Dear colleague,
This week I sat down with David Daoud, CEO of Compliance Standards to share my thoughts on on how elite teams vet sports tech startups, on the common mistakes made by startups. We also discussed the world of elite sports which is based on relationships. We also touched on the tech budget side of teams, and the need to get internal champions to successfully do pilots with teams. We also touched on what makes a strong founder in the eyes of teams.
You can listen to the audio interview by clicking on the above button or just watch the full video interview by clicking on the “Watch the video interview” below. You can also check out the best quotes of my interview in the section below.
📝Show Notes: Through this interview, I touched on:
On how elite teams vet sports tech startups
On common startup mistakes
On relationships and breaking in
On scientific validation
On budget and internal champions
On pilots and workflow fit
On what makes a strong founder
Best,
You can read the full transcript of the interview located at the top of this blog post. Here are below the best quotes from my interview:
🔍 On How Elite Teams Vet Sports Tech Startups
“There are really two types of teams when it comes to adopting sports tech. The first group—usually the more experienced teams—start with clearly defined goals, like reducing soft tissue injuries, improving sleep quality, or speeding up recovery. Once they identify the outcome they want, they go out and actively search for technologies that can support that specific goal. They’re methodical and selective. On the other hand, you have younger or less experienced practitioners who tend to jump on the latest shiny object just because it looks cool or because someone else recommended it—without a clear idea of how it actually fits into their workflow or objectives. And that often leads to poor integration and wasted time.”
“The process most teams follow is not random. First, there’s an intro meeting or demo. If they’re interested, they set up a pilot—usually lasting one to three months. That’s when both sides test how well the product fits into the team’s ecosystem. But one thing many startups overlook is that even if the product works, teams will always reach out to their peers and ask, ‘What do you think about this company? Is it legit?’ Peer validation is huge. That’s why we built a peer-review section into the Upside platform—so teams can share real feedback, not just rely on vendor claims.”
💡 On Common Startup Mistakes
“One of the biggest mistakes I see from startups is overpromising. They say their product will reduce injuries, improve load management, predict fatigue, and do everything else under the sun. But when they show up for the demo, either the product doesn’t work or it does far less than what was promised. And at this level, you only get one shot. If your demo fails—or even just confuses the staff—you’re done. These teams are incredibly busy. They won’t circle back six months later.”
“Another issue is that some founders just aren’t coachable. They don’t listen to feedback from teams or advisors. Sometimes they come from top schools or strong engineering backgrounds and think that makes them ready for elite sports—but they don’t understand the culture, the demands, or the daily grind that staff go through. I’ve seen founders alienate teams by being too aggressive or by not respecting their time. And when I hear that from a team, I won’t recommend that vendor again. Because if they’re difficult with me, they’ll definitely be difficult for the team.”
🤝 On Relationships and Breaking In
“This industry is one of the hardest to break into. People think that just sending LinkedIn messages or emails will get them a meeting, but these practitioners are inundated with pitches every week and don’t have time for unproven vendors. If you don’t have a warm intro, or you haven’t built a relationship through an advisor, mentor, or a conference meeting, your chances of getting in are slim.”
“The key is relationships. One of my former colleagues at Samsung used to say, ‘People will work with you if they like you.’ It might sound simple, but it’s true. If you’re likable, respectful, and helpful, teams will remember you. It’s not just about closing the deal—it’s about showing that you’re in it for the long haul, that you care about solving their problems, not just pushing your product.”
🧪 On Scientific Validation
“Scientific validation is one of the most underrated assets for a startup. Right now, less than 30% of performance-focused sports tech companies have published peer-reviewed studies. But those that do are far more likely to raise capital and land major clients. Especially in the performance and medical categories—if you’re making big claims about reducing injury risk or improving recovery—you need to back that up with real research. Teams are getting more sophisticated, and they want proof before they invest time or money.”
📊 On Budget and Internal Champions
“Budgets vary by league, but for context, most NBA teams allocate between $200K and $300K a year for performance tech. MLS teams are usually in the $75K to $100K range. But budget alone doesn’t mean a deal will close. You need an internal champion—someone who believes in your product and will advocate for it internally—and you also need to win over the budget gatekeeper, which is often the GM. Sometimes the person who writes the check isn’t the same as the person using the product every day. You need to win both.”
🔁 On Pilots and Workflow Fit
“A good pilot is short—usually 1 to 3 months—and focused. The best ones start small, integrate lightly, and avoid disrupting the team's workflow. If your solution requires a massive process change, you're likely to lose the team. The smartest vendors offer simple data exports, sample dashboards, or light API integrations so they can show value fast. The goal isn’t to overhaul the system—it’s to fit into it with minimal friction.”
🧠 On What Makes a Strong Founder
“I can’t emphasize this enough: the strength of the founding team is everything. I’ve seen startups with incredible tech fall apart because the CEO didn’t listen, didn’t know the market, or wasn’t responsive to teams’ needs. Great founders know how to raise money, how to build a team, how to take feedback, and most importantly—how to support their customers. In elite sports, customer success is everything. If a team emails and you don’t respond in 24 hours, you’re out. Full stop.”
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