On this episode of Scouting For Growth, Sabine VdL sits down with Gregor Gimmy, founder of 27pilots and the visionary behind the Venture Client Model — the approach that’s rapidly redefining corporate innovation by helping enterprises adopt startup technology faster, at scale, and at significantly lower cost and risk than traditional venture capital.If you’ve ever watched a corporate innovation program move at the speed of a committee meeting… this episode is your escape route.The BMW wake-up call: CVC can’t scale to what corporates actually needGregor takes us back to 2012, when he joined BMW and realised something shocking: despite the scale of BMW’s technology needs across the value chain, the company was only leveraging a small number of startups.He points out that Corporate Venture Capital funds typically invest in an average of 2.8 startups per year.That’s fine if your job is to invest.It’s useless if your job is to modernise a global business.Gregor’s argument was simple: if a company wants to solve real technology challenges, it doesn’t need three startups. It needs closer to a hundred.Investment ≠ technology transferThe breakthrough insight is one every executive should write on a whiteboard:VC is not a technology transfer process.It’s an investment process.BMW was told that investing in 50 startups per year would create a portfolio nightmare: within five years, they’d be managing equity stakes in 250 startups. Not scalable. Not realistic. And not aligned with the goal of rapid technology adoption.That’s when Gregor realised the core problem:CVC isn’t built to help corporations access and adopt cutting-edge tech at operational speed.It’s built to make bets.The Venture Client Model: cut out the middlemanGregor compares accelerators and CVC models to something indirect: like using someone else’s battery technology — but only after you’ve invested first.The Venture Client approach cuts through that logic.Instead of investing first and hoping adoption follows, a Venture Client simply buys the technology — directly, early, and intentionally — through procurement (and sometimes M&A when appropriate).It’s corporate innovation with one defining feature:value now, not maybe later.Why venture clienting needs a dedicated unit (not a side hustle)Gregor also makes a leadership point that hits hard: if you want to be good at something, you need a dedicated unit.Innovation can’t live as a part-time hobby inside procurement, strategy, or IT. When it becomes a formal department, it gains:dedicated timededicated budgetmeasurable KPIsoperational muscle to scale adoptionThat’s when it stops being “innovation theatre” and becomes a repeatable capability.A reality check: corporates don’t outbuild great startupsGregor delivers another truth that enterprise leaders often avoid saying out loud:A corporation can’t compete against a great startup when that startup is at its peak velocity — think Palantir or Oracle in their early days.The advantage corporates do have is distribution, customers, and scale.So the smartest move isn’t trying to out-startup the startups.It’s adopting the best startup tech faster than your competitors can.Why this episode mattersFor executives in insurance, banking, automotive, and beyond, this episode is a strategic roadmap for modern innovation:scale matters more than individual betsadoption beats investmentprocurement can be an innovation enginededicated venture client units drive repeatable outcomesthe fastest path to transformation is often partnership, not inventionGregor’s bold claim is clear: the Venture Client Model won’t just complement Corporate VC.It will replace it as the default standard of corporate venturing.And after this episode, it’s hard to argue otherwise.