Meet Rory O’Connor Founder & CEO of Scurri


Rory O’Connor Founder of Scurri

 #FounderStories simply a series of conversations with founders

I recently caught up with Rory O’Connor, Founder and CEO of Scurri, an Irish startup founded in 2010 which specialises in delivery management for  online merchants. 

HQ’d in Wexford town in Ireland they have 23 people employed. Their platform is used by multi-channel merchants, such as Zara, ASOS, MissGuided to improve their customer delivery propositions via delivery partners like Royal Mail, UPS, Hermes, TNT, DHL, Yodel, DPD and more.

Rory is an entrepreneur who likes to create and build things that make a difference. With @Scurri he’s using technology to make eCommerce delivery awesome for everyone! Loves the outdoors, surfing, triathlon and hillwalking. Lives in Wexford, Ireland.

NOG: What is the name of your business/startup, what year was it founded? do you have any co-founders? how did you get the idea?
ROC: The business name is Scurri, it was founded at the end of 2010, I am a lone founder and the business idea emerged from a slightly different business model that wast the original idea for the company.

NOG: What does your business/startup do? who is your typical customer?
ROC: Scurri removes the friction from managing deliveries for eCommerce Merchants, our typical customers are eCommerce merchants selling physical goods online who want to give their customers the best delivery experience possible.

NOG: Where is your startup located and how many people work there?
ROC: We are HQ’d in Wexford town in Ireland where we have 23 people employed today but entering an expansion phase now which is great.

Better together: start-ups and sponsorship by Adam Pescod @elitebizmag

NOG: How was your startup/business originally funded, how are you funded now and how does your startup/business make money?
ROC: I put up the initial capital to get us going, an ex-colleague soon joined me on the adventure and then we raised investment from a number of angels and a small amount of funding from enterprise Ireland. We then raised funds from VC’s as we got more traction.

NOG: Were you ever close to failure? how close? how did you recover?
ROC: Yes many times, on a couple of occasions we had a few days cash in the bank. Persistence and flexibility with a bit of luck thrown in is key.

NOG: What’s the biggest challenge your startup/business faces today?
ROC: One of the key challenges is finding talent, particularly engineering talent.

Image: Ireland’s entrepreneurial counties and the key challenges for Irish entrepreneurs

NOG: What is your background? how did you get your start and what brought you to a life in business/startups?
ROC: I originally worked in Waterford Crystal when I got a great grounding in business, marketing and sales. I also broadened my education there. I didn’t realise it for a while but I think I always destined to run my own business. I worked as a freelance consultant for a while but I really wanted to create something too.

NOG: What gets you up in the morning? and what keeps you up at night?
ROC: The excitement of what the day will bring gets me up and by the time the day is done (late at night) I sleep soundly.

Image: For the last sixteen years, Rory has been inshore helm for the local RNLI lifeboat (Fethard-on-Sea), ready to save lives at sea at any time in any weather condition.

NOG: What is your best character trait? what is your worst character trait?ROC: My best trait is I am persistent and willing to put the miles in, my worst trait is I can be impatient and unreasonable (don’t take no for an answer)

Are you striking a work / life balance? If so, what’s your secret?
ROC: I don’t see the difference between work and life, I don’t see what I do as a job and I think that is the secret.

NOG: The latest Scurri marketing features Lego, so what’s your figure look like?
Why simple it’s ‘President Business’ of course!

NOG: When things are going crazy, how do you unwind?
ROC: Do a bit more, nothing like the feeling of completing something.

Image: Rory competing in challenge Barcelona 2010

NOG: What’s the last book or movie you’ve read/seen?
ROC: The last book was Venture Deals and the last movie was the new Star wars.

Image: Star Wars: The Force Awakens

NOG: What’s the most played song in your itunes / spotify playlist?
ROC: AC/DC Thunderstruck – my kids love it too!
NOG: We must be of a similar vintage, that’s one of my favourites also!

NOG: What’s your favourite gadget and why?
ROC: My iPhone, what can it not do?

NOG: What’s the one thing you wish you had known before you created your business/startup?
ROC: A lot more about finance, it’s so important.

NOG: So what’s next for Scurri?
ROC: International expansion

NOG: Thank you for taking the time today Rory, congratulations on the progress and best of luck with the expansion plans in 2016 and beyond
ROC: Thank you Niall, it’s been my pleasure.

#FounderStories simply a series of conversations with founders that I meet on my travels, have worked with in the past or simply find what they do interesting. These posts do not represent the views of any employer or any business that I am affiliated with.

I hope you enjoy them!

Originally published at

Blogging, well it’s sure cheaper than therapy!


Image: Music Therapy by Emanuela Franchini

Not entirely sure if my blog posts are getting better or worse as I go. I’m certainly enjoy writing them and it’s sure cheaper than therapy!

1. Lego, what is it good for? absolutely everything!

2. When you tell me “it” can’t be done

3. Congratulations you’ve failed, now what?

4. Gorillas & unicorns, let’s get ready to fumble on the road to disruption

5. Now is the winter of our discontent (or is it…)

6. No product, no company, no problem!

7. Lowering the shields and exposing your flaws

Header Image: Music Therapy by Emanuela Franchini

Originally posted over on Linkedin

Lowering the shields and exposing your flaws

Earlier today, I came across the following post by Tim Ferris which talks about the ongoing challenge and sometimes outright fear that most of us have when it comes to thinking about giving a speech, writing an article, series of articles, publishing a book or when giving a major presentation, Ted talk, etc.

I first discovered Tim Ferris from reading his book The 4 – Hour Work Week a number of years ago which started me down the path of playing around with both life and work productivity hacks. Packed with useful content, some obvious and some not so obvious tips on how to turn things around. It’s an enjoyable read, filled with a number of great personal/professional productivity tips, useful insights and humorous stories from Tim’s own journey.

It’s fair to say that reading his book one Christmas a number of years ago and along with a number of other books from the same genre, triggered my slow and sometimes painful awakening into the world of hacking my way towards improving the way I approach things in life, from both a personal and work perspective. While I’ve only scratched the surface to date and have failed more times than I’ve succeeded, there have also been some notable wins along the way which keep me keen to explore further.

People likely look at him with all his exploits, publications, successful tech investments, global speaking etc and likely think he has his life sorted. As a result, some people hate the guy and everything about him, while others love him, swear by his advice and follow his exploits.

Personally, I just liked what his writings and various experiments triggered within me to start evaluating my own situation. The way he explained why and how he attacked productivity problems while giving practical steps on how you or I could do the same.

Refreshingly in his blog post below he opens up, saying that he’s as messed up as the rest of us when it comes to the fears, paranoia, self-doubt, etc when trying to deal with both work and life situations, then goes into detail how he personally approaches dealing with those challenges.

In his post: “Productivity” Tricks for the Neurotic, Manic-Depressive, and Crazy (Like Me) there’s the quote below which for me sums up nicely what I feel when I’m trying to get something more substantial than a tweet out the door.

“The moment that you feel that, just possibly, you’re walking down the street naked, exposing too much of your heart and your mind and what exists on the inside, showing too much of yourself. That’s the moment you may be starting to get it right.”– Neil Gaiman University of the Arts Commencement Speech

I must have been in a similar frame of mind to Tim when I penned this blog post “Congratulations you’ve failed, now what?”. It was the first blog post where I lowered my Teflon shield, unbuckled the body armour, exposed some frailties along with how I personally try (and regularly fail) to address them.

Short excerpt from that post:
I fail every day, I fail with family, friends, work, projects and in hundreds of other ways. Over time, I’m learning that failure while sometimes very painful at the time and might take a long time to get over is something that I have some level of control over and can learn from.

  • If I blindly do what I did before, I will likely fail again.
  • If I modify what I did before I may still fail or I may succeed.
  • If I reflect on why I might have failed I’m more likely to succeed.
  • Failure is an opportunity to learn, failure is not always a bad thing.
  • Typically I can recover from failure, it may hurt, it may take time.
  • There is no shame in admitting that you were wrong and asking for help.

But hey, what do I know, I probably failed to adequately proofread this post before posting it!”

It’s been one of my most popular posts to date but was one of the most excruciating posts for me to write, because I was laying bare for all to see my flaws rather than hiding behind the usual Teflon shield.

To be continued…

Also by Niall O’Gorman

No product, no company, no problem!

“A ‘startup’ is a company that is confused about – 1. What its product is, 2. Who its customers are. 3. How to make money.” – Dave McClure of 500 startups

The 12th April 2012 19:29 GMT+1 is an important time-stamp in the history of an Irish startup that would ultimately become known as “ChannelSight“, it’s the day I sent an email to John Beckett and Kieran Dundon (my two co-founders) which started as follows:

In short I want to build a “where to buy” platform which can go head to head with the incumbents but which also has further innovation which would change the game and be disruptive to the existing players.

The plan was simple, convince a customer to buy our solution, then keep repeating that action until we were millionaires, simple! Only one fatal flaw in that plan. We had no company, no staff, no solution and not one line of code written.

“Every problem has a solution. You just have to be creative enough to find it” – Travis Kalanick Uber

Normally this would pose a fairly significant obstacle to starting a company, however, we had a number of things going for us:

  1. Irish people are inherently optimistic, all three founders Irish.
  2. We had no idea how hard it would be before we started.
  3. We were confident in our abilities to build anything.
  4. We had access to good development resources.
  5. We had no money so were lean by default.
  6. We had all failed before and failed big

Let’s start a company!

Before you start your startup, by that I mean formally create a company, you should get outside and try to actually sell your solution. That involves knocking on a lot of physical or virtual doors, leveraging your network, speaking with (assuming you can get a hold of them) prospective customers.

This is critical as you need to find out as fast as humanly possible if anyone is remotely interested in the product or solution that you intend trying to sell. Sounds very obvious in the cold light of day, however, the amount of people who delude themselves and often their friends, family and financial backers until its far too late to turn around is absolutely astounding.

Give me an F ..ailure

First time out, you will likely fail to generate any interest in your product or service but don’t worry that’s completely normal. In fact your solution is likely to be rejected time and time again, that’s right get ready to embrace failure on a regular basis. Having said that, this period is a massive opportunity to gather information, very valuable information, a first read from the very people that you want to buy your product and if you listen to what they have to say you can go away, refine your solution then get back in front of people.

“Don’t worry about failure, you only have to be right once.”- Drew Houston of Dropbox

We all know that Dyson is multi-billion dollar company which constantly churns out innovation after innovation within the vacuum cleaner space. However what few people know, is that Sir James Dyson spent 15 years creating 5,126 prototypes that all failed before he made the one that ultimately worked. Think about that for a moment, he failed  5,126 times, picked himself up, dusted himself off, then tried again and again until test number 5,127 worked!

“I knew that if I failed I wouldn’t regret that, but I knew the one thing I might regret is not trying.” – Jeff Bezos


Which way’s North?

You only need to be right once! Set realistic expectations and track everything from day one otherwise, you’ll never be able to measure progress and course correct when things go wrong, which they invariably will time and time again until you find the product, solution or business model that people will repeatedly hand over money for.

Equally, if you’re not tracking progress then it’s harder to expose opportunities, your wholly dependent on what people tell you directly versus indirectly in the way that they actually interact with, consume, purchase and re-purchase your product or service versus picking up the singles that are all around  you every day.

Show me the money

You need money to make all of this happen and there are a number of ways to get it. Either your project is pulling in revenue from day one, you bootstrap it with your co-founders or hit up your friends and family for some help.

Taking on money is a very big deal, do not take it lightly Before you do, ask yourself the following questions:

  • Do you actually need the money, can you bootstrap?
  • Do you need it now or at some point in the future?
  • What specifically will you do with the money?
  • What happens if you do get the money?
  • What happens if you don’t get the money?

If you do end up taking on money, then make sure it’s smart money!

Smart money brings value above and beyond the money itself. If you only want money then start with the bank. Find people understand and are passionate about your product or solution. Find people who have experience in your sector and are proving entrepreneurs themselves.

Smart money can help you network, find customers, introduce potential partners, help navigate the various growth stages of a startup and help you avoid the many pitfalls related to getting a startup off the ground. Smart money will likely follow their money into other rounds, assuming your performing and they agree with the reasons behind that raise.

The moment you take on someone else’s money you typically hand over a portion of your company,  immediately answer to someone else or multiple parties and typically have to drastically up your game before you end up on the outside of your own company. Make sure it’s smart money!

So what happened with our startup?

“Being an entrepreneur is sexy… for those who haven’t done it.  In reality it’s gritty, tough work where you will be filled with self doubt.  Entrepreneurs are survivors.” – Mark Suster

Careful what you wish for!

A lot of the time being an entrepreneur is a thankless job, dealing with a million problems while trying to herd a hundred cats in the same direction for long enough until you either create a repeatable lifestyle business, get acquired by a partner/competitor, go the IPO route or go down in a big ball of flames.

The struggle continues daily, the challenges never go away, the fear never goes away they simply evolve over time.

So what are you waiting for?

Also by Niall O’Gorman

Now is the winter of our discontent (or is it…)

5269466936_4339f792fc_b copy

“Now is the winter of our discontent
Made glorious summer by this son of York;
And all the clouds that low’r’d upon our house
In the deep bosom of the ocean buried.”
Richard The Third Act 1, scene 1, 1–4

In the above Richard, the future king, opens this Shakespeare play not by protesting his discontent, but by celebrating an upturn in his family’s fortunes. His brother Edward IV — they’re sons of the Duke of York — has wrested the English crown from Henry VI and the Lancastrian house. So those who simply quote “Now is the winter of our discontent” are doing these lines a disservice, since the “now” actually modifies “made glorious” (i.e. “The winter is now made glorious summer”). More — Source:

Inspired by an article Marcelo De Santis Global CIO of Mondelez shared earlier: ‘Why the rise of CDO role represents a power grab’ by Dan Woods on, excerpt below I penned the following post.

“The rise of the CDO is being driven by many different forces, but one that is rarely acknowledged is class struggle. The classes are not the proletariat or the bourgeoisie, but rather the tech incumbents, the CIOs and CTOs of the world, versus marketing and PR professionals.” Read More by Dan Woods on

Now is the winter of our discontent (or is it…)

Marcelo already knows my personal opinion and suggested path to resolution on this very real challenge facing global IS / GBS organisations and CTO, CIO roles within large organisations right now.

It’s not a power struggle more a mid-life crisis on all sides of the table facing into the new world order brought about by the rapid pace of distributed digital enablement by SaaS/PaaS solutions penetrating like a positive virus across global organisations at present.

The IS / GBS organisations that face into this challenge, reinvent their value proposition, become agile versus waterfall, earn versus expect the right to participate in the new digitally led world order and leverage the fact that they have a massive head start versus the competition, given their unique position typically having touch points across every aspect of the business globally.

IS / GBS organisations are the nervous system or connective tissue which in one way or another touches everything across a global organisation. The challenge today and why I refer to it as a ‘mid-life crisis’ versus ‘power struggle’ is in what seems overnight, the rug has been (or will be) pulled out from under global GBS / IS organisations leading to them sitting on the outside of discussions, decisions and resulting activations related to this new digitally driven world.

Gone are the days when sticks like compliance, cost management, policy and fixed organisational hierarchy are sufficient glue to keep IS / GBS in the game. It’s a new day, a new dawn in which these organisations need to rapidly change and reinvent themselves or face the very real risk of getting left behind or worse moving slowly towards extinction.

But let’s not despair, for those who now take stock, recognise the situation, rally the troops and reinvent themselves as a more agile agency like entity versus clinging on to the lingering perception of IS / GBS organisations being slow moving bureaucratic civil servant type organisations, the future will be very bright indeed.

I’m lucky enough to have a bird’s eye view into how challenges like these are impacting many organisations given my involvement in both enterprise and start-ups. At Mondelez for example, we face these challenges just like everyone else, however the difference to allot of other organisations is that it’s already recognised as a challenge (opportunity) at the highest level within the organisation and people are actively working to address it.

They do this in the knowledge that getting it right should contribute along with many other measures currently being activated across the organisation to a real and sustained competitive advantage well into the future.

Header Image: ‘Lonely kid in the wilderness’ by Frédéric de Villamil

Opinions expressed are solely my own and do not express the views or opinions of my employer.

Also by Niall O’Gorman

Gorillas & unicorns, let’s get ready to fumble on the road to disruption

Originally posted on Linkedin



“Every single industry is going through a major business model and technology oriented disruption.” – Aaron Levie

The current level and pace of business model disruption that we’re experiencing is unprecedented, everything from online subscription (Dollar Shave Club) to the way we get around (Uber), where we stay when we travel (AirBnB) and how we receive packages ordered online (Click & Collect, Parcel Motels, Drones, etc)

“I don’t think 80% of those public tech companies are going to survive the disruption that’s going to happen.” – Dave McClure of 500 startups

That’s a bold statement, however just look at what Dollar Shave Club has managed to achieve since launch, with its slogan “Our Blades Are F—ing Great,” it just got valued at over $615 million and is less than five years old.

Launching in 2012, with laser focus on disrupting the shaving market, stealing market share from the dominant players like Gillette, CEO Michael Dublin went with a quality product at a better price point only available online and created a tongue in cheek viral video to support the launch which has amassed over 20 million views on youtube so far.

Historically Men typically got exposed to their first shaving system by “borrowing” their fathers razor during their early teenage years then over time how your stubble grows, what your friends are using, whether you prefer a wet versus a dry shave or which advert you thought was cooler at the time. Once within a shaving system you were typically locked in and a sitting duck for the relentless efforts by brands constantly trying and upsell you to the next big thing in shaving like the Quintippio razor below with 15 blades!! 🙂


The online shaving subscription business is now getting very busy with a ready stream of new contenders like Harry’sKing of Shaves entering the subscription business and established players like Gillette and Wilkinson Sword not standing still also launching their own subscription businesses. Large established companies like P&G have deep pockets so time will tell how much market share they shall lose, retain or gain over time. One thing for sure, the nice and predictable lifetime value of a shaving customer is no longer assured.

“Mondelez International is an 800-pound gorilla living in a unicorn world.” – Dana Anderson, Senior VP Chief Marketing Officer at Mondelez International

Large CPG companies like Unilever, Procter & Gamble, Nestle and Mondelez are no strangers to innovation, they release a steady stream of innovations every year from new product formulations, manufacturing methods, packaging materials, routes to market, sustainability programs, media formats, financial models.

Up until very recently they all tended to follow a rigid, repeatable and scalable corporate structure that had served them well for nearly a hundred years. Big companies typically leaned on M&A as their growth engine, following a very consistent pattern (Aquire > Restructure > Scale & Repeat) backing the brands or platforms that hit the magic $1 billion in revenues and either selling, merging or winding down those that don’t make the grade.

Image source: Are we in a tech bubble? Unicorn CEOs respond

Wait a minute! I thought that tech startups had a monopoly on creating $1 billion dollar (and beyond) unicorns?! not surprisingly it turns out that companies have been churning out unicorns for years this is not a new phenomenon, what’s different is that today’s unicorns are being created in a fraction of the time that it traditionally took big business to create them in the past. With that comes a whole new playing field and playbook on how to create, and profitably sustain a $1 billion dollar businesses in today’s world beyond over hyped typically short-lived valuations.

The problem is that big businesses are well ‘Big’ and while this worked well for a very long time, now it leaves them exposed to threats from new nimble startups who are not burdened by rigid structures, sluggish bureaucracy, slow decision-making, risk aversion or short-term financial performance; in fact a number of these new unicorns are not even expected to turn a profit at all and potentially for many years. They are simply tearing up the business rule book, challenging everything that has gone before and irreverent to expected norms on how to do business.

Image Credit: Yiying Lu

“Founders go wrong when they start to believe their business plan will materialize as written. I advise entrepreneurs to burn their business plan – it’s simply too dangerous to the health of your business.” – Alexander Osterwalder of Strategyzer

In big business everything is about the plan, it takes a long time to think about the plan, discuss the plan, dissect the plan, agree on the plan, get approval from above on the plan and ultimately execute the plan. In a number of cases this is completely normal, expected and necessary when talking about certain types of projects, however, more and more its being effectively challenged by a new breed of entrepreneurs, intrapreneurs or simply anyone who thinks there is a better way forward than what has gone before.

The hallmarks of these companies are they typically have a ‘can do’ mentality, are solution oriented, are not afraid to fail and don’t consider anything precious and challenge everything. They challenge themselves, established business models, routes to market, customer perceptions and expectations.

“Large companies who ignore disruptive business models will continue to lose large chuncks of revenue to companies that didn’t exist ten five years ago.” – Niall O’Gorman of [insert disruptive project here]

Clearly big business is not sitting still and there are many great examples of companies realising its time to change their approach in order to face head on the associated challenges from top to toe within their organisations. Everything from the corporate structure, business models, decision making, internal talent, external agencies, ways of working and right to win are under review.

One thing that’s often frustrating when operating within large organisations is the apparent dependency on external agencies to “tell you what to do” versus “help inform and validate” your own internal decision-making capabilities. Don’t get me wrong there is massive benefit in taking ‘the outside in’ and leveraging knowledge from all manner of sources whether they be competitors, industry bodies, universities, external R&D hubs, innovation labs, etc, but sometimes it feels like companies use external parties as an insurance policy or excuse for when things go wrong.

This is exceedingly frustrating for young talent within any organisation (clearly I’m excluding myself from that group given my greying locks and cranky nature) and this is evidenced by a quick trip to or any similar company review site.

The talent coming up through the ranks today expects to contribute from day one, for that contribution to be taken seriously and have a real measurable impact on your business. They challenge every norm, break every nonsensical rule, bypass your outdated tech with their own, won’t take no lightly for an answer, are incredibly resourceful, pay attention to true leadership, not a hierarchy, thriving in an environment of open and transparent communication.

The next generation is simply fearless, give them the right conditions to work under, unfettered lines of communication to the top of your organisation and they will help transform your business.

Header image: “Kingsman: The Secret Service

By Niall O’Gorman Impulse Innovation & Startups at @MDLZ. Co-Founder @ChannelSight between Zurich and Dublin
#Disruptive #Digital #Innovation #Enterprise #Startups #Lego

Also by Niall O’Gorman

Buy Now button technology firm ChannelSight raises €3.3 million to scale in Europe and US





Nauta Capital leads investment in Irish firm which provides ‘Buy Now’ button technology to optimise online sales for the world’s largest brands.

ChannelSight staff numbers to increase to 74 with 40 new jobs to be created growing international team.

15th October 2015 – originally posted on blog

Ireland’s ChannelSight, an ecommerce enablement and analytics company has today announced a €3.3 million investment in the company led by Nauta Capital, with ACT Venture Capital participating in the round and support from Enterprise Ireland.

ChannelSight was founded in 2013 by CEO John Beckett, CTO Kieran Dundon and Niall O’Gorman. The company is experiencing rapid growth, with impressive 7-figure annual revenues being achieved since its foundation two years ago. ChannelSight currently operates in 37 countries globally and is working with brands such as Cadbury, Oreo, Philips, Veet and many others.

Speaking on the investment John Beckett said the purpose of this raise is to allow ChannelSight to scale at a faster pace in terms of sales and marketing efforts and to invest in further building the company’s partner network in Europe and the United States, “We have developed highly sophisticated technology that is already being used by some of the most respected global brands such as Philips, Mondelez International, RB, and Bosch. This investment will help us to scale at a faster pace and enable us to ultimately help brands and partners to capture a bigger slice of an online shopping market that is estimated to be €477 Billion in Europe this year alone and growing at 15% annually.“

Speaking on their innovative technology cofounder and CTO Kieran Dundon said “The rise of shoppable content is changing the face of advertising making it easier than ever for consumers to make a purchase online while giving brands greater visibility into media effectiveness. ChannelSight facilitates a frictionless path to purchase across all owned, earned and paid media and this end-to-end visibility from shoppable content is the next frontier for brands.”

Dundon went on to say that multichannel view and data analysis sets ChannelSight apart, “By simplifying the customer-buying journey across all channels including online video, brand websites and uniquely at scale on multiple social media sites like Twitter and Facebook, we ensure that when a consumer is motivated to make a purchase, they can do so easily without competitive distraction. The data is what is really valuable though – by helping brands to optimise their advertising and other content we can not only increase direct and indirect conversions, but close the loop to improve the return on investment from their entire marketing spend across all digital channels.”

ChannelSight seamlessly connects users who are engaging with a brand’s digital content by providing a cross-platform, omni-channel ‘Buy Now’ button service that allows online shoppers to quickly locate a partner retailer where they can easily purchase a given product from any device. This significantly increases engagement with the media and likelihood of conversion to a sale for the brands – in effect bridging the gap between online media and commerce.

Speaking on their investment Carles Ferrer, London-based General Partner of Nauta Capital said, “We are delighted to add Channelsight to our portfolio of leading B2B Software players making massive inroads into another huge market. Already the team has done an impressive job in no time and their customer successes and the market opportunity ahead clearly positions the company as thought leaders in the space. We are looking forward to working with John and the team to build a global winner.”

About ChannelSight

ChannelSight enables brands to grow e-commerce sales and profit margins by providing a digital Buy Now service that allows internet shoppers to quickly and easily locate a partner retailer where they can buy the product they are interested in. This simplified online purchasing process allows brands to build better customer relationships, increase conversion rates and improve marketing effectiveness by showing which advertisements are working and which are not across all digital platforms.

See for more.

About Nauta Capital

Nauta Capital is a Venture Capital firm investing in early stage technology companies. Main areas of interest include B2B Software propositions, disruptive Digital Media companies, and enabling technologies for Mobile and the Internet. Nauta has $260 million under management and invests in Western Europe and the USA. Nauta has presence in London (UK), Boston, MA (USA), and Barcelona (Spain). Nauta has led investments in 30+ companies including Scytl, Brandwatch, Fizzback, GreatCall, Eyeview Digital, Basekit, Rifiniti, ForceManager, Marfeel, Getapp, Incrowd, Privalia and Social Point.

See for more

For interview requests and further information:

Mark O’Toole

Beachhut PR


By Niall O’Gorman Impulse Innovation & Startups at @MDLZ. Co-Founder @ChannelSight between Zurich and Dublin
#Disruptive #Digital #Innovation #Enterprise #Startups #Lego

Also by Niall O’Gorman