Interactive resources for incubators and accelerators
Interactive resources for incubators and accelerators
Interactive resources for incubators and accelerators

Pitch Events

Accelerator/Incubator programs often hold ‘pitch’ events throughout or to mark the end of their programs. These can take different forms (one on one, the cohort pitching in front of an audience,  etc.) and provide an opportunity for entrepreneurs to present their venture to key ecosystem stakeholders (investors, funders, government, mentors, other private sector organisations, etc.). The aim of these events is generally for (1) entrepreneurs to share their venture and ask for the support they require at that point in time (funding, access to customers, partnerships, mentorship etc.) as well as (2) for the intermediary to raise their brand awareness and showcase their work.

  • KEY PROBLEM(S)

    In general, pitch events, and the word ‘pitch’ itself generate a feeling of competition which may not appeal to all genders, given that being competitive can often be associated with arrogance and aggression, characteristics that may be more socially acceptable for one gender. 

     

    The power in pitch events sits with the funder/investor. Funders will always favour a strong, powerful pitch. However, not all entrepreneurs are good public speakers, and a pitch does not always demonstrate the depth of value that a venture creates. In addition to this, it may be that in some cultures, women are discouraged from speaking in public, and therefore do not get the same opportunity to develop this skill.  It can also be easy for unconscious gender biases regarding who may be more likely to be a successful entrepreneur or leader in a particular industry to appear when watching someone pitch, and this can impact the judgement of the audience to favour certain entrepreneurs.

  • DESIRED OUTCOME(S)

    Inclusive events that allow all entrepreneurs to equally showcase the value of their venture, regardless of gender. And events where unconscious bias is minimised and the power is balanced in favour of the entrepreneurs and their enterprises rather than the audience. 

  • HOW TO MEASURE THIS

    Example measurement indicators and collection methods can be found here.

Why it matters

In any form of a pitch event, the power often sits with the audience who ‘vote’ for the best pitch and determine who they might fund/support/partner with. While they hold the ‘power’ in that they have the funding, connections or expertise that enterprises need, in most cases they will not have the depth of knowledge of the issues/value created by the venture, and they will also have gender biases, which can result in them making unconscious judgements about an entrepreneur’s ability to be successful. This can result in certain genders getting more support and funding than others (e.g. since the majority of investors are men, they tend to disproportionately favour as well as fund enterprises that are led by men) therefore perpetuating the gender gaps in entrepreneurship.

Reflection

Does the audience consist of diverse genders and relevant expertise?

Are the power dynamics between the audience and entrepreneurs acknowledged?

Does the event provide an equal platform for all the entrepreneurs pitching, regardless of gender?

Strategies

  • 1.

    Consider changing the name of the event. If the pitch event doesn’t resonate with all genders, consider changing it to a name that does e.g. ‘showcase’. This can reduce the notion of competition and be perceived as an equal opportunity for all entrepreneurs.

  • 2.

    Be deliberate about calling out the power dynamics at the event. E.g. The organiser of the event can open the evening with a statement similar to  “in social entrepreneurship – we need all these enterprises to win. Tonight is not about how one is better than another, but how we can support all of these important enterprises so they can thrive and collectively create the impact we wish to see”. If it will resonate with the audience, calling out certain unconscious biases at the start of the event can help the audience be aware of when their judgement might be affected. This can be done in a light and playful way, or in a more serious manner depending on what is appropriate in the context.

  • 3.

    Adapting the format of the event. E.g. If you have voting at the event, and this privileges a certain gender, it can be taken out and instead the audience can be asked to make offers of support and suggestions to the entrepreneurs, which can be followed up after the event. This way the event is designed to be one of the many steps for the investors/funders/other stakeholders to learn from the entrepreneurs (rather than making important decisions after one contact). You could also have a mid-program pitch event, and one at the end so that the audience has a chance to see the progress an entrepreneur has made. This can allow entrepreneurs to show what they’re capable of and reduce bias against them. Simply running events as discussions rather than presentations (and arranging the room accordingly), can also change the dynamics. Another example could be to send the profiles of the enterprises before the event for the audience to read through, but remove the gender of the entrepreneurs. This can allow investors and other stakeholders to assess a venture based on their ability to solve a problem, without gender biases impacting their judgement.Take steps to ensure that all entrepreneurs are able to make the most out of the opportunity. In addition to presentation skills training, other types of training can include: confidence, imposter syndrome, improvisation training. Make entrepreneurs aware of the gender biases that the audience may have regarding their ability to build their venture so that they can address these either directly or indirectly in their presentations.

  • 4.

    Take steps to ensure that all entrepreneurs are able to make the most out of the opportunity. In addition to presentation skills training, other types of training can include: confidence, imposter syndrome, improvisation training. Make entrepreneurs aware of the gender biases that the audience may have regarding their ability to build their venture so that they can address these either directly or indirectly in their presentations.