Theo Drane is a distinguished expert in mathematics and engineering, holding a Master’s degree in Mathematics from the University of Cambridge and a PhD in Electrical and Electronic Engineering from Imperial College London. Currently, he serves as a Fellow Silicon Design Engineer at AMD, a Council Member at the Computing Research Association, and an Honorary Research Fellow at Imperial College London.
In this interview, Theo shares insights from his extensive career, discussing the transition from academia to industry, the importance of networking, and how industrial research drives real-world innovation. With previous roles at Intel, Markit, and Imagination Technologies, Theo reflects on the balance between theoretical research and practical application, offering valuable advice for early career professionals looking to make an impact in applied research.
Can you share how your journey into the research industry started? What motivated you to pursue this path over academia?
Ultimately industrially applied mathematics was my goal. After my mathematics degree, recruitment consultancies connected me with a whole range of maths based graduate roles. I found AutoPD which, with consultant mathematics professors, were reinventing binary multiplication and addition. The novel emerging cross disciplinary work was an incredible blend of academia and industry.
What would you say is the biggest takeaway that you learned from your early career roles (Markit, Imperial College of London, Imagination Technologies) into the research industry?
Fundamental research can have an immediate & direct impact on industry. The problems reside in industry and the people with the right skill and care will need to be found and supported.
What are the key differences you have noticed between research in academia and industry? How can Early Career Professionals (ECPs) navigate this transition effectively?
Academic research typically lauds the idea itself through publication & citation whereas real industrial research is used, improves products, processes and users.
Right does not mean good – the right long term solution may not be practical or maintainable and hence not good. Listen & experience people’s problems and then provide staged solutions. Innovators care about their work, but you will need to know when and which ideas to abandon.
How has your experience at Intel Corporation furthered your career growth?
The sheer size of Intel enabled me to connect with US researchers through the vast Intel Labs network, help co-organise Intel’s internal conferences as well as work with Intel vendor R&D directly. Growing and investing in these networks has been invaluable.
What is a valuable lesson you have learned as you have led the Graphics Numerical Hardware Group?
Diversity of thought – the Intel group grew from the needs of the division and members came from diverse sources – new university connections, graduates, previous interns & colleagues and internal hiring. Each person brings a unique skill set, this enables an incredible holistic view to our research problems and hence holistic solutions.
How important was networking during your career journey, and how did it help your career? What specific work experience guided you to build a strong professional network?
Of my various job changes, 75% are due to my personal network. I have moved from a company to its vendors and customers – direct customer and vendor access is invaluable. My university and academic conference involvement has been a constant throughout my career; belonging to a field in this way has provided invaluable career opportunities.
Growing one’s vendor network – submit a bug/enhancement request, engage with application engineers, then their R&D and then ultimately VPs. Giving talks at internal & external academic & industrial conferences, this forces you to refine and declare the topics you care about, connections will follow.
In your many years of experience, how does the balance between innovation and practical application play out in industry research?
Industry requires short, medium and long term solutions to a problem. Building trust by providing reliable short term solutions generates the buy in required to tackle the long term solution. Trust and buy has to be built and maintained along the way. Industry research also requires having research ‘pieces’ ready to be used – sometimes innovation is as simple as hiring the right person, into the right division at the right time.
