Most PhD graduates today don’t go on to academic careers. Yet the structure, expectations, and even the culture of the PhD have changed remarkably little in decades. Meanwhile, the industries and sectors that employ these highly trained researchers are evolving at speed — reshaped by AI, climate change, digital transformation, and global uncertainty.

That disconnect was the starting point for the University of Bristol’s Industry Roundtable on “The PhD for the Future”, held in July 2025. The event brought together senior industry partners, University academics, professional services colleagues, and current and prospective PhD students to explore a simple but urgent question:

If most doctoral graduates build their careers outside academia, how should the PhD evolve to reflect that reality?

A growing appetite for change

Across sectors, there was strong consensus that the traditional, one-size-fits-all PhD model no longer fits the world graduates now enter. Participants argued for a more flexible, collaborative, and skills-focused approach that recognises the diversity of today’s doctoral researchers and the breadth of the careers they pursue.

Some of the clearest messages included calls for:

1. Flexibility and customisation

Could PhDs offer more varied entry points, durations, and exit routes — including pathways through MRes or modular qualifications? Similarly, does the thesis need take the form of a single monolithic document? Portfolio-based, multimedia, and “aggregate” theses could potentially all demonstrate the same level of rigour while allowing candidates to showcase a wider range of skills.

2. Collaboration over isolation

Industry representatives were clear that teamwork and interdisciplinarity are essential to success in real-world innovation. They questioned whether a purely solo research project prepares students for collaborative environments, calling instead for team-based and challenge-led PhDs that mirror the way industry tackles complex problems.

3. Recognising “human” skills

Communication, leadership, critical thinking, and project management were described as essential—not “soft”—skills. Several participants rejected the label “soft skills” altogether, preferring “human skills” to reflect their real importance in every professional context. These, they argued, should be explicitly developed, assessed, and rewarded as part of doctoral training.

4. Industry engagement and experience

There was strong support for direct industry experience as a core feature of future PhDs. A three-month paid internship in industry was one of the most widely endorsed proposals, building on a model already used in some Centres for Doctoral Training but rarely available to other PGRs. This would allow PhD candidates to gain hands-on understanding of organisational dynamics, teamwork, and applied research. Others advocated for co-supervised projects, industry input into thesis questions and assessment, and challenge-based learning, where PhD work directly engages with practical problems posed by partners.

5. Redefining success

Participants urged a rethink of what the PhD is for — and how success is measured. Rather than focusing solely on publications or a single “big thesis,” the roundtable explored ways to recognise the development of the researcher themselves as the true outcome.

As one participant put it:

“The researcher becomes the primary output of the PhD — not just the research.”

That shift in perspective could be profound. It implies that the goal of doctoral training is not just new knowledge, but new capacity: people who can apply deep expertise to broad challenges, and who can adapt, lead, and create value wherever their careers take them.

Bridging understanding: what PhDs already do

One of the most revealing moments came when current and prospective PhD students spoke about their own experiences. Many of the skills and behaviours industry partners said they wanted — teamwork, communication, leadership, adaptability — are already part of many PhD journeys, even if they’re not always visible or formally recognised.

Doctoral researchers described how they learn to manage projects, collaborate across disciplines, present to varied audiences, and solve complex, ambiguous problems — often through conferences, public engagement, or interdisciplinary initiatives that sit outside their core PhD work.

What emerged was a sense of mutual surprise: industry partners hadn’t always realised how multifaceted a modern PhD can be, while students recognised how much of their development happens informally and without assessment.

This highlights two important messages. First, universities need to communicate more clearly what PhD training already delivers — the skills, versatility, and creative problem-solving that doctoral graduates bring to the workforce. But second, there is a case for bringing those broader elements into the core of the PhD, rather than leaving them to chance or extracurricular effort.

If these competencies are valued by employers and integral to success, they should be embedded, supported, and assessed, not treated as optional add-ons.

Concrete proposals for reform

The roundtable discussions were structured to generate specific, practical proposals. Among the most popular were:

• Three-month company internships, competitively selected and co-designed between students, supervisors, and employers, with clear learning outcomes.
• Challenge-based learning embedded into the PhD experience — using real industry or societal problems as the context for developing research and professional skills.
• An industry-determined doctoral skills framework, defining and assessing the capabilities that employers most value.
• A new Chartered Researcher status, recognising “rounded” researchers who demonstrate both technical excellence and the professional skills needed to translate their knowledge into impact.
• Periodic reviews involving both academic and industry assessors to track development towards becoming a well-rounded researcher.

Taken together, these ideas form a blueprint for a more agile, relevant, and inclusive doctoral training system — one that still safeguards academic depth, but situates it within a broader understanding of contribution and value.

Cultural shifts and equity considerations

Beyond structural reform, the discussion highlighted deeper cultural challenges. Participants called for greater supervisor training around industry collaboration and student development, more equitable access to PhD study (including paid internships, pensions, and childcare support), and the dismantling of what some called “academic elitism” — the idea that traditional research outputs are the only measure of quality or success.

Equally, there was a strong sense that doctoral training should not rely on students seeking out enrichment opportunities on their own. The broader skills that make researchers adaptable and employable should be built in, not bolted on — part of what the PhD is, not just what proactive individuals manage to add.

Shared purpose

What was most striking about the roundtable was the degree of alignment between industry and academia. Both recognised that future-facing PhDs must prepare researchers to work across boundaries, to see context as well as content, and to translate expertise into impact.

Industry representatives emphasised their desire to engage more deeply — not just as funders, but as co-creators of research and co-supervisors of students. Academics, for their part, expressed enthusiasm for partnerships that enrich doctoral education and enhance research relevance.

The result was a powerful sense of shared purpose: the PhD as a collaborative endeavour that serves both the advancement of knowledge and the needs of society.

---

What happens next

The insights from this discussion will inform the University of Bristol’s ongoing work to shape the future of doctoral education — and may contribute to sector-wide conversations about how the UK can sustain research excellence while preparing graduates for diverse, meaningful careers.

Future steps will include further engagement with industry partners, doctoral training entities, and current students to test and refine these ideas, as well as exploring pilot projects around internships, challenge-based learning, and new assessment formats.

The PhD for the Future roundtable revealed not just an appetite for change, but a readiness to reimagine what it means to do a PhD. In a world where knowledge evolves faster than ever, the doctorate of the future will need to be as dynamic, adaptive, and outward-looking as the people who pursue it.

Read the full PhD for the Future Roundtable Summary

I was thrilled to see that the University of Bristol has been recognised as one of the UK’s leading universities for collaboration, commercialisation, and public engagement, in the latest Knowledge Exchange Framework (KEF).

Bristol achieved very high engagement (Quintile 5) in IP and Commercialisation, Working with Business and Working with the Public and Third Sector, alongside high engagement (Quintile 4) in Local Growth and Regeneration, Research Partnerships and Public and Community Engagement. Many of these scores exceed the cluster average and reflect the University’s commitment to turning world-class research into real-world impact.

IP and Commercialisation are central to the University’s strategy and are a key mechanism by which our research and our amazing people make an impact in Bristol, in the UK, and beyond. Since 2011, the University has been instrumental in launching 76 spinout companies, securing over £1.02 billion in equity investment across 177 deals. Notably, these ventures have achieved an impressive £3.85 in value for every £1 raised, underscoring the University’s exceptional efficiency in translating research into impactful businesses. We expect this to continue to grow as we work on raising a new investment fund with QantX and our partners across SetSquared.

To touch on a few recent highlights from the past year:

Purespring Therapeutics closed an oversubscribed Series B financing round of £80m to support its pipeline including the initiation of a Phase I/II clinical trial for IgA Nephropathy (IgAN), a common, chronic kidney disease primarily affecting young adults.

Ceryx Medical closed a funding round bring their total raised to $15 million. The investment marks a major milestone in Ceryx’s mission to revolutionise cardiac care with intelligent, adaptive pacing technology. The company’s lead product is currently undergoing clinical evaluation. Early results from the ongoing study are highly encouraging, showing the potential to significantly enhance patient recovery following cardiac surgery.

Phasecraft, the world’s leading quantum algorithms company, raised $34 million in Series B funding to accelerate its breakthrough work to transform quantum computing’s theoretical promise into practical applications. Its unique algorithms are hardware-agnostic, and partnerships with leaders such as Google Quantum AI, IBM, Quantinuum, and QuEra are enabling the company to push even faster towards quantum advantage.

Over the past few years, we have also seen very significant growth in social venture spinouts. Examples include Good Grief Festival CiC, which was set up to accelerate their inclusive platforms that foster education, support and engagement to support grieving people, The Circular Agriculture Hub was set up to help farmer sell surplus produce to community based buyers including food banks, social supermarket and small food producers across the UK.

Working with business is something that the University values very highly. Collaboration with companies is a vital route by which we get our research and innovation into the hands of people who can use them to deliver improved goods and services. We have dedicated teams to help businesses to access research expertise through contract research, consultancy and collaborative projects. For example, a national award-winning Knowledge Transfer Partnership with Bristol-based HelloBio is helping deliver affordable, high-quality laboratory tools that speed up vital scientific research worldwide. But collaboration with business can go so much further than this, and some of our richest and deepest industry partnerships involve research and other activities such as student placements, graduate opportunities, co-location and co-creation. I’m really excited by the opportunities our flagship building at our new campus at Temple Quarter will bring for more and more collaboration with companies of all sizes. The Temple Quarter Research Hub’s state-of-the-art facilities are already bringing together academics and partners to advance pioneering research into digital and creative technologies, for example, providing skills training for new green screen technologies and how to evaluate audience reactions to the most recent kinds of films.

Working with the Public and Third Sector is also of very high priority to the University and an area of which we are proud – although I confess is an area in which I have personally less expertise! Examples of impact across the city and region include our community hubs: The Barton Hill and Hartcliffe and Withywood Micro-campuses bring the university to local neighbourhoods, supporting projects from trauma-informed translation practices to innovative new skills training, helping people to gain new micro-qualifications.

Juxtapose these with the core businesses that I think most people think of when they think of a University – teaching our incredible students, delivering exceptionally high quality research, being one of the largest employers in our great city – illustrates some of the breadth of what a modern University is expected to, and must, deliver. It makes a university like ours a great place to work, a melting pot of ideas, energy and innovation, and a driver for economic growth.

In our first spotlight on the 2024–25 Early Career Enterprise Fellows, we meet Carolina Gaudenzi, a PhD researcher in the School of Cellular and Molecular Medicine whose journey from fundamental neuroscience to biotech entrepreneurship is as inspiring as it is impactful. With a background in molecular neuroscience and a passion for bridging science and society, Carolina is using her Fellowship to explore how brain organoid technology can transform research – making it faster, more accessible, and potentially commercial.

From San Marino to Bristol: A journey of curiosity, courage, and conviction

Carolina’s academic path has been anything but conventional. Born and raised in the tiny republic of San Marino, she set her sights on studying in the United States from the age of 15. After earning a double major in biology and anthropology at Ithaca College in New York, she discovered a fascination with neuroscience – particularly the way it could help her understand her own mind and the human condition more broadly.

That curiosity led her to Bristol, where she pursued a master’s in molecular neuroscience during the height of the COVID-19 pandemic, followed by a PhD exploring how neural stem cells commit to becoming neurons. But as her research progressed, so did her desire to make a more immediate impact.

“I started out loving the idea of knowledge for knowledge’s sake,” she reflects. “But over time, I realised I wanted to do something that could help people now – not just in some distant future.”

A company born from exhaustion and imagination

The idea for Carolina’s enterprise didn’t come from a business plan. It came from a moment of fatigue and frustration in the lab.

“My postdoc and I were caring for brain organoids late into the evening, and we joked, ‘Wouldn’t it be amazing if someone else could do this for us?’” she recalls. “We said it so many times that eventually it stopped being a joke.”

That offhand comment evolved into a bold vision: a company that offers bespoke brain organoid manufacturing services to researchers. The aim is to remove the technical and financial barriers that prevent many labs from using this powerful tool.

“Brain organoids are still a relatively new technology,” Carolina explains. “They require specialised training, equipment, and time. By offering a service that creates them to order, we can make this technology more accessible and accelerate research in areas like neurodegeneration, mental health, and personalised medicine.”

From pipettes to pitches: confidence, community, and a shift in mindset

Carolina’s journey through the Early Career Enterprise Fellowship has been nothing short of transformative. “It’s been thrilling,” she says. “Every time we had a workshop, I left feeling so inspired – so ready to conquer the world.”

One of the most surprising and valuable aspects of the Fellowship was the community of Fellows. “I thought I’d walk into a room full of business-minded experts,” she admits. “But instead, I found people just like me – scientists with big ideas and no business background. We were all figuring it out together and that made me feel like I belonged.”

The workshops themselves were a revelation. “They were so well organised and thoughtfully delivered. The concepts were new but never condescending. It was easy to understand, and everyone was so smiley, so genuinely excited to help us bring our ideas to life. That was such a breath of fresh air.”

But the transition from science to enterprise required a major shift in mindset. “In science, you need data before you make a claim. In business, you have to convince people before you have the data. At first, that felt inherently wrong,” she explains. “But having to pitch and persuade gave me confidence. I said it so many times ‘this will work’ that I started to believe it myself. It became a kind of self-serving manifestation circle.”

This confidence culminated in the Festival of Enterprise, where Carolina delivered a PechaKucha-style pitch. “Normally I’m a confident speaker, but this was nerve-wracking. Still, it was thrilling. Preparing that presentation helped me realise: this is real. This is happening.”

The feedback she received was invaluable – not just in refining her idea, but in building connections. “People came up to me afterwards saying, ‘I wish this existed now,’ or asking for help with their own organoid projects. It was moving and humbling to see people look at my idea and think it was good.”

The PechaKucha format itself left a lasting impression. “It radically changed the way I think about presenting. It added back the entertainment factor that’s so often missing in academic talks. I’ll definitely use elements of it in future presentations.”

Perhaps most importantly, Carolina found empowerment in a space where her voice was heard. “In academia, I often felt dismissed – not just because of my gender, but because of my position as a PhD student. You’re at the bottom of the pecking order. But in this enterprise space, it didn’t matter. People listened. They treated me like an expert. That was life-changing and I realised I could be a CEO.”

That sense of empowerment, of being heard, respected, and taken seriously was one of the most profound outcomes of the Fellowship. “It was such a reversal. And it felt amazing.”

Reimagining research and reclaiming purpose

For Carolina, the Fellowship didn’t just open a new career path it reignited her passion for science. Before joining the ECEF, she had begun to feel disconnected from the impact of her research. “I used to think my work was just a tiny drop in the ocean,” she says. “Maybe useful someday but far removed from anything tangible.”

The Fellowship shifted that perspective dramatically. “I realised my research could have a huge impact now, not just in the distant future. That was a complete change in how I think about science.”

This shift wasn’t just intellectual, it was emotional. “When you’re working on something that feels like an academic exercise, it’s easy to lose motivation. But when you see your idea take shape, when people respond to it, when it starts to feel real, that’s when the love for research comes back.”

Carolina also began to reflect more deeply on the kind of scientist she wants to be. “I’ve learned that I don’t want to be the kind of researcher who waits decades for impact. I want to work on science that helps people now. That’s where I find joy and purpose.”

The Fellowship gave her the space to ask big questions not just about her project, but about her identity as a researcher. “It helped me see that science isn’t just about accumulating knowledge. It’s about solving problems, creating tools, and making life better. That’s the kind of science I want to do.”

Looking ahead: from PhD to CEO

As the Fellowship ends, Carolina is clear about her next steps. First, finish her PhD. Then, build her company.

“I used to think this was just a side project, an escape from academia. But now I know it’s my future,” she says. “The Fellowship gave me the tools and the confidence to say: I can do this.”

She’s also passionate about showing others that they can do it too. “You don’t need to be special. You just need an idea and the willingness to try. The worst that can happen is it doesn’t work and you still have your PhD.”

Advice for future Fellows: just go for it

Carolina is unequivocal in her recommendation for the ECEF.

“Whether you want to start a company or not, this Fellowship is invaluable. It gives you a new perspective on your research, your skills, and your potential,” she says. “It shows you that science doesn’t have to stay in the lab. It can live in the world.”

And her final message?

“Doctor. CEO. Why not both?”

In our latest spotlight on the 2024–25 University Enterprise Fellows, we meet Dr Lucy Cramp, Associate Professor in Archaeology, whose work bridges the ancient world and cutting-edge analytical science. Lucy’s journey is a compelling example of how enterprise can emerge from deep disciplinary expertise—and how the UEF can provide the space and support to turn a thriving research niche into a sustainable, impactful technical service.

From Ancient Pots to Molecular Clues

Dr Lucy Cramp’s academic journey is a masterclass in interdisciplinary creativity. She started her academic journey studying archaeology and anthropology at Oxford, a selection she made informed by her strong interest in human behaviour, cultural practices, and identity— as such she describes herself as firmly rooted in the arts and humanities having dropped science subjects after GCSE stage. A glimpse into the applications and techniques of archaeological science late in her degree revealed that analytical chemistry could offer powerful tools to explore those very questions she was most interested in, and drew her back towards those sciences she thought she had left behind.

That spark led her to a master’s in archaeological science and then a PhD that used organic residue analysis to investigate how Roman pottery was used in Britain. This technique, which extracts molecular traces from ancient ceramics, allowed her to reconstruct what those vessels once held—offering direct insight into past diets, cultural exchanges, and even identity formation.

Her move to Bristol—initially to work in the School of Chemistry—placed her at the heart of a globally recognised hub for biomolecular archaeology. Over the past two decades, she has helped build a bridge between disciplines, establishing in-house archaeological chemistry facilities and fostering collaborations that span the arts and sciences. Today, Lucy is a leading figure in archaeological chemistry, working at the intersection of molecular science and cultural heritage.

Unlocking the Scientific Potential of the Past

Organic residue analysis opens a unique window into the past. By identifying the lipids and other organic compounds preserved in ancient pottery, researchers can determine what people were cooking, storing, or consuming—sometimes thousands of years ago. This method doesn’t just confirm assumptions; it challenges and refines them. It can reveal long-term dietary shifts, regional culinary traditions, and even religious practices, such as the absence of pork amongst medieval Jewish communities settled within English towns.

Despite its transformative potential, this technique has remained largely confined to academic institutions. The barriers— expensive, specialist equipment, technical expertise, and time-intensive analysis—have made it inaccessible to much of the heritage sector, including commercial archaeology units and museums. While Lucy’s colleagues had developed ad hoc analyses into a more routine external service over time, growing demand made it clear that a more structured, sustainable approach was needed.

That demand was already there: developer-funded archaeological units, museums, and international researchers were eager to access this powerful method. But the infrastructure to support it—staffing, pricing, business planning— needed an overhaul. “We had the technology, the demand, and the expertise,” Lucy explains. “But we needed the time and space to build something that could last.”

The University Enterprise Fellowship arrived at exactly the right moment. It gave Lucy the headspace to step back from day-to-day pressures and reimagine the service from the ground up. With support from colleagues in Chemistry and professional services,  a robust business model, a sustainable staffing structure, and a clear pricing strategy was developed. The goal: to create a service that is not only scientifically rigorous but also accessible, scalable, and built to last.

From Service to Strategy: Building for the Long Term

For a time, a research associate in the School of Chemistry had offered the analysis as a service to external partners. But when that colleague moved on, Lucy and her collaborators faced a decision: let the service fade or reimagine it for the long term. They chose the latter.

Working with colleagues in Chemistry and supported by professional services staff, Lucy and co-lead Mélanie Roffet-Salque have led the transformation of the service into a robust, team-based operation. They’ve analysed past projects, mapped client needs, and developed a pricing model that balances accessibility with sustainability. “It’s been incredibly satisfying,” she says. “We’ve built something we’re really proud of.”

Alongside the business model, Lucy is also exploring ways to streamline the science. One major bottleneck is the manual interpretation of complex chemical data. “It’s time-consuming and labour-intensive,” she explains. “We’re exploring the use of semi-automated data processing tools to speed that up—without compromising quality.”

This innovation could make the service even more scalable and efficient, and it’s a key focus for the remainder of her Fellowship year.

Building a Centre, Building a Culture

Lucy also led a team that secured AHRC capital funding to establish a new centre that will provide access to archaeological chemistry for the wider heritage sector. The goal is to create a seamless, flexible service that can be accessed through commercial contracts, research collaborations, or public funding routes.

And it’s not just about the science. Lucy is passionate about the role of early-career researchers and professional services staff in the enterprise journey. “It’s been a real team effort,” she says. “And for many of the people involved, it’s their first experience of working at the interface of research and commercialisation. It’s opening up new perspectives and new skills.”

A Sustainable Future

Unlike many academic projects, this one isn’t designed to end after three years. “That’s been a big shift in mindset,” Lucy reflects. “We’re building something for the long term, not a fixed term project with a clearly defined end date, like most research projects. That means thinking ahead—about staffing, about market changes, about how we adapt. It’s a different way of working, but it’s really rewarding.”

Looking ahead, Lucy sees potential to expand the service, add new analytical techniques, and deepen its integration with both research and heritage practice. But for now, she’s focused on consolidating the foundations.

Advice for Future Fellows

Lucy’s advice to others considering the UEF? “Get the right people around you early. Don’t try to do it all yourself. The Fellowship gives you the time and the network to build something properly—and that makes all the difference.”

From ancient artefacts to cutting-edge analysis, Lucy’s work shows how enterprise can emerge from curiosity, collaboration, and the courage to build something new. Thanks to the UEF, that vision is becoming a reality—one pot at a time.

There’s still time to register for next week’s Festival of Enterprise via Develop, where you’ll get to hear from Lucy and our other Enterprise Fellows, alongside many more exciting talks and presentations!

May 2025 

In our latest interview, we had the pleasure of speaking with Dr. Rebecca Shepherd, Senior Lecturer in the School of Anatomy at the University of Bristol and one of the University Enterprise Fellows for 2024/25. Rebecca shared her fascinating journey where a short discussion with one of her anatomy idols lead her to become a leading expert in ivory identification, and has seen her work with archaeologists and anthropologists, heritage organisations, auction houses, collectors and more. 

From biomedical science to mammoths 

Rebecca’s path to her current role is inspiring, and a little unconventional! She began her career in biomedical science and, after her first degree, worked for a time as a healthcare scientist in the NHS. After having her first child, she decided to pursue a PhD – never one to flinch at a challenge – and this led her to the field of anatomy. “I got involved with anatomy teaching during my PhD and absolutely loved it,” she recalls with a smile. This passion for anatomy teaching and research saw her land her first academic role at the University of Lancaster and ultimately brought her to the University of Bristol in 2022. 

Rebecca’s research focuses on using Raman spectroscopy to differentiate between elephant and mammoth ivory. This technique, which involves firing lasers at samples to analyse their molecular composition, has proven to be exceptionally useful for the differential identification of ivory in a wide range of artefacts, and is small and portable so suitable for analysis in the field such as at archaeological digs or “backstage” in museums. “It’s like being a detective for the day,” she says enthusiastically.  

Unlike other methods such as DNA analysis or radiocarbon dating, which destroy a portion of the sample and often require extensive preparation prior to testing, Raman spectroscopy is non-destructive and requires no sample preparation. This makes it particularly valuable for analysing precious artefacts without causing damage. Additionally, Raman spectroscopy can perform spatially offset analysis, allowing examination below the surface layer. This means that even if there is paint, pigments, minerals, or dirt on the surface, the technique can focus below the surface layer to examine the composition of the material underneath, negating the need to clean the sample. 

Rebecca’s journey into ivory identification began with a serendipitous conversation during her PhD. “There aren’t many celebrity anatomists, so when I heard Professor Alice Roberts was coming to Lancaster, I invited her to come and visit the Anatomy Department. To my surprise and delight, she accepted! We showed her round and then went out for lunch.  She reflected on the difficulty of ascertaining what objects found on archaeological digs were made from – especially telling the difference between elephant and mammoth ivory in carved artefacts. I was so fixated on impressing Alice Roberts I just said “sure, I can do that”. I hadn’t considered how I would actually achieve it!” she admits with a laugh. With support from her networks she got access to some specimens to start building up a library of Raman spectra, and sure enough, her confidence paid off: She could differentiate between ivory from different species. Her research gathered pace, and initially focused on archaeological applications thanks to that first conversation, but her work soon attracted the attention of the WWF, leading to collaborations aimed at wildlife conservation. While it is illegal to trade elephant ivory, there are no restrictions on the sale of mammoth ivory. The similarities between the two pose a problem for law enforcement. 

Ivory Identification in Demand: From Research to Enterprise 

Rebecca could quite easily have pursued a purely research approach to her analysis, but once her work was published and became known about in the niche field of ivory identification, her expertise quickly became highly sought after, with requests coming from law enforcement, auction houses, museums, and private individuals. “There’s a real shortage of people who can accurately identify ivory,” Rebecca explains. As explained above, most techniques are destructive – no good if you are working with rare or precious objects. Other people do it by visual inspection, but this is far from fool-proof. It’s fairly reliable if you’re working with a whole tusk or large section of a tusk, but is extremely difficult to be confident of if the ivory has been worked into an object such as jewellery, part of a musical instrument, or other small, intricate object.  

The demand led her to realise the potential for a niche consultancy service, which led her to apply for a University Enterprise Fellowship, so that she could properly explore the best way to take this forward and gain some higher qualifications to support her business case for ivory analysis as a service. 

The Fellowship’s Impact 

The University Enterprise Fellowship has been instrumental in Rebecca’s entrepreneurial journey. “It’s given me the time and resources to think about this properly, to explore and navigate the mechanisms available to me to commercialise this service, to consider my options and ascertain which way works best for me” she says. The fellowship has also provided her with valuable skills and qualifications, such as advanced laser safety. “Having that extra layer of professionalism has been really helpful when discussing with clients,” she notes. 

Rebecca acknowledges that the Fellowship has progressed differently than she initially imagined. “I had hoped to be fully self-sustaining by now, but it’s been a bit slower than I had planned,” she admits. However, she views this as a natural part of the journey and encourages others to persist and not become frustrated if things take longer to come to fruition than they had hoped. “It’s about building connections and momentum, and that’s happening,” she adds with optimism. 

Being a University Enterprise Fellow has also connected Rebecca with a community of like-minded individuals. “Being part of a community of like-minded individuals who share a passion for tackling real challenges at scale across a wide range of disciplines has been invaluable,” she says warmly. This supportive network has provided her with a sense of belonging and mutual support, which she describes as crucial in navigating the entrepreneurial landscape and connecting with similarly entrepreneurial academics and researchers. 

A Multidisciplinary Approach 

Rebecca’s project exemplifies the power of multidisciplinary research, combining biology, chemistry, physics, and data science to tackle complex problems. By using Raman spectroscopy, she leverages principles from physics and chemistry to analyse ivory samples. Her work also draws on biological and ecological knowledge to identify different ivory species. Additionally, Rebecca collaborates with data scientists to develop machine learning algorithms for analysing Raman spectra, integrating advanced computational techniques. These algorithms help automate the process of identifying ivory types by recognising patterns in the spectral data, making the analysis faster and more accurate. Rebecca initially sought help from a data scientist to create a user-friendly interface for some principal component analysis to separate out Raman spectra from different species. However, during their discussions, the data scientist suggested a more advanced approach using machine learning. As tusks contain a mineral component, they trained machine learning to differentiate between geological minerals in a large, open-source Raman dataset, and then fine-tuned on their smaller ivory dataset. This significantly improved the accuracy of ivory identification. “I just wanted a simple interface, but talking to the data scientist opened up new possibilities. They said, ‘No, we can do something so much more,’ and that’s how the AI aspect of the project came about.” 

“It’s an incredibly interdisciplinary undertaking,” Rebecca says. “We’ve got the hard physics of Raman, the material science, the AI elements, the biology of the tissue, the archaeology, and the social history.” She explains that the integration of AI allows for the handling of large datasets, improving the precision of ivory identification and enabling the detection of subtle differences that might be missed by the human eye. This approach not only enhances the accuracy and efficiency of her research but also opens up new avenues for applications in wildlife conservation, archaeology, and law enforcement. Rebecca recalls having to request information from Bristol University on how to bring a gun into the Anatomy Department for analysis because it was suspected to have mammoth ivory inlays. “The safety officer said it was the first time they’ve been asked that question, but it highlighted the diverse applications of our work,” she says with a chuckle.  

Looking Ahead 

As Rebecca continues to build her consultancy, she hopes to make it self-sustaining and use the profits to fund further research. “I want to have the flexibility to follow the interesting ideas that come up,” she says. She also sees the potential for her work to inspire others in her department. “It’s great to see colleagues now thinking about how they explore the enterprise aspects of their research – lots of people have approached me to ask for my thoughts on their ideas,” she adds. 

Rebecca’s innovative use of Raman spectroscopy and her dedication to both research and enterprise are making a significant impact in the field of ivory identification and beyond. Her story also serves as an example of the benefits of following interesting leads and questions, without necessarily knowing where they’ll take you – and having confidence you can do something before you know whether you actually can! 

In the next in our series of interviews with this year’s University Enterprise Fellows we meet Dr Richard Helyer, Senior Lecturer in Physiology. Rich’s journey is anything but conventional, and it’s this eclectic path that has shaped his innovative and entrepreneurial approach to teaching.

A Career Built on Curiosity (and a Bit of Chaos)

Rich’s career path is anything but linear—and that’s what makes his story so compelling. “I get easily distracted and easily bored,” he says with a grin, “so every time I’ve changed a role, I’ve done something completely different.”

Rich began with a degree in microbiology at the University of Bristol, with ambitions of becoming a plant pathologist. But when a PhD opportunity in this area fell through, he pivoted to marine microbial biology and took up a studentship at Strathclyde. That, too, didn’t go to plan. “My supervisor was often travelling, and on my first day, a friendly postdoc told me that the equipment I was supposed to use hadn’t worked in years,” he recalls. “It was a disaster.”

Undeterred, Rich returned to Bristol to pursue a PhD in pyrolysis mass spectrometry—a bit of a pivot, admittedly, but still relevant to microbiology, as the technique can be used to identify bacteria. It was a highly technical and quite niche field, and after completing his doctorate, he found himself at another crossroads. “I was a bit bored and didn’t know what to do,” he says. Around this time his father, who ran a construction contracting firm, was in need of support, so Rich offered to help out in the family business, just for the short term. That temporary stint turned into a career pivot that lasted seven years!

Eventually, when his father retired Rich had to decide between stepping into that company leadership role, or another path. He considered running the family business but ultimately thought “no, this is too much like hard work for me,” and decided to return to science. He landed a role in physiology—despite having no formal background in the subject—because the recruiting manager had had such difficulty finding someone to fill the role. “I thought, I don’t know much about physiology, but as long as I can stay one page ahead of the students, I’ll be fine,” he laughs.

From there, he taught himself physiology, gradually specialising in several different areas including a fellowship in inner ear electrophysiology, and stayed in Bristol even after the research group he was part of disbanded. A temporary lectureship turned into a permanent role, and over time, Rich became a general physiologist with a passion for teaching. “I love teaching first- and second-year physiology to anyone who needs it—scientists, medics, vets, dentists,” he says. “Even if it’s not always their favourite subject!”

His story is a testament to the power of adaptability, curiosity, and saying “yes” to opportunities—even when you’re not quite sure where they’ll lead. “Academia, if you get it right, lets you follow what you enjoy,” he reflects. “And I still enjoy it.”

Simulation with Substance: Teaching the ‘Why’, Not Just the ‘What’

As an education-focussed academic – Pathway 3 in Bristol terminology – Rich’s role involves a lot of teaching and assessment. In particular he teaches physiology using simulation – but not in the way that simulation is commonly used.

“Simulation in medical education is often used to rehearse clinical procedures—how to stop bleeding, restart a heart, or manage a crisis”, Rich explains, but he has spent the last 15 years pushing simulation in a different direction: one that doesn’t just assess the “what would you do in this situation” question, but allows the students to really probe the science behind the symptoms, and to dive deeper into the underlying mechanisms of health and disease to enrich their understanding and professional development.

At the core of his work is a sophisticated physiological model embedded in high-fidelity human patient simulators. These simulators don’t just mimic symptoms—they respond in real time to interventions like blood loss or drug administration, based on integrated models of cardiovascular, respiratory, and other systems. “Most people rush to the clinical scenario,” Rich explains. “We slow it down. We ask: what’s happening in the body? What systems are involved? What’s the underlying physiology?”

This approach—what Rich proudly calls “basic science simulation”—is rare and technically demanding. Writing these scenarios requires a deep understanding of systems physiology and the ability to translate that into dynamic, interactive teaching tools. “It’s hard,” he says. “You need someone who understands how all the systems integrate. That kind of expertise is rare.”

The real breakthrough came with the advent of virtual patients. Unlike physical  manikins, which are limited by space and cost, virtual patients can be projected to large groups, making simulation-based teaching scalable. “Suddenly, we could bring the patient into the lecture theatre,” Rich says. “Students could see the signs, the monitors, the changes in real time—and we could talk through the physiology as it happened.”

Rich’s team has developed a suite of scenarios that can be used not just for clinical drills, but to teach physiology to scientists, early years health professionals, and even engineers. These scenarios are now being referred to by some as “The Bristol Method”—a testament to their originality and impact. It also got Rich to thinking that this model, this novel approach, wasn’t just useful in Bristol – it could be applied to clinical and science education all over the world.

This innovation caught the attention of a major simulation company. One of their senior figures saw the potential for a global digital textbook based on Rich’s scenarios—a resource that could teach physiology through simulation to students around the world. But just as the partnership was gaining momentum, the company’s healthcare division was sold off. “It was like a cull,” he says. “I had to ask myself—was this the end of the road?” Instead, it became a turning point.

The Fellowship That Reignited the Flame

The University Enterprise Fellowship arrived at exactly the right moment. “I saw it as a last chance to get this off the ground again,” Rich explains. “I needed the headspace, the leeway, and the access to expertise, to figure out what to do next.” The Fellowship gave him all of that—and more.

The fellowship was fortuitously timed, as it was awarded around the same time that Rich reconnected with one of the key figures in the simulation world: Willem van Meurs, one of the original developers of the physiological model used in simulators. Encouraged by a mutual contact, they began collaborating and co-authored a short book, Learning Physiology in Context, which helped raise the profile of Rich’s approach internationally. “Willem is incredibly respected in the field,” Rich says. “he is an incredible mentor and having him champion our work gave it real credibility. Not only that our collaboration opened new avenues and we have become firm friends”

This encouragement and mentorship, coupled with the experiences Rich gained more directly through his Fellowship, gave him the confidence and credibility to engage with new industry partners. “I’ve learned how to assess whether a company is the right fit,” he says. “I understand funding stages, risk, and how to speak their language. I can differentiate, recognise whether a prospective partner is a good fit for me, rather than feel I have to engage with any and every potential deal. That’s all thanks to the Fellowship and the support from the Research Commercialisation team.”

Through the Fellowship, Rich has been able to explore new commercial pathways beyond traditional licensing—such as commercial research partnerships and scenario development funding. “Before, I only really knew about licensing,” he says. “Now I understand there are other models that might be a better fit for what we’re doing.”

And while the journey hasn’t been linear, it’s been transformative. “Without the Fellowship, I think I’d have called it a day,” he reflects. “Now, we’re further down the pipeline than I ever expected—and we’re just getting started.”

A New Chapter: Digital Twins and Global Reach

Now, Rich is working closely with a dynamic new company developing human digital twins—virtual models of the human body that could transform healthcare education. They’ve already run a successful pilot with Bristol medical students and are exploring ways to integrate Rich’s scenarios into their platform.

“This isn’t just about licensing anymore,” he says. “It could be a commercial research partnership, or a model where the company funds scenario development within the university.”

And it’s not just about Rich. He’s already involving early-career colleagues in the work, offering them a taste of enterprise and a chance to shape the future of physiology education. “We’ve got some brilliant early-career academics on board,” he says. “They’ve got the energy, the ideas—and now, the opportunity.”

Rich is passionate about creating space for others to grow. “You can’t overestimate the value of a young, enthusiastic person,” he says. “They bring energy, fresh thinking, and they’re not bogged down by the same pressures. Time doesn’t work the same way for them—it’s a real asset.”

But he’s also quick to point out the importance of mentorship. “It’s a pleasure of my job—seeing younger people come up the tree and go above me. That’s absolutely brilliant.” One of his team members, a teaching associate and systems integrative physiologist, joined while finishing her PhD and was unsure about her future on the teaching track. “This has opened her eyes to what academic work can be,” Rich says. “It’s not just lectures and marking—it can reach into healthcare, industry, education policy. That’s what the Fellowship has helped me to facilitate.”

By including early-career colleagues in meetings, conferences, and collaborative projects, Rich is not only building capacity for his enterprise work—he’s also helping to cultivate a new generation of enterprising academics.

Advice for Future Fellows

Rich’s advice to the next cohort of Enterprise Fellows is simple: be open, be brave, and make time. “The business world isn’t as scary as you think,” he says. “And even if you’ve worked with industry before, you’ll still learn a lot. Just make sure you carve out time to engage with everything the Fellowship offers—you won’t regret it.”

From simulation suites to international partnerships, Rich’s story is a testament to the power of persistence, creativity, and the right support at the right time. As he puts it: “Without the Fellowship, we’d probably have called it a day. Now, we’re just getting started.”

Thanks, Rich! If you’d like to hear more from Rich and our other University Enterprise Fellows, sign up to the Festival of Enterprise (Wednesday 4th June). In the meantime, I’ll be back next Tuesday with another UEF profile.

By Michele Barbour

Today, I had the pleasure of catching up with Manda Baynes, Innovation Officer at the University of Bristol. She shared insights into her role and the various activities she engages in to foster innovation and enterprise across the university. 

A Day in the Life of an Innovation Officer 

As an Innovation Officer, Manda works on a wide range of enterprise and innovation initiatives. One of her biggest commitments is end-to-end support of the University Enterprise Fellowship and Early Career Enterprise Fellowship schemes, ensuring that prospective and active fellows have access to clear guidance and advice. She is also involved in organising and coordinating activities such as Enterprise Sessions and Masterclasses. Her role has a quantitative, reporting dimension, assisting with the drafting of annual monitoring statements for Higher Education Innovation Funding (HEIF), and a communications and culture dimension, engaging in internal projects such as the recent “telling stories within DREI”, an initiative to help colleagues better understand the different roles, teams and priorities across a large division. In addition, Manda also currently leads on a UEIC <University Enterprise and Innovation Committee> project exploring and mapping enterprise and innovation training opportunities available for UoB researchers, with the aim to ensure they have the resources and training they need to realise their ambitions. 

“No day is like another, which is what I love,” she says, highlighting the variety and excitement in her job. 

The Joy of Working with People 

One of Manda’s favourite aspects of the role is working with people. She enjoys collaborating with researchers across different faculties and helping them navigate the complexities of University processes. Her previous experience in the School of Chemistry gave her a particularly subject-focussed perspective, and in this role she has enjoyed getting to grips with a much wider range of disciplinary specific needs, allowing her to broaden her perspective and the impact of her work. 

“I am a real people person,” she explains. “Working with the fellowships and seeing the impact we have not just locally but on a larger scale is incredible.” 

Manda particularly helps researchers and Enterprise Fellows understand and navigate University processes, provides a friendly face and a listening ear, and connecting them with the right resources and people. Whether it’s answering logistical questions or linking prospective fellows with current ones, she is there to facilitate and support. 

“I help facilitate processes and provide support,” she says. “Sometimes, I’m just a friendly ear for them to check in with and make sure they know how the various systems and processes work” 

Building a Community 

Manda also emphasises the importance of building a community among the Enterprise Fellows. She encourages current and previous fellows to support one another and those interested in applying for fellowships in the future. Additionally, she organises yearly gatherings where all the fellows can meet, share their work, and discuss challenges and building strong sense of mutual support and enthusiasm. 

“It’s like a mini enterprise community,” she notes. “It’s fabulous to be part of and to encourage.” 

Defining Success 

For Manda, success is seeing the researchers and fellows she supports flourish. Watching their ideas develop into actions and outcomes is really satisfying. 

“Seeing the tangible impact we’re having is really fulfilling,” she says. “It’s exciting to see acorns grow into small saplings – and perhaps, in time, into mighty oaks!” 

What’s next on the Enterprise and Innovation Blog?

Manda and I (plus the rest of our wonderful team) are hard at work gearing up for the Festival of Enterprise later this year, with our Enterprise Roadshows and Masterclasses in full swing across University campus too.

Our University Enterprise Fellows and Early Career Enterprise Fellows are busy too! You’ll be able to hear from them at this year’s Festival of Enterprise, but keep an eye on this blog over the next couple of months as I sit down with them and find out more about what they’re up to and how our schemes are supporting their activities.

Until then!