For universities & researchers
Two services that turn research capacity into venture output.
A campus already holds the X — people, IP, facilities, students and credibility. What is usually missing is the ΔV: translation, teams, product, capital and a repeatable programme that produces ventures instead of pitch events.
X = Research capacity —[Δ Translation · Programme · Capital]→ Y = Venture output
The two services
U1
→Lab → Market
Research IP becomes a venture with a buyer.
We take a lab result and run it through IP assessment, market translation, co-founder matching, productisation, regulatory sequencing and the capital route — grant, licence or spin-out.
For · Principal investigators, PhD teams, TTOs, translational funds
Y · A licensable or fundable venture with a named first buyer
U2
→Incubator as a Service
We run your incubator. You own the outcomes.
Design, staffing, curriculum, mentor bench, selection process, demo day, investor pipeline and reporting — delivered as a managed service on your campus, under your brand.
For · Universities, EDCs, government cells, corporate innovation units
Y · A running cohort engine with measurable venture output
Publication ≠ product
Novelty is scored by peers. Value is scored by buyers. Most translation failures are commercial, not technical.
Cohorts without a system
Campus incubators default to events and mentoring hours. Without a driver-based screen, output stays random.
Capital arrives late
Grant money funds the science, not the go-to-market. The gap between them is where most spin-outs die.
Reporting is anecdotal
Funders want cohort economics, not testimonials. We instrument the programme from intake to raise.
Start here
Bring one lab, or bring the whole campus.
We usually begin with a single translation sprint on one technology, then design the programme around what that sprint reveals.