This document discusses accelerating product venture development in India. It outlines the need to shift focus from services to innovative products that can generate more foreign exchange. An open ecosystem is proposed, with technologists, investors, incubators and a supportive supply chain and tax system. Key elements include identifying promising ventures, providing resources and funding, establishing performance metrics, and influencing industry and tax policies to promote globally competitive product startups in India. This could transform small ventures into large profitable companies and boost the economy.
Mp1 1 Innovative Demand Side RelationshipsECR Community
This document discusses the importance of innovation in driving demand and growth, especially in mature markets. It notes that both retailers and suppliers have become risk averse and focused on efficiency rather than innovation. There are several systemic barriers that inhibit innovation, including a lack of long-term alignment and planning between retailers and suppliers, financial constraints, and a lack of data sharing. The document proposes that establishing industry standards and measures around innovation could help unlock growth opportunities estimated at €42 billion by enabling more effective collaboration.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
From Idea to Product, Course Lectures Samples PromoMotaz Agamawi
This document is a course on technology commercialization that defines key concepts like creativity, invention, and innovation. It discusses the difference between these terms and provides examples. The course also covers types of innovation like incremental, modular, architectural, and radical innovation and identifies key roles in the innovation process like creative sources, champions, and sponsors.
The document discusses business innovation through a 15 page presentation. It covers the scope of innovation, defines innovation, examines innovation strategies through case studies of Cirque de Soleil and Southwest Airlines, presents innovation techniques and frameworks, and discusses implementing innovation through four levels that span from early adopters to mainstream acceptance. The key topics are defining innovation, examining innovation strategies and case studies, outlining innovation techniques and frameworks, and discussing implementing innovation.
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
Learn the fundamental of innovation concepts and foundation for value creation.
Learn Concurrent, reverse, value engineering concept and tools to facilitate successful innovation.
The document discusses the university technology transfer process, including invention disclosure, evaluation, patenting, marketing, licensing, and starting spin-off companies. It notes that universities and industry have different missions and measures of success. The technology transfer process is complex and involves assessing inventions' technical and commercial merits, appropriate intellectual property protection, and valuation methods like cost, market, and income approaches. Negotiating licenses and starting companies also requires understanding different perspectives.
Development of a Model of Product Innovativeness for Large Packaged Software:...Steve Remington
This project uses a design science research (DSR) approach to develop a model of product innovativeness for large packaged (i.e. enterprise systems) software. The project was motivated by the lack of a suitable model to assess the level of innovativeness of business intelligence (BI) software products. The design of the model was informed by a literature-based innovation output indicator (LBIOI) content analysis of 17 years of press releases and publicly available financial records to understand the sources, categories and rate of innovation of typical large BI platform vendor, and a concept-centric literature review of academic research on product and customer innovativeness. The model of product innovativeness for large packaged software (LPS) consists of seven constructs and six associations grouped into an industry perspective and a customer perspective. The industry perspective of the model can be used as stand-alone model to determine the inherent level of innovativeness of a new version of LPS, while the customer perspective can be used in conjunction with the industry perspective to assess the level of innovativeness of a new version of LPS relative to the specific circumstances of the customer. The primary contribution made by this research is the detailed definition of a draft model of product innovativeness for LPS that will be useful for academic researchers and practitioners alike, and the extension of the concept of product innovativeness into IS research. The secondary contribution made by this research is a demonstration that the LBIOI method can be used to describe and understand the nature of innovation for a single software company over an extended period.
Mp1 1 Innovative Demand Side RelationshipsECR Community
This document discusses the importance of innovation in driving demand and growth, especially in mature markets. It notes that both retailers and suppliers have become risk averse and focused on efficiency rather than innovation. There are several systemic barriers that inhibit innovation, including a lack of long-term alignment and planning between retailers and suppliers, financial constraints, and a lack of data sharing. The document proposes that establishing industry standards and measures around innovation could help unlock growth opportunities estimated at €42 billion by enabling more effective collaboration.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
From Idea to Product, Course Lectures Samples PromoMotaz Agamawi
This document is a course on technology commercialization that defines key concepts like creativity, invention, and innovation. It discusses the difference between these terms and provides examples. The course also covers types of innovation like incremental, modular, architectural, and radical innovation and identifies key roles in the innovation process like creative sources, champions, and sponsors.
The document discusses business innovation through a 15 page presentation. It covers the scope of innovation, defines innovation, examines innovation strategies through case studies of Cirque de Soleil and Southwest Airlines, presents innovation techniques and frameworks, and discusses implementing innovation through four levels that span from early adopters to mainstream acceptance. The key topics are defining innovation, examining innovation strategies and case studies, outlining innovation techniques and frameworks, and discussing implementing innovation.
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
Learn the fundamental of innovation concepts and foundation for value creation.
Learn Concurrent, reverse, value engineering concept and tools to facilitate successful innovation.
The document discusses the university technology transfer process, including invention disclosure, evaluation, patenting, marketing, licensing, and starting spin-off companies. It notes that universities and industry have different missions and measures of success. The technology transfer process is complex and involves assessing inventions' technical and commercial merits, appropriate intellectual property protection, and valuation methods like cost, market, and income approaches. Negotiating licenses and starting companies also requires understanding different perspectives.
Development of a Model of Product Innovativeness for Large Packaged Software:...Steve Remington
This project uses a design science research (DSR) approach to develop a model of product innovativeness for large packaged (i.e. enterprise systems) software. The project was motivated by the lack of a suitable model to assess the level of innovativeness of business intelligence (BI) software products. The design of the model was informed by a literature-based innovation output indicator (LBIOI) content analysis of 17 years of press releases and publicly available financial records to understand the sources, categories and rate of innovation of typical large BI platform vendor, and a concept-centric literature review of academic research on product and customer innovativeness. The model of product innovativeness for large packaged software (LPS) consists of seven constructs and six associations grouped into an industry perspective and a customer perspective. The industry perspective of the model can be used as stand-alone model to determine the inherent level of innovativeness of a new version of LPS, while the customer perspective can be used in conjunction with the industry perspective to assess the level of innovativeness of a new version of LPS relative to the specific circumstances of the customer. The primary contribution made by this research is the detailed definition of a draft model of product innovativeness for LPS that will be useful for academic researchers and practitioners alike, and the extension of the concept of product innovativeness into IS research. The secondary contribution made by this research is a demonstration that the LBIOI method can be used to describe and understand the nature of innovation for a single software company over an extended period.
This document discusses the importance of innovation and creativity for engineers. It explores how engineers can innovate through taking risks, making mistakes, arguing with diverse perspectives, and overcoming challenges in the idea generation, development, and application stages of innovation. Examples of both successful (Beats by Dr. Dre headphones) and unsuccessful (Breastlight cancer detection device) innovations are provided. The document concludes by considering whether innovation is still driving growth and thoughts for the future of innovation.
training of Professor Kent Millington (2)HTPBELARUS
This document provides an overview of a presentation on teaching and encouraging entrepreneurship and innovation at Belarus universities. It discusses topics like innovation, opportunity recognition, managing innovation, and developing new businesses. It also covers entrepreneurship risks and rewards, the art and science of building value, identifying opportunities, and considerations for entrepreneurs like innovation and opportunity identification. Finally, it discusses encouraging entrepreneurship through showing young people how to participate, connecting them with experienced entrepreneurs, and providing access to resources through education, technologies, capital, and incentives.
Rm panel at translational rm forum (washington dc; april 6 8, 2011)v.1ProteusVenturePartners
The document discusses the formation of an international coalition called the Regenerative Medicine Coalition (RMC) comprising regenerative medicine translation centers. The goal of the RMC is to accelerate commercialization of regenerative medicine technologies by enabling more capital efficient development, facilitating collaborative projects, and reducing costs and time involved in early stage clinical development through shared resources and advances in platform technologies across member centers.
This document discusses commercialization of technologies developed at ICAR-IARI. It begins with an overview of ICAR's steps towards commercialization over the decades. A 3-tier IP management system is proposed to facilitate commercialization at the institute, zonal, and national levels. Different models for technology transfer are described, including licensing agreements. Key elements of licensing agreements and benefit sharing mechanisms are outlined. Promising technologies identified for commercialization include crop varieties, biopesticides, machinery, and more. Criteria to evaluate technologies for commercialization priority are also listed.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Global R&D – An Update on the Latest Scenario and the Challenges Facing ItChristopher Breach
The document summarizes the evolution of research and development (R&D) and challenges of global R&D. It discusses how R&D has evolved from being centralized in a few countries to being distributed worldwide. It then analyzes different models for organizing international R&D such as ethnocentric, geocentric, polycentric, hub, and integrated network models. Finally, it discusses challenges of setting up global R&D subsidiaries including communication barriers, cultural differences, staff training, and managing dispersed projects across R&D centers.
Today's most robust innovation assessment instrument validated by academic peer review and years of in-market applications. Already used by thousands of professionals across a wide range of industries. Enables systematic and continuous innovation, resulting in improved business outcomes.
Unleashing innovation across the value chainGuneet Gyani
The document discusses unleashing innovation across the value chain. It defines innovation as using existing resources and leveraging external factors like technology and policies to improve efficiency. The document advocates for an "innovation hub" structure within organizations to promote ideation, implementation, sustainability, and permeability of innovation. It provides examples of innovation at Tata Nano and Devi Prasad Shetty Hospitals. The conclusion emphasizes measuring innovation at all levels and tying it to overall performance, delivering value through innovation, and the role of education and government in fostering a culture of innovation.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
This document discusses the benefits of early procurement involvement in innovation projects. It argues that procurement can help reduce life cycle costs the most when involved from the early concept stage, not just later on. An ideal model involves procurement from the start along with supplier involvement throughout the process. However, conflicting goals between procurement and innovation teams can compromise collaboration. The document proposes an optimal collaboration model from strategy down to process to better leverage the competences of both groups for more efficient innovation and fewer issues later on.
University of California, Berkeley Technology Transfer and IP CommercializationOphelia Yeung
The Office of Intellectual Property and Industry Research Alliances (IPIRA) at UC Berkeley manages the university's intellectual property portfolio and supports industry-university research collaborations. IPIRA includes the Industry Alliances Office (IAO), which fosters research partnerships with over 800 companies, and the Office of Technology Licensing (OTL), which licenses UC Berkeley's intellectual property and has generated over $200 million in revenue. IPIRA helps translate UC Berkeley research into commercial products and societal benefits through licensing agreements and the formation of over 150 startup companies.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
The document proposes developing a low-cost portable computing device called MoPC that allows users to access their home or office PC remotely over the internet. It identifies students from grade 9 upwards as the target customer segment, noting the large market size of over 9 million students. The key differentiator of MoPC would be its ability to run standard Windows applications and tools through a remote client, at an affordable price point to address this large student market.
- The India handset market is growing faster than other key markets, with the margin pool expected to reach $3 billion in 2009, growing at a CAGR of 45%.
- Internet penetration in India is growing but remains relatively low, with overall penetration at 17% and top metro areas at 21%.
- Emerging technologies like 3G spectrum and increasing coverage of EDGE networks are expected to drive growth in mobile internet and data services in India.
This document discusses the importance of innovation and creativity for engineers. It explores how engineers can innovate through taking risks, making mistakes, arguing with diverse perspectives, and overcoming challenges in the idea generation, development, and application stages of innovation. Examples of both successful (Beats by Dr. Dre headphones) and unsuccessful (Breastlight cancer detection device) innovations are provided. The document concludes by considering whether innovation is still driving growth and thoughts for the future of innovation.
training of Professor Kent Millington (2)HTPBELARUS
This document provides an overview of a presentation on teaching and encouraging entrepreneurship and innovation at Belarus universities. It discusses topics like innovation, opportunity recognition, managing innovation, and developing new businesses. It also covers entrepreneurship risks and rewards, the art and science of building value, identifying opportunities, and considerations for entrepreneurs like innovation and opportunity identification. Finally, it discusses encouraging entrepreneurship through showing young people how to participate, connecting them with experienced entrepreneurs, and providing access to resources through education, technologies, capital, and incentives.
Rm panel at translational rm forum (washington dc; april 6 8, 2011)v.1ProteusVenturePartners
The document discusses the formation of an international coalition called the Regenerative Medicine Coalition (RMC) comprising regenerative medicine translation centers. The goal of the RMC is to accelerate commercialization of regenerative medicine technologies by enabling more capital efficient development, facilitating collaborative projects, and reducing costs and time involved in early stage clinical development through shared resources and advances in platform technologies across member centers.
This document discusses commercialization of technologies developed at ICAR-IARI. It begins with an overview of ICAR's steps towards commercialization over the decades. A 3-tier IP management system is proposed to facilitate commercialization at the institute, zonal, and national levels. Different models for technology transfer are described, including licensing agreements. Key elements of licensing agreements and benefit sharing mechanisms are outlined. Promising technologies identified for commercialization include crop varieties, biopesticides, machinery, and more. Criteria to evaluate technologies for commercialization priority are also listed.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Global R&D – An Update on the Latest Scenario and the Challenges Facing ItChristopher Breach
The document summarizes the evolution of research and development (R&D) and challenges of global R&D. It discusses how R&D has evolved from being centralized in a few countries to being distributed worldwide. It then analyzes different models for organizing international R&D such as ethnocentric, geocentric, polycentric, hub, and integrated network models. Finally, it discusses challenges of setting up global R&D subsidiaries including communication barriers, cultural differences, staff training, and managing dispersed projects across R&D centers.
Today's most robust innovation assessment instrument validated by academic peer review and years of in-market applications. Already used by thousands of professionals across a wide range of industries. Enables systematic and continuous innovation, resulting in improved business outcomes.
Unleashing innovation across the value chainGuneet Gyani
The document discusses unleashing innovation across the value chain. It defines innovation as using existing resources and leveraging external factors like technology and policies to improve efficiency. The document advocates for an "innovation hub" structure within organizations to promote ideation, implementation, sustainability, and permeability of innovation. It provides examples of innovation at Tata Nano and Devi Prasad Shetty Hospitals. The conclusion emphasizes measuring innovation at all levels and tying it to overall performance, delivering value through innovation, and the role of education and government in fostering a culture of innovation.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
This document discusses the benefits of early procurement involvement in innovation projects. It argues that procurement can help reduce life cycle costs the most when involved from the early concept stage, not just later on. An ideal model involves procurement from the start along with supplier involvement throughout the process. However, conflicting goals between procurement and innovation teams can compromise collaboration. The document proposes an optimal collaboration model from strategy down to process to better leverage the competences of both groups for more efficient innovation and fewer issues later on.
University of California, Berkeley Technology Transfer and IP CommercializationOphelia Yeung
The Office of Intellectual Property and Industry Research Alliances (IPIRA) at UC Berkeley manages the university's intellectual property portfolio and supports industry-university research collaborations. IPIRA includes the Industry Alliances Office (IAO), which fosters research partnerships with over 800 companies, and the Office of Technology Licensing (OTL), which licenses UC Berkeley's intellectual property and has generated over $200 million in revenue. IPIRA helps translate UC Berkeley research into commercial products and societal benefits through licensing agreements and the formation of over 150 startup companies.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
The document proposes developing a low-cost portable computing device called MoPC that allows users to access their home or office PC remotely over the internet. It identifies students from grade 9 upwards as the target customer segment, noting the large market size of over 9 million students. The key differentiator of MoPC would be its ability to run standard Windows applications and tools through a remote client, at an affordable price point to address this large student market.
- The India handset market is growing faster than other key markets, with the margin pool expected to reach $3 billion in 2009, growing at a CAGR of 45%.
- Internet penetration in India is growing but remains relatively low, with overall penetration at 17% and top metro areas at 21%.
- Emerging technologies like 3G spectrum and increasing coverage of EDGE networks are expected to drive growth in mobile internet and data services in India.
This document provides an overview of secure cloud hosting best practices for enterprise messaging solutions. It discusses the benefits and risks of cloud computing, as well as common deployment and service models. The document then focuses on Infinite Convergence's Enterprise Messaging Service (EMS), which is hosted privately and securely at Infinite's premises. Some key security practices for EMS include robust identity and access management, comprehensive monitoring and metering, adherence to service level agreements, and lifecycle management of applications and data. Virtualization is also discussed as the core technology enabling efficient cloud hosting.
This document is a website development proposal from Putuadi Creative Media Production. It proposes a 5-step process for developing a website including research, strategic planning, design, programming, and quality assurance. The proposal estimates the total cost to be $800 USD to develop the site within 2 weeks, including 10 pages and basic features. Payment would be made in phases with a $400 deposit required upon signing and the remainder due on delivery of pages and launch. The proposal seeks to outline the full scope of work and ensure the developed site meets the client's goals and expectations.
The document is a proposal from WebPixTrics to design a website for XXX Company Pvt. Ltd. It includes an overview of WebPixTrics, their mission, vision and team. The proposal outlines a 5 step process for developing the website including preliminary research, strategic planning, graphic design, front-end programming, and quality assurance. It proposes delivering all specified pages and features using technologies like HTML, PHP, MySQL, JavaScript and more. The estimated budget and payment terms are also included along with responsibilities of both parties.
This is a sample Website proposal that anyone can use for sending it to client. The context for this sample website was an airline client that wanted a new mini-site developed for their Chinese market. Please feel free to reach out for more information by emailing us at: info@digitaljungle.agency
Here are the slides from my talk at @media in London two weeks ago titled "Professional Frontend Engineering." I had four goals for the talk.
Put a stake in the ground.
Reiterate our values.
Advocate the discipline.
Nurture a healthy Web.
The goals were threaded throughout the four sections of the talk::
Historical Perspective
Our Beliefs & Principles
Knowledge Areas & Best Practices
Why It All Matters
The professionalization of frontend engineering is a topic I'm passionate about. I think it is critical to the advancement of the Internet.
Presented May 30th, 2008, in London at the @media conference in the plenary opening day two.
Finding 3: The failure modes for transition-to-scale-up include both false positives and false negatives. CIUs do well to study both.
Large enterprises face challenges transitioning successful concepts from corporate innovation units (CIUs) to the core business for scaling. There are three types of failures: 1) false positives where concepts appear successful in the CIU but struggle in the core business, 2) false negatives where concepts fail in the CIU but are later successful elsewhere, and 3) downstream false negatives where concepts appear successful in the CIU but later struggle in the core business and are abandoned. Analyzing both successes and failures can provide insights but few firms thoroughly studied post-mortems, missing opportunities for learning
This document outlines a process for product development that includes market assessment, pro forma financial analysis, concept development and demonstration, stage gate processes, enabling technologies, bootstrapping, technology roadmaps, product planning, partnering, IP management strategies, and implementation roadmaps. It emphasizes the importance of clear metrics, understanding customer needs, estimating costs and revenues, and integrating internal and external stakeholders through integrated product teams.
The document discusses the growth of business accelerator programs in Europe. It provides background on Startup Bootcamp Europe, which was formed through a partnership between Startup Bootcamp Denmark and Tetuan Valley Spain. The objective is to launch Europe's top accelerator program with multiple chapters under one fund. Startup Bootcamp Europe will run local accelerator programs in Denmark, Spain, and Ireland (through a new partnership with Bandwidth Ventures) and aims to raise a 15-20 million euro fund to finance startups across its chapters.
TDB Seed Support Scheme @ Venture Centerventurecenter
The document discusses guidelines and practices for the TDB Seed Support Scheme run by Venture Center. The scheme aims to support early-stage technological entrepreneurs who are developing products but are unable to attract commercial funding. It provides funding of 5-15 lakh rupees for activities like product development, testing, marketing, and operations. The management committee evaluates proposals and decides on investments. Venture Center is responsible for managing the fund and supporting portfolio companies. Evaluation involves assessing the technology, market, team, funding request, risks, and conducting due diligence.
This document provides an overview of incubators, accelerators, co-working spaces, and internal corporate accelerators. It discusses the reasons for establishing these programs, including driving economic growth, innovation within large companies, and empowering communities. The key aspects of each model are outlined, including value propositions, cash flows, equity structures, and methodologies used. Tips are provided for creating successful programs, such as ensuring the right expertise and networks are in place and that the model is adapted to the local context. The overall purpose is to introduce common concepts around these programs to entrepreneurs and businesses.
The document discusses venture capital finance and the venture capital process. It explains that venture capital is a form of financing provided to startups and growing companies. Venture capital investments go through several stages from seed funding to help establish an idea, to multiple growth stages where capital is used to expand operations and marketing. The final stage is an initial public offering where the company sells shares to the public and founders can gain liquidity. In addition to funding, venture capital firms provide operational support and access to networks to help portfolio companies succeed.
The document discusses venture capital finance and the venture capital process. It explains that venture capital is a form of financing provided to startups and growing companies. Venture capital investments go through several stages from seed funding to help get a company started, to multiple rounds of funding as the company grows and achieves milestones. The document outlines the typical stages a company goes through to acquire venture capital financing and the roles that venture capitalists play in supporting the growth of portfolio companies beyond just providing money.
[Case Study] Launching Innocent + Developing a new product for the teeth whit...Riri Kusumarani
Two chapters as group discussion. The first is about new product development for Teeth Whitening product. The second is about launching new product of Juice called Innocent. Group members : Tumenast Erdenbold,Edwin Opare and Riri Kusumarani.
Overview of the Commercialisation Australia Funding Program, presented by Sheryl Frame, WA Case Manager, Commercialisation Australia at ICWA R&D Workshop held on 14 November 2012 at the Jakovich Function Centre in Henderson.
Kerala Startup Mission (KSUM) provides support to technology startups in Kerala through various stages of incubation. The incubation process includes a pre-incubation stage where entrepreneurs develop their ideas, an incubation stage where they build market-viable prototypes, and an accelerator stage where they address business challenges. Entrepreneurs receive funding, mentoring, training, and workspace resources from KSUM. To be eligible for membership in KSUM's incubation program, startups must be technology-focused, demonstrate business viability and a need for services, and have a sound business plan. Selection is competitive and based on an application and presentation review process.
Please contact with all your travel needs to
Info@VisitKerala.com , VisitKerala2020@gmail.com
We give best services to our clients. Kindly visit us in http://www.visitkerala.com , https://www.facebook.com/Kerala
The document provides steps and information for setting up a small-scale industrial project in India. It discusses selecting an idea and viable product, conceptualizing the project, arranging finances, developing the unit including registration, and obtaining necessary approvals. Key steps include selecting a product and process, arranging finances, developing the unit site and obtaining utilities, hiring staff and procuring machinery and materials, registering the SSI unit, and ensuring required approvals are in place.
Innovate UK is to offer up to £10 million in loans to SMEs for innovative late stage projects. The aim of this competition is to provide loans to help SMEs to undertake game-changing innovations with strong commercial potential across any sector or industry. Innovation loans will offer affordable, patient, flexible, repayable funding for later-stage research & development projects with a clear route to commercial success.
More information can be found here: https://ktn-uk.co.uk/news/innovation-loans-open-competition-briefing-dates-announced
Or watch the webcast here: https://youtu.be/vAOV4tFHFmE
The deadline for registration for this Open Innovation Loans competition is 29th August and the application deadline is noon on 5th September 2018.
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.
The document discusses several key aspects of developing a successful business plan and startup. It notes that the business plan helps critically analyze the business idea by testing the financial plan's vulnerability, evaluating internal coherence, and highlighting potential errors. Several essential elements of an effective business plan are outlined, including the executive summary, product/service details, target market analysis, management team bios, and financial projections. It also stresses that startups are highly vulnerable due to issues like lack of skills, inadequate market knowledge, weak planning, and an overemphasis on technology rather than customers.
Jill Leonard, Enterprise Ireland - National Contact Point (NCP) for SME’s in Innovation in Horizon 2020 used these slides at an Entrepreneurs Anonymous event the 28th February 2017 in Dublin.
Jill has a background in Business and Organisation Development in innovative companies. She is experienced in legal and financial issues relating to Horizon 2020 and has worked with many of Ireland’s successful companies in Phase 1 and 2 of the SME Instrument.
EU Funding for SME’s – Is it for Start-ups?
• The SME Instrument in Horizon 2020
• Who should apply?
• What makes a successful application?
• Profile of successful SME’s
• Funding and Costs
• Support for SME’s
Business Planning in Real Life, Part 1John Doxaras
In the context of "Innovation and Entrepreneurship" course of Health and Exercise MSc of University of Thessaly we gave the following lecture on business planning (http://www.pe-uth.gr/msc/). We adopted a case study approach elaborating on a project that resonates with the background of the majority of the students in the class, originating from medical, coaching and nutritionist backgrounds.
In particular we describe a fitness and biorhythms monitoring portal where end users upload their trainings and life-casting behaviors, socializing and getting advices from experts on fitness straining, diets, supplements and apparel!
1. Accelerating Product Venture Development in India
K. Jagannath Rao Email: jagan339@yahoo.com
Current Scenario
Successful Industries are the backbone of the country. In contrast to developed countries like the USA,
there are very few instances in India, where Product Ventures have transformed into large profitable
companies. A few exceptions are companies like Tata, Reliance & Godrej.
While the service industry & BPO has been a good starting point for globalization, high value global
products have the potential to bring in much more foreign exchange. Most of the Industries in India
(especially those in the software and services sector) have negligible R&D investments. Tax & Export
laws are friendlier to FDI (foreign direct investment). It is therefore not a surprise that “Service”
overrides “Innovation” with few instances of companies like Hewlett Packard, Intel, Nokia, Levi’s or
LG (which present a formidable brand presence as well) making it in India. This is despite the country
possessing a wealth of talent (which in fact the very same companies utilize to create their own products
and profit pools in their home country).
Taking the example of the a high growth market like the mobile phone, the country employs close to
10,000 professionals in the service industry in companies such as Nokia, Motorola, Samsung, Wipro,
Sasken etc. This brings in appx. Rs. 2250 crores ($500M) in FE. But India is also a big consumer with
120 Million phones being added yearly. The sale of these products in India generates revenue close to Rs.
36,000 crores ($8B) FE outflow. This outflow is more than 15 times the FE inflow even with local
manufacturing.
A change of focus to global product markets can come from established business houses who might
consider the M&A route or develop products with in-house R&D. There are several technology
development initiatives such as TDB, TPDU and Research initiatives such as NMITLI and Institutional
funding that are open to such companies.
Objective: When it comes to creating new innovative products, startup Ventures have inherent
advantages over large companies and these have been leveraged very well in the western economies. The
objective of this paper is to identify opportunity areas and suggest improvements that can help Product
Startup Ventures in India and help move from small scale sector to become globally competitive
companies and contribute to economic growth.
Sizing up the Venture Challenge
A venture is successful when Technologists, Entrepreneurs and Investors partner together to create and
sustain a profitable business enterprise. This usually goes through several stages as shown below, but
often out of sequence and with much more complex iterations.
Ideation/ Goto market &
Consumer Study/ Commercial Scaling Up
Prototype Product Trial
ization
Overlap
Debt,
Seed Debt, Round
Incubation Fund Roun
C,D
d A,B
IPO
Technologist
Ventur
e
Entrepreneur Investor
2. Startups ventures, as a result, face several technology, product, market and execution challenges:-
Fuzzy Front-end: This is the early stage where the product/solution is not even defined.
Technology feasibility, Market forces, Uncertainty of actual opportunity, Product definition
and financial issues are debated going through several iterations until the product idea is
conceived.
Cost & Value proposition: These are two central themes for any new venture. Innovation
around Cost, Biz Models and Value that drives Customer Acquisition are key parameters for
success.
Seed team: Forming a strong team which executes & realizes the vision of the Venture is key
for success
Scaling the Market: Timing and adapting to market needs including “crossing the chasm”
with ability to scale is an important part of the execution strategy and plan
Funding: Access to various forms of funds at the different stages of the Venture is required on
a continuous basis
The above challenges could have complex interdependencies. In order to increase the success rate and
accelerate the growth of startup ventures it is essential to provide:-
A selection process that identifies potentially successful ventures and identifies clear cost
points and time-lines for the venture
An open friendly ecosystem consisting typically of Technologists, Investors and Supply chain
that Entrepreneurs can access with ease
Incubators & Advisory boards that have low upfront costs
Clear Performance measures and health monitors to navigate the Venture
Selection Process & Guidelines
A ratio of 100:1 (ideas to those that make it as a successful Venture) is quite common for new ventures.
It is therefore important encourage and reward ideation. In order to improve the quality of proposals
that go through a filtering process, a Startup FAQ & Biz Plan template (unique to the ecosystem) is
typically used. The selection process is continuous throughout the life cycle of the venture in the
form of gates as shown below. It is essential to ensure confidentiality of disclosures and business
competitions are not always the best way to accomplish this.
There are 2 main stages involved for the Venture: Analysis and Execution. Contrary to popular
thinking, a startup venture needs a detailed plan and execution process in order to be successful.
1. Analysis Stage: Inputs could come from in the form of ideas or as results of a prototype. Note
that this stage can very often take the idea back to the fuzzy front-end. Inputs could be an idea
or concept or Prototype/Biz Plan & Execution plan that is ready
2. Execution Stage: Clear plans are required for
Biz Plan & Biz Model with end-end cash flow
Detailed Cost & Time Estimate with customer acquisition strategy
Detailed execution plan including dependencies and risk mitigation
Gated Stages: Clear identification of business Gating points to determine Go-
Change-NoGo is required based on business projections & product metrics &
funding
3. Analysis Phase
Read the FAQ Submit On Selection Signup
and Proposal for With Incubator
Selection Guidelines Evaluation
Incubate
to BGate1 Product Trial BGate2 Launch Product BGate3
Commercialize
Start Progress Grow
Execution Phase
Venture Venture Venture
The recommended cycle time for Analysis Phase is 3 months and Incubation phase is 6 months. The
funding system should be able to allow exits at any of the gating points minimizing or excusing
penalties.
Open Ecosystem
An open ecosystem is one that is transparent and has several degrees of freedom. It encourages
entrepreneurs to access resources in a friendly manner. Such an ecosystem needs a board of
management to provide efficient connections and moderate issues. Some guiding factors are:
Any individual or organization (either internal or external to the ecosystem) should be able
submit ideas/proposals to start a venture maintaining confidentiality.
Enough promotion of the ecosystem itself is required to attract stake holders
A cross functional expert committee needs to be appointed by the Ecosystem board. This
typically consists of investors, technologists, industry experts who evaluate Proposals
Proposers of selected Ventures will need to become part of the ecosystem and take a stake.
It is important that each of the stake holders identify interrelationships within the ecosystem and help
the venture be successful with co-operative role play. For example, a Technology Provider (university
or industry) should provide expertise/facilities on an easy to use flexible basis. An investor (including
funding organizations of the government and industry) should play the role of funding various stages of
the venture. An industry partner could additionally consume the product as part of the B2B supply
chain and so on.
Entrepreneur Goals of Ecosystem Investor
(Internal/external) Advertised to markets/investment community
Open to Entrepreneurs anywhere (Internal/external)
Leverage E-Platforms for efficient Networking
Supply
Chain
Technica Busines
l s
Institutes
Incubato Industry
r Partners
Marketing
Organi-
Ecosystem Board of management zations Industry & Commerce
Quick turnaround to resources Regulatory ecosystem
Confidence Building to Progress Tax ecosystem
To next stage
The Governing Board could be domain specific and needs to be completely aware of resources in the
ecosystem (similar to the honeybee network) and becomes available to entrepreneurs helping the
4. venture along by providing confidence, guidance and acting as a moderator where required. The
governing board could be a PPP (Private Public Partnership) that has the ability to attract experts and
stake holders. It should have the freedom to execute be linked with organizations that can influence
tax and industry laws that provide impetus to the right type of industry ventures that will carve the
future of the nation.
Several organizations (such as Tie, Momo, Headstart, Gian, Honeybee network) perform this function
in a smaller scale and typically on voluntary basis. Such organizations need active support from the
government (similar to TDB from a funding perspective) and with other funding agencies and the B2B
supply chain (broadly referred to as Industry & Commerce in the fig).
Some examples of how this happens in the US are Stanford Technologies Venture Program,
Innocentive to sample a few. The Indian scenario may need more than such initiatives. Since
commercial success ratio is typically 1:10, for 10 companies to emerge every year, funds for 100
companies are required per year. With a gestation period of 4 years, a well managed ecosystem system
will become self sustaining in about 8-10 years.
Success factors: A rich ecosystem that is friendly and promotes the honey bee kind of network
balancing innovation with revenue potential, profit and global market growth. More impetus in the
form of equity based funds focused on Startups by creating high power governing boards that can
attract global investors (as a test of success) and influence tax laws are required.
Technologists
Since the venture may involve one or more technology elements, entrepreneurs need access to
technology experts who are willing to consult on flexible terms. This is especially relevant for
technology intensive ventures and requires co-operation from the industry, technology institutes or
individuals experts.
Success factors: Easy access to experts who can add immediate value and available on flexible terms
of compensation and equity including retainer models supported by the ecosystem in the long term.
Supply Chain
Creating a product/solution involves a series of steps that takes raw materials as input and assembles
these systematically as part of a product supply chain. The supply chain should be flexible enough to
allow ventures to create a prototype. It should be cost effective and efficient. It is important that the
Service & BPO industry that provides efficient manpower to companies globally be tapped as part of
this ecosystem.
The supply chain starts with raw material and can usually have many steps including components and
subsystems. The supply chain ends with the customer. This could be the end user or an intermediate
company that consumes the product created by the venture. It is important for larger companies &
enterprises (that have access to global markets) to partner and take advantage of the innovation,
flexibility and speed of such ventures forming a B2B chain.
Success factors: A Cost and Time efficient supply chain that can be leveraged is very important to be
globally competitive. The presence of a friendly customer or intermediate company that consumes the
product as a B2B model is probably the most important success factors for the Venture Ecosystem.
Investors
Investment community is the backbone of any venture. This consists of the banking system that
provides debt, venture community, larger companies that consume the product with an investment
stake or government institutions that provide funds to promote a particular technology or domain.
5. There are several government initiatives such as TDB, TDPU which provide entrepreneurship support
at incubation level. These need to become part of a larger ecosystem mentioned above in order to move
from small-medium sector to globally competitive product ventures,
Entrepreneurs require different type of funding (seed, angel, debt etc.) at various stages. Just as in the
case of a supply chain this starts with seed funding at the early stage and moves to debt at later stages
and ends with an IPO or Private Equity or Acquisition by a larger company in the product value chain.
Success factors: A focused investment system that provides the investment for a specific phase and
exits allowing other parts of the investment system to take over. This is probably one of the most
important success factors for the Venture Ecosystem.
Incubators
The purpose of an incubator is to create a concept product quickly as part of a startup friendly
ecosystem. Prototype should provide enough insight to refine the venture and attract both potential
investors and B2B customers.
It should provide all the vital life sustaining parameters that new ventures need at literally no upfront
cost. For a technology venture this typically quick access to technology, manufacturing, expertise and
other resources that are required to create a prototype.
Success factors: The ability to fan-out quickly and provide resources virtually at no upfront cost or on
equity basis and creating a prototype with a clear exit plan. Maintaining complete confidentiality is
very important.
Tax & Legal Issues
The tax system in India is export friendly and passive to the local industry with very little impetus for
local product development.
While the FDI (foreign direct investment) to the service industry (through EOU’s) provides foreign
exchange inflow, what is often overlooked is that India is also a big consumer of products as well. The
foreign exchange outflow at the product level can be comparable or in some cases even exceed the
inflow. This higher outflow can be prevented if products are developed and manufactured within the
country. This requires a long term strategy and plan from a taxation point of view.
Success factors: The tax laws at the least needs to provide a level playing field for local products &
innovation. These can be in the form of tax holidays for new ventures that are R&D intensive or by
providing import concessions at the raw material level for production of such products, and also
reducing taxation at various points of the supply chain including akin to STPI. This could also be in
the form of encouraging multinational companies to become IPO in the country and become part of the
local economy.
Performance Measures
Performance measures for the Venture should be defined right in the beginning so that the degrees of
freedom, latitude and goals are clear to all the stake holders.
Several companies (e.g. Motorola) follow a Product Gate System to monitor performance and provide
mechanisms to either (1) open the gate and continue (2) change the plan and continue or (3) exit, based
on clear performance measures. These could be adapted to the venture system as follows:
A. Ecosystem:
Completeness of all stakeholders (investment, institutions, B2B etc.) with a continuous
improvement model
Promotion & Awareness to entrepreneurship community
6. B. Technologists
Availability of experts in Science, Technology and Industry experts
Number of domains covered (e.g. bio-technology, telecomm etc.)
C. Supply Chain
Completeness, Variety and Cost and Cycle time efficiency
Co-operative system with willingness to take initiative and response to incentives
D. Investors
No. of seed, angle, Venture, Banking and other types of participating investment
communities
Investment Cycle time, Gestation period etc.
E. Incubators:
Cycle time to (1) Start and (2) Exit
Number on ongoing incubations
Ratio of Incubation to Commercial Ventures Started
F. The Venture Itself
Financial : IRR, NPV, Cash Flow +ve cycle
Market : Cost Vs Value, Funnel Size Vs Order book, Pull Vs Push
Product: Cycle time, Quality, Support, Customer feedback
Summary
Product development has a long gestation period but can provide much higher return value to the
country’s economy. Economics of a Venture Ecosystem should have a portfolio of high value products
& solutions that can sustain overall profitability. In a global economy, it is important to create globally
competitive products that can be marketed & sold globally. Compared with developing the same
product in the service industry low down in the value chain, a product venture can bring in much
more foreign exchange creating a stronger sustained economic growth for the country retaining
profit pools.
In order to increase the growth of such startup product ventures it is necessary to create an Open and
Rich Startup Ecosystem that is user friendly and well promoted. Such an ecosystem needs to be
managed by a Board that is driven by goals such as Globalization & Profitability. This will attract
Investors all around. The governing board should also have high visibility and be in a position to
influence industry and tax laws.
Conclusions
New Ventures have the potential to create globally competitive products that increase Foreign
Exchange flowing into the country’s economy. There are several initiatives required on the part of the
government, industry, universities, and the banking/finance organizations to promote such high value
Globally Competitive Product Development Ventures in India. Some of these steps are listed below.
Create a rich ecosystem managed by a powerful governing board that drives Product
Development Initiatives that win in the global markets.
Leverage web based networking (such as Headstart), off/online Social networking (such as
Momo, Pluggd.in) and Honeybee networking to catalyze connections in such an ecosystem.
Modify Local tax laws to become friendly to new Ventures and provide a level playing field
with export oriented units and save higher foreign exchange outflow that happens at product
level.
Encourage B2B partnerships of startups with larger companies to leverage products and win
in global markets
Encourage Service companies (that typically do not invest in R&D) to partner with Venture
startups providing their services locally and also encourage to invest in such an ecosystems to
reap long term benefits.
Extend tax concessions to EOUs only if they invest in R&D or in local ventures or have a local
IPO.
7. Create an efficient supply chain that provides a flexible and easy to use interface starting with
raw materials and ending with a B2B model to larger companies that consume the product.
Formulate a variety of investment options ranging from Seed, Angel to Venture and Industrial
banking, and Technology development funds so that Ventures that show promise of success
have access to funds on a continuous basis until global commercialization happens. This
requires more funds such as TDB/TDPU/TEPP to be created so that upto 100 startups can be
incubated per year (giving a chance for 10 be commercially successful). Incubation should be
done with Venture & Industrial financing organizations in the loop allowing any
organization to take the 1st step to fund the Venture post incubation thereby providing a
continuum.
With the Incubator as the starting point for Ventures, these should be separately managed by
the governing board and not attached to any of the stake holders.
Define clear set of performance measures for the ecosystem and for the Venture that while
providing all required degrees of freedom, monitors the health and performance of the system
with a goal for continuous improvement.
Background of the Author: K. Jagannath Rao was Director of Operations at Motorola India at Bangalore, India. Having started his
career at Bharat Electronics & CRL where he spent 8 years in R&D he subsequently joined Mototola and has been responsible for
creating several products & solutions at Motorola for over 15 years. He is currently advising several organizations in the Venture
startup space as a free lance consultant.