WHY SHOULD INDUSTRY COLLABORATE

WITH ACADEMIA? LESSONS FROM

CAMBRIDGE
J. OCAMPOS, PhD(C), MSc
PROFESSOR C R LOWE

UNIVERSITY OF INSTITUTE OF BIOTECHNOLOGY

CAMBRIDGE DEPARTMENT OF CHEMICAL ENGINEERING & BIOTECHNOLOGY
  PLATFORM FOR RESEARCH &
BUSINESS CAMBRIDGE-LATAM
SOFOFA Presentation

JESSICA OCAMPOS, PhD(c), MSc

From Applied Research to Commercialisation

enterprise
 Cambridge Cambridge Cambridge have come from
companies companies have come from
cluster cluster cluster

INNOVATION IN NUMBERS
the Cambridge cluster the Cambridge cluster
Cambridge innovation in numbers *Abcam, ARM, Autonomy, AVEVA, blinkx, CAT, *ARM & Autonomy
Chiroscience, CSR, Domino, Ionica, Marshall,
Solexa, Virata, Xaar
The Cambridge Cluster
There are currently...

1,500+ 57,000 £13bn +

150+ 150+
* *
technology-based
firms in the 14 x
people are currently
employed by the 2x
in total revenue
from the 26%
$1bn $10bn
Cambridge Cambridge Cambridge physical science life science
cluster cluster cluster of people
and engineering companies
work in the CB1
companies in the in the
knowledge
companies have come from companies have come from
Cambridge
intensive Cambridge
the Cambridge cluster the Cambridge cluster cluster
economy cluster
(compared to
*Abcam, ARM, Autonomy, AVEVA, blinkx, CAT, *ARM & Autonomy 12% nationally)
Chiroscience, CSR, Domino, Ionica, Marshall,
Solexa, Virata, Xaar

14 x *
2x
150+ 26%
150+*
300+
$1bn
companies have come from
$10bn
physical science
and engineering
companies in the
companies have come from
Cambridge
of people
life science
work in the
companies
knowledge
in the
intensive
Cambridge
CB1
IT &telecoms
companies
in the
Cambridge
the Cambridge cluster the Cambridge cluster economy
cluster cluster to
(compared cluster
* Abcam, ARM, Autonomy, AVEVA, blinkx, CAT, *ARM &Autonomy 12% nationally)
Chiroscience, CSR, Domino, Ionica, Marshall,
Solexa, Virata, Xaar
THE CAMBRIDGE PHENOMENON
VISIT TO CHILE: A BIT OF
CONTEXT
• Cambridge cluster: successful model to export

• Respond to international delegations to

Cambridge

• International Outreach Programme

VISIT TO CHILE: A BIT OF
CONTEXT
• Cambridge Enterprise: commercialization arm
– IP support
– Commercialization
– Enterprise support (seed
funding)
– Expert consultancy
– International Outreach
VISIT TO CHILE: A BIT OF
CONTEXT

• Co-founder Cambridge
platform for LATAM

• Exploring Chilean
entrepreneurship &
innovation ecosystem
INTERNATIONAL OUTREACH PROGRAMME

Colombia Egipto Rusia Ecuador

America
Brazil Kazakhstan China Latina
TECHNOLOGY INVESTMENT RESEARCH
THE PLATFORM
 TALK OUTLINE

THE KNOWLEDGE ECONOMY

UK INNOVATION POLICY

HIGH TECHNOLOGY CLUSTERS

ROLE AND IMPACT OF UK UNIVERSITIES

TECHNOLOGY TRANSFER, COMMERCIALISATION

AND ENTREPRENEURSHIP

COLLABORATION WITH INDUSTRY: PITFALLS

AND RECOMMENDATIONS
UNIVERSITY OF
CAMBRIDGE TALK OUTLINE
 THE FOUR PILLARS OF THE KNOWLEDGE
ECONOMY
ECONOMIC AND INSTITUTIONAL
REGIME
EDUCATION AND SKILLS
INFORMATION AND
COMMUNICATION
INFRASTRUCTURE
INNOVATION SYSTEM
FIRMS
UNIVERSITIES
THINK TANKS
CONSULTANTS
TTOs
ROYALTY PAYMENTS
PATENTS
CITATIONS
UNIVERSITY OF THE FOUR PILLARS OF THE
CAMBRIDGE KNOWLEDGE ECONOMY
 UK INNOVATION STRATEGY
“Harnessing innovation in Britain is key to improving the country’s
future wealth creation prospects…. We must invest more strongly
than in the past in its knowledge base, and translate this knowledge
more effectively into business and public service innovation”
HM Treasury,
Science and Innovation Investment Framework (2004)
Third Stream Activity:
Formation of University Spin-Out Companies TECHNOLOGY
Licensing of University Technology to Industry TRANSFER
Academic Collaborations with Industry and Contract Research
“Knowledge Transfer” activities including:
Entrepreneurial Teaching
Student Industry Placements KNOWLEDGE
Encouragement of Student Start-up Companies TRANSFER
University Interactions with local SMEs

UNIVERSITY OF
CAMBRIDGE UK INNOVATION STRATEGY
 FEATURES OF A KNOWLEDGE-BASED
ECONOMY
INVESTMENT IN KNOWLEDGE vs FIXED CAPITAL

HUMAN RESOURCES, EDUCATION AND SKILLS

INCREASED EXPENDITURE ON R&D

VENTURE CAPITAL

CO-OPERATION BETWEEN INDUSTRY AND

UNIVERSITIES
WILL USE TECHNOLOGY IN EASTERN REGION OF THE UK AS EXAMPLE

UNIVERSITY OF FEATURES OF A KNOWLEDGE-BASED

CAMBRIDGE
ECONOMY
 THE INNOVATION CYCLE

HIGH-VALUE JOBS
UNIVERSITY
HEI INWARD
RESEARCH INSTITUTE INVESTMENT
CORPORATE/GOVERNMENT SUSTAINBILITY
LABORATORY

INCUBATOR KNOWLEDGE-BASED
ECONOMY

SCIENCE/TECHNOLOGY CLUSTER SUPER-CLUSTER

PARK
UNIVERSITY OF
CAMBRIDGE THE INNOVATION CYCLE
INTELLECTUAL CAPITAL MONEY AND EXTERNAL
HIGHER EDUCATION BUSINESS EXPERTISE
RESEARCH INSTITUTES BANKS
STRATEGIC ALLIANCES VENTURE CAPITAL
INFORMED NETWORKS IPR ANGELS
ACCOUNTANTS
LAWYERS
PR
MARKETING EXPERTS

KNOWLEDGE
TRANSFER
EXISTING FIRMS
SCIENCE PARKS
SPIN-OUTS
INCUBATORS LOCAL UK GLOBAL
START-UPS
INWARD INVESTORS
CHOICE OR
FRUSTRATION
IN MIGRATION

LAND/PROPERTY/ PEOPLE
INFRASTRUCTURE EDUCATION TRAINING
LOCATIONS ENTREPRENEURSHIP
AFFORDABLE HOUSING QUALITY OF LIFE CULTURE
COST JOB SATISFACTION TRUST
CONGESTION LOCAL POLITICS
ENVIRONMENT HOUSONG
SERVICES COMMUTE
LEISURE SCHOOLS

UNIVERSITY OF
CAMBRIDGE THE CAMBRIDGE CLUSTER
 THE CAMBRIDGE CLUSTER
$1B follow-on funding
raised by University
spin-outs 25.9% people in
No.3 Cluster in World
knowledge
after MIT and Stanford
economy
1,540 technology-based (12.3% England)
firms
Combined turnover THE Cambridge has more
£12.3B CAMBRIDGE patents per head than
CLUSTER the next 6 UK cities
54,000 people employed
combined
1000 contracts for IP
licensing, consultancy £65M invested by VCs
and equity managed in Cambridge vs
by Cambridge £230M in whole UK
Enterprise 14 $1B companies from
cluster

UNIVERSITY OF
CAMBRIDGE THE CAMBRIDGE CLUSTER
 Vision Park Cambridge Research Park

Cambridge Science
Bar Hill/Godmanchester
CAMBRIDGE HIGH Park
Huntingdon TECHNOLOGY
St. John’s
CLUSTER Innovation Park
Cambridge Biomedical
Campus
Techno Park

Peterhouse
Technology
Cambridge Technology Park
Centre
Babraham
Research Campus
Pampisford Wellcome Trust
Park Genome Campus

Chesterford
Research Park
Melbourn Science Park Granta Park
UNIVERSITY OF CAMBRIDGE HIGH TECHNOLOGY
CAMBRIDGE
CLUSTER
 BRIEF HISTORY OF THE CAMBRIDGE SCIENCE PARK
1546 FARM LAND DONATED BY HENRY VIII TO TRINITY COLLEGE
WWII REQUISITIONED BY US ARMY: USED TO PREPARE VEHICLES AND
TANKS FOR D-DAY LANDINGS IN EUROPE
1964 WHITEHALL URGES UNIVERSITIES TO EXPAND THEIR CONTACT WITH INDUSTRY
“WHITE” HEAT OF TECHNOLOGY
1969 SIR NEVILL MOTT (MOTT COMMITTEE) RECOMMENDED EXPANSION
OF “SCIENCE-BASED INDUSTRY” CLOSE TO CAMBRIDGE
1970 TRINITY COLLEGE ESTABLISHES PARK
1971 OUTLINE PLANNING PERMISSION GRANTED
1973 FIRST COMPANY (LASER SCAN) MOVES IN
1979 25 COMPANIES
1980- MINI-CLUSTER FORMED
1984 TRINITY CENTRE OPENED
1986 CAMBRIDGE INNOVATION CENTRE
1990- ACADEMIC SPIN-OUT COMPANIES ESTABLISHED
LIFE SCIENCES SECTOR GROWS INTO DOMINANT SECTOR
1999 64 COMPANIES/ 4000 EMPLOYEES
2000 Q.TON FORUM (CONFERENCE CENTRE/RESTAURANT/BAR/FITNESS CENTRE)
2001 CHILD CARE NURSERY
2002- NEW CLUSTERS IN PHOTONICS, NANOTECHNOLOGY AND MATERIALS SCIENCE
UNIVERSITY OF BRIEF HISTORY OF THE CAMBRIDGE
CAMBRIDGE SCIENCE PARK
 CAMBRIDGE SCIENCE PARK :
FACTS AND FIGURES
2.7 MILES FROM GREAT ST. MARY’S CHURCH
152 ACRES (61.5 HECTARES)
20 ACRES AMENITY LANDSCAPING
RECREATIONAL WALKS/ JOGGING PATHS
A-Z TREES
1.6M ft2 (0.15M m2) R&D
FLOOR SPACE
>100 COMPANIES
>5,000 EMPLOYEES
UNIVERSITY OF CAMBRIDGE SCIENCE PARK : FACTS
CAMBRIDGE AND FIGURES
 CAMBRIDGE SCIENCE PARK: BUILDING PHASES
PHASE 6
PHASE 2
PHASE 3
PHASE 6

PHASE 5

PHASE 4
PHASE 1

UNIVERSITY OF
CAMBRIDGE CAMBRIDGE SCIENCE PARK: BUILDING PHASES
 CHANGING BIOSECTOR STRENGTHS IN THE
CAMBRIDGE CLUSTER
BIOSENSORS
BIOINFORMATICS NANOTECHNOLOGY
PLASTRONICS MEDICAL ENGINEERING
PROSTHESES
CYTOTHERAPEUTICS
ITC
REGENERATIVE
SENSORS
MEDICINE

BIOTECHNOLOGY
?
BIOSCIENCE
INK-JET
COMPUTERS
SOFTWARE
INSTRUMENTS
EMPLOYEES

EPIGENOMICS
SYNTHETIC BIOLOGY
BIOFUELS
?
THE FUTURE?
1970 1980 1990 2000 2010 2020 2030
UNIVERSITY OF
CAMBRIDGE CHANGING BIOSECTOR STRENGTHS
 TECHNOLOGY TRANSFER IN THEUNIVERSITY OF CAMBRIDGE?
THE CHANCELLOR
Lord Sainsbury of Turville

VICE-CHANCELLOR
Prof Sir Leszek Borysiewicz

COLLEGES SENATE PRO-VICE CHANCELLORS

PLANNING AND RESOURCES
31 PERSONNEL
C13th-20th REGENT HOUSE RESEARCH
16 “old” 1284-1596 EDUCATION
SPECIAL RESPONSIBILITIES
15 “new” 1800-1977
GENERAL BOARD
SCHOOLS REGISTRARY (UAS)
FACULTIES PLANNING AND RESOURCES
BOARDS EMBS
CAMBRIDGE SYNDICATES FINANCE
ENTERPRISE DEPARTMENTS HEALTH AND SAFETY
CUTS INSTITUTES MANAGEMENT INFORMATION SYSTEMS
SEED FUNDS CENTRES PERSONNEL
RESEARCH SERVICES
SECRETARIAT (LEGAL)

UNIVERSITY OF
CAMBRIDGE TECHNOLOGY TRANSFER IN THE UNIVERSITY
The University UNIVERSITY OF CAMBRIDGE

9,000+ 850+
Total number of active
people employed
IP licensing,consultancy
directly by the
and equity contracts
University University expenditure of University income of managed by Cambridge

£1,317m £1,322m Enterprise (the University’s

knowledge transfer office)

19,000+ students at the

University of
Cambridge
90
Cambridge affiliates
who have won the
71%
of staff deemed
world leading or internationally
excellent in research according
the 2008 Research Assessment
Exercise (RAE), the highest
Nobel Prize since 1904 of any university

UNIVERSITY OF
CAMBRIDGE UNIVERSITY OF CAMBRIDGE
The Impact UNIVERSITY OF CAMBRIDGE IMPACT

£1.25 bn 97.4%
follow-on funding raised by ...the 5-year
1in 5
recent
University of Cambridge survival rate Cambridge
spin-outs in the of Cambridge leavers work
Cambridge Enterprise Investments or study in the
Enterprise portfolio (compared to 44.6% nationally) Cambridge region

300+ 200+
high-tech ventu res in firms founded by
£250m+ 91%
Current revenue of
Cambridge cluster firms
Cambridge recent
leavers are in employment
the past 20 years of Cambridge founded by Cambridge or full-time stud y, no
which University of University University matter the degree. A
Cambridge people Computer Computer further 5% are travelling
&technologyhave Lab alumni Lab alumni or not looking for work
been involved

UNIVERSITY OF
UNIVERSITY OF CAMBRIDGE IMPACT
Figures are based on information available at the time of printing – January 2014
CAMBRIDGE
 CAMBRIDGE ENTERPRISE
CONSULTANCY
EXTERNAL RELATIONS
CONFIDENTIAL DISCLOSURE AGREEMENTS
INTELLECTUAL PROPERTY PROTECTION
TECHNOLOGY LICENSING Cambridge Enterprise …
ENTERPRISE CHAMPIONS …to help University of
Cambridge inventors,
FUNDING: innovators and entrepreneurs
PATHFINDER: 25K make their ideas and concepts
more commercially successful
CONCEPT: <60K for the benefit of society, the
SEED: 250K UK economy, the inventors
BUSINESS CREATION and the University.

UNIVERSITY OF
CAMBRIDGE
CAMBRIDGE ENTERPRISE
 CAMBRIDGE ENTERPRISE
BUSINESS CREATION

PROOF OF CONCEPT FUND

SEED FUNDS
PATHFINDER (~£10-25k)
CONCEPT (~£60-120k)
SEED FUNDING (~£500k)

UNIVERSITY VENTURE CAPITAL BOARD

UNIVERSITY OF CAMBRIDGE ENTERPRISE

CAMBRIDGE BUSINESS CREATION
 VENTURE FINANCING
THE PROCESS AND SELECTION PARAMETERS
On average, 6/1000 business plans receive funding
5% business plans are read beyond the executive summary
10% proposals pass initial screening
10% pre-screened proposals pass due diligence and receive funding

OPPORTUNITY INTRODUCTION
INITIAL SCREENING
SELECTION PARAMETERS
PRESENTATION, EXCUTIVE SUMMARY,
MILESTONE CHART, CASH FLOW
FORECAST

MANAGEMENT TEAM, BUSINESS PLAN

DUE DILIGENCE
MANAGEMENT, PERSONNEL, MARKETING,
PRODUCTION, FINANCIALS, REFERENCES
NEGOTIATION
VALUATION, OWNERSHIP, CONTROL,
MANAGEMENT, LEGAL CONTRACTS
FUNDING
$
Source: 1000ventures.com

UNIVERSITY OF VENTURE FINANCING

CAMBRIDGE THE PROCESS AND SELECTION PARAMETERS
UNIVERSITY OF CAMBRIDGE ENTERPRISE PORTFOLIO
CAMBRIDGE COMPANIES
 UNIVERSITY-INDUSTRY PARTNERSHIPS AND
TIME FRAMES
EXPLORATORY STRATEGIC TECHNOLOGY
MANUFACTURING
RESEARCH RESEARCH DEVELOPMENT

UNIVERSITY INDUSTRY
TECHNICAL SCOPE

MARKET
PRE-COMPETITIVE
Research COMPETITIVE
Councils
Government
Grants

Consortia
Company Projects
Contract Research

10 3 2 0
TIME (YEARS)

UNIVERSITY OF UNIVERSITY-INDUSTRY PARTNERSHIPS

CAMBRIDGE AND TIME FRAMES
 PROFESSOR CHRIS LOWE
HEALTHCARE BIOTECHNOLOGY

BIOCHEMISTRY, MICROBIOLOGY,
CHEMISTRY, ELECTROCHEMISTRY,
PHYSICS, ELECTRONICS AND
CHEMICAL ENGINEERING
PURE SCIENCE TO STRATEGIC
APPLIED SCIENCE
PUBLICATIONS : 365 MONOGRAPHS :
7; PATENTS : >100; PhD STUDENTS
: 90
SPIN-OUT COMPANIES: 11
EDITORIAL BOARDS; RESEARCH
COUNCIL, GRANT AWARDING AND
GOVERNMENT COMMITTEES
LEGAL AND ENTREPRENEURIAL
ROLES PA: MS AMY HAYNES
DIRECTORSHIPS TEL: +44 1223 334 157
TRAVEL, ANTIQUES, FAST CARS E-MAIL: crl1@cam.ac.uk

UNIVERSITY OF
CAMBRIDGE PROFESSOR CHRIS LOWE, OBE, FREng, FInstP, FRSC
 WHY SHOULD ACADEMICS BE PASSIONATE
ABOUT ENTREPRENEURSHIP?
$£¥€

CHAMPAGNE LIFESTYE

TRANSLATE THEIR SCIENCE INTO

SOMETHING USEFUL

CREATE EMPLOYMENT

KNOWLEDGE-BASED ECONOMY

TO CREATE A SEAMLESS INTERFACE BETWEEN

ACADEMIA AND BUSINESS
UNIVERSITY OF WHY SHOULD ACADEMICS BE PASSIONATE
CAMBRIDGE ABOUT ENTREPRENEURSHIP?
 INSTITUTE OF BIOTECHNOLOGY
OBJECTIVES

CONDUCT RESEARCH IN
MULTIDISCIPLINARY
BIOTECHNOLOGY

FORM A STRONG INTERFACE

WITH INDUSTRY

DEVELOP A COMPREHENSIVE
GRADUATE TRAINING
SCHEME

CREATE AN
ENTREPRENEURIAL ETHOS

UNIVERSITY OF INSTITUTE OF BIOTECHNOLOGY

CAMBRIDGE OBJECTIVES
 2012 2013
2011
DEPARTMENT OF CHEMICAL ENGINEERING & 2010
BIOTECHNOLOGY 2009
2008 135
2007
2006
2005
2004
2003 £3M pa
PROPOSED NEW MBE COURSE 2002
BUILDING 2001
CHEMICAL ENGINEERING 2000
& BIOTECHNOLOGY
10000m2 £2M pa 1999 120
QUEEN’S
2015 1998
ANNIVERSARY
1997 PRIZE
QUEEN’S AWARD FOR 1996
TECHNOLOGICAL 1995
ACHIEVEMENT
1994
INSTITUTE OF BIOTECHNOLOGY 1993
DIRECTOR APPOINTED 1992
UFC GRANT: £50k pa
1991
BIOTECHNOLOGY CENTRE
1990 CURRENT BUILDING
£50k pa 1989 £1M pa 2000m2
1988
1986
1987 50
1984 1985

UNIVERSITY OF
CAMBRIDGE INSTITUTE OF BIOTECHNOLOGY
THREE KEY ASPECTS OF MULTI-DISCIPLINARY
ENTREPRENEURSHIP

BIOLOGY
RESEARCH COMMERCIALISATION
CHEMISTRY

PHYSICS LICENSING
MATERIALS NEW
NEW
OPPORTUNITIES
OPPORTUNITIES SPIN
SPIN- OUT COMPANIES
MATERIALS
SCIENCE
SCIENCE COMMERCIALISATION
HEALTHCARE
MEDICINE

ENGINEERING

MULTI-DISCIPLINARY
SCIENCE/TECHNOLOGY ENTREPRENEURSHIP
BASE ENTERPRISE £
MBE
EDUCATION

UNIVERSITY OF
CAMBRIDGE KEY ASPECTS OF ACADEMIC ENTREPRENEURSHIP
 BIOPHARMACEUTICALS /
ENABLING TECHNOLOGY THERAPEUTICS

ProMetic’s technologies are used to remove

pathogens from blood, and extract and recover
valuable proteins from plasma.
ProMetic develops therapeutics to treat blood-
related disorders and is a world-leading
technology provider and drug developer in the
fields of hematology, oncology and nephrology.

UNIVERSITY OF
CAMBRIDGE PROMETIC BIOSCIENCES INC
PROMETICS’ PARTNERS AND COLLABORATORS

UNIVERSITY OF
CAMBRIDGE PROMETICS’ PARTNERS AND COLLABORATORS
 PROMETIC SHARE PRICE:
10- AND 1-YEAR TRACKING

10-YEAR

MKT CAP (2014) ~$700M

1-YEAR

UNIVERSITY OF
CAMBRIDGE PROMETIC SHARE PRICE: 10- AND 1-YEAR TRACKING
UNIVERSITY OF
CAMBRIDGE AFFINITY SENSORS LTD
FOUNDED DECEMBER 1991

JAMES McCANN (ex-CO-FOUNDER OF MEDISENSE INC)

CHRISTOPHER R LOWE (UNIVERSITY OF CAMBRIDGE)

MAJOR INVESTORS : UK CORPORATIONS AND FINANCIAL INSTITUTIONS

PRODUCTS : SMALL VOLUME GLUCOSE TEST STRIP

UNIVERSITY OF
CAMBRIDGE CAMBRIDGE SENSORS LTD
 2001 SMART HOLOGRAMS FOUNDED

2002 PoC FUND £25,000

UCCF INVESTMENT £250,000
2003
BBSRC SBRI GRANT £216,000
2004 DTI e-HEALTH £1.3M
2005 VC INVESTMENT £6.75M
(PUK/PORTON CAPITAL)
2006
HOME OFFICE £2.4M
2007 DTI SMART MATERIALS £1.1M
2008
FURTHER VC INVESTMENT £5M
2009
VC/CORPORATE VC INVESTMENT £15-20M
2010
~£33-38M
2012 CIRRIDIAN MEDICAL LTD
www.smartholograms.com

UNIVERSITY OF
CAMBRIDGE SMART HOLOGRAMS LTD
PSYNOVA NEUROTECH LTD
A BIOMARKER COMPANY FOR NEUROPSYCHIATRIC DISORDERS

2004 PoC FUND (£25,000)

2005 UCCF INVESTMENT (£250,000)

COMPANY FOUNDED

2006 VC INVESTMENT (PORTON CAPITAL)

(£1.25M)
2007 MEDICAL FUTURES INNOVATION AWARD
PARTNERSHIP WITH RULES BASED MEDICINE
2008 (RBM)(AUSTIN,TX)(£1.5M)
PSYNOVA/RBM IDENTIFY BIOMARKER PANEL FOR
SCHIZOPHRENIA
2009
PRODUCT LAUNCH: SCHIZOPHRENIA DIAGNOSTIC
VERIPSYCHTM
2010 BUSINESS WEEKLY: KILLER 50 COMPANY

UNIVERSITY OF
CAMBRIDGE HISTORY AND RECENT ACHIEVEMENTS
 DEVELOPS NOVEL MATERIALS WITH INTRINSIC SENSINGTM
PROPERTIES
MATERIAL ITSELF PROVIDES WIRELESS, REAL-TIME, NON-
DESTRUCTIVE, SENSITIVE AND MULTIPLE-FEATURE FEEDBACK
DEVICES DURABLE OWING TO ZERO POWER CONSUMPTION
NON-DESTRUCTIVE TESTING:
AEROSPACE, AUTOMOTIVE, PETROCHEMICAL, BIOMEDICAL

REMOTE SENSING
INSTRUMENTATION ANTENNNAE
ELEMENT
RADIO
SENSING
WAVE
ELEMENT
EMBEDDED IN
POLYMER
MATRIX
UNIVERSITY OF
CAMBRIDGE PARAMATA LTD
 MONOJO
A HUB OF BIOTECH INNOVATION
ESTABLISHED 2005
ISO 13485 (2003): ISO 9001 (2008): ISO 17025 (2012)
KEY INVESTORS:
Dr SAMIH DARWAZEH
HIGHER COUNCIL FOR SCIENCE & TECHNOLOGY (HCST)
ROYAL SCIENTIFIC SOCIETY (RSS)
JORDAN UNIVERSITY OF SCIENCE & TECHNOLOGY (JUST)
PHILADELPHIA UNIVERSITY
PETRA UNIVERSITY
AL-NAHIL GROUP
UNIVERSITY OF JORDAN
YARMOUK UNIVERSITY

Dr SAMIH DARWAZEH KEY ACTIVITIES:

Dr MARWAN KAMAL NOVEL HYBRIDOMAS AND ANTIBODIES
Prof CHRIS LOWE NEW ANTIMICROBIALS
Dr MAAN ZREIN ANTICANCER AGENTS
Dr MOHAMMAD AL-MAJALI ACNE AND ULCER TREATMENTS
Dr AHMAD S ALKOFAHI QC BIOSIMILARS AND BIOPRODUCTS
Ms PENLOPA SHIHAB TRAINING CENTRE
UNIVERSITY OF MONOJO
CAMBRIDGE A HUB OF BIOTECH INNOVATION
 MONOJO
A HUB OF BIOTECH INNOVATION

UNIVERSITY OF MONOJO
CAMBRIDGE A HUB OF BIOTECH INNOVATION
 OTHER COMPANY START-UPS

BIOJO LTD

SPARQ PTE LTD (SINGAPORE)

REBHA TECHNOLOGIES LTD

QUANTZ MEDICAL (SUZHOU) LTD

CEROMA LTD

UNIVERSITY OF
CAMBRIDGE OTHER COMPANY START-UPS
 ACADEMIC ENTREPRENEURSHIP
THE CRUNCH: TO BE SUCCESSFUL: ALL THE ‘P’s

PASSION

PURPOSE

PATIENCE
PROFITS
PERSISTENCE POWER
PEOPLE PERSPIRATION POSSIBILITIES
PERSEVERENCE PHILANTHROPY
PAIN
POLITICS PRIDE

PROBLEM

PLAN

UNIVERSITY OF ACADEMIC ENTREPRENEURSHIP

CAMBRIDGE THE CRUNCH: TO BE SUCCESSFUL: ALL THE ‘P’s
 MASTER’S IN BIOSCIENCE ENTERPRISE

UNIVERSITY OF
CAMBRIDGE MASTER’s IN BIOSCIENCE ENTERPRISE
PROGRAMME SPECIFICITY
THE CHALLENGES OF
BIOTECHNOLOGY

GLOBAL DRIVERS

LONG PRODUCT LIFE CYCLE

COMPLEX IP AND FINANCIAL STRUCTURES

STRINGENT REGULATORY ENVIRONMENT

ETHICAL CONSIDERATIONS

CUSTOMERS MAY NOT BE THE PURCHASER

UNIVERSITY OF PROGRAMME SPECIFICITY

CAMBRIDGE THE CHALLENGES OF BIOTECHNOLOGY
 MASTER’S IN BIOSCIENCE ENTERPRISE

FOUNDED IN 2002
OUTWARD LOOKING, INDUSTRIALLY FOCUSED
MULTI-DISCIPLINARY, SCIENCE AND
TECHNOLOGY INTEGRATED WITH BUSINESS
AND INNOVATION
INTENSIVE TAUGHT CURRICULUM
BUSINESS INTERNSHIP
STUDY VISIT TO USA AND OTHER CLUSTERS
MPhil
UNIVERSITY OF
CAMBRIDGE MASTER’S IN BIOSCIENCE ENTERPRISE
 MBE INCOMING STUDENTS BY GEOGRAPHY

Middle East
Far East UK
3.5%
9.2% 25.3%
Asia
10.0%
Africa
4.8%
Australasia
3.0%
Europe
S America 19.7%
4.8%
N America
19.7%

UNIVERSITY OF
CAMBRIDGE MBE INCOMING STUDENTS BY GEOGRAPHY
 A TYPICAL STUDENT PROFILE

400 ENQUIRIES
~150 QUALIFIED APPLICATIONS
~25 PLACES
229 (+25) STUDENTS
AGE 22-54 YEARS
HIGH FLIERS FROM ACROSS THE GLOBE
FIRST CLASS LIFE OR PHYSICAL SCIENCES
POSTGRADUATE ACADEMIC OR INDUSTRIAL
EXPERIENCE HIGHLY DESIRABLE
30% HOLD MEDICAL, VETERINARY OR PhD DEGREES
30% MASTER’s QUALIFICATION
DEMONSTRATED ENTREPRENEURIAL ENTHUSIASM
UNIVERSITY OF
CAMBRIDGE
A TYPICAL STUDENT PROFILE
 MBE COURSE OUTLINE

SCIENCE AND TECHNOLOGY MODULES

Treating Disease
Drug Discovery I & II
Agbiotech
BUSINESS MODULES
Management of Technology and Innovation (MOTI)
Healthcare Economics
Law and Intellectual Property
Market Access
TRANSITIONARY MODULES
Company Analysis
Founding a High Technology Enterprise I & II
Case Studies and Company Visits
Business Planning Activities
COMPANY INTERNSHIPS
UNIVERSITY OF
CAMBRIDGE MBE COURSE OUTLINE
 bSure
£££££

Cambfix Runner-up,

£££££ European
Young Entrepreneur
Raised £480k

bFree
CUE/EEDA
Finalist,
University of WrenCapital
San Francisco
International Business Plan

Hiviosense AutoTB
Finalist, Finalist,
London Rice University, Texas
Business
School International Business Plan
Competition Winner,
First Prize, University of Berkeley
Netherlands Business Plan Competition
New Ventures

UNIVERSITY OF
CAMBRIDGE BUSINESS SUCCESSES
 CAREER DESTINATIONS
OTHERS UNKNOWN/HOME
8% 8% CONSULTANCY
LEGAL 23%
6%
MEDICINE
6%
BIOTECH/PHARMA
GOVERNMENT/
17%
POLICY/EU
6%
FINANCE/BANKING/VC
13% PhD/FURTHER DEGREE
(LIFE SCIENCES, LAW, MANAGEMENT)
15%
These are the people we need - they
UK are bright, articulate and know the
47% OTHER industry landscape. E-mail me when
23% one of your students applies through
NORTH the usual channels.
AMERICA EUROPE Vice President Science, Genzyme
18% 12% Corporation

UNIVERSITY OF
CAMBRIDGE CAREER DESTINATIONS
 UNIVERSITY INDUSTRY

KNOWLEGE CREATION MANAGEMENT OF

KNOWLEDGE FOR
PROFIT

TEACHING
PROFITS
RESEARCH COMMERCIALISATION
OF NEW
SERVICE AND USEFUL
TECHNOLOGIES PRODUCT
R&D
ECONOMIC
DEVELOPMENT

ACADEMIC FREEDOM CONFIDENTIALITY

OPEN DISCOURSE LIMITED PUBLIC DISCLOSURE

UNIVERSITY OF
CAMBRIDGE ROLES OF UNIVERSITY AND INDUSTRY
 GOVERNMENT
(INTERFACE)
NATIONAL S&T POLICY
RESEARCH INCENTIVES
THEMATIC NETWORKS
NATIONAL FUNDS
INTERNATIONAL PROGRAMMES
PROMOTION

UNIVERSITY-INDUSTRY
NETWORKS
UNIVERSITIES INDUSTRY
(TRANSFEROR) (TRANSFEREE)
MISSION/STRATEGY MANAGEMENT/PLANNING
INFRASTRUCTURE TECHNOLOGY MANAGEMENT
FINANCIAL RESOURCES STRUCTURES/MODELS TO WORK
SCIENTIFIC/TECHNICAL WITH OTHER ORGANISATIONS
HUMAN CAPITAL
RESEARCH NETWORKS

UNIVERSITY OF ROLES OF GOVERNMENT,

CAMBRIDGE UNIVERSITIES AND INDUSTRY
 Research Meetings/
Results Workshops

Pre-Competitive
Technologies

Solutions/Tools

University VISION Industry

Problems/Challenges

Commercial
Technologies

Support/ Practical
Feedback Experiences

UNIVERSITY OF
CAMBRIDGE UNIVERSITY-INDUSTRY LINKS
 COLLABORATIVE RESEARCH: HOW TO MEET THE
NEEDS OF BOTH PARTNERS
SIX KEY CHALLENGES

DIFFERENT INCENTIVES

DIFFERENT IDEAS OF DELIVERABLES

WRITTEN AGREEMENTS

PERCEPTIONS OF PACE

RISKS ASSOCIATED WITH SINGLE CORPORATE CONTACT

BUILDING TRUST AND RELATIONSHIPS TAKES TIME

UNIVERSITY OF COLLABORATIVE RESEARCH: HOW TO MEET

CAMBRIDGE THE NEEDS OF BOTH PARTNERS
UNIVERSITY LEADERSHIP IS VITAL

LONG TERM STRATEGIC PARTNERSHIPS WITH BUILT IN FLEXIBILITY WORK

BEST

START WITH A SHARED VISION AND DEVELOP STRATEGY

PUT THE RIGHT PEOPLE IN CHARGE – THOSE WHO CROSS BOUNDARIES

KICK-START THE DIALOGUE – ENCOURAGE CROSS-FERTILIZATION OF IDEAS

DON’T GET HUNG UP ON INTELLECTUAL PROPERTY (IP)

PROMOTE A MULTIDISCIPLINARY APPROACH TO RESEARCH AND TRAINING

DON’T GET HUNG UP ON MEASURING THE RESULTS OF A STRATEGIC

ALLIANCE

REDEFINE THE ROLE OF THE UNIVERSITY AS A SOURCE OF COMPETENCE

AND PROBLEM SOLVING
Since/Business Innovation Board AISBL (2012)

UNIVERSITY OF MAKING INDUSTRY-UNIVERSITY PARTNERSHIPS WORK

CAMBRIDGE Lessons from successful collaborations
 SEVEN BEST PRACTICES FOR INDUSTRY-UNIVERSITY
COLLABORATION
DEFINE STRATEGIC CONTEXT OF PROJECT
Use company research portfolio to determine collaboration opportunities
Define specific outputs that provide value to the company
Identify internal users of this output at the working level; executive champions
are not a substitute for this requirement

SELECT BOUNDARY-SPANNING PROJECT MANAGERS WITH THREE KEY

ATTRIBUTES
In-depth knowledge of technology needs in the field
Inclination to network across functional and organisational boundaries
Ability to make connections between research and product opportunities

SHARE THE VISION OF HOW THE COLLABORATION CAN HELP THE COMPANY
Select researchers who will understand company practices and goals
Ensure that the university team appreciates the strategic potential of the project

INVEST IN LONG TERM RELATIONSHIPS

Plan multi-year collaboration time frames
Cultivate relationships with target university researchers
MIT Sloan Management Review (2010)
UNIVERSITY OF SEVEN BEST PRACTICES FOR INDUSTRY-
CAMBRIDGE UNIVERSITY COLLABORATION
 SEVEN BEST PRACTICES FOR INDUSTRY-UNIVERSITY
COLLABORATION

ESTABLISH STRONG COMMUNICATION LINK WITH UNIVERSITY TEAM

Conduct face-to-face meetings on a regular basis
Develop an overall communication routine to supplement the meetings
Encourage extended personnel exchange in both directions

BUILD BROAD AWARENESS OF THE PROJECT WITHIN THE COMPANY

Promote university team interactions with different functional areas within the
company
Give feedback to the university team on project alignment with company needs

SUPPORT THE WORK INTERNALLY BOTH DURING THE CONTRACT AND

AFTER UNTIL THE RESEARCH CAN BE EXPLOITED
Provide appropriate internal support for technical and management oversight
Include accountability for uptake of research results as part of the project
managers role

MIT Sloan Management Review (2010)

UNIVERSITY OF SEVEN BEST PRACTICES FOR INDUSTRY-
CAMBRIDGE UNIVERSITY COLLABORATION
 FIVE THINGS THAT DO NOT AFFECT THE IMPACT OF A
COLLABORATION
PRESENCE OF AN EXECUTIVE CHAMPION
Powerful ally in executive suite useful for funding
Deliver value, key is whether project addresses a real need

GEOGRAPHIC PROXIMITY
Companies scout worldwide for collaborators
Key factor is personal interaction

OVERALL PROJECT COST

Time frame is more important than the funding

TYPE OF RESEARCH: BASIC, APPLIED OR DEVELOPMENT

Not important
Project addressing a real need is more important

LOCATION OF PROJECT MANAGER

Central laboratory or business unit; Project manager should be
able to span these organisational barriers
MIT Sloan Management Review (2010)
UNIVERSITY OF FIVE THINGS THAT DO NOT AFFECT THE
CAMBRIDGE IMPACT OF A COLLABORATION
 UNIVERSITY-INDUSTRY PARTNERSHIPS,
ENTREPRENEURSHIP AND TIME FRAMES
EXPLORATORY STRATEGIC TECHNOLOGY
MANUFACTURING
RESEARCH RESEARCH DEVELOPMENT

UNIVERSITY INDUSTRY
ENTREPRENEURIAL
TECHNICAL SCOPE

START-UPS

MARKET
PRE-COMPETITIVE
Research COMPETITIVE
Councils
Government
Grants

Consortia
Company Projects
Contract Research

10 3 2 0
TIME (YEARS)
UNIVERSITY OF UNIVERSITY-INDUSTRY PARTNERSHIPS
CAMBRIDGE AND TIME FRAMES
 EXISTING STOCK OF KNOWLEDGE/TECHNOLOGIES/PATENTS

HIGHER EDUCATION BASE GRADUATING

STUDENTS,
RESEARCH EDUCATION RESEARCH
INNOVATION PUBLICATIONS
ENVIRONMENT
Policy Framework
Local Leadership UNIVERSITY KNOWLEDGE EXCHANGE
Labour Market
Expertise
Finance
INTERMEDIARIES
Enterprise Culture OTHER
(BROKERS, THINK TANKS,
Infrastructure NGOs, CONSULTANCIES) COMPANIES
Inward Investment
Talent
Quality of Life
INNOVATION VALUE CHAIN INNOVATION

UNIVERSITY OF
CAMBRIDGE UNIVERSITY-INDUSTRY LINKS