At GOTT Con last week, I had the pleasure of sitting down with Dr Liam Brennan, Director at TE Magnetics, part of Tokamak Energy and a spinout from the UK Atomic Energy Authority.
A long‑time supporter of GOTT, Liam spoke candidly about his own journey into a spinout and the key considerations involved in building a business that can thrive over the long term.
Liam knows both sides of the fence. After eight years at Science and Technology Facilities Council helping researchers commercialise complex science, he now leads a division in a spinout shaping next generation of high-temperature superconducting (HTS) magnet technologies.
Here are some key takeaways from our conversation:
Why Liam took the leap
When I asked Liam what motivated the move from a familiar public sector role for a role in a spinout in a competitive sector his answer was upbeat: he didn’t see it as a risk, but as an opportunity. Fusion, he explained, is one of those rare fields where the potential impact is enormous and the pathways aren’t fixed. That blend of uncertainty and possibility was attractive to him
I likened technology transfer to a maternity ward: helping ideas come into the world, supporting them at the right moments, and then enabling them to grow and mature in the private sector.
Liam agreed and added that successful leaders need the instinct to know when to step in, and when to step out.
The three ingredients for a sustainable business
One of the clearest messages from our discussion was the practical reality of building a business that can go the distance. Liam didn’t gloss over it: great science on its own isn’t enough. Commercial thinking has to be there from day one. He framed sustainability around three essentials:
1.Creating a mindset shift
TE Magnetics has 50 staff, including 25 PhDs and many come straight from research. Liam works hard to help them think not only like scientists, but also like innovators with customers to satisfy. It’s not about ignoring the science, but pairing it with commercial awareness.
2.Knowing the path to profitability
Investors and teams need clarity and financial milestones. Knowing this early on is the backbone of a sustainable strategy.
3. Keeping motivation alive
Innovation is rarely smooth or linear. The challenge is recognising when something isn’t working and adapting quickly. As Liam put it, resilience, not perfection, is what keeps a company moving.
I picked up on this, highlighting that leadership today is about helping people navigate both curiosity and commercial pressures.
Helping scientists make commercial decisions
One of Liam’s most interesting challenges has been guiding a highly research‑focused team to look beyond fusion in the near term, without losing sight of it as the ultimate goal. While fusion remains the long‑term destination, the business has deliberately identified interim markets where ideas can be tested, revenue generated, and real‑world learning gathered along the way.
To keep the team grounded, Liam uses three simple questions:
- What is essential?
- What helps us learn fastest?
- What creates value right now?
He also talks often about the minimum viable product, stripping back the science to what customers need, not what would be scientifically perfect. This landed well with the audience, many of whom face similar pressures in their own work.
Liam’s advice for future founders
- Learn the numbers early: Finance isn’t optional.
- Talk about your problem often: It sharpens thinking and opens doors.
- Stay curious and humble: Acknowledging gaps creates room to grow.
Questions from the room
Audience questions touched on everything from 15‑year development cycles to global competition. On prioritising research, Liam said strategy comes first. Once you know the long‑term goal, it becomes much clearer what needs to be done now, and what can wait. Even small successes help keep teams moving forward.
On competition, he took a refreshing view. Fusion companies are rivals and collaborators at once. More competition helps raise the bar for the entire sector.
Liam’s story was a standout moment at GOTT Con 2026, showing that innovation demands clarity, confidence and a willingness to take risks.
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