Lidia Chinea, Director and Founder of The Quest Personal English Training

In this interview, we explore how Lidia structures the process of preparing a pitch in English: from the initial diagnosis based on the Business Model Canvas to the in‑depth training of storytelling, pronunciation, communication rhythms, and the management of confidence when speaking. We analyze how she adapts speeches for different countries, cultures, and investor profiles; how she designs personalized methodologies depending on each startup’s sector; and how immersive practice in real contexts —such as her Quest Immersive program in London— can transform the way a person communicates their project.

We also delve into her recommendations for hubs and accelerators, and her perspective on the role that platforms like ONE can play in boosting the internationalization of entrepreneurial teams through oral communication.

A conversation that highlights the importance of conversational English as a key competency for growing beyond borders, offering practical insights into how to build a clear, persuasive, and culturally adapted narrative in any market.

Keep reading and watch the video at the end of the page to explore in detail the experience and approach of The Quest Personal English Training.

1. When a Spanish startup wants to attract investment outside Spain, how do you help them from Quest! to structure the preparation of their pitch?

The first thing I do is gain a deep understanding of the company. I conduct an initial diagnosis where I analyze the project’s background, what it offers exactly, who it targets, and why what it offers is relevant. I need that foundation to understand what lies behind the narrative and, above all, to ensure that everything is expressed in correct English.

When I prepare a pitch with a client, we review the business model in English together. I have been using the Business Model Canvas for many years and, for pitching, I find it a wonderful tool. It is ideal because it allows us to go through, in an orderly, visual, and very clear manner, all the areas that must be considered: who we are, what we do, our objectives, costs, revenues, value proposition… in short, the complexity of a company displayed on a single page.

During this analysis, we review key indicators such as sales, revenues, number of clients or users, retention and loyalty, testimonials, press mentions, etc.

This type of analysis not only helps make strategic decisions, but for me, as a spoken‑English coach, it is key to selecting which metrics should be included in a professional pitch in English, depending on each presentation’s objective. Depending on the investor type or market, certain data will be highlighted over others.

In any case, I always say that a good narrative must have vision, an inspiring statement of the future, focus, and a clear structure. The idea is for the investor to fully understand the project while perceiving confidence, credibility, and coherence in how it is told.

2. What specific tools or techniques do you use to improve a presentation?

Storytelling is currently very fashionable, but for me it has been an essential tool for many years. It is the art of structuring a message that creates real impact. When we work on a pitch, we orient the narrative toward the search for investment or international collaboration, and we aim to make the story memorable.

I like to optimize language: remove noise, simplify complex ideas, and train key phrases and expressions in English. I also work extensively on pronunciation, because Spanish speakers tend to have ingrained habits that, in international professional contexts, can hinder comprehension.

In addition, I train aspects such as rhythm, pauses, and how to structure what one wants to say. Doing this in English is an even bigger challenge —hence the importance of practicing and gaining confidence speaking.

3. How do you advise adapting the narrative depending on the type of investor or target market for the startup?

One of the most important steps for my students is to move from a local mindset to a truly international one. This shift means understanding that translating a pitch is not enough: it must be adapted. To achieve this, I always conduct a two‑layer analysis: cultural and linguistic.

In the cultural layer, I study in depth the country and market we are addressing. I analyze unwritten rules, values, beliefs, customs, communication styles, and what is considered appropriate or effective when presenting a project in each place. From there, I align the narrative with those local expectations to ensure that the value proposition is not only understood but also properly appreciated. Sometimes this even creates a more emotional connection, helping the message land more effectively.

The second layer is the linguistic one, which is truly my expertise. I look at differences between British and American English, vocabulary variations that may change meanings or create confusion, and accents, because each region has its own characteristics. In English, just like in Spanish, people do not speak the same way everywhere. I like giving simple examples: a word as common as “data” is pronounced “dei‑ta” in British English and “da‑ra” in many regions of America. That small nuance already teaches us a lot about the need to adapt the narrative.

And these are just minimal examples. There are countless differences that, if not taken into account, can work against you when meeting with international investors. That is why I work with each startup to adjust tone, vocabulary, pronunciation, and style, avoiding misunderstandings and ensuring the message is clear, professional, and appropriate for each specific market.

4. How do you design a personalized methodology for each startup? Can you give a practical example?

For me, it is essential to understand that it is not at all the same to prepare to speak to a strategic Chinese investor, to deliver a pitch to a business angel in London, to prepare a crowdfunding campaign, or to seek growth capital with a potential collaborator in New York. It is not the same at all —and that is why it is crucial to create a personalized methodology for each profile and reality.

Reaching that ideal methodology requires me to know the company very well. As I mentioned earlier, we walk through the Business Model Canvas in English together because it helps me understand the business structure and, simultaneously, observe how they express it. I also analyze their social media, website, previous narratives, and the tone they must use in English depending on their sector and target audience. Based on the objective, I train them in the spoken professional English they need. Sometimes we work on product presentations; other times, internal communication; or the pitch for investment or partnership opportunities. In short, I adapt conversational training to the real needs of each startup and each team member.

I receive profiles from absolutely all sectors. In the past, I have mainly been contacted by tech companies, software developers, CEOs seeking funding, international collaborations, or wanting to train their staff to present their processes, products, or services in English. And very recently, for example, a mining‑industry company contacted me —something completely new for me. But that’s the beautiful part of this job: I learn from them as well.

5. Could you share a real case of a startup that radically improved its pitch after working with you?

Yes. A case I remember fondly is that of a tech startup dedicated to video game development. We worked together several years ago and, although his level of English was always excellent —in fact, it was excellent from the moment I met him— he significantly improved the structure of his pitch and his persuasive communication in English for conversations with international investors.

We worked on both the “what” and the “how” to communicate in English. We did not focus so much on the products he had at that moment, but rather on how to craft a persuasive narrative for foreign investors, how to guide the conversation, how to respond, and how to maintain a professional and natural tone without losing authenticity.

But his evolution was especially due to his participation, twice, in an immersive program I offer in London: Quest Immersive. It is a linguistic and professional experience that essentially consists of business tourism on foot. I personally guide it through London —my hometown, where I lived until I was 12 and to which I have returned almost every year— and we visit companies, coworking spaces, innovation hubs, and culturally relevant places.

During these immersions, we also meet local entrepreneurs, business owners, and investors, and we hold numerous in‑person meetings in English. In other words, he practiced his pitch and his communication in a real environment, where English is the main language and where one must react naturally and confidently. All of this allowed him to train for important conversations without the protection that a simulated environment often provides.

I deeply believe in the value of in‑person experiences. Despite the incredible advances of AI and the amount of time we spend in front of screens, I truly believe that in‑person interaction has enormous value —especially when it comes to speaking English without relying on a machine. Hearing real accents, observing authentic social dynamics, and experiencing conversation firsthand is something that cannot be replaced.

6. For accelerators or innovation hubs that want to better prepare their startups, what methodology would you recommend they implement?

I recommend something very clear: English pitch training should be understood as a strategic competency, not as a mere formality.

When we talk about professional communication in English, we mean oral communication supported and corrected by a professional, with individual and real feedback for each profile. This is essential. Millions of Spanish speakers have never been told something as simple as the fact that the “L” in words like *half* or *talk* is silent. And yet, most still say “half” or “tolk” without anyone ever correcting them.

These details may seem minor, but they are real examples of how very small adjustments can improve pronunciation —and therefore clarity and professional perception of the message. If such a basic correction makes a difference, imagine what a complete, well‑structured conversational training program can achieve.

That’s why I recommend incorporating dynamics such as:

• One‑to‑one training sessions.
• Improvised presentations in English.
• Spaces for spoken reflections in English.
• Small conversational demos.

All this accumulated practice helps ensure that a startup’s value proposition can expand beyond borders and truly make the leap abroad. It is not only about knowing English, but about using English as a strategic tool to communicate a project with clarity, confidence, and credibility.

7. How can the ONE Platform help startups prepare to present their projects in international contexts?

The ONE Platform is an ideal place to connect talent, knowledge, and opportunities. I believe it could play a very valuable role in helping startups prepare to communicate their projects in international contexts. I would suggest, for example, including a section of specialized training in different areas —and I would love to appear there with the training I deliver through Quest.

I also find it very useful to offer international mentoring led by experts who can guide startups through processes that are often complex and, in many cases, intimidating. Having specialized guidance to understand how to communicate in English in a professional environment —how to adjust tone, structure a message, and present a value proposition clearly and persuasively— can make a huge difference when a startup begins considering taking the leap abroad.

I always say that internationalization does not begin with the first investment round or the first trip. Internationalization begins with preparing how you tell your story in English. That is where everything truly starts. Before flying to another country or meeting a foreign investor, you must be very clear on how you express your narrative, what you say, what you don’t say, and how you sustain the conversation in a language that is not your own.

Moreover, I believe that ONE could become a perfect platform for offering spaces where startups can publicly share their English‑language pitches, showcasing their capabilities, their internationalization goals, and their true potential. I have been considering an idea for some time: to propose to the Canary Islands entrepreneurial ecosystem that they prepare their pitch in English with me and then gather all those narratives in one place, allowing us to give visibility to what we create here abroad.

It is almost an “I have a dream”, a wish I haven’t yet made real, but one I continue to shape because I believe it could provide tremendous value. Time will tell.