Tag: entrepreneurship

Drone Consultants Ireland wins European Satellite Navigation Competition

Drone Consultants Ireland wins European Satellite Navigation Competition

Drone Consultants Ireland wins European Satellite Navigation Competition

Bruce Hannah, (Irish National Space Centre), Ian Kiely, Peter Downey and Keith Tracey (Drone Consultants Ireland) at the Galileo Masters

A huge congratulations to New Frontiers participant, Ian Kiely, and his team at Drone Consultants Ireland on being announced as the winner of the 2018 European Satellite Navigation Competition (aka the ‘Space Oscars’).

A Media Cube (IADT) company, Drone Consultants Ireland offers a range of aerial solutions and develops UAV ideas for companies looking to improve efficiency and safety. The company also runs Drone & Tech Expo in the RDS.

The European finals of the competition took place in Marseille as part of European Space Week. Drone Consultants Ireland’s entry, Jack in the Box,  is used for UAV Persistent Surveillance. Self-contained, tethered, and aircraft-deployable, the system provides real-time visual data and pinpoints locations to assist emergency services and disaster relief in remote or inaccessible areas. It monitors up to 300 square kilometres from a fixed position, with flight times up to 500 hours. It can also operate in adverse environments without risking lives.
Jack in the Box can provide reliable positioning data to support emergency services, environmental protection, government bodies, civil defence, and border control on land, at sea, and in remote locations. It offers benefits such as reliable real-time data, extended flight times, re-usable hardware, the ability to network multiple devices, variable payload options, and cost-efficiency compared to standard aircraft.

Drone Consultants Ireland New Frontiers company wins European Satellite Navigation Competition

Peter Downey, Ian Kiely, Keith Tracey (Drone Consultants Ireland) with Bruce Hannah, (Irish National Space Centre)

Congratulating Ian Kiely on winning the European Finals, Dr. Annie Doona, President of the Institute of Art, Design & Technology, Dún Laoghaire praised the winning submission:

“We were delighted when Ian Kiely, a New Frontiers DIT/IADT graduate company from the Media Cube, won the recent Ireland Regional Competition of the 2018 ESNC Awards. To win the overall European Award is a remarkable achievement. I would like to congratulate Ian Kiely and his team and thank him for his engagement with the staff and students at IADT.”

Jessica Fuller, Head of the Directorate of Creativity, Innovation & Research at IADT commented:

“It is uplifting when a New Frontiers graduate flourishes on the programme and Ian’s success is well deserved. “The real value comes from the mentoring and financial supports available through the Media Cube. We are always looking to support entrepreneurs and innovators with a thirst for international success. It’s wonderful to see innovators like Drone Consultants Ireland being acknowledged and awarded for the risks they take. A considerable amount of effort and research made the Jack in the Box vision a reality. We look forward to working with Ian and Drone Consultants Ireland on future projects’.

The Media Cube works in partnership with Enterprise Ireland and the Local Enterprise Office in the Dún Laoghaire-Rathdown Council and beyond. It provides state-of-the-art facilities including office space, meeting rooms, boardroom and canteen facilities, serviced reception areas and of course the best sea views from its rooftop terrace!

Ann Marie Phelan, Enterprise & Innovation Manager at the Media Cube and New Frontiers Programme Manager in partnership with DIT Hothouse, works closely with client ventures to help them formulate and refine their proposition and navigate the investment options available to support the growth of their start-up. She is delighted with how well the company is doing:

The success of Drone Consultants Ireland centres on the fact that they started from the premise of building their technology around the problems faced by the emergency services in dealing with natural disaster events. The technology was specifically tailored to address the problems of trying to properly survey inaccessible locations, the need to speedily determine whether there were injuries or fatalities and the need to identify the most efficient rescue route out of the disaster area. A classic example of responding to the pain points of those they wished to serve.

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

Cork 14 entrepreneurs on their way to success - New Fronteirs

Cork: 14 entrepreneurs on their way to success!

Cork 14 entrepreneurs on their way to success - New Fronteirs

September 2018 marks an exciting milestone for 14 new start-up businesses in Cork, as they embark on a full time six-month intensive development programme to support their business growth. The New Frontiers Entrepreneur Development Programme is delivered locally at the Rubicon Centre in Cork Institute of Technology.

These 14 participants follow in the footsteps of 97 other start-up founders who have completed the programme at CIT, which has supported over 1,000 entrepreneurs nationally.

14 innovative startup ideas

The 2018 cohort reflects a wide variety of sectors:

  • Christina O Dwyer
    who is developing a new ostomy baseplate and bag to provide users with a reliable, ergonomic appliance.
  • Daniel Mulcahy
    who is providing a cost-effective way for airline passengers to join together to share taxi journeys, initially from and to airports.
  • Dave Jeffery
    is developing a platform which enables users to convert a business web app into a desktop app.
  • Loretta Kennedy
    is launching a healthy ketchup which promotes a healthy gut as well as reducing the incidence of dental cavities in children.
  • Marian Kennedy
    is developing hygienic products to assist with the post-partum care of sensitive areas for women after birth.
  • Michael O’Neill
    has created a screen time management platform designed for students, parents, teachers and lecturers focused on enabling undistracted learning and engagement.
  • Nora Irwin
    has developed a range of solid perfumes made using organic beeswax, natural pure essential oils and absolutes that can be layered to create different fragrances.
  • Patrick Corrigan
    has developed a knowledge base management and collaboration tool for businesses which allows IT to create and maintain branded documentation quickly.
  • Paul McCabe
    is developing an online platform that files tax forms for international students.
  • Pedro DaSilva
    is focusing on developing a product development service for smart charging devices, targeting the Internet of Things (IoT) industry and its demand for smart charging solutions and low power management services.
  • Ryan O Neill
    is developing a centralised online management platform supporting health, fitness and wellness professionals run their business more effectively and efficiently.
  • Seán Barni
    is developing a digital shield that puts individuals back in control of their privacy, through email, phone, virtual payment cards and identity management.
  • Stephen Fleming
    has a cloud-based software service that systematically gathers and interprets IT user experience data to generate industry-standard metrics, benchmarks and insights.
  • Tara Zuluaga Dorgan
    is creating a range of gut-centric functional foods combining ancient nutrition with modern science.

New Frontiers at Cork

Alison Walsh Programme Manager said:

“It is wonderful to welcome 14 new participants to join our latest cohort of the New Frontiers Phase 2 programme in the Rubicon centre. The standard of applications was extremely high this year and it was a very competitive recruitment process. We are delighted to have such strong projects and will work intensively with each company over the coming 6 months and beyond to help them drive the growth and success of their start up business.”

Paula Carroll, National Programme Manager for Enterprise Ireland, said:

“The New Frontiers programme delivered by the team in the Rubicon has a great reputation for developing entrepreneurs who go on to build successful businesses. We have no doubt that many of this new cohort will follow in their footsteps.”

Since the programme started in 2012, 97 New Frontiers CIT start-ups have raised over €1.050 million through Competitive Start Funding (CSF) and a further €6.478 million in public and private investment.

If you have a startup idea and would like to take it to the next level, read more about the New Frontiers programme and see our calendar for upcoming deadlines around the country.

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

Lean Startup using customer-focused development processes

Lean Startup: using customer-focused development processes

Lean Startup using customer-focused development processes

Originally published in 2011, The Lean Startup by Eric Reiss was an important moment in the history of startups. The book sets out a clear approach to developing new products and services that has established itself as the standard framework that startups now use to turn ideas into companies.

At its core, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses proposes that startups use a build, measure, learn framework in an iterative product development cycle that places the customer at the heart of the process. With each iteration, the lean startup method brings the company closer to achieving product-market fit by developing a product that serves a real customer need.

Get out of the building

The Lean Startup How Constant Innovation Creates Radically Successful BusinessesThe customer-focused development process which was originally developed by Steve Blank is at the heart of the lean startup. The answers about which features to build and which markets to target are to be found out in the field talking to customers, not at the whiteboard. The only way an idea can be turned into a successful business is through a process of validated learning and the lean startup lays out key steps to achieve this:

  • Identify your key “leap of faith” assumptions about your product and customer
  • Build a Minimum Viable Product (MVP) to test these assumptions as quickly and cheaply as possible
  • Measure your customer reactions
  • Learn from the data collected during the customer development process
  • Change direction if your hypotheses are disproven (pivot or persevere)
  • Iterate on your original idea based on the feedback

Building a Minimum Viable Product – perfection is the enemy

The goal with an MVP is to push it out rapidly with a minimum of time, development effort and expense. If your team is in a position to develop a software product in-house it is easy to become obsessed with the quality of your offering and spend too much time building features and refining the user experience.

The unfortunate fact is that quality is irrelevant if nobody wants what you are building. Rather than building out out a fully realised product and then starting to look for feedback, in the lean startup approach, the idea is to build the most basic demo possible and iterate on it early and often with customer input. If your potential customers complain about missing features this can be used to drive product development in the next iteration.

“If you are not embarrassed by the first version of your product, you’ve launched too late.”

Reid Hoffman, LinkedIn founder

IMVU – a harsh lesson in customer validation

In The Lean Startup, Eric Reiss details how his startup IMVU spent months coding a complex backend system that would allow interoperability of various instant messaging clients. Once it was ready to ship they found that no one would even download their new 3D messaging client it in the first place, so the entire development effort went to waste. They had failed to test some of the most basic assumptions about their customers before committing to a development effort. The author comes to the crushing realisation that they could have learned just as much about their customers by creating a simple sign up page where they could have gauged early interest without committing to a costly development process.

Dropbox – a highly effective MVP

As a counterpoint to IMVU’s failure to validate with customers, the author describes how the founder of Dropbox used a cleverly edited video to show how Dropbox would work in practice, long before any actual software had been developed that would allow it to work in real life. Overnight, this video allowed them to sign up over 70,000 people who wanted to use the service, proving they were meeting a real market need.

Customer development over product development

Most startups that don’t make it have usually failed due to a lack of customers rather than a lack of product development. Placing the customer at the heart of the development process, as outlined in the lean startup, is crucial for a successful outcome.

Lean Startup methodology, along with Steve Blank’s customer-focused development process and Alex Osterwalder’s Business Model Canvas, provides an excellent framework that any startup can use to test its hypotheses with the market and develop products that serve real customer needs.

About the author

Dara Burke ShowhouseVR New Frontiers ProgrammeDara Burke

Dara Burke is a past participant of the New Frontiers programme in the north-west and the founder of ShowhouseVR, a virtual reality startup that enables users to visit spaces before they are built… [Read Dara’s profile]

Other articles from the New Frontiers blog

Phase 2 New Frontiers launch at Galway-Mayo July 2018

12 high-potential entrepreneurs commence New Frontiers at GMIT

Phase 2 New Frontiers launch at Galway-Mayo July 2018

12 ambitious entrepreneurs with innovative startup ideas have made it through a competitive selection process for Phase 2 of the New Frontiers programme in Galway, funded by Enterprise Ireland and delivered by Galway-Mayo Institute of Technology.

The future business leaders started the programme yesterday, which is delivered by GMIT at its Innovation Hubs in Galway and Mayo. For the next six months, they will dedicate themselves full-time to the development of their early-start companies – receiving support in the form of training, mentoring, networking, R&D input, office space and more. A stipend of €15,000 is paid to each participant, subject to satisfactory performance and development reviews.

These 12 participants follow in the footsteps of 83 other startup founders to complete the programme at GMIT, which has supported nearly 1,500 entrepreneurs nationally.

The 2018 cohort reflects a wide variety of sectors:

  • Alan Preims, who is working on a soundtrack library for game developers;
  • Gerard Keane, who plans to develop risk management software for businesses;
  • Jipe Kelly, who is developing a platform to attract foreign students to third level colleges and universities;
  • Maneesh Kaushik, who is using artificial intelligence (AI) technology for preventive and diagnostic heart care;
  • Patricia MacEoin, who has a concept for an intravenous fluid delivery system for the equine industry;
  • Roisin Kelly, who is looking into internet safety education for children;
  • Kieran Barry, who is developing friction technology to reduce the drag on ships;
  • David McIntyre, who is creating a sensory booth for people with special needs;
  • Ferdia Kenny, who is building a recruitment platform for part-time staff;
  • Francis Bonner, whose innovative idea for functional food will blend coffee with plant oil;
  • Liam Moffatt, who is working on an athlete performance system;
  • Mark Basquille, who is developing a food supplement for athletes.

Tony O’Kelly, New Frontiers Programme Manager at GMIT, is looking forward to his seventh year supporting innovative startups on New Frontiers.

“114 new business ideas were submitted for consideration this year. It is a great indication of the strength of entrepreneurship in our region! The economic landscape in Galway continues to develop. Not only is GMIT extending the IHub to double its current capacity, other local initiatives – the Portershed, which opened two years ago; two new Bank of Ireland centres; the Start-lab, Work Bench, Agtech and NDRC accelerators; plus the BioExcell Medtech Accelerator and BioInnovate Ireland programme at NUIG – bring a wide range of supports to businesses and startups.”

Barry Egan, Enterprise Ireland Director West, commented:

“The entrepreneurs selected for this accelerated business start-up process are top quality, with great potential. We look forward to the development of the next wave of successful businesses in the West.”

Since the programme started in 2012, 23 GMIT New Frontiers start-ups have raised over €1 million through Competitive Start Funding (CSF) and over €10 million in private plus High Potential Start-up (HPSU) investment. Find out more and see our calendar for upcoming deadlines around the country.

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

Negotiating is like going into a church - New Frontiers Simon O'Keeffe

Negotiating is like going into a church

Negotiating is like going into a church - New Frontiers Simon O'Keeffe

Negotiating is like going into a church or temple. It’s different. There are different rules and etiquette. People behave differently once they are there. Like a church, negotiation has a special purpose that makes it different from ordinary, humdrum conversations. Its purpose is to reach an agreement.

But to leave it at that would be like saying that a church’s purpose is to keep out the rain. There’s more to it than that. Done properly, negotiation can deliver a rewarding and enriching experience as well as a good agreement. You can learn more about yourself by reflecting on a negotiation. You can find out more about others in the negotiation and deepen your relationships with them. Negotiation can provide space for great creativity. It’s often a chance to show and receive generosity that will repay itself many times over.

So, back to the church analogy – say a famous cathedral in a foreign city. How many times have we gone in, let the biggest decision be whether to go clockwise or anticlockwise, trudged around and left? I’m not at all religious but I remember once visiting an Armenian Catholic monastery on San Lazzaro degli Armeni, a small island in the Venetian Lagoon. Luckily for me, I was with somebody who always prepared well, so I had clear expectations about what I’d see, hear and feel. It was a visit full of wonder and I came away with a new respect for others’ practice of their religion and celebration of their history.

Of course, few of our negotiations bear comparison with visiting San Lazzaro! I don’t want to overplay the comparison. My point is this: you can reap additional rewards from a negotiation if you see it as a process to steadily and deliberately reach an agreement. The better you become at working the process, the more time you will have to spend on the people involved and on researching and understanding the issues. This is rewarding in and of itself and it will lead to a better agreement and stronger relationships.

The process of negotiation

The process of negotiation that derives from Roger Fisher and William Ury’s seminal Getting to Yes is simple to grasp, even if it’s quite hard to discipline oneself to use it! If you’re facing into a negotiation into which you’re going to commit effort, it’s well worth working on the imperatives of a negotiation that Fisher & Ury put forward. It’s even more worthwhile if it’s a negotiation into which you know the other side is going to commit effort because it helps to ensure that a principled approach will prevail.

The imperatives are:

  • Separate the people from the problem.
  • Focus on interests, not positions.
  • Generate a variety of options before deciding what to do.
  • Insist that the result is based on objective criteria.

You can approach this in stages: Analysis, Planning, Discussion, Bargaining and Agreement.


The first stage is Analysis. Spend some time, preferably with others, trying to diagnose the situation. Gather information, organize it, and think about it. Consider the people problems of partisan perceptions, hostile emotions, and unclear communication, as well as to identify your interests and those of the other side. Note options already on the table and identify any criteria already suggested as a basis for agreement options.


During the ensuing planning stage, you deal with the same four elements a second time, adopting a point of view about the people issues and what the real interests at stake are. That forms the basis for productive work to generate additional options and additional criteria for deciding among them.


During the discussion stage, differences in perceptions, feelings of frustration and anger, and difficulties in communication can be acknowledged and addressed. Each side can and should come to understand the interests of the other. Both can then jointly generate options that are mutually advantageous and seek agreement on objective standards for resolving opposed interests.


Then, in the bargaining stage, you can go hard on resolving the opposed interests and yet go easy on the people. By using the give and take of bargaining, you narrow and close the gaps and leave everyone with something.


Finally – and this is often forgotten – it’s essential that you jointly record the agreement reached. All to often, you’ll hear “but I thought you meant…”, so, write it down and agree what’s written!

So, negotiating is like visiting churches. The more you know about them, the easier it is to appreciate the specialness of one you’re visiting this time. Similarly, the better you become at working a negotiation along the lines described here, the more rewarding the process itself will be and the better the agreements you reach will be.

About the author

Simon O'Keeffe New Frontiers programmeSimon O’Keeffe

Simon O’Keeffe has over 20 years’ experience in business strategy and operations. He has been involved in leadership training of New Frontiers participants since 2011… [Read Simon’s profile]

Other articles from the New Frontiers blog

New Frontiers programme Blancharsdtown graduation group 2018

New Frontiers Phase 2 graduation at the LINC – IT Blanchardstown

New Frontiers programme Blancharsdtown graduation group 2018

New Frontiers Programme Manager at IT Blanchardstown, Colm Ó Maolmhuire, says goodbye to the latest Phase 2 cohort. 10 entrepreneurs developed their early-stage business ideas during the six-month programme, with support and training from industry experts and the staff at the Learning and Innovation Centre (LINC).

When we started on this challenging full-time programme in the cold days of November 2017, it was the energy and enthusiasm of the entrepreneurs that reminded me we were heading into the bright days of early summer 2018. Those days have now arrived and I am delighted that 10 strong, committed entrepreneurs are leaving us – in a good way!

As any startup entrepreneur knows by now, it’s chiefly yourself who will be putting in the hours – the vast bulk of the work done in an early-stage startup is by the founder and any co-founders. The real benefit of participating in a support programme such as New Frontiers is exactly that – the support.

We provide structure, time and space to develop from a well-presented business case to a ‘rocking & rolling’ enterprise. Well, that’s the plan anyway! The formal outcomes of the programme are an investor-level business plan and pitch. But, in order to get there, many other actions have to be started and completed.

Three main thoughts occur to me about entrepreneurs, startups and programmes, and how we can help support their progress:

  1. Time is short
    I joked with this group in our first workshop that six months of Phase 2 would go faster than the six weeks of Phase 1. They didn’t believe me, until it did go faster! Phase 2 requires such a step up in all aspects of starting up that the best advice is to have an action plan and milestones; then work to them. That’s the benefit of the reviews within the programme – keeping on track and adapting at the same time, in a very tight timeframe.
  2. Progress is the main thing
    Each entrepreneur and enterprise makes progress at a different pace. It depends on so many different things – product or tech development, market engagement, financial planning, costs and funding. Even though everyone starts on the same date, we don’t all finish in the same place. Progress is relative, but so are setbacks. It’s what you do next that’s now important.
  3. Thank you for your trust
    Given the energy and enthusiasm, risk and workload, and the serious challenges involved, I have the utmost respect for the real entrepreneurs who have trusted us to support them on this early part of their journey. If you do well, we do well. Thanks, and good luck!
Graduation group 10 New Frontiers programme Blancharsdtown

Blanchardstown Phase 2 graduates with Programme Manager, Colm Ó Maolmhuire (right)

The LINC – New Frontiers class of 2018

Ciaran BRENNAN graduation New Frontiers programme BlancharsdtownCiaran BRENNAN

Ground Up’s first product to market, PaidAde, addresses a huge pain point for tradesmen. Tradesmen hate paperwork. After many years working in the construction industry, Ciaran knows and understands this pain point. Through experience and market feedback they have developed PaidAde, a tool that gives tradesmen back their evenings and weekends by digitally removing the paperwork tasks from their business.

Catherine COFFEY graduation New Frontiers programme BlancharsdtownCatherine COFFEY

Lexi is an online platform that teaches non-native English speakers job-specific vocabulary. By harnessing the power of artificial intelligence, Lexi aims to change how people learn languages. They provide personalised, bite-sized language courses that are tailored to suit users’ preferred career path – that way they are learning the English they need to succeed in a working environment. Courses are constantly changing so that the content being learned is up to date and relevant.

Bernard HAYES graduation New Frontiers programme BlancharsdtownBernard HAYES

Fanled.ie is an Irish company that plans to save the music industry. They are bringing back real ownership for music fans and giving musicians the power to create their own future. This new crowdfunding platform allows fans to own a piece of publishing of a song they like, while at the same time giving direct revenue to the artist. Their goal is to be an agitator in the 21st-century music industry model and give both music lovers and music creators the power reap what they sow.

Chantel KANGOWA graduation New Frontiers programme BlancharsdtownChantel KANGOWA

Lucca Diagnostics will produce a non-invasive medical/life science diagnostic device to detect and diagnose Urinary Tract Infections. The device will make the collection, sampling, detection and diagnosis of live samples of urine and faeces a more efficient and infection-controlled process. The device is primarily aimed for use on unwell: paediatrics (0-16 years), pregnant women, the elderly, people suffering from urinary incontinence, and people who are incapacitated due to illness.

Noel McKEOWN graduation New Frontiers programme BlancharsdtownNoel McKEOWN

Teeze is a dating app with a difference. It focuses not only on people matching but meeting face to face. Teeze makes it easy to break the ice, chat and more importantly organise dates. 90% of matches in mobile dating do not meet up. Teeze uses technology and innovative features to make dates happen.

Cormac O'BEIRNE graduation New Frontiers programme BlancharsdtownCormac O’BEIRNE

RYPT is an online platform for gyms and personal trainers to market themselves, attract new clients and add value to existing clients. It provides them with the tools they need to train their clients online, and motivate them to reach their health and fitness goals. Using RYPT’s platform, individuals can find the right personal trainer for their individual needs and get all the expert advice they need to reach their fitness goals, from workout programmes to nutrition plans to wellness monitoring, right at their fingertips.

Simon RUDDY graduation New Frontiers programme BlancharsdtownSimon RUDDY

Dilution Solutions has developed a dilution device that makes it more cost-effective, safe and environmentally prudent to work with concentrate chemicals used at home and at work, for example, horticulture, cleaning and industrial chemicals. The device will be designed into a range of products for use in domestic and commercial settings.

Derya SOUSA graduation New Frontiers programme BlancharsdtownDerya SOUSA

Kianda is a cloud-based business process automation platform that provides a very simple way for non-technical users to build complex process workflows made of professional-looking online forms, without the need for coding knowledge. It enables companies to streamline not only internal but also external business processes, opening up an entirely new perspective to inter-company collaboration.

Morgan THUNDER graduation New Frontiers programme BlancharsdtownMorgan THUNDER

Bubblbook is a new way for activity providers to get in front of group organizers and take provisional bookings online. It’s also a new and easy way to organize group outings with automatic bookings triggered by interest. Bubblbook cuts all the hassle out of agreeing on the ‘who, what and when’ to focus on what matters – people getting together.

Raef TYRRELL graduation New Frontiers programme BlancharsdtownRaef TYRRELL

Ekho works to provide improved experiences and analytics for tourist attractions. Their aim is to make every visit count. Ekho uses BLE beacons and an application on a user’s mobile device to provide a proximity-enabled guided experience in a tourist attraction. Their client-base is tourist attractions, who are offered a content management system and analytics dashboard accessed via the Ekho website to manage and observe the status of their guided experience.

About the author

Colm ÓMaolmhuireColm Ó Maolmhuire

Colm is the New Frontiers Programme Manager at IT Blanchardstown. He has 20 years’ experience operating as an independent, professional management trainer, mentor and consultant. His main areas of expertise are in finance, business planning/analysis and management skills… [Read Colm’s profile]

Other articles from the New Frontiers blog

New Frontiers startup, Immersive VR Education, lists on Irish Stock Exchange

New Frontiers startup, Immersive VR Education, lists on Irish Stock Exchange

New Frontiers startup, Immersive VR Education, lists on Irish Stock Exchange

Former New Frontiers participant company, Immersive VR Education, was recently listed on the Irish Stock Exchange’s Enterprise Securities Market. The Waterford-based technology firm raised €6.7 million before expenses through listings on Dublin’s Enterprise Securities Market (ESM) and the AIM in London. The placing of 60,000,000 shares of 10p each implied a valuation of £19.3 million (around €21.6 million) on admission and the deal was oversubscribed.

Immersive VR Education is a virtual reality (VR) and augmented reality (AR) software company dedicated to transforming how educational content is delivered and consumed globally. Their virtual reality teaching platform for schools, universities and businesses allows people to create a virtual classroom to bring together teachers and learners from anywhere in the world.

The company was founded in October 2014 by husband and wife team, David and Sandra Whelan. David participated in the New Frontiers programme at Arc Labs (Waterford Institute of Technology’s Research and Incubation Centre) in 2016 and recommends the programme to ambitious entrepreneurs involved in a start-up business. A WIT graduate, he believes the AR/VR market is growing and as hardware becomes more affordable, growth will gain further traction.

“We are at the forefront of this as a VR software and technology group operating in the niche education sector, we provide students, educators with a customisable learning environment.
New Frontiers is a place where you can shape your idea into a business with a group of peers and prepare your business plan for scrutiny from venture capitalists. It’s been instrumental to establishing a solid base for our continued success and the contacts we made during the programme will of course always be useful for advice and guidance going forward.”

The first New Frontiers participant company to list on the Irish Stock Exchange

Eugene Crehan, the New Frontiers Programme Manager at Waterford Institute of Technology, said:

“Immersive VR Holdings is a great example of how an innovative technology start-up can benefit from the business development skills workshops and mentor supports available as part of the New Frontiers programme. By being technically innovative and building a solid investor-ready business plan on the New Frontiers programme in WIT, Immersive VR Holdings secured investments at several stages of their development, culminating in an IPO within three years of being on New Frontiers.”

Immersive VR Education’s listing on the Irish Stock exchange celebrates a number of firsts:

  • it’s the first IPO for an Irish tech firm on the Irish Stock Exchange’s Enterprise Securities Market (ESM) since its inception in 2005
  • it’s the first New Frontiers participant company to list on the Irish Stock Exchange
  • it’s also the first technology firm in the southeast ever to list on the Irish Stock Exchange

Virtual and augmented technologies as an education tool

Immersive VR Education’s free, award-winning platform, ENGAGE, allows educators and trainers to put together their own content in a virtual setting, inspiring students whether in a classroom, lecture theatre, operating theatre, or on the surface of Mars. The company has also won global accolades for its showcase experience, Apollo 11 VR. This multi-award winning educational experience is based on actual events and recreates the full Apollo 11 mission, using original NASA audio and mission data recorded during the 1969 moon landing. It has recently been announced that the Apollo 11 VR experience will feature as part of the launch collection for Oculus Go. In 2017, the company also launched an early release experience of the wreck of the Titanic.

The startup works with businesses and organisations such as Oculus, the BBC, HTC, the Royal College of Surgeons, and the University of Oxford. Post-IPO, the company is looking to establish ENGAGE as the world’s leading digital education and corporate training platform.

[featured image: Sandra Whelan, co-founder of Immersive VR Education, rings the bell at the Irish Stock Exchange. (l-r) Eugene Crehan (Director of Programmes, CEDRE, WIT), Sandra Whelan, Ciaran Cullen (Manager, ArcLabs) and David Whelan (CEO and co-founder, Immersive VR Education). Credit: SON Photographic]

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

Orlaith Carmody interview -leadership starts with the self - New Frontiers programme

Orlaith Carmody: leadership starts with the self

Orlaith Carmody interview -leadership starts with the self - New Frontiers programme

What is the secret to success? Orlaith Carmody, Irish businesswoman and author of Perform as a Leader, says it stems directly from authenticity. Entrepreneurs don’t succeed just because their idea is perfect, but rather it is down to their own unique blend of background, interests and passions.

Interview with Orlaith Carmody - New Frontiers

Orlaith Carmody

Orlaith’s own background as a news reporter and working on the board of RTÉ before diving into the world of serial entrepreneurship, lends well to the leadership and communication skills necessary for building start-ups from scratch.

But Orlaith recognises that the transition isn’t easy. In her book, she highlights how being an entrepreneur can be a lonely journey, especially if you were previously employed. The camaraderie, support and teamwork are suddenly gone and it’s just you and your idea.

This is why she is adamant that a true passion for your product or service is necessary to drive you on. Networking is key to this, and you should take full advantages of everything that’s out there. But the bottom line is you have to believe in it yourself!

As for all the other skills that the entrepreneur needs in their toolkit, can you simply learn them? I decided to ask Orlaith herself when I sat down with her for a quick chat…

Clear, engaging written and verbal communication… are these skills anyone can learn?

Yes, all types of communications can be learnt. At an early stage, it’s easy to get caught up with the job in hand – designing, packaging, bringing to market. It’s easy to think that communication is not important at this point. But then you have to pitch for investment and, suddenly, it becomes critical and you have to catch up!

Courses such as those offered by the LEOs or Enterprise Ireland get people in a room to learn the skills and practice in front of peers. Wherever the bar is, it can always be moved higher. If you’re already a natural communicator, you can learn to be an outstanding communicator. It’s like a muscle, the more you flex it the better you can get.

Even when you think you’re too early-stage to worry about communication, the fact is you need these skills for everything you do: speaking to banks, to providers, negotiating with a component manufacturer, when you’re writing to people… You have this one chance to engage with them – or not. When you pitch at a local networking event, you have the opportunity to connect with people who could be instrumental to your success.

So, everything ultimately comes down to communication. It’s the heart of what you do as a business owner.  But if you feel it’s not something you’re good at, go out and get support, because there is plenty of it out there. Grab opportunities to talk about your business and polish your pitch.

People on the New Frontiers programme learn to pitch from day one and will have many different opportunities to pitch along the way. What advice would you give them?

The key is to put the audience first. Don’t assume that people want you to just talk about your product or service, even if that’s what the invitation says. It’s actually an opportunity for you to connect with an audience by letting them know how your offering will benefit them. Put yourself in their shoes and talk about their needs.

Tailor your pitch every time you give it. Don’t just learn one single pitch and deliver that every time – it won’t work if it isn’t about the audience. In the end, your pitch will get stale and you’ll lose passion, which will be picked up by the people listening.

So, keep it lively, relevant and engaging by tailoring it to the audience every time – whether that’s with investors, fellow promoters, potential clients, etc. If you bring new energy to your pitch, that’s infectious and will keep people listening. Obviously you need to know your core script, but adapt every time.

Yes, the security of learning off a template is appealing. Relying on a slide-deck feels safe. But imagine being an investor who has listened to over a dozen such pitches, one after the other. Use your template as a failsafe, not as a blueprint. On a demo day, your goal is to stand out.

Leadership – every entrepreneur is meant to embody it. But how do you become a leader before you have people to lead?

If you came out of a corporate role and had a team in your organisation, you may already have effectively led people to achieve and hit goals. But once it’s you on your own, building your startup, is leadership still relevant? Absolutely, you have to start with leading yourself. You have to be positive and motivated, get into a good routine, be organised and get out networking with people.

By leading yourself and staying on top of your game, every time you go for a meeting with a bank or an investor, you’ll communicate that focus and energy, and, in return, they are more inclined to believe in you and open doors for you.

Then when taking on those first interns or staff members, they will immediately see that passion and drive. This is how you attract the right kind of people; because you need the people who will take a leap of faith in coming to work with your young startup instead of the perk-laden job down the road.

In your book, you discuss your concept of ‘commander to coach’. Can you tell us a little about that?

Being ‘the boss’ is a role that has changed in recent times. The old-fashioned notion that the boss is he (usually) who rules absolutely and must be followed unconditionally used to be universal. I like to describe it as the “I’ve the map written on the back of my eyeballs, trust me, I know where I’m going’’ attitude.

But with millennials and Generation Z, things are different. No one stays in a job for life, people move jobs regularly and they are looking for something more than blind faith and a wage package. They are looking for a sense of purpose. They want to be part of a team that is going to make a difference, they want to believe in what is happening and feel valued, that their voice will be heard, that their contribution is important.

Feeling in line with the direction the ship is going in, feeling motivated and energised – if you as a promoter can offer this, you’ll make a connection with great employees. It’s all about motivating people and being a mentor and coach to your employees, not their commander.

Fewer women than men target leadership opportunities – whether in corporate settings or in building a startup. Why do you think that is still the case?

It is changing, but it is changing slowly. Security is still an issue for women. However we cut it, the reality is that women are still taking the larger burden in care – whether that’s because of children or other carer roles.

Women who have arrangements at work where they can leave earlier to collect children from the creche and other commitments are careful to hold onto such roles because of the security it offers. It stops them, perhaps, in making the leap to entrepreneurship.

Also, women self-select. The phenomenal response to women-only calls for initiatives such as Competitive Start Fund is a clear illustration of this. When I was president of the Irish chapter of the Entrepreneurs’ Organisation, in 2014-2015, I made an increase in female membership a goal. But it was a real struggle and after six years the current president has the same challenge.

Access to finance, to supports, and to childcare are crucial and need to be in place before we’ll see gender parity in leadership roles. The Silicon Valley culture, which I saw when I started working with start-ups 10 years or so ago, was built on this notion that the start-up was your entire life. You lived in the office, practically sleeping under the desk, and you didn’t surface until your product was built.

When I was a consultant to the first Propeller Programme for women at the DCU Ryan Academy, we knew that this approach would never appeal to women. So the programme was carefully designed to fit with the lifestyle patterns of those who would be taking the course, and a direct rejection of that startup ‘mythology’ which no one needs – male or female – to succeed.

That programme has been very successful, and there are a good number of programmes out there now that are more user friendly. They give participants the space to fit something else in – whether that’s childcare, or a part-time job that funds your start-up, or learning opportunities. We’re much more sensible now and the focus on work-life balance is a healthy one.

When flexible working hours are right across the board – at whatever time of life and for whatever reason – we’ll really see change.

Why not just legislate for gender parity? Wouldn’t that be the quicker solution?

It’s possible to legislate, but I don’t know if we’ll see it here. In the UK, public boards have a quota of 30% female participation, here in Ireland state boards are now gender balanced, and part filled by a public appointment process.  I was one of the first cohorts onto a state board (RTÉ, 2010-15) where some of the appointments were by competition rather than by Ministerial selection.

Eight years on, private boards are still not as balanced as they could be because there is no compulsion to appoint women, and no one wants to see a situation where a woman is only appointed because of her sex, not her skillset. We probably could do more.

However, in the corporate world, people are selected for boards from the executive pool. If women aren’t in that pool to start with, we can’t then complain that they aren’t chosen to be on boards. Women who have had to step back to have children, or haven’t pushed for promotions aren’t there and available for selection.

Recent research from DCU on the impact of maternity leave gave a fascinating insight into the role of the company in a successful maternity leave. The company, and the line manager in particular, have a huge responsibility in how the woman re-engages. When a woman feels that her employer sees maternity leave as a problem, then it becomes a problem for her too.

Welcoming an employee back, making sure she feels facilitated to get back into work and pick up where she left off, is crucial. As we hit full employment and retention becomes an issue for businesses, the onus is on the employer not to make maternity leave a stumbling block. That way, women will continue to climb the ladder and will be in that executive pool where they will get picked for boards. They will be loyal, because they were supported. That’s good leadership.

Orlaith Carmody’s book, Perform As A Leader – The Skills And Strategies To Take You Where You Want To Go, is published by Ballpoint Press. Find out more at gavinduffyandassociates.com.

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

Gavin Duffy - RTE Dragon's Den promotional imagery by Ruth Medjber www.ruthlessimagery.com

Gavin Duffy on the changing face of business success

Gavin Duffy - RTE Dragon's Den promotional imagery by Ruth Medjber www.ruthlessimagery.com

If you’re anything like me, you’ll find Dragons’ Den on RTÉ compulsive viewing. It’s amazing to see the varied and imaginative solutions people have come up with – often to problems you didn’t even know existed. Listening to the Dragon’s questions gives a lot of insight into the thought process and approach of experienced entrepreneurs. I always take notes that I apply to my own business, and I’m sure I’m not the only one.

So, it was with great excitement that I learnt an interview had been set up with Gavin Duffy – the only Dragon to guard the Den since the show started in 2009. Gavin was already a successful businessman by the age of 17, and has gone on to conquer numerous sectors since then. He also has a keen interest in training, so I knew he would have some valuable insights for our New Frontiers community.

During our chat, we visited some well-worn topics, such as ‘what makes an entrepreneur?’ and ‘do the Irish lack global ambition?’ But we also dug into issues such as education, which I found out is a subject very close to Gavin’s heart.

Is there a particular mindset or personality that makes an entrepreneur?

Of course, not everyone starts a business in their teens as I did. For me, it was a natural progression of what I was doing at the time. Those with the best chance of success aren’t necessarily rushing headlong into it at 17 and making a go of it by some fluke! Typically, the businesses that can really succeed – generate significant revenues and sustainable employment – are those with a founder who has a track record in their sector.

That said, founding a business is a real challenge if you’re older. You might be at the stage where you’ve started a family and have a good job… but you still have that yearning to do your own thing. Deciding to set up a business at that point (jumping the wall, as it were), is a risk and that can be hard on everyone involved.

So, what should those that do decide to jump do first?

There is a fantastic network of support out there these days. You have agencies like Enterprise Ireland or the Local Enterprise Offices (LEOs) where people can get the help and advice to appraise their startup idea.

True entrepreneurs have a vision of doing things in a better way – whether that’s making, delivering, or producing something. My advice at that early stage is to make use of those available channels and get your idea validated. There is assistance and funding out there to help you with this, so make use of it!

As an investor, are you seeing a higher calibre of entrepreneur seeking capital?

I think in the venture capital (VC) world, we see more informed business decisions being made, certainly. Entrepreneurs are framing their pitches more coherently, they understand the ins and outs of investment, and we hear them use the word ‘exit’ when they describe their strategy.

For me, as someone in the investment community, it’s always good to see someone with a track record in their industry bringing a startup idea to the table. Their proximity and familiarity with the area have allowed them to spot a potential solution or market, which they have then tested thoroughly with the supports available.

What about on Dragons’ Den? Has the standard of those opportunities changed over the years?

You have to remember that Dragons’ Den is a TV show, so things are a little different there. The producers are on the lookout for ideas that are either truly brilliant or completely wacky, because good solid businesses don’t usually make the most entertaining TV.

But in terms of the business plans and investment opportunities presented, I would say there has been a marked improvement over the years. I’m impressed by the business knowledge that goes into the pitches; people are generally very well prepared.

How do you feel about the health of the business ecosystem in Ireland today?

The offering of the entire business community has improved in Ireland; whether that’s business advisors, professional services, even entities such as small accountancy firms that are advising young startups and helping them with business plans and financial strategies. Ireland is definitely an enterprising country.

I take part in the Enterprise Towns expos, which are organised by Bank of Ireland. Most people judge the economy by looking at their local high street and the number of vacant retail units can lead to them lamenting the loss of family businesses and assuming that the economy is struggling. But that’s only because retail as we knew it has changed dramatically in the past 10 years, so much of it has moved online and now high streets are mostly about food and coffee!

However, turn up to an Enterprise Town event and you’ll see as many as 150 amazing local businesses. They may be run from a garden shed, or a shared office somewhere, but they are providing employment and are part of the backbone of the country. During the downturn, some people had no choice but to set something up for themselves, and they’ve proved very successful at it. Industries evolve, we have to learn to recognise the changing face of success.

We’re great at small business, then. But some people talk about a lack of ‘global ambition’ in Ireland. Where do you stand in that debate?

I hear that criticism frequently. “Irish entrepreneurs are happy with ‘lifestyle businesses’ and don’t tend to go further. Or they sell up.” I think this complaint overlooks one thing, which is that in the tech world there are different classes of business. Companies such as Stripe are platform businesses – they are a global play from the very start, and the reality is that such businesses will always be in the minority.

If a business involves a branded product – say, a food product – you can achieve success and go on to enter other markets, but there will always be much bigger players in those markets that you have to either compete with or who will potentially make you an offer you can’t refuse.

I don’t believe that somehow Irish entrepreneurs are less ambitious than anyone else. It simply depends on what part of a market you’re in. If you look at the handful of major, global entrepreneurs, Ireland is very well represented. For instance, you have the Collisons (co-founders of Stripe), or Liam Casey (founder of PCH). Go back a generation and you have examples such as Smurfit Kappa, Independent News and Media, or Glanbia.

Given its size, is conquering the Irish market enough?

Ireland is a pretty small market, which means that businesses must think about other markets. It’s tricky being an island market, too. If you’re in mainland Europe and need to meet people or attend an event, you can get to eight capital cities within an easy train ride. That’s not the case here, but luckily technology is changing the way we conduct business and geography is becoming less and less of an issue.

That said, I recognise that the Irish can get quite fixated on their home market. A few years ago, one of my investments, TanOrganic (founded by Noelle O’Connor), was doing very well in the Australian market. Marissa Carter then launched Cocoa Brown in the Irish market, where she completely surpassed us. It shouldn’t have been an issue for us, as we were taking such strides in Australia, but somehow it felt like a failure not be Number 1 back at home.

What’s needed to ensure the next generations can compete in the global marketplace?

I see a key role for education systems, but they are slow to adapt. Primary education is still chalk-and-talk; at junior or leaving cert level the curriculum is still a reflection of where we were 15 or 20 years’ ago – because that’s how long it takes to effect change in the education system.

Both primary and secondary schooling needs to change utterly. No one graduating from university at this point is going to get a job in a company, work for 40 years and then retire with a nice watch. There isn’t a single industry or sector that operates in that way now. Younger generations need to learn a different range of skills.

It’s not the sole responsibility of schools to make this change. Change is required in society generally, that includes parents, and of course business. In a generation’s time, the ‘professions’ as we know them won’t be employing people at the same level or in the same way. It’s a big challenge that we haven’t addressed yet

So if we add Computer Science lessons to the curriculum, everything will be OK?

Technical skills are crucial, of course, but I don’t mean we need an entire generation of coders, either. Creativity and innovation may be ‘softer’ skills, but they matter just as much. Being able to sell yourself, create a product or deliver a service needs to be engendered in the education system, and reinforced at third level.

It’s great to see some of the Transition Year projects around the country, were pupils set up a business and get some real-life experience of what might be involved. For some, that’s their first ever understanding of business. I was lucky, because business was the family pastime. That’s not the case for a lot of kids.

I’m Chairman of an organisation called BizWorld Ireland. We run two-day enterprise workshops for children aged 10 – 13 and there’s one thing that always surprises me. The children in primary school have these truly global ideas – creative, world-changing initiatives. By the time they get to TY, the ideas are a lot less ambitious.

You’ll have come across Sir Ken Robinson’s assertion that education hinders the creativity of students the longer they are exposed to it. I’ve seen direct evidence of that. So, while we’re teaching children the right blend of skills they’ll need for tomorrow’s workplace, we should also be working hard to stop putting up barriers for them. The ambition younger children have is phenomenal, if we can nurture that we’ll be securing a sound footing for the future of business.

Check out Gavin’s recent article What’s your Business Strategy for 2018? – 5 Easy Wins for the New Year for more business insights

[Featured image courtesy of Ruth Medjber – Ruthless Imagery. Gavin Duffy on the set of Dragons’ Den (RTÉ)]

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

scriba - dublin design studio/david craig new frontiers alumnus

Featured startup: Dublin Design Studio (Scriba)

scriba - dublin design studio/david craig new frontiers alumnus

David Craig is the founder of Dublin Design Studio and inventor of Scriba, a new generation of stylus for mobile devices. David wrote an article for New Frontiers over two years ago, recalling his journey through the early-stage development of Scriba, up to its highly successful Kickstarter campaign in August 2015.

We thought it would be a good idea to catch up with David, as he prepares to send out the first batch of Scribas to his Kickstarter backers. It’s been a longer production period than expected, but the product has undergone a few significant improvements, which David hopes will make it worth the wait.

Let’s get back to summer 2015. The team had already experienced the trials and tribulations of hardware development and had fully working prototypes. The discussion moved on to materials, manufacturing, logistics, and the other elements involved in delivering a quality, shop-ready product. David was clear he wanted to manufacture in Ireland, instead of going the somewhat obvious route of finding a plant in China.

David was introduced to the business development manager from Hasbro – the famous toy manufacturer – who was able to offer a partnership with Cartamundi, their Waterford-based manufacturing arm. With a strong manufacturing support, this meant the team could move into the design for manufacturability (DFM) phase. A whole new language had to be learnt at this point, as David worked with engineers and the Hasbro/Cartamundi team to perfect the design, assembly and materials. There were plenty of challenges and even the bespoke packaging that suspended the product to show off its unusual form was a complex design challenge that needed to be solved.

(click to enlarge the images)

Through an Enterprise Ireland Innovation Voucher, Dublin Design Studio worked closely with Athlone Institute of Technology’s CISD to develop the design of the 3D model that would be used to create the very expensive tool required by injection moulding. Getting the geometry correct from both a manufacturability perspective, in addition to the look and feel of the product, required many iterations; even though the electronics of the product were well-established, the form and feel of the product would have a huge impact on the user experience.

By Christmas that year, David assumed they were ready to go into production. However, a suggestion of an alternative tool design that would yield noticeably better quality results and an associated quote from the tool makers that was double the anticipated cost meant David had to make a difficult commercial decision.

“I felt strongly that anything that might let down the perceived quality of the overall product must be sorted out, and with competition from the likes of Wacom, Adonit and even Apple, it was important that Scriba was as perfect as humanly possible.”

With support from volunteers and numerous interns – David thinks his team may have involved a total of 50 people – all contributing their own expertise and insights to the product, Scriba has evolved into more than just a stylus. David has grown a network of mentors, advisors and friends who have also been instrumental to the realisation of this product. With such a complex project, it’s easy to get bogged down in the details or be consumed by the technical difficulties, so his strategy has been to celebrate the small wins whenever they happen.

“What I probably didn’t appreciate as much at the outset is that as a startup, developing hardware encompassed so many other fields. For instance, we’ve not only developed a hardware product, we’ve also created an ecommerce site, developed an SDK for software developers and produced six apps to go with it!”

The manufacture process itself threw up a number of technical hurdles, each one seemingly insurmountable. David credits the openness of the wider network he had at that point with his ability to overcome each one… companies went above and beyond what would have been commercially expected, and generously gave any insights and expertise they had. In addition to Cartamundi, of particular note were IPC Polymers in Kilbeggan who opened their doors to David to develop and test composite plastics to meet the product’s particular technical requirements. Scriba really is a testament to the Irish business ecosystem.

In parallel with the hardware and materials, the team moved onto software – developing apps and adding functionality (for instance, Scriba can trigger your iPhone camera and you can use it to control presentation slides or annotate PDFs).

“I wanted to change people’s perception of what a stylus could be. Every day I would ask myself: what value can we add for our end users? Sure, people will use the stylus for sketching and drawing; but that’s not all they do during the day so how can we fit into their lifestyle even more?”

A selection of artwork created with Scriba

(click to enlarge the images)

David, an architect by training, says he doesn’t get to spend long days ideating and being immersed in design. As a startup founder, his time is mostly taken up with other, more pressing issues: marketing, logistics, HR, management, finance and business development.

To keep the lights on during the development of Scriba, Dublin Design Studio has taken on a variety of architectural projects, and collected a few awards for these over the past couple of years, including Best Housing in last year’s RIAI Awards. Scriba itself has won a shelfful of accolades – the Irish Times Innovation Awards, UK Design Week Awards, Bank of Ireland Startup Awards and the IDI Awards to name just a few.

Fast forward to October 2017, and the very first batch of Scriba styluses has been manufactured, packaged, and is currently heading out to those first Kickstarter investors, who pledged over two years ago. David has been careful to keep these backers up to date along the way and has sent them regular updates and progress reports.

“I’m pretty hands on and to understand the process, I spent the day at the plant in Waterford working with the operators on the assembly line. That incredible moment of having the very first one, boxed, in my hands, was just amazing. It’s been such a long road and thanks to everyone’s perseverance and hard work it’s now a reality.”

General sales of Scriba are about to go live, initially via their own website – getscriba.com – and also on Amazon. Scriba has been accepted onto the Amazon Launchpad programme, which showcases innovative new products from startups. This will be crucial to the firm’s success, as they have identified Amazon as the key channel for their target market.

David is keen to point out that Scriba is only the first product the studio plans on creating. The collective knowledge the team has acquired since David’s very first prototype will be no doubt be channelled into other exciting projects. It certainly sounds like David is itching to get back to design, so I don’t think we’ll have a long wait!

About the author


Scarlet Merrill

Scarlet Merrill is Editor of the New Frontiers website and founder of her own startup, Engage Content Marketing. She is an expert in designing and executing content strategies and passionate about helping businesses to develop a quality online presence… [Read Scarlet’s profile]

Other articles from the New Frontiers blog

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