Building the Quantum Workforce: Talent Challenges and Opportunities

Introduction

Quantum computing companies are investing in education and training to avoid a talent shortage and fuel the industry’s growth.

Quantum technology is advancing rapidly—from quantum computing breakthroughs to new quantum sensors and secure quantum communications. Both governments and private investors have poured billions into quantum R&D, betting on its transformative potential in fields like cybersecurity, medicine, finance, and beyond. Yet amid this quantum revolution, a bottleneck has emerged: a lack of skilled people. In fact, the quantum talent shortage is now seen as one of the primary hurdles to translating lab discoveries into real-world innovations. One industry expert even warned that developing a “quantum-literate workforce” will be a key factor in winning the global tech race. The message is clear – without enough qualified engineers, scientists, and entrepreneurs, the quantum boom could stall despite ample funding and cutting-edge research.

Recent studies underscore the severity of the gap. A McKinsey report found there is only one qualified candidate available for every three quantum job openings. In other words, demand outstrips supply threefold. As a result, more than half of open quantum positions may go unfilled – with projections that less than half of all quantum computing jobs [will be] filled by 2025 unless we take action. This shortfall isn’t limited to one country or subfield; it appears across the board. For instance, in 2021 an estimated two-thirds of quantum-related jobs worldwide went unfilled due to lack of qualified professionals, and even by 2022 about 50% of quantum positions remained vacant. Whether it’s quantum computing, sensing, or cryptography, companies are struggling to find the talent they need to commercialize breakthroughs. The workforce gap has become so critical that the White House labeled it a “national security vulnerability,” urging efforts to train and attract more quantum specialists.

From a tech-transfer perspective, this talent crunch directly threatens the journey from lab to market. University TTOs and innovation managers know that a brilliant technology alone isn’t enough – a startup also needs a skilled team to develop the product, scale the business, and achieve impact. If quantum startups cannot hire enough qualified quantum hardware engineers, algorithm developers, or product managers, their progress will slow regardless of technical promise. Thus, solving the talent challenge is essential for converting research investments into real economic and societal benefits. The good news is that stakeholders across academia, industry, and government have begun experimenting with solutions.

The Widening Quantum Talent Gap

It’s useful to first understand why the quantum talent gap exists. Quantum technology is highly interdisciplinary – it demands expertise spanning physics, computer science, engineering, and even business. Traditionally, however, these skill sets have been taught (and siloed) in separate educational tracks. A quantum computing expert might earn a PhD in physics, focusing on quantum algorithms or hardware, but receive little formal training in software engineering or product development. Conversely, a top computer science graduate may have no exposure to quantum mechanics. This mismatch in skills has led to a limited pool of people who can straddle the quantum–classical divide. The result is that relatively few graduates emerge with the holistic knowledge that quantum companies now seek.

Indeed, universities have been slow to offer comprehensive quantum training. As usual with emerging tech, the academia is not keeping pace with industry needs. There are plenty of physics programs and computer science programs, but very few combined the two, and even fewer included business and leadership training. This lack of interdisciplinary programs means that even as universities produce brilliant physicists, those graduates might lack the engineering or management skills to drive a product to market. Quantum startups increasingly need hybrid talent: people who not only understand qubits and quantum algorithms, but can also build prototypes, write optimized code, handle cryogenic equipment, or strategize go-to-market plans. The “quantum engineer” has emerged as a new role, reflecting this blend of skills. Unlike the pure researchers who dominated early quantum labs, quantum engineers are expected to translate theory into working technology. The scarcity of such multifaceted talent is a key reason many quantum jobs remain hard to fill.

Another factor is the sheer novelty of the field. Modern quantum tech has only recently moved from academic labs toward commercialization. Compared to more established sectors like software or electrical engineering, quantum has had little time to develop a large talent base. Many universities only began offering quantum computing courses or degrees in the last few years. In 2022, McKinsey identified 176 university quantum research programs worldwide, but only 29 of them offered graduate-level degrees in quantum topics. Similarly, a National Academy of Sciences study in 2021 found fewer than 20 universities globally had dedicated quantum computing degree programs. These statistics illustrate how limited the formal talent pipeline has been up to now. The majority of current quantum professionals were trained in adjacent fields (like traditional physics, math, or engineering) and later self-taught or cross-trained into quantum. That path can work for some, but it doesn’t easily produce the hundreds of thousands of experts that booming demand will require in the coming decade. And demand is indeed booming – the quantum computing industry alone is expected to create around 250,000 new jobs by 2030, and up to 840,000 jobs by 2035, according to projections. This explosive growth in job openings will further exacerbate the workforce shortfall unless proactive measures are taken.

Finally, we should note that the talent gap spans all quantum domains. While quantum computing grabs many headlines, companies in quantum sensing, quantum networking, and quantum cryptography are similarly in need of specialists. For example, a startup developing quantum random number generators or quantum LIDAR will also need people with quantum physics know-how and engineering skills. In that sense, the talent challenge is a common thread across the broader quantum technology ecosystem. Whether one is trying to build a fault-tolerant quantum computer or a high-precision quantum magnetometer, finding qualified staff is likely to be as difficult as solving the technical problems. This universality is why many national strategies and industry groups now prioritize quantum education and workforce development alongside R&D.

Universities Step Up: New Programs and Interdisciplinary Training

Academia is starting to respond to these challenges by rethinking how it educates future quantum workers. In recent years, universities around the world have launched new quantum degree programs, specialized courses, and research initiatives aimed at preparing students for quantum careers. In fact, universities have doubled the number of master’s programs in quantum technologies over a short period. Many of these programs carry titles like “Quantum Engineering” or “Quantum Science and Engineering”, signaling an intentional blend of disciplines. For instance, Stevens Institute of Technology in the U.S. offers a Master’s in Quantum Engineering that explicitly trains students to “make leaps from theoretical science to applied quantum technology solutions” and gain “in-demand skills to fill the talent gap”, combining physics fundamentals with hands-on engineering and even entrepreneurship exposure. Similarly, top research universities are creating interdisciplinary curricula: MIT, the University of Chicago, and UC Berkeley now offer some of the most comprehensive quantum computing courses and tracks in academia. At MIT, for example, students can take classes in quantum information science through the physics and engineering departments, and even earn an official certificate in quantum computing in partnership with an industry startup via an online program. Harvard University recently launched a PhD in Quantum Science and Engineering, and universities in Europe and Asia are also introducing specialized graduate degrees that merge quantum physics with computer science and engineering practice.

A hallmark of these new academic programs is their interdisciplinary approach. Rather than confining quantum studies to theoretical physics, they integrate courses on algorithms, hardware engineering, and sometimes business or ethics. The goal is to produce graduates who are “bilingual” in quantum science and real-world problem-solving. As the Quantum Computing Talent Gap notes, universities are expanding offerings to include topics like quantum information theory, quantum algorithms, and practical labs on quantum hardware. Crucially, many programs are being developed in consultation with industry to target the skills employers need. Industry advisory boards and partnerships help shape curricula so that students learn not only the math of quantum mechanics, but also how to write code for a quantum computer, or how to fabricate qubit devices, or how to manage a quantum tech project. This academia–industry alignment is vital; as one observation highlighted, “few universities offer comprehensive programs tailored to quantum engineering,” so closing that gap requires building new pathways in higher education. By creating degree programs that straddle physics and engineering (and even incorporate innovation and entrepreneurship training), universities are laying the groundwork for a more robust talent pipeline.

Another academic trend is the proliferation of short courses, certifications, and online modules for quantum skills. Not every quantum worker needs a PhD; in fact, the field will also rely on technicians, software developers, and engineers who may enter with bachelor’s or master’s level training. Recognizing this, some universities and organizations now offer certificate programs or professional master’s programs as a quicker route into the quantum industry. For example, in Europe, the ETH Zurich’s Master in Quantum Engineering was one of the early specialized programs, and in Canada the University of Waterloo has pioneered quantum information programs alongside its renowned co-op education system. In the United Kingdom, there are new one-year taught MSc programs focusing on quantum technologies (often funded in part by government initiatives to boost skills). There are even online certificates – MIT xPRO launched an online course series called “Quantum Computing Fundamentals” accessible to working professionals. These flexible learning formats are helping existing engineers or computer scientists upskill into quantum roles without necessarily doing a full second degree. They contribute to widening the funnel of people with some quantum proficiency, which is important for roles that don’t require deep research expertise. As McKinsey observed, upskilling workers from adjacent fields (like software or electrical engineering) through focused training can begin to fill the quantum talent pipeline. Universities and TTOs can collaborate to promote such pathways—for example, a TTO might host a summer bootcamp on quantum programming for engineering students interested in quantum startup internships.

Lastly, academic institutions are paying more attention to early exposure and diversity in quantum education. To grow the overall talent pool, outreach to undergraduates, or even high school students, is key. Programs like Qubit by Qubit, an initiative of The Coding School, are introducing quantum concepts to high schoolers and undergrads through online courses, often in partnership with university faculty. The thinking is that by demystifying quantum technology early and exciting a broader range of students (including women and underrepresented groups), the field can attract fresh talent that otherwise might never consider a quantum career. Some universities now have quantum clubs or offer freshman seminars on quantum computing for non-physics majors. Others are offering interdisciplinary minors or certificates in quantum computing that a student in, say, computer science or electrical engineering can add to their degree. Encouraging a wider and more diverse set of students to get quantum-literate will be important to meet the long-term demand. In short, academia is starting to move beyond the ivory tower, adapting its training model in recognition that quantum technology needs a new kind of workforce. The continued challenge will be scaling these efforts fast enough to keep up with the exploding needs of the industry.

Industry Initiatives and Academic Partnerships

The private sector isn’t waiting passively for academia to solve the talent shortage – many quantum companies are taking matters into their own hands to ensure a pipeline of qualified workers. Lessons from the AI boom loom large here: during the rapid rise of artificial intelligence, companies encountered severe talent bottlenecks and learned the hard way that investing in education and training early on pays dividends later. Quantum startups today are determined not to repeat that scenario. As a result, several firms have started funding educational programs, developing curriculum partnerships, and providing tools to train the next generation of quantum experts.

A striking example is how big tech firms like IBM and Google have proactively built quantum education ecosystems. IBM, in particular, recognized early that growing the community of quantum-trained developers would benefit everyone (and also expand the user base for IBM’s quantum platforms). Back in 2016, IBM launched its Quantum Experience initiative – putting a real quantum processor in the cloud for students and developers to experiment with – and open-sourced its Qiskit software framework to make quantum programming accessible with just Python skills. This was a watershed moment: suddenly, any student in the world could get hands-on practice writing quantum circuits, even without a laboratory or expensive hardware. IBM also created extensive free educational content and tutorials, effectively seeding a generation of self-taught quantum enthusiasts. The company continues to run the Qiskit Global Summer School (a two-week intensive course) and partners with universities on courses. Such efforts have not only helped IBM recruit talent, but also benefited the wider industry by increasing the overall number of people with basic quantum computing knowledge.

Startups and smaller quantum companies have joined in as well. They often collaborate directly with universities to shape curriculum and provide real-world projects. Classiq, a quantum software startup, is one such example: it launched an academic program working with universities to deploy quantum curriculum, because not every school has one, and to push for more hands-on practicum in quantum courses. According to Classiq’s director of quantum development, the company actively helps schools set up practical quantum computing exercises so students graduate with more than just theoretical know-how. Another startup, IQM (Finland), created the IQM Academy (also known as IQM Spark) to give students access to its quantum hardware. Through this program, undergraduate and graduate students can run experiments on a real 5-qubit quantum processor provided by IQM and learn to operate quantum devices hands-on. These kinds of collaborations are win-win: students get unique training opportunities, and companies get a chance to identify and mentor potential hires. Moreover, they help align academic learning with cutting-edge industry practices, which is essential in a fast-moving field like quantum.

Quantum firms have also started sponsoring scholarships, internships, and even entire courses. Some companies fund chair positions or centers at universities focused on quantum technology. For instance, quantum computing hardware startups have been known to endow fellowships for PhD students who specialize in quantum engineering problems the company cares about. In the UK, one startup (Phasecraft) partnered with the University of Bristol to offer a PhD studentship geared toward practical quantum software research as a way to cultivate talent for their needs. On a shorter horizon, internship programs are crucial for giving students direct exposure to industry challenges. All the major quantum players – IBM, Google, Microsoft, Intel, IonQ, and many smaller startups – now hire interns (often from physics or CS graduate programs) to work on quantum R&D each year. These internships frequently turn into full-time job offers and are a key recruiting pipeline. By working alongside professionals on real projects (like calibrating qubits or writing quantum algorithms), students rapidly mature their skills beyond what classrooms alone can achieve. TTOs can facilitate these links by helping local startups connect with the student talent on campus for internships or cooperative education stints.

In addition, industry consortia and public-private partnerships are emerging to address regional talent development. One notable approach has been the creation of quantum innovation hubs that bring together companies, universities, and government resources in a particular location to concentrate quantum expertise. A prime example is Canada’s Quantum Valley in the Waterloo region, which grew around the University of Waterloo’s Institute for Quantum Computing and related startups. With strong government backing, Waterloo has nurtured a cluster of quantum companies and a steady flow of graduates to staff them. The idea is that by co-locating research centers, educational programs, incubators, and companies, a self-sustaining talent engine can form (much like Silicon Valley for semiconductors in the past). In the United States, recent federal initiatives are explicitly funding such hubs. The U.S. National Quantum Initiative Act and CHIPS Act have designated several regional quantum tech hubs. For example, in Colorado a consortium led by the Denver Quantum Consortium (Elevate Quantum) won a federal grant to boost the local quantum workforce. They partnered with IBM to roll out quantum computing curricula at local colleges and set a goal of training 3,500 workers in quantum skills by 2030 – notably focusing on accessibility with “no Ph.D. required” for many of those roles. This kind of partnership leverages industry-developed training (IBM’s curriculum) to rapidly diffuse quantum education through community colleges and universities, thereby enlarging the talent pool in that region.

Even at the national and international level, industry voices are collaborating with educators. Companies participate in curriculum workshops, help set standards for quantum certifications, and contribute to open-source educational resources. Industry-led groups like the Quantum Economic Development Consortium (QED-C) in the U.S. include workforce development in their mission, bringing together stakeholders to identify skill needs and promote quantum career awareness. Another trend is the offering of online quantum programming challenges and hackathons by companies, which engage a global audience of students and developers to learn by doing. For instance, Xanadu (a photonic quantum computing startup) runs an annual open quantum hackathon using their PennyLane software, and IBM’s Quantum Challenge events have drawn thousands of participants worldwide. All of these efforts help cultivate interest and competency in quantum technologies far beyond the walls of any single university or company.

In summary, the private sector is playing an active role in talent cultivation. By funding courses and certificates, co-developing curriculum, providing free learning tools, and offering hands-on experience through internships and hackathons, quantum companies aim to avoid the fate of a crippling talent crunch that we saw in AI. This collective investment in human capital is as important as investment in technology. For universities and TTOs, partnering with industry on such initiatives can greatly amplify their impact – it ensures that students are learning the right skills and often provides additional resources or expertise that academic departments alone might lack. The alignment of industry needs with academic training ultimately benefits the innovation ecosystem by producing graduates who are job-ready for quantum roles, thereby accelerating tech transfer and startup growth.

Government and Policy: Enabling Talent Development

Public policy and government funding also have pivotal roles to play in addressing the quantum workforce gap. Just as national investments have spurred quantum research, many governments are now earmarking resources for quantum education and training programs. Recognizing that a skilled workforce underpins technological competitiveness, policymakers are crafting strategies to expand the talent pipeline at multiple levels – from K-12 STEM education up through postgraduate training and worker upskilling.

Several countries have made workforce development a pillar of their national quantum agendas. The United States identified the talent shortage early; the 2018 National Quantum Initiative Act included education as a key element, leading to the creation of quantum science summer schools, graduate trainee programs, and new centers of excellence at universities. The Biden Administration has gone further by framing the quantum talent issue in national security terms, as mentioned earlier. Funding agencies like the National Science Foundation (NSF) and Department of Energy (DOE) have launched specialized programs to develop quantum skills. For example, the NSF’s Quantum Leap Challenge Institutes include education components that train students in real-world quantum applications. The DOE has created fellowship programs and provides access to national lab quantum facilities for student research. Notably, industry–government collaborations aim to reach large numbers; major tech companies in the U.S. have set ambitious goals in partnership with government, such as training millions of “quantum-literate” workers by 2030 through broad outreach and online courses. Immigration policy is another lever – easing visa processes for international quantum experts or students could help nations attract talent globally (some have proposed updating immigration policies as part of talent strategy, analogous to what was done for AI specialists).

Canada has woven skills development into its National Quantum Strategy as well. The country is investing heavily in academic research chairs and startup incubators in quantum, with the understanding that these will also produce skilled personnel. The region of Waterloo’s success (Quantum Valley) is being used as a model to replicate in other provinces. Scholarships and graduate programs are being funded, and there’s a push to strengthen the links between universities and businesses to create a sustainable talent pipeline. Canadian initiatives also emphasize inclusive growth – for example, encouraging more women in quantum through dedicated programs, and supporting retraining for workers from declining industries (so they can pivot into quantum manufacturing or software roles).

In Europe, a collaborative approach prevails. The European Union’s billion-euro Quantum Flagship program not only sponsors R&D projects but also training networks for young researchers. A Europe-wide Quantum Competence Framework has been discussed to standardize quantum-related job skills and curricula, making it easier for professionals to work across countries. Some EU-funded projects specifically focus on education: for instance, the Quantum Technology Education for Everyone (QTEdu) initiative aims to coordinate and disseminate quantum learning materials and courses across European universities. Individual European countries have their own efforts too. Germany invested in new Quantum Computing professorships and centers at universities like Munich and Karlsruhe. France announced a plan to train thousands of quantum specialists as part of its national quantum plan. Poland is highlighted as a rising player that is expanding its quantum programs through government-backed initiatives and partnerships with industry, even contributing to building large-scale quantum computing centers. The general trend is clear: across the EU, funding is flowing not just into quantum hardware, but into people – PhD networks, master’s programs, and cross-border exchanges to cultivate a critical mass of talent.

Meanwhile, nations in Asia and elsewhere are also ramping up training. China has invested heavily in human capital for quantum, establishing multiple quantum research institutes and reportedly graduating hundreds of PhDs in quantum-related fields each year. It sees leadership in quantum as strategically vital and is recruiting talent accordingly (including incentives for overseas Chinese researchers to return). India and Australia have initiated quantum education programs and national skills task forces in the past couple of years, often tied to broader digital skills agendas. In short, a global race for quantum talent is now underway, paralleling the race for quantum technological supremacy. This adds urgency for every region to nurture its own experts or risk falling behind.

For TTOs and innovation offices, government programs can be leveraged to support talent development in their own ecosystem. For example, universities can apply for grants to start new quantum training initiatives or partner with national labs for student placements. TTOs can also advocate internally for their institutions to prioritize quantum-related hires and curricula to take advantage of available funding. Another key area is apprenticeships and vocational training: not every quantum job requires a university degree, as quantum technology will also need lab technicians, equipment specialists, etc. Some governments (like the UK) have floated the idea of quantum apprenticeships or technical college courses, which could be a valuable complement to academic pathways. If these materialize, TTOs could help connect local startups with apprenticeship programs so that the training is aligned with actual industry needs.

In summary, thoughtful policy and funding support can amplify other efforts to build the quantum workforce. By providing resources for education, facilitating collaboration, and lowering barriers (through immigration or standardization), governments act as force multipliers in talent development. The partnership between policy and practice will determine whether the supply of skilled quantum workers can meet the soaring demand. For innovation teams aiming to spin out quantum technologies from universities, staying aware of and involved in these policy-driven programs will be important – they represent opportunities to bolster the human side of tech transfer, ensuring that when a great piece of IP is ready to be commercialized, a capable team is also ready to run with it.

Bridging the Lab-to-Market Gap: Strategies for TTOs and Innovators

Given the multifaceted nature of the quantum talent challenge, how can technology transfer offices and innovation managers actively contribute to solutions? TTOs sit at the intersection of academia and industry – precisely the junction where talent development efforts need to be concentrated. Below, we outline several strategies (drawn from the examples above and expert recommendations) that TTOs and innovation leaders can pursue to bridge the gap:

• Foster Industry-Academic Partnerships for Training: TTOs can help broker partnerships between quantum companies and their university to co-develop curriculum and sponsor programs. For example, facilitating a partnership where a leading quantum company provides guest instructors or resources for a new “Quantum Engineering 101” course can ensure students learn cutting-edge skills. These partnerships might include sponsored capstone projects, where students solve real industry problems, or company-funded quantum certificate programs open to students at multiple institutions. The Classiq–MIT collaboration on a quantum certification is a model worth emulating. By acting as matchmakers and coordinators, TTOs can create synergy between what companies need and what universities teach.
• Create Quantum Internship and Fellowship Pipelines: Working closely with career services, TTOs can initiate internship programs that place students and postdocs into quantum startups or corporate R&D labs. This might involve a summer internship matching program, or even year-long paid fellowships where a PhD graduate spends time both at the university and a startup (knowledge exchange). Such programs give emerging talent invaluable experience and often lead to full-time hires, directly benefiting startup staffing. Some innovation offices have begun offering entrepreneurial fellowships where recent grads get support to work on a startup idea – these could be tailored to quantum, ensuring that a founder team has a mix of technical and business talent. Additionally, TTOs could team up with government workforce grants (for instance, using federal funds to subsidize internships at local quantum companies). Industry consortiums like QED-C or regional tech hubs can be partners in scaling these internship pipelines across multiple startups.
• Support Interdisciplinary Curriculum Development: Since one of the core issues is the siloed nature of education, TTOs can lobby within their universities for interdisciplinary quantum programs. This might mean encouraging the formation of a cross-department quantum computing minor or a professional master’s track that combines courses from physics, engineering, and business schools. TTOs, with their understanding of industry trends, can provide data and testimonials to academic committees about why such programs are needed (e.g., “X% of quantum jobs require both coding and physics – we need to prepare our students accordingly”). They might also help secure seed funding for new courses, possibly via alumni donations or corporate sponsorship, to lower the hurdle for the university to approve them. The end result would be more graduates who are “job-ready” for quantum roles, easing the hiring strain on startups.
• Leverage Regional Talent Hubs and Networks: If a university is located in or near a budding quantum cluster (like the ones in Cambridge MA, the Bay Area, Waterloo, Boulder/Denver, etc.), the TTO should actively engage with that ecosystem. Joining local quantum industry groups, attending meetups, and contributing to regional strategies can open up opportunities. For example, a TTO could host a Quantum Career Fair in collaboration with the regional hub, inviting all nearby quantum companies to campus to recruit students. Or it might coordinate with a government-funded quantum hub (such as Colorado’s IBM-partnered initiative) to align the university’s training offerings with the hub’s workforce goals. By positioning the university as a key talent supplier for the region, the TTO both attracts more industry interest in its startups and helps its graduates find employment – a virtuous cycle that raises the profile of the innovation ecosystem.
• Encourage Lifelong Learning and Upskilling: Quantum technology will keep evolving, meaning today’s workforce will need continuous upskilling. TTOs and innovation centers can facilitate continuing education opportunities. This could involve organizing short workshops or evening courses for local professionals to learn quantum basics, effectively retraining engineers from other sectors to contribute in quantum projects. Some TTOs might partner with extension schools or online platforms to offer certificate courses to the public (perhaps taught by grad students or adjunct faculty). Not only does this broaden the talent pool, but it also strengthens industry connections – an engineer who gains quantum skills might then join a university startup or collaborate on a project. The McKinsey study suggested upskilling experts in adjacent fields as a viable intervention to fill talent needs; universities can be natural hubs for such reskilling initiatives.
• Promote Diversity and Inclusion in Quantum Careers: Building the quantum workforce is not just about sheer numbers, but also about diversity of talent. Research shows diverse teams drive more innovation, which is much needed in a nascent field. TTOs can support or launch programs that encourage underrepresented groups to enter quantum science and engineering. Examples include mentorship programs connecting female physics students with quantum industry mentors, or hosting outreach events at local schools to inspire minority students in STEM with cool quantum demos. Some organizations have started “Women in Quantum” networks and coding workshops – universities can participate in these or create their own chapters. By widening the funnel of who considers a quantum career, the field can tap a larger talent reservoir and help alleviate the shortage while also fostering equity. (Notably, some companies and governments are offering scholarships specifically to female and minority students in quantum-related degrees as part of their workforce strategy.)

In implementing these strategies, collaboration is key. The talent gap is too large for any single entity to solve alone. Universities, TTOs, industry, and government must continue to communicate and coordinate efforts. Innovation teams should be proactive in identifying the skills their ventures will need and conveying that to educational partners. Conversely, educators should invite input from practitioners to keep curricula relevant. Fortunately, the quantum community, perhaps owing to its scientific roots, tends to be collaborative and aware of the common challenges. We are seeing a shared recognition that “talent is the fuel for the quantum engine”, and thus investing in people is non-negotiable for progress.

Conclusion

In the race to bring quantum technology from research labs to real-world products, the limiting factor isn’t just qubits or algorithms – it’s people. The current talent shortage in quantum science and engineering threatens to slow the momentum of innovation at the very moment it is poised to accelerate. Addressing this challenge will require the same creativity, investment, and collaborative spirit that drive the technological advances themselves. As we have discussed, universities and their TTOs are central to this effort. They serve as the bridge between discovery and market, and now must also become the bridge between education and employment in the quantum sector.

The encouraging news is that many opportunities exist to narrow the talent gap. By reimagining education with interdisciplinary programs, by partnering with industry on hands-on training, by leveraging government initiatives, and by actively engaging underutilized talent pools, we can begin to turn the talent shortage into a talent pipeline. The quantum field stands to benefit immensely from the tech-transfer mindset applied to workforce development: just as we work to transfer patented inventions out of the lab, we must “transfer” skilled students into the companies and startups where they are needed. This means early planning for talent needs, much like a startup plans for financing or IP. It means viewing human capital as a strategic asset in innovation commercialization.

For innovation teams and TTOs, the takeaway is clear: bridging the lab-to-market gap means bridging the talent gap. A cutting-edge quantum sensor invented at a university will only reach society if there’s a team prepared to build it into a product, a team with both the scientific insight and the engineering drive to tackle that challenge. Building that team starts well before the startup is formed – it starts in the classroom, in the internship, in the mentorship session. Every stakeholder reading this has a role to play. If you’re an educator, consider how to infuse quantum topics and practical skills into your teaching. If you’re a student, take that extra quantum computing elective or attend that workshop – you will be in high demand. If you’re a company, keep investing in outreach and maybe sponsor a scholarship. And if you’re a TTO or innovation leader, champion these efforts at your institution and make talent development part of your commercialization strategy.