It's not unusual for federal laboratories to experience a disconnect between an agency's mission and the integration of tech transfer policies and the commercialization of pivotal mission technologies. The Tech Transfer audit examines the extent to which personnel are aware of your organization's Tech Transfer policies; if they are developing commercialization plans as required; and/or engaging in effective partnership development to support the agency mission. The goal of the audit is to independently assess the integration of your tech transfer and commercialization resources and suggest methods to enhance your outcome objectives.
Once you have segmented your patent and technology portfolio, the challenge becomes how to realize a return on investment. Do you license the technology to a system integrator who can later provide a key component for an agency's mission? Do you spin off a venture and invest in a new team to realize the opportunity? There are a variety of options to consider, based on your overall mission.
Not all patents are of equivalent value and a portfolio can be segmented into four groups: (1) High value seminal, pioneering, and technology leapfrog innovations, (2) Best in class, (3) Incremental inventions, and (4) Little to no value. Using patent portfolio analysis techniques combined with an understanding of an organization's mission, a portfolio can be sorted into segments - so that you can focus on those high value opportunities in your patent portfolio. Using various tools, patents are analyzed by strengths; mapped to agency missions as well as industries, patents and companies.
If you decide to license-out your technology, the next step is to identify potential licensees. A portfolio landscape analysis is initially conducted to identify the most likely candidates and an in-depth analysis conducted of the strategic direction, strengths and weaknesses of potential licensees. This sets the stage for the last service - deal making.
A commercialization plan highlights where a technology fits within a supply chain; identifies the size of the opportunity; and potential partners with whom relationships should be nurtured. Early identification of potential commercial partners and the leveraging advantage a technology may bring, helps accelerate the rate of technology adoption.
Our team of seasoned professionals - has extensive experience in both licensing negotiations and venture creation. These relationships are brought to bear to move your intellectual property assets from the lab to a commercial partner and/or investor and complete the tech transfer process.
Mr. Smerbeck's experience with commercialization stems from having served in each role of the product development process - from inventor to program manager to global executive. With 25+ years' experience in the Pharmaceutical, Medical Device, and Personal Care industries developing technology into commercially viable products and services, Mr. Smerbeck has played key roles in the development and launch of 50+ new products, including new pharmaceuticals, medical devices nutritional supplements, and personal care products with estimated annual revenue of $800 million. At Bausch and Lomb he was responsible for corporate due diligence efforts to externally developed pharmaceutical and personal care technologies under consideration for in-licensing.
Dr. Stoyen's expertise is with agent based software development. He is an early stage strategist with a focus on IP and trade secret commercialization. Dr. Stoyen has 20+ years of solid experience comprising patent preparation and filings, venture capital, technology commercialization, technology transfer, and IP strategy and monetization. While at 21st Century Systems, Dr. Stoyen led the development and licensing of proprietary intelligent agent software platforms and toolkits to industry, government, and academic partners. He was also instrumental in developing standard and nonstandard Cooperative Research and Development Agreements (CRADAs) with Federal laboratories.
Dr. Servo heads the market research department responsible for conducting licensee analyses. The Department of 11 market researchers all with advanced degrees has access to numerous subscription databases, including Frost and Sullivan, BCC Research, and Markets and Markets. Dr. Servo designed and managed commercialization assistance programs for SBIR and STTR awardees over the past 27 years.
Mr.Guptahas a rich blend of experience with intellectual property management, licensing and venture creation, both within the US and abroad through his work with the World Bank. While at the University of Illinois Mr. Gupta co-managed a portfolio of over 150 technologies and assessed patentability, and conducted market analysis for commercialization of university inventions in all disciplines. He has conducted patent analysis (landscaping, mapping, citations analysis patent family cluster analysis) and has been responsible for new venture creation.
Mr. Oehlbeck is a registered patent agent and has held responsibility for all aspects of intellectual property management at two Fortune 500 global manufacturing companies. At both Praxair and the Eastman Kodak Company, Mr. Oehlbeck was responsible for strategy, creation, protection and licensing of assets to provide the best Return on Investment. Mr. Oehlbeck was responsible for negotiating acceptable terms and conditions related to NDA, JDA, licenses and teaming agreements. Commercial successes included both software and hardware centric products. Mr. Oehlbeck also leveraged brands trademarks and know-how in line with business development activities
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Lyn Barnett joined the Dawnbreaker team in 2001 and brings over 30 years of experience in marketing, business development, planning and management to organizations that include start-ups and Fortune 50 companies. Prior to her role at Dawnbreaker as business acceleration manager and with sales Ms. Barnett led the marketing efforts for Hewlett-Packard’s ProCurve Networking business to achieve the #2 worldwide market share position behind Cisco Systems.email@example.com