Technology
Commercialization at the
University of Rochester
Patrick Emmerling, PhD, MBA
Licensing Manager
11/11/2014
Objectives:
 Introduce Technology Transfer
 UR Ventures
 From Bench-Top to Bedside
Purpose of Technology Transfer?
• Bayh – Dole Act (1980)
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University has option to retain rights
Ongoing Obligations
• Part of the research mission
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Encourage practical development of ideas
Integral to federal research contracts
Key for company-sponsored research
Motivate and retain faculty
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Licensing income share to inventors: 50% to 35%
• Income generation
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Royalties from licenses to existing firms
Equity and royalties from licenses to startups
UR revenue: $50 to $70 million per year
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to university, departments and inventors
UR policy on royalty sharing
UR has title to all inventions, but shares any income
After deduction of legal expenses,
First $50,000
Inventors
Department
College
IP pool
50%
20%
5%
25%
$50K-$250K
40%
25%
10%
25%
over $250K
35%
25%
15%
25%
UR Ventures Mission:
Develop UR Innovations into
valuable products and services
to make the world ever better.
UR Ventures Mission:
Develop UR Innovations into
valuable products and services
to make the world ever better.
New UR Ventures Model
Typical University
Technology Transfer
IP Portfolio
Philosophy
Marketing
Technology
Development
Focus on filing Patents
Primarily Passive Marketing
Little to No Technology
Development
Focus on filing Patents with
a strong Business Case
More Targeted marketing
Lean Start-up Methodology
Building Value through
investing in Development of
Technology
Concerted Effort
Just as it takes a village to raise a child, it takes a team working
together efficiently to bring a new and exciting innovation to
market:
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UR Ventures Team
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Licensing, Marketing, and IP Professionals
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ORPA Administrators
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Inventors
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Industry Experts
Fundamental Challenge
Commercial
Interest
University
Research
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We generally
get stuck
here
Ground breaking research
Driven by research, grants,
publications
Limited business input and
often no business partner
Commercial
Products/Services
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Risks and interest depend on:
• Proof of concept
• Regulatory hurdles
• Technology and market opportunity
• Corporations vs. Start-ups and Investor types
• Researcher engagement and team
development
Limited proof-of-concept investment
Development of solutions
valued by the market
Customer and market driven
Sustainable growth
Seek risk mitigation and
barriers to entry via IP,
regulatory, cost advantages
Solution and Focus
Commercial
Interest
University
Research
•
Prove the concept, e.g.
• Prototyping, customer feedback, market
• Earlier clinical-regulatory input
• Researcher engagement and team
development
Commercial
Products/Services
Focused, Lean Approach to
Commercialization
?
Unmet Market Pain
Viable commercial
Product
The Process
http://www.rochester.edu/ventures/
Online ID
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Title of Invention
Brief Description of Invention
Previous and Future Public Disclosure(s)
Extramural Funding/Materials Used?
Attach Descriptive Document
Inventor’s Information (Name, Department, E-Mail)
Co-Inventor Information (If Any)
• Acknowledgement that UR IP Policy is read and
understood
When to Disclose
Pending Public Disclosure
Publication
Poster
Web site posting
Better to err on the side of submitting the invention
disclosure too early than finding out it’s too late.
The Process
Tech Development
The Process
The Commercialization Pathway
UR Ventures Fresh Perspective on Innovation
Commercialization
• Focused, lean, and team
oriented approach to the
commercialization of UR
Innovations.
• Taking Innovations from
the Bench-top to the
Bedside to make the world
ever better.
Questions?