Ettelaie warns passive European LPs risk losing out on elite fund returns

The venture capital landscape in Europe has long been criticized for its reliance on traditional financial backgrounds.

, Co-Founder and CIO at

Thema

, argues that this lack of diversity in experience creates a ceiling for innovation. While the US market thrives on ex-operators and entrepreneurs turning into General Partners (GPs), Europe remains dominated by former investment bankers and consultants who often apply rigid private equity lenses to early-stage investing.

This structural deficit is not merely a matter of background; it is a matter of mindset. Operators bring a first-principles approach to building businesses that many career financiers lack. They understand the visceral reality of scaling a startup, making them more attractive to founders who seek more than just a check. For

, the opportunity lies in bridging this gap by identifying and backing these "non-traditional" managers who possess the grit and operational DNA to disrupt the asset class.

Challenging the passivity of the Limited Partner landscape

One of the most provocative claims

makes is the characterization of European Limited Partners (LPs) as largely passive. Unlike the US, where top-tier funds are access-constrained from their third or fourth vintage, many European LPs do not have to fight for allocations. This comfort has bred a culture of "maybe"—a refusal to take decisive, catalytic risks on emerging managers.

aims to invert this model by acting as a strategic, cornerstone investor. By writing the first ticket—up to £5 million—into first-time funds, they provide the "institutional rigor" and regulatory support necessary to get a fund off the ground. The goal is to move away from the commoditized LP model, where the investor is merely a source of capital, toward a "quasi-Venture Partner" role that actively helps the GP build a long-term fund management business.

The fallacy of unique sourcing and the search for true defensibility

In the venture world, every GP claims to have a "proprietary deal flow" or "unique sourcing channels."

is deeply skeptical of these claims, noting that relationship-driven sourcing is rarely scalable. As a fund grows and the team expands beyond the original founders, these personal networks often become less defensible. Larger, established brands can easily move in and cannibalize a smaller fund's network once success becomes apparent.

True defensibility, therefore, must come from a combination of deep domain expertise and a tangible value proposition for founders.

looks for managers who have an "edge" that isn't just about who they know, but what they know. This could be a background in academia, like one of

Thema

's recent incubations, or a track record of scaling a specific type of technology from seed to series B. The focus is on finding managers who founders actually want on their cap table, rather than those who are simply the highest bidders.

Breaking the 10-plus-2 mold through GP seeding

The traditional venture capital fund structure—a ten-year life with a two-year extension—is often ill-suited for deep tech or life sciences. Yet, many LPs continue to force managers into this box.

highlights a significant gap in the market for GP seeding vehicles that can help aspiring managers overcome the financial barriers to entry.

Setting up a fund is an expensive, regulatory-heavy endeavor that can take 12 to 24 months of fundraising. For a talented operator with a young family, being out of work for two years while raising a fund is an insurmountable risk. By providing seed capital to the GP entity itself,

is essentially de-risking the talent. This allows managers to focus on what they do best—finding and backing great companies—rather than being bogged down by the administrative and financial weight of fund setup.

The metrics of success and the importance of humility

When evaluating first-time managers,

looks beyond traditional metrics like TVPI (Total Value to Paid-In) or DPI (Distributed to Paid-In). For someone who hasn't been a professional investor before, these numbers are non-existent. Instead, the focus shifts to qualities like conviction and humility.

notes that many first-time GPS drift away from their core strategy as they face the pressures of the market. High conviction is required to stay the course, but it must be balanced with the humility to admit what they don't know. Whether it's understanding the nuances of portfolio construction or knowing how to report to an LP advisory committee (LPAC), the best managers are those who view their fund as a startup in its own right, requiring constant iteration and growth.

A future defined by specialization and collaboration

The future of the European venture ecosystem depends on a more collaborative LP community.

laments the lack of information sharing among LPs, noting that several funds with similar strategies often struggle to reach their minimum close because LPs aren't talking to each other.

As the market matures, the differentiation between funds will become even more critical. Managers who can prove they add tangible value to founders—not just through marketing but through actual operational support—will be the ones who survive. For

, the mission is clear: find the outsiders, the innovators, and the risk-takers, and give them the platform they need to ignite the next generation of European tech.