The most critical decision Universities face when commercialising new technology is deceptively simple…

License it, or spin it out?

At its core, the answer lies in one powerful question:

Who is the rightful owner of this technology?

If the technology naturally belongs inside a major corporate’s ecosystem — because it fits within their product suite, strengthens an established product, or requires brand power to gain adoption — then licensing may unlock the most value.

But if the technology is sufficiently independent, with the potential to create value on its own, then a spin-out may be the better path. These companies can scale, attract venture funding, and potentially exit through a trade sale or even an IPO.

The choice isn’t just financial. Universities must weigh:

• Ecosystem dependence: Can the tech survive alone, or does it require an industry partner?

• Strategic advantage: Does it augment existing offerings, or stand on its own?

• Market adoption: Will brand and scale dictate success, or can the tech build its own credibility?

This decision point sets the trajectory for years to come. It defines the type of capital required, the skills needed, and the pathway to maximising long-term value.

And here’s the challenge: getting this call wrong can mean missing the true commercial potential.

That’s why Deep Tech Innovation Houses play such a critical role. By bringing structured evaluation, strategic context, and commercial clarity, they help Universities make the right call early — when the impact is greatest.

In the coming posts, I’ll unpack the drivers of this choice in more depth: licensing opportunities, spin-out potential, the human factors that influence the decision, and how to align stakeholders for success.

If your University is facing this choice today, let’s connect. The right evaluation at the start can reshape the entire journey.