Dyson who is he

James knew he was onto something, but it would take time to perfect his idea. Five years and 5, prototypes later, he created DC01, the world's first bagless vacuum cleaner. Fast-forward over two decades. Dyson has grown from one man with one idea, to a global technology enterprise of over 10, people.

Nearly half of them are engineers. From acoustic to robotic, software to electronics, they use their diverse skills to solve the problems others ignore. Every year, the UK faces an annual shortfall of 59, engineers. Very simply, we need more. Feeling strongly that bright young minds shouldn't miss out on an engineering career, as he nearly did, James set up the James Dyson Foundation in to challenge misconceptions about engineering and combat the shortage.

The demand for engineers isn't limited to the UK. Less materials, less weight, less waste. And we need more of them. This is why James Dyson is so passionate about encouraging more young people to pursue science, technology and engineering. The James Dyson Foundation is a charitable organisation that supports students and teachers via bursaries, education programmes and teaching materials.

The James Dyson Award is an international design award. It exists to inspire the next generation of design engineers by celebrating their work and elevating them on a global platform. The award is run by the James Dyson Foundation as part of its mission to inspire young people about design engineering, to fulfill their potential and become engineers. As design engineers we do something about it. A new idea. Dyson was very disappointed from his Hoover Junior that continuously got clogged up reducing its suction after every use.

To his disappointment no manufacturer or distributor was interested in his idea. Therefore he decided to launch his product in Japan. It won the International Design Fair in Japan. Dyson got this technology patented in And then I got into one or two little stores. I usually sell from the point of view of frustration, hoping that other people feel the same way. After that, I was like any other vacuum-cleaner salesman. I showed what it did, why it was different, and why it performed better.

The only way I got into the big British stores was because in , the former British foreign secretary, Lord Howe, came to look around at the factory. He asked if there were any problems. I told him I couldn't get into Comet, which was our equivalent of Best Buy. He said, "Well, my wife's on the board!

Within a year, we were the best-selling vacuum cleaner in Britain. I didn't enjoy being CEO that much. At an operational level, that becomes an enormous job, too big for me. I've never really been a businessman. I wanted to carry on the design and engineering myself.

That's what I love doing. I had to bring in outside talent in a major way. At the time, in , I had no finance director, no production director. He launched Dyson in the U. We developed a number of other vacuum cleaners, and we made the Contrarotator—a washing machine that used two drums spinning in opposite directions to mimic washing by hand. But we wound up losing money on it and had to stop production. It wasn't my decision, and emotionally, I wasn't ready for it.

The products, they're like children.