Q5: Jim Lindop, chief executive of Jennic

In the latest of our Q5 sessions, we talked to Jim Lindop, chief executive of wireless IC developer Jennic. The firm has been leading the development of silicon for Zigbee, the low power, low cost wireless standard.

Why do we need ZigBee?

Compared to wired technologies, ZigBee offers a standard specification allowing development of sensor and control networks which are low cost, can run over one year on batteries, be deployed by untrained installers (such as consumers) and allows for mobile nodes.

In contrast to other RF technologies, ZigBee is the only global standard allowing interoperability, while providing reliable secure solutions for a multitude of network requirements. This makes it suitable for complex tree and mesh network topologies configured for applications ranging from hotel emergency lighting systems to forest-fire monitoring systems.

What has been the hardest bit of engineering Jennic has done?

Jim Lindop

The most significant engineering challenge for Jennic has been the multi-disciplinary effort of putting together a 2.4GHz radio, protocol engine, microcontroller and software on a single piece of CMOS silicon - and getting it manufactured at high volume with good yield. There are very few teams in the world capable of succeeding with this in a timely manner.

Are you providing just chips or will you have to offer extra support?

As a semiconductor business Jennic primarily makes money in selling silicon. To support customers designing in and using our products we offer a complete solution of chips, modules, evaluation kits, networking software and software development tools.

In addition to the chip solutions, our partners facilitate product development and offer support for the many different geographic and application markets addressed by ZigBee.

Why has ARM - to date - been the one, really successful, IP-only UK business?

ARM was in the position of having the right product that met a market need and the company reached critical mass in a booming economy. So it was all a question of timing: being in the right place at the right time to take advantage of and gain design-ins into some of the early mobile handsets.

I now don’t believe it is possible to build a sizeable sucessful IP company and hence the reason to re-position Jennic two years ago as a semiconductor products company.

Do you prefer managing the people and the business over the focus of an engineering job?

Either the CEO or CTO in a start-up or high-growth technology business needs an extremely strong depth of knowledge of the product, as well as tenacity, people skills, and belief in what they are doing.

Initially a start-up is mostly engineering but now the most important part of the business for me is in building and steering a team of people. For me it is first and foremost a people business.

Jennic