Early Stage Overview of Sheffield City Region CDI Strategy for TechCity Sheffield

1. Economic
Transforma-on
Our how to guide

2. Why do we need to act?
ECONOMIC • It’s not happening
• Growth is driven through SMEs and Startups
GROWTH • Environment to facilitate growth through technology is not present
• Economy rebalancing needs facilita@ng to drive sustainability
INFRASTRUCTURE • UK data centre provision is filling up
• Exis@ng stock not fit for future cloud purpose
• Next Gen development not widespread in UK
• Nowhere to host G‐cloud
• Not just about broadband
VALUE CREATION • 24% of world class IP created in UK, commercialisa@on of this is not high
and RETENTION • High value jobs not being created by exis@ng investments

3. So what are the market failures?
FAILURE CAUSE CONSEQUENCE
Next genera@on data We do not view data centres as we view Largest elements of tech investment going offshore and
centre infrastructure broadband, difficult to develop via tradi@onal not driving our own infrastructure development, IP drain
being developed property development route as a result, core economic infrastructure sits outside our
OUTSIDE of UK legal frameworks, equivalent of choosing to be a 100%
energy client of other economies
Collabora@on model Historical approach of protec@ng proprietary IP, Transforma@on / modernisa@on not happening fast
driving innova@on, spin high cost approach to early stages of innova@on, enough or at all, cost savings not being captured and new
outs and start‐ups NOT University resources s@ll inaccessible “to all”, economic growth not happening, talent moving to where
PRESENT absence of appropriate governance model the model present
Collabora@ve supply Absence of open collabora@ve innova@on UK is uncompe@@ve where it need not be so, unable to
chain culture ABSENT approach, historical approach of protec@ng supply to the scale required in global market forcing
proprietary IP, absence of appropriate governance procurement elsewhere, innova@on heavily restricted in
models mature products / markets
Whole of the UK NOT Lack of understanding of the required scale to BRICS countries growth driven market opportunity in
seen as a technology have a global market impact and a fragmented technology sectors being lost
cluster historical approach to academia, public sector,
SMEs, corporates and also regions
Access to funding model Drama@cally over focused on debt financing which Economic growth prevented, talent being driven away,
DOES NOT SCALE in and of itself kills innova@on, no formal links risks too great for all stakeholders
between funding levels and regional versus
na@onal and infrastructure versus technology
BRAIN DRAIN is All of the above Declining chance of economic turnaround quick enough
accelera@ng to protect social and economic standing

4. The response
Accept we need to change Priori@es must be
readdressed to
Policy framework must
open up procurement Create Digital Factories
of the future, today
what we’re doing enable the growth and enable investment
Spec building of Next
Create the environment UK is about to Gen DC has ceased in Enable the environment
to build UK based and
for Next Gen data centres experience increased the UK and most is
owned next genera@on
data centre demand being built by cloud
to be built players outside of UK
data centre
Create innova@on
Regenerate the Inward Effec@ve IP ownership clusters with
investment and commercialisa@on collabora@on at their
economy through heart
Enable growth sectors
of Low Carbon, Drive economic
regenera@on through
Create the plaPorm for Capitalise on the public
sector transforma@on
Healthcare, Crea@ve
SMEs and startups with
sustainable future growth opportunity
and Digital industries
and Advanced
appropriate
manufacturing enablement

5. Growth through innova@on and collabora@on
GROWTH IS DRIVEN THROUGH NETWORKS, RELATIONSHIPS
SMEs and STARTUPS AND COLLABORATION
11,000 businesses that generated 20% or higher Collabora@on Programmes
average annual employment growth over a three‐ generate significant benefits for
year period were responsible for crea@ng 54% of UK companies, through
improved rela@onships and
new jobs
networks, access to new or
NESTA: Vital Growth 2011 significantly improved tools or
methodologies and other forms
of intellectual property
The majority of jobs each year in the UK are created
by small firms. Out of a total of 2.61 million jobs BIS Innova@on and research
strategy for growth – Dec 2011
created on average each year between 1998 and
2010 exis@ng small firms (less than 50 employees)
contributed 34% (0.87 million jobs) while start‐ups For UK firms, being innova@ve is
contributed a further third (33%) – another 0.87 strongly associated with high
growth, with innova@ve businesses
million jobs. growing twice as fast as non‐
innova@ve ones.
NESTA: JOB CREATION AND DESTRUCTION IN THE UK 1998‐2010:
NESTA: Vital Growth 2011

6. Innova@on, growth and jobs
GROWTH IS DRIVEN US VENTURE BACKED
THROUGH SMEs and COMPANY EMPLOYMENT
STARTUPS 2000‐2010
The case of the US
VC funding drives U.S.
job crea@on and economic
growth by helping
entrepreneurs turn
innova@ve ideas and US VENTURE BACKED
scien@fic advances into COMPANY REVENUE
products and services. 2000‐2010
* Venture Impact: The Economic Importance of
Venture Backed Companies to the U.S. Economy

7. Proposed UK collabora@on infrastructure
NATIONAL Glasgow
Hub and spoke network of Edinburgh
innova@on clusters in all the
Core Ci@es. Linked by
collabora@on agreements and
physical networks Newcastle
TECHCITY UK Belfast
Manchester Leeds
Feeds from the Core City clusters SHEFFIELD
and enables the globalisa@on of Liverpool
proposi@ons and inward Nomngham
investment facilita@on
Birmingham
Cardiff
LONDON
Innova-on Hub Bristol
New data centre village infrastructure
Poten-al data centre loca-on

8. UK PLC business plan
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9. Why digital?

10. It’s not just about broadband
LIMITING • Efforts are primarily focused on high‐speed data networks for transforma@on
• Limited planning and capability in na@onal digital infrastructure, outside of
FACTORS the push to ‘high‐speed broadband’
• Opportunity for game changer to open future poten@al – need to complete
the digital infrastructure, rather than just have the ‘highways’ in isola@on.
FIXED HOW? • Government plays a substan@al role in s@mula@ng growth
• No private sector en@ty will create the next genera@on datacentre
infrastructure required without Government lead in today’s climate
• Combined approach of procurement, incen@ves and policy the key to
s@mula@ng the investments
+ + =!
WE MUST CREATE THE END TO END TECHNOLOGY INFRASTRUCTURE
Next Genera-on Developed Economic Growth
Superfast Broadband Data Centre Tech Ecosystems Engine

11. Digital drives transforma@on
Advanced
CDI Healthcare Low Carbon Manufacturing
Digital technologies are Allows simula@on and
Technological Delivery of tele‐
an integral part of op@misa@on of
innova@on and new healthcare and the
transi@oning to a Low advanced
thinking in areas such as ability to develop new
Carbon economy by manufacturing
design, content or mechanisms for remote
• replacing goods and techniques and
computer games diagnos@cs are
services with virtual processes, such as
manufacture. underpinned by digital
equivalents • Rapid Manufacturing,
Strong cultural and technologies.
• offering virtual • Computer Numerical
crea@ve sector helps to
technologies that Control and Virtual
make regions more Effec@ve broadband
allow online Manufacturing.
aorac@ve places to live networks are also an
shopping, • Concurrent and
for highly skilled integral part of
teleworking and Collabora@ve Product
workers in other developing new
access to online Development.
sectors. healthcare tech.
public services.
Digital underpins the major business plan ini@a@ves for economic growth in the SCR and the
country. It enables transforma@on and delivery in these and all other sectors.

12. Digital drives open collabora@on and results
OLD
CLOSED
COMBINES STRENGTHS
• Linear and slow EFFICIENT
• Proprietary knowledge Brings together assets and
• Ideas as strategic Eliminates replica@on and
enables best of class
advantage ensures best use of resource
• Mentors
• Learn by reverse‐
engineering
• Progress by shoulders CROSS SECTOR
of giants Enables cross‐selling and INNOVATION READY
• Wisdom of experts
cross‐fer@lisa@on between Open collabora@on between
NEW industry segments all par@es s@mulates
OPEN INNOVATION innova@on
THROUGH COLLABORATION
• Exponen@al,
networked, quick PUNCHES ABOVE WEIGHT
• Shared knowledge
• Ideas shared and
Establishes the proposi@on
enhanced of “sum of the parts =
• Industry specific mentors
• Lessons learned benefit all
greater than”
• Progress by peer review
• Wisdom of crowds

13. Cloud Compu@ng is unstoppable
OPEN SOURCE TECHNOLOGY IS MATURING
• Core technologies which underpin all
Internet giants are open source
• It boasts the largest and most flexible
OPEN STANDARDS
R&D resources on the planet • Powered by a ubiquitous network –
The Internet!
COST OF ENTRY TYPICALLY FREE
• Enabled by low cost model and ability UNDERLYING INFRASTRUCTURE
to access economies of scale SUPER EFFICIENT
• Next gen Data Centres cos@ng 40%+
less to run
DRIVES USER PRODUCTIVITY
• Through digital devices that empower
the end users

14. The plan
Datacentre/Innova@on/Transforma@on

15. What are we doing?
NEXT GENERATION DATACENTRES: Large scale and as
green as possible, capable of hos@ng financial services,
G‐Cloud and all our current and future requirements
ESTABLISH OPEN COLLABORATION and somewhere
for that to happen i.e. INNOVATION clusters
(both physical and virtual).
Underpin with PIVOTAL PROJECTS to drive usage in
datacentres as well as economic benefit.
Public Sector TRANSFORMATION is a specific priority

16. Next Genera-on
Data Centre
Datacentre/Innova@on/Transforma@on

17. Next Genera@on Data Centre – Why?
FUNDING INWARD INVESTMENT
Enabling the right investment As a result of establishing material
condi@ons will create a project that data centre footprint in the SCR,
will enable significant private funding follow on investment and proximity
to be raised. developments will occur.
MARKET OPPORTUNITY GROWTH AND REGENERATION
The world is moving to cloud. Cloud will Data centres enable commercial
enable economic transforma@on and ac@vity and are a draw for follow
will be a significant revenue opportunity on development (Dulles Technology
in the next few years. SCR has the ability Corridor in Ashburn, Virginia for
to take a significant market share. example).

18. SCR is the right loca@on for Data Centres
CLIMATE
Sheffield City Region’s climate is just right. SCR IS
With a west to east wind for free year OPTIMA
round cooling. L
POWER
SCR sits on one of highest
concentra@on nodes of the
UK high voltage network.
SITES COMMUNICATIONS
Thanks to its industrial heritage, Digital Region provides private dark
SCR has LOTS of low cost sites fibre backbone, central UK loca@on.

19. The value of Next Genera@on Data Centre Development in the UK
ESTIMATED REQUIREMENT FOR UK
20 million u2 for public sector,
academia and major corporates DEVELOPMENT VALUE
including financial services £1k/u2 means it’s a £20bn infrastructure
development opportunity
ENABLING
tens of thousands of commercial
construc@on jobs & £4bn manufacturing
opportunity & catalysing low carbon
developments
DRIVING
HOSTING
a £x00bn services
a £40bn technology
opportunity
opportunity

20. Collabora-on
Datacentre/Innova-on/Transforma@on

21. Sheffield City Region ‐ Collabora@on
BARNSLEY DONCASTER
Digital Media Centre Business Innova@on
Centre
SHEFFIELD
Digital Campus,
Worksta@on, STP, ROTHERHAM
University facili@es RIDO Fusion Business
Centre
Proposed
TechCity
Campus
PHASE 1 OF COLLABORATION
Links all exis@ng assets (networks and
incubators), crea@ng the collabora@on centre
BASSETLAW
network.
The Turbine
Innova@on Centre
PHASE 2 OF COLLABORATION
Wholesale Data centre infrastructure
and associated ‘TechCity’ establishing
NE DERBYSHIRE
Westhorpe CHESTERFIELD the physical hub.
Innova@on Centre Tapton Park
innova@on Centre

22. Where to collaborate? TechCity
• Physical and virtual hub and
WHAT IS IT? spoke network achieved in 2
phases – Phase 1: in exis@ng
buildings, Phase 2: in
TechCity Campus
(right)
TECH CITY • Structured management and mentoring methodology (Techstars model)
bring sectors and actors together to collaborate (start‐ups, spin‐outs, SME
COLLABORATION development, Public Sector transforma@on)
ECOSYSTEM • Creates solu@ons and s@mulates new business development
• Provides the environment for engagement with public sector, private sector,
schools as well as further educa@on and higher educa@on
BUILDING ON • Building on the region’s successes in Advanced Manufacturing, TechCity Sheffield
will have strong supply chain and voca@onal academic interac@ons across the
SUCCESS City Region’s chosen themes of healthcare, low carbon and crea@ve and digital
• Emula@ng the success of TechCity UK in Shoreditch.

23. SCR is the right loca@on for a TechCity
DIVERSE ECONOMY
PHYSICAL ENVIRONMENT SME dominated, and SCR IS
SCR is a great place to live covers all from big city, OPTIMA
and work with a low cost of big town, small town L
living and the Peak District semi‐rural,
Na@onal Park in easy reach. to rural
COMMUNICATIONS
WORLD CLASS capabili-es and SCR has the largest independent
heritage to leverage super fast broadband network
2 major universi@es – University reaching 1.2 million consumers
of the Year 2011. World class in & 40,000 businesses
advanced manufacturing enabling swiu deployment
& materials, CDI, of next genera@on services
Healthcare,
and Low carbon

24. Not just a steel Heritage – strong CDI history
LONG HISTORY OF CDI
• Cultural industries quarter developed mid‐1980s
• Strong gaming hub developed in 1980s
• Souware & IT services cri@cal mass
• Elearning hub established mid 2000s
HUGE GROWTH
CDI in the Sheffield city region are growing at a faster
rate than anywhere else in the UK in terms of specialist
companies and new jobs.
Circa 50,000 people employed in CDI sector
(1/6 of the SCR workforce)
COMPLEMENTS other
northern core ci@es CURRENT CORE STRENGTHS
Manchester Media Crea@ve, business processes
Leeds professional services & cloud adop@on
Newcastle Bio
Liverpool Culture

25. SCR ‐ Gateway to the North
MANY GRADUATES
University of Newcastle
PRODUCED
!"#$%&'#()*+,*:+&(.549%&03"1
FE & HE graduates in SCR
!"#$%&'#()*+,*-5"1%&03"1
Ca. 100,000 per annum
!"#$%&'#()*+,*<%%'#1%
University of Leeds Ca. 20,000 Computer Science
Leed Metropolitan University
University of York
graduates within 1hr travel of SCR
=5&.34*!"#$%&'#()
York St John
!"#$%&'#()*+,*-.%/%01
-.%/%01*230034*!"#$%&'#()
Lancaster University
2511%&'6%01*!"#$%&'#()
University
+,*2500 Lincoln University NOT ENOUGH HIGH
Manchester University
Manchester Metropolitan University
Salford University
:+;"8.34*!"#$%&'#()
:+;"8.34*<&%"(*!"#$%&'#()
VALUE JOBS
!>?-<
Liverpool University 7+58.9+&+58.*!"#$%&'#() SCR has the best graduate
7#$%&@++0*2+@%*!"#$%&'#()
Liverpool John Moores University reten@on in the UK but has not
=%&9)*!"#$%&'#()
leveraged that into significant
high value jobs growth
therefore has significant
LONDON internal untapped scale.

26. Collabora@on = improved success
“
TOO EARLY FOR VENTURE CAPITAL OPEN AND
TOO EARLY FOR COLLABORATIVE INNOVATION
Hosted by public sector, led by private sector
To succeed in the
VENTURE • Problem iden@fica@on
global innova@on • Solu@on proposals
CAPITAL • Different audiences in one environment
economy, the UK • Single set of rules of engagement
must strengthen its • IP protected by clear new governance framework
ability to accelerate
the commercialisa@on
of emerging IN PARTNERSHIP COLLABORATIVE FUNDING
technologies, and to • Co‐funding to remove risk from VC and improve chances
capture the value • Business development
• S@ll benefi@ng from environment
“
chains linked to these.
The private sector is
always going to be
central to innova@on.
• IP s-ll protected by clear new governance framework
READY FOR VENTURE CAPITAL BETTER PROPOSITIONS
• Beoer customer focused solu@ons
• Fast to market
• More effec@ve industry road mapping
BIS ‐ Innova@on and • More investable proposi@ons
Research Strategy for • IP protected by funded company or vehicles
Growth – Dec 2011

27. Collabora@on works
BUSINESS PUBLIC SECTOR UNIVERSITY &
ACCELERATION TRANSFORMATION PRIVATE SECTOR

28. Transforma-on
Datacentre/Innova@on/Transforma-on

29. Transforma@on through innova@on
“
INNOVATION CAN BE
ENABLED BY GOVERNMENT
• Opening up access to data, informa@on and research
that is held within the public sector so its economic
and social value can be maximised;
Cumng red tape to ensure that rules and regula@ons
PIVOTAL PROJECTS
WILL STIMULATE
GROWTH AS
TECHNOLOGY AND
•
do not inhibit new business models; COLLABORATION
• Mobilising resources and new partnerships around DRIVE INNOVATION
big societal challenges through the use of
Inducement Prizes;
Public Sector Smart
• Ac@ng as a Lead Customer – as a major and early Services Plaxorm infrastructure
user of goods and services the public sector is a Digital Region
source of demand for new forms of innova@on,
especially in areas such as health, transport and
urban development and its scale provides an early
market to grow new business models, technologies
and services.
“ Design and
manufacturing
plaxorm
E‐learning
Healthcare
transforma@on
BIS ‐ Innova@on and Research Strategy for Growth – Dec 2011

30. ICT underpins Public Sector transforma@on
Public sector
Service Delivery
transforma-on of
services needs
• shiu to cloud SI contract driven and predicated Client Innova-on –
including 3rd party par-cipa-on
infrastructure
• collabora@ve
plaxorm PlaPorm as a service partnership – inc key tech companies
Value added SaaS: Applica@ons, Desktops, User security & policy etc…)
development
• more
accessible Infrastructure
procurement (Commodity IaaS: compute, storage, network, DB, applica@on infrastructure etc… )
environment Data Innova@ve cloud &
Center 1 virtualised services
Current hosted
services Data Data
Center 2 Center 3

31. Public Sector Transforma@on
WORKING MODEL OF
PUBLIC SECTOR
COLLABORATION AND UK GOVERNMENT
TRANSFORMATION UK PUBLIC SECTOR
ICT STRATEGY
SEEKING TO
• Swedish public sector • ICT strategy recognising
collabora@on for
TRANSFORM shiu to cloud and
procurement and • UK Local Authori@es requirement for open
development of collabora@ng and source as well as
transforma@ve services discussing collabora@ve
transforma@onal projects development and easier
but not mainstream procurement
ac@vity • Published March 2011
• Ongoing since 2005 • Socitm 2011 • Delivery plan Dec. 2011

32. Digital Region
Datacentre/Innova@on/Transforma-on

33. Digital Region – some numbers
DIGITAL REGION Network is 1,200Km long with
WHAT IS IT?
Next genera@on FIBRE NETWORK connec@ng 1589 new street cabinets
more than half a million premises and forty installed including space for
thousand businesses in the region on an expansion
infrastructure capable of delivering a
97% coverage
minimum of 40‐100Mbps symmetrical
broadband speeds using state of the art
when complete
technology.
54 Exchanges in the region to house 1.3 million people
equipment for both VDSL and ADSL 546,000 homes
15 Designated Business Exchanges for 40,000 businesses
Fast and Gigabit Ethernet

34. How is Digital Region different?
Unprecedented reach in Technically superior Ahead of the curve ‐ Next A carrier with a social
Sheffield City Region product Genera-on Network NOW conscience Owned by
• 97% coverage South • Assured service, • End2end delivery of 4 • Ac@vely working to • 4 local authori@es –
Yorkshire when Average speed of separate secure solve digital inclusion Sheffield, Barnsley,
complete 37Mbps virtual networks challenges Doncaster, Rotherham
• Demographics include • VDSL2 technology enabling security, • Commercially neutral • Go to market strategy
large city, large and • IL3 accredita@on health and eGov with a social and via partners that want
small town, semi‐rural. delivery alongside economic development to deploy next
• PSN compliant
• Enabling connec@vity consumer services agenda genera@on and
between consumers, • Ideal R&D environment disrup@ve services
businesses and public for the development of
sector infrastructure disrup@ve services
• Largest independent
NGN in Europe

35. Able to support transforma@on Supports Public
Sector Service
Consumers delivery
Ci-zens
Business transforma@on
Value Added Services (VAS)
Mul@ple partners resul@ng in JVs in order to leverage commercial value of VAS
rollout (incorpora@ng SMEs, OEMs and university partners)
Inclusion strategies
Public sector service delivery
PlaPorm and reach ‐ Product and soiware
Infrastructure
(Commodity IaaS: compute, storage, network, DB, applica@on infrastructure etc… )
Data
Current hosted Centre 1 Innova@ve cloud &
services virtualised services
Data Data
Centre 2 Centre 3

36. Opportunity is to “build on‐top”
Phase 1 Fibre Ubiquity can be Tier 1 applica@on
almost provided by partners must be
completed overlaying engaged to
providing 82% wireless leverage the
Foc coverage capability on to network
Digital Region

37. In conclusion
Outcomes and next steps

38. Timetable – high level
launch
collabora@on
centre, launch
call for
par@cipa@on
internal and commence
external to SCR, DC development
launch start‐up
compe@@ons commence
UK Government
in each of the TechCity hub
engaged –
5 plaxorm development
project
CDI project areas, operate
established as
proposal Hub in interim commence
LEP priority first DCs
developed facility fundraising
open
Project process
created
2009 2011 2012 2013
Q1 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
process confirm confirm Launch new
development of
established level of development V1 of each TechCity
project proposal
to determine UK Gov. plan for each of of the 5 plaxorms hub facili@es
completed and
government support for the 5 plaxorms ‐ itera@ve open
gained key
partner support support project development
sign contracts thereauer
establish with first round
ini@al set of of key DC
LOIs with tenants
key DC
infrastructu
re tenants

39. The project ecosystem
LEP Board
Tech City Sheffield Programme Board (Chaired by John Mothersole – SCC CEO)
CEO (needs
Management structure hiring)
Project University Commercial Public sector
Management team team team
Professional Services (legal, accoun@ng, funding)
Infrastructure Collabora-on model and communica-ons strategy PlaPorm projects
Datacentre Campus TechCity Segments Public Sector Smart
Crea@ve and Healthcare Advanced Services Plaxorm infrastructure
Low Carbon
Digital Region Digital technologies Manufacturing
Digital Region
E‐learning
Collabora@on Centre Participants
Design and
manufacturing Healthcare
Research and Public sector Private sector
Tenant space plaxorm transforma@on
skills Policy, economic LEP sector groups,
Universi@es, development, entrepreneurs,
Colleges, service mentors,
Schools, prac@@oners, investors, service
Private Local Authori@es, providers,
providers, Fire, Police, corporates,
Students Health and supply chains
Central Gov.

40. Funding collabora@on
Innova@on and
PROGRAMME Economic Development PROJECT
FUNDING FUNDING
Collabora@on func@ons
Tech Accelerator
BPRA
TIF
Enhance Capital
Allowance PropCo(s)
Financed Leverage
Business rates private sector Buildings and associated infrastructure
Public sector funding
Rental
guarantee
Jessica

41. What’s needed to make this work?
Enabling the right investment condi@ons
CONDITIONS through policy and considered incen@ves
will catalyse the project and enable
significant private funding to be raised.
Commitment to establishing the Tech City
model to all core ci@es / city regions.
PROCUREMENT Ensuring that the condi@ons are set for
public sector technology transforma@on to
cloud, the follow on is to establish the
parameters of open procurement.
COLLABORATIVE Public Sector ac@ng as a Lead Customer –
APPROACH as a major and early user of goods and
services the public sector is a source of
demand but will let the Private Sector lead
on solu@ons.

42. References
1. BIS ‐ 11‐1387‐innova@on‐and‐research‐strategy‐for‐growth – Dec 2011
hop://www.bis.gov.uk/innova@ngforgrowth
2. NESTA – Growth Dynamics hop://www.nesta.org.uk/publica@ons/assets/features/growth_dynamics
3. NESTA – Vital Growth 2011
4. NESTA – Job Crea@on and Destruc@on 1998‐2010
5. NESTA – The Startup Factories, June 2011
hop://www.nesta.org.uk/publica@ons/assets/features/the_startup_factories_report_feature
6. Governement ICT strategy – March 2011 hop://www.cabinetoffice.gov.uk/content/government‐ict‐strategy
7. Government ICT strategy, strategic implementa@on plan – Nov 2011
hop://www.cabinetoffice.gov.uk/content/government‐ict‐strategy‐strategic‐implementa@on‐plan
8. Sambruk, hop://www.sambruk.se/
9. Socitm, hop://www.socitm.gov.uk/
10. Techstars, hop://www.techstars.com/
11. Plugnplay, hop://www.plugandplaytechcenter.com/
12. Ycombinator, hop://ycombinator.com/
13. South Yorkshire Local transport plan hop://www.syltp.org.uk/
14. Venture Impact: The Economic Importance of Venture Backed Companies to the U.S. Economy
hop://www.nvca.org/index.php?op@on=com_content&view=ar@cle&id=255&Itemid=103
With thanks to
for imagery