Changing the World with Visible Light Curing Technology ‘VisCure’
Immediately after the NAACst STEP #7 Demo Day, the SNAAC management and some of the participating teams had a small after-party. While sharing drinks and reminiscing about the hardships of the NAACst STEP period and the final results, VisCure CEO Lee Seok-ju quietly smiled and offered a few words.
That casual remark felt like the most accurate description of the team. Describing themselves as "manufacturers," the CEO's energy and sense of responsibility, as well as a vivid sense of the business the team was poised to pursue, were captured in his description.
Breaking the Stereotype of Lab Startups
VisCure was one of the teams that stood out among over 60 applications and IR decks. It was a technology startup that originated in a lab in the Department of Materials Science and Engineering at Seoul National University. Add to that the stability of having a professor as a co-founder, and the track record of being selected for LG Display's open innovation program, "LG Dream Play," and there was no reason not to listen to their pitch.
Of course, I had some concerns. It was the stereotype that they were a typical "lab startup" comprised solely of engineering students. They possessed the technology, but were weak at articulately communicating with the market and customers. However, upon meeting them in person, I realized that VisCure was a team that completely shattered that stereotype.
CEO Lee Seok-ju, even when pitching his product, focused on the "problem" rather than the "technology." He emphasized the process inefficiencies customers faced, rather than the complex chemical structure of adhesives. Even someone with no knowledge of materials engineering could clearly understand why this technology was needed. The technology may be complex, but the explanations were clear and the logic consistent. Although it wasn't yet at the mass production stage, the milestones toward mass production were clearly outlined. Above all, the CEO's words explaining the process were filled with solid confidence. Perhaps that's why the phrase "manufacturing person" didn't feel like a light joke, but rather a statement that showed an attitude of already meeting customers, participating in the industry, and continuing to do so.
(Comments actually written by the author while listening to the pitch during the second round of evaluation)
That confident entrepreneurial attitude wasn't developed overnight. CEO Lee Seok-ju met countless entrepreneurs while working as a journalist during his undergraduate years, and through this process, he developed a desire to one day start his own business. However, he temporarily put that dream on hold when he chose to attend graduate school to focus on his research. Then, his advisor's question, "Why don't you give entrepreneurship a try?" rekindled the spark that had lingered in his heart. It wasn't a simple invitation; perhaps he recognized his inherent talent. That's how VisCure began.
Beyond the Lab, a Team That Truly Hustles
Recently, Doosan's job posting garnered a bit of attention for its hustling organizational culture, emphasizing "time investment." VisCure is no exception. Behind every success lies time and effort, and every team member willingly invests their time for growth.
VisCure was a team that was able to schedule meetings at 8 a.m. (!) throughout the eight-week growth period. This wasn't just a single CEO's inclination; all the researchers, including CEO Seok-ju Lee, were moving in sync with this rhythm. This early-morning routine wasn't just a daily habit; it felt like a testament to the team's dedication to technological research and business development.
Of course, this team's focus is still on technology development. Perhaps they're more accustomed to careful review and step-by-step progress than rapid experimentation and iteration. Nevertheless, the consistent routine of waking up at the same time every day (incredibly early!) and moving at the same time—the focus and momentum created by this—was palpable. A team that prioritizes time over words, and steady action over mere planning—VisCure was that kind of team.
We often encounter teams so obsessed with R&D that they rely on the word "potential" to present themselves to others. They have no customers, the product is unfinished, and the market hasn't opened yet, but they claim, "It could be great in the future." They endure for months on a single government project or proof-of-concept, and even then, most of it is done within the lab. The team is more of an extension of the lab than a startup. While they have revenue, they have no customers, and they lack the rhythm to move into the market. We often call such teams "zombies." They appear alive on the outside, but in reality, they barely move. Time passes, but the business doesn't progress. It's a team with technology but no business.
VisCure wasn't like that. They were already moving forward based on technology, establishing a business rhythm, and preparing for the present, not an uncertain future.
I can't list everything here, but VisCure isn't just a team focused on display adhesives. Adhesives are just the starting point, and I believe their core technology, visible light curing technology, can be expanded into various industries. As the company name "VisCure" suggests, "Cure the future with visible light (Vis)," the scale and direction of the problem the team is addressing was far broader and deeper than we anticipated when we first received their applications.
The term "manufacturing person" doesn't sound like a joke to me. It conveys confidence in mass production, confidence in sales, and the ambition to throw themselves into the somewhat wild world of manufacturing. VisCure is clearly a team that is "creating" its own position in the industry. In that sense, isn’t this a true ‘manufacturing’ team?