Successful interactive systems design is often based on detecting a need that really good solutions do not yet exist for, then coming up with a realistic solution others haven’t thought of. The real key is then having the technical and design skill and perseverance to actually build it, as well as the perseverance to go through lots of rounds of prototyping to get it right. Even then it is still a long haul needing different people and business skills to end up with a successful product. Kamal Ali showed how its done with the development of My Salah Mat, an interactive prayer mat to help young children learn to pray.
He realised there was a need watching his 4-year old struggling to get his feet and hands, forehead and nose in the right place to pray: correctly bowing low to God in the direction of Mecca. Instead he kept lying on his tummy. Kamal’s first thought was to try and buy something that would help.
He searched for something suitable: perhaps a mat with the positions marked on in some child friendly way, and was surprised when he could find nothing. Thinking it was a good idea anyway, and with a background in product design, he set about creating a Photoshop prototype himself. One of the advantages of prototyping is that it encourages “design-by-doing” and just in doing that he had new ideas – children need help with the words of prayers too, so why not write them on the mat in child friendly ways. From there realising it could be interactive with buttons to press so it could read out instructions was the next step. After all young children may struggle with reading themselves: it is important to really know your users and what will and will not work for them!
As he was already running a company, he knew how to get a physical prototype made so after working on the idea with a friend he created the first one. From there there were lots more rounds of prototyping to get the look and feel right for young kids, for example, and to ensure it would fill their need really, really well.
He also focussed on the one clear group: of young children and designed for their need. Once that design was successful the company then developed a very different design based on the same idea for adult / reverts. That is an important interaction design lesson. Different groups of potential users may need different designs and trying to design one product for everyone may not end up working for anyone. Find a specific group and design really well for them!
In the process of creating the design Kamal started to wonder why he was doing it. He realised it was not to make money – he was really thinking of it as a social venture. It was not about profit but all about doing social good: as he has said:
” I finally realised that my motivation was to create a high quality product that could help children learn how to pray Salah. Most importantly, children would want to pray and interact with the different aspects of Salah. This was my true motivation and the most important thing to me.”
Great interactive system product design takes inspiration, skill and a lot of perseverance, but the real key is to be able to identify a real unfulfilled need, and come up with realistic solutions that both fill the need and people want. That is not just about having an idea, it is about doing rounds and rounds of prototyping and trial and error with people who will be the users to get the design right. If you do get it right and you can do all sorts of good.
Herman Hollerith (Image from wikimedia, Public Domain)
Herman Hollerith, the son of immigrants, struggled early on at school and then later in bookkeeping at college but it didn’t stop him inventing machines that used punch cards to store data. He founded a company to make and sell his machines. It turned into the company now called IBM, which of course helped propel us into the computer age.
Hollerith had worked as a census clerk for a while, and the experience led to his innovation. The United States has been running a national census every 10 years since the American Revolution, aiming to record the details of every person, for tax and national planning purposes. It is not just a count but has recorded information about each person such as male/female, married or not, ethnicity, whether they can read, disabilities, and so on.
As the population expanded it of course became harder to do. It was also made harder as more data about each person was being collected over time. For the 1890 census a competition was held to try and find better ways to compile the data collected. Herman Holerith won it with his punch card based machine. It could process data up to twice as fast as his competitors and with his system data could be prepared 10 times faster.
To use the machine, the census information for each person was recorded by punching holes in special cards at specific positions. It was a binary system with a hole essentially meaning the specific feature was present (eg they were married) and no hole meaning it wasn’t (eg they were single). Holes against numbers could also mean one of several options.
Hollerith punched card (Image from wikimedia, Public Domain)
The machine could read the holes because they allowed a wire to make an electrical connection to a pool of mercury below so the holes just acted as switches. Data could therefore be counted automatically, with each hole adding one to a different counter. It was the first time that a system of machine-readable data had been used and of course binary went on to be the way all computers store information. In processing the census his machines counted the data on around 100 million cards (an early example of Big Data processing!). This contributed to reducing the time it took to compile the data from the whole country by two years. It also saved about $5 million
Holerith patented the machine and was also awarded a PhD for his work on it. He set up a company to sell it called the Tabulating Machine Company. Over time it merged with other companies until eventually in 1924 the resulting company changed its name to International Business Machines or is it is now known, IBM. it is of course one of the most important companies driving the computer age, building early mainframe computers the size of rooms that revolutionised business computing, but later also responsible for the personal computer, leading to the idea that everyone could own a computer.
Not a bad entrepreneurship legacy for someone who early on at school apparently struggled with, and certainly hated, spelling – he jumped out of a window at school to avoid doing it. He also did badly at bookkeeping in college. He was undeterred by what he was poor at though and focussed on what he was good at, He was hard working and developed his idea for a mechanical tabulating machine for 8 years before his first machine went to work. Patience and determination was certainly a strength that paid off for him!
Alexander Graham Bell was inspired by the deafness of his mother to develop new technologies to help. Lila Harrar, then a computer science student at Queen Mary, University of London was also inspired by a deaf person to do something to make a difference. Her chance came when she had to think of something to do for her undergraduate project.
Sign language relief sculpture on a stone wall: “Life is beautiful, be happy and love each other”, by Czech sculptor Zuzana Čížková on Holečkova Street in Prague–Smíchov, by a school for the deaf Image (cropped) ŠJů, Wikimedia Commons, CC BY-SA 3.0 https://creativecommons.org/licenses/by-sa/3.0, via Wikimedia Commons
Her inspiration came from working with a deaf colleague in a part-time job on the shop floor at Harrods. The colleague often struggled to communicate to customers so Lila decided to do something to encourage hearing as well as deaf people to learn Sign Language. She developed an interactive tutor program that teaches both deaf and non-deaf users Sign Language. Her software included games and quizzes along with the learning sections- and she caught the attention of the company Microbooks. They were so impressed that they decided to commercialise it. As Lila discovered you need both creativity and logical thinking skills to do well at Computer Science – with both, together with a bit of business savvy, perhaps you could become the country’s next great innovator.
– Peter W. McOwan and Paul Curzon, Queen Mary University of London
Mike Lynch was one of Britain’s most successful entrepreneurs. An electrical engineer, he built his businesses around machine learning long before it was a buzz phrase. He also drew heavily on a branch of maths called Bayesian statistics which is concerned with understanding how likely, even apparently unlikely, things are to actually happen. This was so central to his success that he named his super yacht, Bayesian, after it. Tragically, he died on the yacht, when Bayesian sank in a freak, extremely unlikely, accident. The gods of the sea are cruel.
Mike started his path to becoming an entrepreneur at school. He was interested in music, and especially the then new but increasingly exciting, digital synthesisers that were being used by pop bands, and were in the middle of revolutionising music. He couldn’t afford one of his own, though, as they cost thousands. He was sure he could design and build one to sell more cheaply. So he set about doing it.
He continued working on his synthesiser project as a hobby at Cambridge University, where he originally studied science, but changed to his by-then passion of electrical engineering. A risk of visiting his room was that you might painfully step on a resistor or capacitor, as they got everywhere. That was not surprising giving his living room was also his workshop. By this point he was also working more specifically on the idea of setting up a company to sell his synthesiser designs. He eventually got his first break in the business world when chatting to someone in a pub who was in the music industry. They were inspired enough to give him the few thousand pounds he needed to finance his first startup company, Lynett Systems.
By now he was doing a PhD in electrical engineering, funded by EPSRC, and went on to become a research fellow building both his research and innovation skills. His focus was on signal processing which was a natural research area given his work on synthesisers. They are essentially just computers that generate sounds. They create digital signals representing sounds and allow you to manipulate them to create new sounds. It is all just signal processing where the signals ultimately represent music.
However, Mike’s research and ideas were more general than just being applicable to audio. Ultimately, Mike moved away from music, and focussed on using his signal processing skills, and ideas around pattern matching to process images. Images are signals too (resulting from light rather than sound). Making a machine understand what is actually in a picture (really just lots of patches of coloured light) is a signal processing problem. To work out what an image shows, you need to turn those coloured blobs into lines, then into shapes, then into objects that you can identify. Our brains do this seamlessly so it seems easy to us, but actually it is a very hard problem, one that evolution has just found good solutions to. This is what happens whether the image is that captured by the camera of a robot “eye” trying to understand the world or a machine trying to work out what a medical scan shows.
This is where the need for maths comes in to work out probabilities, how likely different things are. Part of the task of recognising lines, shapes and objects is working out how likely one possibility is over another. How likely is it that that band of light is a line, how likely is it that that line is part of this shape rather than that, and so on. Bayesian statistics gives a way to compute probabilities based on the information you already know (or suspect). When the likelihood of events is seen through this lens, things that seem highly unlikely, can turn out to be highly probably (or vice versa), so it can give much more accurate predictions than traditional statistics. Mike’s PhD used this way of calculating probabilities even though some statisticians disdained it. Because of that it was shunned by some in the machine learning community too, but Mike embraced it and made it central to all his work, which gave his programs an edge.
While Lynett Systems didn’t itself make him a billionaire, the experience from setting up that first company became a launch pad for other innovations based on similar technology and ideas. It gave him the initial experience and skills, but also meant he had started to build the networks with potential investors. He did what great entrepreneurs do and didn’t rest on his laurels with just one idea and one company, but started to work on new ideas, and new companies arising from his PhD research.
He realised one important market for image pattern recognition, that was ripe for dominating, was fingerprint recognition. He therefore set about writing software that could match fingerprints far faster and more accurately than anyone else. His new company, Cambridge Neurodynamics, filled a gap, with his software being used by Police Forces nationwide. That then led to other spin-offs using similar technology
He was turning the computational thinking skills of abstraction and generalisation into a way to make money. By creating core general technology that solved the very general problems of signal processing and pattern matching, he could then relatively easily adapt and reuse it to apply to apparently different novel problems, and so markets, with one product leading to the next. By applying his image recognition solution to characters, for example, he created software (and a new company) that searched documents based on character recognition. That led on to a company searching databases, and finally to the company that made him famous, Autonomy.
One of his great loves was his dog, Toby, a friendly enthusiastic beast. Mike’s take on the idea of a search engine was fronted by Toby – in an early version, with his sights set on the nascent search engine market, his search engine user interface involved a lovable, cartoon dog who enthusiastically fetched the information you needed. However, in business finding your market and getting the right business model is everything. Rather than competing with the big US search engine companies that were emerging, he switched to focussing on in-house business applications. He realised businesses were becoming overwhelmed with the amount of information they held on their servers, whether in documents or emails, phone calls or videos. Filing cabinets were becoming history and being replaced by an anarchic mess of files holding different media, individually organised, if at all, and containing “unstructured data”. This kind of data contrasts with the then dominant idea that important data should be organised and stored in a database to make processing it easier. Mike realised that there was lots of data held by companies that mattered to them, but that just was not structured like that and never would be. There was a niche market there to provide a novel solution to a newly emerging business problem. Focussing on that, his search company, Autonomy, took off, gaining corporate giants as clients including the BBC. As a hands-on CEO, with both the technical skills to write the code himself and the business skills to turn it into products businesses needed, he ensured the company quickly grew. It was ultimately sold for $11 billion. (The sale led to an accusation of fraud in hte US, but, innocent, he was acquitted of all the charges).
Investing
From firsthand experience he knew that to turn an idea into reality you needed angel investors: people willing to take a chance on your ideas. With the money he made, he therefore started investing himself, pouring the money he was making from his companies into other people’s ideas. To be a successful investor you need to invest in companies likely to succeed while avoiding ones that will fail. This is also about understanding the likelihood of different things, obviously something he was good at. When he ultimately sold Autonomy, he used the money to create his own investment company, Invoke Capital. Through it he invested in a variety of tech startups across a wide range of areas, from cyber security, crime and law applications to medical and biomedical technologies, using his own technical skills and deep scientific knowledge to help make the right decisions. As a result, he contributed to the thriving Silicon Fen community of UK startup entrepreneurs, who were and continue to do exciting things in and around Cambridge, turning research and innovation into successful, innovative companies. He did this not only through his own ideas but by supporting the ideas of others.
Mike was successful because he combined business skills with a wide variety of technical skills including maths, electronic engineering and computer science, even bioengineering. He didn’t use his success to just build up a fortune but reinvested it in new ideas, new companies and new people. He has left a wonderful legacy as a result, all the more so if others follow his lead and invest their success in the success of others too.
Just because you start a start-up doesn’t mean you have to be the boss (the CEO) running the company… Hamit Soyel didn’t and his research-based company, DragonFlyAI is flourishing.
Hamit’s computer science research (with Peter McOwan) at Queen Mary concerns understanding human (and animal) vision systems. Building on the research of neuroscientists they created computational models of vision systems. These are just programs that work in the way we believe our brains process what we see. If our understanding is correct then the models should see as we see. For example, one aspect of this is how our attention is drawn to some things and not others. If the model is accurate, it should be able to predict things we will definitely notice, and predict things we probably won’t. It turned out their models were really good at this.
They realised that their models had applications in marketing and advertising (an advert that no one notices is a waste of money). They therefore created a startup company based on their research. Peter sadly died not long after the company was founded leaving Hamit to make it a success. He had a choice to make though. Often people who start a startup company set themselves up as the CEO: it is their company so they want control. To do this you need good business skills though and also to be willing to devote the time to make the business a success. You got to this point though because of your technical and creative skills,
When you start a company you want to make a difference, but to actually do that you need a strong team and that team doesn’t have to be “behind” you, they can be “with” you – after all the best teams are made up of specialists who work to their strengths as well as supporting and working well with each other. Perhaps your strengths lie elsewhere, rather than in running a business,
With support from Queen Mary Innovations who helped him set up DragonflyAI and have supported it through its early years, Hamit decided his strengths were in the creative and technical side of the business, so he became the Chief Scientist and Inventor rather than the CEO. That role was handed to an expert as were the other senior leadership roles such as Marketing and Sales, Operations and Customer Success. That meant Hamit could focus on what he did best in further developing the models, as well as in innovating new ideas. This approach also gives confidence to investors that the leadership team do know what they are doing and that if they like the ideas then the company will be a success.
As a result, Hamit’s business is now a big success having helped a whole series of global companies improve their marketing, including Mars and Coca-Cola. DragonflyAI also recently raised $6m in funding from investors to further develop the business.
As Hamit points out:
By delegating operations to a professional leadership team, you can concentrate on areas you truly enjoy that fuel your passion and creativity, ultimately enhancing your fulfilment and contribution to your company and driving collective success.”
To be the CEO or not be the CEO depends on your skills and ambition, but you must also think about what is best for the company, as Hamit has pointed out. It is important to realise though that you do not have to be the CEO just because you founded the company.
– Paul Curzon, Queen Mary University of London,
based on an interview between Hamit Soyel and Queen Mary Innovations
Becoming a successful entrepreneur often starts with seeing a need: a problem someone has that needs to be fixed. For David Ronan, the need was for anyone to mix and master music but the problem was that of how hard it is to do this. Now his company RoEx is fixing that problem by combining signal processing ans artificial intelligence tools applied to music. It is based on his research originally as a PhD student
Musicians want to make music, though by “make music” they likely mean playing or composing music. The task of fiddling with buttons, sliders and dials on a mixing desk to balance the different tracks of music may not be a musician’s idea of what making music is really about, even though it is “making music” to a sound engineer or producer. However, mixing is now an important part of the modern process of creating professional standard music.
This is in part a result of the multitrack record revolution of the 1960s. Multitrack involves recording different parts of the music as different tracks, then combining them later, adding effects, combining them some more … George Martin with the Beatles pioneered its use for mainstream pop music in the 1960s and the Beach Boys created their unique “Pet Sounds” through this kind of multitrack recording too. Now, it is totally standard. Originally, though, recording music involved running a recording machine while a band, orchestra and/or singers did their thing together. If it wasn’t good enough they would do it all again from the beginning (and again, and again…). This is similar to the way that actors will act the same scene over and over dozens of times until the director is happy. Once happy with the take (or recording) that was basically it and they moved on to the next song to record.
With the advent of multitracking, each musician could instead play or sing their part on their own. They didn’t have to record at the same time or even be in the same place as the separate parts could be mixed together into a single whole later. Then it became the job of engineers and the producer to put it all together into a single whole. Part of this is to adjust the levels of each track so they are balanced. You want to hear the vocals, for example, and not have them drowned out by the drums. At this point the engineer can also fix mistakes, cutting in a rerecording of one small part to replace something that wasn’t played quite right. Different special effects can also be applied to different tracks (playing one track at a different speed or even backwards, with reverb or auto-tuned, for example). You can also take one singer and allow them to sing with multiple versions of themselves so that they are their own backing group, and are singing layered harmonies with themselves. One person can even play all the separate instruments as, for example, Prince often did on his recordings. The engineers and producer also put it all together and create the final sound, making the final master recording. Some musicians, like Madonna, Ariana Grande and Taylor Swift do take part in the production and engineering parts of making their records or even take over completely, so they have total control of their sound. It takes experience though and why shouldn’t everyone have that amount of creative control?
Doing all the mixing, correction and overdubbing can be laborious and takes a lot of skill, though. It can be very creative in itself too, which is why producers are often as famous as the artists they produce (think Quincy Jones or Nile Rogers, for example). However, not everyone wanting to make their own music is interested in spending their time doing laborious mixing, but if you don’t yet have the skill yourself and cant afford to pay a producer what do you do?
That was the need that David spotted. He wanted to do for music what instagram filters did for images, and make it easy for anyone to make and publish their own professional standard music. Based in part on his PhD research he developed tools that could do the mixing, leaving a musician to focus on experimenting with the sound itself.
David had spent several years leading the research team of an earlier startup he helped found called AI Music. It worked on adaptive music: music that changes based on what is happening around it, whether in the world or in a video game being played. It was later bought by Apple. This was the highlight of his career to that point and it helped cement his desire to continue to be an innovator and entrepreneur.
With the help of Queen Mary, where he did his PhD, he therefore decided to set up his new company RoEx. It provides an AI driven mixing and mastering service. You choose basic mixing options as well as have the ability to experiment with different results, so still have creative control. However, you no longer need expensive equipment, nor need to build the skills to use it. The process becomes far faster too. Mixing your music becomes much more about experimenting with the sound: the machine having taken over the laborious parts, working out the optimum way to mix different tracks and produce a professional quality master recording at the end.
David didn’t just see a need and have an idea of how to solve it, he turned it into something that people want to use by not only developing the technology, but also making sure he really understood the need. He worked with musicians and producers through a long research and development process to ensure his product really works for any musician.
The Internet is now so much a part of life that, unless you are over 50, it’s hard to remember what the world was like without it. Sometimes we enjoy really fast Internet access, and yet at other times it’s frustratingly slow! So the question is why, and what does this have to do with posting a letter, or cars on a motorway? And how did electronic engineers turn the problem into a business opportunity?.
The communication technology that powers the Internet is built of electronics. The building blocks are called routers, and these convert the light-streams of information that pass down the fibre-optic cables into streams of electrons, so that electronics can be used to switch and re-route the information inside the routers.
Enormously high capacities are achievable, which is necessary because the performance of your Internet connection is really important, especially if you enjoy online gaming or do a lot of video streaming. Anyone who plays online games would be familiar with the problem: opponents apparently popping out of nowhere, or stuttery character movement.
So the question is – why is communicating over a modern network like the Internet so prone to odd lapses of performance when traditional land-line telephone services were (and still are) so reliable? The answer is that traditional telephone networks send data as a constant stream of information, while over the Internet, data is transmitted as “packets”. Each packet is a large group of data bits stuck inside a sort of package, with a header attached giving the address of where the data is going. This is why it is like posting a letter: a packet is like a parcel of data sent via an electronic “postal service”.
But this still doesn’t really answer the question of why Internet performance can be so prone to slow down, sometimes seeming almost to stop completely. To see this we can use another analogy: the flow of packet data is also like the flow of cars on a motorway. When there is no congestion the cars flow freely and all reach their destination with little delay, so that good, consistent performance is enjoyed by the car’s users. But when there is overload and there are too many cars for the road’s capacity, then congestion results. Cars keep slowing down then speeding up, and journey times become horribly delayed and unpredictable. This is like having too many packets for the capacity in the network: congestion builds up, and bad delays – poor performance – are the result.
Typically, Internet performance is assessed using broadband speed tests, where lots of test data is sent out and received by the computer being tested and the average speed of sending data and of receiving it is measured. Unfortunately, speed tests don’t help anyone – not even an expert – understand what people will experience when using real applications like an online game.
Electronic engineering researchers at Queen Mary, University of London have been studying these congestion effects in networks for a long time, mainly by using probability theory, which was originally developed in attempts to analyse games of chance and gambling. In the past ten years, they have been evaluating the impact of congestion on actual applications (like web browsing, gaming and Skype) and expressing this in terms of real human experience (rather than speed, or other technical metrics). This research has been so successful that one of the Professors at Queen Mary, Jonathan Pitts, co-founded a spinout company called Actual Experience Ltd so the research could make a real difference to industry and so ultimately to everyday users.
For businesses that rely heavily on IT, the human experience of corporate applications directly affects how efficiently staff can work. In the consumer Internet, human experience directly affects brand perception and customer loyalty. Actual Experience’s technology enables companies to manage their networks and servers from the perspective of human experience – it helps them fix the problems that their staff and customers notice, and invest their limited resources to get the greatest economic benefit.
So Internet gaming, posting letters, probability theory and cars stuck on motorways are all connected. But to make the connection you first need to study electronic engineering.
Global Entrepreneurship Week is in November each year and to celebrate we’ve put together a portal resource page on Tech Entrepreneurs to inspire you. It features, for example, Jacquie Lawson (who created a digital greetings card enterprise), Freddie Figgers (who runs the first Black-owned telecoms company in the US), Dragonfly AI (a computer vision company founded at QMUL) and Sophie Wilson (who designed the chip for the BBC Micro). We will keep adding more people and companies. There are also links to careers resources.
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