Maria Garcia de la Banda

Professor Maria Garcia de la Banda is a leader in collaborative innovation and an expert in bridging the gap between academia and industry. Her work with major partners like Agilent and Woodside Energy focuses on tackling complex, real-world challenges through cutting-edge technological solutions.

Professor Garcia de la Banda's commitment to interdisciplinary collaboration has led to groundbreaking systems that drive both academic breakthroughs and industry advancements, reinforcing her belief in the power of partnerships to create lasting, impactful change.

How has your life experience and career in academia informed your passion for technological innovation and collaborative problem solving?
My passion for problem-solving and collaboration has been central to my career in academia. From the very beginning, I loved the challenge of tackling complex problems and discovering solutions. The more I progressed, the larger and more intricate the problems became, and that’s when I started to really understand the power of seeking out others with different and complementary skills to my own.

Working with others not only makes problem-solving more fun, but also results in quicker, better solutions. This has been especially true when working with industry partners, where different perspectives are essential.

My academic journey began in Spain, where I completed a seven-year software engineering degree followed by a PhD in computer science. My work initially focused on program analysis and transformation, exploring how to make programs faster, more efficient and more reliable.

After I completed my PhD, I was offered a research fellowship in Australia – a place I quickly grew to love. Melbourne’s multiculturalism, vibrant culture and openness captivated me, and I decided to stay. During my fellowship, I worked alongside brilliant researchers, which further fuelled my enthusiasm for interdisciplinary problem-solving.

As I evolved in my career, I began to engage more with industry, and these collaborations opened my eyes to new possibilities outside of strictly academic settings. Working with companies like Agilent and Woodside Energy has shown me the value of applying academic knowledge to industry problems.

I’ve been fortunate enough to engage in partnerships that are often exploratory, where the companies present challenges and rely on us to innovate solutions.

What industry collaborations throughout your career have excited you the most?
The major industry partnerships I work on at present are with Agilent and Woodside Energy, both of which have been unique in the enthusiasm for co-development fostered by all parties.

In particular, I’ve enjoyed working on cutting-edge projects like hydrogen and ammonia network optimization through the Monash FutureLab. One of the most innovative aspects of this work is developing a tool that helps Woodside determine plant locations, size, production capacity and carbon incentives. The tool is adaptable, evolving as new technologies emerge. This flexibility allows Woodside to future-proof their operations, which is something a typical software company might struggle to offer.

Our interdisciplinary approach enables them to explore multiple potential networks, compare options and make informed decisions. This is all part of a co-development process that fosters trust and innovation – and trust in innovation.

Both Agilent and Woodside invested in multi-year partnerships from the start, allowing us to explore more sophisticated solutions to very interesting problems. This trust-based model has allowed us to create systems that not only serve industry needs but also lead to academic breakthroughs, including publishing award-winning research.

It took key people in both Agilent and Woodside to have the imagination to see what we could do for them. Connecting with these leaders and having these experiences alongside them has reinforced my belief in the power of deep, sustained partnerships between academia and industry, driving technological innovation for impactful outcomes that can create real change.

How has the Enterprise and Engagement portfolio helped amplify your enterprising activity?
The Enterprise and Engagement portfolio played a big role in boosting my teams’ partnerships with Agilent and Woodside through the FutureLab.

After we connected with the portfolio, the team jumped in and became key connectors between us and our partners. They spent a lot of time building relationships, understanding what our partners needed, and navigating both Monash’s processes and the internal dynamics of those companies. It wasn’t just about big tasks like contract negotiations—they were involved in everything, even making sure our presentations looked great.

Most importantly, they made sure everyone felt heard, which made the partnerships stronger and more effective.

What does it take to be an enterprising academic? And how can adopting an enterprising mindset set you apart in academia?
Being an enterprising academic doesn’t necessarily mean being entrepreneurial. I’m not interested in selling products or building companies. For me, it’s more about partnerships—collaborating with industry in meaningful ways. My work with companies like Agilent and Woodside is about developing solutions, not commercialising them, and that’s what excites me.

One key piece of advice for academics interested in enterprise is to involve someone from Enterprise and Engagement’s Business Development team early on, especially when things start to get serious. They know the ins and outs of contracts and can handle the business aspects, allowing you to focus on what matters most to you—your research and interests.

It's also helpful to be clear in initial meetings about your goals and what you're interested in. Not all collaborations are equal—some might just want a quick fix or a student, but others could offer exciting opportunities for innovation.

It’s a learning process, but starting with a strong partnership and clear goals can set you up for success.

What are your best tips for academics and university educators on effectively engaging with industry?
When engaging with industry, it's important to strike a balance—don’t set your expectations too high or too low, and don’t undersell yourself, but also don’t focus solely on the company’s investment. Be clear about what you want to achieve and ensure the partnership offers you something valuable, even if it’s just a small win at first.

Time is crucial. Ask for time and expect to receive it. You need to make sure you give the collaboration enough time to evolve, and enough time for you to deliver meaningful results.

One key tip is to communicate effectively. Avoid jargon but still convey your high-level ideas in a way that resonates with different audiences, whether you're talking to senior leaders or technical experts. You’ll often need to adjust your language on the fly depending on who’s in the room.

Lastly, don’t try to build an empire. Be generous with your connections—if someone else is better suited to help, point a potential partner in that direction. Respect the expertise of both your industry partners and your academic peers, and focus on building positive relationships.

This approach will not only serve you well in industry collaborations but also strengthen your academic network – you can never have too many friends in your community!

Connect with Professor Garcia de la Banda on LinkedIn