At just 27, Serbian entrepreneur Dusan Stanarevic is already weaving together three vantage points in the venture world—as a broker, CEO, and investor—to build a distinctly founder-aligned approach to tech investing.
As the co-founder of World Solver Syndicate, together with his co-lead Mario Grigorov, Stanarevic is building a thesis centered on high-performing B2B startups in healthcare, fintech, and greentech—sectors they believe are best positioned to scale with capital-efficient models and AI-powered operational boosts.
With a flexible syndicate model and deep networks across the UK and US, the fund is targeting Series A/B rounds, selectively dipping into pre-seed and pre-IPO opportunities where lead investor alignment signals conviction.
But for the fund it’s not just about capital—backed by a track record of over 30 executed deals between the partners and a growing roster of LPs and family offices, the firm provides hands-on support—introductions to new investors, customer pipelines, and expert operators.
In this interview, IT Logs dives into Stanarevic’s investment playbook, his perspective on the post-2023 fundraising reset, and why he’s particularly bullish on second-time founders, AI-enhanced go-to-market efficiency, and the overlooked role of debt in early-stage growth.
IT Logs: You’ve described World Solver Syndicate as a fund with a focus on Healthcare, Fintech, and Greentech. What macro trends or innovations are currently shaping your interest within these verticals and also the geographies where you invest?
Dusan Stanarevic: As a syndicate group, we don’t operate with LPs, which gives us the flexibility to be less constrained in our investment approach. One of our key focuses is on B2B companies that leverage AI to improve operational efficiency and reduce costs.
We particularly highlight three verticals where we have the most experience and the strongest network of investors and companies: GreenTech, FinTech, and Healthcare. These verticals not only align with our expertise and relationships but also represent large and growing total addressable markets, which is a major reason we prioritize them.
In terms of geography, our primary focus is on the UK and US markets, as around 90% of our co-investors are based in those regions.
You emphasize 2nd-time founders and diverse or minority-led teams. What unique traits or approaches have you seen in these founders that make them stand out?
Dusan Stanarevic: We have a strong preference for second-time founders. While failure is part of the journey, we don’t believe our investors should carry the cost of a founder’s learning curve. Founders who’ve already been through the startup ride—regardless of outcome—tend to come back with sharper focus, better decision-making, and a much deeper understanding of what it really takes to build and scale a company.They know how to hire, how to manage investor expectations, and how to avoid common traps. That experience is incredibly valuable, and we see it reflected in their clarity, speed, and resilience from day one.
As for diversity, we certainly view minority-led teams as a positive, diverse perspectives often lead to more innovative thinking and a stronger company culture. But if we had to name one alternative priority we consistently lean into, it’s second-time founders. They bring a level of maturity and strategic thinking that’s hard to teach.
Can you share how your syndicate supports these founders beyond capital—maybe a moment where introductions or resources made a pivotal difference?
Dusan Stanarevic: I started my career in venture by helping investors find deal flow, completely free of charge. This approach allowed me to build a strong and trusted network of over 1,000 investors and advisors over the past few years. That network has proven to be one of the most valuable assets we offer to our portfolio companies.
Beyond capital, our syndicate’s biggest value-add lies in targeted introductions, whether it’s connecting founders with the right equity or debt capital providers, strategic partners, or experienced operators who can help them navigate key challenges.
My partner also brings deep expertise to the table, having worked with a European VC and a $ 1 B+ AUM family office. His network and experience across multiple stages of growth allow us to provide tailored support and open doors that are often inaccessible to early-stage founders.
One of the most pivotal moments we’ve had was helping a founder who was struggling to raise follow-on capital. We stepped in and secured investor intros that eventually closed the round. That’s the kind of hands-on support we aim to provide consistently.
With the partners having successfully executed around 30 deals how do you structure syndicate participation—what role does lead investor alignment play in your decision-making?
Dusan Stanarevic: We typically structure our syndicate participation around strong lead investor alignment. We love co-investing in rounds led by well-known, reputable VCs—especially those we know and trust. When a top-tier VC invests after a deep due diligence process, it sends a strong signal to us and our LPs that the company is credible and the opportunity is real.
For example, in one of our recent deals, we co-invested alongside Samsung Ventures, which joined after a 7-month diligence process and ultimately decided to become a strategic partner to the company. That kind of validation is hard to ignore—it tells us there’s something meaningful happening, and it greatly de-risks the decision for our syndicate.
In short, if a trusted VC is leading the round, we’re far more comfortable participating. It’s not just about capital—it’s about conviction, strategic alignment, and informed judgment that we can rely on.
Through Problem Solver, you connect GPs to LPs. What’s the biggest misconception GPs have when it comes to raising from FOs or institutions?
Dusan Stanarevic: One of the biggest misconceptions I see from emerging GPs, especially those raising from family offices or institutions, is that the fundraising process will be quick, logical, and that capital is “just waiting” for good opportunities. It’s very similar to how many first-time founders think VCs are just sitting around, ready to invest as soon as a deck is ready.
Many GPs see others on LinkedIn announcing successful fund closes and assume it’s easy. But the reality is that those closes are usually from well-established firms with a track record, proven returns, and a deep bench of LP relationships. Even then, large funds struggle; big capital can dilute returns, and even some of the most recognized names are under pressure to meet LP expectations.
What often gets overlooked is that the LP/GP relationship is, at its core, about trust. You’re asking someone to commit capital, sometimes for 10+ years, with very limited liquidity and high uncertainty. That level of trust takes time to build, especially if you’re an emerging manager.
How are you seeing the equity and debt fundraising landscape shift post-2023, especially in Europe?
Dusan Stanarevic: I’m confident that debt is back. Here’s why:
- Equity fundraising is shifting.
Founders today are more cautious. Horror stories about raising large VC rounds, losing control, and walking away with nothing after big exits are widely known. More and more founders are focused on building healthy, revenue-generating businesses first. That puts them in a position of strength when they do decide to raise equity, on their terms and only when it makes strategic sense.- Debt is faster and more founder-friendly.
Personally, I’ve found working with lenders to be a much better experience compared to raising equity. Lenders are often operators or ex-entrepreneurs themselves. They move fast, are transparent, and you can get to a term sheet quickly. It’s a completely different mindset; more transactional, less speculative, and much more aligned with founders who are already executing.- Preserving ownership matters.
If a company has a clear path to profitability and doesn’t need significant strategic value from a VC (like intros, infrastructure, or network-driven revenue growth), then raising equity doesn’t always make sense. In those cases, venture debt, at reasonable interest rates and paired with healthy margins, can be a smarter option. Even with some warrants included, it’s a more efficient way to finance growth while keeping control.- Europe is still catching up.
Compared to the U.S., Europe is at least a decade behind when it comes to understanding and adopting venture debt. In regions like SEE, financial education is lacking, and many still associate debt only with student loans or mortgages. There’s a real need to reframe how debt can empower founders, not burden them.As for equity, yes, the market corrected hard post-2023. But difficult fundraising environments tend to produce better founders and stronger companies. In the past couple of years, only the most capable teams were able to raise capital. Many others pivoted toward building real businesses first, then fundraising later, which is a healthier trend for the ecosystem overall.
What’s a common growth bottleneck you see across your portfolio companies, and how do you help them address it?
Dusan Stanarevic: A common bottleneck at Series A/B is moving from early traction to a repeatable, scalable go-to-market model. What got them their first 10–20 customers often doesn’t scale.
In 2024–2025, with capital efficiency in focus, companies must prove smart CAC/LTV, solid sales ops, and clear GTM strategy. Our main value add is an introduction to the new investors, however, we are trying to support by helping companies by leveraging our network to open doors to customers and strategic advisors.
What’s one sector or tech trend you’re cautiously excited about—but still waiting for a stronger signal before fully backing it?
Dusan Stanarevic: Definitely mental health.
While this is not our thesis in World Solver yet, I’m a Venture Partner at a VC fund focused exclusively on mental health. This is a sector I’m most related to in the domain of Social Impact, but it’s also one where I see strong market demand and the potential for solid returns. Here are a few reasons the space is gaining momentum:
- A global rise in depression, anxiety, and related disorders
- Increased awareness and demand following the COVID-19 pandemic
- Growing interest from employers and insurers in offering mental health solutions
- Emerging technologies: AI-driven therapy, digital diagnostics, CBT platforms, and brain-computer interfaces
- Regulatory and policy shifts are making digital mental health more eligible for reimbursement
For a WS, it will not be one of the primary objectives. But I’m personally very hands-on in the Reewire and playing where I’m playing Venture Partner role.
