Business Weekly - Cambridge, UK

Think of a world-leading ink jet printing business - Domino, Linx, Xaar, Willett, Imaje - they all began in this hi-tech hothouse on the Science Park.

The company has also been a leading player in ICT with spin-outs such as Cambridge Silicon Radio, Mezoe, Alphamosaic, Cyan Technologies and Pelikon.

CCL’s business solves problems through the innovative application of technology.

Healthcare and telecoms development makes up two-thirds of its business, but CCL also has expertise and experience in industrial and consumer products, fast-moving consumer goods (FMCG) and automotive development.

CCL clients include Orange, Zeneca, Pharmacia and Upjohn, Tetley GB, Rolls Royce, Ford, Nokia, Siemens and Unilever.

Born out of the vision of Tim Eiloart, Cambridge Consultants was formed as an organisation putting the brains of Cambridge University at the disposal of the problems of British industry.

Forty years on, very little has changed in terms of the spirit of innovation and excellence at the company, but CCL has long since grown out of that initial remit and is looking to further broaden its horizons.

In 1998 alone CCL’s product and process innovation created an additional 2 billion dollars of revenue for clients.

Through the implementation of a new business model, CCL is looking to increase its own share of the wealth. In the past, the company has incurred little risk by - in effect - selling it’s time for pounds.

While maintaining the same considered and astute approach to its projects, CCL provides risk assessment and management to its clients), there is a definite emboldening of strategy.

Cambridge Consultant’s des-ign and development business will form the core to the new model. This will be enhanced by the creation of new focused business units (in areas such as E-commerce, drug delivery devices, digital printing and micro-controllers).

In addition, the company -already an exceptionally fertile ‘seedbed’ for new spin-off companies - will be looking to create at least one of these spin-offs a year, maintaining both an equity stake and, perhaps more importantly, a close working relationship.