Adapting to a Changing World: Why UK Startups Must Look to Emerging Markets for Inspiration
Written by Blossom T Kafumbata
Recently, I had the privilege of attending a thought-provoking session where Noor Sweid, founder of Global Ventures, one of the biggest VC’s in MENA (Middle East and North Africa), shared her insights on venture capital in the region. Her narrative underscored the pivotal role of contextualisation in business strategies, especially in today's climate of increasingly isolationist policies. Listening to her speak, I was not only inspired by her sharp business acumen but also by her journey of navigating the complexities of venture capital and entrepreneurship in a region where the startup ecosystem is rapidly evolving. As someone who aspires to make an impact in the business sector within emerging markets, Noor’s story resonated with me on a deeply personal level.
Noor emphasised that aligning business models with local contexts is not just beneficial but essential. She illustrated this with the example of the Buy Now, Pay Later (BNPL) model: while facing scrutiny in the UK due to consumer debt concerns, it thrives in MENA as a tool for financial inclusion. This contrast highlights how adapting to local needs can transform challenges into opportunities. It urges the question: how can startups in the UK can benefit from looking beyond their immediate surroundings and considering how global business models can be ‘adapted’ rather than ‘copied’?
One of the most striking aspects of Noor’s perspective was her ability to challenge conventional Western assumptions about where innovation happens. Too often, emerging markets are seen merely as places to expand into, rather than as ecosystems that themselves produce unique and valuable solutions. She made it clear that MENA is not just a region catching up with Western innovation—it is a region creating its own playbook, one that accounts for the economic, cultural, and regulatory differences that define its markets.
The discussion also prompted me to reflect on the broader lessons that UK startups can take from emerging markets. Success requires more than just a great idea; it demands a deep understanding of the economic, cultural, and regulatory landscape in which businesses operate. Founders who take the time to integrate their strategies with the needs of local communities tend to have the most sustainable impact. Business models that thrive in Western markets cannot always be transplanted into new regions without significant adaptation. That is where the real opportunity lies—understanding the gaps in the market and building solutions tailored to those specific conditions.
Beyond market fit, Noor highlighted the importance of leadership and execution. In emerging markets, investors place immense value on the ability of a founder to execute their vision. This is in contrast to early-stage investing in places like Silicon Valley, which often prioritise potential. In MENA, investors tend to back founders with a proven track record and this is a lesson that UK entrepreneurs can take to heart; execution, resilience, and adaptability matter just as much as the idea itself.
Noor’s insights on investment strategy were also poignant. While UK startups often benefit from a mature ecosystem with accessible funding, entrepreneurs in MENA have had to develop an entirely different approach to scaling. Many startups in the region operate with a high degree of capital efficiency because they must. There is an embedded expectation in the investment culture that businesses should demonstrate clear pathways to profitability from an early stage. In the current global economic climate, where venture capital is becoming more selective, this mindset is increasingly relevant for UK startups. The shift away from ‘growth-at-all-costs’ models towards financial sustainability is something to which all founders, regardless of geography, should attend.
I was particularly drawn to Noor’s reflections on staying true to one’s values in business. In an era where global policies tend toward isolationism, the need to maintain congruence between values and business strategies is more acute. It is about building trust, fostering authenticity, and ensuring that the businesses we create align with a vision of long-term, sustainable growth rather than with a desire for short-term gains. Founders in emerging markets often operate in challenging and uncertain environments, yet they are able to thrive because they stay grounded in their purpose. This sense of mission-driven leadership is something that UK entrepreneurs must learn from as they navigate their own economic and regulatory challenges.
Reflecting on the insights from this discussion, I feel a renewed sense of urgency to continue to learn from markets beyond my own. The entrepreneurial journey is, at its core, about curiosity, adaptation, and the willingness to step into unfamiliar territory. Noor’s story serves as a reminder that impact in business is not confined by geography; rather, it is shaped by the ability to listen, learn, and build with intention. There is so much that UK startups can gain from emerging markets—not just in terms of new business opportunities, but in how they approach innovation, leadership, and resilience. The startup ecosystems that will thrive in the coming years will be those that embrace adaptability and global mindedness rather than those that retreat into insularity.
The opportunity to learn from entrepreneurs like Noor is invaluable. Her journey as a woman in venture capital—an industry still overwhelmingly dominated by men—adds another layer of inspiration. She has not only built a successful investment firm but has also championed innovation in a region that is rewriting the rules of business.
For those of us who dream of making an impact in the global business landscape, her story is a powerful example of what is possible when expertise, execution, and a deep understanding of context come together.
Blossom Kafumbata
Blossom earned a Master’s degree in Industrial Systems and Manufacturing Engineering from the University of Cambridge with a focus on venture building with emerging technologies. She is the founder of Dande Foods, a foodtech-meets-fintech start-up that aims to build resilient food systems and was the founding Product Reliability Manager at a Cambridge based cross-border payments startup where she oversaw systems integration to ensure seamless financial transactions for underserved communities. Blossom has been ranked number 4 in the Top 150 UK University Students in Business by Future Leaders Magazine. Active in entrepreneurial and venture capital networks, she writes about venture capital, leadership, and startup growth in the UK to share ideas and is passionate about solving problems using technology.