EOTY PROMO VIDEO

OFFICE OF TECHNOLOGY

TRANSFERF R O M I D E A T O M A R K E T P L A C E

SERVICES‐Management of intellectual property

‐ Strategic transfer of inventions to marketplace

‐ Negotiation of partnership agreements

‐ Formation of spinout companies

‐ Educational outreach in technology commercialization and

entrepreneurship 

51ACTIVE

LICENSES COMMERCIALIZATION

GAP FUNDUCF INNOVATOR

AWARD

AT A GLANCE: FY 2013Patents Trademarks Copyrights Total

Intellectual Property Disclosures 107 10 0 117

Provisional U.S. Utility Foreign TotalPatent Applications Filed 71 77 75 223Patents Issued n/a 65 4 69Total No. of Patents Issued* n/a 619 86 705

To   Tr a n s f e r   Te c h n o l o g y   t o  Ma r ke t p l a c e

Invention Disclosure

Patent Application

Issued Patent

License Agreement

Product / Service

*Cumulative. First patent issued to UCF in 1989

Licenses and Options Executed 16  Royalties Received $798,000

SPINOUT COMPANIESFYs 2010‐ 2013

GLG Pharma ZeroCrete

5

Technology Commercialization

Committee

Commercialization Strategy

ExternalCompany

Start-Up

Invention Assessment/ Patent Strategy

Market and Business Analysis

Coaching

Path to Commercialization

Invention

Incubation

Economic Gardening

6

Technology Commercialization

Committee

Commercialization Strategy

ExternalCompany

Start-Up

Invention Assessment/ Patent Strategy

Market and Business Analysis

Coaching

Path to Commercialization

Invention

Incubation

Economic Gardening

7

Invention Assessment

•Regulatory requirements�Invention reporting�Government rights

•Technology/IP�Novelty�Breadth�Advantage

•Market�Size�Competition�Potential partners

•Research funding needs�ORC: http://www.research.ucf.edu/funding_assistance.html

•Possible commercialization paths�Faculty led start-up�External company

•Invention Protection�Patent�Copyright�Trademark

8

Invention Review / Protection Decision

Technology Commercialization

Committee

Invention Assessment/ Patent Strategy

Inventors

NO

Waive to Inventor

Abandon

YES

Market and Business Analysis

9

Technology Commercialization

Committee

Commercialization Strategy

ExternalCompany

Start-Up

Invention Assessment/ Patent Strategy

Market and Business Analysis

Coaching

Path to Commercialization

Invention

Incubation

Economic Gardening

10

Market and Business Analysis

•Market�Opportunity�Size�Impact

•Competitive landscape�Technology�Applications�Partnership options

•Industry�Supply chain�Barriers to entry�Regulatory implications

•Technology development�Stage�Prototyping�Inventor commitment

•Business Model�Transaction frequency�Revenue contribution�Manufacture vs outsource

•Funding needs�Grants (SBIR/STTR)�Matching funds�Investors

11

Commercialization Strategy Decision

Market and Business Opportunity Assessment

Inventors

Commercialization Strategy

ExternalCompany

Start-Up

Coaching

Incubation

Economic Gardening

12

Start-Up Company

Start-Up

Coaching

Incubation

Economic Gardening

13

Launching a Start-Up: Creation and Growth

Start-Up

Coaching

*Business and market plan development

*Pitch preparation

*Early-stage financing

*Management team development

*EIR assistance

*Incorporation assistanceInventors

Incubation Program

*Office operations

*Network of service providers for accounting, financial and legal needs

*Education and networking events

*Advisory Services-Finances and accounting -PR & Marketing

-Sales Assistance

14

Benefits of Technology Commercialization

• Attracts research funding• Facilitates industrial partnerships• Creates jobs for students• Earns royalty income• Brings university discoveries to the marketplace

15

Garmor, Inc.: A Case Study

• Entrepreneurs interested in Dr. Blair’s research as new venture• Discussed research Funding and Option—05/2011• Formed Garmor, Inc.—02/2012• Executed Sponsored Research Agreement and Option—05/2012• Dr. Blair developed key technology and disclosed to OTT—08/2012• Garmor exercised its Option—11/2012• Executed License Agreement—03/2013• Raised over $600,000 in funding—05/2013• Hired UCF graduate—06/2013 • Opened new manufacturing facility—10/2013• Grown to 8 employees; adding 10 more

16

Garmor, Inc.: A Case Study (cont.)

Ribbon-cutting ceremony for the grand opening of Garmor’smanufacturing center in Orlando

October 15, 2013

17

Off the Lab Bench and into the Marketplace

Required elements:• Further development and testing• Commercial Partner• $$$• Protected Intellectual Property• Effective Technology Transfer

GOING PUBLIC

T H A N KYOUCONTACTSvetlana Shtrom, DirectorOffice of Technology TransferSvetlana.Shtrom@ucf.edu4 0 7 . 8 2 3 . 5 1 5 0

HISTORY TIMELINE for ADVANCED TECHNOLOGY CENTER

2007  GCSC meets with Business/Industry, K‐12, Military, University Partners, & Community Organizations repeatedly (over 50 community sessions)

2008  NCATC Consultants arrive and engage community sectors (Military Contractors, Chamber of Commerce, EDA,  Mfg Roundtable, more…)

GCSC personnel and community members visit model ATCs   (Wisconsin, North Carolina, Illinois, Florida)Creation of CTE Joint Task Force (BDS and GCCC) & Employer Survey

Recommendation:  Create Advanced Technology Center2009 DBOT Approves $35 million in Funding allocation for ATC

Florida Architects selected and design begins2010 Groundbreaking Ceremony for ATC  June 24th, 20102012: Pathways to the Future Campaign  & Corporate Partnerships2013: Equipment, Furniture, AV install and GRAND OPENING !

ATC Planning Engaging the Community 2007‐2013

2013 >2012201120092008 20102007

Evolving WorkforceEnabling the formation and expansion of high‐skill, high‐wage jobs across the technology sectors, leading to an increased quality of life throughout our area and beyond

Regional EconomicDevelopment

Leading the high‐tech cluster emerging within Northwest Florida, part ofthe NCATC network

Entrepreneurial Culture

Connecting venture capital to entrepreneurs, celebrating innovation, embracing new models to create more jobs, integrating entreprenerushipacross ALL programs  

Innovative Partnerships

Breaking boundaries across business, industry, government, and K‐20 education 

Enviromental LeadershipGold LEED Certified, Sustaininable TechPrograms & green roof 

PATHWAYS to the FUTURE PROJECTThe ATC “Future Forward“ Philosophy

PATHWAYS to the FUTURE PROJECTThe ATC “Future Forward“ Philosophy

To thrive in the new economy, we must connect education programs to entrepreneurial creativity.

This is the very core of the mission of GCSC’s Advanced Technology Center.

MASH‐UPS& Funding

ATC Entrepreneurial Support

Proof of Concept

Idea/Latent IP

Idea/Latent IP

Idea/Latent IPTECHNOLOGY

COMMERCILIAZATIONSUPPORT

SBDC

Prototyping

First Floor

Institute for EntrepreneurshipCulinary

RoboticsSustainable Technology

SBDCOffices

Millaway Institute

for Entrepreneurship

Training& Shark Tank FAB LAB

Resident Entrepreneur

1st Floor

ATC Resources:  Accelerating Entrepreneurialism

Second Floor

Digital Media

Information Technology

Teaching & Learning Center

Information Technology

Third Floor 

Demo Kitchen & Rooftop Seating

Global Conferencing &Workforce Training

Green RoofDrafting & Design

GCSC Advanced Technology CenterEconomic Acceleration Corridor

Millaway Institute for Entrepreneurship  (4 offices, 2 training rooms, & credit/non‐credit staff) A “JumpStart Certified Affiliate” Institute serving as a “core” starting point for regional “idea‐to‐market” initiatives & events, commercialization mining, aspiring & existing entrepreneurial support, live and virtual workshops and conferences, and local Angel Investors Group. Embedded credit and non‐credit training in entrepreneurialism to include and technical certifications in Business Entrepreneurship (ENT‐CCC) and Entrepreneurship Operations (EOC‐CT) and  Associate in Science in Business Entrepreneurship (ENT‐AS) leading to BAS in Organizational Management.  

Small Business Development Center (SBDC) (6 offices, 1 conference room, & staff)A part of the Florida Small Business Development Center, committed to helping businesses, start, grow and profit with one‐on‐one counseling via Certified Business Analysts.  Offering  resources to serve the community, organizations, and businesses in conducting market analysis, patent research, loan packaging and procurement, technology assistance, and second‐stage business development.

EDO Resources (2 offices, 2 conference rooms, 2 seminar rooms, 1 board room)Works directly with local and regional economic development organizations such as area alliances and municipal chambers to provide long‐term and short‐term representative office spaces to include high‐speed Internet connectivity, technology support, custodial services, and ample access to flexible ATC spaces for scheduled meetings of EDOs, clients, and associated events.  

GCSC Advanced Technology CenterEconomic Acceleration Corridor & Assets

Technology Commercialization & Rapid Incubation(2 offices and staff)Provides “inception stage” analysis of potential military & supply chain technologies for commercialization, intellectual property and patent portfolio mining of defense contractors & associated labs, training & seminars on legal resources for technology transfer (NDAs, MOUs, MRCAs, Licensing, etc.), and host regional technology transfer events in conjunction with national  & regional organizations.

Prototyping, Fabrication, and FAB LABS ( 2 “high‐end” labs, access to additional resources)Offers idea and product life‐cycle support to include, 3‐D modeling software & design system training and access, rapid prototyping resources (3 & 4‐axis CNC machines, 3‐D printers, etc.), post‐prototype mass manufacturing and automation consultation, and logistics, procurement, and supply chain consultation.

Global Conferencing and Business Training SuiteProvides space for the hands‐on training of business and technology related programs, continuing education certifications, and special short duration industry and business customized training sessions. This flexible space will also be used by students working on group projects with community sponsors and partners, and by the community partners in joint economic development efforts between the College and business and industry partners. This space is capable of combining area with the Corporate Board Room as a BusinessTraining Suite for global conferencing and large scale meetings and training activities.  The adjacent roof area also seats over 100 clients/students and includes a small performance stage and demonstration kitchen for roof‐top events.

Learning Convergence Zones, Smart Classrooms, & Digital StudiosDispersed throughout the facility are a range of “learning convergence zones” varying in size from 2 seats to 40 seats.  Each space will be equipped with interactive touch screens in table and wall form factors.  These “breakout” areas are intended to facilitatecollaboration for both business & industry gatherings and encourage increased interactivity among students.  Smart Classrooms where each room is equipped for two‐way interactive broadcasting and Web‐casting of activities held within instructional spaces will be available to business & industry as well as a high‐end digital media production studio and private editing booths.      

Millaway Institute for Entrepreneurship

ATC Fab Lab for Entrepreneurs16 micron 3‐D PolyJet Printing

RAPID PROTOTYPING and FABRICATION

3‐4 Axis Haas Mill and Lathe3‐Phase Power GridVehicle Exhaust System w Garage Door Entry

Shark Tank

The ATC Venture Model• The Advanced Technology Center uses a “Venture model” 

to guide Fab Lab facilities and equipment usage. Faculty and students may access these resources under the direction of their Academic Division Chair as approved by the Vice‐president of Academic Affairs and Learning Support.   Entrepreneurs seeking access must obtain initial guidance from the Small Business Development Center and the Millaway Institute for Entrepreneurship.  Existing business and industries may request support through the SBDC or Dean of the Advanced Technology Center.   All support is offered in a “best effort” capacity, requiring recognition of limitation of said services as detailed below.  Needs of GCSC student take priority over all projects. 

Three Levels of Venture ATC Proposed Venture Project: For proposed external & internal ventures seeking  ATC resources as requested by the Small Business Development Center and the Millaway Institute for Entrepreneurship, the college will seek to provide in a “best effort capacity;”  – “Best Effort” services of the ATC Fab Lab– The ATC Pledge Model for ATC Fab Lab access– ATC Start Here‐Go Anywhere Guide for Entrepreneurs & Students– Consultation with the ATC’s Entrepreneur in Residence for additional guidance through the 

Millaway Institute for Entrepreneurship (MIE)– Calendar of “Start‐Up Events” such as “mash‐ups” and entrepreneurial seminars– Connect entrepreneurs to additional community resources (BIC, community incubators, Gap Funds, etc.)

ATC New Venture Project: For “Post‐Inception” external ventures seeking ATC resources where existing business models and up‐to‐date market analysis have been developed, as requested by the Small Business Development Center and the Millaway Institute for Entrepreneurship, the college will seek to provide in a “best effort capacity;”  

– “Best Effort” services of the ATC Fab Lab– The ATC Pledge Model for ATC Fab Lab access– Explore additional support and activity engaging students and academic program activities– Millaway Institute for Entrepreneurship (MIE) & SBDC additional specific services or support based on the 

“best effort” capacities of the ATC and needs of the venture

ATC Existing Venture Project: For existing businesses this entails use of the ATC or its assets to explore new technologies and improvement of efficiencies in pursuit of growing local jobs, improvement or exploration of products, or training of workforce and/or employees for “gap skills” in need, the college will seek to provide in a “best effort capacity;”– Collaboration with Credit and Non‐credit classes for identified skills training– Exploration of additional support and activity engaging students and academic program activities– Access to ATC equipment on “user basis” 

(recommending usage fees commensurate with equipment requirements as needed)– Identification of additional specific services or support based on the “best effort” capacities of the ATC 

and needs of the venture 

ATC Fab Lab Usage Agreement• The GCSC Advanced Technology Center Digital Fabrication Laboratory (FABLAB) 

and assets are designed to provide the User/Inventor (User) with access to resources that they can use to design and produce prototype products. ..

• The FABLAB does not provide professional engineering services, safety testing or analysis, or development of market‐ready prototypes.  Thus, the FABLAB does not assume any liability for any injuries caused by a product initially developed at the FABLAB, and you agree to indemnify the FABLAB should you be found liable for any such injuries…

• Should you decide to manufacture a product developed from the initial prototype developed with the FABLAB’s assistance, you are strongly encouraged to obtain the services of a professionally‐licensed engineer or other suitable business/industry professional able to analyze the product for safety and reliability. ..

• Nondisclosure agreements, sometimes called NDAs or confidentiality agreements, are contracts intended to protect information considered to be proprietary or confidential. As Fab Labs are by design “open spaces,” Gulf Coast State College will not enter into an NDA or confidentiality agreement regarding any intellectual property, or guarantee to any degree the protection or non‐disclosure of an idea or information. 

ATC Pledge Model• Further, it is the intent of the college to 

engage “Company, or “Individual” of Proposed and New Venture Projects requesting ATC and Fab Lab support for product development and/or commercialization collaboration in the GCSC ATC Pledge for a five‐year period. 

• Each year, GCSC will work in cooperation with “Company, or “Individual” of Proposed and New Venture Projects to mutually agree upon recommended level of giving (monetary contribution) to the college.  Level of pledge is intended to be commensurate with degree of venture success.  Failure to contribute as agreed to by both parties will constitute termination of access to ATC and FabLabassets by principals for said venture and all future ventures by principals.  

• Note:  Separate college pledge form to be completed through the college’s Office of Resource Development.

LEVEL of PLEDGE   Anchor Partner  Vanguard Partner  Visionary Partner  Venture Partner  Enterprise Partner  Milestone Partner  Innovation Partner  Inspiration Partner  Pathway Partner  

Sales/Revenue/Licensing/Income Monetization  $2.5 million or higher $1 million‐$2.49 m. $500,000, $999,999 $250,000‐$490,000 $100,000‐$249,999 $50,000‐$99,999 $25,000‐$49,999 $5,000‐$24,999 $1,000‐$4,999

   $250,000 or higher  $100,000 to $249,999  $50,000 to $99,999  $25,000 to $49,999  $10,000 to $24,999  $5,000 to $9,999  $2,500 to $4,999  $500 to $2,499  $100 to $499 

Hallway Collaboration Zones & “Flipped Classrooms” 

Green Roof and Rooftop Conference Spaces

Great Hall

Corporate Sponsorship Agreement

• Focus on enduring sponsorship

• In 5‐year increments• Based in “relevance to academic program”

• Clear exit clauses for both parties

• Liberal but defined “Display of Mark”

Display of Mark & Campaign The Donor and Sponsor Recognition Levels reflect the following levels in the ATC Technology Excellence 5‐year Campaign:

ATC LEVELS OF SPONSORSHIP: 

• Anchor $250,000 or higher

• Vanguard $100,000 to $249,999

• Visionary $50,000 to $99,999

• Venture $25,000 to $49,999

• Enterprise $10,000 to $24,999

• Milestone $5,000 to $9,999 

• Innovation $2,500 to $4,999

• Inspiration $500 to $2,499

• Pathway $100 to $499

How the Campaign Works• Equipment Needs by Program Projection• Office of Resource Development & 

College Foundation Combined Campaign• 5‐years targeting $5 million• To‐date over $3 million • Vendors identified for target equipment• We combine corporate educational discounts ONLY if 

“substantial” additional donations are offered within actual purchase orders.  – Some companies choose to identify percentage of discount in 

excess of standard educational discounts– Other companies actually “breakout” free equipment in 

addition to standard discounts

It’s not “Just Equipment”

• “Contributions in Kind”– Free or discounted facility design services– Substantially discounted furniture & storage solutions– Free advertising in local print and digital media– Initial legal counsel to entrepreneurs, students, and faculty on intellectual property

• All are recognized with DBOT presentation and ATC Donor wall– Those with “Recurring Annual Gifts” are highlighted with 4‐6 ft corporate logos along ATC Atrium & Great Hall 

National & LocalNational Corporate Sponsors

• Panasonic ($220,000)• SnapOn ($121,631.40)• The News Herald (Halifax Media) 

$90,000• Amatrol ($23,541)• Rockwell‐Irby ($93,866)• Tektronix ($29,940)• Test Equity ($37,821)• Gulf Power ($73,777)• SP Controls ($40,000)

SUBTOTAL=730,576.40

Regional/Local Corporate Sponsors

• Florida Architects ($161,000)• Schmidt Consulting Group ($50K)• Reliant South ($25,000)• Summit Bank ($50,000)• Wells Fargo ($5,000 )• Compass Solar ($3,459)• Merrick Industries ($5,000)• TECO Gas ($7,500)• Harrison, Sale, McCoy ($25,000)

SUBTOTAL= $331,959.00

TOTAL CORPORATE SPONSORSHIPS = $1,037,535.40

Advanced Technology Center – Open House on October 11, 2013