- The local meet up scene was identified as an important component in building networks between those involved in the Nashville's technology ecosystem. Events that brought together individuals from all technology focused meet ups provided the most benefit for cross ideation.
- The lack of visible role models who have succeeded in creating new companies within Nashville was seen as a weakness for providing good examples to other aspiring tech entrepreneurs on how to build a successful company.
- Developing a strong mentorship network/programs (formal or informal) between seasoned company leaders and up and coming talent was identified as a critical component in building future successful companies.
- Participants who have been involved in Silicon Valley felt these were key missing components within Nashville's tech scene.
- When it came to Interorganizational cooperation and communication, even co-working spaces had difficulty getting people to connect between one another. WELD was identified as having a voluntary weekly program where all members could come together and discuss their wins and struggles during that week. This program provided a deeper connection between organizations and had the potential to increase cross ideation and build networks.
- There was concern that Nashville did not have the density of companies and talent to populate a innovation district to reap its benefits. The current pipeline of talent is seen as a weakness to continued market growth.
- Those from Silicon Valley identified TIME/HISTORY as a component to successful startup ecosystems because so many were based on past relationships within other companies. Often people that worked together years before finally have the perfect venture and call upon their network with whom they have worked with in the past. Some wondered if Nashville has had enough time to build this depth.
- The Entrepreneur Center (EC) and Technology Council (TC) were seen as too general to help most aspiring inventors and entrepreneurs. They had a limited bandwidth and had to appeal to a broader approach. The TC was seen as catering more to larger companies rather than startups.
- Office space cost was a major impediment to startup development.
- There was concern the EC closed too early. It was perceived that just as many people were getting off from their day job and working on their side projects (future companies) the EC closed its doors.
- To ensure greater success of startups, many felt there needed to be a stronger business support system within the tech community.
- Google's 30-week program was seen as a great example of how to teach the business side of startups. Y Combinator and TechStars were seen as other programs that served as good models for startup development.
- An idea of using off hours within companies to use resources for others (similar to how pop-up restaurants use idle kitchens) was seen as a potential solution for reducing startup costs and encouraging employees to create new markets for the companies who employ them.
- Cummins Station's 3rd floor was identified as an example of a vibrant start up destination. The Slack channel for Cummins Station was seen as an important asset that could be better utilized.