We spoke with Jimena Blázquez, Acceleration Lead at PATIO Campus

We speak with Jimena Blázquez, Acceleration Lead at PATIO Campus, an initiative that fosters connections between startups, corporations and other ecosystem players to generate innovation with tangible impact. Throughout the conversation, she delves into what sets PATIO Campus apart from other open innovation models, what corporations need to collaborate effectively with startups , and, from her experience, which factors make the difference both in the early stages of entrepreneurship and in scaling processes. She also reflects on the value of Spain’s entrepreneurial ecosystem and the role platforms like ONE can play in the visibility and connection of innovative talent.

1. PATIO Campus was created as a meeting point between startups and corporations. What sets it apart from other open innovation models?

PATIO Campus was born with a very clear vocation: to be a neutral space where startups, corporations and other ecosystem players can coexist and generate value bidirectionally. It’s not just about connecting actors, but about building useful, sustainable relationships over time.

What truly sets it apart is the combination of three elements. The first is the diversity of profiles that make up the ecosystem, because it broadens perspectives and multiplies collaboration opportunities. The second is the dual focus: on the one hand, we work on corporations’ internal innovation, supporting them as they transform their culture and mindset; on the other, we drive external innovation by connecting them with real market solutions. And the third is intentionality: everything that happens at PATIO is aimed at generating tangible impact.

Corporations don’t come just to identify startups, but also to learn, understand trends and evolve internally. At the same time, we aim for the relationship with startups to be more balanced, so they not only gain access to potential customers but also visibility and real validation. That symbiosis is an essential part of the model.

2. What usually makes the difference between a pilot that remains an experiment and one that manages to scale within a corporation?

The main difference typically lies in real applicability from the start. Many pilots are conceived as isolated experiments, in highly controlled environments and with no clear connection to the business.

At PATIO we try to do the opposite: start from day one with real use cases linked to a concrete need and with the potential to integrate into the corporation’s operations.

From there, there’s a critical factor: internal alignment. For a pilot to scale, it’s not enough for it to work technically; it has to be connected to the company’s strategy and have the backing of the right people and teams.

That’s why we devote a lot of effort to understanding corporations’ real needs, at different levels, and to identifying startups that can directly address those challenges. The real win-win appears when both sides find clear, measurable and applicable value.

3. When a corporation approaches a startup, what is it really looking for—and what does it say it’s looking for, but then fails to prioritize?

At heart, a corporation is looking for a solution that adds value to a specific problem. However, many times the difficulty lies less in finding the right startup than in ensuring that the organization itself is prepared to work with it.

For a collaboration to work, the interest of a single department is usually not enough. Broader alignment—both strategic and operational—across different areas of the company is needed. And that’s precisely where many frictions tend to arise.

That’s why having an environment like PATIO is so important, where we work continuously with corporations through dynamics and meetings that allow us to better understand their real priorities. This facilitates both the identification of startups with good fit and the preparation of the ground so that pilots have a path forward.

Moreover, we place a lot of emphasis on ensuring that innovation isn’t isolated in a specific area, but permeates the entire organization. It usually starts with a push from the C-level, but it’s just as important to support the rest of the teams with tools and methodologies that help land that innovation in day-to-day operations.

4. Which aspects of execution—sales, product, focus, team—tend to be most challenging for startups in their early stages?

One of the biggest challenges, without a doubt, is winning the first customers. Validating that someone is willing to pay for your solution is a major inflection point for any startup.

To that we can add other key challenges, such as building a solid, aligned team or maintaining focus in a highly uncertain environment, where new opportunities, doubts or changes of direction constantly arise.

In more mature startups —the ones we usually work with at PATIO—the challenge is no longer so much validating as scaling. That’s where issues arise such as adapting to corporate timelines, having sufficient operational capacity, or managing more complex projects. In this context, expectation management is critical: selling to a corporation is rarely a fast process and requires patience, adaptation and strong communication skills.

5. From your experience, which factors make the difference in a startup’s early stages?

There are three fundamental factors.

The first is deeply understanding the customer’s problem. Many startups fall in love with their solution before checking whether they are truly solving a relevant need.

The second is the team. It’s not just about sharing a vision or having a good personal relationship, but about having complementary profiles that bring what the project needs at each stage.

And the third is focus, together with the ability to draw a coherent roadmap . Knowing how to prioritize, make sound decisions and move forward step by step makes a huge difference in the early stages.

6. In the projects you’ve seen grow, what do those that achieve good market fit from early stages have in common?

They tend to share a genuine obsession with the customer. They don’t just listen; they truly understand their needs and are able to iterate quickly, constantly fine-tuning their value proposition.

They also stand out for their judgment when positioning—either entering the market at the right time or finding a clear space within an existing category.

But, above all, there is a very solid common foundation: a well-defined problem, a solution that adds value, a consistent team and focused execution. To that I would add an especially important element, the ability to prioritize. Knowing where to focus at each moment, and also what not to do, is decisive for achieving good market fit.

7. What advice would you give to someone embarking on an innovative entrepreneurial journey?

My main advice would be to take advantage of the ecosystem we have in Spain. There is a very strong support network for entrepreneurship, with universities, incubators, accelerators, funds, hubs and many other players who can accompany you at different stages of the journey.

Leaning on those resources is key to gaining training, validating ideas, building visibility and connecting with other people and organizations in the ecosystem.

I would also highlight the value of collaboration. The ecosystem works much better when the different players see each other as complementary, not as competitors. Sharing knowledge and experiences accelerates everyone’s growth.

And finally, I wouldn’t wait to have everything perfect before starting. Real validation happens outside, talking to customers and facing the market as soon as possible.

8. What role do you think platforms like ONE can play in boosting innovative talent and connecting professionals in the ecosystem?

Platforms like ONE can play a key role as a loudspeaker for the ecosystem. They give visibility to innovative projects, connect profiles and make it easier for talent to find opportunities.

In such a fast-moving environment, having spaces that help structure, communicate and connect is essential. They not only boost startups, but also bring innovation closer to corporations and help generate more collaboration opportunities.

Moreover, they help reduce one of the ecosystem’s main frictions: the lack of visibility and access. The easier it is to connect talent, projects and opportunities, the faster innovation will advance.