In a conversation with Physics World’s Matin Durrani, Meredith talks about the importance of semiconductors in a hi-tech economy and why it is crucial for the UK to have a homegrown semiconductor industry.
Founded in 2020, CISM moved into a new, state-of-the-art £50m building in 2023 and is now in its first full year of operation. Meredith explains how technological innovation and skills training at CSIM is supporting chipmakers in the M4 hi-tech corridor, which begins in Swansea in South Wales and stretches eastward to London.
I recently met an old friend from the time when we both worked in the light-emitting diode (LED) industry. We started discussing how every technology has its day – a window of opportunity – but also how hard it is to know which companies will succeed long-term. As we got talking, I was reminded of a very painful product launch by an LED lighting firm that I was running at the time.
The incident occurred in 2014 when my company had a technology division that was developing wirelessly connected lighting. Our plan was to unveil our new Bluetooth control system at a trade show, but everything that could go wrong for us on the day pretty much did. However, the problems with our product weren’t down to any
particular flaws in our technology.
Instead, they were triggered by issues with a technology from a rival lighting firm that was also exhibiting at the event. We ended up in a rather ugly confrontation with our competitors, who seemed in denial about their difficulties. I realized there was a fundamental problem with their technology – even if they couldn’t see it – and predicted that, for them, the writing was on the wall.
Bother at the booth
Our plan was to put microprocessors and radios into lighting to make it smart, more energy efficient and with integrated sensors and Bluetooth controls. There were no fundamental physics barriers – it just needed some simple thermal management (the LEDs and particularly the radios had to be kept below 70 ºC), some electronics and lots of software.
Back then, the LED lighting industry was following a technology roadmap that envisaged these solid-state devices eventually generating 320 lumens per watt, compared to about 10 lumens per watt from conventional incandescent lamps. As the road map progressed, there’d be ever fewer thermal challenges.
With more and more countries phasing out conventional bulbs, LEDs are continuing their march along the roadmap. Almost every bulb sold these days is an LED and the overall global lighting market was worth $140bn in 2023, according to Fortune Business Insights. Lighting accounts for 15–18% of all electricity consumption in the European Union alone.
Back at that 2014 trade show, called LuxLive, all initially seemed to be going well as we set up our display. There was the odd software bug, but were able to work around that and happily control our LED lights with a smart phone connected via WiFi to a low-cost lighting server (a bit like a Raspberry Pi), with the smart LED fixtures and sensors connected via Bluetooth.
Opportunity knocks Almost all lights now sold are based on light-emitting diodes, but – as with all new technologies – it wasn’t initially clear which firms’ products would succeed. (Courtesy: iStock/KirVKV)
With final preparations over, the trade show opened and our first customer came up to the stand. We started giving them a demo but nothing seemed to be working – to our surprise, we simply could not get our lights to respond. A flurry of behind-the-scenes activity ensured (mostly us switching everything off and on again) but nothing made a difference.
Strangely, my phone call appeared to go dead just as I passed another booth from a rival firm
To try to get to the bottom of things, I stepped a decent distance away from our booth and rang one of our technical team up in London for support. I explained our problem but, strangely, as I walked back towards the booth, I got cut off. My call appeared to have gone dead just as I passed another booth from a rival firm called Ceravision.
It was developing high-efficiency plasma (HEP) lamps that could generate up to 100 lumens per watt – roughly where LEDs were at the time. Its lamps used radio-frequency waves to heat a plasma without needing any electrodes. Designed for sports stadia and warehouses, Ceravision’s bulbs were super bright. In fact, I was almost blinded by its products, which were pointing into the aisle, presumably to attract attention.
Back at base, our technical team frantically tried to figure out why our products weren’t working. But they were stuck and I spent the rest of the day unable to demonstrate our products to potential customers. Then, as if by magic, our system started working again – just as someone noticed we weren’t being blinded by Ceravision’s light any more.
I walked over to Ceravision’s booth as its team was packing up and had a chat with a sales guy, who I asked how the system worked. He told me it was a microwave waveguide light source but didn’t appear to know much more. So I asked him if he wouldn’t mind turning on the light again to demonstrate its output, which he did.
I glanced back at my team, who a few moments earlier had been all smiles that our system was now working, even if they were confused as to why. Suddenly, as the Ceravision light was turned on, our system broke down again. I requested to speak to one of Ceravision’s technical team but was told they wouldn’t be back until the following day.
Lighting the way
I left for the show’s awards dinner, where my firm won an innovation award for the wireless lighting system we’d been trying – unsuccessfully – to demonstrate all day. Later that night, I started looking into Ceravision in more detail. Based in Milton Keynes, UK, its idea of an electrodeless lamp wasn’t new – Nikola Tesla had filed a patent for such a device back in 1894.
Tesla realized that this type of lamp would benefit from a long life and little discolouration as there are no electrodes to degrade or break. In fact, Tesla knew how to get around the bulbs’ technical drawbacks, which involved constraining the radio waves and minimizing their power. Eventually, in the late 1990s, as radio-frequency sources became available, a US company called Fusion Lighting got this technology to market.
Its lamps consisted of a golf ball-sized fused-quartz bulb containing several milligrams of sulphur powder and argon gas at the end of a thin glass spindle. Enclosed in a microwave-resonant wire-mesh cage, the bulb was bombarded by 2.45 GHz microwaves from a magnetron of the kind you get in a microwave oven. The bulb had a design lifetime of about 60,000 hours and emitted 100 lumens per watt.
Unfortunately, its efficiency was poor as 80–85% of the light generated was trapped inside the opaque ceramic waveguide. Worse still, various satellite companies petitioned the US authorities to force Fusion Lighting to cut its electromagnetic emissions by 99.9%. They feared that otherwise its bulbs would interfere with WiFi, cordless phones and satellite radio services in North America, which also operate at 2.4 GHz.
Tasty stuff LED lights these days are used in all corners of modern life – including to grow plants for food. (Courtesy: iStock/Supersmario)
In 2001 Fusion Lighting agreed to install a perforated metal shield around its lamps to reduce electromagnetic emissions by 95%. However, this decision only reduced the light output, making the bulbs even more inefficient. Ceravision’s solution was an optically clear quartz waveguide and integrated lamp that yielded 100–5000 watts of power without any damage to the lamps.
The company claimed its technology was ideal for growing plants – delivering blue and ultraviolet light missing from other sources – along with everything from sterilizing water to illuminating TV studios. And whereas most magnetrons break down after about 2000 hours, Ceravision’s magnetrons lasted for more than 40,000 hours. It had even signed an agreement with Toshiba to build high-efficient magnetrons.
What could possibly go wrong?
The truth hurts
Back at the trade show, I arrived the following morning determined to get a resolution with the Ceravision technical team. Casually, I asked one of them, who had turned up early, to come over to our booth to see our system. It was working – until the rest of Ceravision arrived and switched their lights on. Once again, our award-winning system gave up the ghost.
Ceravision refused to accept there was a correlation between their lights going on and our system breaking down
Things then got a little ugly. Ceravision staff refused to accept there was a correlation between their lights going on and our system breaking down. Our product must be rubbish, they said. If so, I asked, how come my mobile phone had stopped working too? Silence. I went to talk to the show organizers – all they could do was tell Ceravision to point its lights down, rather than into the aisle.
This actually worked for us as it seemed the “blocking signal” was reasonably directional. It became obvious from Ceravision’s defensive response that this WiFi blocking problem must have come up before – its staff had some over-elaborate and clearly rehearsed responses. As for us, we simply couldn’t show our product in its best light to customers, who just felt it wasn’t ready for market.
Messaging matters For companies developing new products, it’s vital to listen and act on customer feedback as the market develops. (Courtesy: Shutterstock/magic pictures)
In the intervening years, I’ve talked to several ex-employees of Ceravision, who’ve all told me it trialled lots of different systems for different markets. But its products always proved to be too expensive and too complex – and eventually LEDs caught up with them. When I asked them about lights disrupting WiFi, most either didn’t seem aware of the issue or, if they did, knew it couldn’t be fixed without slashing the light output and efficiency of the bulbs.
That in turn forced Ceravision to look for ever more niche applications with ever-tinier markets. Many staff left, realizing the emperor had no clothes. Eventually, market forces took their toll on the company, which put its lighting business into receivership in 2020. Its parent company with all the patents and intellectual property suffered a similar fate in 2023.
I suspect (but don’t know for sure) that the window of opportunity closed due to high system costs, overly complex manufacturing and low volumes, coupled with LEDs becoming cheaper and more efficient. Looking back on 2014, the writing was really on the wall for the technology, even if no-one wanted to read the warning signs. A product that disrupts your mobile or WiFi signal was simply never going to succeed.
It was a classic case of a company having a small window of opportunity before better solutions came along and it missed the proverbial boat. Of course, hindsight is a wonderful thing. Clearly the staff could see what was wrong, but it took a long time for managers and investors to see or tackle the issues too. Perhaps when you are trying to deliver on promises you end up focusing on the wrong things.
The moral of the story is straightforward: constantly review your customers’ feedback and re-evaluate your products as the market develops. In business, it really is that simple if you want to succeed.
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Il nous a fallu un peu de temps pour compiler toutes nos sources d’informations et vous proposer une vision de la réalité augmentée au Consumer Electronics Show 2015 de Las Vegas. Pas mal de matériels présentés, peu d’innovations bluffantes et pas beaucoup d’usages clairs … Un résumé un peu rude mais qui semble confirmer ma vision “2014, une année de maturité pour la réalité augmentée”.
A few months ago, I attended a presentation and reception at the Houses of Parliament in London for companies that had won Business Awards from the Institute of Physics in 2024. What excited me most at the event was hearing about the smaller start-up companies and their innovations. They are developing everything from metamaterials for sound proofing to instruments that can non-invasively measure pressure in the human brain.
The event also reminded me of my own experience working in the small-business sector. After completing my PhD in high-speed aerodynamics at the University of Southampton, I spent a short spell working for what was then the Defence and Evaluation Research Agency (DERA) in Farnborough. But wanting to stay in Southampton, I decided working permanently at DERA wasn’t right for me so started looking for a suitable role closer to home.
I soon found myself working as a development engineer at a small engineering company called Stewart Hughes Limited. It was founded in 1980 by Ron Stewart and Tony Hughes, who had been researchers at the Institute of Sound and Vibration Research (ISVR) at Southampton University. Through numerous research contracts, the pair had spent almost a decade developing techniques for monitoring the condition of mechanical machinery from their vibrations.
By attaching accelerometers or vibration sensors to the machines, they discovered that the resulting signals can be processed to determine the physical condition of the devices. Their particular innovation was to find a way to both capture and process the accelerometer signals in near real time to produce indicators relating to the health of the equipment being monitored. It required a combination of hardware and software that was cutting edge at the time.
Exciting times
Although I did not join the firm until early 1994, it still had all the feel of a start-up. We were located in a single office building (in reality it was a repurposed warehouse) with 50 or so staff, about 40 of whom were electronics, software and mechanical engineers. There was a strong emphasis on “systems engineering” – in other words, integrating different disciplines to design and build an overarching solution to a problem.
In its early years, Stewart Hughes had developed a variety of applications for their vibration health monitoring technique. It was used in all sorts of areas, ranging from conveyor belts carrying coal and Royal Navy ships travelling at sea to supersized trucks working on mines. But when I joined, the company was focused on helicopter drivetrains.
In particular, the company had developed a product called Health and Usage Monitoring System (HUMS). The UK’s Civil Aviation Authority required this kind of device to be fitted on all helicopters transporting passengers to and from oil platforms in the North Sea to improve operational safety. Our equipment (and that of rival suppliers – we did not have a monopoly) was used to monitor mechanical parts such as gears, bearings, shafts and rotors.
For someone straight out of university, it was an exciting time. There were lots of technical challenges to be solved, including designing effective ways to process signals in noisy environments and extracting information about critical drivetrain components. We then had to convert the data into indicators that could be monitored to detect and diagnose mechanical issues.
As a physicist, I found myself working closely with the engineers but tended to approach things from a more fundamental angle, helping to explain why certain approaches worked and others didn’t. Don’t forget that the technology developed by Stewart Hughes wasn’t used in the comfort of a physics lab but on a real-life working helicopter. That meant capturing and processing data on the airborne helicopter itself using bespoke electronics to manage high onboard data rates.
After the data were downloaded, they had to be sent on floppy disks or other portable storage devices to ground stations. There the results would be presented in a form to allow customers and our own staff to interpret and diagnose any mechanical problems. We also had to develop ways to monitor an entire fleet of helicopters, continuously learning and developing from experience.
If it all sounds as if working in a small business is plain sailing, well it rarely is. A few years before I joined, Stewart Hughes had ridden out at least one major storm when it was forced to significantly reduce the workforce because anticipated contracts did not materialize. “Black Friday”, as it became known, made the board of directors nervous about taking on additional employees, often relying on existing staff to work overtime instead.
This arrangement actually suited many of the early-career employees, who were keen to quickly expand their work experience and their pay packet. But when I arrived, we were once again up against cash-flow challenges, which is the bane of any small business. Back then there were no digital electronic documents and web portals, which led to some hairy situations.
I can recall several occasions when the company had to book a despatch rider for 2 p.m. on a Friday afternoon to dash a report up the motorway to the Ministry of Defence in London. If we hadn’t got an approval signature and contractual payment before the close of business on the same day, the company literally wouldn’t have been able to open its doors on Monday morning.
Being part of a small company was undoubtedly a formative part of my early career experience
At some stage, however, the company’s bank lost patience with this hand-to-mouth existence and the board of directors was told to put the firm on a more solid financial footing. This edict led to the company structure becoming more formal and the directors being less accessible, with a seasoned professional brought in to help run the business. The resulting change in strategic trajectory eventually led to its sale.
Being part of a small company was undoubtedly a formative part of my early career experience. It was an exciting time and the fact all employees were – literally – under one roof meant that we knew and worked with the decision makers. We always had the opportunity to speak up and influence the future. We got to work on unexpected new projects because there was external funding available. We could be flexible when it came to trying out new software or hardware as part of our product development.
The flip side was that we sometimes had to flex too much, which at times made it hard to stick to a cohesive strategy. We struggled to find cash to try out blue sky or speculative approaches – although there were plenty of good ideas. These advantages come with being part of a larger corporation with bigger budgets and greater overall stability.
That said, I appreciate the diverse and dynamic learning curve I experienced at Stewart Hughes. The founders were innovators, whose vision and products have stood the test of time, still being widely used today . The company benefited many people not just the staff who led successful careers but also the pilots and passengers on helicopters whose lives may potentially have been saved.
Working in a large corporation is undoubtedly a smoother ride than in a small business. But it’s rarely seat-of-the-pants stuff and I learned so much from my own days at Stewart Hughes. Attending the IOP’s business awards reminded me of the buzz of being in a small firm. It might not be to everyone’s taste, but if you get the chance to work in that environment, do give it serious thought.
We tend to define ourselves by the subjects we studied, and I am no different. I originally did physics before going on to complete a PhD in aeronautical engineering, which has led to a lifelong career in aerospace.
However, it took me quite a few years before I realized that there is more than one route to an enjoyable and successful career. I used to think that a career began at the “coal face” – doing things you were trained for or had a specialist knowledge of – before managing projects then products or people as you progressed to loftier heights.
Many of us naturally fall into one of three fundamental roles: artisan, architect or artist. So which are you?
At some point, I began to realize that while companies often adopt this linear approach to career paths, not everyone is comfortable with it. In fact, I now think that many of us naturally fall into one of three fundamental roles: artisan, architect or artist. So which are you?
Artisans are people who focus on creating functional, practical and often decorative items using hands-on methods or skills. Their work emphasizes craftmanship, attention to detail and the quality of the finished product. For scientists and engineers, artisans are highly skilled people who apply their technical knowledge and know-how. Let’s be honest: they are the ones who get the “real work” done. From programmers to machinists and assemblers, these are the people who create detailed designs and make or maintain a high-quality product.
Architects, on the other hand, combine vision with technical knowledge to create functional and effective solutions. Their work involves designing, planning and overseeing. They have a broader view of what’s happening and may be responsible for delivering projects. They need to ensure tasks are appropriately prioritized and keep things on track and within budget.
Architects also help with guiding on best practice and resolving or unblocking issues. They are the people responsible for ensuring that the end result meets the needs of users and, where applicable, comply with regulations. Typically, this role involves running a project or team – think principal investigator, project manager, software architect or systems engineer.
As for artists, they are the people who have a big picture view of the world – they will not have eyes for the finer details. They are less constrained by a framework and are comfortable working with minimal formal guidance and definition. They have a vision of what will be needed for the future – whether that’s new products and strategic goals or future skills and technology requirements.
Artists set the targets for how an organization, department or business needs to grow and they define strategies for how a business will develop its competitive edge. Artists are often leaders and chiefs.
Which type are you?
To see how these personas work in practice, imagine working for a power utility provider. If there’s a power outage, the artisans will be the people who get the power back on by locating and fixing damaged power lines, repairing substations and so on. They are practical people who know how to make things work.
The architect will be organizing the repair teams, working out who goes to which location, and what to prioritize, ensuring that customers are kept happy and senior leaders are kept informed of progress. The artist, meanwhile, will be thinking about the future. How, for example, can utilities protect themselves better from storm damage and what new technologies or designs can be introduced to make the supply more resilient and minimize disruption?
Predominantly artisans are practical, architects are tactical and artists are strategic but there is an overlap between these qualities. Artisans, architects and artists differ in their goals and methods, but the boundaries between them are blurred. Based on my gut experience as a physicist in industry, I’d say the breakdown between different skills is roughly as shown in the figure below.
Varying values Artisans, architects and artists don’t have only one kind of attribute but are practical, tactical and strategic in different proportions. The numbers shown here are based on the author’s gut feeling after working in industry for more than 30 years.
Now this breakdown is not hard and fast. To succeed in your career, you need to be creative, inventive and skilful – whatever your role. While working with your colleagues, you need to engage in common processes such as adhering to relevant standards, regulations and quality requirements to deliver quality solutions and products. But thinking of ourselves as artisans, architects or artists may explain why each of us is suited to a certain role.
Know your strengths
Even though we all have something of the other personas in us, what’s important is to know what your own core strength is. I used to believe that the only route for a successful career was to work through each of these personas by starting out as artisan, turning into an architect, and then ultimately becoming an artist. And to be fair, this is how many career paths are structured, which his why we’re often encouraged to think this way.
However, I have worked with people who liked “hands on” work so much, that didn’t want to move to a different role, even though it meant turning down a significant promotion. I also know others who have indeed moved between different personas, only to discover the new type of work did not suit them.
Trouble is, although it’s usually possible to retrace steps, it’s not always straightforward to do so. Quite why that should be the case is not entirely clear. It’s certainly not because people are unwilling to accept a pay cut, but more because changing tack is seen as a retrograde step for both employees and their employers.
To be successful, any team, department or business needs to not only understand the importance of this skills mix but also recognize it’s not a simple pipeline – all three personas are critical to success. So if you don’t know already, I encourage you to think about what you enjoy doing most, using your insights to proactively drive career conversations and decisions. Don’t be afraid to emphasize where your “value add” lies.
If you’re not sure whether a change in persona is right for you, seek advice from mentors and peers or look for a secondment to try it out. The best jobs are the ones where you can spend most of your time doing what you love doing. Whether you’re an artisan, architect or artist – the most impactful employees are the ones who really enjoy what they do.
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Connexion
Nous avons déjà publié à plusieurs mains une synthèse de nos découvertes et de nos étonnements sur le dernier Laval Virtual. Nous vous proposons dans cette vidéo de revenir sur ...
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Un équipementier aéronautique de rang 1 recherche un profil innovation rattaché au directeur engineering et product support. Le poste n’est pas figé mais les caractéristiques suivantes ont émergé : Quelques ...
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C'est avec un grand plaisir que nous sommes partenaires cette année de la première édition de Vivatechnology, qui se déroulera du 30 juin au 2 juillet à Paris. Nous vous proposons donc d'être nos invités sur le salon, en tant que visiteurs ou même en tant qu'exposants ! Lisez la suite :)
Il nous a fallu un peu de temps pour compiler toutes nos sources d’informations et vous proposer une vision de la réalité augmentée au Consumer Electronics Show 2015 de Las Vegas. Pas mal de matériels présentés, peu d’innovations bluffantes et pas beaucoup d’usages clairs … Un résumé un peu rude mais qui semble confirmer ma vision “2014, une année de maturité pour la réalité augmentée”.