Space West Spotlight - Mark Woods
Welcome to Space West Spotlight, a series celebrating the people, research and businesses that make up the Space West community.
Through this series we'll profile the individuals driving innovation, the pioneering research shaping the future and the local businesses powering growth across our region.
This edition, we're shining the spotlight on Mark Woods, Chief Strategy Officer at CFMS and a key member of our Space West steering board.
Leadership Journey
Where did you start your journey in the space sector?
My career in the space sector began over 20 years ago at SciSys (now CGI), where I worked on early AI and autonomy capabilities for missions such as Beagle 2, alongside developing intelligent planning and scheduling systems for the Eutelsat satellite fleet.
Building on my PhD in AI and Mechatronics, I applied advanced technologies to real-world space challenges, including deploying a neural network in low Earth orbit in the early 2000s. This work became the cornerstone of several first-of-a-kind developments in AI, robotics and autonomy, including contributions to ESA’s ExoMars rover mission, as well as wider applications in field robotics beyond space.
What is your current role?
I am Chief Strategy Officer at CFMS, where I lead overall company strategy and lead strategic initiatives in robotics, AI and autonomy, for industry including first-of-a-kind programmes in the space sector. I also serve on several government, regional and academic advisory groups, contributing to strategy, industrial representation, AI/Robotics expertise and innovation policy.
What does your organisation do?
CFMS focuses on applying HPC-enabled digital technologies including modelling and simulation, AI, robotics and digital twins to solve highly complex industrial challenges. Our goal is to accelerate the transition from concept to commercial reality by de-risking innovation at scale.
Alongside this, we contribute to thought leadership and skills development across our core domains.
What inspired you to take this position?
I was motivated by the opportunity to help shape strategy board level as an executive director within a growing RTO, and to influence how innovation is delivered across the UK across various sectors.
For space/AI/robotics specifically: Having spent many years transitioning technologies from early-stage development (TRL3) to operational deployment (TRL8) as an experienced field roboticist and AI professional, I recognised a significant gap in the use of high-quality simulation and scalable data infrastructure particularly for space and physical AI systems.
As the sector shifts towards commercial pace and scale, there is a growing need for capabilities that go beyond traditional, desktop-based approaches. I saw a clear opportunity for CFMS - through its secure data infrastructure and modelling expertise - to play a leading role in this transformation.
Since then, we have developed key strategic capabilities, including a dedicated space and robotics data centre (COSDAC) and large-scale AI robotics simulation environments (LARS). These are enabling the application of frontier AI in space and adjacent sectors such as aerospace.
Impact
What are your top priorities?
My priority is to strengthen and grow CFMS’s role as the national centre in our capability area. Ensuring that we accelerate technology adoption and deliver measurable impact for industry. This includes advancing the application of digital technologies at scale, building strong partnerships, and pushing the frontier/SoTA of applied physical AI, robotics and autonomy.
What are the biggest challenges you are facing?
A key challenge - and opportunity - is supporting industry in transitioning from traditional engineering approaches to fast-paced, digital and AI-enabled ways of working. While digital capabilities are advancing rapidly, physical engineering sectors must adapt more quickly to fully realise their benefits.
How are you supporting growth, skills and innovation?
My priority is to strengthen and grow CFMS’s role as the national centre in our capability area. Ensuring that we accelerate technology adoption and deliver measurable impact for industry. This includes advancing the application of digital technologies at scale, building strong partnerships, and pushing the frontier/SoTA of applied physical AI, robotics and autonomy.
Personal Perspective
What leadership lesson has stayed with you?
In innovation, momentum matters. Embracing disruptive technology is essential - but it must be supported by a culture that actively enables rapid exploration, embracing new ideas, iteration and collective ownership. The risk paradigm has shifted: moving too slowly is often the greater risk.
What advice would you give to emerging leaders?
Build teams around a shared purpose and a genuine curiosity to explore new opportunities - not just technical capability. Culture – which you create as a leader - is often just as if not more important than technical expertise.
Step beyond your comfort zone regularly. Learn from others. In an increasingly distributed and digital world, strong interpersonal skills and real-world engagement are more important than ever.