The Essentials of Corporate Funding for AI Solutions
How to Navigate the Corporate System to Secure AI Funding
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Note: Since this is AI-generated, it adds its own 'salt and pepper'—otherwise known as hallucinations. While it may have added a little extra flavor, I generally agree with the AI’s discussion overall.
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Imagine you’ve got this game-changing AI solution idea—one that could completely transform operations, drive efficiency, or unlock new revenue streams. You know it has the potential. But there’s one catch: you need to secure the funding. No matter how brilliant your idea is, if you can’t get the investment to move it forward, it stays just that—a beautiful concept tucked away in your hippocampus and amygdala.
If you’ve found my posts valuable, consider supporting my work. While I’m not accepting payments right now, you can help by sharing, liking, and commenting here or on my LinkedIn posts. This helps me reach more people on this journey, and your feedback is invaluable for improving the content. Thank you for being part of this community ❤️.As an internal AI Product Manager, your role goes beyond overseeing development and identifying problems. Especially as you grow into more senior levels of AI Product Management, the stakes—and responsibilities—shift. The more senior you become, the more you’re expected to navigate the corporate landscape to secure the resources you need. Whether it’s getting buy-in for an MVP, securing the green light for a full rollout, or convincing leadership to scale your vision further, knowing how to position your idea for funding becomes critical. You have to be both the visionary and the strategist, understanding not only the tech but how to align it seamlessly with the company’s strategic goals.
And that’s what separates ideas that stay on a slide deck from those that actually make an impact.
A Real-World Example from My Vodafone AI Funding Journey
But let me give you a recent example from my current work at Vodafone:
In April, I joined a new department within Vodafone with a clear mission: to create a new organizational setup designed to help our decentralized AI teams operate more efficiently. We’re still in stealth mode, so I can’t reveal too many details, but it’s already a pretty ambitious agenda. Our department head had even bigger plans—extending our AI development capabilities by building an AI Factory. The rationale was straightforward: if we, as a company, want to achieve the level of efficiency and effectiveness we aim for (as all large organizations do), we need the right skills and capacities in place. And that often means securing the necessary funding to build those capabilities.
We were already contributing to these objectives by developing a platform that enabled AI teams to build solutions quickly. However, the challenge was that a platform, by itself, doesn’t generate value unless teams actively build solutions on it.
The Challenge: Adding to the complexity, other teams were fully booked with their own initiatives, meaning they couldn’t start leveraging our platform until their current priorities were completed.
Given our current capacities, we faced a dilemma: we couldn’t work on multiple solutions simultaneously to showcase the platform’s value while also continuing to develop and expand the platform itself. The concept of creating a platform to eliminate redundant efforts was solid, but it slowed down our ability to demonstrate effectiveness quickly—a critical factor in a corporate environment where speed and tangible results are essential for credibility.
Adding to the complexity, other teams were fully booked with their own initiatives, meaning they couldn’t start leveraging our platform until their current priorities were completed.
Our Tactical Approach
So, we had to take a different approach. Some of us were ready to push beyond our limits and go all in—150%.
Our strategy was threefold:
Demonstrate the value of our platform.
Show that we were addressing the right problems.
Make it clear that we had a backlog of valuable, well-validated problems waiting to be solved.
Executing the Plan
With this strategy, we needed a tactical approach to fit the circumstances:
Building an MVP: We developed an MVP for one AI use case fully on the platform.
Quick PoCs: Simultaneously, we built three additional AI use cases outside of the platform. These were quick-and-dirty PoCs because the platform wasn’t yet fully ready, and we needed to show a variety of use cases rapidly.
This approach might seem counterintuitive—building a platform to reduce redundancies while simultaneously developing solutions outside of it—but it was the most effective way to move quickly. By operating independently of the platform’s product roadmap, we avoided delays and demonstrated our ability to act fast. The plan, of course, was to migrate everything back onto the platform once it reached the necessary maturity.
Building the Case for Investment
But that alone wasn’t enough. We also needed to prove that we had a solid backlog of worthy problems ready for solutions—a pipeline that could justify further investment.
Solution Pipeline: Over six months, I evaluated over 100 AI use cases, aiming to qualify at least 10 high-potential ones.
Proving Capability: Our platform and use case teams continued to build solutions, reinforcing the case for why we needed additional resources.
All of this had to be achieved within a six-month window—not just because corporate setups operate on strict funding timelines but also because we set ambitious goals for ourselves to prove what we could accomplish.
Pitching for Success
We pitched in waves, each time targeting ExCo members and other key stakeholders. Our agenda was consistent:
Vision
Impact
Outlook
The Ask
We painted a vivid picture of what our platform could achieve when fully scaled, demonstrated the immediate value generated by our quick PoCs, and laid out the potential of the fully stocked backlog we’d meticulously built. It wasn’t just about showing the “what” and the “how” but, equally, the “why.” All of these elements had to align perfectly to resonate with our audience.
The Outcome
Fast-forward to today: We secured the investment we needed!
It wasn’t just a win for the project; it validated our approach, our ability to navigate the system, and, most importantly, the value we could deliver. Now, the real work begins—turning that vision into the impact we promised.
To my team members reading this: I know the stakes are high. But we’ve already shown what we can achieve together, and I have no doubt we’ll do it again. Let’s take this momentum and turn it into results that not only meet expectations but set new benchmarks. And this is not just a saying—setting new benchmarks is my personal ambition, and I hope you’ll join me on this journey. Together, we can redefine what success looks like.
The Blueprint for Securing Funding in Corporate Environments
Having a good idea to secure funding within companies isn’t sufficient. You have to prove that you know how to navigate the system and rally the right support. Here’s how it usually works and how you can approach it more strategically:
1. Crafting a Business Case that Speaks the Language
What It Involves: Companies want to see the numbers. A solid business case is your ticket, and it needs to be more than just a few bullet points on a slide. Think of it as telling a story—what’s the problem, why does it matter, and how does your solution not just solve it but drive measurable value?
Why It Matters: ROI is king. The more you can quantify expected outcomes (cost reduction, efficiency gains, revenue generation), the more you frame your proposal as a no-brainer investment, rather than just another project seeking funding.
2. Winning Over the Right Stakeholders
Finding Your Champion: Often, getting an idea funded means finding an executive sponsor who believes in what you’re doing. This person will fight for your project at the top level. It’s about building allies—who’s the most likely to benefit or be interested in your idea? That’s your go-to.
Building the Momentum: It’s not always a formal pitch. Sometimes, it’s about those casual conversations over coffee or quick meetings where you start building excitement. By the time you present to the decision-makers, your idea already has support. Make it feel like it’s their win too, not just yours.
3. Timing: Leveraging Budget Cycles and Planning Phases
Annual and Quarterly Budgets: Most companies lock in their budgets during annual planning, so that’s your window to pitch big ideas. But don’t wait for that one chance. If your organization does quarterly reviews, use those to your advantage—smaller, incremental wins can build up.
Being Ready for Agile Funding: In some setups, budgets aren’t locked yearly but revisited frequently. This flexibility works if you’re quick to react, showing how your project fits with the latest company direction.
4. Innovation Funds: The Easier Pathway for Experiments
Tapping into R&D Budgets: Many companies set aside money specifically for R&D or experimental projects. These funds are perfect for pitching AI ideas, especially those that may be high-risk but with high rewards. The key is showing how your project isn’t just an isolated experiment but could unlock new capabilities for the company.
Start Small, Prove Value: Sometimes, asking for a big sum right away isn’t the best move. Companies love Proof of Concept (PoC) approaches—show something works on a smaller scale first, then request larger funding to scale. This de-risks your ask and shows you’re thinking in stages.
5. Collaborative Funding: Making It a Shared Win
Co-Funding and Departmental Alignment: If your project impacts multiple teams or departments, see if you can pool budgets. This requires some negotiation, but it’s about showing how each team gains from the project’s success.
Joint Initiatives: Frame it as a cross-departmental effort. The more you align your project with the company’s broader objectives or strategic initiatives, the easier it becomes to get multiple leaders on board.
6. Cost Reallocation and Optimization Strategies
Reprioritizing Existing Budgets: Sometimes, it’s not about asking for new money but showing how resources can be reallocated. If you can demonstrate that shifting funds from a lower-impact area to your project would drive a greater return, you’re more likely to get buy-in.
Efficiency Plays: Every company wants to cut costs. If you position your project as a way to reduce expenses or drive efficiency, you’ll find it easier to get it off the ground. Show that your project isn’t just about building something new but optimizing what’s already there.
7. External Support: Beyond the Company’s Budget
Strategic Partnerships: For AI products, collaborating with tech vendors or other companies can unlock co-funding.
Grants and Public Funding: Particularly for tech and AI, external grants can be an option. Many companies overlook this, but securing external funding not only supports the project but validates its potential impact.
8. Internal Hackathons and Innovation Contests
Companies are increasingly using innovation contests or hackathons to crowdsource ideas. Winning one of these is often a direct route to funding, and it also shows you’ve got support from your peers. It’s not just about winning the funds; it’s about the visibility and credibility these events provide.
Insights to Keep in Mind:
It’s Never Just About the Money: While you need funding, focus on building the right connections and understanding the company’s strategic direction. The more your idea aligns with broader goals, the more it becomes a must-have.
Don’t Sell the Tech; Sell the Outcome: Especially for AI initiatives, the tech alone won’t secure funding. Show how it impacts the business—whether it’s boosting revenue, improving efficiency, or solving a critical pain point. Tech is just the enabler; the outcome is what people buy into.
Getting funding is about strategy, timing, and alignment. Know the landscape, and position yourself not just as someone with an idea but as someone solving a critical business challenge.
Pitching AI Projects in a Corporate World: A Startup Mindset
Now, many of my readers come from a startup background, and I think it’s important to understand the comparison. Think of getting funding within a company as pitching a startup idea to investors—but with a corporate twist. In both cases, the goal is to convince people that your vision is worth investing in. But here’s where they align and where they diverge:
Similarities: It’s All About the Pitch
Business Case as the Pitch Deck: Just like a startup founder would create a pitch deck outlining the problem, solution, market opportunity, and financials, you’re doing the same but within a corporate structure. You need to craft a story that not only shows potential ROI but also how it aligns with the company's direction. Investors and corporate execs both want to see why this idea is the best use of their money.
Stakeholder Buy-In Is Key: In startups, you often build relationships with investors before you officially pitch; you get them excited and invested in your vision beforehand. In a corporate setting, it’s the same. You find your “angel investors”—those key stakeholders who believe in your idea early on. These people are your internal champions who can back you when it’s time for the formal pitch.
Differences: The Corporate Twist
Risk Appetite: In startups, investors are used to taking risks, and sometimes, the higher the risk, the better the potential reward. Within a company, though, the appetite for risk can be much lower, especially if the idea isn’t immediately tied to a guaranteed return. You need to show not just the upside but also how you’re mitigating risks and how the project can be phased to prove value at different stages (think of it like bootstrapping before scaling up).
Funding Rounds vs. Budget Cycles: Startups raise money in rounds—seed, Series A, B, and so on. In a company, the “rounds” are your budget cycles—annual planning, quarterly reviews, or innovation funds. The difference is that while startups might have more flexibility to keep raising money, in a corporate environment, you’re often working within fixed windows. Miss that annual planning phase? It could mean waiting until the next cycle.
External vs. Internal Investment: Startups often pull in funds from multiple sources—angel investors, VCs, even crowdfunding. In a corporate setting, your “investors” are internal stakeholders, and their focus is narrower. They don’t just want ROI; they want alignment with strategic goals, operational KPIs, and company-wide efficiency. You’re selling the value not just to an individual or a VC firm but to the whole organization’s bottom line.
The Secret Sauce: Knowing the Rules of the Game
Play the Long Game: Unlike startups, where speed and agility are critical to securing funding and scaling fast, corporate funding often involves a lot more process and patience. You need to build a network of support over time, understand the budget calendar, and work the system to ensure your idea is positioned well before it even reaches the table.
Iterative Wins: In the startup world, you might be all-in on one big swing. But within a company, think of it as a series of small bets. Start with a PoC, get a small win, and use that momentum to secure bigger rounds of internal funding. It’s like showing a prototype or an MVP to VCs, but instead of an investor pitch, you’re presenting to the executive board or steering committee.
Final Thoughts
In both worlds, you’re essentially selling a vision. I truly believe both worlds can learn from each other. Ultimately, the hustle is the same; it’s just the environment that changes.
So, approach corporate funding like you would a startup—find your allies, craft your pitch, and know when to make the ask.
This is the essence of the game we play, and it’s why I love being an internal AI Product Manager. It’s a blend of tech, strategy, and business acumen all combined into one dynamic challenge.
Do you now understand why I love this game?
I hope this issue was as valuable for you as it was fun for me to write, especially with our recent achievement.
JBK 🕊
P.S. If you’ve found my posts valuable, consider supporting my work. While I’m not accepting payments right now, you can help by sharing, liking, and commenting here or on my LinkedIn posts. This helps me reach more people on this journey, and your feedback is invaluable for improving the content. Thank you for being part of this community ❤️.