Pegasus Global Holdings presented plans for a new facility called the Center for Innovation, Testing, and Evaluation (CITE). CITE would be located in New Mexico and serve as a full-scale testing and evaluation site to help technologies transition from research to commercialization. It would provide infrastructure for public and private organizations to demonstrate and test innovations from national labs, universities, and companies. The goal is for CITE to become a hub that attracts more technology development and jobs to New Mexico. Pegasus has an agreement with the state to promote and develop CITE.
This document provides guidance on how to pitch a start-up to financiers. It discusses:
1) The services offered by Spinno to help start-ups develop fundable business plans and launch their businesses.
2) Factors that often cause start-ups to fail in fundraising, such as not having a fundable business case, traction, or understanding how different financiers operate.
3) An overview of various types of financiers (business angels, Tekes, VCs), what motivates them, and how to appeal to their priorities when pitching a case.
This document discusses open innovation tools and methods used by yet2.com, a global leader in intellectual property licensing. It provides an overview of yet2.com's services including technology acquisition, licensing, and identification. It then discusses best practices for organizational groundwork, identifying technology needs, evaluating potential solutions, and getting started with open innovation pilots. Key aspects that contribute to successful deals and partnerships are also outlined.
This document summarizes Enterprise Ireland's support for innovation in the pharma and life sciences industries in Ireland. It outlines various funding supports including technology centers that bring together companies and research institutions, industry-led research networks, innovation partnerships between companies and researchers, and R&D funding for small and large projects. It also discusses supports for startups such as the New Frontiers program and seed capital. The goal is to drive innovation through collaboration and commercialization of research.
Business Model Innovation By H ChesbroughNicolò Borghi
This document discusses business model innovation and open innovation. It begins by describing the traditional closed innovation system used by many companies. It then introduces the concept of open innovation, which uses both internal and external sources to create and capture value. The document argues that a better business model is more important than better technology alone. It provides examples of companies like IBM and Ryanair that have innovated their business models to be more open and capture more value. Finally, it provides a definition of a business model and discusses stages of business model maturity.
This document discusses innovation, defining it as the process of creating something new that has value. It involves identifying opportunities, developing ideas, prototyping, producing, marketing and selling new products, processes, strategies or organizations. Innovation can range from incremental to radical improvements and have continuous to discontinuous impacts. Drivers of innovation include financial pressures, competition, regulations, technology advances, and customer expectations. Both large firms and small startups play important roles in innovation through collaboration, venture financing, knowledge sharing, and opening new markets. The document also notes recent developments like greater commercialization of scientific research and the rise of university entrepreneurship.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
The lecture covers topics such as:
* Which is best - licensing or start-up?
* Who owns my invention?
* How do I work with my Tech Transfer Office?
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/introcommercializing-20071107.html
Speaker: Tom Corr, Associate VP Commercialization, University of Waterloo Office of Research
Stanford University is frequently the source of new ideas and technologies that form the basis for startup companies. This document provides an overview of the process for commercializing Stanford intellectual property through a startup. It describes the typical steps: research and invention disclosure, assessment of commercial potential, intellectual property protection if needed, marketing the technology to potential licensees, and selecting a licensee. It notes that while over 6,000 companies have been founded by Stanford affiliates, only 8-12 licenses per year on average are granted to startup companies seeking to commercialize Stanford intellectual property.
This document provides guidance on how to pitch a start-up to financiers. It discusses:
1) The services offered by Spinno to help start-ups develop fundable business plans and launch their businesses.
2) Factors that often cause start-ups to fail in fundraising, such as not having a fundable business case, traction, or understanding how different financiers operate.
3) An overview of various types of financiers (business angels, Tekes, VCs), what motivates them, and how to appeal to their priorities when pitching a case.
This document discusses open innovation tools and methods used by yet2.com, a global leader in intellectual property licensing. It provides an overview of yet2.com's services including technology acquisition, licensing, and identification. It then discusses best practices for organizational groundwork, identifying technology needs, evaluating potential solutions, and getting started with open innovation pilots. Key aspects that contribute to successful deals and partnerships are also outlined.
This document summarizes Enterprise Ireland's support for innovation in the pharma and life sciences industries in Ireland. It outlines various funding supports including technology centers that bring together companies and research institutions, industry-led research networks, innovation partnerships between companies and researchers, and R&D funding for small and large projects. It also discusses supports for startups such as the New Frontiers program and seed capital. The goal is to drive innovation through collaboration and commercialization of research.
Business Model Innovation By H ChesbroughNicolò Borghi
This document discusses business model innovation and open innovation. It begins by describing the traditional closed innovation system used by many companies. It then introduces the concept of open innovation, which uses both internal and external sources to create and capture value. The document argues that a better business model is more important than better technology alone. It provides examples of companies like IBM and Ryanair that have innovated their business models to be more open and capture more value. Finally, it provides a definition of a business model and discusses stages of business model maturity.
This document discusses innovation, defining it as the process of creating something new that has value. It involves identifying opportunities, developing ideas, prototyping, producing, marketing and selling new products, processes, strategies or organizations. Innovation can range from incremental to radical improvements and have continuous to discontinuous impacts. Drivers of innovation include financial pressures, competition, regulations, technology advances, and customer expectations. Both large firms and small startups play important roles in innovation through collaboration, venture financing, knowledge sharing, and opening new markets. The document also notes recent developments like greater commercialization of scientific research and the rise of university entrepreneurship.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
The lecture covers topics such as:
* Which is best - licensing or start-up?
* Who owns my invention?
* How do I work with my Tech Transfer Office?
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/introcommercializing-20071107.html
Speaker: Tom Corr, Associate VP Commercialization, University of Waterloo Office of Research
Stanford University is frequently the source of new ideas and technologies that form the basis for startup companies. This document provides an overview of the process for commercializing Stanford intellectual property through a startup. It describes the typical steps: research and invention disclosure, assessment of commercial potential, intellectual property protection if needed, marketing the technology to potential licensees, and selecting a licensee. It notes that while over 6,000 companies have been founded by Stanford affiliates, only 8-12 licenses per year on average are granted to startup companies seeking to commercialize Stanford intellectual property.
VORTAL is an e-procurement platform that connects buyers and suppliers. The presentation discusses VORTAL's innovation model, ideas management system, and R&D process. It provides an overview of the company, its solutions for buyers and suppliers, analyst reports, awards, certifications, and key success factors like investment in R&D. Ideas management at VORTAL uses gamification and social networks to encourage innovation. The presentation concludes with potential pitfalls to avoid in innovation management.
Whatever stage you\’re at in getting your idea to market we are here to help. That includes prioritising ideas to pick winning products, developing ideas through design, research and prototyping, and finally assisting in the financial and commercial aspects of product launch. We can even help you generate new product ideas if you don’t have any of your own! So come and talk to us and learn more about how we can work together to turn your ideas into reality.
Edward Musinski
www.futurerating.org
Thank you for your interest in our project!
We are looking forward receiving your feedback and suggestions.
Together we can build a better future!
Best regards,
The Future Europe Team
P.S. Please feel free to forward this information to your colleagues and contacts who may also find our initiative interesting.
17
This document discusses the role of Entrepreneurs-in-Residence (EIRs) and lessons learned from seed grant programs. EIRs provide expertise, mentoring and assistance to startups, universities, and other organizations. Seed grants are used by universities to fund early-stage projects and help bridge the gap between university technologies and corporations. Effective EIR programs require patience, educating faculty, monitoring progress, and focusing on technologies with market potential.
190918 Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: qu...Daniele Pes
Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: quale la strada verso il round A?
Evento aperto c/o MIP - Business School del Politecnico di Milano ore 19.00
Quale è lo stato del finanziamento all’innovazione per i neo-imprenditori in Italia e all’estero?
Quale il tipo di rischio che i finanziatori desiderano e sono pronti a correre?
Quali sono gli obiettivi che un’impresa innovativa deve preporsi per potersi confrontare con un investitore istituzionale?
Ne parliamo al MIP il 18 Settembre, con Paolo Pescetto, CEO di Arkios e partner di Innovative RFK.
Sarà presentata la nuova edizione del percorso di accelerazione Gymnasium.
The Market for Open Innovation Platforms: Deciding If and Where to Invest - J...Jose Briones
Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
Though Science is an inseparable part of most of todays Products, the way that Science actually gets into Products is only poorly understood. So if you plan to be a Researcher, or a Business person, then this should interest you. If your breakthrough science isn't recognised then the investment in you and your time was wasted. And if your business isn't benefiting from the large amount of money being invested to improve your business then that is a waste of opportunity. So this talk will bring a new perspective to the nature of Business; and what and when it needs an injection of new Science or Technology. And it will show the mutual benefits of partnering.
An explanation of innovation based heavily on the wikipedia definitions of innovation and the innovation models but using a simplified approach to help readers gain an overview of the nature of innovation in business and organisations.
This document discusses incorporating patent information into the front end of corporate innovation processes to improve return on investment. It argues that patents are critical calibration steps that can reveal whether a company can own the results of innovation efforts and have freedom to operate without litigation risk. The document provides a case study of a company that used patent analysis to avoid investing over $50 million in a project for biodegradable food packaging that would likely have faced blocking patents and inability to own the innovation. It acknowledges barriers to incorporating patents but argues incentives must be aligned between legal, R&D, and business teams to better integrate patent data into innovation decision making.
The document discusses open innovation and dynamic capabilities for industry growth. It argues that open innovation means valuable ideas can come from inside or outside a company. Dynamic capabilities refer to a company's ability to integrate, build and reconfigure resources to address changing environments. The document also discusses the importance of developing a portfolio of capabilities including operational, technological, open and dynamic capabilities. It emphasizes that business models mediate between technical and economic domains and must be innovated to drive growth.
2012 Reenergize the Americas 5B: Allan OliverReenergize
The document discusses the state of renewable energy in New Mexico. It finds that New Mexico has strong potential for solar, wind, and geothermal energy. The clean energy economy is growing and many New Mexicans support expanding renewable energy. However, the lack of transmission infrastructure to export renewable energy out of state is a major challenge. The document proposes ideas like energy storage, biofuels development, and clean energy banks to help New Mexico further develop its renewable resources and clean energy economy.
The document discusses cross-border electricity interconnections and regional renewable energy markets between the US and Mexico. It summarizes the US-Mexico Bilateral Framework on Clean Energy and Climate Change which aims to promote renewable energy development and increase electricity grid reliability between the two countries. It also discusses the Western Electricity Coordinating Council (WECC) which coordinates bulk electric system reliability in western states and northern Mexico. Finally, it outlines Mexico's CFE International Interconnections and new generation requirements between 2011-2025 as well as plans for an asynchronous interconnection between Baja California and Mexico that will come online in 2014.
2012 Reenergize the Americas 1B: Colin CoyneReenergize
This document summarizes a presentation about sustainability and global water trends. It discusses how sustainability involves balancing social, environmental and financial responsibilities. It provides examples of how climate change has impacted water resources, such as draining the Aral Sea. The presentation also outlines a framework for sustainable strategies that considers social and environmental systems. It emphasizes how wisdom is developed through a combination of experience, mistakes, self-reflection and objectivity.
The document discusses China's growing demand for energy and its implications. It notes that China's rapid economic growth and urbanization have led to a huge increase in energy consumption, making China the world's largest energy consumer. It also discusses China's "go global" strategy of investing abroad to secure oil and gas resources from countries in regions like Africa, Latin America, and North America. The strategy aims to meet China's growing energy needs while also diversifying its supply sources away from the Middle East.
2012 Reenergize the Americas 4B: Jim PeachReenergize
This document discusses and debunks several common myths about energy and energy policy. It summarizes the following key points:
Myth 1 is that energy resources are scarce, but the document shows that for oil, gas, coal, and uranium, reserves and production in the US and globally have increased over time disproving the scarcity argument.
Myth 2 is that energy prices will always increase, but the document demonstrates that energy prices, such as for oil, natural gas, coal, and gasoline, have historically been highly volatile and in many cases prices in 2012 were similar or lower than in 1980.
Myth 3 is that energy prices are purely market determined, but the document explains that governments
The document provides information about the Austin Technology Incubator (ATI), a clean energy incubator located in Austin, Texas. ATI assists early-stage technology companies in areas like clean energy, bioscience, IT, and wireless. It provides companies with access to talent, capital, networking opportunities, and strategic guidance. ATI has supported over 350 companies since 1989, helping raise over $900 million in capital and creating thousands of jobs. Current membership offers various levels of support and resources to companies.
This document discusses the relationship between water and energy from a geographic and basin scale perspective. It makes three key points: (1) The energy-water relationship is a spatial problem that depends on location and the connectivity of physical processes. (2) The relationship involves the integration of physical systems like hydrology with human systems like water rights and policy at regional and basin scales. (3) Different energy technologies interact and compete for limited water and land resources within river basins.
VORTAL is an e-procurement platform that connects buyers and suppliers. The presentation discusses VORTAL's innovation model, ideas management system, and R&D process. It provides an overview of the company, its solutions for buyers and suppliers, analyst reports, awards, certifications, and key success factors like investment in R&D. Ideas management at VORTAL uses gamification and social networks to encourage innovation. The presentation concludes with potential pitfalls to avoid in innovation management.
Whatever stage you\’re at in getting your idea to market we are here to help. That includes prioritising ideas to pick winning products, developing ideas through design, research and prototyping, and finally assisting in the financial and commercial aspects of product launch. We can even help you generate new product ideas if you don’t have any of your own! So come and talk to us and learn more about how we can work together to turn your ideas into reality.
Edward Musinski
www.futurerating.org
Thank you for your interest in our project!
We are looking forward receiving your feedback and suggestions.
Together we can build a better future!
Best regards,
The Future Europe Team
P.S. Please feel free to forward this information to your colleagues and contacts who may also find our initiative interesting.
17
This document discusses the role of Entrepreneurs-in-Residence (EIRs) and lessons learned from seed grant programs. EIRs provide expertise, mentoring and assistance to startups, universities, and other organizations. Seed grants are used by universities to fund early-stage projects and help bridge the gap between university technologies and corporations. Effective EIR programs require patience, educating faculty, monitoring progress, and focusing on technologies with market potential.
190918 Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: qu...Daniele Pes
Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: quale la strada verso il round A?
Evento aperto c/o MIP - Business School del Politecnico di Milano ore 19.00
Quale è lo stato del finanziamento all’innovazione per i neo-imprenditori in Italia e all’estero?
Quale il tipo di rischio che i finanziatori desiderano e sono pronti a correre?
Quali sono gli obiettivi che un’impresa innovativa deve preporsi per potersi confrontare con un investitore istituzionale?
Ne parliamo al MIP il 18 Settembre, con Paolo Pescetto, CEO di Arkios e partner di Innovative RFK.
Sarà presentata la nuova edizione del percorso di accelerazione Gymnasium.
The Market for Open Innovation Platforms: Deciding If and Where to Invest - J...Jose Briones
Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
Though Science is an inseparable part of most of todays Products, the way that Science actually gets into Products is only poorly understood. So if you plan to be a Researcher, or a Business person, then this should interest you. If your breakthrough science isn't recognised then the investment in you and your time was wasted. And if your business isn't benefiting from the large amount of money being invested to improve your business then that is a waste of opportunity. So this talk will bring a new perspective to the nature of Business; and what and when it needs an injection of new Science or Technology. And it will show the mutual benefits of partnering.
An explanation of innovation based heavily on the wikipedia definitions of innovation and the innovation models but using a simplified approach to help readers gain an overview of the nature of innovation in business and organisations.
This document discusses incorporating patent information into the front end of corporate innovation processes to improve return on investment. It argues that patents are critical calibration steps that can reveal whether a company can own the results of innovation efforts and have freedom to operate without litigation risk. The document provides a case study of a company that used patent analysis to avoid investing over $50 million in a project for biodegradable food packaging that would likely have faced blocking patents and inability to own the innovation. It acknowledges barriers to incorporating patents but argues incentives must be aligned between legal, R&D, and business teams to better integrate patent data into innovation decision making.
The document discusses open innovation and dynamic capabilities for industry growth. It argues that open innovation means valuable ideas can come from inside or outside a company. Dynamic capabilities refer to a company's ability to integrate, build and reconfigure resources to address changing environments. The document also discusses the importance of developing a portfolio of capabilities including operational, technological, open and dynamic capabilities. It emphasizes that business models mediate between technical and economic domains and must be innovated to drive growth.
2012 Reenergize the Americas 5B: Allan OliverReenergize
The document discusses the state of renewable energy in New Mexico. It finds that New Mexico has strong potential for solar, wind, and geothermal energy. The clean energy economy is growing and many New Mexicans support expanding renewable energy. However, the lack of transmission infrastructure to export renewable energy out of state is a major challenge. The document proposes ideas like energy storage, biofuels development, and clean energy banks to help New Mexico further develop its renewable resources and clean energy economy.
The document discusses cross-border electricity interconnections and regional renewable energy markets between the US and Mexico. It summarizes the US-Mexico Bilateral Framework on Clean Energy and Climate Change which aims to promote renewable energy development and increase electricity grid reliability between the two countries. It also discusses the Western Electricity Coordinating Council (WECC) which coordinates bulk electric system reliability in western states and northern Mexico. Finally, it outlines Mexico's CFE International Interconnections and new generation requirements between 2011-2025 as well as plans for an asynchronous interconnection between Baja California and Mexico that will come online in 2014.
2012 Reenergize the Americas 1B: Colin CoyneReenergize
This document summarizes a presentation about sustainability and global water trends. It discusses how sustainability involves balancing social, environmental and financial responsibilities. It provides examples of how climate change has impacted water resources, such as draining the Aral Sea. The presentation also outlines a framework for sustainable strategies that considers social and environmental systems. It emphasizes how wisdom is developed through a combination of experience, mistakes, self-reflection and objectivity.
The document discusses China's growing demand for energy and its implications. It notes that China's rapid economic growth and urbanization have led to a huge increase in energy consumption, making China the world's largest energy consumer. It also discusses China's "go global" strategy of investing abroad to secure oil and gas resources from countries in regions like Africa, Latin America, and North America. The strategy aims to meet China's growing energy needs while also diversifying its supply sources away from the Middle East.
2012 Reenergize the Americas 4B: Jim PeachReenergize
This document discusses and debunks several common myths about energy and energy policy. It summarizes the following key points:
Myth 1 is that energy resources are scarce, but the document shows that for oil, gas, coal, and uranium, reserves and production in the US and globally have increased over time disproving the scarcity argument.
Myth 2 is that energy prices will always increase, but the document demonstrates that energy prices, such as for oil, natural gas, coal, and gasoline, have historically been highly volatile and in many cases prices in 2012 were similar or lower than in 1980.
Myth 3 is that energy prices are purely market determined, but the document explains that governments
The document provides information about the Austin Technology Incubator (ATI), a clean energy incubator located in Austin, Texas. ATI assists early-stage technology companies in areas like clean energy, bioscience, IT, and wireless. It provides companies with access to talent, capital, networking opportunities, and strategic guidance. ATI has supported over 350 companies since 1989, helping raise over $900 million in capital and creating thousands of jobs. Current membership offers various levels of support and resources to companies.
This document discusses the relationship between water and energy from a geographic and basin scale perspective. It makes three key points: (1) The energy-water relationship is a spatial problem that depends on location and the connectivity of physical processes. (2) The relationship involves the integration of physical systems like hydrology with human systems like water rights and policy at regional and basin scales. (3) Different energy technologies interact and compete for limited water and land resources within river basins.
2012 Reenergize the Americas 4A: Esaúl RamírezReenergize
The North American Development Bank (NADB) was established in 1994 under NAFTA to facilitate financing for environmental projects along the US-Mexico border. NADB provides loans and technical assistance for projects in sectors like water, renewable energy, and energy efficiency. It has financed nearly 400 MW of renewable energy projects since 2011, including solar, wind, and biomass projects in the US and Mexico. NADB is currently working on over 500 MW of additional renewable energy projects expected to close in the next year.
The document proposes establishing a Certification Center for Alternative Energy Applications in the Paso del Norte border region. The Center would evaluate and certify alternative energy technologies to stimulate economic development. It would attract companies, create jobs, and train the workforce. The Center would be self-sufficient within 3 years through testing, certification, and business development services. Startup funding is sought from federal agencies, while ongoing revenue would come from certification and business support activities.
2012 Reenergize the Americas 1B: Craig MataczynskiReenergize
This document discusses the nexus between energy, water, and economic growth from 1950 to 2008. It shows that as GDP grew by an average of 2.8% annually from 1970 to 2008, energy use grew by 0.9% and water use grew by 0.3%. The document also provides data on the water usage of various energy production methods, showing that coal and ethanol production require more water than other sources. It advocates combining desalination with energy production to maximize the water-energy nexus.
2012 Reenergize the Americas 4A: Alejando Peraza GarciaReenergize
The document summarizes Mexico's regulatory framework and policies for renewable energy. It outlines that Mexico's state-owned utility CFE has a legal monopoly on electricity distribution but allows private sector participation in generation. It then details the regulatory powers and instruments of Mexico's Energy Regulatory Commission (CRE) to promote renewable energy through schemes like energy banking, transmission wheeling rates, net metering, and open seasons to coordinate transmission infrastructure development. The document provides examples of CRE regulations and programs to incentivize renewable energy self-supply and integration into the grid.
The document discusses energy codes in Texas. It outlines the Energy Systems Laboratory's (ESL) role in advising the State Energy Conservation Office (SECO) on adopting updated energy codes. It summarizes ESL's analysis of adopting the 2009 International Energy Conservation Code and International Residential Code. It also provides examples of how ESL works with Texas cities by reviewing proposed amendments to energy codes and providing customized energy code analyses.
2012 Reenergize the Americas 6A: Salvador CorderoReenergize
The document discusses modeling and simulation for power systems. It describes how modeling and simulation can be used to model energy consumption, analyze renewable energy integration, and evaluate performance and costs. It also provides a case study that models a solar PV system and microgrid for a university campus. The case study finds that a 3.3MW or 5.5MW solar PV system could reduce annual grid purchases and lower operating costs. A microgrid system combining solar, gas turbines, and energy storage provides further savings and reliability benefits compared to grid reliance alone.
The document discusses the energy-water nexus and its implications for Texas. It notes that fresh water is a limited resource, with only 2.5% being fresh water and the majority locked up in ice or snow. Meeting future fresh water and electricity demands will be challenging given population growth and climate change impacts. Texas withdraws more fresh water than any other state, with the majority used for irrigation and thermoelectric power generation, both of which are energy intensive. This interdependence of energy and water systems will impact Texas' future water security and sustainability.
2012 Reenergize the Americas 3B: Angel AvilaReenergize
Defensive Network Security Consultants (DNSC) provides cybersecurity services including penetration testing, vulnerability assessments, and auditing. They aim to raise awareness of threats targeting industrial control networks and critical infrastructure. Real-world threats constantly try to exploit industrial control installations through various attack vectors like social engineering, wireless attacks, malware, and insider threats. DNSC emphasizes that awareness and proactive security measures can help reduce risks to networks controlling critical systems.
2012 Reenergize the Americas 4B: Stan WaterhouseReenergize
This document outlines renewable energy projects at the Housing Authority of the City of El Paso (HACEP). It discusses past energy initiatives including $12.7 million in ARRA funding for roof, window, and water line modernizations. It also discusses 10 Energy Star homes and 317 Energy Star apartments built. Current initiatives include installing 7 electric vehicle charging stations and involvement in clean energy initiatives. Future plans include constructing a 188 unit development at LEED Silver standards and a refrigerator recycling program. The overall goal is to do more with less through energy efficient housing and renewable technology investments.
2012 Reenergize the Americas 2B: Miguel Velez-ReyesReenergize
The document discusses the plans and initiatives of the Electrical and Computer Engineering Department at UTEP to strengthen its expertise in power and energy systems. Key points include:
- Hiring a strategic faculty member to help develop a new Power and Energy Systems research group and concentration at the graduate and undergraduate levels.
- Establishing a new Power and Energy Systems Laboratory with estimated costs of $500k, to conduct research in areas like energy conversion, power electronics, and renewable energy systems.
- Receiving donations like a $125k ETAP software license and developing modeling capabilities to simulate smart grid technologies using tools like OPNET, LabView and MATLAB.
2012 ReEnergize the Americas 6B: Cathy SwainReenergize
The document summarizes a presentation about the Hub of Human Innovation, a technology incubator focused on clean energy, biomedical, advanced manufacturing, and other sectors. The incubator provides business support services and resources to startup clients to help them survive the vulnerable early stages. It has a Clean Energy Incubator Program and partners with local universities and organizations. The incubator helps create jobs and economic opportunities in the El Paso region.
2012 ReEnergize the Americas 2B: Nathanial RobinsonReenergize
This document discusses the need to develop the energy and engineering workforce through research, education, and skills development programs. It notes that over 50% of the current workforce will retire in the next 10-15 years, creating gaps. Proposed solutions include delivering STEM education from K-12 through doctoral programs, with hands-on learning and research opportunities. Areas of research focus include fossil energy, renewable energy, and climate modeling. The goal is to create an industry-ready and diverse workforce through partnerships between education, government, and industry. Challenges include a lack of pre-implementation data and engineering concepts in K-12 curriculum.
2018: What did I learn about Innovation and Entrepreneurship in IsraelLeandro de Castro
These slides were prepared based on a mission I did to Israel from 18th to 22nd of March, 2018, organized by Anjos do Brasil, APEX Brasil and ABVCAP. The information presented here were collected from my own writtings during the many visits we made and some material presented in the visits (cited as appropriate).
This document provides an agenda and summary of a meeting of the Commercialization and Technology Transfer Task Force at LSU Shreveport. The meeting included presentations on technology transfer from representatives of the University of Georgia and local venture capital firms. It also included a discussion of a proposed initiative to improve commercialization of biomedical research across three LSU institutions. The proposal aimed to increase industry partnerships, revenues from intellectual property, and new business creation. It recommended establishing a dedicated team and shared resources to support commercialization across the institutions. Faculty perspectives on challenges of and solutions to improving technology transfer were also discussed.
Nicola Diligu is an experienced consultant who has worked with various global companies. He has expertise in business and technology strategy, innovation management, and organizational transformation. Some of his past roles include leading consulting engagements for aerospace, defense, and industrial clients on topics such as technology strategy, product development, cost reduction, and organizational redesign. Currently, he runs his own boutique consulting firm, X-Fert Innovation, and also works with Evalueserve providing strategic advisory services.
The document discusses funding and support opportunities from the Technology Strategy Board (TSB) in the UK for driving innovation. The TSB funds collaborative R&D projects through competitions, provides grants for R&D through the Small Business Research Initiative (SBRI), and notes European funding opportunities through the Eurostars program. The TSB seeks projects that have a clear commercial opportunity and technical challenge requiring innovative R&D to solve and benefit the UK economy. Applications are assessed based on the commercial and technical merits of proposed projects.
The document describes the activities and services provided by the Canadian Innovation Centre related to new product and business development. It discusses three main activities: education, tools, and development. Under education, it shares knowledge about commercialization best practices. Its tools involve pre-commercialization research and evaluation. For development, it works on new strategies and methods to help innovators commercialize technologies. It outlines various studies it conducts at different stages from evaluation to launch to address issues innovators may face.
The Society of Concurrent Product Development (SOCPD) aims to promote integrated product development practices. Its mission is to disseminate knowledge of concurrent engineering and further develop its body of knowledge. The document outlines SOCPD's history and evolution since the 1980s, including expanding its mission, objectives, and body of knowledge to keep up with emerging techniques and technologies in concurrent product development.
Mr. Charles Monck (Founder, Charles Monck & Associates): Science and Technol...Asbar World Forum 2016
Science and Technology Parks (STPs) and Business Incubators play a vital role in helping diversify economies by stimulating the development of technology-based clusters. They bring together technology firms in a supportive commercial environment. Key drivers of success include building critical mass through entrepreneurial startups and attracting foreign firms. Critical success factors are having a clear business plan, marketing strategy, and support services for tenants. Challenges include initially attracting enough tenants and securing long-term funding; practical actions can strengthen STPs through cooperation across organizations and evaluation of programs.
Softlanding for global startups nsob taiwan 19 juni 2014Pim de Bokx
I was happy to share my experience and vision with the Governmental delegation from Taiwan on how to attract international entrepreneurial talent. For example through softlanding programs, international incubation and seed accelerators.
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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2012 Reenergize the Americas Morning Speaker: Robert Brumley
1.
2. “RE-ENERGIZE AMERICAS”
CONFERENCE
18 OCTOBER 2012
Robert H. Brumley
Senior Managing Director
Pegasus Global Holdings
3. PEGASUS GLOBAL HOLDINGS
This presentation has been prepared by Pegasus Global Holdings (“the Company”) for the exclusive use of
qualified, interested parties using information from publicly available sources and internal documents.
This presentation may contain estimates and/or projections as to events that may occur in the future
(including projections of revenue, expense, profit and stock performance). Such estimates and projections
are based upon the best judgment of the Company using the Company information and other publicly
available information as of the date of the presentation. There is no guarantee that any of these estimates or
projections will be achieved. Actual results will vary from the projections and such variations may be
material. Nothing contained herein is, or shall be relied upon as, a promise or representation as to the past or
future. The Company expressly disclaims any and all liability relating to or resulting from the use of this
presentation
This presentation has been prepared solely for informational purposes and is not to be construed as a
solicitation or an offer to buy or sell securities or related financial instruments. The Recipient should not
construe the contents of this presentation as legal, tax, accounting or investment advice. The Recipient
should consult its own counsel, tax and financial advisors as to legal and related matters concerning any
transaction described herein. This presentation does not purport to be all-inclusive or to contain all of the
information that the Recipient may require. No investment, divestment or other financial decisions or actions
should be based solely on the information in this presentation.
4. BUSINESS OVERVIEW
• Founded in 2002, Privately-held, Family business; Veteran-owned;
• US (Washington, DC; Reston, Lynchburg Virginia; Albuquerque, NM) - International ( London, UK;
Ottawa, Canada; Singapore);
• Operates as portfolio holding company with multiple discrete business focus;
• Highly qualified management team comprised of Managing Directors overseeing specific areas of
business [LOB’s]; Unique Advisory Board Members in the US & UK which compliment the LOB’s;
• Experienced in large, capital-intensive infrastructure projects, e.g. aerospace, telecommunications;
Specialized in identifying, commercializing and financing early-stage technology;
• Deep sector expertise in product development for security, defense, communications, aerospace and
energy; security clearances; DCMA-certified facility; DCAA / NAVSEA approved prime contractor;
• Highly valuable IP portfolio; established methodology & practice in sourcing pre-production IP from
national laboratories, universities, private firms – domestically & globally – toward “commercializing”
government technologies, and “militarizing” commercial technologies: COTS-to-MCOTS
5. COMPANY ORGANIZATIONAL CHART
PEGASUS GLOBAL HOLDINGS
PEGASUS PEGASUS PEGASUS PERSEUS GLOBAL, LTD
AEROSPACE TECHNOLOGY+ GLOBAL STRATEGIC (UK REGISTERED)
INNOVATION SOLUTIONS
(VIRGINIA LLC)
STAR STRUCK CITE DEVELOPMENT CONSORTIUM PROMETHEUS
(SPV) (NEW MEXICO LLC) WITH NEW MEXICO (SPV)
TECH AND PLAYAS
(SPV)
STAR BEAM
(SPV)
6. OUR BUSINESS MODEL SIMPLIFIED
SECURE CLIENT REQUIREMENT KEY BUSINESS RELATIONSHIPS
SOURCE AND IDENTIFY IP
LICENSE IP / SECURE A FRANCHISE
PRODUCTIZE IP / DEMONSTRATE & COMPLETE
CONTRACT
FORM SPV AROUND NEW RE-SELL RIGHTS TO THE
PRODUCT AND ESTABLISH FINISHED PRODUCT AND
A STANDALONE BUSINESS IP TO 3RD PARTY
9. THE CENTER FOR INNOVATION, TESTING AND EVALUATION [CITE]
• A self sustaining, fully integrated, cross-disciplinary, test, evaluation and
certification facility
• Privately-financed, privately-operated, privately-owned
• Open to all users – public, private, domestic & international – with special
consideration given to qualifying small firms and innovators
• Agnostic to forms of testing, except destructive
• To be located in New Mexico
Center of Innovation, Testing and Evaluation
10. THE PURPOSE OF CITE
To enable and facilitate pre-product testing, evaluation and commercialization
of new and emerging technologies, arising from the federal laboratories,
universities, and private sector
A full scale, integrated infrastructure to serve as a “one-of-a-kind” proving
ground and a valuable and necessary step in the commercialization of new
technologies
Center of Innovation, Testing and Evaluation
13. THE CONTEXT OF TESTING + EVALUATION
• The divide that spans the transition of federally-funded research and successful
commercialization known as The Valley of Death
• CITE will provide a much needed full-scale test and evaluation venue to support the
commercialization and certification of technologies and innovations from America‟s national
laboratories, universities and private industry
• These innovations, if brought forward to the point of manufacturing – across The Valley of
Death - represent a potential for numerous new sustainable high-value jobs
• The best and brightest ideas, including those already funded by tax-payer dollars at the labs
and universities, can be demonstrated BY the federal laboratories FOR interested
innovators, investors – resulting in a more effective market place for transfer. CITE will
serve as that marketplace.
Center of Innovation, Testing and Evaluation
14. CITE AS A MAGNET FOR INNOVATION AND ECONOMIC DEVELOPMENT
• CITE would be the World‟s first proving ground of its kind of such scale and scope
• Inquiries have already been received from Saudi Arabia [King Abdullah’s Smart City
Complex]; Portugal [Living PlanIT]; Korea, Australia, and Turkey
• Vision of CITE as a “center of gravity” for technology development, demonstration and
investment rivaling Silicon Valley and the DC - Boston corridor
• Innovators establish themselves nearest the point of technology development and
manufacturers and service industries soon follow
• An estimated 350 new jobs would be created and 3500 jobs would be synergized
• CITE, as a privately-owned and operated facility, would be open to all and would permit the
testing of ALL aspects of technology
• Researchers, innovators, product sellers, and investors will look to CITE as a pre-marketing
gateway to the American marketplace, and gravitate to its location – New Mexico
Center of Innovation, Testing and Evaluation
15. THE CITE ADVANTAGE
• CITE is a physical place, outside the perfection, and singularity of focus, or purpose of a
specific laboratory, or research facility
• The City Lab will be a unique full-scale model community can provide a test venue that is
essential for testing new technologies and moving innovation into the next century
• Permits researchers, innovators, investors and policymakers to actually experience and
evaluate the performance of their technologies – pre-market, pre-commercialization – and
also better understand their unanticipated impact – positive or negative - on our
economy, lifestyles and security
• Technical data from individual projects can be collected, monitored, evaluated, and
demonstrated „On-Cite‟ via the Backbone
Center of Innovation, Testing and Evaluation
18. CITE AND THE STATE OF NEW MEXICO
August 16, 2011, Memorandum of Understanding signed between Pegasus Global Holdings
[“Pegasus”] and the State of New Mexico through its Department of Economic Development
[“NMEDD”] entered into a Memorandum Of Understanding.
MOU Key Terms:
• To promote and facilitate the design, development and location of CITE in the State of New
Mexico;
• To establish a Board of Advisors to be drawn from the federal laboratories, major universities,
and private sector within the State of New Mexico the purpose of which is to offer advice
and guidance to Pegasus on the development, design, operation and location of CITE; and
• To ensure no circumvention of Pegasus as the originator and developer of CITE by any third
party by the direct or indirect action or encouragement by the NMEDD.
Center of Innovation, Testing and Evaluation
19. RANGE OF
RESEARCH CAPABILITES
Center of Innovation, Testing and Evaluation
20. CITE’S RESEARCH CAPABILITIES
Intelligent Transportation Advanced telecommunications
Systems (ITS) and wireless
Energy production, including
Physical security
green energy
Water desalination Cyber security
Smart grid
Center of Innovation, Testing and Evaluation
63. THE CHALLENGES OF COMMERCIALIZING RESEARCH + DEVELOPMENT
• In 2011, the Federal government spent ~$144B on R&D funding research, of which ~$64B
went to non-defense R&D and ~$80B went to national defense R&D1
• In spite of continued spending on R&D initiatives, commercialization of innovative ideas
remains challenging
• Research institutions have come under increasing pressure to demonstrate productive use of
R&D funding - In October 2011, President Obama directed accelerated technology transfer
and commercialization of federal research2
• In 2009 only $2.3B in licensing revenue was generated by $53.5B in sponsored research to
181 universities and hospital research labs3 - Federal agencies and FFRDCs are under
increasing pressure by executive leadership to produce outputs more efficiently
• Over the past 10 years, R&D spending from commercial and international sources has
increased relative to the Federal government - Political and economic factors could limit
available research funding
• It is believed that accelerated commercialization of government-funded R&D would create
jobs and stimulate economic growth while addressing issues of public concern and improve
overall living standards
Center of Innovation, Testing and Evaluation
65. RANGE OF CUSTOMER TESTING USE CASES
INTELLIGENT TRANSPORTATION ALTERNATIVE ENERGY FILM PRODUCTION
SYSTEMS
Geothermal production On-site film production
Automated public transportation
Solar deployment methods Site development
Automated stoplights / signage /
signaling Wind efficiency testing
Driverless cars
Nuclear COMMUNICATIONS TECH
Road sensing technology
Agriculture methods RF propagation testing
Carbon capture & sequestration
TESTING + SIMULATION Spectral efficiency testing
TECHNOLOGIES Network virtualization
Back-up generators UTILITY APPLICATIONS Infrastructure upgrades
Disaster response/command and Water purification systems
control
Waste disposal methods SMART GRID TECHNOLOGIES
Police/Fire equipment
Energy management systems
Non-lethal weapons testing CYBER SECURITY
Source: CSMG
Center of Innovation, Testing and Evaluation
66. 2011 TARGET MARKET COMPARISON
Source: CSMG
Center of Innovation, Testing and Evaluation
67. FINDING THE TARGET MARKET
Source: CSMG
Center of Innovation, Testing and Evaluation
68. TARGET SPEND ON TESTING + EVALUATION
$62
BILLION
Source: CSMG
Center of Innovation, Testing and Evaluation
69. CUSTOMER SEGMENT 06 - RESOURCE DISTRIBUTION
15MW CORE Power 135 Tgal Water 25,000 SF
Generation Facility Desalination Facility Tier III Data Center
+ + Facility
85 MW 450M gal/year Global Carrier Hotel
Alternative Power Purification and POP
Redistribution of
BOLT_ON’s
Water
Geothermal, wind,
Solar
PLANNED RESOURCES
• Preliminary plans for CITE include a natural gas power plant, a water plant (desalination or purification,
and a data center
• Other resource production facilities “BOLT-ON’s - may be developed at CITE in the future by clients,
potentially including solar power generation and geothermal power generation
Center of Innovation, Testing and Evaluation
71. FOUR REVENUE STREAMS
TESTING + USER FEES RESOURCE PRODUCTION
• Fees for use of the CITE facility for • CITE facilities producing water,
testing purposes electricity, data center capacity and other
• Fee structure to be determined by space saleable resources
used, test duration, infrastructure • Primarily used to support CITE, but will
occupied, etc. sell excess capacity
BOLT-ONS OTHER
• Client constructed facilities within the • Rental revenue from office or lab space
CITE facility • Mainly clients engaged in T&E at CITE
• Revenue generated from use of the • Extra space will be rented to any
facility interested parties
• Bolt-ons will be left in place at CITE and
will generate future revenues
Center of Innovation, Testing and Evaluation