The Deep Tech Paradigm: When a Researcher Becomes an Entrepreneur

The world ofdeep tech innovation is undergoing a radical transformation. The lines between academic research and entrepreneurship are blurring, giving rise to a new paradigm in which scientists no longer simply publish their discoveries, but turn them into disruptive startups.

Researcher vs. Entrepreneur: Two Worlds, Two Cultures

In the public imagination, researchers and entrepreneurs are still seen as opposites. On one side, there is basic research, disconnected from the market. On the other, there is business and its demands for profitability. This binary view no longer holds up in the real world.

The relationship to time: a fundamental difference

The main difference between these two worlds is neither a disconnect from reality nor a lack of skills. The real difference is time.

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A researcher may spend several years working on a paper, repeating experiments, and refining protocols. Their scientific career unfolds over the long term, without immediate financial constraints. An entrepreneur, on the other hand, must deal with cash flow: when the money runs out, the project comes to a halt.

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Paradoxically, this time constraint can become an entrepreneurial asset. The determination and tenacity developed over years of research are essential qualities for overcoming the challenges of starting a business.

Complementary but distinct skills

Researchers who secure positions at the CNRS or the ENS did not get there by chance. They were fierce competitors, selected from among hundreds of candidates. This mental strength, which is often underestimated, provides a solid foundation for entrepreneurship.

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However, a researcher’s primary calling remains research. Most want to continue publishing, mentoring doctoral students, and engaging with their scientific community. And this is precisely where the deep tech paradigm offers an innovative solution: it is no longer necessary to choose between the two paths.

The New Profile of the Scientific Entrepreneur

The Key Skills of a Deep Tech Entrepreneur

Today'sscientific entrepreneur must master a much broader range of skills than a traditional researcher:

• Project Management and Team Management
• Fundraising and winning over investors
• Cash Flow and Financial Management
• Sales and Business Development
• Interface with Research and Intellectual Property

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This transformation requires structured support. This has led to the emergence of specialized training programs, such as the Deeptech Entrepreneur master’s program launched in 2018, which now trains 48 students per year.

Researchers Who Changed Sides: Case Studies

The deep tech paradigm is embodied in remarkable individual journeys.

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Maximilien d'Akemia is a prime example of a radical transformation. A researcher at the CNRS, he made a complete career shift to become a CEO. As Cédric Denis-Rémis, vice president of PSL, points out: "When you hear him speak, you would never guess he was a researcher at the CNRS." He has leveraged his competitive skills while radically changing his approach.

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Théo Peronnin of Alice & Bob is a different kind of role model: a brilliant researcher who grew up in a family environment that valued entrepreneurship, he was able to make the transition more naturally.

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Sublime Energie represents a third way: two 50-year-old entrepreneurs from the industrial sector (Orano and Chevalorec) who came to train, teamed up with researchers from the École des Mines, and founded a company that has just raised 15 million euros. The researchers, for their part, continue to publish and churn out patents in their laboratory.

Fostering an entrepreneurial mindset among researchers

The "Tinder" of higher education

The deeptech paradigm is based on a simple yet powerful idea: increasing the points of contact between researchers and entrepreneurs. But simply bringing these different worlds together is not enough.

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Acculturation is essential. Just like in real life, hitting it off on the first date doesn’t guarantee marriage. It takes time to align your visions, understand each other’s perspectives, and ensure that your professional interests are aligned for the long term.

The Deeptech Entrepreneurship Master's Program: Training Tomorrow's Talent

Launched in 2018 under the name "Second Life Deeptech Entrepreneur," this program provides the framework for this initiative. The format: participants attend training one week each month, with the remaining three weeks dedicated to their projects.

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The composition of the cohorts is carefully balanced: 50% come from the business world, and 50% from engineering schools. This diversity ensures the formation of complementary pairs and minimizes disciplinary biases.

Three target audiences for three different needs

The master's program is now designed for three distinct profiles, each addressing a specific need withinthe deep tech ecosystem:

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1. Startup founders: Brilliant young PhDs or postdocs who have won every award but don’t know where to start when it comes to launching a business. Trained in research, they are looking for a business partner and entrepreneurial skills.

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2. Chief of Staff: With 2,600 deep-tech startups in France and 300 to 400 raising over 2 million euros annually, these companies need operational right-hand people. These versatile professionals, often graduates of business or engineering schools, complete their work-study programs at a startup and then stay on for 2–3 years under permanent contracts. It’s a fast-track MBA that trains the entrepreneurs of tomorrow.

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3. Ecosystem professionals: startup studios, incubators, accelerators, investment funds, corporate ventures, and innovation departments at large corporations—all of these players want to engage effectively with deep-tech startups. Training these professionals ensures the quality of the ecosystem for the next 5 to 10 years.

The various models of transition from researcher to entrepreneur

The deep tech paradigm does not offer a single model, but rather a variety of possible paths.

The Researcher-CEO: A Complete Transformation

Some researchers undergo a complete career change. They leave their academic careers to become full-time entrepreneurs. This transition requires them to temporarily set aside scientific publishing and the supervision of doctoral students.

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The advantage: a complete focus on the company's growth. The downside: the research community loses a talented individual, and the startup loses a steady stream of innovation.

The Research Associate: The Best of Both Worlds

An alternative model involves keeping the researcher in the lab while involving them in the entrepreneurial venture. They continue to conduct research, mentor doctoral students, and provide the startup with breakthrough innovations and patents.

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This approach requires hiring an outside CEO, often someone with extensive industry experience. Entrepreneurs-in-residence, recruited from among those who have recently completed major funding rounds, can fill this role.

The industrial entrepreneur who integrates research

The third path, exemplified by Sublime Energie, involves people in their 40s or 50s with a background in industry. They have had successful careers, are still in good enough shape to tackle another 20 years of projects, and are looking to launch a high-impact entrepreneurial venture.

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Instead of buying a fast-food franchise, they go to university labs to find the world’s best technologies. These professionals bring industrial experience, a network, and the ability to build a business.

The emergence of new professions in the deep tech ecosystem

The deep tech paradigm is not limited to turning researchers into entrepreneurs. It is giving rise to new professions specific to this ecosystem.

The Chief of Staff: An Accelerated MBA in the Startup World

It’s the quintessential emerging profession. When a deep tech startup raises its first €2 million, the founder’s first move is to hire someone to:

• Finalize the grant applications
• Hire work-study students
• Manage the business plan
• Resolving day-to-day operational issues

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This versatile right-hand person spends 2–3 years gaining real-world MBA-level experience. Either they grow tired of it and leave to start their own startup (a spin-off), or they help the company grow and, 5 to 10 years later, become a seasoned entrepreneur.

Professionals in the ecosystem

Beyond the startups themselves,the deep tech ecosystem requires professionals trained in the specific characteristics of these companies:

• Venture Capital Fund Managers
• Managers of incubators and accelerators
• Startup studio managers
• Innovation leaders at major corporations
• Experts in technology transfer

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All of these professions require a deep understanding of the scientific, economic, and human challenges specific to deep tech.

Key Takeaways from the Deep Tech Paradigm

The deep tech paradigm is not about turning all researchers into entrepreneurs. It creates a fertile ecosystem where multiple models coexist:

• Researchers Who Become CEOs
  
• Researchers who remain researchers but partner with entrepreneurs
  
• Industrial entrepreneurs driving disruptive technologies
  
• New professions shaping the ecosystem

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The challenge is not to choose between research and entrepreneurship, but to create the conditions for matching complementary talents. Specialized training programs, entrepreneurs-in-residence, and the professionalization of support services are the pillars of this transformation.

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What is lacking today is neither technology nor money. What is lacking are the women and men willing to see these projects through to the end, with all the resilience that this requires.