I write about building deep tech at every altitude. The physics has to work. The company has to be financed without dissolving the people who founded it. The team has to be led, and led inclusively, because homogeneous rooms miss things and hardware cannot afford to miss things. The policy environment has to be read. Most writing about deep tech picks one of these layers and stays there. I move between them, because the interesting failures happen at the interfaces.

Hard problems, built whole.
The problems that will define this century are physical: energy, health, climate, compute. They will not be solved by software alone, and they will not be solved anywhere in particular; the science is global, the supply chains are global, and the consequences do not check passports. My vision is deep tech built
Hard problems, built whole.
The problems that will define this century are physical: energy, health, climate, compute. They will not be solved by software alone, and they will not be solved anywhere in particular; the science is global, the supply chains are global, and the consequences do not check passports. My vision is deep tech built whole, wherever it is built: science matched with capital that understands its timelines, teams led by people who look like the world the technology is meant to serve, and ownership structured so the benefits do not pool in one postcode. The distance between a discovery and the person who needs it should be measured in years, not generations. I write to shorten that distance, by making the system that builds hard things easier to read and easier to join.

Technology, capital, policy: translated.
I work at the junction of three systems that rarely speak to each other: advanced technology, capital and policy.
The technical grounding is a PhD in soft condensed matter physics (University of Antwerp) and a career spent close to the hardware, from large-scale research infrastructure to the semicon
Technology, capital, policy: translated.
I work at the junction of three systems that rarely speak to each other: advanced technology, capital and policy.
The technical grounding is a PhD in soft condensed matter physics (University of Antwerp) and a career spent close to the hardware, from large-scale research infrastructure to the semiconductor industry, with working range across AI and the technologies that orbit it.
The capital record, in round numbers: more than EUR 1B in European programmes, across a career that runs from directing research funding portfolios for European research infrastructure, through Big Four consulting, to a director-level role in the semiconductor industry. An Executive Master in International Association Management (Solvay) covers the part of the job that happens in committee.
What I do with all of this is engineering. Matching capital instruments to technology milestones. Structuring funding so ownership survives the timeline. Moving between the lab, the boardroom and the agency, three rooms that use the same words to mean quite different things.

Evidence first, narrative second.
I was trained as an scientist, and it shows. When a claim matters, I go to the primary source: the paper, the filing, the legal text, the dataset. Opinions are welcome here, including mine, but they are labelled as opinions and priced accordingly.
I work on systems, not silos. Technology, capital, people an
Evidence first, narrative second.
I was trained as an scientist, and it shows. When a claim matters, I go to the primary source: the paper, the filing, the legal text, the dataset. Opinions are welcome here, including mine, but they are labelled as opinions and priced accordingly.
I work on systems, not silos. Technology, capital, people and policy are usually analysed in separate rooms, and the failures happen where they meet. So the method is to hold the whole picture at once, from the physical constraint to the funding instrument to the person accountable for both.
I treat inclusion as a design requirement, not a message. Teams that all think alike fail alike; in portfolios and in people, what you are actually buying is uncorrelated errors. Building teams that see differently is risk management that happens to also be the right thing to do.
And I show the working. Careers in hard fields do not run in straight lines, and the personal stories on this site are data, not decoration: what bent, what broke, what held, and what that teaches about building things that last.