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Enterprise activities: Many of us work at very low 'technology-readiness levels' (TRLs), and the funding and support for intermediate TRLs is hard to find in many areas; further, it is often small pots of money without overheads (how do we balance KEE with low/no overheads vs research with overheadscan?). This transitional TRL stage (development, scaling, etc) seems difficult because it isn't always the most exciting science (potentially difficult to attract and mentor talent), its fraught with risk, and few of us have a track record moving up the TRL levels (not a comment about UoS, but about most University researchers). It feels like a difficult balance. I want to mentor excited research scientists (but for transitional TRLs, it is more about demonstration, scaling, and engineering then fun new novel mechanisms); I am not clear how the school values KEE with low overheads; and I want to do things that I am good at and even if I was good at this, most technology development fails.

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Difficulty in identifying the right funding opportunity

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Time probably the biggest barrier with many other competing 'essential' activities

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Also, KEE seems to be more relevant to some areas of research than others, and it's less obvious how to approach it from other research areas - perhaps because fewer successful examples to follow.

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Little guidance on developing/running commercial consultancy work, including how to cost. We already do a lot but this is not collected/recorded anywhere.

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Impactful knowledge exchange can be time consuming and increase workload. It requires perseverance in terms of time commitment and obtaining funding. Public engagement can be very rewarding but often requires working outside core hours and in particular weekends

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1) what KEE means is not intuitive. At all.

2) surely meaningful but among all pressures the reward for doing it is not obvious enough

3) no one spoke about this at the job interview

4) feels like something I am asked to do above my work load, which is high enough

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Time is tight in all areas. KEE is not seen as equal to Research or Teaching, so it gets ignored, somewhat. Doing it well takes time, ad it is important. While KEE leading to spinouts is one thing, just going into a school and talking to 7-year olds is vital too.

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Its unclear to me what is KEE, and what isn't. Looking at promotion criteria sheet vs. University CV it looks like different things are or are not KEE.

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Failure to support KEE activities for junior staff or those not routinely engaged with KEE

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Delays in licensing University IP - withdrawal from external partners

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Lack of clarity on the range of KEE activities being undertaken across the schools

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As a new PhD student I have heard the phrase passed around in previous roles, but I am unsure if I understand it fully or have much personal exposure to it.

So I will go from the idea that my initial barrier is understanding, how to get involved and what I need to do as part of this.

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As a postdoc:

I have to remind myself of what it is each time.

I'm still not totally sure if or why enterprise and public engagement are under the same KEE umbrella.

A relative lack of interest compared to the actual research.

Linked to this, it falls down the priority list when compared to finding funding, producing papers.

Financial instability prevents me from seriously considering a spin-out.

I do do some, how do I report it?

Email fatigue dampens awareness of opportunities.

Is there a framework to provide consultancy to industries?