About Duku:
Duku Product Design is a UK-based engineering design consultancy with over a decade of experience in transforming client ideas into market-ready products. The company specialises in end-to-end product development, from concept through to design for manufacture and production delivery. In recent years, Duku has expanded beyond consultancy into the development of its own proprietary technologies, with a strategic focus on innovative and accessible EV charging systems, transitioning from a service-led consultancy model to a product-led scalable business.
About the Knowledge Base:
The academic team based within the Bristol Business School at UWE Bristol brings a strong research foundation, combining both academic and industry perspectives. The KTP was supported by Dr Mel Hudson Smith and Eamonn Condon. As Associate Professor in Operations Management, Mel has over 20yrs of experience working with small businesses to enable them to achieve their strategic objectives by ensuring their operational capabilities and processes are high quality, efficient and strategically aligned. Eamonn is the Programme Lead for the Marketing Degree and a Senior Lecturer in marketing. With international experience, Eamonn has valuable expertise in launching services, leading product teams and embedding processes and launch strategies to new markets.
Excluding Alex Lee (Duku – Company Supervisor), Mel Smith (Academic Lead) and Helen Lewis (KTP Project Manager).
About the KTP Associate:
The KTP Associate, Taabish Khan, holds an MBA in Strategy and BSc in Business Management, brings over six years of experience across sales, project management, and corporate communications. His professional background spans both industry and agency roles, delivering commercially focused projects and working across cross-functional teams.
About Innovate UK:
Innovate UK is part of UK Research and Innovation, is the UK’s innovation agency. Their mission is to help companies to grow through their development and commercialisation of new products, processes and services, supported by an outstanding innovation ecosystem that is agile, inclusive and easy to navigate.
The Challenge the KTP Addressed:
The partnership aimed to embed a full commercialisation capability within Duku EV, enabling the transition from a design‑led consultancy to a scalable EV technology business. This capability supports the direct marketing of Duku’s own in-house designed products and enables a full idea‑to‑market service for new and existing design consultancy clients across home, fleet, and public charging markets.
Business Challenge:
At the outset of the KTP, Duku operated primarily as a product design consultancy but had begun developing proprietary EV charging technologies and patents. However, it lacked the commercial capability required to take these products to market. While the business had strong expertise in engineering design and product development, it did not have the internal frameworks needed to support market entry, revenue generation, or scale.
More broadly, the business faced structural challenges such as:
- No formal market sizing or prioritisation framework
- Lack of defined routes to market or commercial models
- Absence of investor-ready financial planning and valuation logic
- No established supply chain to support hardware delivery
- Reliance on ad hoc project-based revenue rather than scalable growth
In addition, entering the EV charging market required navigating a complex and capital-intensive landscape, including manufacturing readiness, certification requirements, and long procurement cycles.
As a result, the core challenge was not only to commercialise a product, but to determine what should be commercialised, how it should be brought to market, and how the business could do so in a scalable and financially sustainable way.
The Solution:
To address the lack of commercial capability, the KTP focused on embedding structured, evidence-led decision-making within the business, while simultaneously validating real market opportunities for Duku’s EV charging technologies.
The project did not follow a linear path. Early in the partnership, initial commercial assumptions around launching a single public EV charger were tested through detailed market research and industry engagement. This revealed that the chosen segment was highly competitive, low margin, and capital intensive, prompting a fundamental shift in strategy.
In response, the focus moved from commercialising a single product to developing a scalable product portfolio built around Duku’s core cable management technology and family of 11+ patents. This shift enabled the business to target multiple higher-value markets, including fleet, domestic, and commercial charging applications, significantly improving long-term growth potential.
Alongside this strategic pivot, structured commercialisation frameworks were introduced across the organisation. Market sizing methodologies (TAM–SAM–SOM), competitor analysis tools, and value proposition frameworks replaced ad-hoc decision-making, allowing the business to prioritise opportunities based on evidence rather than assumption.
As industry engagement increased, further insights shaped the commercial approach. Engagement with OEMs, charge point operators, and international manufacturers highlighted differing preferences between licensing and hardware supply models. This led to the development of flexible routes to market, including both hardware delivery and IP-led licensing strategies.
In parallel, significant progress was made in building the foundations required for commercial execution. This included the development of investor ready financial models, structured outreach pipelines, early-stage supply chain relationships, and active participation in industry events to validate demand and position the business within the EV ecosystem.
These activities collectively transformed the business from a consultancy-led organisation with a single product concept into a commercially structured EV charging solutions provider, with a defined product portfolio, validated market opportunities, and a clear pathway to scale.
Key activities delivered through the KTP included:
- Development of market sizing and total opportunity assessment frameworks
- Expansion from a single product to a multi-sector EV charging portfolio
- Creation of repeatable commercialisation tools and processes
- Strategic input into Innovate UK grant funding applications
- Preparation of investor ready financial and strategic documentation
- Industry engagement through exhibitions, panels, and stakeholder outreach
The Results of the KTP:
By the end of the KTP, the business had undergone a fundamental shift – from a consultancy with an early-stage EV concept to a commercially structured EV charging solutions provider with validated demand, secured funding, and a clear pathway to scale.
This transformation was reflected not only in strategy, but in tangible commercial outcomes. During the project, the business secured over £276,000 in pre-production sales across multiple product lines, alongside contributing to £461,967 in Innovate UK funding. Combined, this represents a total financial impact exceeding £730,000, which is more than four times the grant value for the KTP.
Crucially, this activity was not isolated. EV-related grants and commercial traction accounted for approximately 30% of company revenue during the period, demonstrating a meaningful shift away from reliance on consultancy-led income and towards a scalable product-led model. In parallel, the business expanded from a single unfinished product to a portfolio of five production-ready EV charging solutions, significantly reducing market concentration risk and opening multiple routes to market.
The organisational impact extended beyond revenue. Headcount increased by 10% during the KTP, with the commercial groundwork laid through the project expected to support further job creation, including an estimated 7-12 roles within manufacturing through contract partners, and 4–6 roles within the emerging UK marine EV charging sector.
Beyond commercial performance, the project delivered meaningful societal and industry impact. Duku’s focus on accessibility contributed to a measurable improvement in usability, with the proportion of disabled users able to confidently use EV charging increasing from 25% to 61%. This represents a significant step toward inclusive infrastructure, addressing one of the key barriers to wider EV adoption.
Depot and charging network safety was another critical area of impact. With 31% of workplace injuries attributed to trips and falls (HSE), the development of automated cable management systems directly addresses a major risk factor within EV charging environments, particularly in fleet and public settings.
The project also contributed to sustainability objectives. Through collaboration with sustainability specialists, the products developed are targeting up to 99% recyclability, supporting longer-term environmental goals alongside electrification.
Just as importantly, the KTP elevated Duku EV’s external reputation and industry visibility. During the partnership, the business won the Industry Advocacy Award at the London EV Show 2024 and received Innovation of the Year from the IET for accessible vehicle technology.
Duku EV also strengthened its position as a thought leader in the sector through a talk on accessible EV charging at Cenex Expo 2025, alongside panel participation at Cenex Expo in Millbrook and the EV Charging UK Conference in London in 2026. These milestones signalled growing recognition not only of the technology itself, but of the company’s role in shaping conversations around accessible and user-centred EV infrastructure.
At an industry level, the KTP enabled Duku to contribute to early-stage policy and infrastructure development. Through involvement in the Clean Maritime Demonstration Competition (CMDC6) under UK SHORE, the business worked alongside organisations such as Cenex and the IET to help shape design guidance and best practices for marine EV charging, an emerging and strategically important sector.
The Knowledge Transfer Partnership (KTP) delivered significant benefits to the knowledge base partner, UWE Bristol, by providing a live commercial environment in which academic frameworks could be applied and tested. For the core project team of Mel Smith and Eamonn Condon, participating in Duku’s strategic transformation created a rich source of real-world material for both teaching and research.
Crucially, the collaboration provided valuable teaching examples of how a new intellectual property (IP) innovation is successfully brought to market (GTM). These practical insights are now being utilised in postgraduate courses, such as the MBA and the MSc in Marketing programmes. These outputs feed into student project work and support the development of future research and impact case studies.
Furthermore, the project’s complex requirements facilitated broader university collaboration, as thought leaders from across UWE outside of the core project team were brought in to assist wherever their specific expertise was needed.
Perhaps most significantly, the KTP has created capability that extends far beyond the lifecycle of the project. The commercialisation frameworks developed, covering market sizing, financial modelling, and go-to-market strategy, are now embedded within the business and are being actively deployed not only within Duku EV, but also as a formal service offering to external clients.
As a result, the KTP has not only delivered immediate financial return, but has established a repeatable and revenue-generating commercial capability that will continue to drive growth long after the project’s completion, while positioning the business for international expansion and external investment.
Key Facts and Impact:
Commercial Impact
- Three Innovate UK bids won, valued at £71k, £184k, and £81k
- Two confirmed sales orders across different product lines, valued at £88k + VAT and £186k + VAT
- Total direct monetary impact of £610k during the project period
- 3.2x return on the original KTP grant value within the lifetime of the project
- Estimated cost savings of £2.73 million over five years through improved strategic decision-making and reduced reliance on external consultancy
Strategic and Organisational Impact
- Expansion from 1 to 5 product lines, covering domestic, fleet, and public EV charging markets
- Establishment of a scalable supply chain to support hardware and licensing models
- Transition from a design consultancy to an EV technology business with defined commercial pathways
- Full redesign and launch of the Duku EV website, strengthening market presence and credibility
Reputation and Thought Leadership
- Winner of the Industry Advocacy Award at the London EV Show 2024
- Winner of Innovation of the Year for Accessible Vehicle Technology, awarded by the Institution of Engineering and Technology (IET)
- Delivery of a talk on accessible EV charging at the Cenex Expo ‘25
- Participation in panel discussions at:
- Cenex Expo, Millbrook (2025)
- EV Charging UK Conference, Crowne Plaza London (2026)
Future and Legacy:
The KTP has established a foundation that extends well beyond the lifecycle of the project, embedding both capability and opportunity that will continue to drive growth across the business.
A key legacy is the formalisation of commercialisation as a structured function within Duku. The frameworks developed during the partnership, including market sizing, financial modelling, and route-to-market strategy, are now embedded at management level and actively used across both EV and non-EV projects. This capability has also been translated into a client-facing service, already generating revenue and strengthening the company’s wider offering.
The project is positioning Duku EV as a clean, investable, and scalable business, separate from the legacy product design consultancy. Commercial and financial readiness has been achieved, with Duku EV now progressing toward a £1.35 million seed raise, supported by early investor interest and ongoing governance development.
New market opportunities have also been unlocked. Active partnerships are now developed with UK and European charge point manufacturers, particularly in the fleet sector, where Duku’s ARC technology is gaining recognition as a differentiated solution. In parallel, the business is exploring marine EV charging, building on its involvement in the Clean Maritime Demonstration Competition (CMDC6), where it contributed to the development of design guidance and best practices alongside organisations such as the IET and Cenex.
While the focus is now on scaling the existing product portfolio, additional opportunities, particularly within marine AC and DC charging, are being explored as part of the longer-term roadmap.
The academic outputs extend beyond UWE. This included an industry project with the MBA cohort of Aston University, which explored IP valuation, organisational transition to hardware supply, and strategic recommendations for scaling, delivering both academic and commercial value.
Looking ahead, the impact of the KTP is expected to extend beyond the business itself. As Duku EV scales, there is clear potential for job creation across manufacturing and emerging sectors such as marine electrification. More broadly, by improving accessibility and usability in EV charging, the business is helping to reduce barriers to adoption and support the wider transition to electric mobility.
With commercial capability embedded, market pathways defined, and early traction established, the KTP has reshaped the trajectory of the business, positioning Duku EV for sustained growth, international expansion, and long-term impact within the EV infrastructure sector.
What the partners have to say…
“This KTP has been genuinely transformative for our business. The project started at a pivotal point for us where we could see an opportunity and had a strong technical concept, but understanding where to focus our resources and building the strategy to exploit it was very difficult. We had a strong technical capability from our background in design and engineering, but this project gave us the structure and support to spend time on the commercial aspects which were not well defined at that point. Working with Taabish and the team at UWE has allowed us to challenge our thinking, refine our approach and ultimately build a plan with real long-term potential. We have ended the KTP with real clarity about our next steps, the next 12 months are going to be very exciting and we’re very grateful for the advice and support we’ve received from UWE and to have Taabish on board to expand and develop this opportunity.” Andrew Aylesbury – Director.
What the Knowledge Base partners have to say…
“From my role as a support academic on this project, I am very satisfied with how the transfer of knowledge from UWE has contributed to the pool of expertise to both Taabish and DUKU in their quest to lift their EV capability to the next stage. The partnership has worked very well and to me is a model of how they should be run” Eamonn Condon – Academic Supervisor.
“It has been a joy to be involved in this innovative and exciting KTP. The partnership between the company, academics and the Associate was exceptional and was key to unlocking the transformation from engineering consultancy to EV charging solution provider. As an academic, the impact of being part of both the planning and execution of a such a significant strategic change project, has created a rich source of material for both teaching and research” Mel Smith – Academic Lead.
KTP Associate…
“This KTP has been an ideal first long-term project following my MBA. While the course prepares you to act as a change agent bridging strategy with operational reality, this experience allowed me to apply that in a live business environment.
Building and translating a strategy into execution is rarely straightforward, particularly in a business balancing technical development with commercial ambition. The project exposed me to real constraints around resources, alignment, and timing – all of which shape outcomes.
It has been a steep and an extremely rewarding learning curve, requiring me to work across product strategy, market analysis, business development, and brand building within a highly competitive EV charging sector. I am grateful to have had this opportunity and the experience gained – and we aren’t finished yet!” Taabish Khan – KTP Associate.
From the Knowledge Transfer Adviser…
“The KTP is a great example of product development and commercialisation led with determination and skill by Taabish. It was a pleasure to work with the whole team and to be a part of the journey towards the implementation of a new sustainable revenue stream which adds to the business model. The KTP makes the company more competitive and with new strategic capabilities most notably the marketing and sales methodology which will serve as an embedded process suitable for any new product or service” Paul Spenkley – IUK Adviser.
