Best Practices for Launching Tech Ventures and Leveraging the University Mission Accelerating New Ventures

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1 Best Practices for Launching Tech Ventures and Leveraging the University Mission Accelerating New Ventures 2011 The University of Texas at Austin IC2 Institute 1

2 Overview Review of Traditional Innovation Models Presentation of Technology Innovation Model 2.0 Engineering Commercialization into Innovation The Emergent Technology Model Principal Commercialization Strategies Reaching Industry with Innovation Industry Seeking Innovation Conclusions Discussion 2011 The University of Texas at Austin IC2 Institute 2

3 Traditional Innovation Models 2011 The University of Texas at Austin IC2 Institute 3

4 Traditional Commercialization Model $ Funding $ Science Innovation Commercialization 2011 The University of Texas at Austin IC2 Institute 4

5 Trends in Basic R&D Funding in US FY in billions of constant FY 2008 USD 2011 The University of Texas at Austin IC2 Institute 5 Source: AAAS Analyses of R&D in AAAS Reports VIIII

6 Trends in US Venture Capital Investment Important Variables Stage of Development Location Connections Dilution/Deal Structure Venture Capital Investments ($ millions) 2011 The University of Texas at Austin IC2 Institute 6 Source: Bio.org 2009

7 Traditional Model Works but Poorly In 2009 ~$131 billion total R&D spending by US government ~$54 billion in research funding (>$40 billion in healthcare) to reporting entities ~$2.3 billion in licensing income to reporting entities >18,000 patents filed, >3,400 patents issued in US ~600 new companies formed ~4% of annual reported research spending, and <2% of all R&D spending returned in realized commercialization. Slowing and refocusing of Venture Capital 2011 The University of Texas at Austin IC2 Institute 7 Source: AUTM; AAAS Reports

8 A Cue From Edison Market Need: The Light Bulb Most know the end of the story Edison tried more than 6,000 different filaments to identify one that would burn for a few hours. Most do not know Edison was not the first to invent the incandescent light bulb. Indeed, Joseph Swan actually obtained the first patent a year before Edison s patent date The University of Texas at Austin IC2 Institute 8 Source: At Work with Thomas Edison, Blaine McCormick, 2001.

9 A Cue From Edison The Rest of the Story More surprisingly Edison was the 23rd person to file a patent for the light bulb. Edison s bulb was by far the most commercially successful. He was the only one who made the use of a light bulb practical for commercial use envisioning an electrical power industry and market deployment. Successful innovation required a commercial perspective or we would all find ourselves in the dark! 2011 The University of Texas at Austin IC2 Institute 9 Source: At Work with Thomas Edison, Blaine McCormick, 2001.

10 Technology Innovation The University of Texas at Austin IC2 Institute 10

11 Commercialization Must be Engineered into Innovation Institutional technology innovation is just the raw material. Commercialization involves a strategy integrating simultaneous development of: Science/technology enablement Intellectual property protection Market fit Business reach and execution Commercialization = Innovation + Strategy + Funding + Execution Commercialization is executed according to an marketdriven strategy with timing-based adaptability The University of Texas at Austin IC2 Institute 11

12 Emergent Technologies, Inc. Overview Formed as consultancy in 1989, first fund in 1999 $50 million under management (four funds) Leveraged into >$500 million through industry partnerships Commercial focus early stage university innovation 19 portfolio companies managed >100 transactions executed in the last 18 months >350 patents under management 2011 The University of Texas at Austin IC2 Institute 12 Source: AUTM; AAAS Reports

13 ETI Services Provide management services to portfolio companies including Business development, legal review, IP strategy and execution, strategic asset management (finance and liquidity) AR/AP, HR and benefit plans, grant support, marketing, public relations, others The ETI approach offers Low overhead Synergy of a large, diverse team Expanded commercial reach 2011 The University of Texas at Austin IC2 Institute 13

14 ETI Affinity Funds and Portfolio Companies Texas Tech University System University of Texas System Funds I and II Fund III Fund VI University of Oklahoma Texas Tech University System University of Texas System 2011 The University of Texas at Austin IC2 Institute 14

15 ETI Innovation Services Assisting communities realize the potential of underutilized technology assets Technology evaluation Business recruitment Strategic plan implementation Company management Existing deals: Abilene, TX Abilene Life Science Accelerator management Lea County, NM Respira, LLC Cottonwood Technology Fund 2011 The University of Texas at Austin IC2 Institute 15

16 Engineering Commercialization Principal approaches: Reaching industry with innovation Industry seeking innovation 2011 The University of Texas at Austin IC2 Institute 16

17 Reaching Industry with Innovation 2011 The University of Texas at Austin IC2 Institute 17

18 Categories of Innovation Not able to protect with IP Out-licensing -- add-on value Know the need for invention Value proposition Sell into that space Document and use valuation tools Be creative in deal structure Do the deal Platform technologies differ from incremental improvements in that they Multiple uses can be protected Offer multiple applications Offer potential basis for a new venture 2011 The University of Texas at Austin IC2 Institute 18

19 Collaborative Innovation Engineering Engage a network of advisors and adjunct scientific team under confidentiality to Explore alternative perspectives Further improve or bundle innovations to produce robust market solutions Establish rapid proof of concept for specified applications Engage Industry leaders about need and fit. Of 19 companies, 17 are focused on different product strategies than the inventor and institution pitched to ETI. Contact lenses to orthodontics Dermal fillers to drug formulation Contact lenses to apparel 2011 The University of Texas at Austin IC2 Institute 19

20 The Technology Innovation Process Innovation model Transforms scientific breakthroughs into commercially-driven platforms Enables efficient management of both cost and risk Accelerates product success through partnerships with industry leaders Provides industry partners opportunity to license or acquire patented technologies providing near term impact on both revenue growth and value 2011 The University of Texas at Austin IC2 Institute 20

21 Selected Examples: Company Progress Hyalose, L.L.C. Partner: Novozymes $90 million in leverage of capital Product: HyaCare Gold Innovation Award CPhI worldwide conference 2008 Selenium, Ltd. Partner: ClassOne Orthodontics Product: SeLECT Orthodontics Product Line (2 FDA approvals) Pure Protein, L.L.C. Partners: Fortune 100 and 500 companies for transplantrelated immunodiagnostic assays Partner: OK EDGE Grant $1.8 million for development of prototype transplantation therapeutic device 2011 The University of Texas at Austin IC2 Institute 21

22 ETI Financial Leveraging Aggregate Cost Sharing Across ETI Portfolio 2011 The University of Texas at Austin IC2 Institute 22

23 Industry Seeking Innovation 2011 The University of Texas at Austin IC2 Institute 23

24 Merck ETI Collaboration Merck & Co. acquired SIRNA for $1.1 billion in 2007 Platform for drug lead and MOA confirmation New therapeutic drug strategy Broad applications of same composition mouse to human Complex delivery to target cells, then to active site Merck & Co. engaged ETI to Provide expanded reach, technology bundling, rapid deal cycling, funding source and project management Develop sirna delivery toward a defined technical outcome and financial return 2011 The University of Texas at Austin IC2 Institute 24

25 Areas of Focus Oral -- Gut uptake with efficiency and capacity Central Nervous System -- Requires BBB endothelial cell specificity Subcutaneous or Transcutaneous -- Treatment of systemic or local diseases Deep Lung -- Eliminate first pass metabolism Each offers Potential for superior systemic delivery Local delivery and application 2011 The University of Texas at Austin IC2 Institute 25

26 Merck ETI Structure Stage 1: Technology Identification and Evaluation >400 technologies reviewed >100 patents reviewed 10 NDAs in place Stage 2: Technology Leads One deal oral delivery Two deals pulmonary delivery One deal subcutaneous delivery Stage 3: Technology Demonstration Defined de-risking milestones with specifications Defined exit value Stage 4: Technology Licensing / Acquisition 2011 The University of Texas at Austin IC2 Institute 26

27 Cue From Edison Take 2 Carbolic acid a key constituent in explosives - also critical to production of phonographic records Supply cut off from Europe during first world war. Chemists assured [Edison] it would take at least six months to generate a supply The University of Texas at Austin IC2 Institute 27 Source: At Work with Thomas Edison, Blaine McCormick, 2001.

28 Cue From Edison Take 2 Within 72 hours, Edison had derived a large scale process for one of the known synthetic routes. Edison identified 40 variedly skilled personnel (drafting, chemistry, etc.) and teamed them together in round the clock groups. 24 days later Edison s new plant began to deliver carbolic acid The University of Texas at Austin IC2 Institute 28 Source: At Work with Thomas Edison, Blaine McCormick, 2001.

29 Merck-ETI Development Network Teams are formed involving scientists in and outside the ETI portfolio to provide experimental support (primarily in Austin, TX area) and advisory services (world-wide) relating to: Formulation Properties In Vitro, Cellular, Studies In Vivo Studies Small Animals In Vivo Studies Large Animals 2011 The University of Texas at Austin IC2 Institute 29

30 Conclusions Innovation must be managed to achieve commercial endpoints Successful management of innovation requires: Effective innovation evaluation A clearly designed commercial trajectory Full service, low overhead Focus on execution Creative funding sources are necessary Effective execution of technical, intellectual property and business strategy providing investor return is crucial The University of Texas at Austin IC2 Institute 30

31 Questions for Consideration How does the market drive the development of innovation in your organization? How do you currently reach out to the marketplace? What are the key development hurdles that must be derisked for commercialization of your innovation? What differentiating expertise does your organization offer? What local capabilities (corporate and academic) can be networked to facilitate development of technologies? How are you creatively accessing capital resources? 2011 The University of Texas at Austin IC2 Institute 31

32 Gregory P. Pogue, Ph.D. University of Texas at Austin, IC 2 Institute 2815 San Gabriel Austin, TX office gpogue@ic2.utexas.com