Our Qualifications We are consultants who were associated with IC2 Institute at The University of Texas at Austin with experience in running commercialization programs worldwide. For each program, we were responsible for the development of an infrastructure within the country to manage the commercialization process. The process included, as a first step, developing a local partner who would be responsible for finding and performing an initial evaluation of a large group of technologies submitted for evaluation. The next step was the evaluation of the technologies by commercialization specialists whose responsibility was to perform an initial evaluation. The third step was the management of a training program for selected innovators to teach them globalization. This training program included global marketing techniques, patent strategies, process to enter new markets, technology evaluation processes, and local business techniques. For a selected group of innovators, a more detailed commercialization plan was developed, with discussions with key industry players and a plan for entering new markets in the United States and elsewhere. Finally, for the technologies which were ready, business development processes were run resulting in engagement agreements for sales, licensing, or testing / evaluation of the technologies. The specific agreement was catered toward what was defined as the next step for the technology. To successfully conclude business development worldwide, we developed a global network of decision makers for new technologies in multiple areas, including life science, material science, biotechnology, information technology, consumer goods, and other areas and successfully conducted evaluation, training, and business development for our clients with these partners. These partners were engaged in making the programs listed below successful.

In Hungary, we managed two one year programs in which we reviewed up to 200

technologies each year, completed training programs in entrepreneurship, and

developed over ten engagement agreements each year for key technologies to enter

worldwide markets.

In the India DST program, we managed four one year programs in which we

reviewed up to 250 technologies each year, completed training programs in

entrepreneurship in multiple cities, and developed over twelve engagement

agreements each year for key technologies to enter worldwide markets.

In the India DRDO program, we managed a one year pilot program in which we

reviewed over 200 technologies and, along with our India partners, developed over

thirty engagement agreements within India and worldwide agreements for key

technologies.

In Mexico, we conducted business development efforts in several one year projects

and developed engagement agreements each year for key technologies to enter

worldwide markets.

In Korea, we conducted business development efforts in several one year projects

and developed engagement agreements each year for key technologies to enter

worldwide markets.

Technology Commercialization Training and Business Development Structure We believe a combination of remote training, onsite training, and business development programs provide the best opportunities for economic growth for countries. Here is an outline of a proposed training program. Webinars – To maximize the onsite training, the webinars should be conducted to prepare them for the training and the evaluation of the technology. In the webinars, we will cover topics such as team analysis, competitors, markets, IP analysis and development of a product description. These webinars will be conducted in short (1.5 -2 hour) sessions with assignments for the innovators to complete. We will record these sessions for viewing at a later date and time for innovators who were unable to attend the live session. We will review the innovators assignments and provide feedback before the training classes. With the webinars, the innovators can begin to plan for market entry for their technologies, understand the basic concepts, and have a direction for their technology in advance of the onsite training. With advance training, the innovators will be able to maximize their time and efforts in the onsite training. On Site Training – The onsite training will be two full days. The subject matter will include commercialization strategies, planning, US market analysis, and planning. Because of the earlier training, the subject matter and questions will be focused on their technologies and the innovators will be more prepared for the class and have more advanced questions. Panidea will staff these sessions with two senior consultants who have extensive experience in the evaluation and commercialization of new technologies and are familiar with worldwide markets and can assist the innovators in the process of market entry in sales, licensing, distribution or funding. Business Development – After the course, we will be able to provide a market validation summary of the technology, where we can provide initial recommendations for direction for the innovators, even if it would be to hold back on market entry in the immediate term. For selected technologies, we would propose a business development process for market entry. This process can be based upon individual technologies or a program for a group of technologies. It is critical for your organization to find a partner who can provide this service post training. The discussions, answers, and work by the innovators will be lost unless your training partner can deliver on this key follow up to the onsite training.

Technology Commercialization Project: iMFAST This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

iMFAST, is a platform to enable banks to offer financial services to villagers in rural areas. The system includes a transportable computing device that can guide a villager through banking transactions in their local language. The system handles customer identification, data capture, data transmission and while it has been designed for financial services, these core capabilities could be used in e-governance and other verticals as well. There are design prototypes for customer demos and a pilot program for Corporation Bank began on March 8th, 2007. Kasgatta is a village of 240 homes that is roughly 5 miles away from the closest Corporation Bank branch and about 40 miles outside of Bangalore. As of May 2007, they have created 105 accounts with the assistance of Shreeshakthi, a self-help group, who is being paid a nominal fee by Corporation Bank.

Technology Commercialization Project: Logical Medical Systems This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology is an Artificial Intelligence (AI) software system that helps automate the diagnosis of diseases in human patients. It was created by Logical Medical Systems out of India. The technology seeks to improve the accuracy of patient diagnosis and treatment. It identifies over 1700 diseases and is more robust overall than any other system on the market now. Its’ application architecture, while well suited with some changes to smaller offices, will require fairly sizable enhancements to be accepted in a large enterprise. It’s AI engine is based on Bayesian methods that only work accurately on complex diseases with numerous symptoms (features). It also does not support intuitive “reflexive questioning” that adapts the questions asked based on responses received. Further, the system only does rudimentary text file loads of patient history and lab results. It will therefore not easily integrate with existing electronic medical records systems for real time data. These issues will make the system cumbersome to use by practitioners during the examination. The inventor has not done any formal independent validation testing to prove the accuracy of the diagnosis. The system is almost fully built out and has been used by its inventor now for several years.

Technology 084: DEPA Multi Insect Repellent

Technology Commercialization Project: DEPA Multi Insect Repellent This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

Insects are carriers (vectors) of dreaded diseases such as malaria and dengue. Various methods have been used for the control of these vectors in different ecological conditions with certain limitations. Because of the unavailability of m-toluic acid in India for the manufacture of N,N-diethyl m-toluamide (DEET), there is a need to develop an alternate effective and safe insect repellent.

Defence Research and Development Organization (DRDO) has developed a multi-insect repellent DEPA (diethylphenylacetamide) cream formulation. Extensive studies have been carried out for its bio-efficacy and toxicity including inhalation. No untoward effect on mammalian systems has been observed. The cream formulation has been accepted and recommended by the Director General Armed Forces Medical Services (DGAFMS).

The active ingredient in many commercially available products is diethyl toluamide, popularly known as DEET, the world''s most extensively used protection against mosquito and other insect bites.

Technology K2120 – Reliability and Durability Testing System

Technology Commercialization Project: Reliability and Durability Testing System This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. KNR is a company in the space of Reliability and Durability Testing Systems and is focused upon advancing material, component and structure testing technical services. The company manufactures test equipment for sale as well as offering testing services as a separate revenue stream. The company offers its products and services in six different industry segments. They have developed a portfolio of customized testing equipment and simulations technology that is used in a variety of industries such as Automotive, Transportation, Civil Engineering, Energy, Robotics, and Material. KNR has three divisions:

(1) Testing System Manufacturing Develop and build standard testing systems and turn-key test systems

(2) Testing Service Business for Automobile, Railroad and Civil Engineering Testing system operation; testing data reporting and analysis; engineering support;

turnkey management; R&D collaboration (Automotive, Train Testing and Civil Engineering Laboratories)

(3) Research and Development World class R&D center Cooperative network global research centers Continued development new test technology; upgrade major components.

KNR has its own R&D center and manufacturing line in its facility which the company believes is a major reason it has done so well in the equipment testing market in its home country.

Technology Commercialization Project: Gravity Recommendation Engine This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

Gravity Reco Web Services has devised a recommendation agent that is offered as Web-based or standalone service to e-commerce companies, or those companies that offer an e-commerce Web site or other services that might provide customized content to consumers. A recommendation agent is a computer-based program that recommends items to users based on a set of pre-determined criteria, with the purpose of creating more sales for the e-commerce site and increasing customer satisfaction with the site by providing personalized, customized choices that better fit the needs of the customer. Gravity Reco Web Services has entered the prestigious Netflix Competition and is currently within the top 5 best competitors, and has ranked as high as second place. According to Neflix, the prize is offered to the first company that can demonstrate 10% better accuracy than what their Cinematch technology can do on the same training data set – accuracy is a measurement of how closely predicted ratings of movies match subsequent actual ratings. However, many of the top recommendation agent developers have chosen not to participate in the contest, leaving the competition to mostly academics. This taints the results somewhat as it is hard to determine how Gravity Recon would perform against the market leaders

Technology Commercialization Project: ClimaGear This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

“The technology which is the subject of this report, ClimaGear is a temperature regulating apparel technology that aids in the comfort of outdoor workers/enthusiasts and military personnel. By allowing users to choose the temperature that comforts them, they are able to remain in their harsh environment without adding stress, discomfort, health problems, or lost productivity. It was developed by Kranthi Vistakula while attending MIT. ClimaGear was developed to offer users a source of comfort in differing hot or cold climates. Mr. Vistakula plans to implement ClimaGear into many types of apparel, including coats, jackets, pants, and helmets. A battery operated prototype jacket with 20 cooling/heating points on the torso and arms has been developed that is capable of removing 50W of heat. It is mobile, quiet, lightweight, failure tolerant, easy to use, with no moving parts. He has received a DSIR grant and incubator space from FIIT Delhi. A PCT full utility patent was issued with priority dating of February 23rd, 2007. All intellectual property is owned by Mr. Vistakula. Competing technologies that provide partial solutions include: phase change materials (PCM), vapor compression, chemical reaction, and electric variable resistive heating. Yet no current solution is able to provide the combination of multipurpose warmth and coolness capabilities, sustained temperatures, extended performance, failure tolerance, and mobility that ClimaGear can.

TECHNOLOGY 194: Power over Ethernet

Technology Commercialization Project: Power over Ethernet This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. Power over Ethernet (PoE) is a system to transmit electrical power and data to remote devices over standard twisted-pair cable in an Ethernet network. This technology is useful for powering IP telephones, low powered wireless LAN access points, network cameras, remote network switches, embedded computers, and other appliances where it would be inconvenient, expensive, or infeasible to supply power separately.

The Powered Ethernet Splitter (PES) or Powered Ethernet Module (PEM) provide the first commercially available devices to provide PoE output loads of up to 33 Watts while maintaining compliance with the IEEE 802.3af standard. By expanding available power, the PES and PEM devices significantly expand the types and number of appliances that can be powered over the network. The PES was designed to “PoE enable” legacy network appliances while the PEMs were built to integrate directly into the product designs of network appliance devices.

The developers see the technology as offering the advantage of the power limits of the new 802.3at standard with the inter-operability of the 802.3af standard.

Technology K2118: Dual Blade Counter Rotating Wind Turbine

Technology Commercialization Project: Dual Blade Counter Rotating Wind Turbine This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The Dual Rotor Counter Rotating Wind Power Generator is a wind generator that utilizes one set of blades to spin the rotor clockwise and another set of blades that spin a rotating stator counterclockwise. Each blade set has 3 blades. Front blades revolve clockwise and rear blades revolve counterclockwise. High efficiencies in low speed winds are attained through a dual rotor counter rotating wind turbine system that connects the rotor and stator to the blades. The result is a yield rpm of almost double that of current wind turbines for a given wind speed. The technology was invented for the small to medium sized wind markets.

The chief problem the technology solves is improved turbine performance in low-wind conditions: 4.5 mph for a 1kw wind turbine, as compared to the 6.7 mph required for the single rotor competitor model. The technology is said to generate two times (200%) the power produced by the existing generator in the same wind velocity. Additionally, the wind turbine creates less noise by using centripetal force instead of centrifugal force used by the noisier current solutions. AHHA Energy’s patented design utilizes one set of blades to spin the rotor clockwise and another set of blades that spin a rotating stator counterclockwise. Nine months of field trials showed a yield of 18kw-20kw (8 m/s) for the dual rotor wind turbine while the Bergey product showed a yield of 8.5kw-10kw (12 m/s). The technology was invented for the small to medium sized wind markets. The technology was developed to be a stand-alone product that replaces the need for a single rotor wind generator.

EXEC UTIV E S UMMARY

Technology Commercialization Project: Fruit Coating This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

The technology which is the subject of this report, fruit coatings, is a water soluble coating that can extend the shelf life of fruits and vegetables by up to two weeks without refrigeration. The coated produce retains all of its natural characteristics and natural water loss is significantly reduced. The coating can be applied manually, allowing the process to be done in rural areas with limited or no electrical power. One liter of coating will cover approximately 100 kilograms of fruit.

Although India is the world’s second largest producer of fruits and vegetables, approximately 25% of that produce spoils and never reaches the consumer resulting in billions of dollars of losses in vegetables alone. The losses are due to the fact that most fruits are harvested slowly by hand and limited refrigeration facilities are available for post harvest treatment. By extending the produce’s shelf life, this low cost coating would allow farmers to expand their market reach significantly. Primarily, it would help give farmers more time to transport their produce to more distant markets. In addition, by allowing the produce to be stored for a longer time, the coating would help farmers avoid price fluctuations due to gluts in the market and increase their overall profits.

Technology K2110 – iTPA Diagnostic Method

Technology Commercialization Project: iTPA Diagnostic Method This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. RapleGene has developed a product called RapiDx®, a diagnostic method designed to test for a number of pathogens, including Mycobacterium tuberculosis, Chlamydia trachomatis, Neisseria gonorrhoeas, E. coli O157:H7, Salmonella spp., Hepatitis B virus, Novel influenza A (H1N1) and Influenza. The Hepatitis C virus kit will be available in the first quarter of this year. The company is currently developing additional testing capabilities for RapiDx®, with test kits for at least five new pathogens expected to be available before the end of 2010. RapiDx® employs a technology called iTPA™ (isothermal target and probe amplification), a novel isothermal amplification method in which the target nucleic acids and signal probes are amplified simultaneously in a single tube. The amplified signal probes are detected through the florescent resonance energy transfer (FRET) method which does not require any post-amplification process. Additional products are planned for the future, including a point of care solution.

Technology K2127: CDMA Wireless Microphone with Portable Speaker

Technology Commercialization Project: CDMA Wireless Microphone with Portable Speaker This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. “The AepelPhone” is the world’s first CDMA Wireless Microphone. The CDMA feature provides excellent sound quality with no background noise and has little influence of signal mixing or chopping, as can occur with microphones using Bluetooth. The CDMA Development Group says, “CDMA consistently provides better capacity for voice and data communications than other commercial mobile technologies” A small wireless headset is worn that transmits a radio signal to a 3”X4”X1” speaker that is worn on the speaking individual’s hip, projecting a crisp sound quality to small and medium sized audiences. Its small size and ultra light weight make the AepelPhone mobile, allowing the speaking individual to continue amplifying their voice while moving around- inside or outside. Ms. Stephanie Niemeyer, Director of Docent Tours at the Jack S. Blanton Museum of Art, has expressed an interest in using the AepelPhone to give tours at the Museum. Niemeyer was particularly impressed by the AepelPhone’s sound quality, light weight, and comfort. The AepelPhone’s speaker/amplifier can additionally be used in AUX mode to amplify music library or DVD from computer with an “audio-out” cord to provide excellent sound.

Technology 236: Acoustic Life Detector

Technology Commercialization Project: Acoustic Life Detector This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology is used to detect and save human beings trapped under the debris of collapsed buildings due to earth quake or land slide. This equipment is based on highly air sensitive acoustic sensor and audio signal processing to clearly listen to the victim’s low frequency sound from below the debris. The sensors and related equipment are hermetically sealed and hence it can be used in wet or raining environment after a calamity. The Acoustic life detector has three sub systems, namely probe assembly, electronics control unit and a head phone set. The probe assembly consists of a low frequency acoustic sensor that is highly sensitive, to pickup even very low human voices or any other sound made by the persons trapped under the debris. The sensor uses a highly sensitive piezoelectric material for converting the sound signal to electrical voltages. The probe head is rigidly coupled with a rigid Aluminum telescopic tube, which can be extended up to 2 m, which will help to the probe head through the gap of debris, if required. The electronics unit is designed using ICs. An amplifier in the assembly gives sufficient output to hear through head phones. It consists of a volume control switch and tone selector switch, sensor and headphone sockets. The electronics module is powered by four 1.5V AA type battery cells. It is very small and compact and is provided with a nylon waist belt for the operator to wrap around his waist. The headphone is is a standard stereo type headphone with extended microphone facility for two way communication between the operator and victim

Technology 067: High Altitude Pulmonary Oedema (HAPO) Chamber

Technology Commercialization Project: High Altitude Pulmonary Oedema (HAPO) Chamber This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

The HAPO Chamber is a life saving equipment for soldiers positioned at high altitudes. HAPO is a condition in which fluid accumulates in lungs causing severe illness. Rapid descent, a treatment of choice, is often impossible due to the topography, adverse weather, or non-availability of transport. In such a scenario, portable hyperbaric bag/chambers present an inexhaustible light weight source of additional oxygen pressure which leads to rapid relief of symptoms of high altitude illness. In the Indian context, the incidence of HAPO was noted to be as high as 15.5% in a group of fresh inductees who were rapidly transported to altitudes between 3,355 and 5,490 m (11,000–18,000 ft)2, 3

Years of R&D effort coupled with the evaluation has culminated in the development of an automated bag. The operating pressure inside the developed bag is 2.5psi vis-à-vis 2psi of the above mentioned internationally available bags, thereby enhancing the virtual descent of the patient and hence the recovery. The developed bag is 2.1m long, 0.65m diameter at the head end and 0.5m diameter at the foot end, with a volume of approximately 600 liters to accommodate the HAPO patient, even with the multiple layers of cold-clothing. The bag is provided with a pre-set leak control valve to bleed continuously at a rate of 20 liters per minute in order to avoid the build-up of carbon dioxide inside the bag and a safety pressure relief valve in order to prevent the excessive pressure inside the bag. Several user friendly features have been incorporated in the developed bag. All the materials have been selected to withstand sub-zero temperatures encountered in the usage.

Technology 104: MentorPort

Technology Commercialization Project: MentorPort This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. MentorPort is a social network where people offer to providing training and coaching. MentorPort provide a platform for promoting and registering for Specialized Knowledge Modules (SKMs), which are training events run by mentors and attended by mentees. There are three revenue streams: 1) Fees for conducting Special Knowledge Modules (SKMs); 2) Advertising throughout the platform; 3) Sponsors for specific events. With MentorPort, prospective mentors make themselves available to mentees. The innovators of MentorPort, in their research, have seen mentors want to control when and how they interact with mentees, are motivated by the perception that they successful and respected enough to be considered ‘mentors,’ and are interested in a platform to give back and help others succeed. There are three revenue streams:

Conducting Special Knowledge Modules (SKMs) Advertising throughout the platform Sponsors for specific events.

Technology 81: Chukungunya Antigen ELISA

Technology Commercialization Project: Chukungunya Antigen ELISA This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

The present innovation is a kit for early detection of Chikungunya (CHIKV) with high degree of sensitivity and specificity is based on the principle of double antibody sandwich ELISA. CHIKV is an insect-borne virus, of the genus, Alphavirus, that is transmitted to humans by virus-carrying Aedes mosquitoes in a human subject of Chikungunya infection. The kit will be useful for early clinical diagnosis of Chikungunya virus. Purified rabbit anti-Chikungunya virus polyclonal antibody was coated on the ELISA wells to capture CHIKV antigen in patient sera. After binding, the rabbit anti-CHIKV antibody was used in a sandwich format. The resulting complex is detected using enzyme substrate reaction. Appearance of color change to brown indicates positive result.

This kit is validated with more than 200 clinical samples (Serum and CSF), collected from recent Chikungunya outbreaks in different part of India (2006-2008). It revealed >85% correlation with genetic assays and virus isolation. This kit is also validated for detection of Chikungunya virus antigen in infected culture supernatant. This kit is also evaluated at the Central India Institute of Medical Science (CIIMS), Nagpur, India. Chikungunya has recently emerged as one of the most important arboviral infection of public health significance. Explosive outbreaks were reported in many areas of India and Indian Ocean islands since 2005. Large numbers of imported cases were also reported among travelers in temperate countries. There is no effective therapy or prophylaxis available against this disease. Therefore early diagnosis plays an important role in proper control and effective management of patients.

A CHIKV infection is quite painful and death may result. The current method of detection is after the few first cases are confirmed, most clinics diagnose from symptoms in the field. The kit will be useful for early clinical diagnosis of Chikungunya virus through detection of viral antigen even on day 2 of fever

Technology 78: Dengue IgM ELISA

Technology Commercialization Project: Dengue IgM ELISA This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. Dengue, the most common arboviral illness transmitted worldwide, is caused by infection with 1 of the 4 serotypes of dengue virus. Dengue is transmitted by mosquitoes of the genus Aedes, which are widely distributed in subtropical and tropical areas of the world, and is classified as a major global health threat by the World Health Organization (WHO). The innovation is a type of medical equipment and reagents in the form of kit for early detection of dengue fever. The subject technology is based on indirect ELISA principle, using recombinant dengue protein antigen. The wells of ELISA plate is coated with recombinant dengue antigens. The Dengue specific antibodies present in the test sera bind with antigen. The reaction is further processed with the addition of antihuman IgM-HRP conjugate. The reaction is observed through colorimetric interaction with chromogen. Color development is indicative of the presence of Dengue virus specific IgM antibodies in the test sample. The technology claims that the cross reactivity with other co-circulating members of flavivirus grous are ruled out by employing recombinant antigen; thereby making the kit more specific for dengue virus only.

Technology Commercialization Project: Heat Stabilized Narrow Fabrics This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology, Heat Stabilized Narrow Fabrics, is a heat setting process that leads to improvement in the elastic recovery property of textile assemblies, viz., nylon and polyester tapes and cordages. The improved elastic recovery (or less permanent set) leads to improved life of materials during usage that involves cyclic/repeated load applications. This technology was developed to minimize the problem of permanent set observed in parachute rigging line materials when subjected to repeated usage. The technology involves a heat setting machine that has been utilized on an industrial scale providing improved elastic recovery property for the subject material allowing increased usage and longevity of cordage. The primary benefit of this technology is focused on improving the elastic recovery properties of cordage and rope. The technology could be applied to nearly any nylon or poly fiber and increase its longevity and elastic recovery with no change in material property beyond a slight yellowing.

: Detection of IgM antibodies for serodiagnosis of Japanese encepahalitis infection

Technology Commercialization Project: Detection of IgM antibodies for serodiagnosis of Japanese encepahalitis infection This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

Japanese encephalitis (JE) is the most important viral encephalitis of public health significance. It is endemic through out south east Asia, including India. This virus is a member of the genus Flavivirus, family Flaviviridae, and is transmitted between vertebrate hosts by mosquitoes, principally by Culex tritaeniorhynchus. Approximately 45,000 JE cases with 10,000 deaths were notified. Annually JE outbreaks are reported at regular interval from many parts of India. There is no effective therapy available against this disease. Therefore early diagnosis plays an important role in proper control and effective management of patients.

This kit is based on indirect ELISA principle, using recombinant protein antigen. The wells of ELISA plate was coated with recombinant JEV antigens. The JEV specific antibodies present in the test sera bind with antigen. The reaction was further processed with the addition of antihuman IgM-HRP conjugate. The reaction was observed through colorimetric interaction with chromogen. Color development is indicative of the presence of JE virus specific IgM antibodies in the test sample. The cross reactivity with other co-circulating members of flavivirus grous were ruled out by employing recombinant antigen thereby making the kit more specific for JE virus only.

Technology Commercialization Project: Ceramic Composites Integral Armour

Technology Commercialization Project: Ceramic Composites Integral Armour This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The present innovation is a unique technology to produce lightweight, maintenance-free and easily repairable multifunctional engineered material known as Ceramic Composite Integral Armour which can be used for structural requirements and ballistic threats. The innovation is lighter and more efficient than metals and it can be integrated with the composites to provide alternative solutions to the current bulky metallic structures with add-on/strap-on armour. The armour combines the structure with ballistic protection and is fabricated by Vacuum Assisted Resisted Resin Transfer Moulding (VARTM) process. Ceramic-composite integral armour has ceramic layer, rubber layer, backing composites structural layer, cover layer and other functional layers such as layers for fire-protection. The ceramic layer provides primary ballistic protection while the composites layer is the structural layer. Integral armour is lighter as it exploits the benefits of ceramics more than strap-on armour because of the additional confinement of ceramics achieved due to integration of structure and armour. Its modular construction using small ceramic tiles allows for its easy repair after impact and easy compliance with complex shapes. There is no need of spall-liner leading to additional weight reduction.

Technology 028: Electrochromatic Window

Technology Commercialization Project: Electrochromatic Window This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. Defence Laboratory, Jodhpur has designed and developed Electrochromic Windows of size 14” X 18”. Smart window technology is based on such materials whose optical properties change in response to a small electrical current. The developed windows have ability to dynamically control solar transmission i.e. between 17-70% with fast switching time and low DC power consumption from 1 to 3V. Control is possible through a dimmer switch or remote control device. Such windows provide 30-40% energy saving in terms of cooling, lightning and peak utility electric loads. It transmits high levels of visible light while reflecting invisible solar heat and therefore provides both visual and thermal comfort

Technology 86: Herbal Adjuvant :DIP-HIP

Technology Commercialization Project: Herbal Adjuvant: DIP-HIP This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

DIPAS has developed a new herbal adjuvant, called DIP-HIP, and compared its efficacy with complete Freund’s Adjuvant and Alum. Animals were immunized with different antigens. The results indicated that antigen specific immunoglobulin levels were significantly enhanced by DIP-HIP. The cytokine profile also correlated very well with the Th1 and Th2 type of immune response generated on administration of DIP-HIP. Interestingly, using different strains and different species, DIP-HIP responded better than CFA. The sustenance of antibody response in the body was for about more than four months using DIP-HIP.

The technology is a herbal adjuvant which is an agent that may stimulate the immune system and increase the response to a vaccine, without having any specific antigenic effect in itself. It causes no injection site reaction, pyrogenecity or muscular damage. The technology elicits immune response against bacterial, viral and recombinant proteins, enhances immunogenecity of weak antigens by generating both humoral as well as cell mediated immune response.

Technology 024: Aluminum Pallet

Technology Commercialization Project: Aluminum Pallet This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. This technology is an improved aluminum pallet. With a low weight, but a capacity comparable to similar wood pallets and a price point significantly lower than existing aluminum pallets, this technology was designed to compete directly with wood pallets, the overwhelming market leader. The product is designed pallets for both the one-way air logistics market and for use in “closed-loop” systems, where the pallets are used repeatedly over their useful life. The pallet design is patented based upon its unique structurally qualities combining a “prominence and depression” form design of the deck boards and an “inner cap system” for the posts. Both of these elements contribute to the pallets’ light weight and high strength. The light weight of the pallet helps to reduce shipping costs, particularly in air logistics applications, and the pallet strength and durability contributes to a longer useful life as compared to standard wood products. The aluminum pallet is designed to compete directly against the wooden pallet, a trusted and proven technology that accounts for 93% of the global pallet market. As compared to wood, the aluminum pallet offers the following advantages; it is fireproof, does not require heat treatment or fumigation to comply with international shipping standards, lighter weight, cleaner and safer to handle.

Technology 027: Liquid Leak Detector Sensor Film and Controller

Technology Commercialization Project: Liquid Leak Detector Sensor Film and Controller This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The Liquid Leak Detection Sensor Film technology is an innovative and cost efficient liquid leak detection sensor film that can quickly and effectively identify liquid leaks in the semiconductor industry. The technology uses a conductive silver nano ink on a polymer film with a flat band structure to be used easily on the ground or around pipes and tools as needed. The system communicates via radio frequency and after a detection event; the film can be wiped and reused unlike other cable detection systems. The film is more sensitive to liquids than existing technologies and can detect a liquid leak with one ml of liquid and the response time is 1-5 seconds. Also, the technology can actually identify the location of the leak in the facility, again reducing response time to the leak. As a result, the film can limit the costs associated with hazardous or expensive chemical leaks and associated clean-up efforts. The subject technology can withstand accidental contact or compression that can trigger expensive false alarms, and the initial cost to install the film is the cheapest in the industry according to the inventor. The liquid leak sensor is a film capable of tampering and pressure acceptance without alarm signaling.

Komodo Technologies allows obtaining information in field, in remote locations and in difficult access sending the information to databases in real time for its process. Creates operating and maintenance reports of all kind of assets. Breve descripción del Estatus de Desarrollo de la tecnología y el Tiempo estimado para su comercialización. Por favor incluya información sobre productos o servicios disponibles para esta tecnología. Brevemente describa el Potencial de Mercado de la tecnología, así como las ventajas de la misma sobre otras tecnologías competidoras. The competition industry for KOMODO is defined as “Mobile Middleware Developer”. According to the IDC, the “MM” market rose to USD$424.4 millons in 2003 with a rate of 27.4%. Estimates for 2008 contemplate that the market will rise to $1,300 million representing an increase of 24.2%. KOMODO solutions will have among its operative advantages the capacity for registration through bar code and RFID. Venture Development Corporation estimates that the RFID industry will have an annual compound growth of 22.6% in 5 years with a market increase of USD$2.7 billion by 2007. Technology Commercialization Project: Komodo Technologies This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. Komodo Technologies has a suite called KomoSync comprised of three modules. Module 1, OperRoutes, is already available, SUEZ, largest energy company worldwide, is currently using it. The other two modules, ACT ivo and EMISmobile are in their development stage. ACTivo will be available for its commercialization in February 2007 and EMISmobile by June 2007.

Breve nombre de la tecnología: Physical and Informatics Security System for Mobil Devices

En lenguaje NO científico o técnico por favor describa “que hace” la tecnología (NO como funciona). 100 palabras o menos. Technology Commercialization Project: Portable Device Security System This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. This technology is breaking a paradigm on physical and informatics security for mobile devices (laptops, iPods, briefcases, purses, etc.) focused on an antitheft process. Such technology will create a secure environment for mobile devices and all confidential digital information that may be included. We can clearly illustrate our technology in the first prototype applied to laptops’ security. Is an antitheft security electronic alarm for laptops which also protects information in three different ways, before robbery (neglect robbery), during robbery (physical attack on robbery) and after robbery (self destruction of the information). The information is continuously backed up through our automatic back up system in real time (when a file is created or modified it is backed up at that time). This technology may be licensed to trademarks for laptop, briefcase and any similar device requiring superior security.

Technology 77: Typhigen Kit

Technology Commercialization Project: Typhigen Kit This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

The Defense Research Development Organization of India has developed a simple agglutination based antigen detection test where observation can be taken by naked eyes. The innovation rapid diagnostic `typhigen' kit using recombinant DNA technology enables direct detection of the salmonella typhi antigen in the patient's serum within one to three minutes, thus allowing early treatment of the affected persons. It is an agglutination based technology for direct detection of typhoid antigen in clinical samples. It was developed using immunological and biotechnological techniques. It is highly sensitive and specific system and rapid in nature. Serodiagnosis of typhoid using the Widal test is not specific and sensitive; therefore, an alternate method of antigen detection was attempted and the kit was developed

The test can be performed on plasma or serum of suspected typhoid patient. It can be performed in the laboratory and in the field as well. To conduct the test, no special training is required. The reagent can be stored in cold four degree Celsius for more than nine months. To develop the system, we have amalgated recombinant DNA technology with immunological techniques.

Technology Commercialization Project: Explosive Detection Kit This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology which is the subject of this report, Explosives Detection Kit is a compact unit for conducting preliminary tests on the spot for identification and detection of explosives on hands and surfaces suspected of contamination while preparing or carrying explosives. It is designed and developed on the basis of compound specific color producing spot test. Four reagents are used for detection of the specific explosive ingredient. The kit has been developed for identification of explosives in pre and post explosion field conditions. The driving benefit of this technology is cost savings. The innovator believes this kit can be commercialized at a cost point which would be reasonable to global markets. Through interviews it seems apparent that emerging countries would likely be stronger market opportunities for this kit. Cost points will be a major consideration for those potential markets. The kit is completely developed and being utilized by various security forces in India. The feedback from these security forces has been very encouraging. The kit has been patented in India. Ownership is with the DRDO. The patent was granted on March 8, 1996. Other similar patents around the world exist. In the United States at least five similar patents were uncovered, so additional research by qualified IP professionals will be needed.

Technology Commercialization Project: High Velocity Microscope This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. We intend to produce revolutionary new non-linear laser microscopes ready to be placed on the market that is four times faster and more efficient than the presently available ones and that makes possible the measurement of the brains electric/physiological activity, photochemical stimulation with kHz-mHz velocity, and directed separation of neurons or their complements with laser. With the help of our equipment scientist can study the work of neuron networks in animal tests or in human brain cuts, the synopsis going on in the neurons, and we can elaborate new pharmacological tests.

Technology Commercialization Project: Contactless Restore of Records This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. There is an invaluable cultural treasure of several thousand of wax cylinders stored in the Museum of Ethnography and Institute for Musicology in Hungary. They contain the early collections of folk music by Bela Vikar, Bela Bartok, Zoltan Kodaly and other researchers, in a unique and unrepeatable form. The process of replaying the cylinders is destructive. The signal/noise ratio deteriorates after every occasion. The material of the cylinders is sensitive. Storing, handling or needle tracking problems may lessen replayability.

Technology Commercialization Project: Device for Decomposing PVC This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

A device for decomposing PVC based and other plastic waste materials with high halogen content, comprising charging, processing, separating and discharging units. A well developed and documented two-step method at low temperature for the dehalogenation and degradation of the polymer waste into oil, gas and carbon black form of energy, without any way of the producing any trace of hazardous or inert waste, or demage to the environment.

Technology Commercialization Project: Virtual Colonoscopy This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

Early detection of colorectal cancer is still a problem. The two most prominent methods for screening asymptomatic patients are inefficient: Fecal occult blood testing has poor sensitivity for precancerous polyps, while colonoscopy has failed to gain acceptance among patients. Virtual Colonoscopy facilitates the computerized examination of the colon. The project aims to implement, test and validate a Virtual Colonoscopy Application and Screening Protocol suitable for deployment in clinical practice, with appropriate interfaces to hospital information systems and clinical work-flow.

Technology Commercialization Project: Quinazolinone PARP inhibitors This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

Increased activation of poly(ADP-ribose) polymerase (PARP) enzyme is a crucial step in the development of oxidative stress induced cell dysfunction and tissue injury. Oxidative stress also plays a pathogenic role in chronic heart failure and inflammation. It was demonstrated that PARP inhibition can efficiently reduce oxidative myocardial damage, but little is known about its protective mechanism. We prepared a new category of PARP inhibitors with no significant toxicity which can be useful for treatment of oxidative stress and inflammation related diseases.

Technology Commercialization Project: Linear Sound Transmission This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

This is a connecting layout, which is able to reproduce the sound by 20 times higher quality compared to the currently available High End systems, even in small size closed boxes. The stereophonic sound, which appears behind the loudspeakers as well, is created by only two loudspeakers. The invention provides a unique technical solution based on algorithms and methods. The results are proven by measures too. Our system can be shown everywhere, and patent rights have been applied for them in order to secure exclusive utilization on a long term.

Technology Commercialization Project: Wireless fetal pulse oximeter This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

We are developing a wireless fetal pulse oximeter, which measures the arterial oxygen saturation of the fetus during labor and birth. Measuring this parameter can be very useful to prevent birth complication and eliminate unnecessary Cesarean-sections. Our novel device overcomes the disadvantage of conventional, catheter-based fetal oximeters that require adjusting the position of the measurement head several times during labor, and eliminates the need for a connection cable as well as maternal discomfort caused by the catheter. We are in prototyping stage.

Technology Commercialization Project: Electropneumatic actuators This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

Developing multi-functional linear actuators which involve excursion-sensors.The actuators have low answering time (about 1 ms) and are able to make big force with good efficiency. Besides, the purpose of the development is to improve the actuator control (micro-controller combined with PWM amplifier). This makes possible to control/guide the actuators with the PC on USB channel.

Technology Commercialization Project: Pulse Oximeter This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process.

The pulse oximeter is a medical device. It determines the oxygenated hemoglobins in the blood. It's principle based on the red and infrared light absorption characteristics of oxygenated and deoxygenated hemoglobin. It measures the pulserate too. We would like to manufacture it with memory, USB connectivity to make trends in time. The stored datas will be helpful to make the right diagnose for a patient.

Technology Commercialization Project: Fish Hormone This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology which is the subject of this report, Fish Hormone, is two preparations of hormone useful for induced spawning and propagation of fishes. Named Ovopel and Acipel, the products are targeted to carp producers and sturgeon producers respectively, though they can serve a select few other farm raised fish breeds as well, including perch and catfish. The primary benefit for both Ovopel and Acipel is improved quality of spawning, from both quality of fingerlings to quantity of fingerlings, in a timed and predictable ovulation. Other benefits include: · Measured dosage · Elimination of disease risk · Low cost of manufacture All of these benefits combined make Ovopel and Acipel make the offerings potentially more valuable products than what farmers are using today and primary research resulted in strong interest in the product benefits. Both Ovopel and Acipel are in production use in Hungary as well as in Poland. The product is made by hand under the supervision of the inventor and his close associates. Production scalability is questionable and the product is not protected by a patent. Strong competition exists with many options available to farmers, including extracting their own spawning aid in the form of pituitary.

Technology Commercialization Project: Paper Potty This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The PaperPotty technology is a corrugated cardboard pocket sized potty chair for toddlers, PottyFlip. It is a pre-folded, glued, packaged paperboard potty, folded into the form of a small box, with a waterproof plastic bag inside. When the potty is opened it forms a potty chair. The technology was invented to provide a hygienic, easy to carry, quickly usable, disposable and inexpensive solution for parents and their young children. Children between the ages of 1.5 and 4 years of age are in a transitional stage between using diapers and toilets and a portable disposable potty offers convenience during these toilet training years. PottyFlip is an existing product and is currently sold in two convenience store chains (dm-drogeriemarkt, Rossmann) and in two supermarkets (Cora, Auchan). The technology is protected by various patents internationally and in the U.S. Competition in this market is highly fragmented, and while there are competitive products they do not have significant market power. Options range from simply not having a portable potty solution at all to plastic travel potties built for parents to take when they travel. There is a significant gap in the landscape for a product that appeals to small children and is easy and convenient for parents.

Technology Commercialization Project: Fingerprint Dusting Composition This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. This is a provisional release of the Quicklook Report for a Fingerprint Dusting Composition, created by Dr. G.S. Sodhi. It is incomplete, pending additional information from Prof. Sodhi. When additional information is available, the Quicklook Report can be completed. The technology which is the subject of this report, as described by Dr. Sodhi, is a fingerprint composition used to find and reconstitute older prints from various surfaces. Dr. Sodhi is testing and documenting the effectiveness of his compound as part of an overall process and expects to complete his evaluation in the next two months. At the completion of his evaluation, he expects to have a proof of concept of the compound and process which can be used to remove fingerprints which are more than 48 hours old and have been subjected to adverse conditions. For the purposes of this discussion, Dr. Sodhi defines adverse conditions as “not in a controlled environment.”, outside a laboratory with imprecise samples under variable weather conditions. To summarize the fingerprinting process, prints are left behind by a person on a surface. The prints, whether they be recent or not, can be raised by Dr. Sodhi‟s compound. The perceived advantage to his compound is his ability to find older prints. After the print has been left and reconstituted, the police will use powders and dust the print and use tape to raise the print and remove it from the location for study and analysis by people and computers.

Technology Commercialization Project: Optical Cryocooler This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology which is the subject of this report, Optical Cryocooler, is a dual cooler system comprised of an optical laser-energy cooler with a secondary thermoelectric cooler powered by fluorescent radiation emitted during operation. Applications that can use this technology are in the aerospace, medical and electronic industries where specialized components need to operate at extremely low temperatures. Existing cryocooler technologies can operate in the 50-150 Kelvin range, but future operations need to extend lower to the 6-20 Kelvin range. This is difficult with mechanical powered coolers due to excess heat and vibrations that are given off. The benefit of the Optical Cryocooler is that there are no moving parts and the captured energy from the initial cooling cycle is used to reduce the temperature more efficiently. Presently the technology is in a very early development stage. It is designed using an existing Indian cryocooler patent and incorporating the thermoelectric shielding onto it. Testing has only been performed with 2W of power due to the collimater limitation to focus the beam. There is support for testing from an industry leader to develop a working model.

Technology Commercialization Project: Mobile Software Platform This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology reviewed in this document is a software solution that aids in the development and testing of embedded software systems used on devices like mobile phones, routers, and others semiconductor devices. At present, the solution is a series of tools that includes the modeling of processors, and the remaining system components (keyboard, LCD, USB, etc). It also includes verification tools to generate test cases. Future plans include the ability to generate an entire design that can be exported and executed on a FPGA (field programmable gate array) type chip. The benefits of this technology are best illustrated by the diagram below. At present, embedded software design is often delayed or hindered until general availability of the hardware to test on. By being able to model hardware functionality prior to availability, the development cycle for a new device can be cut almost in half.

Technology Commercialization Project: Fruit Coating This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology which is the subject of this report, fruit coatings, is a water soluble coating that can extend the shelf life of fruits and vegetables by up to two weeks without refrigeration. The coated produce retains all of its natural characteristics and natural water loss is significantly reduced. The coating can be applied manually, allowing the process to be done in rural areas with limited or no electrical power. One liter of coating will cover approximately 100 kilograms of fruit. Although India is the world’s second largest producer of fruits and vegetables, approximately 25% of that

produce spoils and never reaches the consumer resulting in billions of dollars of losses in vegetables alone.

The losses are due to the fact that most fruits are harvested slowly by hand and limited refrigeration facilities

are available for post harvest treatment. By extending the produce’s shelf life, this low cost coating would

allow farmers to expand their market reach significantly. Primarily, it would help give farmers more time to

transport their produce to more distant markets. In addition, by allowing the produce to be stored for a

longer time, the coating would help farmers avoid price fluctuations

Technology Commercialization Project: mPire Portlet This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. mPire is an open source computer software system that is used to generate user interfaces for web based applications that follow a Java JSR 168 Portlet user interface standard – the newest and most prevalent UI standard in the Java world. The system is supported by the MIT open source license which allows for free downloading, but prevents other companies from trying to claim ownership over the IP. The application supports a best of breed Java architecture and selection of prevalent third party tools. The system is unique in its way of using model driven development (MDD) to allow users to generate the interfaces without having to write significant amounts of code. mPire supports several new technology trends. The first is called Web 2.0, which is involves adding collaboration, content management, customizability, and usability to web based interfaces. Portlets, the core feature of mPire, allow for easy assembly of pieces of user interfaces. Like on leading online environments such as Yahoo and Google, portlets are the individual building blocks that let you assemble highly customized screen content. The second trend is open source. Many of the competitors in this space that are similar to mPire are commercially licensed solutions and very costly. mPire is part of a new wave of technology where there is no upfront license cost, and the source code is freely given. This may seem like a counter intuitive business model, but hundreds of software companies are thriving in this space, and are making major in-roads towards the commercial software vendors. In the open source space, there are many JSR 168 portal tools, but none that offer a model driven development environment (MDD). The last technology trend is MDD. In this space, abstraction logic is used to capture user requirements, and then code generators turn the logic into Java code. The big advantage here is that the time to create new applications can be reduced by over 90%. And, even better, as new technologies and standards are developed, the code generators can adjust for them once, and all of the code can be regenerated and updated. This is a very important way of mitigating the technology obsolescence threat that has permeated the Java community for the past 10 years. The product is currently fully operational

Technology Commercialization Project: A NOVEL PROCESS FOR THE FABRICATION OF MG-30% SIC PARTICLE REINFORCED COMPOSITES BY CASTING ROUTE This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology which is the subject of this review is a process of combining 30% Magnesium and 70% Silicon

Carbide without using gas or flux, which is less dangerous to the environment. The technology is attractive

and viable in the marketplace. Automakers are continuing to explore magnesium as an alternative to steel.

The primary competition to magnesium is aluminum or aluminum/magnesium alloy primarily made of

aluminium. Automobiles must become lighter. Manufacturers are looking to boost miles per gallon (MPG)

ratings and the easiest way to achieve a gain is to make automobiles with less steel and more aluminum,

plastic, and magnesium. The challenge manufacturers’ face is the cost of design and implementation changes.

The quickest way to this change is to make the cars lighter, as a 10% weight loss will lead to a 9% increase in

mileage. Changes in technology and weight will increase the overall cost of the automobile in the short term

but, as the Japanese manufacturers have demonstrated, increases in mileage standards and quality lead to

increases in sales. Magnesium manufactur

Technology Commercialization Project: Knowledge Based Engineering This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. The technology which is the subject of this report, 120 Knowledge Based Engineering (KBE), is a customized integrated solution for management of all data required by equipment manufacturing and engineering firms. Unlike current solutions in the market, Adroitec has created a solution which will unify all engineering and enterprise data management tools, with the goal of reducing costs and improving competitiveness for engineering firms. The Adroitec KBE solution has been developed for a single client, and will be customized for each new engagement. Currently, Adroitec has not pursued intellectual property protection. Adroitec has implemented their KBE solution at India-based company, BHEL, and has tested it over the last 3 years in situ, with positive results including reduction in average engineering design process time from 12-14 months to 45 days. Adroitec wishes to expand operations globally, targeting small to medium enterprises in the US. Their solution is customizable to any type of machine engineering organization, and their first target area will be in the oil and gas sector. Opportunities existing for Adroitec include the fact that their selected market, oil and gas is a major industry in the US, and is projected to grow in the long term, even with current demand fluctuations. There seems to be strong interest in a solution such as KBE, even with some speculation that the technology can accomplish all it promises. Adroitec’s small size and flexible nature create opportunities for agility in the US market as a new player.

Three Tips for Innovators from the Consumer Electronics Show

http://blogs.hbr.org/cs/2010/01/three_tips_for_innovators_from.html?cm_mmc=npv-_-TOPICEMAIL-_-JAN_2010-_-INNOVATION&referral=00207

The Consumer Electronics Show (CES), a behemoth annual convention that showcases all of the new

technology that you'll see in stores in the coming year, is underway in Las Vegas from January 7-10. And

among its 2,500 exhibitors there are at least as many innovation management tales to tell.

One innovator we can all learn from is Robert Brunner, the Chief Designer and a Director of ReGen. The

California startup company was awarded one of the show's high-profile prizes — an i-stage award for

innovation in design and engineering — for its product ReNu, a portable solar panel designed for the mass

market, for powering personal electronics like iPhones, music players, and desk lamps (price point: $199).

Brunner and the staff of his industrial design firm Ammunition also designed the Nook e-reader for Barnes

and Noble, and count Apple, Nike, and Hewlett-Packard as clients. When I asked about the tactics he used to

create ReNu and other products, Brunner discussed three tips that innovators in any sector might use:

Tip 1: Look at a successful product you DISlike, and identify the (non-technology) innovation behind

its popularity.

About three years ago, Brunner says, he was unhappy when his wife bought a Toyota Prius. He found its odd

angles unattractive, and was unconvinced that switching to a hybrid car was much of a contribution to the

environment. It occurred to him then that the value of the Prius innovation to many buyers was not just that

it saved some energy, but that it allowed them "to send a public message." The vehicle was an icon for the

larger change its customers wanted to see in mass-market behavior. That was an element he could apply to

other products, while also endowing them with beautiful industrial design.

Tip 2: Listen to people describe relevant experiences — don't ask them for design guidance.

When Brunner and his ReGen co-founders decided to pursue elegant, user-friendly, plug-and-play solar

panels and solar-powered gadgets, they sought input from everyone they knew. But they didn't ask them

what they wanted in such products. They asked them more broadly about their experiences in conserving

power.

Friends told them about the situations when they were acutely aware of power supply. For example, "when

they used their laptops on planes, they started looking at power differently," Brunner said. "They paid more

attention to the battery symbol on their screens." An investor had his own moments of not taking energy for

granted: "He said he is most aware of power sources is when he is sailing," Thinking of such moments when

people are focused on energy use, ReGen's designers paid particular attention to their products' charge-level

displays, making them eye-catching and easy-to-interpret. By putting usage on display, the unobtrusive

interface influences consumers' energy consumption habits with everyday home gadgets, and is hailed as one

of ReNu's most innovative features.

Tip 3: Keep your focus on your new product's failures, even as you launch it, and even if they're

currently impossible to fix.

Despite the acclaim that comes with an innovation award, Brunner and his team remain focused on their

product line's biggest shortcomings. "We would like to have less-expensive offerings, because we want to be

mass-market, so we have to be accessible," Brunner says. The current high cost of photovoltaic cells and

batteries makes that hard, and newer, cheaper solar technology is still in the works. At the same time, given

the often complicated process of installing solar panels on buildings, ease of use is a concern. "We want to be

useful and fun," he says. "We don't want consumers to have to work very hard to use solar power," Keeping

these big challenges front and center, Brunner believes, ensures that his team pursues a deliberate and long-

term strategy of improvement, rather than simply enhancing its offering in reaction to current customer

complaints. Innovation adds up to more when it is guided by a mission.

At the Consumer Electronics Show, people who want to see ReGen find it in a special section devoted to

products for a "Sustainable Planet." But Brunner knows that his product needs to succeed in the less rarified

air of big box retail. Consumers' desire to save the planet — and be seen doing so — should spur plenty of

sales when the products hit the shelves next June. "But eventually," Brunner says, "we don't want people to

think of our products as 'green.' We just want the products to be engaging."

REENA JANA IS A WRITER AND EDITORIAL CONSULTANT IN NEW YORK WHO FOCUSES ON CULTURES OF

INNOVATION. SHE WAS FORMERLY THE INNOVATION DEPARTMENT EDITOR AT BUSINESSWEEK

MAGAZINE.

Books We are Reading - Amish Enterprise: From Plows to Profits This was an interesting book, showing the growth of Amish business around the farm community in Lancaster, PA. The challenge the Amish face is the continuation of their old lifestyle, with eighth grade educations for the children who learn to farm, and the entrepreneurs who are now selling products with the Amish brand. The farmers are challenged in an era where a college education and advanced tools are required to generate an effective yield from farmland, especially in an area with the property values that show the spread of Philadelphia / King of Prussia / Baltimore axis. The entrepreneurs are challenged by restrictions on 110v electricity (but not batteries), limited use of phones and computers, and Amish rules which become more complex as the 21st century continues to intrude on their lifestyle. Jobs in the non-Amish world conflict with Amish holiday schedules, exemptions from Social Security and health insurance, their avoidance of the legal system, and transportation. The Amish continue to hold onto their lifestyle with the continued encroachment of the outside world. Interesting study. Highly recommended by the Director of the IC2 Institute, Dr. John Butler. Amish Enterprise: From Plows to Profits, Johns Hopkins University Press http://www.amazon.com/Amish-Enterprise-Profits-Anabaptist-Studies/dp/0801878055/ref=sr_1_1?ie=UTF8&s=books&qid=1264715708&sr=8-1

Bringing BioTechs to the Market

Here are a few lessons on bringing biotechnology technologies to the marketplace with potential licensing partners.

1. Map out a timeline to bring the product to market. Look at different strategies – sales, licensing, small company – and evaluate the process of going forward and determine your best strategy. 2. These technologies need to be tested thoroughly before bringing them to the attention of potential licensors. Testing includes safety and efficacy in a format that will be viewed as unbiased. 3. The testing process by potential licensors is extensive. Besides the obvious legal advice, you will need to be heavily involved in mapping out the approval process that will lead to the completion of the agreement. 4. If the tech is early stage, seek grants or university funding to continue the experiments. Early stage would be without any reasonable testing on a population. Governments will offer development funding in different programs. 5. Identify the correct markets for your tech and link with the key players in that technology. Release certain information without a non-disclosure agreement. Enter into the non-disclosure agreement when you are ready to proceed with an agreement. 6. At some point, you will lose control and rights to your technology in the licensing process, especially when dealing with big pharma. This is more of an emotional issue than a legal issue for many inventors and scientists. 7. If you form a private company to work with the technology, understand that most successful small companies do not have the innovator as the head after a few years. A business manager is brought in to drive the finances while the science folks continue to drive the technology. 8. Google your technology. Do you have competitors? Are other companies preparing to enter the market? It is difficult to get funding in an established market with multiple players already with products. This is more critical when your product is not a game changer. 9. The key idea to remember is your credibility. Even if the product does not go forward, you and your research will be of interest to market players in the future. They will always be interested in your next idea.

This is one of a series of projects completed by Earle Hager while with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, I was responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. Korean Technology - Dual Blade Counter Rotating Wind Turbine

Current wind turbines traditionally rotate a shaft that spins a rotor within the stationary stator of an electric generator. Through electromagnetic induction, this mechanical energy is converted into electrical energy. AHHA Energy’s patented design utilizes one set of blades to spin the rotor clockwise and another set of blades that spin a rotating stator counterclockwise. For a given wind speed, the generator rpm is approximately twice that of current wind turbine designs with a resultant increase in electrical generation.

Benefits

Addresses the problem of low efficiency performance in slower wind speeds. The chief problem the technology solves is improved turbine performance in low-wind conditions.

Operates at 4.5 mph for a 1kw wind turbine, as compared to the 6.7 mph required for the single rotor competitor model.

Generates two times (200%) the power produced by the existing generator in the same wind velocity. Creates less noise pollution by using centripetal force instead of centrifugal force.

The system is free yawing, turning to the wind without the aid of sensors. The system uses a magnetic field propulsion system (like the TCV trains in France). This essentially

means that the head is floating in the system.

This is one of a series of projects completed by Panidea consultants while employed with the IC2 Institute at The University of Texas at Austin. The program structure was generally six months of technology evaluation, where the list of options was reduced from several hundred to a viable 12 – 15 technologies selected for business development. In the second six months, we were responsible for taking the innovation to the marketplace, identifying key partners, establishing relationships with these organizations and the key staff, and getting engagement agreements signed by both the company and the innovator to advance the technology in the marketplace. Given the program structure, these contacts were identified, relationships established, and agreement signed within the program timeframes. The key aspect to the process was in the ongoing development of relationships to bring the product to the marketplace. These contacts validated the technology as well and became customers as part of the process. Korean Technology - iTPA Diagnostic Method

RapiDx® is a novel diagnostic method employing a proprietary technology, called iTPA™ (isothermal target and probe amplification), in which the target DNA and signal probes are amplified simultaneously in a single tube under an isothermal environment. This detection system improves upon current procedures for Nucleic acid Amplification Tests (NAAT) by using simpler and cheaper lab equipment and a long-lasting LED-light fluorometer to detect the DNA pattern in various diseases that normally require expensive equipment to operate. The cost-effective fluorometer works by measuring a fluorescent signal of amplified probes that does not require any post-amplification process.

Tuberculosis, Chlamydia, gonorrhea, e.coli and salmonella are currently detectable with RapleGene’s version of the NAAT by using small test packets (or kits as they are referred to in the U.S.) with specific growth genome processes. By using the fluorometer, the NAAT requires less time and is simpler to use. This method of testing procedure is highly accurate, with a 97% accuracy level of the Tuberculosis test and 99.5% accuracy level for Chlamydia.

Dr. Min H Kim, a South Korean expert in disease detection methods, developed the RapiDx fluorometer and testing kits in hopes of aiding research and public health labs to help in the identification and prevention of many of the world’s deadly diseases in addition to several sexually transmitted diseases.

Books We are Reading - Amish Enterprise: From Plows to Profits This was an interesting book, showing the growth of Amish business around the farm community in Lancaster, PA. The challenge the Amish face is the continuation of their old lifestyle, with eighth grade educations for the children who learn to farm, and the entrepreneurs who are now selling products with the Amish brand. The farmers are challenged in an era where a college education and advanced tools are required to generate an effective yield from farmland, especially in an area with the property values that show the spread of Philadelphia / King of Prussia / Baltimore axis. The entrepreneurs are challenged by restrictions on 110v electricity (but not batteries), limited use of phones and computers, and Amish rules which become more complex as the 21st century continues to intrude on their lifestyle. Jobs in the non-Amish world conflict with

Amish holiday schedules, exemptions from Social Security and health insurance, their avoidance of the legal system, and transportation. The Amish continue to hold onto their lifestyle with the continued encroachment of the outside world. Interesting study. Highly recommended by the Director of the IC2 Institute, Dr. John Butler. Amish Enterprise: From Plows to Profits, Johns Hopkins University Press http://www.amazon.com/Amish-Enterprise-Profits-Anabaptist-Studies/dp/0801878055/ref=sr_1_1?ie=UTF8&s=books&qid=1264715708&sr=8-1

The Reading List for December and January

The Financial Times Business Book of the Year: Liaquat Ahamed - Lords of Finance: 1929, The Great Depression, and the Bankers who Broke the World

Those who cannot learn from history are doomed to repeat it, as George Santayana famously put it. On that basis, Lords of Finance – winner of the 2009 Financial Times and Goldman Sachs Business Book of the Year Award – teaches a forceful lesson to the world’s economic policymakers.*

Liaquat Ahamed’s vivid history of how central bankers’ mistakes helped precipitate the Great Depression bowled over the judges and swept away a strong field of finalists for the 2009 prize. It was not only that the book was “beautifully written”, in the words of Lionel Barber, the FT’s editor. Its selection as the “most compelling and enjoyable” business book of the past year was also due to the strong parallels between the events Mr Ahamed describes and the events leading to the past two years of economic and financial turmoil. The book “reminds us that tumult in financial markets wasn’t created in the 21st century”, says Lloyd Blankfein, chief executive of Goldman Sachs and co-chair of the judging panel with Mr Barber.

This Time is Different: Eight Centuries of Financial Folly by Carmen M. Reinhart and Kenneth

Rogoff

Strange Telescopes: Following the Apocalypse from Moscow to Siberia by Daniel Kalder

Lost Cosmonaut: Observations of an Anti-Tourist by Daniel Kalder\

The White Tiger: A Novel (Man Booker Prize) by Aravind Adiga

Between the Assassinations by Aravind Adiga\

Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things

Mean by Roberto Verganti

The Great Crash 1929 by John Kenneth Galbraith

You can follow my reading list on LinkedIn.

13 January 2010

Discussion Relating the Leno/O'Brien, Product Transition Management, and "The Innovator's

Dilemma"

http://www.washingtonpost.com/wp-dyn/content/discussion/2010/01/12/DI2010011202103.html?hpid=topnews

A few real life examples of the issues from a Washington Post online chat. Consider this your innovation case study.

Excerpts include:

Mount Rainier, Md.: Mr. Pearlstein, It seems to me that the Leno/O'Brien dilemma, like the Wall Street bonus fiasco (and the housing bubble and the derivatives regulation

scandal), are just more evidence that Clayton Christensen was right in his conclusions in "The Innovator's Dilemma." Any thoughts on how we, as a nation, create some disruptive economic advances?

Steven Pearlstein: We create them all the time -- it is what makes our economy the most vibrant in the world. But herd behavior is very ingrained in the way people operate and

in business cultures. That's why the really breakthrough innovation comes from the insurgent competitors rather than from within most of the time.

_______________________

Boston: Your column on the aerospace industry consolidating (in more ways than one) around Washington and spending energy continously improving its lobbying operations is near and dear to me. The DoD's industrial policy unit (it has one) did a study 5-10 years ago that identified 100 key future technologies for the DoD under development by industry and found that 35-45% of those technologies came from companies with less than 100 employees. The government encourages those companies through small business set-asides/SBIR/DARPA grants but what happens to the successful ones who "graduate" beyond being very small? They can't compete with the armies of lobbyists of the big boys and mountains of cash generated by the 5-10 oligopolies really who can make huge premium cash offers. These huge offers are (1) impossible to refuse from a fiduciary standpoint vs. continuing to go-it alone given the limitations to growth against the oligopolies/current system but (2) barely a rounding error as a material fact reportable for public disclosure by the majors. What's left? The lack of small/mid-tier innovative and responsive companies which best serve the customer which you described. I would point you to innovative companies serving the Intelligence Community and the recent announcement of small cap, Argon ST, that they have hired bankers to look at "startegic options" and previous names like Essex (Northrop acquired in 2006) and Veridian (GD acquired in 2004). Does this current "market" structure best serve the customer (the government and us as taxpayers/citizens) and, if not and the "customer" has some control over the system, why not change it to better serve the customer? I'm sure the armies of lobbyists and their corporate leaders who have all moved close to town have thought about that question.

Steven Pearlstein: I'm very disappointed you brought this up in so thorough and intelligent a manner, since I intended to write a follow up column on just this subject. It is a big

problem, I think, for which there aren't really any good answers, since I can't imagine the government blocking these acquisitions and thereby preventing these entrepreneurs from realizing the value of their innovation and risk-taking. We might slow down the process, however, if the Pentagon makes it clear that it won't tolerate it if a transaction results in higher costs because of the inefficiencies and higher overhead rates that come with aglomeration.

Washington, D.C.: I'm struck by the lack of long term managerial decisions at NBC. Leno will be turning 60 this year, and can't possibly continue much longer without alienating a whole generation of viewers, while Conan gets shown the door, thereby creating the chance for yet more competition for NBC.

Why do so many U.S. companies lack long-term planning? It reminds me of GM back in the early '90s refusing to stick with developing hybrid technology because of the drop in oil prices, while Toyota kept true to their vision.

Steven Pearlstein: It reminds us exactly of that kind of thinking -- protecting an aging bird in the hand as opposed to letting go and trying to grab two in the bush. As I said, it is

the biggest problem for established companies. They just can't do it.

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Suitland, Md.: Even if NBC tried to put Leno out to pasture a little prematurely, shouldn't they have stuck with their decision since Conan has started attracting a younger demographic that will be more profitable in the future?

If you look at it like a product lifecycle management, it seems like they're in a classic conundrum of not knowing when to let go of an aging but still profitable product that's approaching the end of it's lifecycle and emphasize another product with more potential.

If NBC wants to be relevant in late night television 10-15 years from now, they've gotta commit to O'Brien now. Maybe Leno can eke out another good 5 years on another station, but I don't think anybody expects him to still be relevant too much longer.

Steven Pearlstein: Exactly.

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Hartford, Conn.: Are we losing some kind of common vocabulary of culture when audiences are so fragmented? Is there a value in having only 2-3 touchstones of snarky

commentary on the world (Say Conan, Dave, and John Stewart) instead of dozens? Doesn't that corporate herd instinct exist in consumers too? Look at the way one cable show a year tends to get anointed (Sopranos! Deadwood! Battlestar Galactica! Mad Men!)... it's like we want to cluster with others so we can have a common water-cooler language. If so, does that mean there isn't room in the collective consciousness for too many 11:35 talk shows?

Steven Pearlstein: Actually, we're in a fragmentation that has been created by new technologies and other factors and it has resulted in lots of interesting innovation even as it has deteriorated the quality and power of the major networks. That said, there is a cycle to these things, and going forward you are likely to see consolidation as a few winners get bigger and stronger and a lot of laggards fall by the wayside. And this will be a more sustainable equilibrium. It doesn't mean there won't be small niche players or that small

niche players might not grow up to be big players if they are very clever, but it will be a more stable situation than we have now in which people can make long-term investments and earn respectable long-term returns.

Las Vegas: You use NBC as an illustration of what's wrong with generic US business. I'm OK with that. The emphasis on short-term profit is equaled by an obsession with 'growth.' What's wrong with a little stability in a business so that a steady return is always there? See the utility companies that continue to pay a good dividend based upon a restricted local (state) monopoly. It seems to me that a long-term approach with enough innovation to maintain a steady return would be a good thing. Too much to ask of the traders?

Steven Pearlstein: I love to tell the story of my dad, who owned a very nice clothing store. He had some very good years and I can imagine there were times he came home

and said, "You know, last year was our best year ever and I'd be happy to do the same thing again." And of course that is the way many business proprietors look at things. But if you run a big public company and ever dared to utter that sentiment in public, you'd be out of a job before you could get back to your limousine. This double-digit earnings growth fixation has been very harmful.

DRDO Technology - Dissipative Acoustic Silencer The subject technology is a sound absorption device to moderate the sound effect of a machine. Noise reduction can be achieved by modification of source or path or receiver. Among these, modification of path is most practicable. These silencers attenuate noise in ducts through which gas/air flows by baffling process. The silencer works on the principle of sound absorption through its baffles. Each baffle consists of a perforated metallic sheet filled with sound absorbing material. Silencer attenuation takes place by converting dissipated sound energy into heat. The technique was employed in developing acoustic silencers for shipboard equipment, such as gas turbines and ventilation fans.

This technology is a noise attenuating device for air/gas handling systems. These silencers are made up of ducts filled with spaced baffles. A baffle is typically a perforated metallic casing filled with sound absorbing material. The device reduces the transmission of sound from incident end to the receiving end so that noise level at the desired location is brought within desired limits. By proper design of its parameters such as length and thickness of baffle, density of sound absorbing material, desired noise attenuation is achieved. This technology was mainly intended for naval ship board applications. This can be used in air/gas handling systems where noise levels are predominant. Locating fans in seldom-visited areas of the ship is common practice, but engine rooms must be continuously monitored in military vessels. In the gas extraction industry the problem of noise has been addressed by locating the compressors in rural areas. However, as population spread increases, the noise from the compressors is becoming a larger concern.

License Agreements, Part Five What should be contained in a license agreement? Per an article "Capitalizing on Intellectual Property An Introduction to Licensing" by Mohrman, Joel, Member in the Houston, Texas, office of McGlinchey Stafford and published in Brief; Winter2009, Vol. 38 Issue 2, p36-47. A license agreement, just like any other commercial contract, may also include standard legal boilerplate clauses relating to its enforceability. Typical clauses include those listed below. Force majeure. Force majeure literally means "greater force." These clauses excuse a party from liability if some unforeseen event beyond the control of that patty

prevents it from performing its obligations under the contract. Typically, force majeure clauses cover natural disasters or other "acts of God," war, or the failure of third parties — such as suppliers and subcontractors — to perform their obligations to the contracting patty. It is important to remember that force majeure clauses are intended to excuse a party only if the failure to perform could not be avoided by the exercise of due care by that party. Severability. If a clause to an agreement is overreaching, it may result in a court holding the entire agreement to be unenforceable. A severability clause attempts to sever any "bad" clauses from the rest of the agreement and allows the rest of the agreement to stand even if the severed clause is declared unenforceable. Integration; entire agreement. The integration clause attempts to say that "this is the deal" between the parties. Any representations or statements made during the negotiation up to the signing of the agreement are declared not to form part of the agreement so that any inconsistencies will result in the particular term of the agreement governing the situation. Even if the agreement contains an integration clause, a court may, while interpreting the agreement, look into the negotiations and circumstances leading up to the agreement to better understand the intent of the patties by the terminology used in the agreement. Sometimes these clauses ate ignored by the courts, and representations made as an inducement to enter a contract have been held by the court to be binding, express warranties. Relationship between the parties. Some agreements contain clauses stating what the relationship is not, such as a partnership, a joint venture, an employer-employee relationship. Such relationships automatically create obligations between the parties beyond those of licensor-licensee, and the parties to the agreement may not want such obligations to be imposed. Such a clause will not otherwise change the relationship if it can already be concluded by other circumstances, but it will assist the parties in arguing that such a relationship does not exist if those other circumstances are absent.

Waiver of breaches. The parties may wish to allow some flexibility in performance, permitting the other party to make small breaches of the agreement without automatically causing the agreement to end. A waiver clause allows a party to waive one breach of the agreement by the other party while reserving the right to insist on strict compliance with the agreement in the future. Notice. The notice clause sets forth the address where the parties can serve any notice required under the agreement to the other party, as well as the means of acceptable notice. Governing law. This clause is used to select which jurisdiction's law will govern the contract and any proceedings that arise from it. The multiple considerations involved in selecting the governing law are beyond the scope of this article. Forum. When the licensor and licensee are in different jurisdictions, the governing law clause of the agreement may become contentious. Each party will favor the governing law with which it is familiar The same principle is true if the agreement contains a forum clause specifying which courts will have jurisdiction to hear disputes. If problems arise with the licensee ignoring its obligations, the most efficient action for a corrective remedy will likely be had in the courts of the licensee's jurisdiction and thus its domestic law is probably the better choice, even though this may be counterintuitive. Parties often resort to the forum and choice of law that is "mutually inconvenient," so that neither has an advantage. If a governing law clause is left out of the agreement, the laws of convenient forum will prevail.

License Agreements, Part Four What should be contained in a license agreement? Per an article "Capitalizing on Intellectual Property An Introduction to Licensing" by Mohrman, Joel, Member in the Houston, Texas, office of McGlinchey Stafford and published in Brief; Winter2009, Vol. 38 Issue 2, p36-47. Antitrust. The goal of the federal antitrust laws is to maximize the benefits to consumers flowing from competition in the marketplace. To achieve these benefits, the law prohibits monopolies and certain types of restraints that unfairly restrain trade. States also have their own antitrust statutes, many of which mirror their federal counterparts, though some requirements differ from state to state. For the most part, though, antitrust law is decided at the federal level and most discussion of antitrust

law involves discussion of federal antitrust cases. In addition to suits by private litigants to enforce the antitrust laws, the most common type of suit is one initiated by either of the two federal antitrust enforcement agencies, the Department of justice (typically through its Antitrust Division) and the Federal Trade Commission. Although the licensing of any type of IP can raise antitrust concerns, the courts have paid particular attention to patent licenses. The basic intent of IP law is to promote innovation by giving an inventor some type of exclusive right to market the property at issue for a limited time. This then spurs innovation by giving inventors an incentive to keep inventing. Without this limited fight to exclude others from duplicating their efforts, inventors might be reluctant to disclose and market inventions, knowing that their work could be duplicated by others for profit. The approach taken by the courts and the federal antitrust enforcement agencies to matters where the antitrust and IP laws intersect has been an evolving one. Overall, the primary concern for the courts and the agencies has been in determining whether there really is a conflict between the two areas of law. From an antitrust perspective, granting a right to exclude others from exploiting the work in question, even if limited in duration, is akin to granting a limited monopoly. Thus, sometimes the courts and the agencies alike argue that there is an inherent tension between the two areas of law. In general, the relationship between the IP laws and the antitrust laws can be very confusing and complex. Bankruptcy. An IP license can be one of a company's most valuable assets. Therefore, companies must protect their rights with respect to such licenses in case the owner of the IP goes bankrupt. Under Section 365 of the Bankruptcy Code, a bankruptcy trustee can assume or reject a debtor's executory contracts. Executory contracts include not only IP licenses but also software licenses. Congress recognized the potential chilling effect that this would have on IP licensing and responded with the Intellectual Property Bankruptcy Protection Act,[ 6] which went into effect in 1988. The purpose of that statute is to encourage the licensing of technology by ensuring that licensees

receive the benefit of their bargains, even after their licensors file for bankruptcy. The heart of the Act is its provision concerning the effect of the licensor's/trustee's rejection of the IP license. The trustee's rejection gives the licensee the right to make an election: • The licensee may treat the trustee's rejection of the license as a termination of the license agreement. This gives the licensee a claim for breach of contract damages, which it may assert against the debtor's estate. This is the same remedy that was available before the Act. • Alternatively, the licensee may elect to retain its rights under the license. These rights often include the right to enforce an exclusivity provision in the contract. However, the rights do not include the right to force the licensor to specifically perform the contract. The Act does not further delineate the rights the licensee retains. The retained rights will continue for the duration of the agreement and for any period for which the licensee could extend the agreement under non-bankruptcy law. Under this option, the licensee may also assert a claim for any damages the rejection caused. Export controls. Many licenses will have to address the fact that U.S. export control regulations may prohibit the export of products made using the licensed technology. In software licenses, export controls may prohibit export of the program or computers containing the program. The license provisions on this point are often fairly short and simply provide that the licensee will not export the IP in question. Ethics and integrity. Many license agreements address what might be called "ethical" or "integrity" issues. These provisions may . prohibit a licensee from making any

payments that may have bribery or Foreign Corrupt Practices Act implications.[ 7] In other licenses, the concern turns to such matters as child labor and other exploitive labor or environmental practices. For more information on this subject, we suggest the Web site of the Fair Labor Association. In 1999, the Clinton administration established an Apparel Industry Partnership with some industry leaders. This group promulgated a code of conduct based on international labor standards. The Fair Labor Association later spun off from that effort. It has established itself as an important nongovernmental organization that keeps tabs on the progress of U.S. companies using foreign suppliers in influencing those suppliers to improve the working conditions of their employees.[ 8] Other common clauses. A licensor may elect to provide a licensee with rights to IP in return for nonmonetary consideration. For example, a cross-license agreement may provide each party with nonexclusive rights to the other party's technology at no charge. Cross-licensing is particularly common when it is in the interests of all parties to build products to meet a defined set of standards for interoperability. Parties may also license IP rights in exchange for shares in the licensee company. This arrangement typically involves the setting up of a joint venture, whereby each party licenses its IP to the joint venture vehicle in exchange for shares and, ultimately, a split of the joint venture profits.

License Agreements, Part Three What should be contained in a license agreement? Per an article "Capitalizing on Intellectual Property An Introduction to Licensing" by Mohrman, Joel, Member in the Houston, Texas, office of McGlinchey Stafford and published in Brief; Winter2009, Vol. 38 Issue 2, p36-47. Indemnification. Indemnification clauses are standard in any type of agreement and usually contain fairly common language. Indemnification clauses are generally accepted and upheld by the courts as long as the act that is the subject of the indemnity is not illegal, immoral, or against public policy; if fair notice is given, and if it is not in conflict with a specific statute. Counsel will want to consider some points when drafting or reviewing these clauses. From the licensee's point of view, the indemnification

clauses should be mutual and should specifically cover claims arising from the use of the IP in question. It is also a good idea to set forth the indemnification procedures in the agreement to avoid any confusion if a claim arises. This is especially true with regard to any IP disputes. In some cases, parties have drafted a single indemnification provision to cover both liability and IP issues. Other agreements, though, treat these matters separately. Term and termination. Licenses are often intended to be long-term arrangements. The agreement may state the term as a certain number of years, but the actions of the patties will often affect the license agreement in this regard. If the initial term comes and goes without any action on the part of either party, courts are likely to hold that the parties intended the arrangement to last indefinitely. It is appropriate in all licenses to have specific events that give rise to termination rights, and then specific procedures for exercising those termination rights. In addition, terminating the license will rarely terminate the relationship of the parties. Provisions such as confidentiality, duty to maintain records, liability for indemnification, and other provisions may survive the termination. Conflict and alternative dispute resolution. Many license agreements related to joint ventures include extensive alternative dispute resolution clauses. These are more than just simple arbitration clauses; they often go into great detail about the procedures that the parties will use to address disputes. The clauses appear in the agreement itself or in some cases parties will use a separate agreement or exhibit. They often involve using multiple alternative dispute resolution processes, for example, starting the process with negotiation, escalating it up the chain of command, using mediation, and perhaps finally culminating in binding arbitration. Project management. Parties often enter into license agreements in conjunction with substantial undertakings. It is often thought helpful to have specific procedures for

managing these undertakings. Certain persons may be designated as primarily responsible for the success of the ventures contemplated. There may also be committees, sometimes multiple committees, and there may be elaborate provisions about the required meetings and records of those meetings of these committees. Records and audits. Many licenses will contain provisions relating to the records the licensee must create and maintain, along with provisions allowing audits by the licensor. The usual objective of the audit is to see that the licensee is paying the appropriate royalties, but the audit may also be directed at quality control. Best efforts. The uncertainty of exactly what activities should be done on a continuing basis to exploit the license means that this may have to be addressed on a generalized basis. A common technique is a "best efforts" clause of one type or another. It may be best efforts to market a product or perhaps to develop a product (which is often the case in pharmaceutical licenses). Quality control provisions. Any trademark license will require quality control provisions to avoid the dangers of a "naked license," which can cause the loss of the trademark. However, there is a wide range of possibilities on how to draft these provisions. At the one extreme, a short and simple paragraph may be drafted, as may be appropriate in a trademark license between a parent and subsidiary. At the other extreme are elaborate specifications and procedures for quality control, which one may find in licenses for famous names, such as Caterpillar, Microsoft, Levi Strauss, and others.

5 September 2009

License Agreements, Part Two What should be contained in a license agreement? Per an article "Capitalizing on Intellectual Property An Introduction to Licensing" by Mohrman, Joel, Member in the Houston, Texas, office of McGlinchey Stafford and published in Brief; Winter2009, Vol. 38 Issue 2, p36-47. Royalties, fees, and payments. The amount and form of any payments to be made to the licensor should be spelled out clearly in the license agreement. Parties should ask the following preliminary questions, among others. What types of payments will be due? Will there be an up-front license fee followed by scheduled royalty payments? How will those royalties be calculated?

For international license agreements, it is also important to keep in mind the currency for payments, as well as the applicable exchange rates. In addition to the license fee and royalty obligations, the licensor may insist that the licensee pay any relevant taxes or other fees, as well as other financial obligations incurred due to the license arrangement. Obligations of the parties. Depending on the type and complexity of the agreement, both the licensee and licensor may have specific obligations that must be fulfilled during the term of the agreement and even beyond the expiry or termination of the agreement. These obligations may range from positive obligations, such as a duty to report infringement, to negative obligations, such as a duty not to compete with the licensor. It is imperative that the obligations of the parties be clear and unambiguous; if they are too vague, it may make it difficult for a party to terminate the agreement without liability for a failure of one party to fulfill its obligations. Confidentiality provisions. The parties should be required not to disclose confidential information about each other to any unauthorized persons or companies. Releasing information on a need-to-know basis can help to limit the scope and circulation of what information the other party's personnel have, and establishing confidentiality guidelines up front is a good way to ensure that both parties understand what is expected. The confidentiality provisions should survive the termination of the agreement, and they should be structured to provide for claims of breach of contract, as well as for misuse and misappropriation of proprietary information. The confidentiality provisions should also establish how long after the termination of the agreement those provisions will stay in force. Employees of the parties that may be working together within the licensing arrangement should also execute individual nondisclosure agreements, agreeing not to disclose any proprietary information that they learn about the other party.

While the most important feature of confidentiality provisions is the definition of "confidential information," another important feature is the procedure for handling proprietary information after the termination of the license. The agreement should be clear as to whether the parties must return or destroy any documentation of each other's proprietary information and whether the parties must provide proof of such destruction. Warranties. In general, the licensee will want the licensor to warrant that the licensed object does not infringe on any third party's IP rights. This issue is especially important in software and database licenses. It is also very common for the licensor to warrant that it has the authority and sufficient control over the object to be able to grant this license. In addition, the vast majority of the licenses I have reviewed included some form of boilerplate language limiting the licensor's liability to the specific warranties listed in the agreement and disclaiming other liabilities. This language is rooted in Section 2-316 of the Uniform Commercial Code, which lays out the requirements for language purporting to limit liability and exclude implied warranties (especially those of merchantability and fitness for a particular purpose).

License Agreements, Part One What should be contained in a license agreement? Per an article "Capitalizing on Intellectual Property An Introduction to Licensing" by Mohrman, Joel, Member in the Houston, Texas, office of McGlinchey Stafford and published in Brief; Winter2009, Vol. 38 Issue 2, p36-47.

Identification of the parties. Although seemingly self-evident, it is very important to carefully verify that, as a licensor, you actually fully own the property rights you are licensing. A licensor will be asked by any sensible licensee to warrant that it has ownership of or the right to license the patent at issue. Failure to have all the documents in place probably will not be an issue in getting the agreement signed, but if it turns out the licensor really does not own the IP, this can give rise to considerable problems and potentially major liability during the term of the license. The agreement should be made between the party that has the right to grant the license and the party that will be exercising that license. Additional details, including the addresses for each of the parties, the jurisdiction of incorporation (for corporate entities) and the effective date of the agreement, may also be included in the identification section of the agreement. It is important to ensure that the full legal names of the parties are used to identify the parties. Only the patties that actually sign the agreement will be legally bound to its provisions. If there is some concern about a "shell" corporation being the only one responsible to fulfill obligations or provide indemnities, it may be worth considering adding the parent company to the agreement as a guarantor. Recitals. The recitals tell the story of the parties and their relationship up to the time of the agreement. For example, if the parties are entering into a license agreement as part of a settlement to an infringement action, the recitals can lay out the sequence of events leading up to the settlement. If the IP rights that are the subject of the license were assigned or transferred, and the license is intended only to assist the seller in transitioning its business, this can also be set out in the recitals. Properly drafted recitals can be very useful tools in explaining the context and background of the license to a reader and can assist in the interpretation of the agreement. It is important,

however, to ensure that nothing in the recitals is inconsistent with the main provisions of the agreement. The final clause of the recitals typically makes it clear that the binding obligations of the parties are set forth in the main body of the agreement, not in the recitals. Definitions. The definition clause is the dictionary for the agreement. The parties to the agreement can define terms such as "licensed patents," "use," and "royalty" to clarify the rights and obligations of th e agreement. The definitions can be used to simplify drafting. For example, if a series or family of patents is being licensed, the full list can be scheduled and then captured by the defined term "licensed patents." Definitions can also be used to limit the scope of the license; a definition of "field" may clearly set out the limits on the licensee's tights. Similarly, the definition of "revenue" or "net revenue" may impact the amounts of royalties to be paid to the licensor It is important to note that if a word or term is defined in the agreement, the defined meaning will take precedence over any other common meaning for the word or term. License grant. One of the most critical elements of any license agreement comes at the very beginning, in the form of the grant clause. It is a good idea, especially for licensees, to assume that there is no such thing as an implied right in a license. Rather, a licensee should presume that its rights to the licensed item are limited to that which is expressly allowed in the license. That said, situations change over time, and the grant clause should spell out whatever can be negotiated in terms of allowing future flexibility within the general scope of the parties' intentions. From the licensor's point of view, it can be extremely useful to identify conduct that it desires to prohibit and specifically include exclusionary or limiting language about those items.

09

The Reading List (This Week) Prevention of Bug Bites, Stings, and Disease by Daniel Strickman, Stephen P. Frances, Mustapha Debboun Dr. Debboun is working with us on the Indian Defense Ministry technology DEPA, an insect repellent. Venture Capital and the Finance of Innovation by Andrew Metrick Dr. Metrick provides and excellent introduction to the steps in the valuation of new ventures.

Dead Aid: Why Aid Is Not Working and How There Is a Better Way for Africa by Dambisa Moyo, Niall Ferguson Dr. Moyo's books is a fascinating discussion on aid to developing countries. Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins This book is interesting for all the great companies that are no longer great just a few years after publication. Technology Licensing: Corporate Strategies for Maximizing Value by Russell L. Parr, Patrick H. Sullivan More planning and valuation. Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity by Rita Gunther McGrath, Ian C. Macmillan Managing growth within larger organizations. The Aeneid (Penguin Classics Deluxe Edition)

by Virgil. Translation by Robert Fagles, Bernard Knox. Robert Fagles is a great translator in the tradition of Richmond Lattimore.

Foreign Direct Investment Companies engage in Foreign Direct Investment (FDI) for many reasons: Access to resources: new or complementary technologies; access to a complementary product or a product that could extend the life cycle of their product line; access to know-how (knowledge of a particular technology or experience in a specific market) Access to markets: the foreign company would like to enter into a single or regional markets (e.g. South Africa as a gateway to the African market, or Jordan as a gateway

to the Middle East). Efficiency: the outsourcing model, to obtain services at a lower cost than in their country (e.g. conducting clinical trials…this also provides them access to a different population profile) Access to strategic resources: existing distribution system in a target country or region; existing relationships with customers in a desired market sector; access to supplies of strategic materials such as biologically active compounds from local sources Common types of FDI investments include: · Licensing and technology transfer--can go both ways · Reciprocal distribution arrangements,in which the companies agree to distribute each other’s products · Joint ventures and strategic alliances--for example, joint development of technologies and products, or to gain access to new markets or customers · Portfolio investments--sometimes a company will make an investment for a purely financial reasons when it aligns with their strategic direction.

You Tube and Business Development As part of the commercialization process, we have experimented with several methods of demonstrating the value of technologies. One of our more successful efforts was with YouTube where we created presentations and uploaded them for display. In multiple business development calls, we were able to provide a live presentation as part of the discussion. The process was successful for several reasons: the presentation worked with and without the sound, the key items were easily shown, and the display of the product and the results of the product made for a more effective discussion of the merits of the technology.

You can find all of the IC2 GCG technologies on YouTube by searching for 'IC2 Institute'. A few examples include: Fruit Coating: http://www.youtube.com/watch?v=yM_KImlFaGk Aluminum Pallets: http://www.youtube.com/watch?v=2I5wxv8ETzg Atmospheric Coating: http://www.youtube.com/watch?v=G58g_iXWPQQ Water Purification: http://www.youtube.com/watch?v=TBJKvVDBOy8.