Cruxes Innovation’s Response To The “Scaling The System: A Proactive Approach To Scaling The RD&I System”

What aspects of the framework would work well? 

Based on Cruxes Innovation’s experience as enablers of Australian research-and technology-based innovation over the last six years, we’re enthusiastic about these aspects of the proposed framework:

1. Startup creation and growth pathways. 

The framework’s identification of startup creation, especially in emerging technologies like AI, as key to expanding Australia’s innovation ecosystem aligns with our April SERD recommendation for a multi-decade commitment to catalyse new, globally competitive sectors through the creation of hundreds of R&D-intensive startups across the value chain. 

2. Startup access to corporate and government procurement. 

We support proposals to improve startup access to procurement, echoing our April SERD view that early-stage demand generation (via co-design and early adoption by corporates and government) is essential to successful sector-building, with financial incentives from government and government-funded capability development as needed. 

3. Industry PhD pathways. 

Based on our experience as the training provider for the National Industry PhD Program (Phase 1), we endorse the continued expansion of this pathway if it includes structured, high-quality coaching and mentoring to equip candidates with stakeholder engagement, project leadership, and translation skills. 

4. Entrepreneurial and commercialisation skills for researchers. 

A recent collaborative project with an Australian Research Council Centre of Excellence generated objective demonstrating that structured entrepreneurial education, mentorship, and proof-of-concept grants can result in research translation success rates up to 10x the industry average. These initiatives are critical in unlocking latent innovation capability across the research system. 

5. IP incentives for universities. 

We support the introduction of incentives that reward universities for increasing IP licensing activity. As we noted in our Universities Accord submission, US institutions have used TTO performance metrics to drive cultural and structural change. A similar model in Australia could encourage universities to streamline IP negotiation and empower entrepreneurial academics. 

What could be improved and how? 

Based on Cruxes Innovation’s experience in Australian RD&I over the past six years, we recommend the following additions or enhancements to the framework: 

1. Venture Building to drive startup creation. 

Our April SERD response observed that the current spinout process from Australian universities is often ad hoc, underpowered, and overly focused on institutional risk. We propose a deliberate shift to an evidence-based venture creation model led by trained “Venture Builders.” These are individuals—either research-based or commercially trained—who orchestrate research extraction, product strategy, fundraising, and team formation. The role is critical to bridging the commercialisation gap. 

We further recommend establishing a Venture Builder Institute (VBI) to systematise the development of this professional class. VBIs would recruit, train, and match Venture Builders with researchers and innovation opportunities, while building sector-specific knowledge and best practices. Properly supported Venture Builders will ensure balanced negotiation between institutional IP holders and spinout interests, increasing volume and viability of research-based startups. 

2. Strengthen researcher commitment to translation through formal roles. 

Our recent collaborative evaluation of a Centre of Excellence program generated objective evidence to show that research translation success hinges on identifying and supporting a clear “project champion”—a person who drives the project forward through obstacles. This role might be performed by a Venture Builder.  Champions need structured time, capability support, and mentoring. Programs that formally enable this (e.g., through fellowships or buy-outs from academic duties) create far higher adoption and impact rates. 

We recommend embedding this approach across all translation support initiatives, including startup creation, proof-of-concept grants, and entrepreneurial skill-building. Successful translation is rarely a side project; it requires dedicated leadership.  These enhancements will ensure Australia’s future RD&I programs foster sustained, successful startup activity that leads to long-term transformation of the Australian economy.