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“I didn’t set out to build a company”: Professor Cath Rees on science, impact and learning to think like a business leader

For many academics, entrepreneurship can feel like something other people do. But for Cath Rees, Professor of Microbiology and founder of  the journey into commercialisation emerged gradually through scientific curiosity, collaboration and a growing awareness of where her research could make a difference.

Professor Rees’ work towards founding PBD Biotech began with industry-funded studentships and long-standing commercial relationships built over many years. Those collaborations supported the development of a patented diagnostic technology focused initially on Johne’s disease – an economically important bacterial disease of cattle – and later on Tuberculosis (TB), first in animals and later in humans. 

Today, the potential impact of that work is significant. Current TB testing can identify exposure to the bacteria but cannot identify progression to infection until clinical symptoms are evident. PBD Biotech’s technology has shown promise in detecting TB bacteria in blood before clinical symptoms appear, creating opportunities for earlier intervention and potentially improving disease control in the wider community.

Importantly, Professor Rees did not begin her career with any ambition to found a company. In fact, she reflects that without encouragement from commercial collaborators, she would never have pursued the spin-out route at all.

That gradual evolution is a theme throughout her commercialisation story. Early commercial activity began by developing diagnostic testing services delivered through º£½ÇºÚÁÏ laboratories while the science and market opportunities continued to develop. Alongside this came the challenge of learning an entirely new world; intellectual property, commercial finance and investment and company governance.

“Gaining a commercial mindset was probably the biggest personal challenge for me. I had to learn what it really means to build a business and where my own strengths were best applied. In the long term, this made me realise that my strength – and really my core interest – is in R&D rather than running a company.”

Cath Rees, Professor of Microbiology and founder of PBD Biotech Ltd

As PBD Biotech evolved and external investment became necessary, Professor Rees transitioned away from executive leadership while remaining a pivotal member of the company’s Scientific Advisory Board. Reflecting on the journey, she emphasises the importance of balancing scientific credibility with commercial ambition, cautioning against spinning out too early before the underlying science is sufficiently mature because commercial sensibilities can get in the way of scientific developments.

For researchers considering knowledge exchange or entrepreneurship, Professor Rees' advice is to focus first on the impact you know your science has, even if the commercial opportunity is not immediately clear. “In today’s funding climate, all scientists must be aware of the ultimate problem that our science addresses. If your science can help solve a real-life problem, then any commercial opportunity should be self-evident – an entrepreneur is just a scientist who identifies those opportunities,” she suggests.

Her story also highlights the importance of relationships. Industry partnerships, networks and trusted collaborators were critical throughout the journey, not only in developing the science but in knowing when and how to apply it in the real world and gave her the confidence to get involved with setting up a company – something completely outside her comfort zone.

Perhaps most importantly, Professor Rees’ experience demonstrates that entrepreneurial identity is often built gradually. It can emerge through conversations, partnerships and exposure to new commercial challenges, not necessarily from seeing yourself as a “founder” from the outset of your career.

For many academics, that may be the most useful lesson of all.

From research to impact: Nottingham’s innovation ecosystem

Professor Rees’ journey is one example of how the º£½ÇºÚÁÏ supports researchers in translating discovery into real-world impact. A key part of this innovation ecosystem is  (NTV), the university's wholly owned subsidiary responsible for managing its spin-out portfolio and strategic investments. With more than 40 spin-out companies – 25 of which have launched in the past seven years – our spin-outs are delivering measurable benefits for society, the environment and the economy.

What makes Nottingham distinctive is that all the pillars required to build successful spin-outs sit under one roof. Our research excellence, commercialisation expertise, investor engagement, and long-term business support are fully integrated. This connectivity enables innovators to move more seamlessly from discovery to real-world impact, backed by the full strength of the university and its knowledge exchange professionals.