A high-end, glossy magazine published bi-monthly, Cambridge Catalyst features profiles on high-flying local start-ups and entrepreneurs, opinion pieces, interviews and news from the fizzing Cambridge tech cluster, plus premium lifestyle content including motoring, fashion and travel.
ON T H E P U L S E O F T H E C I T Y ’ S BU S I NE S S C OMMUN I T Y
Game-changing, life-saving medtech innovations from the Cambridge Cluster
CONTENTS
04 NEWS & EVENTS
News and events, including details on the launch of WeWork Cambridge.
08 HEALTH SPECIAL
Cambridge medtech entrepreneurs share their game-changing innovations.
As we speed towards a fourth industrial revolution, new technologies are poised to bring about radical changes in almost every aspect of our lives. One sector expected to see particularly dramatic disruption is healthcare, where digital solutions have the potential to transform the landscape for both patients and practitioners; delivering a much greater degree of personalisation and precision in medical care and, ultimately, vastly improved outcomes. Cambridge is a nexus of the medtech sector – estimated to be worth $405 billion per year – with a globally renowned reputation for developing innovative medical technology. From a company with a biopsy breathalyser on a mission to save 100,000 lives, to a firm cleverly closing the imperfect feedback loop between doctor and patient with the help of AI, we meet five revolutionary local medtech companies on page 8. Also pondering the impact of Industrial Revolution 4.0 is Dr Alex Carter, a teacher at the University of Cambridge’s Institute of Continuing Education. If you’ve ever panicked that a perfectly honed algorithm might usurp you professionally, check out his piece, Help, A Robot’s Stealing My Job! , for advice on how us carbon lifeforms can develop our creativity and abstract thinking to avoid being displaced by machines. One group of Cambridge professionals warmly welcoming the arrival of robots in their workplace is the so-called ‘SMART’ team at Nuffield Hospital, a group of elite surgeons utilising the Mako robotic arm in surgery. A hundred successful, robot-powered operations in, we speak to these practitioners to hear how this tech is transforming their work on page 17. We also get more advice on investing in the Cambridge ecosystem – this time focusing on crowdfunding – on page 28, speak Cambridge-based e-bike makers Flit about their phenomenal Kickstarter success on page 32, and bring you the latest Cambridge tech news on page 36. Enjoy the issue and look out for number 4, out in November.
17 A HELPING HAND
Nuffield Hospital’s elite team of surgeons give their view on the Mako robotic surgeon’s arm. 20 HAPPY WORKPLACE, HAPPY MIND? Charlotte Phillips speaks to local companies about creating a happy, healthy workforce. 24 HELP, A ROBOT’S STEALING MY JOB!
Dr Alex Carter considers how human creativity might be able to help us beat our robot usurpers.
27 PITCH PERFECT
Local start-ups give us their pitch. Up this month: Cambridge Cancer Genomics.
28 INVEST IN THE ECOSYSTEM
Anna Lawlor shows you how to get a slice of the booming Cambridge economy.
32 OUR CROWDFUNDING STORY
The makers behind Flit e-bikes share their remarkable Kickstarter story, offering advice for other would-be crowdfunders.
34 THE BIG 3
Matthew Cleevely, founder of 10to8, on the three professionals integral to his success.
36 TECH BYTES
The latest news from the fizzing Cambridge Cluster. 40 DOING GOOD & DOING WELL
NICOLA FOLEY EDITOR IN CHIEF
The Cambridge social ventures making an impact.
44 MEALS ON WHEELS
The owners of Cambridge’s restaurant on a bus share their journey so far.
EDITORIAL EDITOR IN CHIEF Nicola Foley 01223 499459 nicolafoley@bright-publishing.com CHIEF SUB EDITOR Beth Fletcher SENIOR SUB EDITOR Siobhan Godwood SUB EDITOR Felicity Evans JUNIOR SUB EDITOR Elisha Young ADVERTISING AD MANAGER Sam Scott-Smith 01223 499457 samscott-smith@bright-publishing.com SALES MANAGER Krishan Parmar 01223 499457 krishanparmar@bright-publishing.com MANAGING DIRECTORS Andy Brogden & Matt Pluck 01223 499450
CONTRIBUTORS Alex Carter, Anna Lawlor, Charlotte Phillips, Eric Mayes, Matthew Cleevely, Matthew Gooding
48 HOOK, LINE & SINKER
Eric Snaith, owner of Eric’s fish and chip shops, on his recipe for success.
@cambscatalyst cambridgecatalyst.co.uk
50 SPACE EXPLORATION
DESIGN & PRODUCTION DESIGN DIRECTOR Andy Jennings EDITORIAL DESIGN Alan Gray, Emily Lancaster, Bruce Richardson AD PRODUCTION Man-Wai Wong catalystads@bright-publishing.com
We explore business spaces in the area, from co-working hubs to conference venues.
55 LIFE & STYLE
Restaurant Twenty-Two review, what’s on and Christmas party inspiration.
CAMBRIDGE CATALYST IS A MAGAZINE BY BRIGHT PUBLISHING, MAKERS OF CAMBRIDGE EDITION
WANT TO RECEIVE COPIES OF CAMBRIDGE CATALYST?
CAMBRIDGE CATALYST Bright Publishing Ltd, Bright House, 82 High Street, Sawston, Cambridgeshire CB22 3HJ, 01223 499450 cambridgecatalyst.co.uk All rights reserved. Material contained in this publication may not be reproduced, in whole or in part, without prior permission of the publishers. Views expressed in this magazine are not necessarily those of CAMBRIDGE CATALYSTor Bright Publishing Ltd, which do not accept any liability for loss or damage. Every effort has been made to ensure all information is correct. CAMBRIDGE CATALYST is a free publication that is distributed in Cambridge and the surrounding area.
Visit cambridgecatalyst.co.uk and sign up to be added to the distribution list.
3
ISSUE 01 I 3
cambridgecatalyst.co.uk
The latest developments in the world of Cambridge business, innovation, start-ups and networking
Apprenticeship scheme launches to plug skills gap
The need for a better trained and qualified future generation of workers becomes ever-more pressing – which is where the new GCP apprentice service comes into play”
Home to over 1500 technology-based firms employing some 57,000 people, the so-called Silicon Fen generates an annual revenue of more than £13 billion, making it Europe’s largest tech cluster. As the sector continues to boom, the need for a better trained and qualified future generation of workers becomes ever-more pressing – which is where the new Greater Cambridge Partnership (GCP) apprentice service comes into play. The initiative was launched this summer with a goal of creating more than 400 new apprenticeships across Greater Cambridge, welcoming students of any subject but particularly those in sought-after STEM disciplines. It will be managed by Form the Future CIC and Cambridge Regional College (CRC), helping young people in education find, apply for and secure positions, with a wider aim of challenging preconceptions about apprenticeships, such as who can sign up and the types available. Cambridge Regional College will support businesses by helping them to establish how their skills gaps could be filled with apprentices, and how to
tackle issues such as charges and grants, while Form the Future will be responsible for communicating the service to students and parents, highlighting the opportunities that apprenticeships can provide. It will also help students get onto schemes with employers via group work, careers fairs and provision of one- to-one preparation. As part of the service, new website gcapps.co.uk will enable candidates to register interest and enable employers to promote apprenticeship opportunities. “Apprenticeships are not only a tremendous opportunity for young learners to start a great career, they’re important in improving social mobility,” comments Anne Bailey, co-founder and director of Form the Future CIC. “As a facilitator of this service, we have three vital roles. Firstly, in raising awareness; secondly, in demystifying apprenticeships for students and their parents or carers and, thirdly, in helping students identify the apprenticeships they want, and managing their expectations and preparing them for interviews.” greatercambridge.org.uk/skills
4
ISSUE 03
cambridgecatalyst.co.uk
NEWS
THE DAWN OF THE DATA AGE
WeWork Cambridge launches
WeWork, a global network of co-working hubs, is due to open the doors to a new Cambridge outpost in October. Located at 50-60 Station Road, this sleek new facility has capacity for 1000 members spread across three floors, and looks set to become a favourite for the city ’ s mobile workers and start-ups. Since starting life in New York in 2010, WeWork has expanded into cities from Beijing to Brisbane, now managing more than 800 workspaces globally. WeWork Cambridge is located at the
CB1 Business Centre, a stone’s throw from the train station, and will offer a conference room, event spaces, lounges and private offices, plus hot- desking available from £250 per month. Amenities include on-site showers, sound-proofed booths for phone conversations, refreshment stations and stylish common areas. You can also expect a mixture of professional and social events, from thought-leadership panels to cheese tastings. wework.com
What opportunities does big data provide in the 21st century? Find out at The Dawn of the Data Age, an event hosted by Cambridge Enterprise & Technology Club (CETC) on 17 October. Taking place at Metro Bank in the city centre, it features speakers including data scientist Ben Green, Noel Craven from LGT Vestra, and Martin Brown from Geospock. The event begins at 6pm and tickets are £15. cetc.info
AGRI-TECH WEEK 2019
Celebrating innovation across the sector, Agri-Tech Week takes place 4 to 8 November, yielding a busy programme of events, visits, workshops and discussions at venues across East Anglia. An opportunity to meet new collaborators, customers and partners, the event includes Agri- Tech East’s REAP conference on 6 November. Taking place at the Rowley Mile Conference Centre in Newmarket, this day-long event will
explore how the concept of ‘One Agriculture’ (an integrated approach to harnessing innovations) could help farmers and growers fulfil their roles as producers of food, suppliers of green energy and bio-based materials, and custodians of the countryside. Elsewhere on the programme, topics including innovation in hydroponics, GPS monitoring for livestock, irrigation and more will be in the spotlight. agritech-east.co.uk
5
ISSUE 03
cambridgecatalyst.co.uk
NEWS
AUDACIOUS MOBILE NETWORK POWERED BY CAMBRIDGE TECH
and transforming it into an algorithm for a personal hearing profile, which can dynamically adjust the audio of a mobile phone call. The automation of this is fundamental to the solution, meaning there is no perceptible latency and lag on the call. “The beauty of Audacious is its simplicity – you don’t need to change your mobile phone or add any accessories,” explains Audacious CEO, Rob Shardlow. “Simply do the quick, free online sound check to find out how you hear, receive your personalised hearing profile and then order your customised Audacious SIM card that works for how you hear.” audacious.co.uk
Audacious, a new mobile phone network that offers a solution for users with a range of hearing needs, launched in the UK in August. Providing a personalised service for those with hearing loss, the company’s mission is to make calls clearer – serving the 67% of Brits who struggle to hear when making phone calls – and utilising pioneering tech that tailors people’s calls based on their unique hearing profile. A large part of the technology Audacious uses was developed right here in Cambridge by world-leading hearing scientist professor Brian Moore. He led the development of a means of accurately testing the frequencies that someone can hear over the phone
CW TEC 2019 A day geared towards engineers, the annual Cambridge Wireless Technology & Engineering Conference returns on 26 September, this year serving up a focus on 5G. Offering a more technical focus than CW’s yearly International Conference, the event will explore in detail the game-changing innovations that are transforming the mobile
network as 5G moves from theory to practice. With a particular focus on the engineering challenges of 5G access networks and last-mile connectivity, the agenda will give delegates access to the opinions and experience of prominent subject matter experts from across the telecoms industry. cambridgewireless.co.uk
6
ISSUE 03
cambridgecatalyst.co.uk
HEALTH SPECIAL
As we stand on the brink of the fourth industrial revolution, healthcare is set to undergo radical changes. Here, we take a look at five Cambridge businesses developing innovative medical technology to change patients’ lives for the better
8
ISSUE 03
cambridgecatalyst.co.uk
HEALTH SPECIAL
"Bios, a specialist in neural engineering, has come up with an interface that allows computers to communicate with the brain"
many believe this more personalised approach could soon leave the traditional drug companies and their blockbuster drugs on the sidelines. Cambridge has long been a global centre of excellence when it comes to medtech, with the city’s plethora of design consultancies churning out devices and algorithms to combat a wide range of diseases. Meanwhile, support agencies such as Health Enterprise East and its medtech consultancy are on hand to help entrepreneurs bring their ideas to life. Bios A USB port in your body might sound like a gimmicky way of charging your phone on the go, but there’s a serious application for it, which is being developed by the Cambridge start-up, Bios. A specialist in neural engineering, Bios has come up with
cross the globe, healthcare systems are coming under increased strain, with a
growing and ageing population meaning resources are stretched more thinly than ever before. Technology has long been hailed as the solution to many of the problems facing doctors as they deal with a catalogue of chronic conditions, and now a new generation of entrepreneurs is ready to bring about a healthcare revolution. Alongside the novel devices and apps that will give patients more control of their own treatment, advances in artificial intelligence and compute power mean analysing big data sets to discover new therapies or pinpoint the most effective treatments is becoming easier than ever before. The medtech market is already pretty hefty, generating revenue of $405bn worldwide in 2018, and
an interface that allows computers to communicate with the brain. The initial application the company identified for this was the Prosthetic Interface Device (PID), a universal port, like a USB, designed to allow amputees to connect a range of prostheses directly to their nervous system. Bios hopes the PID will begin clinical trials in the not-so-distant future, but now the company – co-founded by Cambridge graduates Emil Hewage and Oliver Armitage – is expanding its horizons, looking at areas such as neuroceuticals: artificial
9
ISSUE 03
cambridgecatalyst.co.uk
HEALTH SPECIAL
Atrial fibrillation is a significant and growing problem, and the number of sufferers is set to double by the year 2040"
huge range of fields, who have come together to make this incredibly complex technology work seamlessly. Their expertise ranges from machine learning, neuroscience and medical robotics to biotechnology and medical specialists, but we’re looking forward to growing the team even further.” bios.health Cambridge Heartwear Over 15 million people a year globally suffer strokes, and a Cambridge start- up hopes to help cut this number with its novel device, which can detect the early signs that all is not well in the heart. Cambridge Heartwear says its low-cost, next-generation monitor, Heartsense, is the world’s only wireless charged ECG device that is backed by a dynamic artificial intelligence platform. This clever combination assists the doctor in the identification of worrying or dangerous heart rhythms. The company’s chairman and co-founder Dr Rameen Shakur says Heartsense is able to detect atrial
intelligence-based medical treatments, which adapt signals from the brain to fight disease. Indeed, earlier this year, Bios reported it has created a neural data biomarker discovery platform capable of quickly and accurately picking out signals from the brain that affect our health. It is hoped this platform can form the basis for developing neuroceuticals, and Bios intends to work with partners in healthcare to explore its potential. Based at the Future Business Centre, Bios secured a $4.5m seed funding round from investors in the UK, Canada and Silicon Valley last year, which has allowed it to expand its team and open an R&D office in Montreal, a global hotspot for AI talent. Co-founder Emil says: “This funding round marks a new chapter in our company’s history as it gives us the opportunity to leverage our full potential technically and develop our product for the wider ecosystem. “We have an incredible team already made up of experts from a
fibrillation (AF), a palpitation which is often missed, but can often go on to cause a stroke. “It is estimated that 1.4 million people in England have AF, 2.5% of the population,” he says. “This is a significant and growing problem, as that number is set to double by the year 2040, given the obesity, diabetes and hypertension epidemic in the UK and many western countries. “AF is the most common cardiac arrhythmia and an important risk factor for stroke. Treatment with anticoagulants can halve the risk of strokes from AF, but early therapy
RIGHT Heartsense is Cambridge Heartwear’s low-cost, next-generation monitor powered by a dynamic artificial intelligence platform. It consists of an array of sensors that feed data back to the AI platform, and can be used to detect heart conditions such as atrial fibrillation
11
ISSUE 03
cambridgecatalyst.co.uk
HEALTH SPECIAL
Hakim Yadi describes as “software as a medical device”. “The standard doctor/patient interaction is that when you’re sick you go to the doctor, get a prescription, then go back and see them again a few weeks or months later to see if it has worked,” he says. “This means as a patient you’re often left waiting for an appointment, and the doctor has to rely on partial information they received from the patient when making decisions about the efficacy of a treatment. It’s an imperfect feedback loop, and we have a digital means to close that loop.” Closed Loop’s platform allows closer monitoring of drug and behavioural therapies, and uses these insights to tailor treatments to the individual. Patients receive a customised prescription that combines existing drugs with digital elements and medical devices. “For example, if we notice a patient is engaging particularly well with behavioural therapy when it involves watching videos, we can ensure they are delivered more video, rather than written, content,” Dr Yadi says. Closed Loop was founded in 2017, and has secured backing from a number of notable Cambridge investors including Cambridge Angels, IQ Capital and Martlet. Its chairman is renowned biotech entrepreneur and investor Dr Andy Richards, who has been involved in some of the Cambridge cluster’s biggest life science success stories. The Closed Loop vision is to put the power of therapy in the hands of the individual, so they can benefit from a truly personalised treatment"
is important, so identifying and diagnosing AF and other heart rhythms requires a wearable and dynamic device. Heartsense does this.” Dr Shakur founded the company after seeing first-hand the problems caused by AF during his career as cardiologist and clinical academic. He designed and built Heartsense with the help of co-founders Dr Robert Lowe and Professor Roberto Cipolla, who is a machine learning expert from Cambridge University’s department of engineering, whose father died from a stroke. Heartsense features an array of sensors that feed data back to an AI platform. This helps identify potentially problematic heart rhythms and flags them up to doctors. A finalist in the Fast Company 2019 World Changing Ideas Awards, Heartsense is currently being trialed in the UK and US. “We are currently undergoing accreditation for the device and hope to have clinical devices available in early 2020,” Dr Shakur says. cambridgeheartwear.com Closed Loop Medicine Truly personalised medicine is the holy grail for many in healthcare, delivering optimum treatment for patients and welcome efficiencies for care providers. Closed Loop Medicine believes it has come up with a solution that could personalise treatment of many common conditions, combining traditional and digital therapeutics to create what CEO and co-founder Dr
ISSUE 03 12
cambridgecatalyst.co.uk
HEALTH SPECIAL
Dr Yadi, one of five co-founders of the firm, says the Closed Loop approach could be applied across a wide variety of conditions where treatment involves drug and behavioural elements, and initial areas of focus include sleep disturbance and hypertension. In July it raised £1.3m to fund a research programme looking at a combined drug and digital approach to manage high blood pressure. “No two patients are the same, and our vision is to put the power of therapy in the hands of the individual, so they can benefit from a truly personalised treatment,” he says. closedloopmedicine.com operating theatre near you soon, and Cambridge’s CMR Surgical is hoping to grab a big slice of the market. The company is the developer of Versius, a next-generation surgical robot that can perform minimal access, or keyhole, surgery in a range of different areas. Keyhole surgery is far less risky than carrying out an open procedure, and it is hoped the rise of robots such as Versius will help reduce the number of open operations carried out around the world. Small and portable, meaning it can easily be transferred between operating suites and even different hospitals, CMR believes Versius will also help improve hospital efficiency. The company was founded in 2014, and has grown rapidly in the last five years, closing a record-breaking Series B financing round in 2018. In total the round raised $100m, the largest amount ever secured by a European medical device business. It has since moved into a purpose-built global headquarters at Evolution Business Park near Milton. Versius itself received the European CE mark in March, and has CMR Surgical Robots will be coming to an
been through various rounds of trials already, including carrying out its first operations on human patients. It undertook 30 laparoscopic procedures as part of a clinical trial at Deenanath Mangeshkar Hospital & Research Center in Pune, India. The surgeries consisted of minor, intermediate and major gynaecological and upper gastrointestinal procedures, and no
adverse effects were reported as a result of the use of Versius after a 30 day follow-up. “This first-in-human series is a significant milestone in bringing Versius to operating theatres around the world,” explains Mark Slack, chief medical officer at CMR Surgical. “These initial results are positive and we look forward to further advancing our mission to bring the benefits of minimal access surgery to everyone who needs it. This series is part of our drive for the responsible introduction of surgical robotic systems that puts safety and effectiveness above all else,” he concludes. cmrsurgical.com
ABOVE CMR developedVersius, anext-generation surgical robot thatcanperform minimalaccessand keyholesurgery
We look forward to further advancing our mission to bring the benefits of minimal access surgery to everyone who needs it"
13
ISSUE 03
cambridgecatalyst.co.uk
HEALTH SPECIAL
Owlstone Medical Owlstone is on a mission to save 100,000 lives, and given the company’s, er, breathtaking progress in recent years, few would bet against the Cambridge diagnostic pioneer achieving this noble ambition. Based at the Science Park, Owlstone is the firm behind Breath Biopsy, a platform that operates by detecting and analysing volatile organic compounds (VOCs) found on breath. Changes in these VOCs can indicate the presence of a number of different diseases including cancer, so a simple breath test could quite literally save your life. “Breath Biopsy is perfectly suited to address two of the major challenges of health care today: early detection and precision medicine,” Owlstone’s director of investor relations, Chris Claxton, tells Cambridge Catalyst . “For many diseases, the key determining factor in how successful treatment is likely to be is how early in its development the disease is identified. Metabolic changes occur at the very earliest stages of disease, which means the byproducts of this changed metabolism, when volatile, can be detected on breath, potentially well before other physical symptoms have become apparent. “For precision medicine, because Breath Biopsy directly accesses the underlying molecular mechanisms of disease, it has the potential to provide researchers with critical insights on the onset and development of disease, and to help pharmaceutical companies better understand the mechanism of action of their drugs in development
Breath Biopsy has the potential to provide researchers with critical insights on the onset and development of disease, and to help pharmaceutical companies"
and to help stratify patients and guide decisions on dosing,” Chris explains. The Breath Biopsy was born out of the personal tragedy that struck Owlstone co-founder and chief executive Billy Boyle in 2012, when his wife Kate died of colon cancer. She wasn’t diagnosed until the disease had reached an advanced stage, and since then Billy and his firm have been dedicated to developing technology to ensure other patients don’t suffer the same fate. Owlstone’s ReCIVA breath sampling device won the MacRobert Award, the top prize in UK engineering, in 2018. No wonder then, that the company has proved popular with
ABOVE Owlstone Medical’s ReCIVA is a breath sampling device that can detect the presence of different diseases, including cancer
investors, raking in over $73m in the last three years. With its products still in development, Chris says Owlstone Medical has plenty to keep it busy in the near future. He says: “We are focused on continuing to deliver on all fronts for the business: building deeper ties with current and new pharmaceutical and major academic customers in the UK, US and around the world; driving our clinical trials towards reporting milestones; and developing tests, including for drug metabolism measuring using EVOC probes and environmental exposure monitoring to be launched in the near-term.” owlstonemedical.com
15
ISSUE 03
cambridgecatalyst.co.uk
HEALTH SPECIAL
Nuffield Health Cambridge Hospital is the first and only hospital in East Anglia to offer Mako robotic arm-assisted surgery for knee and hip replacements. Here, its elite team of Cambridge surgeons discuss their work with this innovative technology
ecent investment in highly advanced technology has transformed the way joint-
implant, where I’m expecting to implant it and how I’m going to implant it.” Also operating at Nuffield Health Cambridge Hospital, one of the few hospitals to provide a personalised surgical plan for full hip, knee and partial knee joint replacements, Mr Chris Gooding says: “The Mako has added a significant amount to navigation: it is accurate, it’s validated. There’ve been recent studies, two papers in the last six months, showing it delivers; it’s accurate in the orientation of the implants and for leg lengths, which is often the patient’s concern. It’s accurate within one to two millimetres and, within the orientation of the cup, within one to two degrees.” Remarking on how the innovative new surgery aims to provide improved recovery time, reduced pain and improved activity levels, Mr Joel Melton says: “Why are these patients seeing a more rapid recovery? It’s because of improved accuracy of implantation, better ligament balancing around the joint, and that also translates to improved functional performance in the future and function that will last for longer.” Looking at improving patient outcomes, Mr Andrew Carrothers
replacement procedures are performed at Nuffield Health Cambridge Hospital. Utilising Mako’s groundbreaking technology are a prominent group of orthopaedic surgeons known as SMART (specialist Mako-assisted robotic team), based at the award-winning hospital, who’ve already undertaken 100 successful operations. “The benefits start at the planning stage – prior planning and preparation is always really important in any operation,” says SMART member Mr Stephen McDonnell. “The CT scan gives the surgeon additional information, which they may not have appreciated on just a plain X-ray. I see the Mako a bit like a GPS in theatre, which gives us constant feedback at every turn, making sure we know exactly where things are and that we get precision with the operation.” The state-of-the-art system works alongside the expert surgeons, from pre-surgery planning stages through to assisting in the surgery itself to improve the accuracy and precision of the procedure. “What Mako allows us to do, from pre-operative planning and the use of the robot, is to really ensure we get that implant for the replacement in the best possible position,” adds Mr Graham Keene, another member of the team. In providing patients who require orthopaedic surgery with a full robotic arm-assisted procedure package for hips and knees, Mr Joel Melton highlights that “there are elements of robotic surgery that allow me to plan and prepare in a way I wouldn’t be able to do with conventional techniques”. He continues: “For example, with the Mako workflow process and the pre-operative CT scan, I can size and position my implant before the operation has even begun, so I can take those elements out of the surgery and have a much better understanding before surgery of what I’m expecting to
I see the Mako a bit like a GPS in theatre, which gives us constant feedback at every turn, making sure we know exactly where things are and that we get precision with the operation"
concludes: “In providing real-time feedback throughout the surgery, a CT scan of the patient allows a 3D model to be replicated, so we know exactly what their anatomy looks like. Robotic assisted surgery is a real advance in orthopaedic hip and knee surgery and I think it will come into the trauma field for the future.”
MEET THE SMART TEAM Nuffield Health Cambridge Hospital’s elite group of surgeons, known as SMART (specialist Mako-assisted robotic team), are specialised in utilising the Mako robot to create specific 3D plans personalised for their patients, enabling joint replacement procedures with even greater surgical precision. Pictured (left to right): Mr Andrew Carrothers, Mr Graham Keene, Mr Stephen McDonnell, Mr Chris Gooding and Mr Joel Melton
17
ISSUE 03
cambridgecatalyst.co.uk
THOUGHT LEADERS
Serial nanotech entrepreneur Eric Mayes shares his thoughts on bringing technology to market
ife rewards the curious. Curious people were the first ones to find food and start fires.
to help hard-disk media companies increase their storage density. In my research, I had this idea of using a naturally occurring protein (ferritin). I got really excited when I heard the media industry needed to achieve certain design criteria and I thought: ‘biology has already done that’. As the years went by, I became more excited by our technology – focusing my curiosity inwards. But that meant when flash memory – a radically new type of storage – entered the arena, I wasn’t prepared to respond. Flash would overhaul the industry dramatically, consigning most consumer hard disk drives (and, by extension, our technology) to a dusty bottom drawer. Ultimately, it taught me how important it is to keep asking questions and staying curious in all directions. It’s the only way to know your environment and where your product fits in. Understand your customers These lessons came with me when, in 2010, I joined Endomag as employee number one. I knew nothing about Endomag’s area of business – breast cancer surgery – but this was actually an advantage, because this time I could fully engage my curiosity. I asked a lot of questions. I got to know a lot of people. I spoke with clinicians and focused on learning their language and finding out what their clinical needs were. When I opened myself to uncertainty, I gained greater clarity in the business. Understand your market I began to study the breast cancer care environment within the UK. The standard of care had just been updated, reducing the number of lymph nodes that needed to be removed during surgery to determine whether cancer had spread. These lymph nodes were located using a blue dye and radioisotopes, which had to be injected 24 hours before surgery.
Curiosity has brought us everything from the compass to antibiotics, and to finding a way to the moon and back. It has kept us alive and innovating for thousands of years. Curiosity matters. Yet all too often in business, we forget about it. A depressing recent survey of 3,000 employees found that less than 24% feel curious at work, and 70% said they face blockers in their career that stop them from asking questions. Looking back on my own career, here’s how being curious helped me: In the beginning… Twenty-two years ago, I took the daunting leap of going from PhD student to full-time entrepreneur. My scientific education had fostered a respect for curiosity within me. I wanted to hypothesise and experiment, ask questions, gain understanding and be honest when I didn’t have the answer. I took these beliefs with me when I started my first business in 1997. NanoMagnetics was a little technology start-up with a big idea to disrupt the data storage industry: use biology
By talking to clinicians and asking questions, I found out that this process was incredibly limited, both geographically and financially. Radioisotopes need to be shipped daily to hospitals and have very short shelf lives. This means patients have little control over when or where they complete their surgery. When the supply chain fails, people face delays for the scans with very little notice. Knowing this, we wanted to build a company that could do better for people with breast cancer. Replacing the radioactive and dye tracers with one single magnetic one, Endomag found a way to prevent surgery when it wasn’t needed, improve it when it was and increase access for everyone, financially and geographically. We could have made technology that eased the transportation of radioisotopes or created smaller Geiger counters, but Endomag isn’t about fitting into a failing supply chain. It’s about disruption and improving accessibility for patients. Our products are now available in over 30 countries and have treated over 60,000 people. Curiosity is the key It isn’t easy to bring a new product into the healthcare market. There are countless hurdles beyond acceptance of your product by your customers, such as regulatory approvals and quality manufacturing. I always tell my team: gain customers’ time and trust by employing your expertise and a strong understanding of their needs – and build these by embracing your curiosity. Business success is never far behind. Eric Mayes is CEO of Endomag, which uses magnetism and nanoparticle technology to help surgeons mark and remove cancerous tissue.
I wanted to hypothesise and experiment, ask questions and gain understanding"
ISSUE 03 19
cambridgecatalyst.co.uk
WELLBEING
WORDS CHARLOTTE PHILLIPS
ISSUE 03 20
cambridgecatalyst.co.uk
WELLBEING
Catalyst speaks to local companies who put employees’ wellbeing to the fore, working to create a happy, healthy workforce
and negative consequences that end up making the situation worse. Dr Richard Stevens, a convenor for The Changing Face of Medicine, a future-gazing think tank that looks at how the medical profession might evolve in the years to come, cites the introduction of flashy new technology designed to free up doctors’ time and improve their wellbeing. By handing over some of the routine tasks to AI, doctors would be able to spend longer with patients. However, then the bean counters would step in and decide to use that extra time by upping the number of patients. “You have fewer doctors seeing more patients and working just as hard, if not harder, for an encounter that probably isn’t as good for the patient,” explains Dr Stevens. John Toplis, a chartered psychologist and the chair of the Essex and Ipswich branch of he Chartered Institute of Personnel and Development, sees wellbeing as a moral and philosophical issue. Some firms pay employees as little as they can. Others take the view that they want the people who work for them to For wellbeing initiatives to work, they can’t just be a pretty bit of window dressing that gussies up a job ad and makes the bosses feel better"
ellbeing at work is one of those honeyed phrases that gives you a warm, fuzzy feeling.
be free to focus on doing a good job. “You don’t want them worried about where the next day’s work is coming from and worrying about the roof over their head, so paying a living wage is where a lot of employers are. Some go to the opposite extreme and bend over backwards to attract and retain highly competent and often very technical staff,” John explains. For wellbeing initiatives to work, they can’t just be a pretty bit of window dressing that gussies up a job ad and makes the bosses feel better. They need to be well thought-through, so they genuinely make people feel good about themselves, their work and their workplaces. Fortunately, our area abounds in companies where wellbeing isn’t an add-on, but an essential part of the corporate culture. Care for employees translates not just into imaginative initiatives, events and facilities, but a caring culture that underpins day- to-day working life. Arm, for example, has a progressive approach to leave and flexible working practices, which enables people to design their working hours around what suits them best. A helping hand or quiet chat, sensitively offered or delivered, can sometimes be all that’s required for an employee to feel understood and supported. “Wellbeing for us pretty much encompasses everything that we’re doing,” says Ben Mancini, development lead at Redgate Software. The company may mark Mental Health Awareness Week with some stunningly innovative events, but it’s what happens year-round that defines its approach to wellbeing. One big change is that enlightened employers are recognising there’s no longer a rigid division between work and family life, but more of a permeable barrier. Staff would once have been expected to leave any difficulties with relationships, money or children at the office door. Increasingly, they can raise
Who wouldn’t want to have a healthy workplace where employees, as per ACAS' criteria, ‘feel valued and involved in the organisation’ and work in ‘flexible and well-designed jobs’? According to the WHO, wellbeing is about more than just not being ill or infirm. It’s ‘a state of complete physical, mental and social wellbeing’. And a healthy workforce matters. Without it, says the WHO, companies, communities and, ultimately, entire countries lose out. And there’s more: being happy at work can be literally a life or death matter. A toxic workplace can kill you, says academic Jeffrey Pfeffer. His book Dying for a Paycheck cites factors that can impact your health and longevity, like redundancy, shift work, job insecurity and limited control over your working life. Cynics might argue there’s the risk of turning employee wellbeing into yet another tick-box exercise. And they’d have a point, particularly when some initiatives – supposedly designed to improve wellbeing – have unintended
21
ISSUE 03
cambridgecatalyst.co.uk
WELLBEING
any issues – work or home related – and get the support they need. “What we tend to find is that when people do have problems, they’re not normally work problems,” says Ben. “They’re normally things occurring outside work – the break-up of a relationship, problems with childcare, stress about money problems.” Redgate’s approach is hands-on and focused on prevention, rather than cure. Each department has a people partner who’s there to provide dedicated support for managers. “They’re there to make sure you don’t get to the point where something becomes a problem,” says Ben. “They offer advice so you can talk things through before you speak to someone who may be having difficulties.” For firms that take on this wider, more supportive role, considerable commitment is required. “We’re really aiming to help people climb as high as they can in their careers, but catch them if they fall,” says Alison Hughes, HR director at Cambridge Consultants. For her, the starting point
Though problem-solving is a big part of ensuring employee wellbeing, companies in our area are also packed with imaginative initiatives to challenge and support employees, enhance job satisfaction and are a lot of fun"
was working with a team of business psychologists and around 100 people in the organisation to capture the company’s values. “We know care is a very important value, but we wanted to get that information out to our new starters early on so they understood, although they were joining a relatively large organisation, they were joining a very family-friendly organisation, too.” Cambridge Consultants provides a counselling line – funded by the company – to pick up on mental health and wellbeing issues, and is about to unveil a volunteer team of mental health champions. “They’ll have nothing to do with you in terms of being your line manager or HR, but are there as trained listeners,” says Alison. Where employees have disabilities, the support and attitude of a supportive employer can make a huge difference to their sense of wellbeing. Companies are required by law to make reasonable adjustments, says Ben Lewis. His company, Dyslexia Box, provides workplace adjustments to people with conditions including dyslexia, dyspraxia, autism, ADHD and mental health. The goal is to help employers get the right support in place quickly and sensitively. Often, his team will be called in when an employee is struggling and has fallen behind with their work. An assessor will sit with the worker, see where they’re falling behind and suggest ways of putting things right. Solutions can be straightforward. “For someone with dyslexia who is struggling to read emails for example, a simple piece of £50 software can read their emails to them,” he says. Encouragingly, they’re starting to be called in before new staff start with a company, reflecting the fact that people feel more able to talk about their disabilities during the recruitment process. “We provided assessments and got the ball rolling with employers and employees before they started their new positions. This seems to be
when the employee has been open about having a disability – at or around interview stage,” says Ben. Though problem-solving is a big part of ensuring employee wellbeing, companies in our area are also packed with imaginative initiatives to challenge and support employees, enhance job satisfaction and are lots of fun. Take the ‘Feel Good Fund’ team at Redgate. Its remit: helping to improve the wellbeing and fun that people have in the company. “That could be organising punting in Cambridge, a cinema night or a games night – and it goes on throughout the year,” says Ben. There are also yoga and pilates classes, massages and – a highlight of Mental Health Awareness Week – dog therapy – “unsurprisingly fully booked within about half an hour”, adds Ben. At Arm, the FlexPot – introduced two years ago – gives people the freedom to choose their own benefits. In the past few years, these have ranged from art classes to laser eye
ISSUE 03 22
cambridgecatalyst.co.uk
WELLBEING
surgery and healthcare costs for family and even pets. Cambridge Consultants, meanwhile, provides free meals that get people together, as well as Thursday and Friday evening drinks on the company’s rooftop bar. “It’s all about fostering these relationships and friendships that are so important in a working environment,” says Alison. The way a building looks and feels and the facilities it offers can also make a major contribution to workers’ wellbeing, says Colin Brown, director of portfolio development at the Howard Group. The Works, the group’s ambitious development in south Cambridgeshire, is currently taking shape. Its 63,000 sq ft of flexible, modern business space incorporates worker-friendly features like a full- height, six-metre wide atrium, flooding the building with natural light. “Research from the World Green Building Council tells us workers who have a view of the outside are likely to be up to 25%more productive,”
he says. There will also be break-out areas, amenity spaces and individual office suites. “It will offer the best of both worlds,” he says. “Self-contained offices with their own front door, coupled with exceptional shared spaces for teamworking, networking and relaxation.” At Incubyte, where budding entrepreneurs and early stage planned to make it a thoroughly inviting space. In addition to sit-stand desks, balance stools and anti-fatigue mats, there’s a gym and spa, and a cafe and bistro, with a nursery on the way. For anyone doubting whether wellbeing initiatives work, companies have the research to prove it. Redgate and Cambridge Consultants both survey workers regularly to measure the impact their initiatives are having, while workers helped by Dyslexia Box companies work alongside like-minded businesses on a membership basis, the working environment has been carefully
say, according to informal feedback, that the support has made a huge difference to their productivity, morale and relationships with colleagues. Perhaps even more significant is the fact that, while many staff would once have kept problems to themselves, they’re increasingly open about raising them, not just when they have an issue, but later on, as a way of helping others who may be experiencing similar difficulties. At Cambridge Consultants, there’s a transparent culture that benefits everyone. “You’ve just got to give people every opportunity to be heard,” says Alison. “Many do come and talk to us and we openly encourage that.” Speak up and, in some workplaces, says Ben at Redgate, there’s the sense that it’s the end of your career. “Here,” he explains, “it’s seen differently – as an experience you’ve gained, which, if anything, will help you in the future, because you will recognise the signs in other people.”
LEFT The Works, in the south Cambridgeshire countryside, offers lots of worker- friendly features
23
ISSUE 03
cambridgecatalyst.co.uk
EDUCATION
Developing our creative side is a way to help humans fight back, says Dr Alex Carter of the University of Cambridge’s Institute of Continuing Education (ICE)
t is broadly agreed the ‘Industrial Revolution 4.0’ is here: we have already seen
the loss of quite a few traditional jobs, such as manufacturing, to robots, so where does this leave us humans? It appears we will be performing the complex ‘thinking’ jobs that cannot be automated. What this means is, in essence, a higher percentage of us than ever before will need to develop flexible and creative thinking to tackle a constantly shifting landscape. I have been developing a series of short courses at ICE to develop precisely the skills that will be in demand in the future: creative and abstract thinking. These courses will cover subjects such as the theory, history and philosophy of creativity, and they are courses aimed at anyone and everyone.
top three increasing skills as analytical thinking and innovation, active learning and creativity, and originality and initiative. The ICE courses will develop all three of these – not only with their content, but also in the way that adult students are taught through ‘active learning’, rather than more traditional ‘chalk and talk’ teaching. Can creativity be developed? While it is generally agreed creativity is not something you can teach, the good news is that, in my experience, a creative mindset is highly developable. It simply takes practice. As a theoretician and teacher, my involvement in developing these skills can only be half of the story. The other half must come from the students themselves. Working in adult education, I am continually impressed by my student’s readiness to develop a flexible mindset and challenge what they think they know. Recently, a student on one of my courses, a retired medic in his 70s, said to me: “I always thought the world was
black and white, but after studying at ICE for two weeks, I’ve come to realise there are shades of grey!” I find it interesting that Steve Jobs, founder of Apple, was fond of saying his success was due to hiring artists and musicians fascinated by technology, rather than computer specialists. I think the imperative now is not simply to find ways of working with AI, we also need to see this as an opportunity for us to grow as human beings. On the other hand, I am not immune to the threat AI poses: teachers have already begun to be replaced with scripted AIs. If I don’t want to find myself writing scripts for robots, I also need to stay agile. This plays no small part in my decision to develop courses in creativity theory and creative practice. Applying creativity to real life An example of the kind of conversations participants in the courses will engage in: students will consider Jackson Pollock’s approach
In demand: people who can destabilise and create anew The World Economic Forum has
recently identified those skills that will, in the near future, “form the competitive edge for any organisation”. Its report, Towards a Reskilling Revolution , lists the
ISSUE 03 24
cambridgecatalyst.co.uk
EDUCATION
FIND YOUR INNER CREATIVITY AT ICE Dates The short courses start with A short history of creativity, Who can attend Anyone can attend, whatever their qualifications (or lack of them), and ICE prides itself on creating an encouraging atmosphere for all its students, whatever their background. There are over 250 high-quality, part-time and short courses throughout the year, which include University of Cambridge qualifications. ICE is characterised by friendly groups of committed students against the backdrop of the resources of one of the best universities in the world. Sample content 1: Creativity down the ages The early notion is of ‘creation’ as something coming only from God; fast- forward to the Enlightenment to creativity as something done by a few ‘geniuses’; and then to the modern democratic concept, whereby anyone can be creative. Sample content 2: ‘The throne of agony’ concept This theory, developed by Sally Hogshead, explains the key to any creative thinking process. The first stage of creative thinking is usually positive, with lots of ideas coming forth, followed by a stage of doubt and self-criticism. This is followed by the ‘slump’ or ‘throne of agony’. However, a second wind can be triggered if a new idea is introduced from left field – the odder the better – which can have the curious effect of sparking new ideas, often building on some of the earlier ones. 13 to 15 December. Visit ice.cam.ac.uk for further information about courses, plus a new diploma in Creativity in 2020.
As E M Forster puts it, creativity impels us to ‘leap before you look’. You still have to use your intelligence, but you needn’t rationalise every action before you commit to it. As I say, this takes trust – in oneself and one’s colleagues – but also in giving oneself ‘permission to fail’. Not every failure is a disaster, and we are most creative when our backs are against the wall. These courses at ICE are aimed at anyone who wants to understand and contribute to the rapidly changing world around them. They are suitable for people from all walks of life and all backgrounds: from those in the creative industries all the way through to those working in more process- driven jobs, such as technology or scientific research. The one thing that is certain is we are all creative, and we all have untapped potential.
to painting – that of creating through ‘abstinence’, ie not trying to paint, but rather letting the painting disclose itself. Novelists can also apply the same approach by standing back from the fictional characters they have created and let them develop of their own accord. Equally, a company director overseeing a new phase in their business might adapt the Pollock approach by not imposing objectives or strategies aimed at mitigating risk, because these same objectives might also delimit creativity. An alternative ‘risk strategy’ would be to embolden staff by building trust and by fostering an agile and responsive organisation. We need to see this as an opportunity to grow as human beings"
25
ISSUE 03
cambridgecatalyst.co.uk
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68Powered by FlippingBook