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The Evolution of University Technology Commercialization: Lessons for Federal Laboratories. Jill A. Tarzian Sorensen, J.D. Executive Director Johns Hopkins Technology Transfer Federal Laboratory Consortium Mid Atlantic Meeting Rocky Gap, Maryland September 13, 2005.

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the evolution of university technology commercialization lessons for federal laboratories

The Evolution of University Technology Commercialization: Lessons for Federal Laboratories

Jill A. Tarzian Sorensen, J.D.

Executive Director

Johns Hopkins Technology Transfer

Federal Laboratory Consortium Mid Atlantic Meeting

Rocky Gap, Maryland

September 13, 2005

lessons from the jhu experience
Lessons from the JHU experience
  • Know your client’s culture
  • Have a vision – where are we going?
  • Understand obstacles to achieving your vision (BE HONEST!)
  • Surround yourself with excellence
  • Be patient
  • Be impatient
jhtt mission statement
JHTT Mission Statement
  • Mission
  • The Licensing and Technology Development office furthers the academic mission of the Johns Hopkins University by facilitating the commercialization of University innovations for the public good by:
  • Encouraging the disclosure of new ideas and discoveries for the purpose of assessing commercial potential;
  • Appropriately protecting and managing the University's intellectual and tangible property;
  • Enabling technology development and commercialization through licensing for fair and equitable return; and
  • Encouraging and supporting entrepreneurial activities within the University.
jhtt vision statement
JHTT Vision Statement

The Licensing and Technology Development office will master and lead best practice in academic technology transfer by leveraging JHU technology and intellectual property to maximize its value, both monetary and non-monetary, in commercial markets. We will engage strategically with JHU stakeholders – faculty, industry, sister institutions, funding entities – to achieve this vision of knowledge stewardshipas a component of social responsibility and public service, the third leg of the academic mission. Our success will be defined by how effectively we facilitate accessto JHU technology, by our ability to be as resourceful as possible with JHU knowledge advances and research expertise, by our ability to balance monetary and non-monetary value capture, and by our ability to deliver value to JHU stakeholders in a manner which preserves and advances the quality of scholarship at Johns Hopkins University.

keys to implementation
Keys to Implementation
  • The patient is waiting! Who is the patient? What do they need? Want? Benefit from?
  • Defining success – the access metric
    • Inventions reported
    • Patents filed/issued
    • Licenses executed
    • Royalty Revenue earned
    • Start-ups initiated/established
    • Jobs created/graduated/retained/grown*
    • Start-up funding procured*
    • Citation analysis*
    • DALYs (disability adjusted life year)*
  • Mapping success – what do we do well? (identify intellectual property once reported); what can we do better? (assess market value of an invention, market, negotiate adroitly)
know your client stakeholders
Know your client/stakeholders
  • Faculty
  • Industry/potential licensees and partners
  • Community (angels, VCs, economic development representatives)
  • Sister institutions
success map
Success Map
  • Build office functionality
    • Organizational restructuring
    • Electronic records keeping
    • Technology assessment
    • Legal assistance
    • Coordinate marketing
  • Build technology community
    • Improve relationships with key stakeholders
      • Faculty
      • Industry
      • Venture Capital
      • Regional economic development representatives
      • Local universities
    • Technology Park build-out
    • Start-up funding – VC, angels, SBIR, STTR
distributed model of technology transfer
Distributed Model of Technology Transfer
  • Core Competencies – identify IP, protect, license
  • Inreach – Key academic unit presence
    • Medicine
    • Public Health
    • Engineering
    • Arts and Science
  • Integrated cooperativity
    • Economic Development Office
    • Alliance for Science and Technology
  • Outreach for complement competencies – marketing, technology development, product prototyping, manufacturing
    • Industry
    • Funding entities
    • Economic development community
technology assessment
Technology Assessment

Purpose: (i) To make data-driven business decisions that substantiate Hopkins’ IP investment strategies. (ii) To communicate to stakeholders in a consistent way.

  • Identify point person
  • Management of process
    • Intern Assessment  Oversight by point person  I.P. Review Committee Decision (JHU faculty users group and industry alliance)
  • Design technology assessment system to support data-driven decision making
    • Consistent format
      • Assessment report
        • Brief technical description
        • Market synopsis
        • Market landscape
        • Competitive advantage or unique benefit
        • IP landscape
        • Conclusion
      • PowerPoint synthesis
      • Non-confidential marketing summary
other core build out
Other Core build-out
  • Knowledge Management and electronic records-keeping
  • Marketing resources
  • Industry outreach for market push and market pull
  • Staff training, founded on office organization
  • Build internship program
  • Build a senior management team of facilitators to model success, serve clients and help motivate entire team by getting results
unified marketing branding
Unified Marketing & Branding

Approach: Each of the individual marketing plans below will target their unique missions, but can be supported by the intellectual resources of the other business units. All of the business units will be identified by the new brand of the “Technology Transfer Office”.

  • Design an integrated marketing & branding plan that focuses on the following areas:
    • Industry outreach
    • Faculty outreach
    • VC outreach
    • Other economic development
lessons for federal laboratories
Lessons for Federal Laboratories
  • Know your client’s culture
  • Have a vision – where are we going?
  • Understand obstacles to achieving your vision (BE HONEST!)
  • Surround yourself with excellence
  • Be patient
  • Be impatient
thanks for listening
Thanks for listening

Jill A. Tarzian Sorensen, J.D.

Executive Director

Johns Hopkins Technology Transfer

jats@jhu.edu

410-516-8300