BY YELENA RYMBAYEVA AND NICHOLAS R. ZABALY
Originally developed by NASA, the Technology Readiness Level (TRL) scale is a helpful tool used to assess a technology’s development maturity. Once you understand the basics of TRL, this framework can be extremely helpful in positioning your product and your business plan to receive the investment and support that you’ll need.
Using TRL as a Strategic Tool
To utilize your product’s TRL effectively, you need to start from the right positioning:
- Know (and be honest about) your current TRL: Consider your technology’s developmental level based on the evidence. Are you at TRL 2 (idea stage with initial calculations), TRL 4 (lab test validated), or TRL 6 (a pilot prototype)? You need to be realistic in what you claim, because overstating your TRL can backfire – and investors will evaluate your trustworthiness. Be truthful and transparent, because TRL is a measurable scale, not a subjective analysis.
- TRL milestones should guide your roadmap: For example, you might plan to progress from proof of concept (TRL 3) to lab validation (TRL 4) in 6 months. Breaking the roadmap into TRL increments defines clear technical objectives and keeps the team on-track to address needed requirements (resources, testing, certifications) for each level.
- TRL can guide your funding strategy: Because different TRLs can tap different funding sources, the level your project is at will dictate where you go for partnerships. At TRL 1–3, research grants, innovation contests, and early-stage incubators are feasible options. At TRL 4–6, larger government grants (such as a SBIR/STTR Phase II) or an angel investment will be needed. At TRL 7 and beyond, later-stage venture capital, corporate strategic alliances, and early customers become the strongest possibilities. It’s important to match the current level with the current best partner, and not to overreach.
- Use TRL to explain pitches and proposals: Many grant applications, particularly in Europe, require inclusion of the current and target TRL of the project. This is because TRL is a standardized means of noting status for quick evaluation. Using it in a pitch will efficiently communicate information and free up time for other, more critical ideas that are not as easy to explain.
- Be aware of the funding gap between TRL 4 and TRL 7: The time that a project is between the lab prototype (TRL 4) and a demonstrated product (TRL 7) is the hardest period to secure funding. It’s also the phase which requires the most significant engineering, iterations, and testing. So many projects fail at this point that this part of the TRL process is known as the valley of death. To survive, seek partnerships with universities or government labs, work with an accelerator program, or secure an early customer who believes in you. The critical thing is to find a partner for funding that can get you through this part of the journey and to the point when venture capital is more willing to invest.
- Use solution-based language: Early stage TRLs (1-2) are about hypotheses. But TRLs 6-9 are about demonstrated solutions. Your pitch language should reflect this, demonstrating proof that your product solves defined problems for its users. At low TRLs, you discuss what you believe and plan to test; at high TRLs, you prove that you are ready to deliver.
Examples of TRL in Action
Real-world examples: We work with a company called QD Labs that is currently developing a combination halloysite/dispersant nanotube-based oil spill remediation technology. This technology is currently at TRL 3-4, and the team has now set their sights on scaling the technology utilizing grant-funded testing in simulated marine environments. In success, this will move the technology to TRL 5-6, via the validation in a relevant field setting.
Additional examples from different industries include:
- From Lab to Jet Engine (TRL 3 → TRL 7): The UK-based R&D organization TWI collaborated with aerospace manufacturer Rolls-Royce to scale new manufacturing techniques for jet engines. They developed a novel laser additive manufacturing process for nickel-alloy parts from TRL 3 (lab prototype) to TRL 7, culminating in a successful engine test. This partnership was supported by the European Space Agency and helped bridge the “valley of death” gap, demonstrating that close collaboration between researchers, government, and industry can yield major innovations that would otherwise not be possible.
- Startup Secures Exit at TRL 5: Intabio, a biotech startup, developed a new device for biotherapeutic analysis to significantly reduce testing time and cost. They proved the concept at TRL 5 in a relevant lab environment and produced a pilot program with partners in the biotech industry. This ultimately led to the startup being acquired by SCIEX in 2021, demonstrating that a prototype with established benefits can still attract corporate attention, with luck and the right partnerships.
- Robotics Innovations Reach the Finish Line (TRL 7–9): ARIS Technology, a company developing smart robotic inspection systems, progressed to TRL 7–9 thanks to support from Manufacturing USA, a network of regionally-focused early-stage technology institutes. This public-private partnership helped ARIS refine and validate their technology, accelerating from a prototype to a market-ready product in a fraction of the time it would have taken otherwise. Reaching a high TRL often involves building a supply chain and manufacturing process for the new technology, which partnerships like this can enable.
As your product progresses up the TRL ladder, pitching your project using the framework can help determine who will fund, partner, and help advance you from experiment to product.
Conclusions
TRL is a powerful strategic tool for anyone developing a new technology. By rigorously assessing and communicating your TRL, you ensure alignment of your development plan with the expectations and resources of the market. TRLs help to de-risk by targeting the right support at the right time. And by honestly evaluating your TRL, you can determine what’s next for your product and your business plan, organizing a strategy that can lead to success.
Yelena Rymbayeva
Yelena Rymbayeva is a veteran marketing professional with experience in software, product development, and entertainment-focused startups. She serves as the chief marketing officer of QMS2GO, an AI-driven quality management system software platform, and as director of marketing and product development for LA New Product Development Team, a firm which assists inventors and entrepreneurs in developing and launching consumer-focused products.
Nicholas R. Zabaly
Nicholas R. Zabaly is the editor-in-chief of QMS2GO’s research and knowledgebase operations.