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Keep Growing

Leadership for Scipreneurs

Transitioning from scientist to startup founder means moving from expert to leader; your habits, communication and decisions shape the company's culture.

Exit Strategies

Investors and founders eventually need to realise the value they’ve created; plan early by understanding acquisitions, IPOs, licensing and how to prepare the business for these exits.

Splitting Shares

Ownership in a startup can have a large impact in the future of the company, and should be discussed early

How to define an MVP

An MVP is a Minimum Viable Prototype, the first step at validating your value proposition

Interviewing People

Techniques to get the information you are after when you interview future customers

Grants

Grants provide non‑dilutive funding but are competitive and should be used to de‑risk early technical milestones rather than replace a business model; focus on building a sustainable company.

For scientists turned entrepreneurs, pursuing a patent and publishing research require careful timing. Public disclosure before filing can invalidate novelty; work with your technology transfer office early to protect your IP while still publishing.

Outsource or develop in-house

Startup teams have finite resources, so deciding whether to build capabilities internally or outsource them is crucial. Developing in-house offers control and rapid iteration; outsourcing gives access to expertise and resources but may slow learning.

Role of academic founders

Academic founders remain at universities and provide continuity, resources, and credibility while leaving day-to-day operations to full-time founders. They should receive limited equity and have clear agreements with the company and university.

Your First Hire

Hiring for a startup is a very challenging process. You need to think both short and mid-term to ensure candidates deliver the most value for what you need over time.

What is a product

Understanding the three main aspects of a product. Design, engineering and communication

Value Proposition

Defining value and delivering it to customers is the first step of creating a business.

Think about your motivations

Embracing different motivations and being aware of them keeps the founding team together.

Expectations Vs Reality

Only through interactions with potential customers you will learn the true value of your solutions

Talking to People

Only through interactions with potential customers you will learn the true value of your solutions

You don't need a CEO

At the beginning you need builders. Once the startup grows you will be able to decide if you need an external CEO to lead the company.

Competitive Landscape

A structured competitive landscape analysis turns competitor discovery into insight and helps identify unique opportunities.

Licensing Agreements

Most academic spin-outs commercialise intellectual property owned by their university. A licence grants rights while ownership remains with the university; an assignment transfers ownership. Fair terms preserve incentives and investor appeal.

Levels of Awareness in Marketing

People rarely buy a scientific product the first time they hear about it. Distinguishing customer awareness stages—unaware, problem-aware, solution-aware and product-aware—helps you tailor your message and move prospects along the journey.

Number of Contact Points

Prospects rarely buy after one interaction; it often takes five to seven touches across channels to build trust and prompt action.

Digital Marketing for Scipreneurs

Digital marketing is essential for science start-ups; build a strong website, nurture an email list, engage on social platforms, and use SEO and targeted ads to reach your audience.

Cultural Challenges

Culture is the shared values and behaviours that guide how people work together; intentional culture building helps recruit and retain talent and prevents toxicity

Scipreneurs

An initiative by Aquiles Carattino

All content is published under: CC BY-SA 4.0

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