ASPIS Academy Interview: Kristina Bartmann

In this ASPIS Academy interview, Kristina Bartmann, an expert from DNTOX GmbH, shares her journey from academic research to entrepreneurship in neurotoxicity testing. Led by Anna Melina Steinbach, an early career scientist from RISK-HUNT3R, this insightful conversation offers inspiration and guidance for young researchers considering a transition into the start-up world. Discover what it takes to turn scientific research into a viable business and gain valuable advice for navigating the challenges of entrepreneurship.

What inspired you to transition from academic research to launching your own start-up?

The idea to turn our research into a start-up was strongly driven by my PhD supervisor, Prof. Ellen Fritsche. She recognised early on the potential of the in vitro methods we were developing for testing developmental neurotoxicity (DNT) and how they could meet the growing demand for alternative testing approaches in the regulatory space. Her vision and initiative set the foundation for DNTOX.

For me personally, the idea of seeing our research applied in real-world settings was a huge motivation. I was excited by the possibility of contributing to safer chemical testing practices and addressing a clear market need.

When did you realise your research could be turned into a viable product or business, and how did you validate the market demand for your product?

We realised that our research could become a viable business when we noticed the growing regulatory and societal shift towards replacing animal testing with in vitro methods. At DNTOX, we specialise in testing chemicals for developmental neurotoxicity (DNT) using advanced in vitro cell-based methods. Over the past few years, several stakeholders have made significant progress toward implementing these alternative testing strategies for regulatory purposes, creating a clear market need for reliable and scientifically validated solutions in this area. It’s incredibly rewarding to know that our work not only fills a scientific gap but also contributes to the global push for more ethical and sustainable testing methods.

What skills are needed to start your own business?

Starting DNTOX required a diverse skill set, beginning with the ability to translate complex scientific findings into something that stakeholders and potential customers could understand and value. But one important lesson I’ve learned is that you don’t have to have all the skills yourself from the start. Building a strong team is crucial—each member brings their own strengths to the table, and together, you create a well-rounded foundation for the business. For example, while my expertise lies more in research and development, my co-founders contributed their skills in areas like business strategy, operations or bioinformatics.

How did you approach the process of finding co-founders or a team? What qualities were you looking for in your first hires?

The formation of our founding team was largely driven by the head of our research group, Prof. Ellen Fritsche, who was also the visionary behind the idea. She recognised the potential to take our research beyond academia and brought us together as a team. Having worked closely together during my PhD, we all already shared a deep understanding of the science, built a strong working relationship, and complemented each other’s skills, which made the transition into co-founders feel like a natural next step.

When it came to expanding the team and hiring our first employees, we focused on finding people with the right technical expertise, but equally important was their passion for innovation and making a real impact. In a start-up, flexibility and the ability to take on multiple roles are just as crucial as qualifications.

What were some of the biggest challenges/unexpected obstacles you faced when you first started your company, and how did you overcome them?

From my personal experience, one of the biggest challenges was adjusting how I communicated. In academia, I was used to giving detailed scientific presentations to specialised audiences, often diving deep into the technical aspects. However, when we started DNTOX, I had to learn how to present complex scientific concepts in short, precise pitches that appealed not only to experts but also to potential investors, stakeholders, and customers. This shift was one of the toughest for me because it wasn’t about scientific depth anymore but about conveying the practical value and potential of our research in an easily understandable way. However, through various training programs and start-up competitions, I was able to refine these skills.

Funding is often seen as one of the most daunting aspects of launching a start-up. Can you share how you navigated early-stage funding and any advice for those seeking investment?

We focused on securing seed investors early on and spent considerable time preparing for our first big funding round, which we successfully closed about a year after founding the company. The process required us to develop a clear and compelling pitch, backed by solid data and a well-defined business plan.

One key takeaway for me was the importance of networking and building relationships with potential investors. Early conversations didn’t always lead to immediate commitments, but they helped refine our message and clarify what investors sought. My advice for those seeking investment is to be persistent and well-prepared. Know your market, your numbers, and the value your solution provides. Also, make use of start-up competitions and incubator programs—they offer visibility and can help refine your pitch while connecting you with investors.

Have you found that the entrepreneurial lifestyle allows for more flexibility, or does it tend to blur the lines between work and personal life? Was there a significant difference when you moved from academia to this sector?

Entrepreneurship does come with a certain degree of flexibility. There’s more freedom to set your own priorities and structure your time, especially compared to the rigid schedules of some traditional jobs. However, that flexibility often comes with blurred work and personal life boundaries. When you’re building a start-up, the business becomes such a central part of your life that it’s hard to fully step away, even during evenings or weekends. The transition from academia to entrepreneurship amplified this shift. There were already overlaps in academia—late nights in the lab or taking work home were not uncommon. But being part of a start-up you co-founded comes with the pressure of making important decisions, meeting tight deadlines, and keeping the company on track, making it much harder to switch off.

Looking back, were the financial and personal sacrifices worth it? What would you advise someone considering entrepreneurship to be prepared for financially and personally?

Looking back, the sacrifices were definitely worth it. Founding DNTOX has been one of the most rewarding experiences of my life so far, both professionally and personally. That said, entrepreneurship comes with challenges—there are moments of uncertainty and times when the workload and pressure feel intense. My advice is to approach it with a clear understanding of the risks and to surround yourself with people who believe in your vision and can support you through the tough times.

What role does failure play in your entrepreneurial journey, and how do you bounce back from setbacks?

What I’ve learned is that failure forces you to adapt and grow. Moving forward often requires stepping back, understanding what didn’t work, and exploring a new approach. For me, having a supportive team and mentors has been key. Open communication and learning from different perspectives have helped me a lot.

Looking back, what would you have done differently during the early stages of your start-up, and what advice would you give to someone considering this path?

Looking back, one thing I would have done differently in the early stages of DNTOX is to spend more time understanding the business side before jumping in. Coming from academia, I was focused on science and underestimated how much effort would go into fundraising, market research, and regulatory requirements. A stronger foundation in these areas earlier on would have made things less overwhelming for me.

My advice to anyone considering this path: You won’t have all the answers at first, and that’s okay. Surround yourself with a team or mentors who complement your skills, and don’t be afraid to start small and iterate as you go. Building a start-up is a learning process, and adaptability is key.

As someone with ongoing ties to the academic institution from which your start-up emerged, could you share how your roles differ between academia and the entrepreneurial world despite focusing on the same research topic?

Although my academic and entrepreneurial roles are centred around the same research, my approach differs. In academia, my focus was on application-oriented research and developing methods ready for regulatory use, but the emphasis was on scientific progress rather than commercialisation.

At DNTOX, I still work with the same research, but my role now includes translating these methods into a marketable product. This means advancing the science while considering market needs, regulatory requirements, and business strategy. In the entrepreneurial world, I need to move faster, prioritise product development, and engage with a broader range of stakeholders, including investors and clients, adding complexity beyond the academic setting.