Twenty years on systems where failure is a number you have to design for, not a word you are allowed to avoid.
Carbon-carbon brakes in Formula 1, where a wrong assumption ends up in the wall at the end of the straight. Then braking systems for McLaren Automotive, Bentley, Jaguar Land Rover, Nissan and NEVS — a different problem entirely. An F1 disc is designed for outright performance and has to survive two hours on a Sunday; a road car’s brakes have to work for a decade, in every condition, for a driver who has had no training at all.
Then four years building Chassis Autonomy from first principles to acquisition by a global Tier-1 — an engineering team scaled to twenty-five across two countries, sixteen patent families, £3.2M of grant funding, and a steer-by-wire stack taken to production readiness.
The discipline is the same wherever it goes: decide what has to be true, prove it, and design so that being wrong is survivable. It applies to a police force signing off vehicles that must not be outperformed by the ones they are chasing, and to a founder whose technical judgement has to survive contact with a customer.