Hi, I'm Paul!

Having spent over ten years working in the healthcare/pharmaceutical sector, over the last fifteen years I have gained significant KE experience across multiple roles in Higher Education. Having initially joined Coventry University with a focus on health technology commercialisation and industry partnerships, I took on responsibility for development of institutional KE strategy, and delivery against corporate targets in 2010.

Transitioning through organisational change to Director of Enterprise & Innovation, I led an expanded international business development and sales team (including staff in Brussels, Brazil, Dubai, and South East Asia) and focused on developing strategic partnerships across multiple sectors, and securing investment and funding for collaborative research, consultancy, and skills projects. Today, I am responsible for the Innovation Ecosystem (IE) at Coventry University, and a team of c60 people. Leading the institutional response to the KEF and KE Concordat,  the IE brings the Intellectual Property (IP), KE, Industrial Innovation, and SME Support Programmes together under one area.
 

I have very fond memories of working as trainee engineer at the very start of my career with the gas mains service laying teams at what was British Gas North Thames in London. Detecting cables, digging up roads, laying pipes, and replacing valves gave me a fantastic grounding in team working and the importance of (literally) “getting your hands dirty” on projects. Despite all of the practical skills I picked up, I’m not sure if any employer would be happy to let me loose on a pneumatic drill, hammerhead mole, or wacker plate these days…..
 

I have really enjoyed working with the PraxisAuril team, external specialists, and an enthusiastic group of KE leaders (from very different institutions) in the planning of the Leadership in Knowledge Exchange programme. The opportunity to capture multiple views on the key skills and behaviours of a KE leader, and draw upon the wealth of examples and knowledge from across the sector (and outside) has been a great experience. We are all keen to keep refining the course contents to ensure they remain both challenging and relevant for the aspiring KE leaders of the future – feedback from the delegates will be absolutely critical!
 

For partnerships to be genuinely strategic from the outset, developing a shared vision, mission, and a jointly agreed strategy are essential. It must be a mutually beneficial relationship, with the right balance of commercial and reputational returns for both parties. Time must be taken to build trust and establish the relationship through a range of shared activities, not all of which will be successful. The partnership must recognise and adapt to the inevitable differences in organisational culture (behaviours, values, priorities, agendas, language, and pace), and be in constant dialogue. 

From my own experiences of innovation, governance, and managing strategic partnerships - all of the above is perhaps best illustrated by the long-term relationship I have been involved in with HORIBA MIRA. Multiple shared activities have led to the creation of a world-class environment (ASSURED CAV) to simulate, test and evaluate the security and safety of Connected & Autonomous Vehicles (CAV), and a global centre for developing specialist skills in emerging automotive technologies.