Independent advisory & mentoring
01 — Approach
Not just patents but also other IP, and how to use these to generate a moat around your business. IP strategy, freedom‑to‑operate, due diligence, term‑sheet negotiation, equity‑for‑IP structuring, and negotiating licences that survive contact with reality.
All aspects of deep‑tech commercialisation: from defining your business model and beachhead market, through go‑to‑market strategy, value proposition and strategic partnerships, to capital strategy, investment readiness and finance raising. Also the governance essentials: advisors, board structure and the unglamorous operational decisions that determine whether a great technology ever achieves its commercial potential.
Capabilities at a glance
02 — Background
Most advisors see commercialisation from one side of the table. I've sat at three.
Founder & CEO
Founded and led the Innoverce group: raised grants and venture capital, prosecuted patents to grant, sourced manufacture in Taiwan and China, and closed three international IP transactions to world leaders VacuVin, Beto and Acco / Rexel.
Commercialisation Manager
Ten years patenting, licensing and setting up spinout companies in the tech transfer office of the University of Cambridge. IP due diligence on VocalIQ (acquired by Apple, >$50m) and Paragraf (graphene electronics, $140m follow‑on). Structured deals and licensed patents into Flusso, Cambridge GaN Devices, Nyobolt (now a unicorn) and Matta. Five years as Investor Director of Silicon Microgravity.
Senior Investment Manager & Director
Four years originating and closing early‑stage deep‑tech deals. Oversaw Fortescue’s contribution to £100m AUM fund Foresight Technology Fund (formerly Foresight Williams); led and resourced three parallel venture operations: Foresight Technology Funds, Sainsbury’s Innovation Investments (CVC as a Service) and Fortescue Ventures ($100m CVC).
03 — Services
S.01
Independent reviews of IP and freedom‑to‑operate for founders, acquirers and investors. Drafting strategy aligned to the commercial roadmap, not the other way around.
S.02
Term‑sheet generation and negotiation, creative compensation structures, royalty structuring, and the negotiation skills to close a good deal for both sides.
S.03
Translating a research output into a fundable company. Founder coaching, cap‑table sanity, board formation, first commercial hires and the early bridges between lab, customer and capital.
S.04
Identifying appropriate types of partner and the right actual partner; structuring the deal for the best long‑term collaborative interests.
S.05
Non‑exec roles, investment committee input and participation; senior‑level introductions across the Cambridge ecosystem and the UK deep‑tech investor base.
“The interesting work in deep‑tech sits between disciplines — where the engineering, the IP, the commercial model and the people all have to line up. My job is to help that happen.”
— J.P.
04 — Contact
Based in Cambridge, UK. Available for engagements across the UK and beyond.
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