Applied Research Commercial StrategySteve Gotz (CDM)

2

Traditional Research Value-Chain

Inputs TransformationAssessment & Protection

Marketing Realisation

Ad Hoc Post HocScientists Business people

In the Lab Separate Office

3

Ideation Iteration

ValidationStrategy

Value Creation

Ireland’s Research Value-Constellation

4

CNGL Commercial Strategy

5

CNGL Commercial Strategy

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Promotion €€€ BizDev

6

Strategic Approach to IP Mgmt.

Spectrum of IP Management Tools

Open Standards

&Open

Source

CreativeCommons

Patents&

ExclusiveUse

RoyaltyIncome

‘One Size Fit’ Fails to Address Every Possible Situation

CNGL Leverages a Portfolio of Solutions

Platform Strategies

7

Applied Research Collaborations

Benefits: By making the skills & resources of CNGL available to industry sponsors:

Licensing opportunities increase (up to 50%)

New relationships between researchers & industry lead to an increase in follow-on opportunities (up to 56%)

Challenges: Expertise, capability, resources, and willingness to undertake applied research takes time to filter and engage, making this a long-term investment

Strategy: Maximise interactions with industryParticipate in industry leading conferences (LOCWorld)

Develop new programmes to draw in potential partners

Accomplishments:Two Feasibility Studies executed, two in process, two in pipeline

8

Applied Research Outreach

9

Licensing Strategy

Benefits:Provides existing industrial partners the opportunity to acquire strategically significant IP

Challenges: Early-stage nature of software

Unclear product linkages

Strategies:Encourage Industrial input into Demonstrator Programme

Embedded Researchers

Accomplishments:Four executed licenses

10

Licensing Case Study

Direct result of our Demonstrator Programme

Opportunity evolved over several months

Resulted in joint IP creation and ownership

Patenting strategy crafted to support business objectives

11

Spinout StrategyBenefits:

Long-term impact upon job creation and economic development

Challenges:“FIT” – People, Resources, Opportunity, and Context

Strategies:Identify entrepreneurs, expose them to best-practices and equip them with the tools to succeed

Accomplishments:Two B.P. ongoing engagements

Strong pipeline of opportunities

12

Designing Academic Entrepreneurs

13

Spinouts: Empowering Entrepreneurs

Learning & Ideation

Networking

Skill Building

Experience

Mentoring

Incubators, Money, Mentoring

VCs

Exit (IPO, Acquisition, etc.)

EntrepreneurshipPrograms

CNGL StartupWeekends

DogPatch Labs,Endeavour,NDRC

Delta Partners,Kernel Cap,AIB

14

CNGL Startup Weekend

54 Hour Rapid Prototyping Event

Emphasizes lean startup methodology

CollaborativeIndustrial Partners, PhDs, Post-docs

MVP Deliverable (or as close as possible)

15

Spinout Case Study

IP was flagged during standard publication review process

Patenting Processes Initiated

Commercial/Business Partner Engagement Initiated

16

Commercial Pipeline

17

Impact Assessment

Entrepreneurial CultureCNGL Startup Weekend (x2)

Strong PhD/PD Spinout Pipeline

Trusted Source for Commercial & IP Advice

Exceptional pipeline visibility

Additional Requests for Assistance outside of CNGL

Across Affiliated Projects

Best-practices across CSETS

18

Challenges & Opportunities

Aligning Spinout timing to CSET research cycle

Commercial AgilityCommercial vs. Research timeframes

Prod. Dev. Gap

Extended Sales Cycle

“Bleeding-Edge” Bias

19

Key Performance Indicator (KPI) Targets

20

Short-termQualitative perceptions of Alumni & Partners

Ongoing research relationships with alumni

Technology adoption

Mid-term# Follow-on ventures

Capital Raised

Jobs Created

Long-termAlumni spending on R&D

CNGL Impact: Beyond Standard KPIs

21

THANK YOU.

Questions.

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Additional Slides

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An Industry in Flux

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CNGL Researcher Engagement Strategy

25

Commercialisation & HCD

26

Bringing Ideas to Market