Of Freedom Piperopoulou
With a presence in the media field, but also a strong business activity in recent years, Sakis Tanimanidis has expanded his activity, investing in startups and new ventures. As co-founder of Enthoosia and creator of the brand Paradox Museum, co-founder of BeWell Festival, but also as the man who brought Dragon’s Den on Greek television, is systematically put in favour of strengthening the new generation of entrepreneurs and developing a more outgoing business culture.
Speaking to Capital.gr and Forbes Greece about the progress of Paradox Museum, its investment options and the Greek ecosystem startups, it refers, among other things, to the dynamics of Greek entrepreneurship and the prospects of development within and outside borders.
20 museums in 14 countries
Paradox Museum is the business venture it created in 2022 and has evolved into an international brand. In total the group has 20 museums in 14 countries, while recently surpassed the landmark of 10 million visitors worldwide.
As Mr Tanimanidis explains, the beginning was with the Museum of Illusions, which opened in Greece and abroad as a franchise, becoming the first step in this concept. With this experience, enough R&D and the acquisition of a strategic player, Paradox Museum's upgraded and proprietary brand was created.
The birth of the idea
The idea for Paradox Museum was born during a trip to Slovenia, along with its co-founder and best man, Milto Kampuridis. There they visited a corresponding concept, which led them to think that it could also work in Greece. As he explains, the beginning was from Athens, where the project was successful, offering the necessary proof of concept for international expansion.
In the course, as he notes, they concluded that a global experimental brand is not simply built with exhibits. It is built with feeling, "shareability" and consistency of experience in all markets that is present.
Model and international expansion
According to him, the business model of Paradox Museum is based on basic principles, such as the universal impact of the concept of "paradox", which works regardless of age or culture, the simplicity of experience for the visitor, as well as the integrated dynamic marketing through visitors, sharing content through social media. At the same time, it points out that it is a high margin model, as it is based on the sale of experience rather than product.
The development strategy follows two directions: operating privately owned museums in large metropolitan markets and development through franchises in smaller cities. As he says, there are markets of particular interest such as the United States, the Middle East, Latin America and major cities in Asia, "who are ' thirsty' for premium experiences".
Partnerships with local investors and franchises play a decisive role, as the company does not seek to extend autonomously to all markets. Instead, she selects partners with knowledge of the local market, access to real estate and strong executive capacity, while she contributes with brand, product and know-how, creating conditions of mutual benefit.
Dragon’s Den and Entrepreneurship
Referring to Dragon’s Den, he argues that the biggest change that has taken place is that entrepreneurship has now become more visible and accessible to the general public in Greece. "Suddenly, starting something of yours isn't a risk, it's an option. And thousands of people began to think: ‘Maybe I can. For the first time, entrepreneurship went through something ‘for a few’ to something that is discussed in each home. This, for me, is the most important print of the show," he points out.
In view of the new era in a new TV house, he notes that the aim is to further upgrade the program by introducing new investors. "We always look at how this composition can evolve, because the Dragons mix is what determines the show's energy," he points out. In addition, it expresses the desire to see more mature business proposals, as well as larger agreements.
At the same time, it highlights the role of the show as a platform that offers entrepreneurs and startups the possibility of viewing, networking and access to funding and guidance, calling on those with their own business or startup to participate and wish to develop it.
Investments and selection criteria
As regards his personal investments, he says he has participated in startups, but he makes it clear that he prefers to act as a value creator rather than as a passive investor. "That is why I invest most of my personal funds and time in my own businesses or companies where I can bring value," he points out.
In group evaluation, he attaches particular importance to the mentality of the founders —the so-called "doer psychicity"— as much as the ability to scale up a business, examining its prospects in a favourable development scenario.
The Greek ecosystem and the next bet
For the Greek ecosystem of new entrepreneurship, it estimates that it has made significant progress and that it has strong human potential, however highlighting the need for greater ambition for international development and less fear of failure, elements which, as it estimates, if resolved, can lead to even greater successes.
As his next staff big bet highlights BeWell, which, he notes, aspires to evolve into an integrated wellness ecosystem with international perspectives. "We started from an event, but the vision is much bigger, building an ecosystem that helps people live better physically, mentally and socially." The aim, as he stresses, is to create an integrated ecosystem that combines content, events, community and products, with the aim of integrating it into people's everyday life. As it turns out, if the project succeeds, it will not just be a strong brand, but an international 'movement'. The next BeWell festival will be held on 6–7 June 2026 in OAKA.
