Daniel Lee, Vice President of Business Development at Kardome

Daniel Lee has built his career at the intersection of business development, automotive technology, startups, and emerging industries. Now serving as Vice President of Business Development at Kardome, he has spent years developing partnerships with established companies while also leading and supporting early-stage ventures.

Although he describes himself as a natural introvert, Lee learned how to build lasting relationships by being candid, following through on commitments, and finding common ground between people with different priorities. In this conversation, he shares his perspective on startup–corporate partnerships, the foundations of long-term trust, and why human connection remains essential in an increasingly AI-driven world.

Q1.  What makes a partnership between a large brand and a startup genuinely valuable, particularly when commercial, strategic, and PR objectives may differ?

It comes back to finding a common perspective and addressing real pain points.

Whether an initiative is designed to deliver commercial success or serve a more strategic or PR-related purpose depends on the situation, but it must create mutual value.

Having led several startups, I often return to one of the principle reasons large brands want to work with startups: they gain direct access to the expertise of founders and founding leaders rather than working through a “team of integrators.”

Understanding this dynamic, some large brands are willing to support PR opportunities and recognize that PR is a form of capital for startups. In some cases, I incorporate that value directly into the commercial proposal.

Q2. How have you built and maintained long-term trust with established customers and partners in the automotive sector and other emerging industries?

I have been fortunate to work with established customers and partners in the automotive sector and other emerging industries because I try to establish trust early in every relationship.

Some of those relationships have lasted many years. I do not want to say decades, because that would expose my age.

Sometimes, a relationship begins through networking, a connection with one of the customer’s colleagues, or a common investor. However, the most important principle is simple: say what you are going to do, and then follow through.

It is also important to acknowledge when you do not know something. You can then follow up with a thoughtful and intentional perspective informed by the people, knowledge, and resources available to you. That kind of honesty and follow-through is essential to establishing trust.

I have also learned that bad-mouthing the competition or speaking negatively about someone at a rival company reflects poorly on me and demonstrates a lack of professionalism.

Q3. What leadership advice do you most often give to the people you mentor?

I give the same advice to the people I mentor all the time. It is also something my childhood sports idol told me when I finally had the opportunity to meet him:

“Lead with your heart, and others will follow.”

In other words: be yourself and lead with integrity, passion, and conviction.

It becomes much easier when you genuinely believe that you can be an agent of positive change.

Daniel Lee’s perspective on leadership is grounded not in visibility or personal branding, but in consistency, integrity, and the ability to understand another person’s point of view.

For Lee, successful partnerships begin by finding common ground and creating value for both sides. Trust is then strengthened through candid communication, intellectual honesty, and the simple discipline of doing what one has promised to do.

His message is particularly relevant in the age of AI. Technology may improve how people work, but it does not eliminate the need for empathy, trust, and human judgment. Ultimately, Lee believes that people—not technologies—remain the true agents of meaningful change.