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FINAL PLENARY SPACE RACE SHORT apr 23 2016 (3)

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FINAL PLENARY SPACE RACE SHORT apr 23 2016 (3)

  1. 1. Hyper-Accelerating Commercialization and Economic Growth by Catalyzing the Start-up Ecosystem Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission POWERING GROWTH:
  2. 2. Team Capability: • 20 years + experience in commercializing inventions; evaluated75K+ inventions • Advisors: Serial Entrepreneurs, Industry, Foundations • Core Team: ~20 people. 90% PhDs, MBAs • 120+ high profile, strategy engagements:$21B profit Unique Challenge-Accelerator given IP & Talent Access: • Derisked IP: 21 agreements across NASA, NIH, NCI, CDC, etc • Talent: 85+ Serial Entrepreneurs, Industry, etc. Evolution: • Derisked IP: More Federal Labs • Disrupting the Venture architecture norms CAI’s Approach Commercialization Strategy Startups & Industry Due Diligence – Selecting Investments & Technologies Select the Best Federally Funded Inventions Maximize Commercial Potential Operators & Management Talent Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Center  for  Advancing   Innovation—Overview  
  3. 3. New Model for Venture Philanthropy with outsized returns Spun out 33 Companies from NIH; 1200+ Jobs Created; 19 Agreements with NIH and NASA Prestigious Awards & Recognition HHS, NASA, White House, Wired, Nature, Huffington Post, CBS etc. Challenge  Accelerators Since  2012
  4. 4. -­‐ 500   1,000   1,500   2,000   2,500   3,000   3,500   2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 RE  ($Billions,  PPP1) CAGR  Forecast  of  GERDII  Expenditure   (based  on  UNESCO  1996-­‐2009) Brazil Canada China India Japan Russia S.  Korea Singapore US EU 4 In  addition,  R&D  forecasts  show  China  will  surpass  the  US  by  2019 2019 Sources:  CAI  Analysis  Model,  UNESCO  Institute  for  Statistics 1PPP:  purchasing  power  parity  (PPP)  asks  how  much  money  would  be  needed  to  purchase  the  same  goods  and  services  in  two   different  countries   II  Gross  Expenditure  on  R&D 2009  RE  Top  5: 1. US 2. EU 3. Japan 4. China 5. S.  Korea 2031  RE  Top  5: 1. China 2. US 3. EU 4. Japan 5. S.  Korea China US EU Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Global  Expenditure  on  R&D  (GERD)
  5. 5. Global  forecasts  predict  similar  trends:  lost  leadership  position  in  2014 Sources:  CAI  Analysis  Model,  WIPO CAGR  Forecast  Patents  Issued (based  on  1996-­‐2009) CAGR  Forecast  Patent  Applications (based  on  1996-­‐2009) 0 200000 400000 600000 800000 1000000 1200000 1400000 1600000 2009 2016 2021 2026 2031 Patent  Applications EU India Japan S.  Korea US 0 100000 200000 300000 400000 500000 600000 700000 800000 900000 1000000 2009 2016 2021 2026 2031 Patent  Grants EU India Japan S.  Korea US US US 0 10 20 30 2009 2031 Millions  Patent   Apps 0 10 20 30 2009 2031 Millions  Patent   Grants China  (surpassed   the  US  in  2014) China  (surpassed   the  US  in  2014) Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Global  PATENTS
  6. 6. Globally,  return  on  innovation  is  declining;  the  US  is  not  declining  as  fast!   Sources:  CAI  Analysis  Model,  UNESCO   Institute  for  Statistics,  World  Bank  GDP   Estimates 0 10 20 30 40 50 60 70 80 90 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 GDP  /  RE CAGR  Real  GDP  (Applied  to  Nominal)  Forecast  /   CAGR  GERD  Forecast   (based  on  1996-­‐2009  World  Bank,  UNESCO) Brazil Canada China India Japan Russia S.  Korea Singapore US EU US China Country CAGR   ‘02-­‐’09 CAGR   ‘04-­‐’09 India 2.6% 6.5% Russia 2.6% 9.4% Canada 2.1% 6.2% US 1.3% 0.04% EU 1.0% 0.93% Brazil -­‐0.9% 11.3% Japan -­‐2.1% -­‐1.5% S.  Korea -­‐2.8% -­‐4.0% China -­‐2.9% 6.9% Singapore -­‐4.3% 2.6% CAI  Proprietary  and    Confidential.  Do  not  distribute  outside  of  CAI    without  written  permission GERD  CAGR Global  RETURN  on  Innovation
  7. 7. $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 2009 2012 2015 2018 2021 2024 2027 2030 GDP  (Billions) CAGR  Real  GDP  Forecast  Applied  to   Nominal  GDP (based  on  1996-­‐2009  World  Bank) Singapore United  States Japan South  Korea Canada Russia Brazil India EU China GDP  Growth  Rate US  =  2.32% China  =  9.25% 2024 Sources:  CAI  Analysis  Model,   UNESCO  Institute  for  Statistics,   World  Bank  GDP  Estimates Innovation  Arms  Race
  8. 8. Licensed Move to translational research More funding in lab; science continues No funding in lab to continue Withdrawn/terminated license Terminated by inventor Federally   Funded   Research Invention   Disclosed  and   Potentially   Patented Product Translational  Research, <0.1% Inability  to  Find   and  Fund   Promising   Inventions Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Problem:  Identifying  the  Best  Inventions and  Furthering  R&D
  9. 9. 915 122 2619 132 458 804 1150 31% 27% 55% 12% 96% 42% 79% 0% 20% 40% 60% 80% 100% 120% 0 500 1000 1500 2000 2500 3000 Federal2Labs Top2Hospitals Top2Med2Schools Top2Universities Bottom2 Hospitals Bottom2 Med2 Schools Bottom2 Universities %"of"Disclosures"Removed"from"Shelf Additional"Disclosures"Removed"from"Shelf Yearly"Additional"Disclosures"Removed"from"Shelf"by"Segment"– Best=in=Class"Performance (%"Removed"from"Shelf) Segment Federal2Labs Top2Hospitals Top2Med2Schools Top2Universities Bottom2 Hospitals Bottom2 Med2 Schools Bottom2 Universities #2of2 Institutions 8 5 35 3 16 41 45 114/Federal2 Lab 12K742 Additional2 Inventions 7K252 Additional2 Inventions Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission 150,000  inventions  from  the  top  145  institutions
  10. 10. Potential Current State Key$Insight US.universities.can.still.improve.by. at.least.25%,.while.federal.labs. have.>80%.potential.growth.in. every.stage.of.commercialization 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Licenses.&.Options.+. Startups Invention.Disclosures. Patents.Issued. Patent.Applications. License.Income. Current$Universities$Potential vs.$Average (AUTM$2002<2009) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Licenses.&. Options.+.… Invention. Disclosures. Patents.Issued. Patent. Applications. License.Income. Current$Federal$Labs$Potential vs.$Average (NSF/NIST$2002<2009) Sources:.The.Center.for.Advancing.Innovation.Analysis.Model,. NIST,.NSF,.AUTM.Survey.2002V2009 Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Average State Average  Performance  Opportunity
  11. 11. Potential Current State Key$Insight US.universities.and.federal.labs. have.>500%.potential.growth.in.at. every.stage.of.commercialization 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Licenses.&.Options.+. Startups Invention.Disclosures. Patents.Issued. Patent.Applications. License.Income. Current$Universities$vs.$BIC$ Potential (AUTM$2002=2009) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Licenses.&.Options.+. Startups Invention.Disclosures. Patents.Issued. Patent.Applications. License.Income. Current$Federal$Labs$vs.$BIC (NSF/NIST$2002=2009) Sources:.CAI.Analysis.Model,.NIST,.NSF,.AUTM.Survey.2002U 2009 Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Best-­‐‑in-­‐‑Class  Performance  Opportunity
  12. 12. Dimension Current  State  (2009) Opportunity %  Difference GDP $49,068,748,297 $864,230,818,581 1661% #  Licenses 3922 43885 1019% Current  Universities  Potential Dimension Current  State  (2009) Opportunity %  Difference GDP $4,056,551,354 $623,614,223,359 15273% #  Licenses 1462 31667 2066% Current  Federal  Laboratories  Potential Dimension Current  State  (2009) Opportunity %  Difference GDP $53,125,299,651 $1,487,845,041,940 2701% #Licenses 5384 75551 1303% Cumulative  Potential 3-­‐6%  Inventions   x   80-­‐90%  failure  rate $500  billion  to  $1.5  trillion The  $1.5  Trillion  Opportunity
  13. 13. What is it? A business plan and start-up challenge featuring inventions conceived and developed by scientists at NASA Challenge Goal: Drive economic growth and create/ amplify entrepreneurial platforms by commercializing NASA inventions Challenge End Point: New startups launched with seed funding Space  Race  Overview
  14. 14. Step 1: Create PIA Agreement Step 2: Received Invention Database Info Inventions   ~50,000 Step 3: Perform Due Diligence on Portfolio … Market Attractiveness Tech Quality Operational Feasibility Other Categories § Patent life § Capitalefficiency § Progress vs. promise Step 4: Recommend Disposition Commercialize Reward Kill Restructure Step 5: Determine Commercialization Path Startup License Large Co License CRADA Other Business Model Phase I: Due Diligence Phase 2: Startup Challenge Select Inventions Crowdsource Teams Evaluate Elevator Speeches Evaluate Business Plans Launch Startups Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission The  Model
  15. 15. Phase   0:   Enter   Challe nge Jan.   19th 2015– May   1st   2016 • Teams   submit   propose d  team   and   accept   CDA.     Rolling   entry   into   challeng e • Jan.   19th:   Open   challeng e  for   entries,   rolling   acceptan 1:   Elevat or   Speec h May   2nd 2016  – Jun.   15th 2016 • Teams   develop   a  2   minute   elevator   speech   video   and  also   a  350   word   executiv e   summar y • Jun.  5th:   Due  date   for   elevator   speech   and   executiv e   Phase   2:   Busine ss  Plan Jun.   16th 2016  – Sep.   9th 2016 • Teams   develop   a  10   page   business   plan   accompa nied  by  a   10-­‐20   minute   live  pitch • Aug.   21st:  Due   date  for   business   plans • Aug.   22nd – Aug.   26th:   Phase   3:   Start-­‐ up Sept.   9th 2016  – TBD • Teams   launch   their   startup;   raise   capital   and   apply  for   a  license • Bi-­‐ weekly   mileston es  for   teams  – schedule   to  be   outlined • TBD:   Announc Space  Race  Challenge  Timeline
  16. 16. Select SPACE RACE Challenge Topic and Engage Stakeholders Planning Startup teams paired with world-class, seasoned exec level industry experts Mentorship Invention Selection Tailored Training Curriculum Business Plan and Live Pitch Multi- Disciplinary Teams Enter 2 minute video with executive summary Elevator Speech Winners and Finalists Selected Identify 5-10 commercially viableinventions Form Team and Select Invention Letter of Intent - robust teams enter with world class mentors Elevator speech - 5 teams per invention evaluated& down- selected Business Plan - Teams pitch to world class panel of judges Winning teams become founders of startup, negotiate license & raise seed funding 12 Month Intensive & Disciplined Accelerator Training 500-1000 people combine to form multi- disciplinaryteams Partnership And Licensing Agreements LAUNCH STARTUPS Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Space  Race  Overview  and  Accelerator  Training
  17. 17. NASA Inventions TeamsFormedwith inventions Start-ups Formed Potential Exits Team 1 Team 1 Team 1 Team 1 Team 1 Team 1 Team 1 Team 1 Team 1 Team 1 Team 2 Team 2 Team 2 Team 2 Team 2 Team 2 Team 2 Team 2 Team 2 Team 2 Team 3 Team 3 Team 3 Team 4 Team 10 Team 12 Team 4 Team 10 Team 8 Team 15 Team 10 Team 9 Invention#1 Invention#2 Invention#3 Invention#4 Invention#5 Invention#6 Invention#7 Invention#8 Invention#9 Invention#10 Startup #1 Startup #2 Startup #3 Startup #4.A Startup #5 Startup #6 Startup #7 Startup #8.A Startup #9 Startup #10 Startup # 4.B Startup #8.B Year 1 Startups Year 2 Startups Exit #4.B Exit #7 Confidential & Proprietary – Center for Advancing Innovation and Gazelle Futures LLC - Do Not Distribute Space  Race—Crowdsourcing  Top  Global  Talent
  18. 18. Overview: Self-monitoring electronics that can detect and diagnose wirefaults, determine fault location, A Device For Wire Fault Detection and Rerouting Electrical and Electronics and autonomously transfer electrical power or data connectivity to an alternate wire path Inventions – Electrical and Aeronautics Overview: A ceramic composite (CMC) acoustic liner for aircraft engines that offers increased noise reduction with a lighter, more compact, and heat resistant design Light Weight Acoustic Liner to Reduce Noise in Aircraft Engines Aeronautics
  19. 19. Overview: A Lightweight UAV sensing and control system able to be fitted for drones and nano-drones reaching one pound or less and/or <6-inch wingspans, Light Weight UAV Sensing and Control System allowing for long flight segments due to its power- saving capabilities Inventions – Robotics Overview: Rugged, lightweight, small autonomous robot excavator RASSOR Robotic Excavator used in inaccessible sites such as high-risk mining, search and rescue as well as disaster response applications
  20. 20. Inventions – Optics Overview:A 3D imaging laser system that uses a simple lens system to simultaneously generate a High-resolution, real-time three-dimensional imaging one-dimensional or two-dimensional array of optical (light) spots to illuminate an object, surface or image to generate a topographic profile. Overview: Cost effective method for high precision polishing to shape optical surfaces by employing an Electrochemically Enhanced Mechanical Polishing (EEMP) electrochemical and mechanical shaping / polishing method
  21. 21. Inventions – Energy Overview: AirborneWind Energy (AWE) vehicles use the wind to generate power at higher altitudes; Kite-like Wind Power Generation Control System this invention maximizes and optimizes AWE power generation Overview: A solid oxide fuel cell capable of power densities 5X of a normal power cell due to a unique fabrication High-Power Density Solid Oxide Fuel Cell and Fabrication Process process utilizing a freeze-tape casting method
  22. 22. Inventions – Materials and Coatings Overview: Novel use of laser surface pattering and chemical film coatings to create surfaces resistant Surface Particle Contamination Mitigation Methods to water, dust, organic growth, and other surface contaminants Overview: Liquid and micro-particle powder coating applied on the surface of reinforced concrete for Liquid Coating for Corrosion Prevention in Rebar corrosion prevention and structural integrity in steel rebars
  23. 23. Unique  Inventions,  Incredible  Deal  Flow   Example NASA Robotics Invention Overview: Rugged, lightweight, small, autonomous robot excavator used in sites such as RASSOR Robotic Excavator high-risk or inaccessible mining, search and rescue, as well as disaster response applications Only invention to exploit $25 quadrillion extraplanetary mining industry; $200B to $1T of value in just one asteroid TRL 9, space-flight tested, $35.8M taxpayer dollars invested in R&D Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission 11 more late-stage inventions: • Focused on space technologies, precision medicine, clean energy, and others • Selected from NASA portfolio of 24K+ inventions: 100+ commercially viablespace inventions; 300+ precision medicine Expanding portfolio: patents and inventions from DoD, DoE, DARPA, Navy and other government- funded agencies Low deal flow: currently only ~90 VC-backed space companies from 2000-2015 Opportunity: develop world-changing technologies, create new industries and ecosystems, drive outsized growth and returns
  24. 24. Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Startup Challenge Evolution to Fund
  25. 25. Early investors end up <20% minority interest, often without enough power to kill the “walkingdead” & redeploy Investors attempt to short list the best out of the noise through quality of team, traction and solid plan Investors often deal with unsophisticated founders who don’t understand governance or valuation Early Stage investors often receive 100’s if not 1000’s of pitch decks, emails or via fast pitch events for dealfow Invest (1-5) Term Sheet (5-10) Diligence (10-25) Pitch (100’s) Diligence (1000’s) Invest (2-5) Source BPs & Teams/Tech (5-10) Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Solving  Early  Stage  Investing  Problems
  26. 26. Quality Strategic Deal Flow Struggles to find worthy opportunities matched to strategic needs Capital Efficiency Most IP is capital & time intensive. Cost reduction levers are key, e.g., startup nimbleness and regional advantages Skilled Startup Teams Seasoned entrepreneurs seeded in teams prevent rooky mistakes Accelerated Results Teams require funding and go around the US to raise it for 6-12months Commercialization Risks Inventions require de-risking – lead to high failure rates Favorable Terms Licensing agreements often have onerous deal terms and are quick to negotiate R&D$ Productivity Size$of$R&D$Organization Large& Pharma&Co’s Optimal& Size 89% 92% 65% 21% 52% 34% VALUE&OPPORTUNITY&ANALYSIS YOUR&PRODUCT adventure independance security sensuality confidence power comfort safety ease3of3use visual auditory tactile olfactory taste point3in3time sense3of3place personality social environmental reliable enabling craftmanship durability LOW MED HIGH Emotion Ergonomics Aesthetics Identity Impact Core4Tech. Quality Profit4Impact Brand4Impact Extendable COMPETITION&(OR&NEXT&PRODUCT) adventure independance security sensualtiy confidence power comfort safety ease3of3use visual auditory tactile olfactory taste point3in3time sense3of3place personality social environmental reliable enabling craftmanship durability LOW MED HIGH Emotion Ergonomics Aesthetics Identity Impact Core4Tech. Quality Profit4Impact Brand4Impact Extendable Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Gazelle  Solves  Pipeline  Challenges
  27. 27. An early stage venture capital fund that leverages exclusive, low-cost access to a large portfolio of risk mitigated inventions combined with a proven and award winning “Startup Challenge Accelerator” to rapidly launch new capital efficient companies and grow jobs. Gazelle Futures Mission Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission
  28. 28. Financial Impact $90MEndowment 20Companies 56%+Fund IRR Investing + “venture philanthropy” of LP’s 50% split carrycreates a sustainable source of future funding Proven, award winning accelerator matches inventions to region’s strengths & significantly increases new startups Securing the majority of equity at the early stage captures all value creation, resulting in strong for all investors Even with highly conservative assumption of 90% failure failure rate, startups jobs generate a large commerce impactin area $600M Social Impact $180MInvestor Returns Limited Partners that invest capital are positioned to realize strong exit return multiples over the 10 yr life GDP Impact 82%Employment Challenge graduates have attractive entrepreneurial skills that lead to high job placement success in market 2500Trained Over 500+ people per year x 5 years receive advanced STEM training during the 12 month accelerator process 18KTotal Jobs Growing Life Science oriented startups creates a large multiplier effect, leading to job growth throughout the local ecosystem Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission Measurable  Impact  with  $20MM  Fund Target  Case
  29. 29. Gazelle Futures Fund Overview 9 yr | 4 yr Investing Fund Horizon Match to Region Strengths Market Focus Seed to Series A Stage Focus $20MM Segments ($100MM Total) Total Fund Under-valued Regions Geographic Focus Performance Based GP Carry Interest 5x + Exit Targets Outsize Returns $200K - $1.2MM Investment Size 10-20 Seed | Series A Investments Substantial 100% Equity Positions Gazelle Futures| 9508 Burning Tree Road; Bethesda, MD 20817 USA rht@gazellefutures.com | (202) 438-2208 | www.gazellefutures.com Fund Mission De-risked, Capital Efficient § Builds on successful startup model § Breast Cancer Startup Challenge, Neuro Startup Challenge § Kaufmann Foundation proprietary research § STEM and entrepreneurship education Differentiation Unique Deal/Team Access § Unprecedented no/low-cost licensing access § De-risked portfolio of 24,000 NIH & NASA inventions § Crowd source global talent Investment Strategy “Lead Seed”-Founder Friendly § Up to $1MM+ seed investments § Founder friendly support from industry experts § lowest cost/% ownership and maintaining substantial positions through future dilutive rounds Social Impact Financials 100% Performance Based § Performance based IRR goals § Creation of regional endowment § 2.5% mgmt fee for Challenge Accelerator. Confidential & Proprietary | DO NOT DISTRIBUTE Experienced Investment Team Rosemarie H. Truman Managing Partner - CEO, Center for Advancing Innovation - Launched 33 Award Winning NIH Startups - 22 Yrs & $210B+ F500 Growth Strategy - IBM, Goldman, JP Morgan, E&Y,Oracle Nick Donafrio Board Chairman - IBM VP of Global Innovation and Technology for 35 years (IBM Watson) - Industry and thought leader - MITRE, Liberty Mutual, Wigix, others
  30. 30. BENEFITS Disruptive  Investors § Outsized  returns  and  IRRs § Diverse  invention   portfolio:  energy,   personalized  medicine,   adv.  manufacturing § Performance  driven  fund § Proven,  efficient,  data   driven,  award-­‐winning,   investment  model § Impact  investing  with   multiplier  effect   § Network  expansion  – AUTM,  BIO,  White  House,   etc. Government  and Tech  Transfer: § Multiplier  effect  in   impacting  public  health,   energy,  medicine,  other   sectors § Supports  the  Presidential   Memorandum  and   Startup  America § New  paradigm  of   commercializing   inventions § Expanded  private   funding  for  R&D § New  platform  to  train   the  next  generation  of   scientists § Support  STEM  education Powering  Growth: § Train  1000s new  STEM  entrepreneurs § Create  100s  startups § Create  millions  of  new  jobs § Support  regional  sustainability § Contribute  to  GDP  through  new  products CAI  and  Gazelle  Futures: § Drive  and  accelerate  high  growth  business § Increase  the  volume  of  commercialization § Accelerate  ground  breaking  innovations Key  Takeaways  for  Stakeholders
  31. 31. Rosemarie Truman: (202) 438-2208 twitter.com/centerinnovate www.thecenterforadvancinginnovation.org https://www.linkedin.com/company/the-center-for-advancing-innovation-inc- ?trk=biz-companies-cym Contact 9508 Burning Tree Road, Bethesda, MD 20817 The Center for Advancing Innovation, INC Gazelle Futures, INC Rosemarie H. Truman | Founder and CEO Sourav Sinha | Entrepreneur in Residence rt@thecenterforadvancinginnovation.org
  32. 32. Key Takeaways Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission § YOU can do this too! We’ve built a nice platform AND have lessons learned § Join the SPACE RACE; build a team; be a judge; advise the challenge; mentor a team § GAZELLE is seeking strategic partnerships & advisors; please connect with us if interested THANK YOU ROSEMARIE TRUMAN, FOUNDER AND CEO SOURAV SINHA, ENTREPRENEUR IN RESIDENCE THE CENTER FOR ADVANCING INNOVATION RT@THECENTERFORADVANCINGINNOVATION.ORG TEXT: 202 438 2208
  33. 33. Healthy Cell Cancer Cell No Effect Azonafide Kills Cell
  34. 34. § Winner of Breast Cancer Startup Challenge by the National Cancer Institute (NCI) § Awarded grants from Avon Foundation for Women, NASA/Center for the Advancement of Science in Space (CASIS), and the Horizon 2020 Program (UK) § Winner of MassChallenge & MassBio 2014 Startup Accelerators § Winner of the Rice Business Plan Competition § Raised seed financing, currently raising a bridge round § Partnered with 14 pharma partners all over the world § Partnered with 6 academic labs all over the world § Offices in Boston and London § Closed Startup Exclusive Option License Agreement with the NCI § Showcases: TEDMED, World ADC Summit, Engage Forum Tokyo, Protein & Antibody Engineering Summit (Shanghai & Boston ’15) Team Progress
  35. 35. Startup Challenge Evolution to Fund CAI$performs due$diligence on$exclusive$access$ invention$portfolio CAI$runs$ challenge/accelerator,$ crowd;sourcing$startup$ teams.$Teams$apply$ for$SBIR$funds CAI$selects$winning$ business$plans$and$ teamsC$CAI$facilitates$ licensing$agreement Gazelle$exclusive$$ deal$with$CAI$to$ perform$due$ diligence Gazelle$creates$ company$vehicle$for$ inventions$– and$ owns$100% Gazelle$funds$ startup$leadership$ and$provides$first$ tranche$fundingC$ owns$55%$equity Space&Race Gazelle$performs$ ongoing$governance$ and$has$strict$go/no; go$milestones Gazelle$puts$in$ Series$A$fundingC$ funding$is$matched.$ Valuations$double Liquidity$Event$ Gazelle$pays$out$ to$LPs Prepared for LES- Confidential & Proprietary the Center for Advancing Innovation and Gazelle Futures - Do Not Distribute without Permission
  36. 36. Who Can Join the SPACE RACE? Recruiting Multi-Disciplinary Teams Team Design: Mandatory Requirements Challenge  TEAM Business Legal Invention Specific   Technical   Seasoned   Entrepreneur Typical Participation Students: • Graduate and undergraduate students • Post-docs as well as those in residency Others - match skill sets of mentors to invention and team: • Business Development Leaders from Large Companies • Key Opinion Leaders • FDA/Regulatory • Venture Capitalists • Clinical Research Outsourcer (CRO) • Over  18  years  old* • At  least  three  students  on  the  team *and youngerwith parent’spermission as long as the rest of the team meets requirements Confidential & Proprietary to The Center for Advancing Innovation. Do Not Distribute

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