Partner at Big Pi Ventures
Check size: Firm-wide: Big Pi publishes equity tickets of €0.5M–€30M across its early-stage and growth funds. The current site does not publish Marco's personal range, so the platform range should not be treated as a standard partner check.
Marco backs exceptional teams with Greek or Southeast European leverage that can become global technology leaders. His operator history and portfolio favor products with technology at the core, defensible advantages, international markets, and teams capable of learning continuously as the company scales. He treats the regional talent base and diaspora as a network for building globally, not a boundary on ambition.
Describe the globally important problem, why the team has unusual technical or market insight, and how the product builds a sustainable moat. Show a balanced engineering and commercial team, evidence of international demand, the learning milestones already crossed, and how Greek or Southeast European talent and diaspora access improve execution, customer acquisition, or expansion rather than merely lower cost.
Exceptional, globally ambitious teams with strong technology and business-development capability, continuous learners who can grow into larger leadership roles, and founders using the Greek engineering base and diaspora network to compete internationally. Big Pi's shared criteria emphasize visionary entrepreneurs determined to scale and build durable moats.
No personal pass list is public. His operating and investment record implies weaker fit for local-only companies, teams that stop learning as the company changes, products without a defendable technology core, founders unwilling to build business-development strength alongside engineering, and ventures that cannot use regional talent to serve a large international market.
Identify a global problem and large market first, then show how regional engineering talent, operating cost, diaspora networks, and local institutional support create a repeatable advantage in building and scaling the company.
Treat each stage as a larger class: define the product, leadership, commercial, governance, and capital lessons required for the next scale threshold and test whether founders can update themselves as fast as the company changes.
“The total valuation of our tech in 2014 was about $340m; today it's $8.5bn.”
— https://www.datocms-assets.com/60124/1741617786-greeking-out-pdf.pdf
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