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The EIC’s 2023 Strategic Challenges and Topics (2023 EIC Accelerator Work Programme Part 7)

The EIC Accelerator funding (grant and equity, with blended financing option) awards up to €2.5 million in grant and €15 million in equity financing per project (€17.5 million total). It is a popular funding instrument specializing in DeepTech startups and small mid-caps which aim to finalize their product developments, enter the market and scale globally.

The EIC’s 2023 Work programme

While the European Innovation Council (EIC) has remained silent regarding the 2023 Work programme that is yet to be released, ScienceBusiness has published the second draft of the highly anticipated document dated July 2022. This article series is exploring some changes and interesting aspects of the EIC Accelerator that are relevant for startups and Small- and Medium-Sized Enterprises (SME) and for professional writers, freelancers or consultants.

ScienceBusiness has likewise published the entire library of Horizon Europe documents by the European Commission (EC) that are mostly in draft form and can be found here.

All the information and conclusions provided in this article are subject to change and the opinion of the author. The following statement by the EIC is part of the 2023 EIC Work Programme draft that this article is based on:

“This document represents a working draft of the EIC work programme for the purpose of feedback and comments from members of the Horizon Europe Programme Committee for the EIC and European Innovation Ecosystems. This draft has not been adopted or endorsed by the European Commission. Any views expressed are the views of the Commission services and may not in any circumstances be regarded as stating an official position of the Commission. The information transmitted is intended only for the Member State or entity to which it is addressed for discussions and may contain confidential and/or privileged material.”

The EIC Accelerator Open and Strategic Challenges

The 2023 Work Programme of the EIC is outlining the newest Strategic Challenges for the EIC Accelerator. These are renewed every year alongside the new Work Programme implementation and have separate allocated budgets. It is common that the EIC Accelerator Open and the EIC Accelerator Challenges have a comparable budget while the chances of success could be higher in the thematic challenges due to the strict topic limitations.

This is due to the smaller number of applicants compared to the EIC Accelerator Open which has no thematic restrictions but this might be irrelevant since the EIC has announced that the Strategic Challenges budget will be transferred to the EIC Accelerator Open if there are not enough applicants available. Of course, the applicants for the Strategic Challenges still retain first priority for their respective budgets.

“However, if there is insufficient applications selected for funding for a Challenge, the budget will be transferred to the other Challenges. In case there is insufficient applications selected for all the Challenges, the remaining budget will be transferred to the Accelerator Open.”

As given in the EIC’s draft Work Programme 2023, the seven new EIC Accelerator Challenges are:

Challenge 1: Novel biomarker-based assays to guide personalised cancer treatment

Specific objectives

“The overall goal of this Challenge is to support and accelerate the preclinical validation and/or clinical phase 1 work carried out by innovative SMEs (including start-ups, spinouts) and small midcaps to develop novel predictive, prognostic and companion diagnostic assays to guide cancer treatment. This Challenge has the following specific objectives:

  • develop novel companion diagnostic assays , including through liquid profiling; to identify who, among cancer patients, is more likely to benefit from a given treatment (guided treatment);develop novel predictive biomarker-based assays to identify who, among patients with potentially precancerous lesions, is more likely to develop cancer;
  • develop novel prognostic assays including through liquid profiling to identify who, among the cancer patients who underwent treatment, is more likely to recur;
  • develop novel companion diagnostic assays, including through liquid profiling to identify who, among the cancer patients receiving treatment, is more likely to develop side effects as a result of the treatment and
  • to develop novel monitoring biomarker-based assays to effectively monitor the clinical course of the disease.”

Expected outcomes and impacts

“As expected outcomes from this Challenge, clinicians will be able to:

  • Identify, who among cancer patients, is more likely to benefit from a given treatment (guided treatment)
  • Identify, who among patients with potentially precancerous lesions, is more likely to develop cancer
  • Identify, who among the cancer patients having underwent treatment, is more likely to recur
  • Identify who among the cancer patients receiving treatment, is more likely to develop side effects as a result of the treatment, affecting their quality of life and
  • More effectively monitor the clinical course of the disease”

Challenge 2: Aerosol and surface decontamination for pandemic management

Specific objectives

“The proposals should target the development and commercialisation of technological solutions facilitating social interaction in the context of pandemic emergencies, by means of one or more of the three following approaches:

  • Full systems for high-efficiency aerosol capture, pathogen deactivation and air circulation management in closed-environments (e.g., office space, in-flight, retail stores, etc.), including advanced air-filtering architectures and dynamic air circulation optimisation.
  • Next-generation face mask technologies with smart filtration materials to exceed N95 performance at low airflow resistance, with improved retention/rejection of sub-micron particles.
  • Rapid surface decontamination devices beyond state-of-the-art UV-C irradiation systems and biocidal agent dispersion.

Where advantageous, pathogen profiling sensors and sub-systems could be integrated with air renewal systems, face masks or surface decontamination devices to provide quasi- real-time information on pathogen presence for rapid decision making and/or autonomous optimisation of air circulation.

The proposals should provide preliminary evidence demonstrating that social distancing can be avoided or substantially reduced, under realistic pathogen infectivity assumptions, with the targeted technologies.”

Expected outcomes and impacts

“By reducing the need for social distancing in the event of infectious pandemics, this Challenge will empower society at large to sustain unaltered economic and social dynamics in the event of pandemic outbreaks.”

Challenge 3: Energy storage

Specific objectives

“This Challenge targets groundbreaking innovations in any field of technology that have a high potential to meet the following goals:

  • to store electric and/or thermal energy at low cost, high density, high charging/discharging efficiency and enhanced durability.
  • technological approaches (chemical, electrical, electrochemical, mechanical, thermal) for energy storage at different scales (centralized at large industrial facilities premises or distributed and at small scale level – mobile electronics), duration (short – millisecond to day, medium – days to month and long term – months to seasons) and uses (from stationary to mobile).
  • technologies that, without using critical raw materials or ensuring their full recycle/reuse, minimize their carbon footprint measured through a life-cycle analysis (including cost and social impact evaluation). The proposed technologies could also address the smart operation and control of storage assets, their integration with demand response strategies, predictive maintenance, load forecasting and decentralized renewable energy technologies.”

Expected outcomes and impacts

“The possibility to store electrical or thermal energy at low cost, high density, high charging/discharging efficiency and for different duration (from short to long) will:

  • enable a strong penetration of intermittent renewable energy resources by addressing the spatial and temporal mismatches between generation and demand,
  • set up decarbonized, interconnected, sector-coupled and flexible energy systems.
  • Increase Europe’s energy independence from unreliable suppliers”

Challenge 4: New European Bauhaus: Digitisation for sustainable and inclusive built environment

Specific Objectives

“The call aims to enable a paradigm by supporting deep tech ventures that can deliver disruptive new products and services for a digitised value chain with a focus on:

  • Computational design. ventures that develop and scale radical new products for mass-adoption of parametric, generative and algorithmic design, pushing the boundaries of physical simulation, digital twin;
  • Alternative materials. ventures active in the development, production, advanced application of alternative building materials, or building concepts, building elements, design+fabrication concepts (e/g stereotomy 2.0) based on advanced uses of alternative materials.
  • Digital fabrication. ventures developing and commercializing scalable 3Dprinting, robot assisted composites, factory and field robotics, automation products, digital molds, distributed building factories.”

Expected Outcomes and Impacts

“The overarching objective of this Challenge is to provide transformative digitally enabled solutions for the construction sector that can help it achieve climate neutrality while providing inclusive and high quality products.

The focus will be on achieving a reduction in embodied rather than operational carbon emissions. Socio-economic impacts include higher productivity, higher product quality, reduced material consumption and waste, improved construction logistic in the urban environment and increased economic impact without compromising on quality or safety.

This approach will also lead to higher quality jobs in a more progressive and appealing sector that can deliver a step-change in the overall quality of the social experience with the built environment.”

Challenge 5: Quantum computers hardware and real environment quantum sensors

Specific objectives

“The objective of this Challenge is to support ground-breaking innovations that have a high potential to develop:

  1. Next-generation fault-tolerant quantum computer(s) with:

    1. improved performance;
    2. significantly simplified QC integration with control electronics;
    3. scalable control systems (scalable to tens of thousands of qubits, needed for meaningful practical applications);
  2. Quantum sensors to function in real/harsh environment for various application areas, such as ecotoxicology, pharmaceuticals, biomedical, space, corrosion detection in power plants, gas/oil tanks, raw material detection, medical imaging, automotive and many more.”

Expected outcomes and impacts

“This Challenge is expected to support EU in taking a leading role in the development of cutting edge quantum computing and quantum sensors that can be used in real environment and deployed in various areas such as medical devices, pharmaceuticals, materials science, defence, space, etc.

In mid and long term, this challenge is expected to expand the quantum capabilities of Europe, underpin its economic resilience and digital sovereignty. It should pave the way for Europe to be at the cutting edge of quantum capabilities by 2030 as envisioned by the 2030 Digital Compass: the European way for the Digital Decade.”

Specific conditions

“Applications to this EIC Accelerator Challenge may request an investment component of above EUR 15 million in duly justified cases.”

Challenge 6: Sustainable and resilient agriculture

Specific objectives

  1. “Design, development and evaluation of interdisciplinary solutions for regenerative agriculture and soil health in the areas of

    1. Fertilisation
    2. Crop protection
    3. Irrigation
    4. Tillage
    5. Soil and crop management
  2. Radical innovations in precision fermentation for the food sector, including but not limited to mycoproteins.

  3. Radical innovations in the area of natural solutions for carbon management and valorisation (carbon farmingcarbon stock in the soil, etc)

  4. Novel processes, materials, equipment, crops and microorganisms adapted to harsh environments, climate adaptation needs and resource scarcity.”

Expected outcomes and impacts

“This Challenge aims to improve the resilience and security of the European food supply chain, notably by maintaining and improving crop yield with environmentally friendly technologies, all while regenerating and increasing soil health. By aiming to valorise crop residues, this Challenge also aims to contribute to better carbon and nitrogen management practices, to mitigate climate change.

In doing so, the results arising from this challenge will foster the EU technological autonomy and leadership via focused support of innovations in the areas of sustainable and resilient agricultural production, food security, biodiversity and environmental protection. The challenge also aims to reduce the EU dependency from critical supply chains and strengthen the EU innovation ecosystem competitiveness in the strategic sectors of ecologic transition and clean, secure and cheap energy provision.”

Challenge 7: Customer driven, innovative space technologies and services

Specific objectives

“The overall goal of this challenge is to ensure Europe is able to service and protect its own Space infrastructure, avoiding the risk of losing its strategic autonomy over its own space assets, while enhancing the competitiveness of its space industry through encouraging the emergence of innovative, interoperable, scalable, and autonomous “customer-driven” innovative space technologies.

In terms of technological developments, the specific objectives of the call are:

  • To have the means to inspect spacecraft in orbit, to augment satellite capabilities and resilience;

  • To develop autonomous and in-space collision avoidance capabilities e.g., use of AL/ML for collision avoidance manoeuvres, space debris positioning data and develop in-space mobility propulsion capabilities;

  • To further mature self-assembly of spacecraft in orbit with different applications (e.g., in-orbit, cis-lunar exploration, Earth observation, space debris inspection, space situational awareness, etc.);

  • To collect and recycle space debris or recovering intact components from nonoperational satellites or cut dysfunctional satellites turning them into metal rods for potential fuel;

  • To refurbish upper stage of launchers and transform them into microgravity platforms;

  • To design and construct a R&I low Earth orbit unmanned modular platform assembled in orbit and to host in-orbit microgravity experiments or collect/reuse space debris;

  • To develop innovative technologies for Earth observation, navigation, satellite communications (SATCOM), space science, space situational awareness (SSA) and in-space logistics needing in-orbit demonstration and in-orbit validation (IOD/IOV).”

Expected outcomes and impacts

“This Challenge aims at developing:

  • an EU servicing and re-use/recycling capability for servicing EU space infrastructure, while contributing to the management and reduction of space debris;

  • timely and cost-effective Space Traffic Management services for on-time collision avoidance manoeuvres;

  • the re-use, refurbish or recycling of a spacecraft components or launchers upper stages scientific and technological solutions for in-orbit services and reuse/ refurbishing and recycling of old spacecraft (e.g. satellites, rockets upper stages, etc.);

  • Innovative propulsion solutions for in-space mobility of spacecraft”

Specific conditions

“Where relevant, companies supported under this Challenge will have access to in-orbit demonstration and testing facilities financed under Horizon Europe.”

This article is part of a series whereas the remaining articles can be found here, once published:


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

EIC Accelerator Interview Preparation Process: Jury Considerations (Part 3)

One could argue that the Question & Answers (Q&A) session that is part of the EIC Accelerator interviews requires a significant amount of the overall preparation time. With a length of up to 35 minutes after the 10-minute pitch by the startup or Small- and Medium-Sized Enterprises (SME), it can make or break a fund-raising application.

In this third part of the EIC Accelerator interview guide, the focus will be on the Q&A. This article aims to provide suggestions as to how a company can prepare and be in the ideal position to succeed during the EIC’s pitch week.

Since most companies are used to having long-lasting investor conversations prior to facing a final investment decision, even experienced management teams often have to adjust and practise for this particular, fast-paced interview session.

Core Rules

  1. Be aware of EIC rules and agendas (i.e. what the jury is looking for)
  2. Do not give the jury a reason to reject you (i.e. no red flags)
  3. Do not get cornered on a topic that is of no benefit (i.e. no wasted time)

Note: This article focuses on strategies for practising Q&A sessions while the next articles will focus on how answers can be improved and developed.

How To Practise (The Mock-Jury)

Rapid-Fire Questions

When practising for the pitch interview, it is often difficult to simulate a stressful environment or have supporters who can project the demeanour that is needed for such a practice. But this is an essential part since:

We don’t rise to the level of our expectations, we fall to the level of our training.

– Archilochus

If a startup is working with a consultancy or professional writing team then they can take this role but, as a precaution, every applicant team should also make an effort to create such sessions internally. Since nobody wants to alienate their co-workers or partners with a stressful questioning session, a simple way of creating pressure is to add interruptions.

As an example: When the mock jury member asks a particular question on a certain aspect of the project which the interviewee then responds to, the questioner proceeds to cut off the answer with a follow-up question within 10-20 seconds, at a point where it is confusing, too slow or irrelevant. By using this approach, one can simulate being caught off-guard since the follow-up questions will inevitably force the interviewee to make their answers more succinct. It will likewise allow the questioner to quickly screen for weaknesses in the responses and, through multiple follow-ups, find additional areas that must be prepared in detail prior to the pitch.

Example (Interviewee / Mock-Jury)

  • What is your business model?
  • We have a SaaS business. We sell access to our software mainly to Universities and research institutes so–
  • How do universities pay you? Have you demonstrated willingness-to-pay or do you face long tendering processes?
  • Well, we do not have revenues yet but we have pilot tests with some institutes and they have told us that they would pay for this. We also have–
  • So this is unproven. Have you demonstrated willingness-to-pay in any core customer segment?
  • Well…

Recommendation

During the entire Q&A practice, it is beneficial to make interruptions a habit since these will help everyone involved to self-correct their answers and polish them in their minds before they answer. The worst practice environment for a Q&A is one where the team has unlimited time and is allowed to brainstorm as they answer the question or even discuss the answers with their colleagues. The idea is to generate a sharp answer and then move on to the next one. Developing better answers can be done afterwards.

For the mock-jury, the rule is to make almost no answer go uninterrupted.

The Devils Advocate

It is often very difficult to find someone who is able to ask good and tough questions. Consultants and writers will know the project very well while employees, investors and others will likely also be overfamiliar with the company. Additionally, since many DeepTech companies have to guard their Intellectual Property (IP), they often do not want to include additional parties in the process just to ask a few questions.

A solution can be to hire an external party since there are a variety of pitch coaches who specialise in this type of training and can be a suitable support option.

Playing the devil’s advocate can also be done with existing consultants or internal team members since the rule is simple:

Pretend that you do not know the answer and ask the worst possible questions.

Especially if you already know the technology in and out, you will know the business model, the customers and all of the weaknesses, risks and uncertainties. To develop good questions, one should look at the project in the most negative light possible. The idea is to take the side of the competitors or those who would criticise the project.

Example (Interviewee / Mock-Jury)

  • What is your product?
  • We produce and sell battery cells based on a new material.
  • What’s innovative about it?
  • With our approach, we can reduce the energy needed during battery production by 15% as well as the related costs. We–
  • Is the new battery as long-lasting as the conventional materials?
  • We do not have long-term studies yet but we expect that it will have a comparable half-life. So–
  • But if it does not then wouldn’t it be a pointless product? What half-live benchmark do you have to reach to make sure that the 15% upside remains relevant for customers?
  • We have not calculated that yet but do not see this as an issue.
  • It sounds to me that your competition is still the better alternative until you can validate your half-life. Is that wrong?
  • Well…

Recommendation

As a mock-jury member, highlight the weaknesses of the innovation and overexaggerate the benefits of competing products. Question the existence of the innovation in the market to create a robust set of answers.

Looking for Flaws

The EIC Jury interview might be a pleasant experience but it can also turn stressful and be riddled with criticism. As an old saying goes:

Prepare for the worst. The best will take care of itself.

There might be one Jury member who is looking to criticise, who accepts no response to be good enough and who has already made the decision that they do not like the project. Unfortunately, there are many accounts of rejected applicants who found the interview to be stressful and at least one of the EIC jury members to be unpleasant.

If this happens then it is unfortunate but it is one more reason to prepare for such a case.

The principle of practising to look for flaws is simple: Try to entrap the interviewees and corner them in a place where they do not want to be. This can be because they do not know the answer, they have never thought about this or because the answer might lead to even worse questions.

Being critical does not mean that the questioner needs to be unpleasant. On the contrary, playing the role of someone who is looking for flaws can be good practice for everyone involved. If one of the interviewees just stepped into a trap and looks confused while the other two interviewee’s try to suppress their laugh then the practise session is going well.

Example (Interviewee / Mock-Jury)

  • How much financing have you raised so far?
  • In total, €2.5M from grants and angel investors.
  • Are you in discussions with other investors now or expect other investments in the coming months?
  • Yes, we are talking to Venture Capitalists regarding a bridge round at the end of the month.
  • How much are they considering to invest?
  • We are discussing a €1M investment but it can also be higher.
  • Then is it not best if we wait until they have made the decision and you apply again to the EIC in 3 months?

Recommendation

Have one person (the mock-jury) ask questions and follow-ups that progressively become more difficult to try and entrap the interview candidates. These traps will be the basis for the improvement strategies for answers discussed in the following articles.

Learn the Rules & Read the Application

It can be assumed that a majority, if not most, of the applications that are selected for the Step 3 interviews of the EIC Accelerator have either been written by consultants, professional writers or with the strong support of the startup’s employees (i.e. delegation of tasks). No matter how the company reached this last stage, it is likely that the three interviewees are not entirely familiar with all the application documents.

While many might think “I know my company in and out already!”, it would be a fatal error to not be perfectly familiar with the application. With three team members being invited to the EIC’s pitch week, it is not necessary for everyone to know everything but, as a collective, all three team members should know the entire application like the back of their hand.

The CFO should know the financial spreadsheet, the cashflows given in the Technology Adoption Lifecycle (TALC), the work package budgets and all related financial aspects. The CTO should know the development tasks, should be familiar with all the features and uses cases as well as know what the exact pain points described in the application are.

The team should distribute all proposal documents to assure that at least one person knows the relevant information. In addition, all three interviewees must know the EU’s and the EC’s rules which are described in the previous article to avoid displaying red flags (i.e. non-bankability, strategic challenges, risk-level).

Example (Interviewee / Mock-Jury)

  • What developments are you planning under the EIC?
  • We want to optimize our production process, get certifications for the resulting hardware and develop the AI software.
  • What budget are you allocating for the production process optimization?
  • We expect this to cost approximately €0.8-1M.
  • I have seen your Work Package 5 and it shows a very different number there. It list €450K for the production process. Why the discrepancy?

Recommendation

Practice asking precise questions on the proposal documents. These can include the Freedom to Operate (FTO) report, the budget, the competitors and many more sections.

Choose Who Answers What

It is critical for the team to assure that the most suitable expert will be answering the questions in their field of expertise. This can be difficult due to time constraints and it can also be hindered by the most confident member of the team taking the answering role out of pure habit (i.e. the CEO answering a financial question while the CFO remains silent). Suggestions to mitigate any problems are:

Give each person a topic

As an example, the CEO answers business model and market questions, the CTO answers technical questions and the CFO answers budget, investment and financial questions. This sounds simple but there can be significant issues that only become obvious during practice.

What if the question is financial in nature but it asks why the technical development costs are so high? This question might be too technical for the CFO. What if the commercialisation question overlaps with technical customer pain-point or the willingness-to-pay? There are many situations in which the ideal person will be ambiguous. Thus, it should be practised diligently.

Sit in the same room

It is much easier to transfer questions if the team sits right next to each other. The CEO can nod at the CFO and if one person decides to jump in then this can be well-timed as opposed to yielding awkward interruptions or confusion during a video call.

Note: This is only applicable for video calls and not for in-person pitch events in Brussels where all team members are in proximity by default.

Practise question allocations

Since questions will likely overlap greatly when it comes to the themes or topics, it is beneficial to practise this in every pitch session. What must be avoided is that the CEO or the most vocal team member ends up answering all questions. If one person has already answered questions for 15 minutes then it is likely that no other team member will dare to jump in since they are not used to it. It will be beneficial if the team members become accustomed to answering questions as a unit and have an almost immediate response without any awkward looks or confusion as to who should answer.

Conclusion

This practice routine illustrates how the team can integrate critical questioning into their mock sessions while it likewise hints at methods for their preparation. It is recommended to select one or more questioners who can play the devil’s advocate and aim to pressure the team through frequent interruptions.

The following articles will present strategies to develop perfect answers to questions and, most importantly, develop a framework to master unpredictable questions that would catch the team off-guard. This will help the interviewees to not end up in the critical situations given in the examples above.

Other Articles


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

Lessons from the EIC Accelerators Pitch Video Shooting (SME Instrument)

The EIC Accelerator blended financing (formerly SME Instrument Phase 2, grant and equity) has recently introduced pitch videos into the evaluation process which presents a new challenge for professional grant writers, freelancers and consultancies (read: New Application Process). While there are no official guidelines or templates for the process of shooting a pitch video, this article looks at some brief lessons learned from preparing such videos with clients in a remote fashion.

Information on how to structure a pitch video (read: Video Selection), how to script the video (read: Video Scripting) and how to remotely organize the shooting (read: Video Shooting) can be found elsewhere.

1. The Video Script is Everything

One of the restrictions of the EIC Accelerator pitch video is the length which is limited to only 3 minutes. This can be a surprisingly difficult challenge if the footage recorded by the Step 1 applicant, a Small and Medium-Sized Enterprise (SME) or startup, is very difficult to shorten without losing the storyline or making certain sections non-sensical.

Having a clear script that goes over all relevant sections of the project and is brief but succinct is important since it allows to cut out segments without impeding the overall story. Since it is advisable to always record more than the needed footage, cutting the length of content becomes an important task for the proposal writer.

If a great script has been prepared in advance, the video editor can always fall back on it and never needs to worry about the 3 minutes not telling a cohesive story. Not being able to include every single part of the project’s story is to be expected but the script should be holding up even if certain parts are omitted in the final cut (read: Story Lines).

2. Simple Tips for Pitch Recordings Go a Long Way

Applying SME’s and startups need sufficient guidance for the video recording. A video editor or videographer might take certain things for granted but these aspects could be entirely foreign to the management team of a technology company.

Every consultant or freelancer should present their clients not only with a pre-written script and instructions as to which members should partake in the shooting but also prepare guidelines for best practices. Information on ideal camera choice, settings (framerates, ISO, shutter speed, etc.), lighting and background setup can easily increase the video quality.

A limitation to this is the presentation of the CEO and the management team in general since preparing extra coaching for an exciting and enthusiastic video will likely be exceeding both the time and resources one should spend on the video. Still, giving some guidance as to how to transmit personality and excitement can be very helpful.

3. Small Editing Techniques are Key

Just cutting recorded footage together is one way of preparing the video but small additions such as stock footage, effects, titles and similar techniques can significantly increase the quality of the content.

Every applicant can assume that all the selected evaluators will watch the videos from start to finish at least once but this does not mean that boring videos will make the same impression as entertaining ones.

Having a professionally produced video is by no means a requirement but producing an entertaining video does not require professional production quality. Understanding what the listener wants to know as well as making sure that there is a start, a middle and an end while constantly keeping the viewer’s attention is key.

The thought after watching the video should be: “Wow, the project seems really interesting and the team seems great!“. A video that is bland and uninviting might make the first impression of the team less favourable since motivation, alongside competence, is an important criterion in the evaluation as well (read: Design Resources).

4. Adapting to the Client

Every client is different and has a different starting point when it comes to content creation. Some have extensive footage available and routinely do interviews or pitch their products in video format while others have been in stealth mode and have never recorded a single second of footage. This project diversity likewise extends to the video structuring and editing process since two projects can require different coverage durations for their unique segments.

The same is true for the technology itself since not all projects can be easily translated into video format. Showing how an Artificial Intelligence (AI) algorithm looks in an appealing manner is nearly impossible while demonstrating a hardware production process or data visualisation tool lends itself far more readily to the video format.

Time and geographic constraints are other determining factors since many teams are operating remotely and there might be a lack of time or accessibility to collect all the needed footage. A laboratory might be empty and in sleep mode until the regional COVID-19 lockdown is completed while team members could be busy with core business activities.

Summary

The following key lessons apply to the EIC Accelerator pitch video shooting for Step 1 of the evaluation process:

  • Scripting: Having a solid script prepared will make sure that the final video has a distinct storyline.
  • Guidance: Most applicants will need help with the pitch recording and this should be provided by the consultant or writer.
  • Editing: This will be valuable in order to give the footage a semi or fully professional look and grab the viewers attention.
  • Adapting: Every startup or SME has different footage available and different capabilities which means that guidelines must be adapted if needed.


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

The 2021 EIC Accelerator Work Programme and Newest Updates (SME Instrument Phase 2)

Update 1: The EIC Accelerator Work Programme 2021 was published on March 17th 2021.

Update 2: The EIC has presented the latest news in a YouTube leak which reveals information not found in the published Work Programme.

The EIC Accelerator blended financing (formerly SME Instrument Phase 2, grant and equity financing) is being re-invented and is transitioning from its initial pilot phase into a fully-fledged investment arm of the European Commission (EC) and European Innovation Council (EIC). With the launch of the EIC Accelerator in 2021 having been announced for March 18th 2021, this article discusses the most important aspects of the new Work Programme (read: EIC Accelerator Introduction).

The new Work Programme includes a different application process, additional evaluation steps and significant technical changes that are relevant for both Small- and Medium-Sized Enterprises (SME) and startups as well as for professional writers and consultants focusing on preparing successful grant applications (read: Hiring a Consultant).

While the official template for the proposal documents is not published yet, conclusions regarding their set-up can be drawn from the evaluation criteria themselves. All information given in this article is still preliminary but is expected to accurately reflect how the EIC Accelerator will look like under Horizon Europe (2021-2027).

1. General Changes

1.1 Open Calls vs. Strategic Challenges

The EIC Accelerator will follow the previous SME Instrument’s strategy of imposing certain topic restrictions on applicants whereas all applicants will remain eligible for Open Calls but only select projects can apply to the Strategic Challenges. Accordingly, each funding arm will receive its own budget and be subject to specific guidelines with respect to the types of companies that are selected as well as their impact on the EU’s key policy targets.

1.2 Scoring & Ranking System

While the EIC Pathfinder and the EIC Transition will still include scoring and ranking systems, the EIC Accelerator will entirely omit such evaluation methods and solely rely on YES/NO gradings for every step. As discussed in a previous article (read: Analyzing Success Rates for Each Step), this might lead to a non-transparent evaluation process whereas rankings will have to be established internally since this is the only way of controlling the number of beneficiaries.

If there were truly neither thresholds nor rankings then there would likely be an excess of applications successfully progressing to the third evaluation step since the previous EIC Accelerator instalment already saw 30+% of all companies reaching the quality threshold of 13. Only a subsequent ranking process was able to reduce that number to a manageable amount for the interview stage.

1.3 UK Participation

After Brexit, the UK will participate in the EIC Accelerator grant but will not be eligible for equity financing (read: The United Kingdom under Horizon Europe). This, of course, is not to the detriment of UK companies since non-dilutive grants are increasingly sought after and there is no additional risk of receiving an equity-counter-offer that would replace the requested grant.

2. The Application Documents

2.1 Step 1: The Short Application

This first stage will require the preparation of a 5-pager to summarize the project in written form, a 3-minute pitch video and the conventional pitch deck which will later be used for the Step 3 interview.

≥ 5-Pager: The 5-pager does not currently have an official proposal template yet but conclusions can be drawn from the Evaluation Summary Report (ESR) criteria in the newest EIC Accelerator work packages (not shown here). The document will likely focus on the Excellence and Impact of the technology with very broad questions regarding its key aspects and why the EU should be interested in the project (see DARPA’s Heilmeier Catechism). The Implementation will receive less attention and only address the quality of the team and the overall risk level of the project (read: Assessing an EIC Accelerator Project).

The EU has additionally given hints at the 5-pager template through its public tender for an Artificial Intelligence (AI)-driven writing support tool which further illuminates the direction it will take. All in all, the 5-pager should be viewed as a compressed version of the previous full application with a stronger focus on being impressive rather than being detailed or feasible (read: Identifying a Broad Vision).

≥ Pitch Video: The 3-minute pitch video will likely have no restrictions and give full creative freedom to the applicants (read: Pitch Video Production) but it should be treated as a project pitch that is addressing all criteria rather than an advertisement (read: Pitch Video Resources).

≥ Pitch Deck: The pitch deck will likely follow the exact same structure as the previous installations of the Step 3 interviews (read: Pitch Deck Creation).

2.2 Step 2: The Full Application

Once Step 1 is passed, the applicants will be invited to submit a full application to the evaluators which will likely be a 20-30 page document that includes the business plan, financials, work packages as well as annexes that contain information on the company (read: EU Work Packages).

2.3 Step 3: The Remote or In-Person Interview

This step will follow the same structure as previous interviews (read: Preparing for an Interview & The Biggest Mistakes).

3. The Application Process

The application process will likely see great changes with the introduction of an online tool supported by an AI-interface similar to web-based word processors, a re-invented Funding and Tenders Portal as well as the introduction of freezing periods for unsuccessful applicants. It is evident that the EIC has put great thought into increasing the quality of applications but also into filtering out low-quality projects early.

3.1 AI Tool

Similar to GoogleDocs, this web-interface is meant to be used for the writing of the proposal and should give useful assessments and guidelines to support the process. The exact details and its release date are not clear yet but it could be a valuable way of providing immediate feedback to low-quality applications.

3.2 Freezing Periods

≥ Two Attempts: The general approach is to give rejected companies a second attempt while they will be blocked for 12 months from further submissions if they cannot succeed in a respective evaluation Step on their second try. The rules are more complex when it comes to the rejections in Step 3 but all applicants should assume that two attempts are all they will have available and that no submission should be wasted.

Consultants and professional writers often receive inquiries from companies who have applied to the EIC Accelerator on their own but failed, prompting them to seek support from an expert. This was always a great option for startups because there was no risk in preparing an application in-house since professionals could still be hired down the road (read: Should you apply on your Own? & Getting Good at Grant Writing).

Unfortunately, this is currently changing since the risk of failing is now associated with being blocked from any further applications for at least one year and maybe even indefinitely when it comes to a particular company or project. It is expected that many applicants will now seek professional help before even applying on their own to minimize their risk while there could also be a large number of unsuccessful companies seeking out writing support with one out of two rejections already received (read: EIC Accelerator Consulting Industry).

≥ Virgin Projects: Since such freezing periods are a new concept, there will likely be a new focus among professional writers and consultants on virgin projects which have not applied to the EIC Accelerator yet and have a lower risk for rejection. This is expected to become a major factor since success-fees and -rates are key for consultancies while investing time and resources into a project with only one remaining attempt can become an unreasonable risk.

Undoubtedly, the latter risk consideration will prompt consultancies to adjust their pricing model specifically for one-time EIC Accelerator rejectees. As with everything, good intentions can backfire and the EIC’s radical changes to the evaluation process, depending on how they will unfold, could end up harming the startups and SME’s they aim to support.

4. The Evaluation Process

Without scoring, without a transparent ranking system and with automated AI-tools, the evaluation process will change drastically. In the past, the pool of evaluators used for the assessment of applications has frequently faced criticism but the new installation of the EIC Accelerator might mitigate this depending on how the changes will be implemented. One major improvement is the introduction of concrete feedback for rejected applicants, although its exact nature is unknown at this point.

4.1 Step 1

Two evaluators will decide, unanimously, if the application is approved or rejected. If their opinions differ, two new evaluators will be added and the application will be successful if only one of them approves all evaluation criteria. This means that a proposal can win Step 1 if the result is 2/2 or if it is 2/4, provided the approvals are given for all evaluation criteria.

4.2 Step 2

Three evaluators will assess all criteria as in the previous EIC Accelerator installation. They will now also gain access to automated data analysis tools to cross-reference metrics and collect relevant data but the details for this AI tool are not known yet.

4.3 Step 3

6 jurors will evaluate the pitch and have access to all previous applications and feedback. They can also suggest lower grant amounts to be offered in case TRL8+ activities are detected or make a counter-offer consisting of equity financing but they are unable to provide more funding than has been requested (read: Technology Readiness Levels & How the EU Funds TRL’s).

5. Strategic Challenges (Topics)

Outside of the open calls, the newly introduced topics will focus on (1) the green deal, (2a) digital technologies and (2b) health care.

For (1) the Green Deal, 50% of companies invited to the Step 3 pitch have to address (a) batteries and energy stage, (b) green hydrogen and (c) renovation (read: A Proposal Narrative). For (2a) digital technologies and (2b) health care, 40% of interviewees have to address each sub-topic.

Open calls and specific topics will be available in parallel which means that companies have to decide which call they apply to.

5.1 The Green Deal Strategic Challenge (1)

The Green Deal will aim to target the following environmental goals in a similar fashion as the dedicated cut-off in May 2020 (read: The Green Deal EIC Accelerator):

  • Climate mitigation
  • Clean, affordable and secure energy
  • Clean industry & circular economy
  • Efficient building and renovating
  • Sustainable and smart mobility
  • Fair, healthy and environmentally-friendly food system’s
  • Preserving and restoring ecosystems and biodiversity
  • Zero pollution and a toxin-free environment

Specifically, the following technologies and areas are sought after under the 2021 EIC Accelerator Strategic Challenges for the Green Deal:

  • Batteries and Energy Storage: Strategic battery value chain • critical raw materials • recycling • chemical as well as physical storage (including ultracapacitors) • stationary and transport applications.
  • Green Hydrogen: Produce and store renewable hydrogen • different scales • centralized to on-demand • stationary and transport applications.
  • Renovation: Accelerate the growth of the renovation market • energy-efficient buildings • innovative technologies • financial schemes or business models.
  • Low-carbon Industry: De-carbonisation of industries • electrification • circularity • industrial symbiosis • industrial processes • carbon capture storage • digitisation of industrial processes.

5.2 The Digital Technology Strategic Challenge (2a)

≥ Digital technologies: Information and communications technology (ICT) • advanced high-performance computing • edge computing • quantum technologies • cybersecurity • artificial intelligence • block-chain • cloud infrastructure technologies • Internet of Things (IoT).

5.3 The Healthcare Strategic Challenge (2b)

≥ Healthcare technologies: AI-driven diagnostics • point-of-care (POC) diagnostics • cell and gene therapy (esp. cancer) • novel biomarkers for clinical prognosis • patient stratification/monitoring • bioprocessing 4.0 (digitalisation) • healthcare intelligence services • e-health solutions.

6. Ambitions to Control the Outcome

While the evaluation of all EIC Accelerator applicants is expected to be fair and prioritize the Excellence of the project, it is undeniable that there are policies in place that will fix the outcome. These are coming in the form of gender targets, societal impacts and related EU political agendas (read: EU Policies).

≥ Gender Outcomes: 40% all EIC Accelerator interviewee’s in Step 3 of the evaluation process must have female Chief Executive Officers (CEO) while 35% of all funded businesses must meet this criterion (read: Why it’s Great to Be a Woman). To facilitate this, special coaching will be given to female founders and the pool of evaluators, while 40% are already female, will be expanded to meet a 50% female share.

Considering that, without outcome-interventions by the EC, only <5% of beneficiaries had female CEO’s, this new target is an exceptional change but it is not clear how exactly the first two evaluation steps are affected by this Step 3 quota (read: The EIC Accelerator Performance Report).

≥ Sustainable Development: Amongst other targets, the EIC wants to support impact-oriented companies out of which 90% have to address sustainable development goals such as the Green Deal or similar targets. It is not clear how this focus will affect the EIC Accelerator.

≥ Geographic Diversity: A staggering change to the Step 3 pitch is that each EU member state and each associated country has to be represented in the interview stage with a number that is proportionate to the total number of applicants in earlier steps. This means that, for the first time, the EIC Accelerator is imposing geographic restrictions on its beneficiaries. This can be a double-edged sword since it has long been shown that some countries easily meet the 13-score funding threshold (i.e. 50% of applicants) while other countries have a more difficult time (i.e. 10%).

Countries that prioritize quantity over quality will be unfairly rewarded while countries that prioritize quality are being punished. It is still unclear at this point how strictly this rule will be enforced (read: Pre-Requisites for an EIC Accelerator Application).

7. Technical Changes

7.1 Coaching

3 days of coaching will be provided to all successful Step 1 applicants but at the costs of €1,000 per coaching day for the EC. The coaches will likely be external contractors and it is not clear how their experience could contribute to the preparation of the Step 2 application or to the practice of a successful Step 3 pitch.

7.2 Seal of Excellence (SOE)

SOE’S are awarded based on the Impact and Excellence criteria while the Implementation (i.e. risk-level and need for EU support) will be the determining factor to decide if the project is funded or if it is rejected (read: Evaluation Summary Report Analysis).

7.3 Applicants

Applicants can now, for the first time, be natural persons instead of only being Value Added Tax (VAT)-registered companies as long as an SME or Small-Mid Cap is formed prior to signing the EIC Accelerator contract. Of course, the natural person has to be a citizen of the EU or of an associated country (read: Associated Countries).

7.4 Equity

Next to direct equity investments by the EIC Fund in financing rounds initiated by the SME’s themselves (read: Inside Look into EIC Fund), convertible notes and other debt-related funding can be provided to beneficiaries. It is also finally clear that the obscure 30% co-financing of the EIC Accelerator grant can be financed through a parallel equity investment-request, thereby requiring no existing funding sources or revenues to fill the gap.

Direct equity applications without the request for grant support are now possible for applicants although the evaluation and proposal submission will differ.

Equity components can also be postponed by first opting for a grant application (i.e. grant-first) and later re-applying directly for equity-support.

7.5 The Pitch Video

This document will likely be submitted through a link since the cloud storage-needs and the requirement of government institutions to store files long-term would exceed existing capacities. One important repercussion of this decision is that, if startups can self-host their videos, enforcing a 3-minute restriction is extremely difficult since it is not possible to have an automated restriction as it exists for PDF page-limitations (read: Pitch Video Types).

The fairest way of implementing this would be to have direct file uploads to the EU platform and an automated time-trimmer to assure that all applicants only have 3 minutes to work with. If the EIC is using an AI-tool for the proposal development then introducing cloud video-hosting is only a minor challenge.

7.6 Timelines & Feedback

The Step 1 call will be open continuously and have no specified deadline. It will approximately take 4-6 weeks to receive feedback on the Step 1 5-pager whereas both successful and rejected applications will receive comments from the evaluators. For the Step 2 full application, the feedback is expected to be received 5-6 weeks from the cut-off date.

A 4-6 week feedback cycle for Step 1 does seem underwhelming since it is supposed to be a screening Step and not act as a full assessment. The estimated timing will potentially be different in practice and could be as fast as 2-3 weeks.

Face-to-face interviews will be 8-9 weeks after the Step 2 cut-offs (read: Deadlines) while 6 jury members will be responsible for the questions and assessments. EIC Fund associates can also join the pitch but they will not be in a position to ask questions or influence the evaluation result. The interview results will be ready within 2-3 weeks.

7.7 Reimbursement Advances

For short innovation life-cycles, SME’s can apply for a reimbursement advance that matches the grant condition but has to be paid back. With a 70% maximum contribution of €2.5M, the EU can provide financing that has to either be paid back (interest-free) or is converted into equity after a certain time period. The exact nature of the funding opportunity will be published soon but it will likely be at the discretion of the jury members who can directly assess the innovation life-cycle and time-to-market to make a recommendation.

7.8 Budget

Initial communications by the EC suggest that there were meant to be 3 cut-offs for Step 2 in 2021 but they then were reduced to two deadlines. The budget is already set and will be distributed across all topics. As of today, the total budget for 2021 is €1.109BN while the open calls have a €602M budget and the strategic calls share a €507M budget. Considering two parallel calls, namely the open call and the strategic challenges, this would give each cut-off an approximate budget of €554M which is significantly higher than even the COVID-relief and Green Deal cut-offs in 2020 (read: COVID and Green Deal 2020).

7.9 Inclusion of Small-Mid Caps

Historically, the SME Instrument and the EIC Accelerator have focused on SME’s, exclusively, but this will change under Horizon Europe. While SME’s are subject to specific size-restrictions that include the number of employees (max. 250), turnover (max. €50M) and balance sheets (max. €43M), Small Mid Caps can exceed these amounts. While restricted to only equity investments under the EIC Accelerator, companies can be 499-employees in size.


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

How a Consultant can Produce an EIC Accelerator Pitch Video Remotely (SME Instrument) – Part 2

This article is a continuation of Part 1 and presents a proposed workflow for the creation of a pitch video for the EIC Accelerator blended financing program (formerly SME Instrument Phase 2 – grant and equity financing). Due to the new process under Horizon Europe (2021-2027), the pitch video will be an additional barrier for startups and Small- and Medium-Sized Enterprises (SME) to apply for the grant financing and increase their reliance on consultancies and professional writers (read: Relying on Consultants).

Since the official proposal template and work programme will likely not provide sufficient guidance, the following content aims to remedy the most pressing concerns of future applicants (read: EIC Accelerator Introduction).

1.2 Discussing the Resources Available

The KOM should likewise be used to clarify the resources and capabilities an applicant has at their disposal. This includes the available footage (i.e. produced videos, features, animations) and the available hardware such as cameras, lights and related equipment (read: Types of Pitch Videos). Many smartphones can already record high-definition (HD) footage while Digital Single-Lens Reflex (DSLR) cameras are quite common as well.

Lastly, the SME’s team should clarify the locations and capabilities of their members so that tasks can be distributed accordingly and the shooting of the pitch video can be timed appropriately. If some employees have experience with video production then the process can be facilitated greatly while having all of the team members meet in a single location for a joint video can be beneficial.

1.3 Guidance for Best Practises

If no suitable expertise is available in a startup, the consultancy should provide a shortlist of best practises helping the team to maximize the quality of the production. These should include tutorials, Frequently Asked Questions (FAQ), tips & tricks as well as recommendations for camera settings, lights and related topics.

Most of this information is easy to learn and readily available but a brief guideline targeted at short EIC Accelerator grant pitch videos is expected to significantly benefit the production quality. If the team has no time to perform the shooting themselves, an external videography team can also be contracted for an on-site project.

1.4 Creating the Script

Before the shooting begins, the script should be prepared by the professional writer or consultant so that the production can be planned in advance. The script should clearly identify the content, speakers and setting so that the applicant understands the requirements and resources that are needed.

Preparing a script is complementary to the proposal writing and the pitch deck creation with the exception that the storytelling can be much more creative. The storyline of the video should be clear to all participants and care should be taken that the script is rich enough to not require any additional footage collection at a later stage. It is better to include additional content in the first script but cut it from the final video rather than to shoot less but then require a re-shoot at a later stage.

1.5 Screen Test (optional)

After the script has been created, the company should proceed with a first screen test where the team takes a few hours to create the video content to the best of their abilities. This includes the set-up of the lighting, camera settings, microphone and the final recording at the respective set.

This stage is supposed to be a low-stakes practise run but, if the footage is high-quality, it could be directly used for the pitch video. Once the screen test has been recorded, it can be reviewed and discussed with the consultant or writer to optimize the content, script and execution of the shoot.

1.6 The Real Recording

After the screen test has been reviewed and the script and execution have been corrected, the applicant will take a second day to perform the recording and collect all of the required footage. This 2-stage production will likely provide superior results and allow the creation of a high-quality end product with little effort or overhead.

1.7 Editing and Exporting the Pitch Video

Lastly, the editing of the footage can be performed either by the consultancy, a third-party contractor or a team member of the startup depending on how responsibilities have been distributed in the agreement. The editing will be an essential step to assure that colour grading, basic corrections, audio enhancements as well as related aspects are all exhibiting the highest quality.

Afterwards, the final video can be exported in the appropriate format and be ready for the first submission.

2. Summary

A process for the remote production of the EIC Accelerator pitch video could be structured as follows:

  1. Planning the Process: Discussing the core responsibilities of the shoot.
  2. Discussing the Resources Available: Reviewing the availability of equipment and skills.
  3. Guidance for Best Practises: The provision of guidelines to facilitate the production.
  4. Creating the Script: Developing a comprehensive script to avoid re-shoots at a later stage.
  5. Screen Test: A practice run (optional).
  6. The Real Recording: Recording the final video footage.
  7. Editing and Exporting the Pitch Video: Editing to increase the quality and export within file size restrictions.


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

How to Script an EIC Accelerator Pitch Video (SME Instrument) – Part 2

This article is a continuation of Part 1 and suggests a process for the creation of pitch videos as they are part of the EIC Accelerator blended financing (formerly SME Instrument Phase 2, grant and equity financing) in 2021 under Horizon Europe (2021-2027) (read: Proposed 2021 Process). The official template by the European Innovation Council (EIC) and European Commission (EC) does not give useful guidance for successful pitch videos which makes it important for consultancies and professional writers to develop internal guidelines for their preparation.

For startups and Small- and Medium-Sized Enterprises (SME), it is useful to carefully consider what will be included in video pitch productions and estimate how an ideal workflow could look like. Examples of pitch videos can be found here (read: Pitch Video Concepts).

Step 3: Shooting Footage & Animations

The gathering of footage can take a variety of forms but it is a good idea to simply start with a pitch deck as the visual material and a camera for the recording of interviews with the management team as well as the shooting of hardware footage.

Interviews can be shot with 5 minutes of speaking time for each founding member whereas questions and concise answers should be prepared in advance so that they can easily be cut down to the desired length for the final video. Animations (i.e. in Adobe AfterEffects or Microsoft PowerPoint) can be created based on a meticulous script so that no excess work is put into video creation.

Filming hardware footage, laboratories, machinery or production facilities should be planned in advance so that extra effort can be placed on the quality (i.e. lighting, transitions, visuals) as opposed to the quantity of the shots (i.e. the more shots, the more work in post-production). The general rule is that even minor preparations will significantly reduce the production workload.

Step 4: Editing and Post-Production

Video editing is notoriously tedious and can take up a lot of time since all the collected footage has to be re-watched multiple times, colour graded, audio-adjusted, cut and fit with suitable transitions or effects. The editing of the footage can easily require more time than all previous steps combined if the first scripting, planning and footage collection have not been executed properly.

It is advisable to perform everything that can be done during the production stage (i.e. Step 1-3) and not rely too much on the editing. The script should be concise and to-the-point right from the start so that no excess footage is collected. The prospect applicant should only film meaningful content and not simply collect everything. The lighting, sharpness, saturation, contrast, white balance, movie settings (i.e. shutter speed, ISO, aperture, frames per second, resolution) and all other details should be adjusted in the equipment before the filming begins so that the effort in post-production is minimized.

Lastly, it has to be assured that the final rendering and export of the video does not exhibit any problems associated with different framerates, aspect ratios or resolutions so that animations, interviews and hardware footage can be combined seamlessly.

Summary

For the video production, planning is everything and the more attention is placed on each step, the less work will be required for the creation of the pitch video.

  • Step 1Splitting the Video into Acts: Plan the pitch video in a top-down approach by allocating the order and timing for each act
  • Step 2Scripting the Acts: Plan the content for each act so that the following production will be brief and simple
  • Step 3Shooting Footage & Animations: Create the content based on scripts and assure that equipment settings are optimized to minimize post-production efforts
  • Step 4Editing and Post-Production: Bring all the footage together, cut it to the appropriate length, add effects and export the pitch video


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

How to Script an EIC Accelerator Pitch Video (SME Instrument) – Part 1

In 2021, the EIC Accelerator blended financing (formerly SME Instrument Phase 2, grant and equity financing) requires the upload of a pitch video which can present new challenges to prospect applicants (read: Proposed 2021 Template). While startups and Small- and Medium-Sized Enterprises (SME) can find information on the creation of pitch videos elsewhere (read: How to Make a Pitch Video), the scripting of such videos might require additional planning. Professional writers and consultants have to address the inherent differences between a pitch deck, an in-person interview and a video pitch since their evaluations will differ greatly (read: EIC Accelerator Interview Preparations).

Since it is unlikely that the 2021 EIC Accelerator proposal template will include a detailed guideline as to how a competitive pitch video is created, the following article presents a framework for how such a process could look like. It takes the past evaluation methods by the European Innovation Council (EIC), European Agency for SME’s (EASME) and European Commission (EC) into account while aiming to present all essential content within the limited timeframe.

Scripting a Video Outline

The first step in the creation of a pitch video should be the scripting of its content. There are generally no correct or incorrect ways to achieve the desired outcome since a video allows, by the far, the greatest creative freedom of all proposal documents (i.e. compared to financial spreadsheets, pitch deck, written proposal – read: EIC Accelerator Documents). Still, a script should always include information on the innovation, the opportunity and the team behind the project even if the time is limited to only 3 minutes.

While the pitch deck was already difficult to structure due to a 10-minute time-restriction, a 3-minute presentation requires much more meticulous planning (read: Pitch Deck Creation). In addition, a video can be expected to be judged much more harshly than a pitch deck in the same way a person is judged more comprehensively in-person compared to a photograph. As a result, a rushed video production is much more detrimental to the evaluations’ success than a rushed pitch deck.

The effort of creating a pitch video clearly exceeds that of a simple pitch deck but the trade-off is that a video can compress much more information into the same amount of time while tools to enhance the professionalism, entertainment value and impact of the presented material are readily available.

Step 1: Splitting the Video into Acts

As a first step, the video should be structured according to its main segments so that the available time can be allocated and the individual scripts can be created in a top-down approach. This is a key difference to the pitch deck and the proposal template since a page-restriction will always be easier to structure than a time-restriction. While a pitch deck can be segmented by simply dedicating a main slide to the product presentation, a video might require varying time-frames depending on the type of technology and collected footage.

As an example, the acts for a 3-minute video can be structured as follows:

  • Problem [00:30]
  • Innovation [00:50]
  • Traction [00:30]
  • Company [00:40]
  • Opportunity [00:30]

or

  • Company [00:20]
  • Traction [00:30]
  • Innovation [01:00]
  • Opportunity [00:30]
  • Investments [00:20]
  • Planned developments [00:20]

These examples are optional and every company has to decide how their ideal pitch video should be structured. There can be significant overlaps between different acts but creating a simple outline as to how the video will be structured is a first step in preparing the subsequent shooting.

Step 2: Scripting the Acts

As outlined in the article on pitch video’s (read: Creating a Pitch Video), each act can use a variety of different techniques ranging from interviews over animations to hardware footage collection. These methods can be blended and adjusted to the needs of each act but they should be scripted prior to shooting them so that the editing work in post-production is reduced.

Scripting the individual acts is also useful in case some tasks such as the animation, voiceovers or filming are outsourced since this can significantly save time and costs. An outline should follow the general rules for a good project narrative (read: Visual Representation for the EIC Accelerator) and present a compelling storyline.

To explain a market problem, the applicant can begin with the largest issue (i.e. deaths, costs, low KPI’s) and explain how this issue is rooted in a lack of technology. The innovation should then be explained in a very simple manner by beginning with a general overview of what it does, followed by what its use case looks like.

Such scripts can be written out as a text first and improved until the final explanation or voice over is perfected. In general, the scripting should be prioritized and perfected by shooting test footage first and then iterating feedback cycles until the desired quality is achieved.

This article continues in Part 2.


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

Project Management and the EIC Accelerator (SME Instrument Phase 2)

Project management is a central part of every Research and Development (R&D) project but it is especially important when considering the strict budgeting and tracking under the EIC Accelerator blended financing program (formerly SME Instrument Phase 2, grant and equity financing). Managing a specific project, a task and performance indicators are three core aspects of the overall process whereas the European Commission (EC) and the European Innovation Council (EIC) require constant updates on such aspects to assure the continuing progress of the beneficiarie’s development work (read: EIC Accelerator Introduction).

When hiring a professional writer or consultancy, project management is often simplified through coordination and support activities but startups and Small- and Medium-Sized Enterprises (SME) should be aware of the bureaucracy involved in a funding project by the European Union (EU). The following presents a shortlist of the tracking and organisational-aspects for such a grant project that is relevant for both the application (i.e. as part of the annotated EIC Accelerator template) and for successful grant beneficiaries who have received a positive evaluation (read: Finding EIC Accelerator Results).

The individual aspects of a development project can be classified into three tiers with project management at the top (i.e. top-down delegation), the task management at the center (i.e. development work) and the tracking of daily, weekly or monthly Key Performance Indicators (KPI’s) at the bottom (i.e. individual metrics). This order only presents one out of many ways to structure project management but it can be useful for companies new to the strict tracking requirements in the EU or those who lack experience in executing long-term development projects.

Managing a Project

Project management traditionally requires the use of cornerstones such as initiation, planning, execution, controlling, monitoring and closing which assures that all essential tasks are performed with clear responsibilities. As a first step, the responsibilities should be distributed according to a hierarchy with one main project leader at the top who acts as the supervisor and a manager for each project segment. This will be important for the tracking since accountability is the most secure way of assuring that deadlines, budgets and targets are achieved in a timely manner.

Each segment (i.e. initiation) can likewise have a concrete description, budget, timeline, outcome and means of documentation so that the person in charge has a clear overview of their responsibilities throughout the project. In the pitch interview (read: The Pitch Interview), it can also be a question that the jurors will ask since the financials, implementation and development tasks are important considerations for the selection of beneficiaries (read: Pitch Preparation).

Managing a Task

Each project will have to be split into the specific tasks that require execution and the EC prefers the use of designated Workpackages (WP) (read: Work Packages). These are individual segments of the developments arranged by their area of focus and their expected timeline. As an example, a WP can be focusing on software development while another WP deals with hardware developments or marketing activities.

WP’s are only one way of structuring R&D work but the important thing to consider is that specific tasks, budgets and deadlines must be designated clearly and be actionable enough to allow execution. Such tasks can use the SMART-acronym as it clearly defines how goals should be specified and treated in order to maximize the success chances of the development work. S-M-A-R-T stands for:

  1. Specific: A task has to be specific so that the activities are clear for experts, engineers or software developers and can be executed. Instead of discussing general ways of achieving a goal (i.e. “to develop a production process”), it should give specific methods (i.e. “to implement X until Y is reached and integrate peripheral technologies such as Z”)
  2. Measurable: Quantification is key in defining development tasks since such markers will be used in both tracking and project execution. Unit numbers, quality markers and other measurable items should be listed.
  3. Assignable: Each task must not only have a person responsible but also be easily assignable so that delegation is possible. If a task is specific and quantified then it will be simple to select an employee who has the right skillset for its execution but a vague task would not be easily assignable.
  4. Realistic: Tasks have to be feasible since it is not only the responsibility of the company to execute and track the development work but also to achieve their goals in the end. it has to be assumed that no follow-up financing is available and that the project plan has to be executed as-is. As such, realism has to take the center stage so that tasks are ambitious but not impossible.
  5. Time: From the start, the timing, deadlines and delivery dates have to be clearly defined so that structure is given to the entire project.

Key Performance Indicators (KPI)

KPI’s are a part of each project but are a more company-centric metric rather than exclusively relating to R&D. KPI’s can focus on all aspects relevant to the business which can or cannot be part of the development tasks. As an example: Active users, revenues or obtained patents can be KPI’s while these metrics do not need to be part of EIC Accelerator WP’s.

The EIC Accelerator utilises milestones and KPI’s in its official annotated proposal template and these can be used to provide a commercial view on the WP themselves (i.e. connecting tasks with business metrics). A specific goal such as reaching a certain number of active users on a platform can be added as a KPI or milestone to a WP so that it is not only clear What and How but also Why tasks are performed.

KPI’s can be chosen according to the management team’s core vision for the company but they usually provide a shortlist of goals that have to be reached for the business to succeed (i.e. the number of suppliers, customers, revenues, server connections, datasets, hardware prototypes, etc.). These will then give the project management and each individual task a certain realism from a purely commercial and growth perspective. Updates on KPI’s can be provided on a monthly or weekly basis to the financing provider so that transparency is assured throughout the project.

Summary

  • Managing a Project: Creating a clear hierarchy of responsibilities in a top-down approach for the entire project
  • Managing a Task: Developing individual tasks for each development step while following the SMART principle
  • Key Performance Indicators (KPI): Adding realistic and commercial reasoning to the development tasks via milestones and KPI’s


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

How to Prepare for an EIC Accelerator Pitch Interview (SME Instrument Phase 2) – Part 1

The pitch interviews for the EIC Accelerator blended financing (formerly SME Instrument Phase 2, grant and equity financing) have been introduced quite recently but they are expected to remain a pillar of the evaluation process moving forward (read: Pitch vs. Proposal). With the jury consisting of mostly Venture Capitalists (VC) and angel investors, the focus of the interview is very commercialisation-oriented meaning that each applicant must understand their go-to-market strategy in and out (read: Why Companies Fail).

The European Commission (EC) and European Innovation Council (EIC) do not give clear guidance on pitch preparation in their documentation or the official template which makes smart in-house practise a must. The following presents a shortlist of the steps to take before the interview and how a successful EIC Accelerator pitch interview could be facilitated. It is important to assess each pitch individually and that things that are omitted on this list might be relevant in specified cases (i.e. bringing a hardware prototype, preparing a video, etc.).

When working with a professional writer or consultant, it is ideal to use the opportunity to extensively practise the pitch with them in the days and weeks leading up to the interview. In the end, “Under pressure, you don’t rise to the occasion, you sink to the level of your training” (Archilochus, 680-645 BC). Since you already know the specific restrictions of the interview, you can now use this knowledge to perfectly prepare your impact ahead of time and make use of all the resources at your disposal.

1. Restrictions

  • Limited time: 10 min pitch & 30 min of questioning
  • Limited attention: Jury has to go through multiple interviews per day
  • Limited knowledge: The Jury does not need to know the project or proposal
  • Limited responsibility: The Jury will not invest their own money but only need to help the EU reject excess projects

2. How to Prepare for the Pitch

2.1 Learn from Past Pitches

One of the easiest ways of gaining insight into past pitch sessions is to look through the list of recently funded beneficiaries and contact the companies to inquire about their experience (read: EIC Accelerator Results). This can be very useful since the prospective pitch participant can pre-select companies based on their region or industry to gain very customized information and increase their own success chances. Many companies will happily provide a list of questions and tips to help their fellow startups or Small- and Medium-Sized Enterprises (SME) out.

Another great method is to contact professional writers or consultancies specialised on the EIC Accelerator or VC-like pitch events. If a writer has not been hired prior, it can still be useful to have a few practise calls with consultants in order to assure that all the speakers have all the support they need. Common questions, reasons for rejections or issues can be prepared for so that the applicant is not caught off-guard during the pitch (read: Reasons for Rejections).

2.2 Practise

It seems very obvious to advise companies to practise their pitch thoroughly but it is still skipped too often. The reason for that is that practising the pitch itself is just one part of the preparations and it can fall to the sidelines if too many other things are prioritized. Reading the pitch, researching topics, creating handouts, discussing the pitch and all related activities are not actual pitch practise – they should only be supplementary.

Practising the pitch means to simulate a real-life scenario (i.e. having a live audience or a remote-call audience), to have a stopwatch ready and to present the pitch from start to finish including the 30 min of questioning from critical but unaffiliated listeners. Practising means to actually go through the pitch and gain feedback on the speaker’s performance.

2.3 Open Pitch Sessions

Over a 2 week period, a company’s management team can meet every second or third day and have one full practice call whereas they can use the remaining days to prepare supporting documents, research relevant topics and improve their scripts. This will also allow them to exchange the audience for every call and gain fresh and difficult questions for each run which will present a perfect preparation for a real-life scenario.

If a company is affiliated with VC’s, accelerators, startup networks or industry mentors then there will likely be seasoned experts available who would be interested in supporting a promising startup – this could even lead to new investment opportunities in the future. The same goes for companies that already have a substantial audience on social media sites such as Linkedin, Twitter or Facebook whereas the pitch, if not under confidentiality, can be presented to a live audience with an open questioning in the end.

This article continues in Part 2.


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles:

How to Create Pitch Videos for the EIC Accelerator (SME Instrument Phase 2)

The European Commission (EC) and the European Innovation Council (EIC) are planning major changes to the EIC Accelerator blended financing (formerly SME Instrument Phase 2, grant and equity financing) application process whereas the introduction of video pitches is expected (read: EIC 2021). These can present a new challenge for prospect EIC Accelerator beneficiaries since video production, marketing and content creation are not always part of small DeepTech startups or Small- and Medium-Sized Enterprises (SME) who are heavily focusing on research and development (R&D) work.

Additionally, consultants and professional writers alike now have an additional layer of skills that are required of them. These extend to the areas of video production, editing and the planning of filming scenarios. This article presents a short guide on the types of videos that could be prepared for an EIC Accelerator video pitch but restrictions regarding the content might be imposed by the European Union (EU) and the EIC in 2021.

1. Explainer-Type Videos

Explainer-type videos are very popular and easy to produce since they require no on-screen presence and can be entirely prepared on a computer. Such a video tells a story with animations and a voice-over which can take the viewer on a journey that provides all the information needed to understand a certain project.

The essential steps in creating an explainer video are the clear planning of the videos outline, the writing of a script and the decision-making for the desired look. Producing such a video in-house can be a challenge for most startups but there are free tools available that can aid in such a preparation.

1.1 Tools needed for in-house production

1.2 Outsourcing

Both the animation and the voice-overs can easily be outsourced via sites such as Upwork and Freelancer while the writing of the script should be done by the management team of the startup to assure clear communication and high quality.

2. Interview-Type Videos

A very easy to produce, informative and useful type of video is a simple interview which can be ideal for founders that are not used to being filmed and have a low budget but are good communicators. The team can simply prepare questions in advance that cover the innovation, team and business model while recording a large quantity of footage that can later be edited into a perfectly concise explanation of the project.

For such videos, choosing a great location (i.e. a bright and large office space) and assuring that the set has a pleasant look (i.e. lighting, backdrop, symmetry and background) will be very easy to do and significantly increase the quality of the video production. For the final editing, it is useful to remove all of the interview-questions and only focus on the explanations so that the final result is a clean and clear presentation of the project.

2.1 Tools needed for in-house production

2.2 Outsourcing

Outsourcing can be pricy if a video production team is hired and needs to be on-site to perform their work. If the management team is confident in their communication and filming skills, they can prepare all of the footage themselves and only outsource the video editing and animations (i.e. for titles, intros and transitions) which can be done remotely and is much less costly.

3. Hardware Footage

Depending on the type of technology, it can be advisable to film footage of the production processes, factories and hardware to illustrate the function of the innovation. This is an essential part of a video if the product is very hardware-heavy and if the main Technology Readiness Level (TRL) milestones have strongly focused on hardware parts. Read: How the EIC Accelerator Funds Technology Readiness Levels

Similar to interviews, such videos can easily be produced by companies themselves since they only require a video camera and some editing skills. Since sound is usually not needed, a microphone would only be required when voiceovers are prepared.

3.1 Tools needed for in-house production

  • DSLR or Smartphone
  • Adobe Premiere Pro

3.2 Outsourcing

Just like an interview-type video, hardware filming can be outsourced to a professional production team or partially outsourced to save costs if only editing support is needed.

4. Pitch Voice-Over

This is likely one of the easiest ways to prepare a pitch video and is expected to be the default for most companies due to its simplicity. A management team can use their existing pitch deck to record a call-like pitch session where the presented visual material is focusing exclusively on the pitch deck while the management team is only displayed with a webcam.

This approach requires no specialised skills and a video could even be recorded directly in Zoom, Skype or similar video-call software. A pitch deck can be prepared through programs such as Adobe InDesign or Microsoft PowerPoint and be used as-is.

4.1 Tools needed for in-house production

  • Microphone
  • Microsoft PowerPoint or Adobe InDesign (read: Adobe InDesign)
  • Webcam
  • Adobe Premiere Pro or Video Call Software

4.2 Outsourcing

Outsourcing of such a video production is not advised since any financial investments would be better spent on animations, voice-overs or the editing of footage.

5. Third-Party Footage

Lastly, for the lucky companies that have already been featured extensively in news, TV, media or online outlets, the respective footage can be used to edit a short profile of the project and management team. The publically available material can be downloaded and re-edited in Premiere Pro to quickly prepare a professional video.

5.1 Tools needed for in-house production

  • Adobe Premiere Pro

5.2 Outsourcing

Outsourcing can be performed for the editing process whereas the footage can be sent to a freelancer and they will create a video based on pre-defined specifications (i.e. what footage to include and how to structure it).

6. Summary

The following general video-types can be produced by startups to create a short video on their project and business:

  • Explainer-Type: Animations that guide the viewer through the story and details of the project
  • Interview-Type: Interviews with the founders to give a general overview.
  • Hardware Footage: Hands-on visuals of the product, the manufacturing and related physical aspects of the technology
  • Pitch Deck Recording: A simple recording of an online pitch without expensive production
  • Existing Footage: An edited version of existing media footage already available to the respective company

A mix of different options is highly advisable whereas a mix of the interviews, hardware footage and/or animations can create a professional-looking and easy to digest introduction for a disruptive innovation and company.


These tips are not only useful for European startups, professional writers, consultants and Small and Medium-Sized Enterprises (SME) but are generally recommended when writing a business plan or investor documents.

Deadlines: Post-Horizon 2020, the EIC Accelerator accepts Step 1 submissions now while the deadlines for the full applications (Step 2) are January 11th 2023 (only EIC Accelerator Open), March 22nd 2023, June 7th 2023 and October 4th 2023 under Horizon Europe. The Step 1 applications must be submitted weeks in advance of Step 2. The next EIC Accelerator cut-off for Step 2 (full proposal) can be found here. After Brexit, UK companies can still apply to the EIC Accelerator under Horizon Europe albeit with non-dilutive grant applications only - thereby excluding equity-financing.

Contact: You can reach out to us via this contact form to work with a professional consultant.

EU, UK & US Startups: Alternative financing options for EU, UK and US innovation startups are the EIC Pathfinder (combining Future and Emerging Technologies - FET Open & FET Proactive) with €4M per project, Thematic Priorities, European Innovation Partnerships (EIP), Innovate UK with £3M (for UK-companies only) as well as the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grants with $1M (for US-companies only).

Any more questions? View the Frequently Asked Questions (FAQ) section.

Want to see all articles? They can be found here.

For Updates: Join this Newsletter!



by Stephan Segler, PhD
Professional Grant Consultant at Segler Consulting

General information on the EIC Accelerator template, professional grant writing and how to prepare a successful application can be found in the following articles: