John Moore shares his thoughts Driving Innovation, Growth, and Impact
With over 30 years of experience leading high-profile organizations, John Moore specializes in delivering transformative results through strategic partnerships, market analysis, and operational excellence. As a principal at Momenteum Strategies, he helps communities and economic development organizations create thriving innovation ecosystems. From entrepreneurship to venture advising, John’s proven track record of exceeding expectations makes him a trusted leader in driving lasting change.
The power of serial founders: Moore to the Point
Communities are right to invest in first-time founders. They are the spark that gets an innovation economy moving, and they need programs, mentors and resources to help them grow.
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But there is another force we often overlook: the founders who have already built once, who are exited and are starting again. These serial founders bring insight, capital and wide networks. When engaged well, they become force multipliers, lifting not only their own ventures but the community around them.
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Take visibility. When a founder launches again, it is more than another startup. It is a signal. It tells entrepreneurs, investors and partners this is a place where success repeats. Momentum is not defined by one breakout win but by founders who carry scars, lessons and confidence into their next venture.
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Startups rely on building a tribe: Moore to the Point
It’s easy to get distracted by the shiny stuff. A new entrepreneur center opening. A slick new bootcamp or speaker series. And don’t get me wrong — those things have value. But if you’re trying to build a real innovation ecosystem, especially in a smaller or mid-size community, there’s only one place to start.
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The tribe.
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I’m talking about the group of founders, builders and creative doers who don’t just show up for the event. They show up for each other. That’s the core. That’s the culture. That’s the part that lasts.
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Critical leadership is crucial in the boardroom: Moore to the Point
Serving on the board of an economic-development or entrepreneur-support organization isn’t just an honor. It’s a serious responsibility with real consequences for your community.
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These organizations determine which strategies are pursued, how resources are invested and what kind of future a community builds. That means board members are not just supporters. They are stewards of the organization’s mission and the community it exists to serve. That only works if the priorities are clear: community first, organization second, self third.
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Too often, boards drift toward comfort. Meetings stay polite. Questions remain surface-level. Too many board meetings turn into presentation showcases, where staff share everything going well and the board simply nods along.
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Marketing is essential, not optional: Moore to the Point
For many founders, marketing is a someday task — something to focus on after the product is built, funding is secured and key hires are made.
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That’s a mistake. If you’re serious about growth, marketing isn’t optional. It’s foundational.
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Peter Drucker once said marketing “is the whole business seen … from the customer’s point of view.” That’s more than a clever quote. It’s a mindset shift. Marketing isn’t just advertising. It’s not social media. It’s not clever copy, color palettes or blog posts. It’s how you define your offering, price it, position it and deliver it in a way that creates demand and drives revenue. It influences everything from what you make to how you sell it.
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3 signs of entrepreneurship momentum: Moore to the Point
Few communities ever reach it, but for those that do there is a moment when the energy around entrepreneurship shifts. Events feel sharper. Founders stick around longer. A bank calls and asks, “how can we help?”
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It’s not a headline — it’s a shift. The kind that signals sustainability. Beyond important metrics like capital raised and ventures created, look for deeper signs that the community flywheel is beginning to turn: culture, ownership and momentum taking root.
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A founder’s playbook for raising capital: Moore to the Point
Raising capital is one of the most challenging aspects of building a startup.
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Founders navigate a maze of investor meetings, pitch decks and due diligence, often facing repeated rejection. Though securing funding is a major undertaking, practical strategies can improve success and reduce stress. Here’s a framework to consider.
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To ensure success, look beyond the ribbon cutting: Moore to the Point
It’s exciting to launch new community assets such as economic-development organizations, entrepreneur facilities and the like. Doing so requires major investments of time, resources and political capital and such announcements are great for building community momentum.
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However, focusing too much on the buildup to launch and all the excitement surrounding it often comes at the expense of less visible but critical strategic planning that will ultimately determine the project’s success or failure.
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Shape business models on outcomes, not activity: Moore to the Point
What if the key to economic success isn’t just supporting entrepreneurs but thinking like one?
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Communities focus on attracting high-growth companies, but the real advantage comes when they adopt the same mindset as the innovators they seek to attract.
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Legendary basketball coach John Wooden wisely noted, “Don’t mistake activity for achievement.” Entrepreneurs embody this principle. They don’t measure success by how many meetings they attend or how many pitches they make. Instead, they define bold visions, set clear milestones and track tangible progress. When something isn’t working, they adjust. Their success depends not on effort alone but on measurable results.
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Entrepreneurs are the heroes of the innovation economy, the visionaries taking risks, solving problems and launching ventures that change the world.
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But every hero needs a supporting cast. Behind every thriving startup is an often overlooked yet essential player: the ecosystem builder. Much like the coach of a championship team, ecosystem builders don’t take the shots themselves, but they create the conditions for entrepreneurs to excel.
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As innovation becomes more decentralized, communities of all sizes now have the opportunity to thrive. This makes the skills of ecosystem builders more crucial than ever.
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Their playbook focuses on three roles critical to entrepreneurial success.
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Entrepreneurship Ecosystem Builder, John Moore, on Achieving Enlightened Self-Interest
Most people know John Moore as a Founder and former CEO of NEXT Upstate, a nationally-recognized entrepreneur development organization that has supported over 200 high-impact ventures across the Southeast. But for those that really know Moore, he is something much bigger than that – he is an “Ecosystem Builder.”
We all face situations where the same old approach doesn’t work anymore.
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Sometimes, what we need isn’t a new answer, it’s a better question or a fresh perspective. That’s where innovative thinking begins: not with a breakthrough idea but with a shift in how we see a problem.
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Albert Einstein said, “Creativity is seeing what others see and thinking what no one else has thought.” Sparking innovation is less about having the perfect tools or resources and more about changing how we approach the world. Here are a few ways to cultivate that shift and unlock new ideas.
When we think of innovation, our minds often go straight to tech giants or biotech labs pushing the boundaries of what’s possible.
Those are exciting examples, but they aren’t the only ones. Innovation is more than mobile apps or cutting-edge technology. It’s a mindset, a strategy that can disrupt markets and bring new solutions to any industry, no matter how “non-innovative” it may seem.
Consider the hospitality industry. At first glance, hotels and accommodations don’t scream “innovation.” But Airbnb changed that — not with complex technology, but with a simple booking platform and a bold new approach to lodging. By rethinking travel and marketing to homeowners with extra space, Airbnb turned vacation rentals into a global phenomenon. Their innovation wasn’t about technology but about redefining the market itself.
In my work building innovation ecosystems, I work with all types of high-impact entrepreneurs, including ones who prove technology isn’t the only way to disrupt markets.
Last month, I wrote about how accountability sparks action in economic development.
But what happens after that spark? How do communities sustain momentum and ensure they’re on the right path? The answer lies in measuring progress and sharing those results.
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We’ve all heard the saying, “Not everything that matters can be measured.” True enough. But does that mean we shouldn’t measure what we can? Absolutely not.
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Too often in economic development, we use the intangible aspects of our work as an excuse to avoid setting ambitious goals and tracking progress. The fact is, while some outcomes are harder to quantify, measurable progress is essential for driving accountability and ensuring that we’re moving in the right direction.
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While it is true that some of the most valuable aspects of economic development, like building networks and fostering collaboration, can’t be easily quantified, that doesn’t mean we should ignore what can be measured. Numbers may not tell the whole story, but they tell an important part of it. As Peter Drucker wisely said, “What gets measured, gets managed.” >Keep Reading
Accountability. The word alone is enough to make eyes glaze over at board meetings and conjure thoughts of finger-pointing and “gotcha” moments.
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But what if we flipped the script? What if, instead of seeing it as a burden, we saw it as a spark — an ignition point for something more powerful?
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Too often, economic-development organizations get stuck in the comfort zone. They report the same metrics, hold the same meetings and stick to the same strategies because that’s how it’s always been done. If the results are “good enough,” why rock the boat? But real progress doesn’t happen in the comfort zone. EDOs need to act with hunger and agility, embracing accountability as a catalyst for bold, innovative actions. >Keep Reading
Imagine this: you’ve crafted the perfect product, a real game changer. You’re convinced it will dominate the market. You launch your new venture, yet months later the business is struggling to take off. What went wrong?
Many barriers to startup success exist, some beyond our control and others within our influence. Here are some of the more controllable mistakes I’ve observed over the years:
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Neglecting the business model: Founders often become enamored with product development at the expense of the business model. While an excellent product is crucial, it alone doesn’t guarantee success. Equally important are distribution, sales and marketing, operations, and financial strategies. The product may be the treasure chest, but the business is the ship that carries it — or sinks, taking the product down with it. Successful founders understand that a great product needs a strong business model to thrive. >Keep Reading
Today, every industry and geography is being disrupted by innovation. Whole new industries are being born while others fade into history. Just as we get comfortable with the way things are, breakthroughs in areas like artificial intelligence and quantum computing shift the global economy overnight.
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In this hyper-disruptive world, communities must innovate to maintain or improve their economic competitiveness. This doesn’t mean adding buzzwords to websites or announcing new target industries. That’s talking innovation, not being innovative.
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Economic development organizations need to innovate themselves to ensure their alignment with today’s economic landscape and maximize their impact. >Keep Reading
Does your community have what it takes to compete in today’s innovation-driven economy? I believe so, as nearly every community possesses innovation assets that can drive future economic success.
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By innovation assets, I mean organizations and institutions dedicated to generating new ideas, practices and processes. These include research universities, hospital systems and industry research centers that attract world-class talent and facilitate groundbreaking advancements. The key question is: How do we leverage them for greater economic success?
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First, it’s crucial to identify and map these assets and understand their unique value propositions. Local economic developers need a deep, working knowledge of each asset and strong relationships with their leaders to identify and collaboratively pursue target opportunities.
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With this foundation, communities can implement strategies in partnership with their innovation assets, such as:
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Developing collaborative networks: Foster knowledge-sharing and build relationships among local businesses and entrepreneurs.
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Enhancing accessibility: Ensure that local businesses and entrepreneurs can easily access these assets.
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Securing public support: Obtain public funding and incentives to support the success of innovation assets.
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Hosting international conferences: Organize conferences around local assets to attract global attention and investment.
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There’s a myth around entrepreneurship that groundbreaking ideas and relentless ambition are all that’s needed for success.
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Imagine the quintessential tech visionary, set to revolutionize the world with a new innovation. Yet the reality of steering a startup often defies this ideal. Entrepreneurs quickly face complex challenges that demand practical wisdom, acquired only through years of real-world experience.
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For communities aiming to foster successful startups, connecting emerging entrepreneurs with experienced mentors is vital. Traditional mentoring programs, which pair new founders with seasoned business veterans, are an excellent way to harness your local community’s collective experience to support entrepreneurs. They are relatively easy to start but challenging to sustain. Therefore, before launching, it is crucial to understand mentoring-program complexities, choose the best model for your community and ensure it has the proper resources for long-term success.
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Beyond traditional methods, entrepreneurs can also bridge their experience gaps through peer mentoring. This less-understood approach forms tight-knit groups of founders at different experience levels for exchanging challenges and insights. Even the least experienced can offer valuable perspectives, fostering a mutually supportive environment promoting learning and growth for everyone. Building entrepreneur peer groups is an art and they take years to develop. But their impact can be profound, both to the companies involved and to the community at large. The founder-to-founder mentoring they generate is unique and a valuable accompaniment to more traditional approaches.
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It’s exciting to launch new community assets such as economic-development organizations, entrepreneur facilities and the like. Doing so requires major investments of time, resources and political capital and such announcements are great for building community momentum.
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However, focusing too much on the buildup to launch and all the excitement surrounding it often comes at the expense of less visible but critical strategic planning that will ultimately determine the project’s success or failure.
I call this the “Ribbon Cutting Syndrome,” where the lion’s share of community focus and energy is funneled into getting to a successful launch point, leaving long-term sustainability and impact as a secondary emphasis. Unfortunately, it can result in financial instability, operational challenges and potential failure of the project overall.
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As a project example, let’s look at developing a new entrepreneur support facility. Typically, the vast majority of community effort is devoted to rallying support to acquire property and build the new facility, leaving little energy to address the greater challenge: ensuring its successful operation and impact for decades to come.
Entrepreneurs know starting a business is no walk in the park. They understand they must be prepared to face challenges and setbacks along the way. However, many don’t realize major challenges can sometimes present growth opportunities.
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One of the biggest challenges entrepreneurs face is deciding what to do when things don’t go as planned. It could be a product launch that doesn’t take off, a key employee leaving or a major competitor entering the market. These challenges can be daunting, but sometimes they carry hidden opportunities within.
Take the example of Airbnb. When the company first launched, it struggled to gain traction. The founders realized they needed to change their approach in order to reach new customers. They came up with the idea of offering free professional photos of listings, which helped increase bookings, and the business took off from there. >Keep Reading
In today’s ever-changing economy, communities traditionally focused on attracting large industries are now valuing innovation and high-impact entrepreneurship. This strategic shift diversifies the economic base, creating vibrant, adaptable economies rich in local talent and innovation.
Innovation revitalizes economies by introducing new ideas, attracting investment and talent, and generating wealth over the long term. This benefits both emerging and established businesses. This strategy lessens reliance on single sectors, aligns with global economic trends and brings value to startups and industrial partners alike.
The overlooked benefits of a thriving entrepreneurial ecosystem for established industries are considerable. Close interactions with startups introduce established businesses to a culture of innovation and flexibility. This access to new ideas and talent can enhance operational efficiency, spur product development and attract innovative minds.
Also, engagement with entrepreneurial environments encourages traditional sectors to explore more new markets and products. This exchange of ideas can foster partnerships or new business models, leading to growth opportunities. Thus, supporting innovation not only benefits new ventures but also bolsters the traditional industrial base. >Keep Reading
In the intricate landscape of economic development, particularly within the entrepreneurship space, one element stands out as foundational to success yet is often undervalued – the peer network.
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While communities frequently prioritize visible efforts like opening new facilities and hosting large events, the true magic unfolds when they focus first and foremost on creating and sustaining an interconnected web of innovative entrepreneurs.
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Take, for instance, Sarah, a tech startup founder grappling with the challenges of securing funding for her venture. Feeling isolated and uncertain in her new role, she finds solace in a peer network where she discovers not only comfort but also a treasure trove of experience and guidance. In this confidential setting, she candidly shares her struggles and acquires invaluable insights, propelling both herself and her startup forward with newfound acumen, confidence and connections.
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Active peer networks aren’t just beneficial – they’re indispensable. As Brad Feld highlights in “Building Entrepreneurial Communities,” these networks cultivate innovation and collaboration, where ideas converge and transformative moments occur.
The farmers didn’t lead us through the industrial revolution. Instead, the future was reshaped by industrialists through their innovations, such as steam engines and assembly lines.
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Today, as we confront the ongoing technological revolution and its impact on our economy and communities, a crucial shift in leadership is needed — placing more of the mantle on the innovators of today to help carve our path forward.
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In the late 19th and early 20th centuries, visionaries like Henry Ford and Andrew Carnegie spearheaded change, much as contemporary innovators are doing in today’s technology revolution. Just as farmers embraced industrial innovations by replacing mules with tractors and employing threshing machines in place of laborers with flails, today’s industrial giants leverage advanced tools such as software, robotics and AI to stay competitive.
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However, it is crucial to understand, like the farmers before them, the industrialists are not leading the revolution today.
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Many communities cling to the incumbent leadership model, hesitant to empower the very architects of the digital age, fearing risks in installing innovators on economic-development boards or giving them a voice in community meetings. I suggest the real risk is in not doing so. Unfiltered and highly informed insight is precisely what is needed.
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As we embark on a new year, it’s essential for communities to set ambitious resolutions if they want to establish and sustain innovation ecosystems in the months and years ahead. Fostering high-impact entrepreneurship is not just a goal. It’s a commitment to an updated economic development model and a better future.
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Here are several resolutions communities should consider if they are serious about fostering an innovation-based economy.
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Initiate public-awareness campaigns: For innovation to thrive, communities must build local culture that embraces new ideas, educated risk-taking, and even failure if it wants to compete in the global economy of the 21st century. Foundational to this is building awareness of local innovation successes and a belief that local ventures and founders can literally change the world. Curating and promoting local successes builds support for local innovators and the organizations and programs supporting them. It also helps attract new talent and capital to the area.
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Cultivate collaborative spaces: Communities must continue to create and support collaborative spaces where entrepreneurs, investors and experts can converge. These hubs catalyze creativity and idea exchange. Innovation is a collision sport and collisions require proximity. The nature of collaborative spaces continues to evolve, especially post-pandemic, but the core principles of density and flexibility remain critical today.