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Knowledge Transfer from US & FR Study Tours
Doğan Taşkent TTA Turkey AdviSeNet
İdil Buse Kök, PhDc.
Attorney at Law IP&Contracts Program Manager
<ODTÜ TTO & BostonTTO>
ID System & IP Policy
• Boston TTO
• MIT TLO
• Tufts University OTT
• UNH TTC
• UMASS Lowell OTC
• UMASS Amherst TTO
• Partners Healthcare
Summary of the Visit Program
Properly written disclosures are essential for IP management, preserving IP assets, and eventually harvesting inventions and securing IP rights protection for those assets.
• Well-written guideline, short ID form
• User-friendly (clear questions, online submission)
• Sector based (use of specific form sheets for different fields of inventions)
Invention Disclosure Form
Step 1
• TTO staff organizes frequent internal marketing activities like periodically visiting university labs.
– Quality vs. Quantity
• Communication
Invention Disclosure System
Step 3
• ID form is discussed by the TTO managers and decide whether to file for a provisional patent or not.
Step 2
• ID forms are assigned to the relevant TTO staff and this staff reviews the form for procedural examination.
• 6769 Industrial Property Law – Bayh Dole Act
• Inventor vs. University ownership
– Ownership chaos is possible if an invention is not created by one
person.
– When the inventor leaves the university, the invention also leaves.
– Not every inventor could afford the expenses.
– University ownership provides sustainable income through commercial
activities for R&D.
– University ownership can easily guarantee an exclusive license to the
firms.
IP POLICY
• Clear scope and definitions of the IP policy is very important for possible conflicts.
• Case by-case clear calculation of Inventors’, and university share.
• Patent And Copyright Ownership Policy Statement
- Sponsored Research and Other Agreements
- Significant Use of University Resources
- Works for Hire / Independent Works
- Departure / Death of the Inventor etc.
• Prior to employment, academicians assign all their rights on their future inventions to the University through Participation Agreement.
• General application of the US’s TTO’s for revenue sharing after covering patent expenses is;
1) TTO fee is around %15 - %20
2) Rest is equally shared to inventors, department and university.
IP POLICY
THANK YOU
Serhat DALKILIÇ Erciyes TTO IP Coordinator
<Erciyes TTO & Texas A&M>
Student Internship Program &
Alumni Network
TEXAS A&M
TEXAS A&M
Cumulative Year 2016
Number of Faculty / Academics NA
Research Budget of University NA 866.678.000,00
Number of TTO Staff NA 17
Disclosures 222
Patent Applications 110
Patents Granted 37
Licenses Executed 61 lic+18 opt
Active Licenses NA
Licensing Revenue 6,3m
Start-ups / Spin-offs Established 12
Contracts Value
Sources of TTO Budget 25% royalties
Metrics of TEXAS A&M
AGGIE NETWORK
AGGIE NETWORK
• One dedicated staff for each technology
• Weekly meetings for each group
• Invention Competition
• RELLIS Campus and partnership
• Start-Up Aggieland
Student Internship Program
Student Internship Program
Student Internship Program
Student Internship Program
AYŞE MÜGE AK – FIRAT TTO Project Coordinator
Proof of Concept & Maturation Funding
SATT IDF INNOV SATT PARIS SACLAY
PoC & MATURATION PROCESS
Detection of Patentable
Projects with a commercial
potential
Proof of Concept I/P
Product/market analysis for licensing
Investm
ent D
ecision
Technological Consolidation
Technology
Transfer
Pre-Maturation / Maturation Period
Detection in laboratories
• Visit of Researchers & Labs
• Spontaneous declaration made by the inventors
• Examination if
- an idea is at very early stage
- experiments are finished
- there is any publication
DETECTION
Detect patentable projects with a commercial potential
Detection of Market Needs ( Contract Management)
• SATT experts make a market research to forecast market opportunities
- What is the technology itself?
- Is there a need for the invention
- Is it a mature market or a new field?
- Who are the actors of the market?
- Who will be the potential customer ?
- Where to sell ?
- Is there a future market ?
- Will we increase the value and the probability of the transfer if we invest to the research?
• Early stage contracts for new product development ( technology pull)
• Contracts for a new target when industry informs a specific problem(market push)
DETECTION
PRE-SELECTION
Preliminary Technical & Economical
Analysis; outlining of
PoC
Research Results are examined
PR
ESEL
ECTI
ON
C
OM
MIT
TEE
INTELLECTUAL PROPERTY
Steps in IP management: - Searching for prior art before
filing
- Patentability study (novelty, innovative step and industrial application)
- Analysis of freedom to operate
- For each detection case SATT investigates if the idea is patentable.
- Usually the starting readiness of the project is TRL 3.
- Start by pattern describing PoC.
- Try to keep the pattern as wide as possible
- SATT experts, Researchers, IP engineers and patent lawyer work together in order to avoid infringements of patents of the third parties.
- Try to consider how a competitor can block their application
INTELLECTUAL PROPERTY
BDU bring together correct people with potentially profitable businesses. To set a value to an IP; - Benchmarking by compairing from data bases such as LES Royalty Rates and Deal Terms Surveys - the industry, forecast sales , product/service life expectancy. - competitor comparaison - ask to themselves ‘what the technology will bring to the customers?’ - Cost analysis - Future Value Forecast and Net Present Value To find potential customers; - Which industry would be the most profitable? - To whom they should contact from that industry? - They check the interest after the phone calls. Start to negotiate with interested bodies. - They sign ‘Confidentiality Agreement’ before starting to negotiate In Negotiation; - where the company will use the technology - whether they want exclusivity - in how many country will they use it - their price idea
BUSINESS DEVELOPMENT
INVESTMENT
PoC conception - IP, legal, market, techniques analysis - Looking for industrial partners - Formulating PoC program
PoC Project - Overcoming technological barriers - IP Consolidation - Identification ıf potential licensees & negotiations
key elements to engage the project
Existing differentiation factors compared to the state of art
A clear market opportunity
A sufficient ROI, if not in kind must induce competitiveness and job creation
INV
ESTM
ENT
CO
MM
ITTE
E
maturation investment funds
• Setting Go- NoGo milestones – A program can be stopped at any time – Specific deliverables are expected and must be discussed before any next step – If important program modifications are required, the decision is up to the investment
committee and/or to the board – The project leader (or Head of BU) should be aware to keep the project on track
• Financial aspect - The financial source for maturation investment funds is the French Government: ‘Caisses des Depots’ - It is preferrable to develop the project with a partner company ( if any) to match market needs for financing facilities
– The budget is not guaranteed as invested project can be stopped at any time by any reason such as mile stones are not met, IP loses its economic value due to economic changes or because of researcher group etc
– If the budget is not fully spent, the remaining funds stay at SATT – SATT is responsible for each expenses
PoC PROJECT
TECHNOLOGY TRANSFER
Licensing to Companies/
Industry
Creation of Start-Ups
Own Maturation / Joint Maturation Programs TRL 2 - 4 to TRL 4 - 6 TE
CH
NO
LOG
Y TR
AN
SFER
TH
RO
UG
H
Market Intermediairies
• SATT Paris Saclay is a part of the university Paris Saclay. Paris Saclay is a part of regional project aiming to become the most important cluster in France and in Europe.
• It has 2 shareholders : University of Paris Saclay (for seed fund) and Caisse de Depot.
• SATT Saclay instead of visiting research labs arrange call of proposals 3 times a year.
SATT PARIS SARCLAY
A simple application asking the project, team, IP robustness etc. One Month including some trainings
2-> 5 month including full project proposal: - Science and knowledge background - IP, freedom to operate ( they ask to entrepreneur but also SATT team examines) - Market study ( ask to student if they communicate with industry + SATT analysis) - Work plan
4 STEPS FOR THE CALLS
STEP 1- PRE-SELECTION
STEP 2- FULL PROJECT PROPOSAL
Takes 1.5 Month - Final document summarizing all the aspects of investigation - Market needs/ proposed solution, adequacy - Potential /Target ROI
Takes 3 months before - Contracting - Start of the project - Milestones after step 4 for go/no go decision.
4 STEPS FOR THE CALLS
STEP 3- SELECTION
STEP 4- CONTRACTING
New Technology Upgrade Studies Upgrade projects Licensing / TT
PARIS SACLAY
Securing IP & Proof of Concept
University of Paris Saclay has seed found approx.65 K Eur
SATT İnvestment 100 up to 500 K Eur
The condition to get the seed fund for a start-up is to be graduated from Paris Saclay for one of the company owners and max. 5 years prior to the start-up establishment date.
Start with TRL3 and target to reach TRL 5-6 depending on the subject.
New Technology Upgrade Studies Upgrade projects Licensing / TT
PARIS SACLAY
Incubator, start-up,SME*
* Transfer Model : %29 SME ; %60 Start-up ; %11 Large Groups. * SATT usually get money by licensing. In some cases they get share of the star-up.
THANK YOU
Ekrem Tekin, General Manager TARGET TTO & LSU OTC
I-Corps Sites program which increased the number of
commercialized techs 3 times more
• Gaziantep University Target TTO A.Ş. / Ekrem Tekin
I visited
• Luisiana State University, Office of Innovation and Technology Commercialization
between
• 1/3/2017 - 10/3/2017
Staff Exchange Program
• is a program to provide students at any level and from any major the skills needed to launch your own business. It is called Innovation Corps, or I-Corps for short, and is based on a nation-wide program sponsored by the NSF to train university faculty, staff, and students about entrepreneurship. So far 1000 teams have gone through I-Corps training, with half of those forming businesses.
• The LSU I-Corps Site has been up and running since 2016, but this is first time that the program is open to students EXCLUSIVELY.
I-CORPS
The NSF Innovation Corps (I-Corps) is a suite of activities and programs that aim to:
• Prepare scientists and researchers to extend their focus beyond the
laboratory. • Broaden the impact of basic-research projects by translating
technology into commercial products. • Combine experience and guidance from established entrepreneurs
with a targeted curriculum. • I-Corps is a public-private partnership program that teaches
grantees to identify valuable product opportunities that can emerge from academic research, and offers entrepreneurship training to student participants.
Aim of I-Corps
Participants in I-Corps Sites will be expected to commit at least 3 - 5 hours per person per week to market research, customer discovery and other commercialization-focused activities during the program. It is thus important that you are interested in gaining new knowledge from I-Corps Sites, and not just receiving an I-Corps Sites grant.
By the end of the program, teams will be expected to have accomplished the following:
• Started research on competing patents and publications, • Found general data on the size of your technology’s market and any key market trends, • Analyzed several competitive products, • Interviewed 15 potential customers or end users, • Completed 1/3 of a standard business model canvas, • Learned about 3 potential sources of early-stage commercialization funding, • Decided whether or not to pursue commercialization of your technology or idea, and • Completed much of the research you need to apply for investment or a commercialization-focused
grant.
Expectations from Participants
• Invention Disclosure: 100
• First Patent Filled: 50
• Non provisional Patent Filled(PCT and others): 25
• Granted Patents: 12
• Licencible: 6
• Licence: 3 (It was supposed to 1 before I-Corps)
How inportant is the I-CORPS for LSU-OTC
• Main question: What’s nice for the customer?
• 3.000 $ budget for each team for customer discovery expences and 50.000 $ award for the winner.
• There are also other budgeds for the prototype.
In practical
The trainers were very ‘Challenging’ to the teams • Happiness starts from understanding. You don’t
need to validate what you want to hear. You have to listen
• To a professor: Who cares?, Who cares?, why don’t you talk…
• They are recording the first and last presentations during the program and make them realize the mindset change.
In Practical
• 43 courses • 905 teams • 2,908 individuals • 217 universities • 361 companies • $30.8M raised from private sources • $103M total raised • ~14% of participants develop curricula based on I-Corps after the course • 98% positive influence on Entrepreneurial Lead/Principal Investigator in
career and research • 54% have new collaborations with industry • 28% have new collaborations with government • 26% have new collaborations with investors as a result of the I-Corps
award.
I-Corps Data Summary, Fiscal Years 2011-2016*
I-Corps Data Summary, Fiscal Years 2011-2016*
THANKS
Merve YILDIRIMOGLU Entrepreneurship&Incubation Expert
SELÇUK TTO & OHSU TTBD
STARVE UPS
SELÇUK TTO Incubation Activities
Incubator existance: 2006
Focus sector: IT, biotechnology, mechanical
The financial incentives for the incubator to incubate companies are TUBITAK or MSIT grant support.
Now 45 companies in the incubator. All of them have grant support as company.
Since beginning 42 academicians, 29 students and 11 non-academic entrepreneurs.
Our criteria for admission is grant support by TUBITAK or MSIT.
The Services: Physical space, shared services, Service provider programs and Business mentoring and business development help from the incubator staff.
Training for commercializing for 6 start up firms every year.
Holding seminars for incubation firms about management, finance, business model…etc.
Incubation Strategy and Activities
Provide IP license to start up,
Training for start up,
Holding seminars,
Provide office space,
Mentoring ,
Facilitation of government support programs,
Matchmaking with investors.
To find collobration opportunities about incubation process with foreign TTO’s and angel investors.
STARVE UPS
• Formed in 2000 • Oregon's first startup accelerator, and only scalerator • End-to-end accelerator approach • Three defining stages of the startup lifecycle SURVIVE - the first 18 to 36 months where as many as 2/3 of all startups fail and where the greatest mistakes are made and the most time is wasted STRIVE - into great sustainability, profitability and expansion when interest, investment and support tend to slow down and the real models take hold. THRIVE - for their positive exit, IPO or existence strategy when our members turn into active investors, seasoned mentors and close the startup circle.” Which is familier to SELCUK TTOs Start-Level-Grow UP cycle
• the model of an incubator and scaletator soley for founders is a great idea and they are never getting out of the “circle” even act as an investor on later stage
• continuous mentoring they provide even after the exit and the idea of 12 «no plan B person» coming together and building their practices together while adding other links to the continuous growth of their start-ups.
• Huge success rate, compared to other US based incubators, because StarveUPs Start-ups are,
6xMore likely to stay in business, 4xMore likely to secure funding, 4.5xMore likely to exit and the founders 21xMore actively participate in the program
Key Findings
• applying the same philosophy to our incubation program, via our champions
• A new and more intense approach based on coaching by those champions,
• A new way to raise the income from incubation,
• Internationalisation of Starve-Ups at Turkish tech transfer landscape
Implementation
THANK YOU
Anıl Çetin – Tech. Transfer Specialist Koç University & Dartmouth College
Implementation and effective use of Technology Transfer software
Founded in 1769, Dartmouth is a member of the Ivy League
Three leading Professional schools: the Geisel School of Medicine, Thayer School of
Engineering, and the Tuck School of Business
– Arts & Sciences: 408 tenured and tenure track, 607 total
– Geisel School of Medicine: 111 tenured and tenure track, 335 total
– Thayer School of Engineering: 37 tenured and tenure track, 58 total
– Tuck School of Business: 51 tenured and tenure track, 66 total
Total: 607 tenured and tenure track, 1,066 total
Dartmouth College
Technology Transfer @Dartmouth
• $220 million Research Budget • About 80 – 85 Patent Applications/year • About 30 - 35 Granted patents/year • Average gross licensing income/year is $1.000.000 with 6 staff working for TTO
• Blend in with all internal processes
• Used at every stage by everyone – IP management
– Monetization of IP
– Agreements
– CRM
– Reporting
• Organizational memory
Technology Transfer Software Successful Implementation
Key Features
Technology Transfer Softwares
Technology transfer from University differs from business-like monetization
• Tight budgets
• Research as the real motivation
• Publication / no defense strategy
You need to see the whole picture for wise resource use
Strategic IP Management @Universities
• Only for administrative purposes?
• Brand & Package of features OR Strategic Objectives?
• Tailor made for the specific needs?
• Flexibility?
• Proactive invention disclosure procedure
What to look for…
• The program best fits to your TTO’s needs
• Blend in with your internal processes
• No benefit if not used by everyone
• Makes your life easier
• See the all picture including financials
Be sure that…
Esra Ayhan Çakır-IP Specialist Bilkent TTO & STC UNM
Marketing Techniques of Technology Portfolio
STC Metrics-Disclosures, Issued Patents, Option/Licence Agreements
STC Metrics- Income
• Invention Disclosure
• Internal Prior Art Search
• Market Research
• Non-Confidential Summary
• Marketing Plan
• Company List within Markets/Applications
• Contact
Marketing Workflow
Marketing of an invention may begin as soon as it is disclosed
or at least as soon as a provisional patent application or utility
patent application is filed, or some other intellectual property
protection has been initiated.
Successful marketing is often the product of close
collaboration between inventors and STC.
Steps in the Marketing Process
STC begins by preparing a non-confidential description of the
invention which includes links to manuscripts, videos or any
public documents related to the invention.
This non-confidential description of the invention is posted on
STC’s website through Flintbox as a means of advertising that
the technology is available for licensing.
Steps in the Marketing Process
NCS (Non-Confidental Summary)
NCS (Non-Confidental Summary)
Through market research, networking and with the materials
prepared, STC identifies applications for its inventions and contacts
established companies to generate interest in its technology
portfolio.
Inventors may have connections with industry, entrepreneurs,
and/or investors and STC encourages that they can share that
information with STC’s Marketing Manager.
Steps in the Marketing Process
• Direct marketing
• Networking/Events (Seminars, Technology Showcase, Conferences, etc.)
• STC Website-Technology Portfolio (Flintbox)
• Brochures, newsletters, calendar, flyers
• Social Media
• Technology Presentations to entrepreneurs&investors
• Word-of-mouth/Leads from Inventors
• Established companies who directly contact STC
Activities
• Flintbox on the website, all inventions have
different option and licence prices determined by
the licence director
• Sophia for the disclosures, all academics have
their own account and disclose the invention by
Sophia
Marketing Tools
Social Media Power for Marketing
Early stage technologies
and find a contact
person for the technology.
Target events Social events
• Business Director, Marketing Director and R&D Director are the
target persons in the companies to talk about the related
inventions.
• If the technology is risky, they don’t share provisional description
with the companies.
• Technology events and presentations are generally used for the first
contact with the companies who the didn’t know each other.
Target and Contact
• Constantcontact to keep the related persons data in the companies
and surveys.
• Frost Sullivan for the latest marketing reports about the technology.
• MedTrack for the medicine.
• Euromonitor for the detailed market reports.
• Patsnap for bencmarking and licencing prices.
• Autoharvest for the automotive technologies
Supporting Tools
• Average of >7% response rate from mass email marketing campains
(overall)
• Marketing and Technology presentations to entrepreneurs and
investors result in start-ups being created every year (12 start-ups
for 2017)
• 58 Licence/Option Agreement for 2017
• $2,050,437 Net Income for 2017 (Licensing revenue less patent
costs)
Marketing Results
Thank you.. Esra AYHAN ÇAKIR
Miray KARAKUZU, IPR Unit Coordinator İYTE Atmosfer TTO - BpiFrance
Systematic mapping of technologies & Interaction with Ecosystem
(SATT Conectus, SATT Nord)
BpiFrance – SATT Network
• Government initiative (2012)
• 14 SATTs
• PoC investment
• Mainly technology push
• 573 license agreements and 202 start-up
SATT CONECTUS – Interaction with Ecosystem
SATT CONECTUS - Connct’Labs
• Operational since Feb. 2013
• Territorial management offices (Lille, Reims, Amiens )
• Cross-border relations
SATT Nord
Thank you for your attention
Miray Karakuzu
İYTE Atmosfer TTO - IPR Unit Coordinator
RABİA TAŞ – ARINKOM TTO Vice Director Anadolu University ARINKOM TTO & STC.UNM
Regional and Territorial Development Initiative to Create
An Integrated Community
STC.UNM
To foster a Rainforest in the Desert
STC.UNM
STC.UNM
STC.UNM Fiscal Year Disclosures
U.S. Patents Filed
U.S. Issued Patents
Option/License Agreements
Start-up Companies
Income*
2017 114 68 74 58 12 $2,050,437
2016 102 77 69 54 12 $2,550,722
2015 125 99 46 50 9 $2,729,547
2014 119 95 45 56 9 $1,718,949
2013 138 117 51 63 9 $2,189,442
2012 124 90 31 46 7 $2,922,575
2011 110 99 30 36 5 $3,333,218
2010 122 106 26 36 5 $3,976,373
2009 113 84 15 38 8 $1,069,389
2008 112 76 11 21 6 $834,076
2007 85 69 11 25 8 $938,308
2006 96 62 13 30 7 $970,584
2005 79 56 15 18 5 $872,474
2004 67 63 19 16 3 $390,811
2003 46 20 28 9 1 $306,314
2002 49 30 13 4 1 $78,025
2001 67 22 26 5 3 $99,870
2000 54 38 14 3 2 $137,499
1999 61 32 13 3 1 $349,454
1998 40 18 20 3 0 $337,537
1997 22 18 12 7 1 $219,753
1996 18 17 15 2 0 $62,884
by
• protecting technologies developed at UNM
• connecting the business community to UNM
• facilitating UNM’s role as a contributor to New Mexico’s economic development
STC.UNM
• Innovate ABQ
• Innovate New Mexico
• Economic Development Forum
PROGRAMS
INNOVATE ABQ
INNOVATE ABQ
INNOVATE ABQ
INNOVATE ABQ
INNOVATE ABQ
Front door for technology transfer & economic development in New Mexico!
INNOVATE NEW MEXICO
Make New Mexico “The State of Innovation” by 2020
INNOVATE NEW MEXICO
• Create a vision and plan for UNM and STC’s role in the economic
ecosystem in New Mexico
• Advise UNM and STC regarding the implementation of the said plan
• Collect and disseminate information about UNM and STC activities
• Raise the visibility of UNM’s role in the economic ecosystem in New Mexico
• Expansion of the economic ecosystem in New Mexico, making the state a more attractive location
ECONOMIC DEV FORUM
• Student recruiting interest in attending UNM and retention in New Mexico due to increased opportunities
• Positive reflection and benefits based on increased entrepreneurial economic activity
• Expansion of UNM’s visibility nationally with the attraction of capital from major venues
KNOWLEDGE WORKER JOBS
EXPECTED OUTCOMES
HELPING MECHANISMS
