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

2. Lessons from the JHU experience Know your client’s culture Know your client’s culture Have a vision – where are we going? Have a vision – where are we going? Understand obstacles to achieving your vision (BE HONEST!) Understand obstacles to achieving your vision (BE HONEST!) Surround yourself with excellence Surround yourself with excellence Be patient Be patient Be impatient Be impatient

3. JHTT Mission Statement Mission The Licensing and Technology Development office furthers the academic mission of the Johns Hopkins University by facilitating the commercialization of University innovations for the public good by: Encouraging the disclosure of new ideas and discoveries for the purpose of assessing commercial potential; Appropriately protecting and managing the University's intellectual and tangible property; Enabling technology development and commercialization through licensing for fair and equitable return; and Encouraging and supporting entrepreneurial activities within the University.

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

5. Keys to Implementation The patient is waiting! Who is the patient? What do they need? Want? Benefit from? The patient is waiting! Who is the patient? What do they need? Want? Benefit from? Defining success – the access metric Defining success – the access metric Inventions reportedInventions reported Patents filed/issuedPatents filed/issued Licenses executedLicenses executed Royalty Revenue earnedRoyalty Revenue earned Start-ups initiated/establishedStart-ups initiated/established Jobs created/graduated/retained/grown*Jobs created/graduated/retained/grown* Start-up funding procured*Start-up funding procured* Citation analysis*Citation analysis* DALYs (disability adjusted life year)*DALYs (disability adjusted life year)* Mapping success – what do we do well? (identify intellectual property once reported); what can we do better? (assess market value of an invention, market, negotiate adroitly) Mapping success – what do we do well? (identify intellectual property once reported); what can we do better? (assess market value of an invention, market, negotiate adroitly)

6. Know your client/stakeholders Faculty Faculty Industry/potential licensees and partners Industry/potential licensees and partners Community (angels, VCs, economic development representatives) Community (angels, VCs, economic development representatives) Sister institutions Sister institutions

7. Success Map Build office functionality Build office functionality Organizational restructuringOrganizational restructuring Electronic records keepingElectronic records keeping Technology assessmentTechnology assessment Legal assistanceLegal assistance Coordinate marketingCoordinate marketing Build technology community Build technology community Improve relationships with key stakeholdersImprove relationships with key stakeholders Faculty Faculty Industry Industry Venture Capital Venture Capital Regional economic development representatives Regional economic development representatives Local universities Local universities Technology Park build-outTechnology Park build-out Start-up funding – VC, angels, SBIR, STTRStart-up funding – VC, angels, SBIR, STTR

8. Distributed Model of Technology Transfer Core Competencies – identify IP, protect, license Core Competencies – identify IP, protect, license Inreach – Key academic unit presence Inreach – Key academic unit presence MedicineMedicine Public HealthPublic Health EngineeringEngineering Arts and ScienceArts and Science Integrated cooperativity Integrated cooperativity Economic Development OfficeEconomic Development Office Alliance for Science and TechnologyAlliance for Science and Technology Outreach for complement competencies – marketing, technology development, product prototyping, manufacturing Outreach for complement competencies – marketing, technology development, product prototyping, manufacturing IndustryIndustry Funding entitiesFunding entities Economic development communityEconomic development community

9. Identify point person Identify point person Management of process Management of process Intern Assessment  Oversight by point person  I.P. Review Committee Decision (JHU faculty users group and industry alliance)Intern Assessment  Oversight by point person  I.P. Review Committee Decision (JHU faculty users group and industry alliance) Design technology assessment system to support data- driven decision making Design technology assessment system to support data- driven decision making Consistent formatConsistent format Assessment report Assessment report Brief technical descriptionBrief technical description Market synopsisMarket synopsis Market landscapeMarket landscape Competitive advantage or unique benefitCompetitive advantage or unique benefit IP landscapeIP landscape ConclusionConclusion PowerPoint synthesis PowerPoint synthesis Non-confidential marketing summary Non-confidential marketing summary Purpose: (i) To make data-driven business decisions that substantiate Hopkins’ IP investment strategies. (ii) To communicate to stakeholders in a consistent way. Technology Assessment

10. Knowledge Management and electronic records- keeping Knowledge Management and electronic records- keeping Marketing resources Marketing resources Industry outreach for market push and market pull Industry outreach for market push and market pull Staff training, founded on office organization Staff training, founded on office organization Build internship program Build internship program Build a senior management team of facilitators to model success, serve clients and help motivate entire team by getting results Build a senior management team of facilitators to model success, serve clients and help motivate entire team by getting results Other Core build-out

11. Design an integrated marketing & branding plan that focuses on the following areas: Design an integrated marketing & branding plan that focuses on the following areas: Industry outreachIndustry outreach Faculty outreachFaculty outreach VC outreachVC outreach Other economic developmentOther economic development Unified Marketing & Branding Approach: Each of the individual marketing plans below will target their unique missions, but can be supported by the intellectual resources of the other business units. All of the business units will be identified by the new brand of the “Technology Transfer Office”.

12. Lessons for Federal Laboratories Know your client’s culture Know your client’s culture Have a vision – where are we going? Have a vision – where are we going? Understand obstacles to achieving your vision (BE HONEST!) Understand obstacles to achieving your vision (BE HONEST!) Surround yourself with excellence Surround yourself with excellence Be patient Be patient Be impatient Be impatient

13. Thanks for listening Jill A. Tarzian Sorensen, J.D. Executive Director Johns Hopkins Technology Transfer jats@jhu.edu 410-516-8300

14. Thanks for listening