ultimately operate—without them.

    Peter Boolkah— Building a Business That Can Scale Without You | FV Podcast Ep. 63

  6. Jul 27

    Shane Wilson— How founders must rethink value, pricing and defensibility | FV Podcast Ep. 62

    Send us Fan Mail Shane Wilson is Managing Partner at Citta Capital, where he focuses on early-stage investing and helping build companies, especially in B2B AI, deep technology, and robotics. He started his career in go-to-market roles at New York startups, where he learned how sales, marketing, and product need to work together for a company to grow. Today, he brings that operator’s perspective to venture investing, helping portfolio companies shape their strategies, systems, and business models for an AI-driven market.  This conversation matters because AI is changing more than how software gets built. It is changing what customers buy, how companies price value, where defensibility comes from, and which capabilities founders must continue developing themselves. Shane and Maxim examine what happens when software begins performing the work rather than simply helping employees complete it—and why the winners will combine automation with strong distribution, proprietary insight, disciplined economics, and genuine human judgment.  5 Key Topics Covered  Pricing AI around business value — Shane explains why traditional seat-based SaaS pricing is becoming less relevant and compares usage-based, outcome-based, and labor-based pricing models. Building defensibility when software is easier to create — The discussion explores why regulation, proprietary data, customer relationships, physical infrastructure, and specialized workflows can create more durable advantages than code alone. Distribution as the emerging technology moat — Shane and Maxim discuss why trusted customer access, owned audiences, and direct relationships are increasingly valuable as automated outreach becomes easier to produce and easier to ignore. Where human judgment still matters — The episode examines the risks of outsourcing strategy, creativity, writing, and original thinking to models that may produce the same conventional answers for everyone. AI valuations, private markets, and public participation — Shane questions whether late-stage AI valuations can withstand public-market scrutiny and argues that the current system increasingly concentrates the benefits of innovation among private investors. 3 Key Insights  The strongest AI pricing models connect directly to an existing economic line item. Pricing based on measurable labor capacity can be easier to adopt and may create a more predictable, defensible revenue model for both the vendor and the customer. As building becomes easier, access becomes harder. A company may be able to reproduce software functionality quickly, but it cannot instantly reproduce years of customer trust, proprietary information, regulatory expertise, or an established distribution channel. AI should increase the leverage of human thinking, not replace it. Founders still need to write, think clearly, learn from history, form their own opinions, and tell a good story. These skills matter even more now, since so much routine work can be automated. Links  Citta Capital: https://cittacapital.com/ Shane Wilson on LinkedIn: https://www.linkedin.com/in/shane-wilson98 Future Ventures Corp: https://www.linkedin.com/company/future-ventures-corp Scaling with Clarity: https://www.linkedin.com/showcase/futureventures-podcast/ Subscribe to the YouTube channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA/   This episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/    About the Guest  Shane Wilson is a Managing Partner at Citta Capital, where he invests in early-stage B2B AI, deep tech, and robotics companies. He has worked in startup go-to-market, workforce technology, commercialization, enterprise strategy, and venture investing. Shane brings a practical operator’s perspective to helping founders turn new technologies into businesses that can scale.

    Shane Wilson— How founders must rethink value, pricing and defensibility | FV Podcast Ep. 62

  7. Jul 22

    Peter Dorfner— Turning Climate Innovation into Commercial Reality | FV Podcast Ep. 61

    Send us Fan Mail Peter Dorfner is a Partner at Green Generation Fund (GGF), a Berlin-based venture capital firm investing in early-stage companies across agri-food and energy technology. He helped launch the fund in 2021 after years of investing in food and consumer innovation, bringing experience from both corporate venture capital and specialist investing. Since then, GGF’s thesis has evolved from consumer-led climate trends toward the technologies, infrastructure, and business models that can make food and energy systems more efficient, reliable, and commercially viable.  This conversation shows that deep-tech founders need more than great science to grow. Peter and Maxim talk through the real challenges of turning a technology into a business: how investors judge whether it is ready, why timing can make even a strong company hard to fund, how founders can build a solid capital stack, and why trust matters after the deal closes. In the end, it is a practical look at how difficult innovation can become a business that lasts.  5 Key Topics Covered  How GGF’s investment thesis evolved — Peter explains how the fund moved from consumer brands and alternative proteins into ingredients, agriculture technology, packaging, biogas, energy trading, and other B2B efficiency plays. What proves that deep tech can scale — The conversation explores team composition, industry access, technical readiness, customer validation, and the commercial leadership required to move beyond the laboratory. Timing the market and surviving a difficult cycle — Peter discusses why technically sound companies can still struggle when a category has been overfunded, damaged by earlier failures, or abandoned by follow-on investors. Building a resilient capital stack — Maxim and Peter examine realistic valuations, grants, strategic investors, venture equity, debt, project finance, and the importance of backers who can continue supporting the company. Trust between founders and investors — Peter says that being open with the Board, talking about setbacks early, staying prepared, and building long-term relationships matters more than looking perfect. 3 Key Insights  A breakthrough is not enough if the company cannot explain its economic advantage. Founders need to explain technical progress in simple terms that customers and investors can understand, like lower energy use, higher yields, or better production economics. The best capital strategy is built for survival, not headline valuation. A broader investor base, early use of non-dilutive funding, and access to strategic or project-finance partners can give deep-tech companies more room to reach commercialization. Trust grows when founders bring up problems early. Investors know setbacks happen; what matters is being honest about what went wrong, what was learned, and keeping the Board in the loop so they can help before things get worse. LINKS  Green Generation Fund: https://www.ggf.vc/ Peter Dorfner on LinkedIn: https://de.linkedin.com/in/peter-dorfner Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp Subscribe to the YouTube Channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA/   This episode has been brought by the Capital Intelligence Platform: https://capital.futureventures.ca/  About the Guest  Peter Dorfner is a Partner at Green Generation Fund, where he backs early-stage companies in agri-food and energy technology. He has worked in food investing since 2016 and brings experience across corporate venture capital, consumer brands, food science, agriculture technology, and resource efficiency. His focus is on helping founders turn scientific and technical ideas into strong, commercially resilient businesses.

    Peter Dorfner— Turning Climate Innovation into Commercial Reality | FV Podcast Ep. 61

  8. Jul 21

    Boris Besner— Turning Field Execution into a Repeatable Operating System | FV Podcast Ep. 60

    Send us Fan Mail Boris Besner is the Founder and CEO of Okos AI, a technology-enabled field services company built to deliver security and low-voltage installations across distributed physical locations. What began as a smart-home and energy-efficiency business evolved into an enterprise deployment platform that now coordinates hundreds of certified technicians and has supported the installation of more than 60,000 devices across North America and parts of Europe.  This conversation shows that having a strong product is not enough — companies also need a reliable way to deliver it in the real world. Boris and Maxim talk about how Okos built a repeatable system for field work through remote project management, clear workflows, a contractor network, AI-assisted quality checks, and a focused market strategy. In this space, growth depends on people, process, cash flow, and solid execution on site.  5 Key Topics Covered  Turning field service into a repeatable operating system — Boris explains how Okos built an internal platform to manage technicians remotely, standardize every installation step, document the work, and maintain visibility across thousands of locations. Using AI without removing human accountability — The conversation looks at how AI can help review installation photos, assist with quoting, read technical documents, and cut down on manual work. Even so, experienced people are still responsible for judgment, compliance, and safety. Building and motivating a distributed technician network — Boris shares how the contractor model gives Okos geographic flexibility while offering technicians attractive pay, additional income opportunities, and the autonomy to choose when they work. Finding product-market fit through a major pivot — After the residential smart-home market stalled, Okos shifted into commercial security. They discovered that its real value was not installing individual cameras, but executing large, multi-location deployments that smaller competitors could not handle. Scaling into the United States without losing financial discipline — Boris discusses why the U.S. market proved easier to enter and more open to new solutions, while warning founders that large contracts, aggressive payment terms, and rapid expansion can create serious cash-flow pressure. 3 Key Insights The real product may be the operating capability behind the service. Okos gained traction when it stopped positioning itself around hardware and features and started selling the ability to complete complex deployments reliably across hundreds or thousands of locations. Technology is useful when it makes the work easier and better. Checklists, photos, remote checks, and AI reviews can reduce rework, keep the company accountable, and give clients a clear record of what happened on site. Growth should follow proven demand, not founder ambition alone. Boris says companies are ready to scale when the market is actively pulling them forward with contracts, backlog, and steady demand—not just because they have hired more people or raised more money.Links:  Okos AI: https://okos.ca/ Boris Besner on LinkedIn: https://www.linkedin.com/in/borisbesner/ Future Ventures Corp: https://ca.linkedin.com/company/future-ventures-corp Subscribe to the YouTube Channel: https://www.youtube.com/channel/UCZgPPHfPBZz-r5NQLq_dWfA This episode has been brought to you by the Capital Intelligence Platform: https://capital.futureventures.ca/ About the Guest  Boris Besner is the Founder and CEO of Okos AI, a field services company that handles large-scale security and low-voltage installations. The business started as a smart-home startup and grew into a company focused on enterprise security. It now works with a network of certified technicians, remote project management, and AI-assisted quality checks to make installations easier to manage, more consistent, and more accountable across many locations.

    Boris Besner— Turning Field Execution into a Repeatable Operating System | FV Podcast Ep. 60
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Future Ventures: Clarity at Scale is the podcast for founders, operators, and investors who are building companies worth owning for the long term — and who need to think clearly about capital, structure, strategy, and growth to get there. Each episode cuts through the noise around scaling: how to structure a deal, how to position a business for institutional capital, how to build operational leverage without losing control, and how to make the high-stakes decisions that compound in value long after the moment has passed. Hosted by Maxim Atanassov — a four-time founder and the Managing Partner of Future Ventures Corp. Since 2018, FVC has invested in, incubated, and scaled companies across sectors — with a focus on platform opportunities that compound in value. Maxim's background spans executive leadership inside Canada's largest energy companies and senior advisory at Deloitte and EY. He's a CPA-CA who has sat at the table where capital gets deployed, governance gets built, and hard decisions get made. Now he helps founders get there faster.  New episodes every week. Subscribe wherever you listen.

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