Techscaler Programme 2022-2024: early evaluation - executive summary

Recommendations

Introduction

The recommendations and actions for the Scottish Government are informed by the EKOS evaluation findings, including stakeholder and end-beneficiary feedback and the conclusions. We have offered guidance as to the future focus, targeting and positioning of the Techscaler Programme, alongside a set of practical actions to support and improve delivery.

EKOS has presented only the high-level recommendations. The suggested specific actions that underpin the recommendations which emerged from the supporting evidence base are presented separately in Appendix A of the main evaluation report.

Due to the time elapsed since the evaluation was commissioned in January 2025 and the reporting period (which covers activity up to the end of 2024 only), Scottish Government policy colleagues are currently engaged in ‘live conversations’ regarding the Techscaler Programme. Some of the recommendations and actions may have already been addressed, be in progress or may be under active consideration.

Strategic focus and direction

The original rationale for intervention to develop a targeted (end-to-end) responsive programme that supports entrepreneurship as a driver of more companies with scalable potential remains relevant and valid.

As the ecosystem starts to evolve (partly as a result of the Techscaler Programme intervention) and demand shifts towards growth and scaling businesses, it is timely to pose a set of strategic questions to the Scottish Government regarding the future direction and focus of the Techscaler Programme:

• given the breadth and complex nature of the ecosystem, should the Techscaler Programme continue operating across the spectrum, or is there a need to narrow the focus and prioritise resources?
• what is the appropriate role of other actors in the ecosystem in:
• stimulating ideation and early-stage entrepreneurship.
• driving high-volume, high-quality throughput into the funnel by identifying and attracting founders and companies looking to grow and scale at the right stage for support.
• ensuring appropriate capital funding and other support is available for companies as they progress through and beyond the Techscaler Programme (access to the right support, at the right time, etc.)?

Our assessment is that the Techscaler Programme should continue to adapt and evolve to ensure that resources are deployed in the right way to focus more deliberately on:

• how they identify and select potential in early-stage companies and founders.
• the latter stages of the pipeline (the growth and scaling opportunities) that will have been catalysed through activities delivered during the initial two years of Techscaler Programme.

While supporting a broad portfolio of ideation and (very) early-stage support has played a role in building the pipeline and should continue to form part of the Techscaler offer, we would note two points.

While a larger pipeline might produce more opportunities in absolute terms, a sharper triage process^[6] is what reveals the real growth and scaling potential. The programme’s true value lies in accelerating founders and companies that are genuinely positioned for growth and scale. This is where direct economic impact is most likely and where longer-term spillover and agglomeration effects can be seen. It is also where a clear gap in the current ecosystem remains.

With that in mind, many of the recommendations that follow are designed to realign focus and ensure the Techscaler Programme’s delivers on its core purpose of creating, developing, and scaling tech startups within the Scottish ecosystem.

1. Priority recommendation: Targeting of support and resources

Given the scale of system change required to reach the ‘tipping point’ identified in the STER report, it is timely to ask whether an approach that supports a broad cross section of the ecosystem is realistic at this stage, or does it risk spreading resources too thin.

To maximise impact and better serve growth and scaling companies, CodeBase could sharpen how the Techscaler Programme identifies and supports these businesses and include factors such as leadership strength, team composition, investment readiness, and market potential as guiding factors.

The programme should ensure focus, including financial and people resources on those that offer the greatest potential to deliver the systematic step change required.

If this is the approach the Scottish Government and CodeBase plan to adopt in later years of delivery, it will be important to understand how we define a “growth” or “scaling” company in the context of public sector support. We also need clarity on the level of risk, flexibility, and experimentation the public sector is willing to accept in order to enable success.

2. Priority recommendation: Realign the Techscaler Programme brand and marketing strategy to support growth and scalable businesses

To reflect the shift toward supporting growth and scalable businesses, the Techscaler Programme’s branding and messaging should evolve.

Operations and delivery

3. Priority recommendation: Develop the offer

As the Techscaler Programme shifts its focus toward supporting growth and scaling companies, the offer should continue to evolve to meet the specific needs of companies at these stages, who are often “time poor” and must-see tangible value from their engagement. These could be delivered either by partners or through CodeBase, however, it should be integrated into the existing programme, ensuring tailored support that accurately reflects each company's stage and trajectory.

4. Priority recommendation: Align staffing and recruitment with growth and scaling focus

To support the strategic shift toward growth and scaling support, staffing and mentor capacity should evolve accordingly.

5. Priority recommendation: Redesign the regional hub model

Feedback suggests the existing regional hub approach is not delivering as intended and changes in market dynamics means it is unlikely to be successful in its current form. A more flexible, user-centric model is needed.

6. Recommendation: Establish a Curation Board to identify and promote emerging talent

Identifying growth and scaling companies often hinges on intangibles — the founder’s mindset, ambition, capability, and the team that powers them. While standard metrics are helpful, they do not tell the full story.

7. Recommendation: Establish a formal relationship or customer management structure

To deliver greater value and impact to high-potential companies and individuals, we recommend introducing dedicated relationship or customer managers to enable coordination across Techscaler and partners.

Management, governance, and administration

8. Priority recommendation: Stakeholder mapping and engagement

To improve reach, coordination/collaboration, and impact, CodeBase should adopt a more strategic and consistent approach to stakeholder engagement as part of the Techscaler Programme.

9. Recommendation: Clarify current logic model and theory of change

To strengthen alignment, the Techscaler Programme’s current logic model and theory of change should be clearly defined — building on the work of Scottish Government and CodeBase. A well-articulated theory of change supports clearer messaging and better coordination across partners.

10. Priority recommendation: Develop a robust monitoring and evaluation framework

To support the refined logic model and ensure ongoing effectiveness, the Techscaler Programme needs a strengthened monitoring and evaluation (M&E) framework which will give the Scottish Government better visibility to: manage the contract more effectively; intervene early if performance drifts off course; and identify synergies or gaps with other initiatives.

11. Recommendation: Strengthen financial reporting

To improve transparency and oversight and to support informed decision-making, CodeBase should provide more detailed financial reporting on the Techscaler Programme to the Scottish Government