What startups, diversity and sustainability can bring to aerospace (part 2)
In the recent ATI Boeing Accelerator ‘Innovation & Investment’ webinar, panellists from the programme, DASA, Boeing and Plyable discussed some of the silver linings from 2020.
The pandemic has been a catalyst for change — both good and bad. At our recent ‘investment and innovation in aerospace’ webinar, it was clear from our panel that, while the aerospace industry has been negatively impacted in the short-term, the longer-term outcomes as a result of the pandemic are very positive. One key win for the industry, and the world more broadly, is an even bigger push in sustainability.
I was joined by Johanna Campion, the ATI Boeing Accelerator’s Venture Partner, Nichola Bates, Boeing Lead for our programme and part of the Boeing Horizon X Global Ventures team, Andrew Peaty, Innovation Partner at the MOD’s Defence and Security Accelerator (DASA), and Martin Oughton, CEO and Co-Founder of Plyable.
In my first article, I explored how startups can get in front of the right investors, partners and programmes in a less serendipitous world. But, in a world where air travel is restricted and a range of industries are struggling, where do the opportunities lie to build a better future?
Here are some thoughts from the panel on the positives and potential that can come from this period of time and, importantly, how startups can play a vital role.
A Renewed Push on Sustainability
As previously highlighted, Nichola shared that “the other thing that I do think that’s come out of this, and will, as we look back on it in history, will be a real turning point, is the focus on climate change. There’s no doubt in my mind that this is also a pivotal moment for us in that sustainability effort.”
Boeing — for the first time in its history — has appointed a Chief Sustainability Officer. Nichola added, “I think that’s going to be a real powerful and positive step forward that we’re going to get out of this year.”
In 2019, the UK was the first country to pass a law that requires the government to reach net-zero emissions by 2050. The country is also working towards the UN’s Sustainable Development Goals (SDGs), which extend to reducing inequalities and improving gender equality. These goals are set for 2030. The industry has a huge role to play in working towards all of these outcomes, and this is where opportunities lie.
Using Boeing as an example, the role of the Chief Sustainability Officer extends far beyond just actions that could help combat climate change. The approach to sustainability also looks at both social and governance priorities, playing into wider commitments to responsible and inclusive businesses practices to create a positive global impact.
But these very ambitious goals set by governments around the world, and then championed by industry, need to be broken down. As Demond Tutu once wisely said, how do you eat an elephant? One bite at a time.
How do we even begin to break down these scary goals, let alone start achieving them? We wanted to understand how a company like Boeing is looking at the smaller bites that need to be addressed and where the work of innovation and investment play a role.
Nichola said, “I actually do think that it [sustainability] won’t come about from one big thing. I do think that it will be that kind of building the momentum of all of these little pieces of the puzzle coming together and that drive going forward.”
She continued, “I think that the people part of it is going to be just as important as anything else. So getting the cultural piece right. For us, looking at sustainability isn’t just about the environmental impact, it’s much wider than that. So I think that it will be just almost a culture change, and then that will be a transition over time. I don’t think there’s a silver bullet to this.”
Government initiatives help to focus the mind on what needs to be achieved and puts the demand on industry to address these issues. In itself, this removes barriers that can often delay such initiatives, usually talked about but pushed to the bottom of a to do list. This is now a top priority without internal debate, but in aerospace it is a long period of development time to go from an idea to an aircraft safe and in the sky. The development time barrier still exists; and this is where startups can play a pivotal role.
Nichola added, “Looking at our accelerator cohort … with a focus on sustainability, I think that that’s a fundamental, positive piece of that puzzle in bringing forward that technology and bringing forward new ideas from people that aren’t necessarily part of the aerospace conversation today. And bringing that real diversity of thought because I think that, as an industry, we do need to challenge our current view of how we’re doing things and really look at, is there a different way? Are there different ideas? And what can we bring forward that we haven’t thought of before?”
If more people from a vast mixture of backgrounds can look at different bites of the elephant, new ways of thinking, products and services, can be digested and help tackle the challenge of sustainability.
Nichola finalised this thought by saying, “… really finding a place where we can surface some of this innovation and bring it to the top, because I think that it does get crowded out by the big ideas and the big challenges. And I think there are so many little challenges that we could meet through innovation that actually the sum of those would be just as powerful as some of these big fundamental changes at the top.”
So with an appetite to disrupt and invite more people to tackle the challenges at hand, how do founders without industry contacts get a seat at the table?
A Foot in the Door
The good news for founders out there is that the door is already open for you to bring forward your ideas. The question is which door? While you may not be able to get in front of the CEO of Boeing from a LinkedIn Inmail, programmes and innovation arms are working hard to ensure they review everything they are sent. More importantly, they are eager to look outside of industry.
DASA’s Andrew Peaty said “If you’ve got a diversity of people, you’ve got a diversity of ideas. And that’s what we’re after, because if say, you go for a standard defence-orientated company, like British Aerospace or what have you. Great set of people, I’m sure, but there’ll be a certain amount of groupthink there.40% of the people we deal with have never come to defence and security before. So we are their first application into the defence and security regime…. I’m more than happy to try and get to the new people. And they’re the people that hopefully have the good ideas.”
Normally, serendipitous encounters from visits or trade shows would account for a lot of the time spent finding new interesting companies, which in this period of time causes issues for startup programmes as much as the founders themselves. However, DASA is combatting this issue by doing ‘virtual roadshows’. The organisation is already partnering with the Welsh Government to run a county by county virtual roadshow, which will put the invite out for anybody to come and talk to them.
Andrew continued, “my virtual door is always open for a chat. And as a government, we’ve got to be seen to be fair, if nothing else. So, anybody can put an application in. Literally anybody can put any application in and it’ll be treated exactly the same… Obviously the better written ones will go further, but that’s life. If you had a really great idea and you don’t express it very well, that’s unfortunate. But once again, where someone like myself can come in, I can give some basic guidance about what would look good, about how to make your proposal stand out a bit better and what you should emphasize and what you shouldn’t.”
Nichola also said that when it comes to Boeing, “I think that it’s just really about being more thoughtful and intentional about our programs… But again, for me, diversity isn’t just what it looks like, it’s the diversity of thought. And because I think that the culture that we have in aerospace is very monoculture. So for me, it’s about bringing people from different backgrounds, with different experiences, that didn’t come through the aerospace factory of aerospace employees and to really challenge our thinking. And so I don’t necessarily think that that’s just on race or gender. I think that it is really on experience and outlook that we need to get those diverse teams through and those innovators to come and really help us challenge our thinking.”
In short, if you have an idea that could make a difference in aerospace or defence, no matter where it sits in the development pipeline, the opportunity exists and there are doors open for you to share your ideas.
Industry is Listening
But, if you do have ideas to share, how can you increase your odds for deeper conversations? To echo thoughts shared in part one, research, relevancy, and clarity of messaging are important. As Andrew said, “obviously the better written ones will go further, but that’s life. If you had a really great idea and you don’t express it very well, that’s unfortunate.”
First impressions, whether serendipitous, an application form, pitch deck or Zoom call, count. Research will make sure the pitches that you do move forward with are relevant to the person or organisation you are targeting, but should also help you refine your pitch and be clear in the problem you’re solving.
Plyable CEO Martin spoke to the approach that he took to winning customers, and argued that his time on the ATI Boeing Accelerator programme helped make more valuable connections, but he did share some advice that rings true no matter what you’re pursuing. “You only need one to get it and give you a shot, so that was our strategy. Relentless determination, get an aim and go after them.”
Johanna also highlighted that “in the end, it’s about the individuals having the right focus and the right energy to go about unlocking what is in ways, a very challenging door to get into an industry and sell things to people.”
What’s clear in talking about the opportunities available in these sectors — or any sector — is that while technological advancements will play a pivotal role in meeting the aims of sustainability, people are the critical factor.
Solving problems should involve minds from many different backgrounds and experiences, not just those who have spent time in one industrial silo. Being invited to sit down will rely on getting the right attention and coherently summarising your offer in a way that grabs the attention of the right individuals and institutions. But once you have their attention, you have a real opportunity to argue why you and your team will be a valuable asset to a wider mission. Show your passion, integrity, and skills.
The research and arguments for diversification in industry have long been made. Now — more than ever — more people are open to listening.
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For more information about the programme, please contact the Aerospace Xelerated team:
Gabi Matic — gm@xelerated.aero | linkedin.com/in/gabrielamatic
Wil Benton — wb@xelerated.aero | linkedin.com/in/fatkidonfire
Ksenia Kurileva — kk@xelerated.aero | linkedin.com/in/kseniakurileva
Dana Zou — dz@xelerated.aero |linkedin.com/in/dana-zou/
