At a recent Stage Hero Pitch Night, Julian delivered a powerful 6-minute speech that challenged one of the biggest assumptions in modern business: that investing in future markets automatically leads to success.
What he revealed instead was far more uncomfortable—and far more useful.
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The Big Question Nobody Wants to Ask
Julian opened with a simple show-of-hands question:
How many companies are actually making meaningful profits from their investments in future markets?
The answer in the room was telling—at least half of the participants admitted they weren’t seeing real returns.
And that, he argued, is the core problem.
Many companies are investing in the future. Very few are actually monetizing it.
The Three Common (But Flawed) Strategies
According to Julian’s research across more than 1,000 companies, most organizations fall into one of three approaches:
1. Evolving the core business Companies try to extend existing products into future markets. → Too slow. Not competitive enough.
2. Following external trends They chase new technologies, trends, and capabilities. → Takes too long and creates little differentiation.
3. The missing strategy: internal assets
What most companies completely overlook is what they already have:
Customer data
Infrastructure
Supplier and partner ecosystems
This, Julian argued, is where the real opportunity lies.
The Core Insight: Future Markets Already Exist Inside Your Company
Instead of asking “What should we sell next?”, companies should ask:
“What do we already have that can become a future market?”
This shift changes everything.
Real-World Examples That Prove the Point
Julian highlighted two major cases:
Nike
Instead of only selling shoes, Nike leveraged its ecosystem of customer data and moved into:
Fitness services
Training platforms
Nutrition and lifestyle ecosystems
Result: Nike is no longer just competing with apparel brands—it competes with tech and fitness platforms.
Schwarz Group (Lidl’s parent company)
Using its massive retail IT infrastructure, the company entered the cloud and retail tech market, generating billions in new revenue and even competing with major cloud providers.
The Framework: Core, Haves, and Future Markets
Julian summarized his model in three layers:
Core → existing customers and revenue
Haves → infrastructure, data, and relationships
Future markets → new opportunities created from internal assets
Most companies stay stuck in the core.
The winners move from “what we sell” → “what we already have” → “what we can become.”
The Flywheel Effect
Once companies start using internal assets correctly, a flywheel begins:
Use existing data and customers
Create new products and services
Attract new customers
Generate more data
Repeat and accelerate growth
This creates compounding advantage—something competitors struggle to replicate.
Final Message from the Stage
Julian closed his 6-minute pitch with a simple but powerful statement:
“It’s not about perfecting yesterday. It’s about orchestrating the future.”
Key Takeaway
Most companies fail in future markets not because they lack innovation—but because they look in the wrong direction.
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