Please enter your comments or questions related to the Roundtables on Developing Market Driven Technology and IP Practices in Portugal (with Jose Mendonca, William Hulsey, Laura Kilcrease, and Steven Nichols) here.
The University Technology Enterprise Network works to develop globally competitive and sustainable S&T commercialization know-how in Portugal.
UTEN Austin is a component of the UT Austin|Portugal International Collaboratory on Emerging Technologies working together with the other international partnerships of the Fundação para a Ciência e Tecnologia, MCTES.
Read more about our vision, mission and strategy, download our 2008-2009 UTEN Annual Report, or contact us.
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How should the crucial resources of TTO be funded:
Human resources
Patents
Proof-of-Concept?
Should this be centralised ou distributed by R&D units?
The initial discussion is centered around the following – Why does your institution exist? The organizational priorities establish its practices. Does your organization communicate its philosophy or mission for its IP path forward? Does it have one? And then does that support you or how you determine important IP for commercializing?
How do you measure efficency in technology commercialisation?
What is the average time from filing a provisional to closing a licencing deal?
TAt this roundsession, it was mentioned that the role of TTO is partnering (seeking partners): partners that will commercialise the technology (eg. wannabe entrepreneurs, contract/collaborative research + trainees, licencing deals).
Does your TTO has this dual role (licencing/spin-off and collaborative research)?
What do you recommend should be the % of patent budget relating to the R&D university? How about TT staff per R&D budget or number of researchers? Should this be segmented by technological area?
Maybe we should start from the beginning, thinking prospectively about future. What kind of effective resources can UTEN ensure to entrepreneurs and KTO’s in order to foster portuguese knowledge transfer? What kind of “virtual case study” can we imagine now to describe the present activity of UTEN and specially its results in the near future? Can someone write something about this issues?
When negotiating with VCs how to evaluate our idea/technology/company? Some guidelines now and training later would be appreciated.
Who would be interested in attending training on tech/company valuation (pre-money / post-money)
Culture differences
1. Fast
Importance of elevator pitches – 7 minutes
2. networking: “coffee-to-go”
3. Tolerance for failure
4. Introduction from personnal network: u have to follow-up and give feedback
5. be on time
6. be ready for some extremely blunt feednack (dont get personnal)
7. very homogeneous culture across US
8. knowledge creating company – book
9. “straight line” – mentality
10. email – (death by email) – short, straitghtforward emails; fast response
11. business made on pure blind trust (dont break it!)
12. be bright, ambitious (big dreams)
13. networks last forever (dont break trust)
14. vibrant boostrap culture
15. be prepared to work in the evenings / early morning (social networking)
15. completely receptive to good ideas (no matter where they come from)
16. “free republic of Austin”
17. what else?
Could we elaborate on evaluation models, further to what Laura exposed in her presentation?
Miguel