Best in Class Archives

Best in Class Archives

TTO directors share a look at their institutional sweet spots.

AUTM Insight, V2, Issue #21
October 7, 2020
Innovation-Technology Transfer Office (i-TTO)
Foundation for Innovation and Technology Transfer
Indian Institute of Technology Delhi
Pooja Bhatia, MBA, CLP, RTTP
Chief Manager

What makes your TTO/research institution different than the rest? 
Numerous things set the Innovation-Technology Transfer Office (i-TTO) apart. First, we are new, a barely 6-month old entity, set up just before the pandemic took over in March 2020. We are an external technology transfer office not associated with only one institution, but with a mandate to cater to many institutions, incubators and start-ups. i-TTO is established at one of the pioneering university technology transfer organizations in the country, Foundation for Innovation and Technology Transfer (FITT), under support of BIRAC’s National Biopharma Mission (a joint project of Government of India and World Bank). I-TTO draws from FITT’s twenty-eight years of experience in innovation management, technology transfer and industry-academia collaborations. FITT, set up by and at Indian Institute of Technology Delhi, is handling a portfolio of more than 950 patents, has transferred more than 120 technologies and incubated more than 125 start-ups.
i-TTO is a young and dynamic entity bringing fresh ideas to a variety of stakeholders. Our motto is to transform the technology transfer landscape of India. Our services constitute a complete folder of innovation management – from capturing ideas to creating value in the market.
And, last but not the least, we are an all-women core team.
What's on the horizon?
In this short period of time, and despite the COVID-19 lockdown disruption, we have filed two patent applications, three technologies transferred, are working with twenty-eight clients, have prepared more than thirty SOPs and conducted more than twenty webinars (and we intend to maintain the momentum). More agreements are to be executed, and a few more technology transfer deals are in the pipeline. Additionally, we are working toward creating unique models to enhance industry-academia engagement and augment how technology transfer deals flow.
As with mature TTOs, we are also trying to contribute to and support solutions that address contemporary challenges like the COVID-19 pandemic, by identifying key partners and providing necessary support. In addition, we are reaching out to TTOs across the globe for partnering opportunities on activities such as short term professional exchange, expert visits, training, capability building, workshops, conferences and outreach.  
AUTM Insight, V2, Issue #17
August 12, 2020
Georgia State University
Office of Technology Transfer & Commercialization
Clifford Michaels, PhD 

What makes your research institution different than the rest? 
There are a lot of things that make Georgia State University (GSU) a special place; we are large (over 53,000 students), diverse (a minority-serving institution), young (GSU achieved R1 research status in 1996), and metropolitan (our main campus is smack in the middle of downtown Atlanta), but I have quickly learned that perhaps our defining characteristic is that we do things “The State Way” as we like to say. For us that means that through a mix of ingenuity, ambition, dedication and a willingness to try, great things are achievable. Doing things “The State Way” has brought rapid growth in research funding (over $150M in FY2020) and infrastructure (home to multiple BSL3 and BSL4 laboratories), and generated a national model for student success. That same ethos permeates our research community and how we engage with industry partners. Being a relatively young research institution, we are freed from the weight of historical precedence in many ways and can be incredibly creative in our approach to challenges we face. 
What's on the horizon?
Isn’t that the million dollar question everyone is asking in these unprecedented times? Building upon the prior question, GSU is well placed to adapt to whatever unexpected challenges are around the next corner. FY2021 will welcome new leadership to our research enterprise and a new strategic vision for research at the institution that I am excited to help craft. We have all the ingredients in place to really accelerate innovation, industry collaboration and technology transfer at GSU; our next step is to combine those ingredients in such a way that provides our faculty and researchers with added value while also increasing the real-world impact of GSU research. More specifically we’ve got a new strategic plan ourselves in OTTC and some very “nuts and bolts” tech transfer initiatives underway (revamping our technology review, marketing and education programs) that will serve as a solid base to leverage as we go forward. 
AUTM Insight, V2, Issue #11
May 20, 2020
Emory University
Office of Technology Transfer
Todd Sherer
Associate VP for Research, Executive Director

What makes your research institution different than the rest?

Emory University, is a top-ranked private institution recognized internationally for its outstanding liberal arts colleges, graduate and professional schools, and one of the world's leading health care systems. This includes the Woodruff Health Sciences Center (including schools of medicine, nursing, public health, a NCI comprehensive cancer center, and a national primate research center) and a shared biomedical engineering department with GA Tech; as well as unique resources like the Emory Institute for Drug Development (EIDD) and Drug Innovation Ventures at Emory (DRIVE). As a leading research university, Emory is one of only 65 universities in the Association of American Universities (AAU). In 2019 the university was awarded $689.1 million in research funding, with $451 million in federal funding and $73 million in corporate funding.
With a diversity of research activities and considerable research funding there is a sustained drive for discovery at Emory and therefore lots of activity in the technology transfer office. Emory’s Office of Technology Transfer (OTT) is fortunate to have a product pipeline that rivals many biotech and pharma companies with more than 50 products on the market, including the game changing antiretrovirals for HIV that more than 90% of US patients take. In particular, two groups that make us unique comparted to many TTOs is our Emory Patent Group (EPG) and our Industry Contracting Group (ICG). The EPG is our internal law firm that handles patent prosecution for unlicensed technology. The ICG executes all agreements with industry partners, including clinical trial agreements, research agreements, STTR/SBIR, and confidentiality agreements. As a whole OTT executes more than 2,300 agreements each year, prosecutes an in-house portfolio of over 2,000 patents, and manages over 1,700 disclosures.
Lastly, is our highly successful start-up portfolio of more than 100 companies, with over 60% still active and the source of 80% of our products on the market. These companies have raised over $2 billion in private investment (25 companies from venture capital), $512 million in public investment (13 companies went public), and $14.2 billion from mergers & acquisitions (16 companies merged or acquired).
What's on the horizon?
We had two high-level priorities for 2020 and then, like many TTOs, we had to pivot quickly to add another – COVID-19. As our entire office is now at home the staff have been working creatively and quickly to address the various efforts at Emory to fight COVID-19 from processing MTAs, to completing key licensing agreements in weeks, to getting technology on the front lines, to supporting our colleagues in new initiatives.
What were we originally focused on for 2020? These two high-level priorities – a program review and process improvement.
Our top priority in 2020 is to systematically review our overall program that is focused on IP, licensing, marketing, start-ups, and industry partnerships. The timing is right for us to conduct a review to assure that we continue to implement best practices in a rapidly changing world. Over the past five years, there has been many changes to the Emory innovation ecosystem, the larger ecosystem around us, and growth in the research enterprise. We want to assure that our programs align with the current needs of the university, faculty, and those of our partners.
We will also maintain a strong focus on process improvement. This has and will continue to be a major effort for the eleven offices that make up the Office of Research Administration. Improving processes is central to our ability to manage increased workloads and attempt to meet the support that our researchers need to continue to grow research funding. Emory’s ORA has created a special Tiger Team of individuals to help ensure that we deliver on commitments to formally address process improvement across research administration, including technology transfer.
AUTM Insight, V2, Issue #7
March 25, 2020
NUtech Ventures
University of Nebraska–Lincoln
Brad Roth
Executive Director

What makes your research institution different than the rest?
The University of Nebraska-Lincoln is a land-grant institution and a member of the Big Ten Academic Alliance, the nation’s preeminent model for effective collaboration among research universities. Among Nebraska’s standout strengths: its commitment to advancing research in agriculture, food technology, engineering and materials sciences. This research has resulted in broadly commercialized innovation, including wheat varieties planted on the majority of the state’s wheat acres, herbicide-resistant crops planted on more than 45 million acres across North America and the first commercially available food allergen test kits.
NUtech Ventures is the nonprofit commercialization affiliate for the University of Nebraska–Lincoln, serving as its technology transfer office and also supporting entrepreneurship on campus. We have achieved record-setting growth in the past several years, including licensing revenue topping $6 million. In 2019, for the second year in a row, NUtech’s work helped rank the University of Nebraska system among the ‘Top 100’ academic institutions worldwide for issued U.S. patents. 
What’s on the horizon?
NUtech Ventures is looking to the future with a renewed emphasis on entrepreneurship. The University of Nebraska-Lincoln is home to successful spin-off companies that are leading the way. These companies are influencing their respective industries by developing low-cost surgical robots, deploying firefighting drones and transforming turfgrass management.
As a technology transfer office, NUtech is partnering with campus organizations to host pitch competitions, customer discovery training and entrepreneurship mixers for faculty, staff and students. We are also working with our regional start-up community to sponsor startup incubators and accelerators. As our team continues to build and sustain momentum around entrepreneurship outreach, our goal remains the same: transferring technology from the lab to the marketplace with real-world impact.
AUTM Insight, V2, Issue #3
January 29, 2020
Wisconsin Alumni Research Foundation (WARF)
Erik Iverson
Chief Executive Officer

What makes your research institution different than the rest?
The Wisconsin Alumni Research Foundation (WARF) is an independent, nonprofit supporting organization that serves as the technology transfer office for the University of Wisconsin-Madison. We like to say that WARF “invented” the idea of a tech transfer office when we were founded in 1925. Individual professors had held patents before, and several universities had formed committees to handle particular inventions, but WARF was the first administrative unit designed for the ongoing commercialization of university research.
WARF enables UW-Madison research to solve the world’s problems through financial support, actively managing assets, and moving innovations to the marketplace. We currently manage a portfolio of assets valued at $2.8 billion and, over the course of our history have provided $3.1 billion in grants (inflation adjusted) to support UW-Madison. Today, WARF has more than 2,000 active patents and 600 active licenses, which have contributed over $10 billion in products sold over the last ten years and 175 start-up companies based on WARF technologies.
At the root of it all, we recognize that strong partnerships have always guided WARF’s success. Harry Steenbock, our founding inventor, relied on the wisdom of two UW-Madison college deans, ten Wisconsin alumni with expertise in law, business, and investing, and the executives and industrial chemists of Quaker Oats, WARF’s first licensee. The values of innovation and collaboration continue to guide our activities today, whether with researchers, licensees, or our colleagues in AUTM.
What's on the horizon?
WARF will mark its ninety-fifth birthday on Nov. 14, 2020 (be on the lookout for social media posts and related programming). We’re also bringing in the new year with a refreshed organizational structure. This past October, we announced the promotion of Stephanie Adamany to WARF General Counsel. Michael Falk, who has been with WARF since 2000, has taken on the new title of Chief Intellectual Property and Licensing Officer, and John Gransee has added Chief Operating Officer to his duties as WARF CFO. The new management team puts WARF in position to adapt and optimize its core operations for the coming decade and beyond.
In addition to our primary patent and licensing activities, WARF continues to build three initiatives in areas of specific strategic importance: WARF Ventures, WARF Therapeutics, and WARF Accelerator.
With WARF Ventures, for the first time in our history, we have launched a Chief Venture Office with the mission to shape a generation of Wisconsin innovation. The program is led by CVO Mike Partsch, a seasoned medical device venture capitalist and CEO with extensive operational experience in early-stage university spinouts. Mike leads WARF’s new multimillion dollar venture fund, which focuses primarily on young companies commercializing early-stage UW-Madison technologies. To date, WARF Ventures has made investments in fourteen companies, with more to come.
WARF Therapeutics was created to position UW-Madison for its next “home run” pharmaceutical. But the ultimate objective is to advance novel medicines for patients with unmet medical needs. Since 1925, WARF and UW-Madison inventions have helped eradicate rickets, made warfarin one of the most successful blood thinners in history, and brought lifesaving vitamin D therapies to millions of people. As powerful as that legacy may be, our focus is still on the future. The WARF Therapeutics team, led by “Drug Hunter” Jon Young, is tasked with identifying the most commercially promising biological target discoveries on the UW-Madison campus and navigating top assets through the technical stages to make them attractive to commercial partners.
WARF Accelerator, in operation since 2010, has grown into one of the most important commercialization resources for UW-Madison, providing expert mentoring and funding critical to advancing bold new technologies. Under the leadership of Senior Director Greg Keenan, WARF Accelerator has invested in 112 technologies supported 120 university investigators and engaged more than 50 industry-savvy mentors known as “Catalysts.” This work has yielded dividends—generating 35 commercial agreements and providing 14 start-ups. The technologies that have received Accelerator investments have secured $85 million in follow-on funding, representing $6.50 of external investment for every $1.00 of Accelerator support.
With these initiatives in full swing and gaining momentum, plus our patent and licensing operations refreshed under a new management structure, WARF is looking forward with confidence to a bright 2020 and beyond.
AUTM Insight, V2, Issue #1
January 2, 2020
Puerto Rico Science, Technology and Research Trust
Carlos A. Baez-Pagan, MBA, PhD 
Technology Manager
Technology Transfer Office 

What makes your research institution different than the rest? 
We are a private, non-profit organization established by the Commonwealth of Puerto Rico in 2004 to invest, facilitate, and foster the innovation, transfer, and commercialization of technology. The “Trust” has more than 15 special programs focused upon both local and global opportunities. Our Technology Transfer Office (TTO) is a regional office that serves all universities with research programs including the public land-grant University of Puerto Rico, private universities, and medical schools.  Our model is based upon shared risk/shared reward in which the TTO supports and manages technology transfer for discoveries originating at the university partner.  

What’s on the horizon?
Our TTO central office is located in San Juan and we’ve now established a TTO west office at the University of Puerto Rico - Mayagüez campus, a major Hispanic Serving Institution (HSI) engineering school, to engage researchers and also facilitate industry research collaborations.  We realize that our market is global, so we are using new platforms and strengthening our networks to engage partners located in major technology and industrial centers.
AUTM Insight, V1, Issue #20
December 4, 2019
The Center for Technology Venture & Commercialization
The University of Utah
Mary Albertson, Director of Commercialization

 What makes your research institution different than the rest?
The University of Utah, with over 80 centers and institutes, nearly one million square feet of research space, and research funding approaching $550M in FY2019, was recently named to the Association of American Universities (AAU). Among the many standouts is the organization’s department of Biochemistry ranked in the top 10 for National Institutes of Health funding and the School of Medicine, ranked in the top 40 in its category. The results of these research capabilities and efforts included over 200 invention disclosures and 56 patents.
On behalf of the University of Utah, the Center for Technology Venture & Commercialization (TVC) serves as a catalyst for the regional ecosystem. TVC is responsible for all aspects of invention management, patent prosecution, licensing, start-up formation and support, equity management and early-stage funding. As one of the oldest such offices in the country (founded in 1965), TVC has established a reputation for leadership in technology commercialization. Since its launch in 1965, TVC has received over 1,500 patents, licensed over 700 technologies and returned nearly $300M to the University.   
Over the last several years TVC has shifted away from a transactional approach to business toward one based on relationships. In an effort to serve its customer, the licensee, better, TVC turned its focus inward toward the source of its product, and emphasized building deeper, stronger, more trusted relationships with inventors. Their great minds and passionate research are constantly generating innovative ideas, but those ideas often need additional time and resources before they can be licensed successfully. So TVC created several new programs to facilitate technology development and start-up creation in a patient, measured way. It believes this new approach will actually increase operational efficiency and speed the time to market in the long run.
From the earliest phase of assessing the commercial potential of research through the growth stages of a start-up, TVC is taking the long view with inventors and entrepreneurs. That’s why it created StartUp 360, a program that provides comprehensive, wrap around support services to inventors and entrepreneurs as they conduct and bring research to life. StartUp 360 begins and ends with partnerships. For example, TVC created multiple “-in-Residence” tracks, including Executives, Entrepreneurs, and Mentors. TVC draws its residents from business, industry, health care, finance, and start-ups. They ask the questions, develop the relationships, and lend their expertise to TVC, U inventors, and each other along the full continuum of innovation to market. Some are looking for their next gig, other are looking to keep their skills fresh, but all want to give back. One mid-career PI summarized their contribution this way. “I knew what I wanted, but they helped me understand what the value of my work would be outside the lab. If it never left my lab, the value of my work would be lost. Now I understand how that happened earlier in my career.” Another commented, “There simply is no replacement for experience.” StartUp 360 also includes a vendor network that spans from marketing professionals to regulator experts to lawyers and accountants. TVC built the network from the ground up based on two considerations—trust and experience. StartUp 360 vendors must demonstrate past success working with start-ups and they must be conflict free. They cannot have business ties to TVC, nor can they take equity in TVC start-ups. Commented one entrepreneur-in-residence who licensed multiple technologies for his start-up, “I know they are acting in the best long-term interest of their client, me. That goes a long way toward establishing trust.”

What’s on the horizon?
Despite years of success commercializing technology, in some ways, TVC is just hitting its stride. TVC’s focus on trusted relationships and long-term partnerships has opened new engagement opportunities throughout the innovation to market continuum. In many cases, markets and entrepreneurs move too quickly to wait while inventors apply for grants. So TVC recently launched its Pioneer Grant program. When PIs and-in-Residence participants identify hot innovations with demonstrated market potential, working in partnership, they can apply for small grants, deployed quickly to “get their research over the mountain.” Physical infrastructure for start-ups is another area where TVC is being called upon to move the needle. In partnership with Recursion, a successful TVC startup launched this decade, TVC expects to launch an incubator for life sciences and technology startups in early 2020. Housed in a 14,500 square foot facility, 5,000 square feet of which is wet lab space, the incubator will give preference to university start-ups and will encourage applications from start-ups lead by historically underrepresented founders.

While TVC has made significant shifts in its approach to commercialization, we continue to strive to expand our impact. Stay tuned!
AUTM Insight, V1, Issue #16
October 9, 2019
Tech Launch Arizona
The University of Arizona

Paul Tumarkin, Sr. Manager, Marketing & Communications
What makes your research institution different than the rest?
The University of Arizona is one of the top public research universities in the nation. As a public, land-grant, AAU university, the UA is uniquely positioned to address grand challenges faced by people all over the world, and the growth in commercialization demonstrates that our solution-oriented culture and strategic investments are producing results. UA is addressing grand challenges at the edges of human endeavor and capability. 

Taking a closer look at our technology commercialization operation, four strategic focuses have been essential in creating this success and really setting the UA apart. First, unique to UA, Tech Launch Arizona has embedded licensing managers in each of the key IP-producing colleges. These licensing managers spend at least half of their time in their colleges engaging with inventors, keeping their fingers on the pulse of research, communicating directly with college leadership, and moving projects forward. Second, we have a dedicated market research manager whose primary functions are to analyze new invention disclosures and manage student market research fellows, helping to determine the commercial potential for each.

Third, to help move new inventions closer to licensing readiness, we have a dedicated asset development fund. Inventors can submit proposals for these funds year-round, and our licensing managers and mentors-in-residence work directly with these inventors to identify opportunities and create targeted proposals. The sole goal of these projects is to move technologies further along the technology readiness level and get them to license.

Finally, we have a fully staffed venture development team to launch successful start-ups. With a full-time commercialization network manager and four mentors-in-residence, this team runs our i-Corps Site program and brings inventors together with experienced technology experts and entrepreneurs to build successful strategies and teams ready to take inventions forward.

While many universities may make similar claims, our biggest differentiator is that we’ve achieved a complete turn-around of technology commercialization in a few short years. Between 2013 and today, each year we have recorded more invention disclosures, licensed more technologies, and launched more start-ups than in any single year in the entire history of the University of Arizona, and have seen double-digit compound annual growth in most commercialization metrics. 

What's on the horizon?
The University of Arizona recently hired Dr. Elizabeth (Betsy) Cantwell as our Senior Vice President of Research and Innovation. With her arrival, we expect to have an even greater focus on the potential to maximize the impact of research through commercial pathways, aligning more closely with other units under her leadership, including Tech Parks, the new Arizona Forge incubator, and Corporate Engagement.
Building on the UA’s focus on impact, we are excited that this fiscal year UA plans to break ground on a building at a new location called the UA Tech Park at The Bridges. Located close to campus, this new high-tech home for Tech Launch Arizona will constitute the innovation hub for UA and will raise the profile of innovation and commercialization across the University, making it easier for companies to engage with UA, for TLA and other co-located groups to work strategically together, and for our constituents to visit and engage us in person. 

While we have achieved great growth, we recognize that given the amount of research that the UA does, we have headroom to grow our commercialization impact. So while it’s an opportunity, it’s also a call to meet the challenge – we have a lot of work to do and have a talented team that’s excited to engage and #makeithappen
AUTM Insight, V1, Issue #14
September 11, 2019
Montana State University
Technology Transfer Office

Daniel Juliano, Director

What makes your research institution different than the rest?
Montana State University (MSU), the largest university in Montana, has nearly 17,000 students and $130 million/year in research funding. We serve the 4th largest state, with just a million people — sparsely populated, but a state that grows students who have an incredible "can do" work ethic and who are natural entrepreneurs. As a land grant institution, MSU has historically had strong agricultural research and technology transfer activity, particularly licensing new crop varieties. In the 1990s the university also began focusing on assisting high tech start-ups. MSU does not have a medical school, and only a small fraction of our historical technologies have been biomedical — though our proximity to Yellowstone Park has created opportunities to develop and license unique biological products and processes that derive from hot springs. The Technology Transfer Office has spun out more than 60 companies, including seeding a local photonics industry cluster that now boasts 3 dozen companies employing 800 employees. MSU TTO is integrated with our unique TechLink center, which facilitates more than 70% of all Department of Defense (DoD) technologies licensed nationally.
What's on the horizon?
TechLink is growing, and in 2019 began serving the Veterans Administration in addition to DoD. MSU has always been strong in fundamental bioscience research, and this field now makes up about half our invention disclosures. 

MSU has assembled programs to support startups and small companies. This includes Blackstone LaunchPad, Montana Manufacturing Extension Center, Small Business Development Center, and strong curricular entrepreneurship programs. In August, MSU won an EDA i6 Challenge Award, which enables us to initiate a new gap fund to advance early stage technologies with commercial promise, and to restart our in-house accelerator program. As a result, the campus-wide enthusiasm for technology transfer has substantially jumped and 2020 should be our strongest year ever.
AUTM Insight, V1, Issue #12
August 14, 2019
Wilkes University
Allan P. Kirby Center for Free Enterprise & Entrepreneurship 

Dr. Rodney S. Ridley, Sr., RTTP, Executive Director & Distinguished Professor 


What makes your research institution different than the rest?
Although Wilkes University is a relatively small research university (~6,000 undergraduate and graduate students combined), we have a truly unique profile. The Allan P. Kirby Center promotes and fosters technology transfer, business development, entrepreneurial education and community outreach. We mentor and enable our clients and partners to create value and facilitates distinctive experiential learning opportunities and activities. The secret to our success is a completely integrated approach that incorporates students (Kirby Scholars), faculty, staff, mentors and the community. 
What's on the horizon?

We have a number of major initiatives underway. Our technology transfer system focuses on bio science and life science while serving the entire northeastern Pennsylvania region. We are helping our community partners — local chambers of commerce, economic development organizations, and other institutions of higher education — form a collaborative network to enhance the region's entrepreneurial and economic profile. 
AUTM Insight, V1, Issue #10
July 17, 2019
Lakehead University
Economic Development and Innovation

Ellen MacKay, Director, Innovation Development

What makes your research institution better than the rest?
Lakehead University has been named Canada’s Research University of the Year in the undergraduate university category for four consecutive years by Research Infosource. Lakehead’s placement at the top of the country’s undergraduate universities category is based on the university standing out on a balanced scorecard of research inputs and outputs, according to the annual ranking of Canada’s Top 50 Research Universities. Lakehead's research excellence goes well beyond on-campus labs and facilities; the researchers are active in communities around the globe to help ensure the continued vibrancy of economies, societies, and cultures. Lakehead's researchers also take part in collaborations with industry, government, and community partners, enabling exciting research in a number of areas, including the bioeconomy, natural resource management, and aboriginal and First Nations partnerships.

What's on the horizon?
The Economic Development and Innovation (EDI) office now manages the new business incubator, Ingenuity, and has taken a more active role in entrepreneurial skills training, programming and events. Although it still functions as the technology transfer office, handling all the intellectual property management and commercialization, the EDI office hopes that the incubator, launched in November 2018, will help stimulate more start up companies, spin-offs, and business creation in Thunder Bay. Ingenuity will serve as a pipeline to all other business startup hubs within the city, and has partnered with every community resource to cross-promote services, events, programming, and funding. 
AUTM Insight, V1, Issue #8
June 19, 2019
University of Kentucky
Office of Technology Commercialization

Ian McClure, Executive Director

 What makes your research institution better than the rest? 
The following unique combination of benefits to industry exemplify how UK puts partnering on a pedestal: We are one of only a few universities in the US that have implemented a “fast track” up-front IP terms option for industry research sponsors, and we are the flagship university for the only state that has a Phase 1 and Phase 2 SBIR Match program. Proof of benefit: 6 of the 10 KY SBIR Match awardees this year were technologies developed at or in partnership with UK.
What’s on the horizon? 
UK is leading the development of a statewide partnership of all Kentucky universities to accelerate innovation, commercialization and industry engagement. As a result, partnering with UK research means access to opportunities for collaboration with all the fantastic research in the entire state.

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