Most startup success stories tend to come out of places like San Francisco, New York, or Boston—regions with dense investor networks, established startup cultures, and access to specialized talent. But innovation doesn’t belong exclusively to coastal tech hubs. In overlooked regions around the world, founders are building healthy businesses that address real-world problems without relying on the traditional infrastructure of Silicon Valley.
Underserved markets are often skipped over not because they lack need or opportunity, but because they don’t fit the mold investors and media are used to. Whether it’s a rural town with inconsistent connectivity or a midsized city without a nearby accelerator, these places require a different approach—one rooted in relevance, trust, and long-term commitment.
Building in these conditions often means navigating more constraints but also tapping into overlooked demand. It’s in these environments that entrepreneurs often develop the most durable strategies, driven less by trends and more by lived experience. Christopher Roy Garland, a founder operating in Botswana, is one of many who has proven that sustainable business growth can begin far from the spotlight.
Underserved Doesn’t Mean Unviable
The term “underserved market” often refers to regions with limited access to essential services, quality products, or economic infrastructure. These can include rural communities, smaller cities, or overlooked urban neighborhoods. While the path to launching a startup in such areas can be more complex, the unmet demand creates space for meaningful innovation.
Startups entering these regions face fewer established competitors, which opens the door to becoming indispensable. A company that delivers reliable healthcare in an area where clinics are rare, or provides digital tools where connectivity is weak, can gain loyalty quickly. When solutions are designed with local needs in mind, they often resonate more deeply than imported ideas from larger markets.
But it’s important to recognize the risk. According to recent data, up to 90% of startups eventually fail, with the steepest drop-off occurring between years two and five. That reality places even more pressure on founders operating without a safety net of institutional capital or accelerator support.
Still, the potential for long-term impact is real. Founders who solve problems in underserved communities often find purpose beyond the bottom line. In these environments, success means more than market share—it often translates into real, measurable improvements in people’s daily lives. As Chris Garland has put it, for underserved economies to remain competitive, they must “invest all the way up the value chain to remain competitive in a changing world.” That principle applies just as much to startups as it does to national economies: depth and sustainability matter more than speed.
Key Challenges Faced by Non-Coastal Founders
Founders outside major tech hubs often have to overcome structural disadvantages. One of the biggest is access to capital. In 2023, just four metro areas—concentrated on the U.S. coasts—accounted for 67% of all venture capital funding. That leaves most other regions competing for a sliver of available investment.
Hiring is another issue. Talent density in coastal cities allows startups to scale quickly. In contrast, founders in smaller markets often struggle to find specialists or engineers locally. They either have to upskill local hires, build remote-first cultures, or relocate talent—each of which takes time and resources.
Basic infrastructure can also be limiting. Poor internet access, unreliable power grids, or even a lack of public transit can interfere with day-to-day operations. These challenges aren’t insurmountable, but they require creative thinking and an ability to operate lean.
Perception, too, can be a hurdle. Some investors and media gatekeepers still underestimate businesses that aren’t built in recognized startup hotspots. To counter that, founders need to be especially clear about their market insight, customer traction, and value proposition. It’s often not enough to be good—they have to prove they belong at the table.
Strategies That Work
Startups in underserved markets succeed when they work within constraints instead of against them. One way to do that is by building toward profitability early. When outside funding isn’t readily available, positive cash flow becomes a survival tool—not just a goal.
Building credibility within the community is another critical move. Founders who show up consistently, support local causes, and actually engage with customers earn trust faster. That trust becomes a competitive advantage, especially when national brands try to expand into the same space without doing the groundwork.
Tailoring services or products to the specific needs of the market also matters. Founders who rely on templates from larger cities often miss key details that local competitors understand intuitively. In contrast, those who ask the right questions and adapt quickly can offer solutions that fit better and stick longer.
Alternative funding sources can help bridge early-stage gaps. These might include government grants, nonprofit partnerships, local investors, or even community crowdfunding. Entrepreneurs who tap into these channels often uncover resources that go overlooked by traditional venture capital.
A Case in Point: Christopher Roy Garland
Christopher Roy Garland didn’t try to build a startup that fit Silicon Valley’s mold. Based in Botswana, he focused instead on financial planning and corporate advisory services tailored to the needs of the Southern African Development Community. As Managing Director of Fidelity Indemnity, his work has supported major infrastructure and development projects across the region.
His success wasn’t the result of trend-chasing or rapid scaling. It came from building close relationships with clients and aligning his services with the long-term needs of the region. That foundation of trust proved far more durable than short-term visibility or early-stage valuations.
He built Fidelity Indemnity by focusing on what was missing locally and committing to stay through cycles. That slow, deliberate approach helped him earn the credibility needed to advise governments and private investors alike. His career shows what’s possible when entrepreneurs align with a region’s evolving needs rather than imposing outside expectations.
Garland’s outlook on diversification also speaks to a deeper philosophy of doing business in underserved markets. He’s consistently advocated for economic models that create resilience, not just returns. That belief has helped guide his advisory work in Botswana and shaped the kinds of investments he supports across the region.
Lessons for Founders Everywhere
Building a startup outside a major tech hub requires more than just grit. It demands local fluency, community trust, and the ability to move slowly when necessary. Rushing the process, especially in places that value long-term relationships, can backfire.
Startups that succeed in underserved regions tend to prioritize relevance over reach. They measure success not just in revenue but in the durability of the service they provide and the depth of their customer relationships. They’re also better at adapting, because the margin for error is thinner.
For a broader look at how other companies are addressing these same issues, see Tech’s Blind Spots: The Startups Building for Underserved Markets, which explores how overlooked communities are becoming the next frontier for innovation.
These lessons don’t only apply to rural areas or international contexts. They’re just as relevant to entrepreneurs trying to serve overlooked customer segments in large cities or innovate in outdated industries. The common thread is learning how to build where others aren’t looking.
Christopher Roy Garland’s path illustrates what’s possible when founders stop chasing attention and start focusing on what their communities actually need. For those willing to work within constraints, underserved markets don’t just represent a challenge. They offer a different kind of opportunity—one built on substance instead of scale.
