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Oxford Space Systems UK Space Cluster Harwell OX11 0QR United Kingdom www.oxford.space [email protected] FROM EARTH TO ORBIT: WHY ARE WE YET NOT GOING ON HOLIDAY IN SPACE? SHEFALI SHARMA – BUSINESS DEVELOPMENT

FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

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Page 1: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

Oxford Space Systems │ UK Space Cluster │ Harwell OX11 0QR │ United Kingdom

www.oxford.space [email protected]

FROM EARTH TO ORBIT:WHY ARE WE YET NOT GOING ON HOLIDAY IN SPACE?

SHEFALI SHARMA – BUSINESS DEVELOPMENT

Page 2: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

Company overview

Page 3: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

> Founded in Sept 2013; seed funding secured Jan 2014> Developing a new generation of novel deployable space

antennas, booms and panel arrays> Origami & proprietary materials combined to produce

products are lighter, less complex & more stowage efficient> Significant IP developed: 5 patents applied for> A growing diverse team of experienced industry experts &

highly talented graduates (FTs: 26; currently recruiting) > Commercial traction: contracts with HMG, SSTL, Airbus

Defence & Space, Thales Alenia Space, LuxSpace, DSO Labs (Singapore) + Tyvak (USA)

> Showcase NewSpace company for UK Space Agency and Innovate UK

OSS’ STORY SO FAR…

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Page 4: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

Challenges of developing Technology for space

Page 5: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

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› There are currently 2, 300+ registered satellites orbiting Earth

› This is forecast to treble in the next 5 years

A GROWING DEMAND FOR SATELLITES

Page 6: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

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U.K. TODAY> 28,900 employees> €11 Billion (EURO) sector T/O> 7.5% average annual growth rate

2030 TARGET> 10% of global space economy > 100,000 new jobs > €48 Billion (EURO) sector T/O

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Two biggest factors: size & weight

Launch is expensive:£50,000 / kg Payload space is limited

Page 8: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

From Old Space TO the New Space AGE

Page 9: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

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Data from Space Angels (US)

> Transition from traditional space missions that were the preserve of governments & very large companies to entrepreneurial ‘New Space’

> Cost of space hardware (e.g. electronics) has fallen in price significantly, whilst increasing in capability

> Net result: lower cost microsats (<200kg) can provide data of significant commercial interest

Page 10: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

> Explosion in space data available has kick started entrepreneurial downstream (data application businesses) as well as upstream (satellite builders) to provide the data

> Cost competitive access to space remains one of the sector’s biggest challenges –hence significant private investment

> Non-traditional investments from Jeff Bezos, Robert Bigelow, Richard Branson and Elon Musk into launcher market

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Data from Space Angels (US)* -Jan 2017 to Sept 2017

Year to Date (YTD*) Investments

Page 11: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

> Old Space is set up to service space missions characterised by:• Long, expensive development cycles• High value• Risk aversion• Long mission life• Bureaucratic (often involving multiple collaborators in many countries if ESA)

> New Space needs missions that appeal to investors:• Short, aggressive development cycles• High value• Appetite for risk – mission use to showcase disruptive innovations• Low bureaucracy• If collaboration needed, like minded entrepreneurial companies

New Space tends to focus on Low Earth Orbit (LEO) opportunities

DIFFERING VIEWS OF THE WORLD AND OPPORTUNITIES

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Page 12: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

> Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities

> New entrants emerge, often unnoticed, until dominant market share is lost by a surprised market leader

> Loss of market share triggers changes in management teams in the incumbents and new strategies formulated

> Strategies that reward short-term gains discourage middle management from taking risk and/or visionary, longer term thinking

> Large companies need a well defined, highly analysed business case before redirecting resources – asymmetrically focussed on serving exiting high-value customers with incremental, well understood improvements

WHAT HISTORY HAS TAUGHT US…

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Page 13: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

New Space(Early stage, growth phase)• Headed by entrepreneurial founder(s)• Dynamic, fast paced & high risk• Disruptive technology and/or business model• No ‘passengers’ on team• Multiple responsibilities• Cash & resource constrained• Able to rapidly pivot to seize new opportunities

Old Space (Mature incumbents, operational phase)• Risk averse and bureaucratic• Locked into incremental improvements• Silo existence – well defined job description • High inertia – slow to react• Well resourced but struggle with allocation• Career for life?

OLD SPACE VERSUS NEW SPACE COMPANIES: ATTRIBUTES

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Page 14: FROM EARTH TO ORBIT · very large companies to entrepreneurial ... > Repeatedly, large, well placed market-leading incumbents fail to seize new market opportunities > New entrants

CONTACT US:

Oxford Space SystemsElectron BuildingHarwell Space ClusterHarwell OX11 0QRUnited Kingdom

[email protected]

+44 (0)1235 567 999

FOLLOW US:

www.oxford.space

@OxfordSpace

Search for “Oxford Space”