As a former life sciences entrepreneur, I can sympathize with the difficulty of collaborating with government agencies.
Recognizing the need for new initiatives and the opportunity gained from aligning diverse skill sets with experts residing within multiple disciplines, the Johnson Space Center Space Life Sciences Director, Dr. Jeffrey Davis founded the NASA Human Health and Performance Center (NHHPC). Established in October 2010, the NHHPC is a global convener of 85+ member organizations from government agencies, industry, academia, and non-profits that support the advancement of human health and performance innovations. In short, it is a virtual forum aimed at connecting organizations interested in collaborating and advancing human health and performance on Earth and in space.
The member driven organization provides resources and knowledge sharing to foster projects relating to the Center’s themes: Education and Inspiration, Habitability and Human Factors, Research and Technology, Innovation, Performance, and Health. There is no fee or document to sign—the only requirement to be a member is having an interest in advancing the goals of the NHHPC, and a willingness to share information and consider collaborative projects to achieve these goals. Members have the opportunity to share contact information, participate in bi-annual workshops, monthly telecoms, and collaborate on a soon-to-launch member-restricted Wiki. These platforms provide a unique opportunity to facilitate idea sharing amongst established industry leaders as well as startups and academics.
As entrepreneurs, and more importantly, collaborative solution seekers, I invite you to learn more about the Center and explore the presentations from the inaugural January Workshop focused on collaborative strategies and best practices at this link:
http://www.nasa.gov/offices/NHHPC/index.html.
Sunday, May 22, 2011
What Classic Literature Tells us about Modern Innovation
How to Create Products that Endure by Tyler Goodwin
Classic literature can tell us more about modern innovation than you might imagine. Seminal literary works, from Ovid’s Metamorphoses to Ginsberg’s Howl somehow manage to endure the test of time—a quality business leaders struggle to apply with predictability to new products in the marketplace. In this case, my goal is to understand the pattern of how literary innovations, in much the same way as product innovations, emerge from context, and how that concept can help you create strategic innovation opportunities with the endurance to stand the test of time.
To understand the historical pattern, we need not look further than the foreword of any perennial text. Successful literary innovators have one essential thing in common—the ability to capture the latent sentiment of their day, and thus free people to express themselves similarly within the new boundaries created. Followers subsequently echo these new sentiments and explore these new boundaries until others develop a latent desire to shift the conversation in a new direction. We have seen this with Howl, where Ginsberg captured and exploited society’s latent need for frank, even vile, self-expression. And, this effect is what seminal literary works have always achieved.
Further using both Howl and Metamorphoses as examples, let’s explore the product innovation implications that we can draw from this concept of capturing sentiment—specifically with regard to a company’s strategic position as an innovation leader or laggard. Click
Classic literature can tell us more about modern innovation than you might imagine. Seminal literary works, from Ovid’s Metamorphoses to Ginsberg’s Howl somehow manage to endure the test of time—a quality business leaders struggle to apply with predictability to new products in the marketplace. In this case, my goal is to understand the pattern of how literary innovations, in much the same way as product innovations, emerge from context, and how that concept can help you create strategic innovation opportunities with the endurance to stand the test of time.
To understand the historical pattern, we need not look further than the foreword of any perennial text. Successful literary innovators have one essential thing in common—the ability to capture the latent sentiment of their day, and thus free people to express themselves similarly within the new boundaries created. Followers subsequently echo these new sentiments and explore these new boundaries until others develop a latent desire to shift the conversation in a new direction. We have seen this with Howl, where Ginsberg captured and exploited society’s latent need for frank, even vile, self-expression. And, this effect is what seminal literary works have always achieved.
Further using both Howl and Metamorphoses as examples, let’s explore the product innovation implications that we can draw from this concept of capturing sentiment—specifically with regard to a company’s strategic position as an innovation leader or laggard. To read more go to this link:
http://tyleragoodwin.wordpress.com/2011/05/20/ovid-x-context-how-to-create-products-that-endure/
Classic literature can tell us more about modern innovation than you might imagine. Seminal literary works, from Ovid’s Metamorphoses to Ginsberg’s Howl somehow manage to endure the test of time—a quality business leaders struggle to apply with predictability to new products in the marketplace. In this case, my goal is to understand the pattern of how literary innovations, in much the same way as product innovations, emerge from context, and how that concept can help you create strategic innovation opportunities with the endurance to stand the test of time.
To understand the historical pattern, we need not look further than the foreword of any perennial text. Successful literary innovators have one essential thing in common—the ability to capture the latent sentiment of their day, and thus free people to express themselves similarly within the new boundaries created. Followers subsequently echo these new sentiments and explore these new boundaries until others develop a latent desire to shift the conversation in a new direction. We have seen this with Howl, where Ginsberg captured and exploited society’s latent need for frank, even vile, self-expression. And, this effect is what seminal literary works have always achieved.
Further using both Howl and Metamorphoses as examples, let’s explore the product innovation implications that we can draw from this concept of capturing sentiment—specifically with regard to a company’s strategic position as an innovation leader or laggard. Click
Classic literature can tell us more about modern innovation than you might imagine. Seminal literary works, from Ovid’s Metamorphoses to Ginsberg’s Howl somehow manage to endure the test of time—a quality business leaders struggle to apply with predictability to new products in the marketplace. In this case, my goal is to understand the pattern of how literary innovations, in much the same way as product innovations, emerge from context, and how that concept can help you create strategic innovation opportunities with the endurance to stand the test of time.
To understand the historical pattern, we need not look further than the foreword of any perennial text. Successful literary innovators have one essential thing in common—the ability to capture the latent sentiment of their day, and thus free people to express themselves similarly within the new boundaries created. Followers subsequently echo these new sentiments and explore these new boundaries until others develop a latent desire to shift the conversation in a new direction. We have seen this with Howl, where Ginsberg captured and exploited society’s latent need for frank, even vile, self-expression. And, this effect is what seminal literary works have always achieved.
Further using both Howl and Metamorphoses as examples, let’s explore the product innovation implications that we can draw from this concept of capturing sentiment—specifically with regard to a company’s strategic position as an innovation leader or laggard. To read more go to this link:
http://tyleragoodwin.wordpress.com/2011/05/20/ovid-x-context-how-to-create-products-that-endure/
Saturday, May 7, 2011
Guest blogger Liz Nutt writes about 10 Big Businesses That Started in a Garage
Guest blogger Liz Nutt writes about 10 Big Businesses That Started in a Garage
Every big business had to start out somewhere, right? Some have come from more humble beginnings than others, launching with no more than some basic equipment, a couple employees, a garage space and a big idea. Whether you’re a business or finance student hoping to follow your own path to entrepreneurial success or already working in your own garage on the next big thing, these stories of companies that rose from obscurity to be multi-million (or billion) dollar industries can be a big inspiration. They may very well help you finally realize your dream of getting out of that garage and onto bigger and better things.
1.Apple: Today, consumers will wait in line for hours just to get their hands on some of Apple’s latest products, but once upon a time this electronics giant was a mere blip on the technology industry’s radar. Back in 1976, Steve Jobs, Steve Wozniack and Ronald Wayne started a business out of a garage in Cupertino, CA, putting together one of the first prototypes of their personal computers. Over the next decades, the company would introduce several more models, including their Macintosh line in 1984, arguably what turned them from a struggling startup into a fully fledged business. Today, the company manufactures much more than computers, has almost 50,000 employees and brings in revenues of over 14 billion each year.
2.Google: Google might be a household name today, but back in 1998 the search engine giant was just starting out. Their corporate headquarters? A Menlo Park, CA garage. For the next five months, Google’s staff of three would work out of this garage, perfecting their search algorithm, indexing web pages, and raiding the refrigerator of their friend’s attached home. By the next year the company had outgrown the garage and eventually moved into what is today known as the Googleplex. To celebrate their 8th birthday, Google purchased the garage and intends to preserve it as a lasting legacy to the humble beginnings of their business.
3.Mattel: Mattel wasn’t always the toy maker we know it as today. When the Handler’s got their start in the 1940’s in a Southern California garage, they were making picture frames, not toys. Ruth Handler began taking the scraps of wood from those frames and making doll furniture, a side business which proved quite successful. Because of this, the entrepreneurs decided to change their focus to toys instead. In 1959, they introduced the first Barbie, and afterwards became a household name. Today they’re home to big names in the toy business like Fisher Price, Hot Wheels, American Girl and a number of board games.
4.HP: Back in 1939, Bill Hewlett and Dave Packard decided to establish their own electronics manufacturing company. Based out their garage in Palo Alto, CA, with an initial investment of only $538, the two helped establish the technology hub that would become Silicon Valley. When they started out, they made everything from high-tech electronics to agricultural products but by the 60’s were homing in on the tech market exclusively. Today, the company is an electronics giant, with some of the highest quality personal computing products on the market. They have opted to preserve the garage where they got their start, making it into a museum.
5.Amazon: In 1994, Jeff Bezos laid the foundations for what would be the online retailing giant Amazon in his garage, hoping to follow in the footsteps of fellow garage entrepreneurs HP. With a strong foundation, the company grew very quickly, and before long was in need of a much bigger space to house their operations. Today, there are few people who haven’t shopped with the online retailer, buying everything from food to televisions to electronic media. This small business had become one of the leading retailers in the world, with billions of dollars in sales each year.
6.Disney: While he would go on to build an animation and entertainment empire, Walt Disney’s first studio was a tiny, one car garage in Hollywood. There he worked on a variety of animation products, setting up a makeshift studio in the space, while he waited to see if his Alice in Wonderland pilot would be picked up by any major distributors. It was, and the company quickly moved out of the garage into a proper studio. These days, Disney is an entertainment giant for kids and adults alike with movies, theme parks and products around the world. That tiny garage was almost torn down, but the dedication of a few interested citizens helped to save it and interested visitors can go there today to see where it all began.
7.Microsoft: In 1975, Bill Gates and Paul Allen founded Microsoft, with just a few resources and an available garage space. Unlike Apple who developed both software and hardware, Microsoft homed in on the software market. Working with IBM, the company licensed their first OS for a mere $80,000. Later, they would go on to develop more sophisticated operating systems that would evolve into those we know as Windows today. The business would grow to be one of the most profitable and powerful in the world, dominating the personal computing market.
8.MagLite: Anthony Maglica started his dream of owning a business by working long hours to earn the money it would take to put a down payment on his first lathe. Working in a Los Angeles garage, he began to design and build precision parts for industry, aerospace and the military. By 1974, he was incorporated as Mag Instrument and the company was gaining a reputation for the quality of their products. In 1979, MagLite released their first flashlight, the product they are best known for today. It would help them to become a household name and secure their place in the market.
9.Yankee Candle Company: Unable to afford a present for his mother, young Michael Kittredge created his first scented candle from some melted crayons in his garage. Neighbors saw the candles and began purchasing them from him, eventually motivating the high school student to found a business with two high school friends. Kittredge sold the company in 1999 after a cancer scare, but it has gone on to even greater success and is now sold at many major retailers and a number of its own standalone stores.
10.Harley Davidson: It makes complete sense that a company selling vehicles would get its start in a garage or outbuilding, because that’s where those products eventually end up. Harley Davidson did just that, starting out in 1901 with a small business that built engines for bicycles. Of course, it wasn’t long before they started developing the motorcycles for which they are known, and in 1903 they had already released their first racing bike, constructed in a small wooden shed. Buoyed by the popularity and speed of their motorcycles, the company expands, constantly rethinking the best ways to build a bike. Today, they’re still known for producing some of the biggest, best motorcycles on the market and have become a household name.
Every big business had to start out somewhere, right? Some have come from more humble beginnings than others, launching with no more than some basic equipment, a couple employees, a garage space and a big idea. Whether you’re a business or finance student hoping to follow your own path to entrepreneurial success or already working in your own garage on the next big thing, these stories of companies that rose from obscurity to be multi-million (or billion) dollar industries can be a big inspiration. They may very well help you finally realize your dream of getting out of that garage and onto bigger and better things.
1.Apple: Today, consumers will wait in line for hours just to get their hands on some of Apple’s latest products, but once upon a time this electronics giant was a mere blip on the technology industry’s radar. Back in 1976, Steve Jobs, Steve Wozniack and Ronald Wayne started a business out of a garage in Cupertino, CA, putting together one of the first prototypes of their personal computers. Over the next decades, the company would introduce several more models, including their Macintosh line in 1984, arguably what turned them from a struggling startup into a fully fledged business. Today, the company manufactures much more than computers, has almost 50,000 employees and brings in revenues of over 14 billion each year.
2.Google: Google might be a household name today, but back in 1998 the search engine giant was just starting out. Their corporate headquarters? A Menlo Park, CA garage. For the next five months, Google’s staff of three would work out of this garage, perfecting their search algorithm, indexing web pages, and raiding the refrigerator of their friend’s attached home. By the next year the company had outgrown the garage and eventually moved into what is today known as the Googleplex. To celebrate their 8th birthday, Google purchased the garage and intends to preserve it as a lasting legacy to the humble beginnings of their business.
3.Mattel: Mattel wasn’t always the toy maker we know it as today. When the Handler’s got their start in the 1940’s in a Southern California garage, they were making picture frames, not toys. Ruth Handler began taking the scraps of wood from those frames and making doll furniture, a side business which proved quite successful. Because of this, the entrepreneurs decided to change their focus to toys instead. In 1959, they introduced the first Barbie, and afterwards became a household name. Today they’re home to big names in the toy business like Fisher Price, Hot Wheels, American Girl and a number of board games.
4.HP: Back in 1939, Bill Hewlett and Dave Packard decided to establish their own electronics manufacturing company. Based out their garage in Palo Alto, CA, with an initial investment of only $538, the two helped establish the technology hub that would become Silicon Valley. When they started out, they made everything from high-tech electronics to agricultural products but by the 60’s were homing in on the tech market exclusively. Today, the company is an electronics giant, with some of the highest quality personal computing products on the market. They have opted to preserve the garage where they got their start, making it into a museum.
5.Amazon: In 1994, Jeff Bezos laid the foundations for what would be the online retailing giant Amazon in his garage, hoping to follow in the footsteps of fellow garage entrepreneurs HP. With a strong foundation, the company grew very quickly, and before long was in need of a much bigger space to house their operations. Today, there are few people who haven’t shopped with the online retailer, buying everything from food to televisions to electronic media. This small business had become one of the leading retailers in the world, with billions of dollars in sales each year.
6.Disney: While he would go on to build an animation and entertainment empire, Walt Disney’s first studio was a tiny, one car garage in Hollywood. There he worked on a variety of animation products, setting up a makeshift studio in the space, while he waited to see if his Alice in Wonderland pilot would be picked up by any major distributors. It was, and the company quickly moved out of the garage into a proper studio. These days, Disney is an entertainment giant for kids and adults alike with movies, theme parks and products around the world. That tiny garage was almost torn down, but the dedication of a few interested citizens helped to save it and interested visitors can go there today to see where it all began.
7.Microsoft: In 1975, Bill Gates and Paul Allen founded Microsoft, with just a few resources and an available garage space. Unlike Apple who developed both software and hardware, Microsoft homed in on the software market. Working with IBM, the company licensed their first OS for a mere $80,000. Later, they would go on to develop more sophisticated operating systems that would evolve into those we know as Windows today. The business would grow to be one of the most profitable and powerful in the world, dominating the personal computing market.
8.MagLite: Anthony Maglica started his dream of owning a business by working long hours to earn the money it would take to put a down payment on his first lathe. Working in a Los Angeles garage, he began to design and build precision parts for industry, aerospace and the military. By 1974, he was incorporated as Mag Instrument and the company was gaining a reputation for the quality of their products. In 1979, MagLite released their first flashlight, the product they are best known for today. It would help them to become a household name and secure their place in the market.
9.Yankee Candle Company: Unable to afford a present for his mother, young Michael Kittredge created his first scented candle from some melted crayons in his garage. Neighbors saw the candles and began purchasing them from him, eventually motivating the high school student to found a business with two high school friends. Kittredge sold the company in 1999 after a cancer scare, but it has gone on to even greater success and is now sold at many major retailers and a number of its own standalone stores.
10.Harley Davidson: It makes complete sense that a company selling vehicles would get its start in a garage or outbuilding, because that’s where those products eventually end up. Harley Davidson did just that, starting out in 1901 with a small business that built engines for bicycles. Of course, it wasn’t long before they started developing the motorcycles for which they are known, and in 1903 they had already released their first racing bike, constructed in a small wooden shed. Buoyed by the popularity and speed of their motorcycles, the company expands, constantly rethinking the best ways to build a bike. Today, they’re still known for producing some of the biggest, best motorcycles on the market and have become a household name.
Sunday, April 17, 2011
Guest Blogger Derek Hall Talks about Deal of the Day Marketing
7 Things They Don’t Want You to Know About “Deal of the Day” Marketing
Businesses across the U.S. are rushing to jump on the emerging “Deal of the Day” bandwagon, driven at breakneck speed by companies like Groupon and LivingSocial, to name two of the bigger players. Undoubtedly, these arrangements drive short term spikes in business, but closer inspection reveals all is not what seems.
The crucial and often overlooked question for businesses looking to implement a “Deal of the Day” campaign for their organization is:
“Who wins at this coupon game…and at what cost?”
While working with small to medium sized businesses that are testing into this medium, I have observed several pitfalls and sand traps that can trip up even the savviest marketers.
The companies I work with bring in $500,000 to just under $10 million a year in revenue and are always looking to try new advertising ideas. Yet when it comes to social marketing, they have navigated into some unknown territory.
If your business is thinking of trying a Daily Deal concept, here are seven things you need to know before you do your deal:
1. You’re still paying for it. The average discount after a campaign (after adding in up-selling and cross-selling costs) is much larger than normal. It will lower your overall margins.
2. You don’t own the data. Daily deal companies typically keep the consumers’ data and don’t share it with the advertising businesses. Unless you have an efficient way to capture the consumer data when the certificate is used – you lose the chance to contact them in the future.
3. Think it will bring “loyal” customers? Forget it! Do your research. Recent studies conclude the national average for repeat customers from campaigns such as these is less than 20%.
4. Are you prepared for and avalanche of new customers? Expect an abnormal demand for your products and services in a short period of time. Unless the first impression is great, your business can develop a bad rap fast.
5. Keep caring for current customers. They could be casualties. They are the ones that have been loyal, and as they say, “Dance with the one that brung ya.” Unless they are receiving the same love and attention during this heightened demand – watch out!
6. Breakage – potential liability issues! “Breakage” is the term many use when a business can’t fulfill a promised coupon offer when a customer has paid for it in advance. Many government authorities are investigating complaints from consumers that can’t use the coupons. Businesses could end up holding the tab for all “unused” offers or have to put money into escrow.
7. Your company’s image and BRAND could be at risk! These campaigns can be very effective for new locations or brand new businesses with hardly any customers. BUT, if the business has an established brand – beware. Consumers are smart, and getting smarter about their choices, and they may sit on the sidelines until that ridiculously great teaser offer comes along again. These campaigns have also been used as “ATM Machines” for businesses that have struggled during the financial downturn, but in the long run overall profit margins can be severely compromised.
The top tier companies that promote these offers have a great business model and many investors can’t wait to become their shareholders. But in the long run do they have the “middleman” or their advertisers’ best interests at heart? Think hard before you Do a Deal.
Derek Hall is an entrepreneur and founder of DartzDeals based in Austin, TX. He also has over 21 years of experience in executive management in the technology industry. He has founded several very successful companies since 2005 to serve the advertising needs of local business owners. DartzDeals business model is based upon persistent advertising via smart phones, the web, personal branded apps and high end print for local businesses to use for client capture and retention. DartzDeals website is http://www.dartzdeals.com/.
Businesses across the U.S. are rushing to jump on the emerging “Deal of the Day” bandwagon, driven at breakneck speed by companies like Groupon and LivingSocial, to name two of the bigger players. Undoubtedly, these arrangements drive short term spikes in business, but closer inspection reveals all is not what seems.
The crucial and often overlooked question for businesses looking to implement a “Deal of the Day” campaign for their organization is:
“Who wins at this coupon game…and at what cost?”
While working with small to medium sized businesses that are testing into this medium, I have observed several pitfalls and sand traps that can trip up even the savviest marketers.
The companies I work with bring in $500,000 to just under $10 million a year in revenue and are always looking to try new advertising ideas. Yet when it comes to social marketing, they have navigated into some unknown territory.
If your business is thinking of trying a Daily Deal concept, here are seven things you need to know before you do your deal:
1. You’re still paying for it. The average discount after a campaign (after adding in up-selling and cross-selling costs) is much larger than normal. It will lower your overall margins.
2. You don’t own the data. Daily deal companies typically keep the consumers’ data and don’t share it with the advertising businesses. Unless you have an efficient way to capture the consumer data when the certificate is used – you lose the chance to contact them in the future.
3. Think it will bring “loyal” customers? Forget it! Do your research. Recent studies conclude the national average for repeat customers from campaigns such as these is less than 20%.
4. Are you prepared for and avalanche of new customers? Expect an abnormal demand for your products and services in a short period of time. Unless the first impression is great, your business can develop a bad rap fast.
5. Keep caring for current customers. They could be casualties. They are the ones that have been loyal, and as they say, “Dance with the one that brung ya.” Unless they are receiving the same love and attention during this heightened demand – watch out!
6. Breakage – potential liability issues! “Breakage” is the term many use when a business can’t fulfill a promised coupon offer when a customer has paid for it in advance. Many government authorities are investigating complaints from consumers that can’t use the coupons. Businesses could end up holding the tab for all “unused” offers or have to put money into escrow.
7. Your company’s image and BRAND could be at risk! These campaigns can be very effective for new locations or brand new businesses with hardly any customers. BUT, if the business has an established brand – beware. Consumers are smart, and getting smarter about their choices, and they may sit on the sidelines until that ridiculously great teaser offer comes along again. These campaigns have also been used as “ATM Machines” for businesses that have struggled during the financial downturn, but in the long run overall profit margins can be severely compromised.
The top tier companies that promote these offers have a great business model and many investors can’t wait to become their shareholders. But in the long run do they have the “middleman” or their advertisers’ best interests at heart? Think hard before you Do a Deal.
Derek Hall is an entrepreneur and founder of DartzDeals based in Austin, TX. He also has over 21 years of experience in executive management in the technology industry. He has founded several very successful companies since 2005 to serve the advertising needs of local business owners. DartzDeals business model is based upon persistent advertising via smart phones, the web, personal branded apps and high end print for local businesses to use for client capture and retention. DartzDeals website is http://www.dartzdeals.com/.
Saturday, April 2, 2011
IBM SmartCamp Calls for Entrepreneurs
On behalf of IBM, I would like to introduce you to a new program by IBM to help your company continue to grow and accelerate. Here is your chance to partner with IBM and receive access to world-class advisors plus a direct route to seed and venture capital.
SmartCamp is an exclusive event aimed at identifying early stage entrepreneurs who are developing business ventures that align with the IBM Smarter Planet vision.
SmartCamp winners take part in a three-month mentorship with IBM. The winner will be invited to attend the SmartCamp World Finals. A finalist will be chosen to receive a personal mentoring engagement from Dr. Robert Metcalfe - ethernet inventor from the University of Texas at Austin.
If that sounds like what your start-up needs, then apply to participate in SmartCamp Austin on May 17 & 18, 2011.
To learn more and apply for SmartCamp go to IBM SmartCamp by April 15th. For questions, please contact Jonathan Libby at jlibby@us.ibm.com or 408-829-3923.
SmartCamp is a part of the IBM Global Entrepreneur initiative, which helps you build your business around the smarter planet market opportunity. By leveraging the benefits of IBM Global Entrepreneur, you can gain access to no-charge IBM software, technical enablement resources, mentoring, greater credibility, and validation of your solution.
Best regards,
Hall T.
SmartCamp is an exclusive event aimed at identifying early stage entrepreneurs who are developing business ventures that align with the IBM Smarter Planet vision.
SmartCamp winners take part in a three-month mentorship with IBM. The winner will be invited to attend the SmartCamp World Finals. A finalist will be chosen to receive a personal mentoring engagement from Dr. Robert Metcalfe - ethernet inventor from the University of Texas at Austin.
If that sounds like what your start-up needs, then apply to participate in SmartCamp Austin on May 17 & 18, 2011.
To learn more and apply for SmartCamp go to IBM SmartCamp by April 15th. For questions, please contact Jonathan Libby at jlibby@us.ibm.com or 408-829-3923.
SmartCamp is a part of the IBM Global Entrepreneur initiative, which helps you build your business around the smarter planet market opportunity. By leveraging the benefits of IBM Global Entrepreneur, you can gain access to no-charge IBM software, technical enablement resources, mentoring, greater credibility, and validation of your solution.
Best regards,
Hall T.
Wednesday, March 30, 2011
Chris Cornutt Talks about the Lone Star PHP Conference
Chris Cornutt Talks about the Lone Star PHP Conference
Where are you from originally?
Dallas, Tx
What university did you go to?
Abilene Christian University
What is your group’s mission?
The Lone Star PHP Conference seeks to bring some of the best PHP content and talent to the DFW area in a yearly event open to developers and non-developers alike.
What need does it fulfill?
The conference brings the format of the once-monthly DallasPHP meetings, a popular venue for learning and experiencing PHP, to a larger scale. Web professionals have to keep learning all the time to keep viable in their careers. Our event helps them by providing a wide range of sessions on topics ranging from the more technical to the “soft” topics.
What exactly does it bring to startups?
Like any other company, employees of startups have to keep broadening their horizons. This conference offers them an affordable way to do just that.
What type of startup would benefit from your group?
Any startup looking to learn more about not only the PHP language but about a wide range of surrounding technologies including web application deployment, Drupal, Windows Azure and unit testing your applications.
What was the most challenging aspect of starting up the initiative?
The planning has been the hardest part - going in I didn’t know quite what all was involved in setting up a conference, but I’ve found out quickly. I’ve been an attendee at several conferences and have friends that have helped to organize other, similar events and it’s been nice to have them to lean on. There’s so many small details you have to consider and it’s good to have a few people to ask questions when I need a few quick answers.
What advice do you have for entrepreneurs?
I keep coming back to it, but they shouldn’t forget to be constantly learning, whether it be a new technology or a concept that can help their product be the best it can be. If you’re not learning something new every day about the world you and your product exist in, you’re doing something wrong.
What Dallas-based resource have you found to be the most helpful and why?
The most helpful has been the DallasPHP user group. It’s where the event started from and it’s the group that’s providing a solid foundation for it. Quite a few of the speakers are former DallasPHP speakers (and some just may be future ones too).
Where are you from originally?
Dallas, Tx
What university did you go to?
Abilene Christian University
What is your group’s mission?
The Lone Star PHP Conference seeks to bring some of the best PHP content and talent to the DFW area in a yearly event open to developers and non-developers alike.
What need does it fulfill?
The conference brings the format of the once-monthly DallasPHP meetings, a popular venue for learning and experiencing PHP, to a larger scale. Web professionals have to keep learning all the time to keep viable in their careers. Our event helps them by providing a wide range of sessions on topics ranging from the more technical to the “soft” topics.
What exactly does it bring to startups?
Like any other company, employees of startups have to keep broadening their horizons. This conference offers them an affordable way to do just that.
What type of startup would benefit from your group?
Any startup looking to learn more about not only the PHP language but about a wide range of surrounding technologies including web application deployment, Drupal, Windows Azure and unit testing your applications.
What was the most challenging aspect of starting up the initiative?
The planning has been the hardest part - going in I didn’t know quite what all was involved in setting up a conference, but I’ve found out quickly. I’ve been an attendee at several conferences and have friends that have helped to organize other, similar events and it’s been nice to have them to lean on. There’s so many small details you have to consider and it’s good to have a few people to ask questions when I need a few quick answers.
What advice do you have for entrepreneurs?
I keep coming back to it, but they shouldn’t forget to be constantly learning, whether it be a new technology or a concept that can help their product be the best it can be. If you’re not learning something new every day about the world you and your product exist in, you’re doing something wrong.
What Dallas-based resource have you found to be the most helpful and why?
The most helpful has been the DallasPHP user group. It’s where the event started from and it’s the group that’s providing a solid foundation for it. Quite a few of the speakers are former DallasPHP speakers (and some just may be future ones too).
Friday, March 25, 2011
The Fund Raising Funnel
I spent the earlier part of this spring at the World’s Best Technologies Show in Arlington which highlights technologies from university and government labs moving through the commercialization process. In the session on raising funding the panel provided an interesting perspective on the “funnel” used to describe the fund raising process as follows:
1. Self –fund –80% of the companies do this and it will let you start a company that can grow at 20% a year max.
2. Friends and Family – another source the can generate funding from an emotional investment as well as a financial one.
3. Strategic Partners – sell your product in its early stages (even if it doesn’t fully work) and charge an NRE (non-recurring engineering) fee for it.
4. Angel Groups – there are 300+ of them throughout the USA.
5. Individual investors – sign up the potential investor as a mentor first and then move to the investment stage.
6. Grants – check out grants.gov which lists all the grants the US government has to offer.
7. Early Stage Venture Capital – There are 75 firms in the US operating today. You can find them on PWC Money Tree
8. License/Royalties—you can generate cash for your startup by licensing the use of it to someone in exchange for a royalty stream. It takes $9M of funded research to create 1 license which will last on average for five years and generate $375K of cash to the licensee.
As an angel investor, one of the first questions put to the entrepreneur is what other sources of funding have your tried and in the future what will you consider. If you haven't put your own money into it, it will be difficult to convince others. If you're building a life science or cleantech product requiring a great deal of capital, then government funding is a must.
Best regards,
Hall T.
Monday, February 21, 2011
Take the Investor on the Journey With You-- AV Hours, Feb 22
I encourage startups to meet with investors well before they go out to raise funding to understand better the investors criteria and to build a relationship. Many investors want to see how well the entrepreneur executes on their plan so it's best to take the investor on the journey with you. By the time you go out to raise funding you should have 20 to 30 investors who you are keeping up to date on your progress.
One investor to consider is Austin Ventures. They have dedicated a portion of their fund to early stage, emerging technology companies. Last year they funded Spredfast.
The February 22nd "AV Entrepreneur Hours" event is coming up. To join you can email them at entrepreneurhours@austinventures.com, and give a brief description of your new project. Selected entrepreneurs will get a 20 minute time slot. By Friday the 18th, they will post or email the schedule for the meeting.
Best regards,
Hall T.
One investor to consider is Austin Ventures. They have dedicated a portion of their fund to early stage, emerging technology companies. Last year they funded Spredfast.
The February 22nd "AV Entrepreneur Hours" event is coming up. To join you can email them at entrepreneurhours@austinventures.com, and give a brief description of your new project. Selected entrepreneurs will get a 20 minute time slot. By Friday the 18th, they will post or email the schedule for the meeting.
Best regards,
Hall T.
Saturday, February 12, 2011
Bill Hulsey of Hulsey IP Law Talks about Patent Protection Internationally
Bill Hulsey of Hulsey IP Law Talks about Patent Protection Internationally
Where are you from originally?
I am originally from Memphis, Tennessee.
What university did you go to?
I attended Rhodes College to receive a degree in theoretical mathematics. Then, I joined the U.S. Navy to train in its Navy’s Nuclear Propulsion Program and then serve as a submarine officer in the construction and deployment of Fast Attack nuclear submarines. I later obtained a masters degree in economics from the University of Virginia, in Charlottesville, Virginia, where I focused on the economic factors causing entrepreneurial companies to aggregate in places like Austin, Palo Alto, and the Boston Route 128 Corridor. Finally, I received a law degree from the Vanderbilt School of Law in Nashville, Tennessee with the intention to serve entrepreneurial businesses. These days I find myself at many universities teaching IP and entrepreneurial classes.
What brought you to Austin?
I was an associate at the Baker & Botts law firm and
wanted to come down to Austin to start that firm’s IP practice and to serve entrepreneurial companies in Austin. That was back in 1993. Since then, I have continued to work here, starting my own firm in late 2002.
What is your passion and strength?
My passion is to help companies succeed in an IP-intensive and competitive marketplace. I believe that I and the other IP professionals in our firm have a special focus and ability to serve entrepreneurial and emerging growth companies. Our strong technical capabilities—all of us are first electrical, nuclear, biomedical engineers or physicists—give us the ability to communicate at technologically deep levels with your clients. I have a very strong passion and strength, I believe, in helping young engineers and law school graduates become practicing and highly competent IP professionals. All of this is about growth and development.
What need does it fulfill?
Well, I would say that my passion and strength in focusing on growth and development allow me to take a long view in the service of our clients as we participate in the ups and downs of their entrepreneurial efforts. It also allows me to take a long view with young professionals and to be proud of their many achievements as they prosper and grow.
What exactly do you bring to startups?
Over twenty-five years of working with startup companies and over thirty years of working with some of the most technologically complex technologies of the day. I also bring a deep desire to see our clients achieve their market objectives. I also bring a team of young and aspiring professionals committed to seeing their clients well served.
What type of startup would benefit from your strengths?
A startup seeking to commercialize a technology in one of the fields of energy technologies and applications, bioscience and biotechnologies, electronics devices and systems, environmental technologies and processes, software/Internet technologies and processes, or aerospace technologies. These are IP-intensive companies, generally, and are a good fit for our law practice. Over the years we have been of significant service to companies in these fields to develop IP assets and navigate IP situations as they enter, grow and mature in these markets.
What was the most challenging aspect of starting up a business?
I think that from a legal services point of view, startup companies have a need to protect two things. They need to protect their IP, but they also very frequently or generally need to protect their checkbook. Protecting their IP generally calls for obtaining patent filing dates as early as possible and as inexpensively as possible. But, they should plan for IP expenses to grow as the company grows and becomes more successful. This growth, however, should track or match the revenue that the company generates from selling its products and services and licensing its technology. Keeping this relationship between IP investment and company revenue in “right relation” is an ongoing challenge, but well worth the effort.
What advice do you have for entrepreneurs?
Use the domestic and international IP systems. These systems and the laws that support them are established and operated for their benefit. The state and national governments know that entrepreneurs power our national economy. They have made sure that the IP systems serve their needs. Because of this, entrepreneurs need to know what is in place for them and how to avail themselves of these business tools. Also, check out the U.S. Patent & Trademark Office tutorials, as well as those of the World IP Organization and the European Patent Office. These are on the respective websites and can be of immense benefit to company business and technical leaders.
What Austin-based resource have you found to be the most helpful and why?
I think that two resources in Austin are most valuable for entrepreneurs. They are different, but very tightly connected.
One is our amazing University of Texas. There is not enough time to discuss all that UT does to support entrepreneurs and business here in Austin. But, the IC2 Institute, TechLabs, the MSTC Program, ATI, and all of the technical and professional schools support the local, state, and national economies. This resource in the heart of Austin is great treasure.
The other resource is our excellent Austin Chamber of Commerce. The work of Mike Rollins, Susan Davenport, and Erika Sumner, as well as a large number of other Chamber staff and volunteers, make economic development in Austin the envy of the nation. You know, Austin was named the second most innovative city in the U.S. last year and frequently wins many other such awards or recognitions.
The University of Texas and The Greater Austin Chamber of Commerce play important roles in our being so recognized.
Where are you from originally?
I am originally from Memphis, Tennessee.
What university did you go to?
I attended Rhodes College to receive a degree in theoretical mathematics. Then, I joined the U.S. Navy to train in its Navy’s Nuclear Propulsion Program and then serve as a submarine officer in the construction and deployment of Fast Attack nuclear submarines. I later obtained a masters degree in economics from the University of Virginia, in Charlottesville, Virginia, where I focused on the economic factors causing entrepreneurial companies to aggregate in places like Austin, Palo Alto, and the Boston Route 128 Corridor. Finally, I received a law degree from the Vanderbilt School of Law in Nashville, Tennessee with the intention to serve entrepreneurial businesses. These days I find myself at many universities teaching IP and entrepreneurial classes.
What brought you to Austin?
I was an associate at the Baker & Botts law firm and
wanted to come down to Austin to start that firm’s IP practice and to serve entrepreneurial companies in Austin. That was back in 1993. Since then, I have continued to work here, starting my own firm in late 2002.
What is your passion and strength?
My passion is to help companies succeed in an IP-intensive and competitive marketplace. I believe that I and the other IP professionals in our firm have a special focus and ability to serve entrepreneurial and emerging growth companies. Our strong technical capabilities—all of us are first electrical, nuclear, biomedical engineers or physicists—give us the ability to communicate at technologically deep levels with your clients. I have a very strong passion and strength, I believe, in helping young engineers and law school graduates become practicing and highly competent IP professionals. All of this is about growth and development.
What need does it fulfill?
Well, I would say that my passion and strength in focusing on growth and development allow me to take a long view in the service of our clients as we participate in the ups and downs of their entrepreneurial efforts. It also allows me to take a long view with young professionals and to be proud of their many achievements as they prosper and grow.
What exactly do you bring to startups?
Over twenty-five years of working with startup companies and over thirty years of working with some of the most technologically complex technologies of the day. I also bring a deep desire to see our clients achieve their market objectives. I also bring a team of young and aspiring professionals committed to seeing their clients well served.
What type of startup would benefit from your strengths?
A startup seeking to commercialize a technology in one of the fields of energy technologies and applications, bioscience and biotechnologies, electronics devices and systems, environmental technologies and processes, software/Internet technologies and processes, or aerospace technologies. These are IP-intensive companies, generally, and are a good fit for our law practice. Over the years we have been of significant service to companies in these fields to develop IP assets and navigate IP situations as they enter, grow and mature in these markets.
What was the most challenging aspect of starting up a business?
I think that from a legal services point of view, startup companies have a need to protect two things. They need to protect their IP, but they also very frequently or generally need to protect their checkbook. Protecting their IP generally calls for obtaining patent filing dates as early as possible and as inexpensively as possible. But, they should plan for IP expenses to grow as the company grows and becomes more successful. This growth, however, should track or match the revenue that the company generates from selling its products and services and licensing its technology. Keeping this relationship between IP investment and company revenue in “right relation” is an ongoing challenge, but well worth the effort.
What advice do you have for entrepreneurs?
Use the domestic and international IP systems. These systems and the laws that support them are established and operated for their benefit. The state and national governments know that entrepreneurs power our national economy. They have made sure that the IP systems serve their needs. Because of this, entrepreneurs need to know what is in place for them and how to avail themselves of these business tools. Also, check out the U.S. Patent & Trademark Office tutorials, as well as those of the World IP Organization and the European Patent Office. These are on the respective websites and can be of immense benefit to company business and technical leaders.
What Austin-based resource have you found to be the most helpful and why?
I think that two resources in Austin are most valuable for entrepreneurs. They are different, but very tightly connected.
One is our amazing University of Texas. There is not enough time to discuss all that UT does to support entrepreneurs and business here in Austin. But, the IC2 Institute, TechLabs, the MSTC Program, ATI, and all of the technical and professional schools support the local, state, and national economies. This resource in the heart of Austin is great treasure.
The other resource is our excellent Austin Chamber of Commerce. The work of Mike Rollins, Susan Davenport, and Erika Sumner, as well as a large number of other Chamber staff and volunteers, make economic development in Austin the envy of the nation. You know, Austin was named the second most innovative city in the U.S. last year and frequently wins many other such awards or recognitions.
The University of Texas and The Greater Austin Chamber of Commerce play important roles in our being so recognized.
Friday, February 11, 2011
Craig Berlin of the Texas Motion Picture Alliance Gives an Update on the Film Industry in Texas
Craig Berlin of Texas Motion Picture Alliance Gives an Update on the Film Industry in Texas
The Texas Legislature convenes this year with a problem that is not unusual if you look around the country but it is unusual for Texas: a budget shortfall as high as $27 billion. Since Texas cannot deficit spend as the Federal government does, the winds of cutting spending are blowing through Austin with the same hurricane force we hear about Washington, D.C. With so much on the chopping block including every conceivable hurtful sacrifice from closing schools to cutting mental health programs to ending some kinds of aid to victims of child abuse, nothing is sacred. To almost anyone then, ending incentives for film, video and video game producers ought to be a no-brainer.
While conservative “fiscally responsible” think tanks certainly toot that horn and a number of other economic development funds are being targeted, since 2006 it has been the job of the Texas Motion Picture Alliance (http://www.txmpa.org) to educate and inform the public and the Legislature that decreasing funding for the Texas Moving Image Industry Incentive Program will have the opposite of its intended effect, costing the State hundreds of millions of dollars in business and tax revenue and sending jobs elsewhere.
Programs in other states are justifiably being cut not just due to the prevailing mentality but because overly generous and corrupt programs full of loopholes cost their states more money than they made. Seeing that, along with misinformation, has fueled a public and legislative appetite for cutting all programs back.
However, the facts have been largely overlooked or distorted and sometimes overshadowed by outright falsehoods. The truth is that Texas went from being the Third Coast to an afterthought when other states began offering incentives, and when places such as Louisiana went from $20 million in production in 2002 to $620 million four years later, the Texas production community knew something had to be done. The TXMPA was created in a near-panic to effect change and has worked closely with IATSE, the labor union for production crewpeople, to create a conservative but effective program which has brought in over $600 million in production spending since its inception and created thousands of jobs, resulting in tremendous trickle-down spending and tax revenue benefitting every man, woman and child in Texas. It is noteworthy as well that without the program, much of this business would have gone elsewhere. Prison Break, which stayed in Dallas for its third season (the second in Texas), did so primarily because of our new and improved incentive program.
The budget, economic development, incentives and the ancillary subjects are complicated but one thing is for certain: the Texas Moving Image Industry Incentive Program brought jobs and business BACK to Texas and prevented others from leaving – all with a closely scrutinized process that requires that producers come to Texas, spend money and provide documentation of that spending before they get one red cent back. If and when they are eligible they must do due diligence and their grants are structured in a way that benefits both the producers and the State. Our program was designed from the beginning to rely on Texas being a great place to produce on its own so we will never have to give away the farm. However, we do need the program to have adequate funding or once again, the industry will go elsewhere to work.
For more information on the importance of the program please visit our website at http://www.txmpa.org. If you would like to speak to a representative of the Board, please contact us or Hall Martin, who can put you in touch with someone. The TXMPA is a 100% volunteer non-profit organization and we are desperately in need of financial support to help preserve this program, which in turn generates hundreds of millions of dollars for Texas workers and other worthy government programs facing huge cuts. Please contact us to learn how you can help.
Craig Berlin is a graduate of the University of Texas at Austin with degrees in Plan II, the Liberal Arts Honors Program and Radio-TV-Film. He has operated audio-visual production and support company Take 5, Inc. dba/Pro-Tape since 1986 and is a founding Board Member and former treasurer of the TXMPA.
The Texas Legislature convenes this year with a problem that is not unusual if you look around the country but it is unusual for Texas: a budget shortfall as high as $27 billion. Since Texas cannot deficit spend as the Federal government does, the winds of cutting spending are blowing through Austin with the same hurricane force we hear about Washington, D.C. With so much on the chopping block including every conceivable hurtful sacrifice from closing schools to cutting mental health programs to ending some kinds of aid to victims of child abuse, nothing is sacred. To almost anyone then, ending incentives for film, video and video game producers ought to be a no-brainer.
While conservative “fiscally responsible” think tanks certainly toot that horn and a number of other economic development funds are being targeted, since 2006 it has been the job of the Texas Motion Picture Alliance (http://www.txmpa.org) to educate and inform the public and the Legislature that decreasing funding for the Texas Moving Image Industry Incentive Program will have the opposite of its intended effect, costing the State hundreds of millions of dollars in business and tax revenue and sending jobs elsewhere.
Programs in other states are justifiably being cut not just due to the prevailing mentality but because overly generous and corrupt programs full of loopholes cost their states more money than they made. Seeing that, along with misinformation, has fueled a public and legislative appetite for cutting all programs back.
However, the facts have been largely overlooked or distorted and sometimes overshadowed by outright falsehoods. The truth is that Texas went from being the Third Coast to an afterthought when other states began offering incentives, and when places such as Louisiana went from $20 million in production in 2002 to $620 million four years later, the Texas production community knew something had to be done. The TXMPA was created in a near-panic to effect change and has worked closely with IATSE, the labor union for production crewpeople, to create a conservative but effective program which has brought in over $600 million in production spending since its inception and created thousands of jobs, resulting in tremendous trickle-down spending and tax revenue benefitting every man, woman and child in Texas. It is noteworthy as well that without the program, much of this business would have gone elsewhere. Prison Break, which stayed in Dallas for its third season (the second in Texas), did so primarily because of our new and improved incentive program.
The budget, economic development, incentives and the ancillary subjects are complicated but one thing is for certain: the Texas Moving Image Industry Incentive Program brought jobs and business BACK to Texas and prevented others from leaving – all with a closely scrutinized process that requires that producers come to Texas, spend money and provide documentation of that spending before they get one red cent back. If and when they are eligible they must do due diligence and their grants are structured in a way that benefits both the producers and the State. Our program was designed from the beginning to rely on Texas being a great place to produce on its own so we will never have to give away the farm. However, we do need the program to have adequate funding or once again, the industry will go elsewhere to work.
For more information on the importance of the program please visit our website at http://www.txmpa.org. If you would like to speak to a representative of the Board, please contact us or Hall Martin, who can put you in touch with someone. The TXMPA is a 100% volunteer non-profit organization and we are desperately in need of financial support to help preserve this program, which in turn generates hundreds of millions of dollars for Texas workers and other worthy government programs facing huge cuts. Please contact us to learn how you can help.
Craig Berlin is a graduate of the University of Texas at Austin with degrees in Plan II, the Liberal Arts Honors Program and Radio-TV-Film. He has operated audio-visual production and support company Take 5, Inc. dba/Pro-Tape since 1986 and is a founding Board Member and former treasurer of the TXMPA.
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