Ten years ago, Barclays and Unreasonable Group launched Unreasonable Impact with an ambitious goal: to help growth-stage entrepreneurs scale businesses that could shape the future of their industries.
A decade later, the programme has supported more than 420 ventures headquartered across 35 countries. Collectively, those companies have raised over $19 billion in funding, generated more than $17 billion in revenue and employ more than 35,000 people worldwide.
At its core, Unreasonable Impact was built on a simple idea: innovative businesses are more likely to succeed when founders have access to the expertise, networks and capital. Over the past 10 years, the programme has brought together entrepreneurs, investors, mentors and business leaders to help companies overcome the challenges of scaling.
Today, that community includes more than 600 mentors and over 3,000 investors. Members of this community, including hundreds of Barclays colleagues, have supported programme Fellows with introductions, mentoring, strategic advice and business development support.
The companies coming through the programme span a wide range of sectors, from energy and advanced manufacturing to logistics, agriculture and space. While their technologies and markets may differ, these companies share a common challenge: turning innovative ideas into successful, scalable businesses.
Voyager Chairman & CEO Dylan Taylor sits down with Daniel Epstein, CEO & Founder of Unreasonable Impact
One company that illustrates that journey is Voyager.
Led by Chairman & CEO Dylan Taylor, the defence and space technology company participated in Unreasonable Impact before continuing its growth journey to the public markets. Voyager completed its IPO in June 2025 with the help of Barclays, marking a significant milestone for the business.
“Getting public, in some respects, is the easy part. The hard part is being a high-quality public company.”
Rather than pursuing alternative routes to market that were popular at the time, Voyager focused on building a strong foundation for long-term growth, including institutional investor support, analyst coverage and a clear strategic narrative.
Taylor credits Barclays with helping shape that story.
"They were fantastic... [our banker] Rob Brass helped us shape our narrative in a way that we hadn’t totally seen from the inside."
Voyager’s success is one example of the broader role Unreasonable Impact was designed to play: helping ambitious founders access the expertise, relationships and support needed to scale.
As Barclays and Unreasonable Group celebrate 10 years of partnership, the focus remains firmly on the future. The challenges facing industries and economies continue to evolve, but so too does the community of entrepreneurs working to solve them and our community of investors, experts and mentors backing the next decade of innovation.
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My original plan was to get it public in about four years, which was aggressive, and it ended up being six years.
Still kind of aggressive, well done!
Still kind of aggressive. But I'm super happy with it. It was very well received. It did really well. It's traded reasonably well since then. So I think what I really wanted to do, we were getting a lot of pressure, well, consider a SPAC and all these things. And I told my team at the time, I said, look, getting public, in some respects, is the easy part. Hard part is being a high-quality public company. And I want to provide leadership to the industry. I want to show a proper S1 IPO process and provide some leadership.
Go down the fairway. Do it well.
Do it well and do it professional. Do it with a great banking team, with proper analyst coverage, institutional investors, and all that. So I'm very proud of what we have done. And I think, to your point, a lot of space companies are now in vogue. We've got the SpaceX IPO coming up. And I anticipate several companies getting public this year.
Yeah, they'll probably follow the pull of that offering.
That's right.
And what was it…part of what we're trying to do within the Unreasonable Fellowship is bridge these unlikely relationships between very disruptive, fast-growing, science-based, technology-based solutions that can pull a brighter future into the present and the world's largest institutions, in this case, Barclays, over 330-year-old financial institution. What was it like to be working with their banking team with such an edge case technology?
Yeah, they were fantastic. Rob Brass was our banker there. And Rob is fantastic. And Rob, I have to credit Rob because I think he helped us shape our narrative in a way that we hadn't totally seen from the outside or from the inside. So, he was super instrumental in helping us craft, I would say, our go-to-street messaging. So Rob's been great. Barclays has been great. We had other banks on the deal, of course. But yeah, no, they've been great partners. And we worked with Barclays also on a follow-on offering. We did a convertible offering. They were on that deal as well. And they're part of our banking syndicate for our credit facility. So they're great partners.
Yeah, so you guys are cooking together.
We are. Yeah, yeah. And I saw Rob. We were in Miami at a conference not too long ago. And he had me on stage. So yeah, he's a great guy. Yeah, yeah, love it. So you.
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