Thought Leadership

I outline how to turn fragmented product, market, and technical work into a clear, credible narrative for grants and early stage investors.

How to make assumptions explicit and shared so that validation, market exploration, and strategy are easier By Chris Burgess You hear a lot about building products by solving problems. But what happens when the product already exists and you now need to validate it? This is the situation many companies find themselves in, especially those moving from projects to products.  Products are always built in response to a perceived problem, whether that problem has been made explici

I explore why glasses and headsets are not competing categories, what shifts are happening, and why this is key for the future of personal computing.

I started with a clear goal. I wanted to interpret and summarise scattered data. I am not technical, so I set out to build an AI agent with no code. More than sixty hours later, with more than twenty seven nodes created and the need to start vibe coding, it became clear that it was anything but simple.

Spatial computing is moving from screens to spaces, but adoption will depend on how naturally people can use it. This post explores the future of human–computer interaction through three lenses — humans, computers, and interaction — showing how generational familiarity, device evolution, and intuitive gestures will shape the next era of computing.

Introducing 'The Onion Model' which helps tech investors to see innovation as a series of expanding layers that turn discovery into proof, then traction, then scale.

Emerging technologies are often built before their story exists, which makes them powerful but difficult to sell. A clear story helps people see what the product does and why it matters. Some founders begin with the story, others with the product, but the most successful learn how to turn one into the other. This post explores how story and product shape each other and how that connection helps you sell emerging technologies.

Every company gathers feedback, data, and ideas, but few know how to connect them into clear direction. This post explores why so many teams struggle to make sense of their customer and market insights, and how new ways of working — and smarter tools — can help.

Most XR teams are stuck in project mode, chasing briefs instead of building momentum. Adopting an XR product mindset means focusing on users, outcomes, and reuse. This post shows how to shift your mindset, reshape your process, and turn one-off projects into scalable products that grow.

Deep tech startups face a unique challenge. Their technology often works long before the market is ready for it. This case study explores how one company navigated that gap between invention and adoption, revealing five lessons on how to turn deep tech innovation into product-market fit. From focus and market relevance to data and timing, it offers practical insights for founders bringing science-based innovation to market.

Innovation for startups often begins with excitement and ambition, but it can quickly drift when curiosity overtakes focus. In this article, Chris Burgess shares how a real-world product story from HP revealed the cost of chasing shiny features, and what founders can do to keep experiments grounded in user value. Learn how to build what matters by turning good ideas into products people genuinely need.

XR has huge potential, but many teams still lead with technology instead of user value. Chris Burgess shares how XR companies can build stronger products by focusing on the people who matter most, creating a product strategy that connects users, developers, and buyers for sustainable growth.

The tech hype cycle rewards visibility and punishes hesitation. Once feasibility is proven, attention rises fast and fades faster. Staying relevant means more than chasing trends. It requires clarity, credibility, and consistent progress long after the hype moves on.