Entrepreneurial Magnetism: My Journey from Engineering PhD to Tech Entrepreneur

By Dr Xinru Li

The challenge of magnetic components in power systems

In today’s world, where technology constantly redefines the possible, the demand for efficient and reliable power systems has never been higher. From everyday devices like laptop chargers to electric vehicles, magnetic components are at the heart of these systems. Yet, they remain the bulkiest, least efficient, and most failure-prone parts. My research tackles these challenges by using advanced soft magnetic nanocrystalline materials to redesign magnetic components. Our prototypes have demonstrated a remarkable threefold increase in energy density, a 20 per cent reduction in energy losses, and enhanced mechanical robustness compared to traditional solutions. These advancements pave the way for lighter, more efficient, and far more reliable magnetic devices, presenting a promising solution for the next-generation power systems.

The birth of Granta Advanced Magnetics

This challenge became the foundation of my PhD research and ultimately led to the creation of Granta Advanced Magnetics and Electronics Ltd. (GAME), a company dedicated to developing innovative magnetic solutions for next-generation power systems across a variety of industries including automotive, electronics, renewable energy, and aerospace.

Bridging the gap between engineering and entrepreneurship

During my second year as a PhD student, I had a pivotal realisation: my research had the potential to significantly improve power systems. But that realisation came with a challenge. As an engineer, I had limited understanding of the commercial side of technology. Eager to bridge that gap, I enrolled to do EnterpriseTECH, where I could learn how to evaluate the commercial viability of new technologies. The programme, with its intensive lectures and hands-on group projects, provided me with an introduction to the business world. Working on a technical commercial feasibility project, I gained practical experience in assessing business models and strategies. One of the most valuable lessons I’ve learned about the commercialization process is the critical importance of bridging the gap between research and market needs. While technical innovation is crucial, especially during the transition from researcher to entrepreneur, it is not enough on its own. To successfully commercialize a new technology, we need to thoroughly understand the pain points and demands of the industry and align our innovation with those real-world needs. Pitch Night was especially memorable as it was my first time pitching. The combination of excitement and nerves made it a real-time test of my ability to communicate effectively under pressure, especially as English is not my native language.

Gaining practical business skills through EnterpriseTECH STAR

After completing this foundational programme, I felt ready to deepen my entrepreneurial knowledge and was selected for EnterpriseTECH STAR Cohort III in 2022. Here, I stepped out of my comfort zone, learning to present confidently to a wide range of audiences. The STAR programme helped sharpen my business pitch and provided invaluable mentorship that guided me through refining and polishing my business idea. For a researcher with no formal business background, STAR was the perfect environment to help me transform an early-stage concept into a detailed, executable business plan.

Competing on Larger Platforms

Post STAR, I started to look for opportunities to further develop my business on larger platforms, competing in initiatives like MiraclePlus, the HICOOL Global Entrepreneurship Competition, and the PHBS-CJBS Global Pitch Competition. These competitions were focused on early-stage startups, requiring participants to pitch their ideas to a panel of industry experts and investors. The emphasis was on demonstrating market fit and scalability, which helped me refine my business model and gain insights into the financial viability of my technology. One judge’s feedback on simplifying technical jargon for a broader audience truly resonated and became a guiding principle in how I communicate and pitch my work. While winning wasn’t always the outcome, the experience of competing against established founders was invaluable—there was always something new to learn. As a prize recipient, I am now one of the talent scouts of Hicool, so I can provide internal referrals for anyone in Cambridge who is interested in this competition.

Pitching and after pitching

Today, I’ve secured several industrial partners and customers, and my journey as an entrepreneur continues. What I’ve learned along the way is that pitching is an excellent tool for refining a business idea. From the application process, where you’re forced to clarify your vision, to engaging with investors and experts who ask probing questions, each interaction helped me sharpen my business model, reveal areas for improvement, and discover new opportunities for growth.

However, pitching is just the beginning. Securing partnerships and customers also comes with its own set of challenges. Building trust with industrial partners requires more than just showcasing the technical merits of your innovation; it demands proving its commercial viability and demonstrating how it integrates into their existing product lines without causing disruption. This often involves long cycles of negotiation, customisation, regulatory reviews, and trials to ensure that your product meets their specific needs. The process can be time-consuming, but the reward is a stronger, more market-ready solution that addresses real-world problems.

A reflection on my personal journey

Reflecting on my journey, what surprised me most about becoming an entrepreneur was how much personal growth was involved. I expected the technical and business challenges at the beginning, but I hadn’t anticipated how much I have learned about resilience, adaptability, and communication. The process has pushed me out of my comfort zone countless times, forcing me to wear many hats—from researcher to strategist, negotiator, and leader. Every obstacle has been an opportunity for growth, and that’s been one of the most rewarding aspects of this journey.

In the next few years, I see GAME becoming a key player in the development of cutting-edge magnetic components for industries that demand efficient and compact power systems, such as renewable energy, aerospace, and data centres. Our goal is to continue pushing the boundaries of size, efficiency, and reliability by suing advanced materials and innovative design techniques to overcome the limitations of current magnetic components.

My long-term vision for GAME is to evolve into a leader in the power magnetic component industry, providing go-to solutions for companies seeking to optimize size and energy efficiency while reducing costs and minimizing environmental impact. I aim to build strategic partnerships with major industry players and expand our product line to serve an even broader range of applications. Ultimately, I envision our technology becoming integrated into next-generation power systems, contributing to a more sustainable and energy-efficient future.

At present, GAME is already profitable, allowing us to sustain and grow the business. While we are excited by this success, we are actively engaging with potential investors and exploring other grant opportunities to support the next phase of development, including scaling production and expanding our team.

Advice for fellow scientists and researchers

It has been great to see how the EnterpriseTECH STAR programme is helping to grow the Cambridge startup ecosystem and create a new generation of young scientists and researchers who are becoming entrepreneurs and tackling some of the toughest challenges we face today. My advice to fellow researchers and PhD students is simple: Don’t be afraid to step out of your comfort zone. The journey from researcher to entrepreneur can be daunting, but programs like EnterpriseTECH and STAR are designed to guide you through the process and give you a taste of the entrepreneurial world. Be open to learning about areas that may seem unfamiliar—whether it’s business strategy, market validation, or pitching your ideas. You’ll be surprised at how these skills complement your technical expertise and open doors to new opportunities. Most importantly, the Cambridge community is an incredible resource. The support from mentors here is invaluable—everyone is helpful and eager to see you succeed. So, take that first step, embrace the challenges, and tap into the world of entrepreneurship. Who knows where it might lead?

Author Biography:

Dr Xinru Li, Director at Granta Advanced Magnetics and Electronics Limited and Technical Market Development Engineer at CBMM, gained a PhD in Electrical and Electronics Engineering from the University of Cambridge. He is an alumnus of EnterpriseTECH (Cohort 10, 2021-22) and EnterpriseTECH STAR (Cohort III, 2022). Dr Xinru Li’s profile can be found on LinkedIn >