Timing, Trust, and Technical Credibility Building, the Long Game with Ram Krishnan

One of the biggest shifts in technology transfer over the past decade isn’t just the pace of innovation. It’s the realization that value isn’t created at a single moment. It builds over time, shaped by how well research, intellectual property, and real-world application stay aligned. The challenge isn’t only generating strong ideas. It’s understanding how those ideas evolve, how they’re protected, and whether they ultimately solve problems people care enough about to adopt and pay for.My guest today is Ram Krishnan, Senior Director of Engineering in Qualcomm’s Government Affairs Group, where he focuses on global IP ecosystem development. Ram's career has taken him across engineering, business, and intellectual property in standards-driven industries such as wireless communications, AI, XR, and autonomous driving. Now he works with universities, startups, and government organizations around the world, focused on how innovation gets taught, protected, and turned into real products and technologies that can actually scale.We talk about what it means to think about innovation as a full lifecycle rather than a single breakthrough, how strong IP portfolios are built over time, and why the most durable technologies consistently solve meaningful, “pay-for” problems. Ram also shares how industry approaches long-term university partnerships, what signals a tech transfer office is thinking beyond a single transaction, and why early education around IP can change the trajectory of entire ecosystems. It’s a grounded look at how ideas move from research labs into global standards and what makes that journey successful.In This Episode:[02:30] How wireless R&D runs on long innovation cycles, where each generation from 3G to 5G builds over time through continuous problem-solving.[04:15] Ram describes his current work at Qualcomm, focusing on global IP ecosystem development and engaging universities, students, and startups around innovation and entrepreneurship.[05:55] What successful technologies have in common early on, centering on solving real problems that people are willing to pay for.[06:57] Looking back at 3G, we reflect on how bringing internet access to mobile phones once felt groundbreaking, even if it seems routine now.[07:35] We discuss 4G and 5G, and how video, content creation, and network demands evolved with each wave.[08:25] A look ahead to 6G, where AI and wireless technologies are expected to become increasingly intertwined.[09:21] IP strategy, with an emphasis on building strong portfolios across the lifecycle rather than relying on single patents.[11:05] Universities come into the picture, especially their strength in foundational research and the growing need to translate that into commercially useful IP.[12:35] A deeper look at university relationships shows why long-term, trust-based partnerships tend to outperform one-off engagements.[14:10] Programs like the Inventors Patent Academy come up as examples of how early education around IP is being built into the pipeline.[15:45] The balance between standards and proprietary innovation is explored, showing how both play a role in scaling technology globally.[18:00] In areas like AI and 6G, universities are engaging more deliberately, including increased participation in standards development.[20:05] Internal alignment across engineering, legal, and business teams is highlighted as a key factor in making external collaborations run smoothly.[21:30] Strong university partners tend to stay aligned on outcomes and connect their research to real-world problems, even as projects and people change.[23:03] Expanding a single invention into adjacent use cases comes up as a practical way to build a more valuable and durable IP portfolio.[24:10] When universities reach out, things like entrepreneurial culture, maker spaces, and spinout track records signal whether there’s real alignment.[25:45] Ram reflects on lessons learned, especially the importance of being disciplined about IP disclosure before sharing ideas in collaborative settings.[26:43] Tech transfer works best when it takes a full, 360-degree view from early education all the way through commercialization.Resources: AUTMRam Krishnan - LinkedInQualcommThe Inventor’s Patent Academy

There’s a moment every tech transfer professional recognizes, when a discovery feels like it could matter, but you can’t quite see how it gets from the lab into the real world. That gap is where a lot of promising ideas stall out. In this episode, the conversation takes a closer look at that in-between space and asks a simple but uncomfortable question: what if the problem isn’t just funding or timing, but the lack of the right kind of institution to carry these ideas forward?This is our 300th episode, and I’m happy to introduce Ben Reinhardt, founder and CEO of Speculative Technologies. His career has taken him through academia, NASA, startups, and venture capital, and that perspective shapes how he thinks about innovation. We talk about what he calls “big-if-true” technologies, how to recognize them, and why the current system often struggles to support them. Ben shares why the traditional, linear view of innovation breaks down in practice and how different environments each bring strengths that don’t always connect the way we assume.We also get into the structural gaps that leave technologies stranded in the valley of death, what earlier models like Bell Labs actually got right, and why simply recreating them isn’t realistic today. Ben walks through how his organization approaches early-stage ideas, from identifying the biggest risks to thinking ahead about how something eventually reaches the market or becomes a public good. It’s a thoughtful look at how innovation really happens and what might need to change to help more ideas make it all the way through.In This Episode:[03:02] Ben Reinhardt shares how frustration across academia, NASA, startups, and venture capital led him to create a new kind of research institution.[03:55] The idea behind Speculative Technologies emerges from seeing the same barriers repeated across every innovation environment.[05:28] Why recognizing breakthrough ideas often starts with a researcher’s intuition before it can be clearly articulated.[07:05] A dual strategy for sourcing ideas: high-touch conversations and broad outreach signals to attract unconventional thinkers.[08:15] Lessons from working across institutions and why innovation doesn’t follow a simple linear path.[10:22] How different environments excel at different types of work, from deep research to rapid execution.[11:30] Why many promising technologies get stuck in the valley of death due to a lack of system-level ownership.[13:45] Revisiting Bell Labs and similar models, and why modern equivalents need to look very different.[14:50] The importance of combining small exploratory teams with the ability to scale successful ideas.[17:05] Why large corporations no longer sustain these labs due to financial pressure and changing incentives.[18:20] How innovation has shifted toward universities and startups as primary sources of new technology.[20:10] Breaking down the four phases of Speculative Technologies’ research model from idea to transition.[21:05] Why identifying the biggest technical risk early is more important than showing incremental progress.[22:10] The “monkey and pedestal” analogy for focusing on what actually matters in early-stage research.[24:45] The complexity of intellectual property and when it may or may not be the right tool.[27:20] Why universities are not structured to fully develop or commercialize most technologies.[29:10] Signals that a technology is ready to move beyond exploration into real-world application.[31:05] The risks of pushing technologies out too early and damaging their long-term potential.[32:10] Emerging areas of excitement, including advanced manufacturing, AI-enabled science, and new transportation systems.[34:10] The value of embedding real-world practitioners into research environments to guide direction.[35:00] Why breakthrough innovation requires new systems, incentives, and ways of thinking.Resources: AUTMBen ReinhardtSpeculative Technologies

Collaboration is one of the defining strengths of the technology transfer community, and it often becomes even more important when resources are limited. This conversation takes a closer look at what it really means to operate in a small or under-resourced office, where the work can feel both expansive and unpredictable. From managing intellectual property to handling budgets, compliance, and stakeholder relationships, the scope of the role is broad, and no two days look quite the same.My guests are two leaders who have spent a great deal of time thinking about how these offices not only function, but find ways to grow and succeed. Caitlin Long is Director of Technology Transfer and Innovation at Alvernia University and serves as the AUTM Small Office co-chair and an AUTM Foundation board member, with a focus on translating ideas into real-world health impact through a student-powered, community-engaged model. She is joined by Sanaz Shahi, Administrative Director of Intellectual Property at Rowan University and co-chair of the AUTM Small Offices Committee, who also plays an active role in supporting diversity, mentorship, and professional development across the AUTM community.We talk about the realities of wearing multiple hats, the unexpected responsibilities that come with running a small office, and the moments when you realize you need help that may not exist within your own institution. We also explore the role of the AUTM Small Office Special Interest Group as a practical, day-to-day resource, along with strategies for avoiding burnout, building support systems, and learning from others instead of starting from scratch. We take a grounded look at how collaboration, shared knowledge, and community can turn what might feel like an isolated role into something far more connected and sustainable.In This Episode:[02:09] A look at what day-to-day work actually involves in a small tech transfer office, where one person often handles multiple roles at once.[03:10] How responsibilities can range from licensing and IP strategy to stakeholder engagement and student supervision.[04:20] The challenge of constantly switching between big-picture strategy and detailed operational work is explored.[05:05] Real-world examples show how deadlines, competing priorities, and limited time can create pressure in small teams.[06:10] A surprising aspect of the role is the amount of financial and administrative work involved, including budgets and legal invoices.[07:15] Early career moments are shared where there was little internal support and a need to seek guidance externally.[08:05] The importance of the broader tech transfer community becomes clear as a source of advice, mentorship, and practical solutions.[09:20] Fellowship experiences are discussed as a way to gain knowledge, build confidence, and connect with experienced professionals.[10:30] The idea of becoming “trilingual” in science, business, and law is introduced as a key skill in tech transfer.[11:40] A discussion on why the community is so willing to share knowledge and support one another.[12:50] The AUTM Small Office Special Interest Group is introduced as more than a forum, but a support system for under-resourced teams.[13:40] Examples of real, practical conversations within the group, including patent strategy, budgeting, and compliance challenges.[14:50] The value of sharing templates, workflows, and real-world examples to avoid reinventing the wheel.[16:00] A shift toward sustainability and the importance of managing workload to prevent burnout.[17:10] Strategies for setting boundaries and building support systems, even when staffing is limited.[18:05] Creative approaches to staffing, including the use of student workers to extend capacity.[19:00] The feeling of isolation in small offices is addressed, along with encouragement to connect with the broader community.[19:50] Practical advice on building relationships, asking questions, and reaching out for one-on-one support.[20:40] Reflections on how being part of the AUTM community changes decision-making and leadership approach.[21:20] A reminder that collaboration and shared knowledge are key to long-term success in tech transfer.Resources: AUTMCaitlin Long - Alvernia UniversityCaitlin Long - LinkedInCaitlin Long - AUTMSanaz Shahi - Rowan University Sanaz Shahi - LinkedIn

Clean water plays a fundamental role in health, safety, and quality of life. This Earth Day conversation takes a closer look at PFAS, often called “forever chemicals,” and the growing challenge they pose to drinking water systems across the United States and beyond. My guest is Dr. Yongsheng Chen, a professor in the School of Civil and Environmental Engineering at Georgia Institute of Technology and the driving force behind a new approach to water treatment that aims to remove these contaminants at their source.We talk about what makes PFAS so difficult to manage, from their persistence in the environment to the limitations of traditional, chemical-based treatment methods. Dr. Chen explains how his team is using artificial intelligence and machine learning to design advanced nanofiltration membranes. These membranes are built to target harmful substances and pull them out of the water, while still allowing clean water to pass through. His work focuses on removing what doesn’t belong in the first place. That difference matters more now as regulations tighten and even very small traces of contamination are no longer acceptable.There’s also a broader story here about how innovation moves from research to real-world impact. Through the startup Minus Filtration, this technology is being developed for use in municipal systems, with potential applications that extend into agriculture and environmental protection. We discuss the role of multi-university collaboration, federal funding, and tech transfer in bringing this work forward, and what it takes to turn a scientific breakthrough into something communities can actually use.In This Episode:[02:10] Dr. Yongsheng Chen explains how PFAS have accumulated in water, soil, and even human bodies after decades of use in everyday products.[03:45] The discussion highlights why PFAS are so difficult to remove, including their chemical stability, low concentrations, and the limits of existing water systems.[05:10] Traditional water treatment methods are examined, including how chemical-based processes can solve one problem while introducing new risks.[06:45] The conversation shifts to the need for new approaches as regulations require detection and removal at extremely low levels.[08:12] Dr. Chen introduces the “minus approach,” which focuses on removing harmful contaminants rather than adding more chemicals to the water.[09:35] A deeper look at nanofiltration membranes and how they act as precise molecular filters to separate contaminants from clean water.[11:00] Dr. Chen describes how artificial intelligence and machine learning have accelerated membrane design, reducing years of trial and error to a faster, targeted process.[12:30] The role of multi-university collaboration is explored, showing how different institutions contributed expertise to solve a complex problem.[13:50] The journey from academic research to startup formation is outlined, including how the technology moved from lab results to real-world application.[15:05] The importance of tech transfer offices is discussed, especially in guiding patents, licensing, and early commercialization efforts.[16:10] Why municipal drinking water systems are the first target market and how the technology can integrate into existing infrastructure.[17:40] The conversation expands to agriculture, including how PFAS-contaminated biosolids are spreading chemicals across millions of acres of farmland.[19:05] Dr. Chen explains how his technology can remove PFAS upstream in wastewater treatment, helping prevent contamination before it reaches soil and crops.[20:30] The concept of a circular economy is introduced, with a focus on removing contaminants while recovering useful nutrients.[22:00] The impact of federal funding is discussed, showing how support from agencies like the USDA, NSF, and EPA enables real-world innovation.[23:20] New EPA regulations on PFAS are explored, along with how stricter standards are driving urgency and creating demand for effective solutions.[24:10] The challenge of removing short-chain PFAS is addressed, along with progress in developing membranes that can target both long- and short-chain compounds.[25:15] Dr. Chen shares upcoming milestones, including improving membrane performance and scaling the technology through pilot testing.[26:00] Looking ahead 10 years, the vision is a future where PFAS are no longer accumulating and clean water is the default.[27:05] Advice is offered for tech transfer professionals on moving research into real-world impact through collaboration and persistence.[28:20] Reflections on the role of innovation, AI, and commercialization in creating safer, more sustainable water systems.Resources: AUTMDr. Yongsheng Chen - Georgia TechMinus Filtration

Turning research into something that actually works in the real world sounds straightforward, but it rarely is. There’s a gap between discovery and impact that trips up even the most promising ideas, and it often has less to do with the science and more to do with how the problem is framed, understood, and communicated. My guest today is Marc Filerman, Chief Business Officer at Start2 Group, a global accelerator working across academia, startups, and government to help early-stage ventures de-risk, grow, and scale.Marc brings a unique perspective shaped by his background as an MIT-trained engineer, corporate leader, and serial startup founder. At Start2 Group, he helps run major programs like BARDA-supported VITAL and NSF-backed Stride Ventures, supporting thousands of companies and contributing to billions in follow-on funding. We talk about what actually separates startups that move forward from those that stall out, including the importance of defining a clear problem, building a real value proposition, and choosing a focused foothold market instead of trying to do everything at once.We also get into where universities and tech transfer offices have an opportunity to better prepare founders, especially when it comes to early validation and adopting a commercial lens alongside strong IP. Marc shares practical insights on funding pathways beyond venture capital, common mistakes he sees again and again, and how small shifts in thinking can dramatically improve a startup’s chances of success.In This Episode:[04:05] Marc shares the three through-lines guiding his career: building things, solving complex problems, and teaching others.[06:15] He explains his shift from engineering to startups through a passion for translating real-world problems into solutions.[08:45] Introduction to Start2 Group and its global footprint supporting startup de-risking and commercialization.[11:20] Breakdown of government-backed programs including BARDA and NSF partnerships, and how they fund innovation.[14:10] Differences between VITAL (biotech, pandemic preparedness) and STRIDE (deep tech, materials reclamation).[17:48] A major funding opportunity is highlighted, including a $100M antiviral development initiative.[21:52] Marc outlines three core startup success factors: clear problem, strong value proposition, and focused market entry.[24:10] Why poorly defined problem statements derail startups before they gain traction.[26:30] He explains value propositions as benefits divided by adoption hurdles, not just features or outcomes.[29:15] Common adoption barriers emerge, especially inertia and resistance to workflow disruption in healthcare systems.[32:05] The hidden impact of IT integration and organizational complexity on startup adoption.[34:45] Why many “real problems” never get solved due to low prioritization despite clear need.[42:33] The importance of choosing a foothold market and resisting the urge to over-expand too early.[44:10] Academic founders struggle with narrowing focus due to fear of limiting platform potential.[46:00] Defining a true foothold market as one where customers urgently demand the solution.[48:10] The biggest gap in university commercialization is lack of early validation and commercial thinking.[49:20] Tech transfer offices can better support founders by encouraging market validation beyond IP development.[50:30] Not all startups fit the VC model, alternative funding paths like angels and bootstrapping are critical.[51:30] Closing reflections on improving startup success through clearer strategy and commercialization readiness.Resources: AUTMStart2Marc Filerman - LinkedIn

One of the toughest calls in technology transfer isn’t deciding whether a discovery is interesting or even promising. It’s deciding whether that discovery should become a company at all. There’s a big difference between a strong piece of research and something that can support a venture-backed startup, and most of the real work happens in that space in between.My guest today is Omar Zahr, Chief Technology Officer at TandemLaunch, a venture creation firm that builds companies around university technologies in collaboration with global industry and academic networks. Omar started his career as a researcher at McGill University, where he completed a Ph.D. in Materials Chemistry before moving into venture development. Over the years, he’s worked at the intersection of deep tech, founders, and university IP, helping shape early-stage research into companies that are actually investable and positioned for growth.We talk about how to evaluate whether a technology is truly “company-ready,” what it takes to build a business around early-stage science, and why not every invention should become a startup. Omar also shares how TandemLaunch approaches founder pairing, how investor expectations shape deep tech timelines, and where tech transfer offices can make or break momentum in the process. It’s a practical look at what happens between invention disclosure and a funded company, and why getting that middle stage right matters so much.In This Episode:[05:08] Omar Zahr walks through his transition from materials science at McGill into venture creation at TandemLaunch.[06:14] He explains how curiosity, not a fixed plan, led him away from academia and toward commercialization.[07:22] The moment he began to understand the broader gap between research and real-world impact started to take shape.[08:35] Omar outlines how TandemLaunch differs from traditional incubators by acting as a company builder, not just a funder.[09:48] The venture creation model is described as an end-to-end process from invention to seed-stage startup.[11:02] He shares what makes a university technology “company-ready,” starting with proof of core scientific validity.[12:16] The idea of building a business narrative first comes into focus as a key decision-making tool.[13:29] Working backward from a successful exit helps determine whether a startup path even makes sense.[14:41] Omar explains how some technologies are better suited for licensing when a full company story can’t be formed.[15:54] The role of tech transfer offices is highlighted as essential for structuring deals and protecting all sides.[17:08] Early IP clarity is discussed, focusing on capturing the true differentiator behind the invention.[18:21] He breaks down how licensing complexities like field of use and background IP are handled in practice.[19:37] Getting involved early allows TandemLaunch to influence patent strategy and support broader filings.[20:49] The conversation shifts to founder selection, including how technical and product leads are identified.[22:03] Omar explains why experienced CEOs are critical, even when other team members are first-time founders.[23:17] Managing expectations between inventors and startup teams often comes down to relationship dynamics.[24:28] Deep tech timelines and investor expectations are explored, with a focus on reducing risk step by step.[25:32] Omar closes on a key challenge: slow negotiations introduce risk and can quietly kill otherwise strong deals.Resources: AUTMTandemLaunchOmar Zahr - LinkedInOmar Zahr - AUTM

Some of the most meaningful industry–academic partnerships don’t begin with a breakthrough headline or a flashy piece of technology. More often, they take shape around a real research need, a practical solution, and a willingness to keep showing up and working through the details over time. That’s the kind of collaboration we’re exploring here, including how ideas move from early-stage science into something researchers can actually use, and what it takes to make those relationships last.My guest today is Mark Fairey, Senior Licensing Manager at STEMCELL Technologies, Canada’s largest biotech company known for its high-quality reagents, instruments, and tools used by life science researchers around the world. Mark has spent two decades at STEMCELL, moving through roles in R&D, scientific sales, business operations, and now licensing and business development. That range of experience gives him a grounded, practical perspective on what it really takes to turn academic discoveries into reliable, scalable products, and why the strongest partnerships often start long before anything is ready for market.We talk about what actually bridges the gap between a promising idea in the lab and something that can be reproduced, scaled, and trusted in labs globally. Mark shares how STEMCELL evaluates technologies, why understanding real-world workflows matters just as much as the science itself, and where academic teams often underestimate the challenges of usability and scale. We also get into the role of tech transfer offices, what makes early conversations productive, and why consistent communication is still the backbone of any successful long-term partnership.In This Episode:[02:03] Mark Fairey reflects on his 20-year path at STEMCELL Technologies, from research into sales, operations, and licensing.[03:11] He explains how time spent working directly with researchers gave him a clearer view of how products perform in the real world.[04:07] The conversation turns to STEMCELL’s “scientists helping scientists” philosophy and how that mindset still shapes the company today.[05:02] Mark discusses what helps move a promising academic insight toward something that can become a dependable product.[06:18] He says early-stage science needs more than exciting data. It also needs a real commercial niche and a practical use case.[07:26] A simple muffin-baking analogy captures why scaling a process is much harder than just repeating what worked in the lab.[08:39] Mark shares how his exposure to customers and end users affects the way he evaluates technologies for licensing.[09:47] Trust, strong science, and a shared commitment to improving research workflows all factor into lasting academic partnerships.[10:56] He points to communication as one of the most important ways tech transfer offices can keep partnerships productive over time.[12:04] Regular check-ins, clear expectations, and timely replies all make it easier for industry and academia to stay aligned.[13:16] Not every collaboration leads to a license, and Mark explains why smaller, informal relationships can still be worthwhile.[14:28] The discussion highlights what academic teams sometimes miss about usability, shelf stability, and large-scale reproducibility.[15:42] Mark broadens the lesson beyond life sciences, arguing that commercialization always starts with solving a real-world problem.[16:54] He reflects on how the volume of university innovation has grown and how both academia and industry have become more fluent in each other’s needs.[18:06] When researchers or tech transfer offices first reach out, a solid non-confidential overview helps make the conversation more productive.[19:02] Mark closes with his biggest takeaway for tech transfer professionals: communication, empathy, and active listening matter most in building relationships.Resources: AUTMSTEMCELL TechnologiesMark Fairey - LinkedIn

Sometimes the most powerful innovations come from the most personal places. This episode tells the extraordinary story of Danyelza (naxitamab), a life-saving immunotherapy for children with neuroblastoma, and how it earned a finalist spot in the AUTM Better World Project.What makes this story truly remarkable isn't just the science, although that's impressive enough. It's the unlikely partnership between a researcher who refused to give up, a tech transfer team that believed in an "ultra-orphan" drug when no one else would, and a father who turned his desperation into determination by founding a company to bring this therapy to other children facing the same devastating diagnosis as his daughter.Joining me are three key figures from Memorial Sloan Kettering Cancer Center who shepherded this breakthrough from lab bench to bedside: Dr. Nai-Kong Cheung, the Enid A. Haupt Chair in Pediatric Oncology and a world-renowned expert in antibody-based therapies for childhood cancers; Dr. Yashodhara Dash, Vice President of Entrepreneurship & Commercialization at MSK; and Dr. Imke Ehlers-Surur, Director of Technology Development & Licensing, who negotiated one of the most unconventional licensing deals in tech transfer.We discuss the 25-year journey from early mouse antibodies to FDA approval, why pharma companies initially passed on this technology, how regulatory designations like the rare pediatric disease priority review voucher changed the business case, and what happened when MSK had to decide which patients would receive limited drug supplies a moment Dr. Cheung compares to Schindler's List.Disclosure: MSK and Dr. Cheung have financial interests in Danyelza.In This Episode:[03:07] Dr. Cheung explains neuroblastoma is a devastating childhood cancer that spreads to bone, bone marrow, and other organs, making it one of the most difficult pediatric cancers to treat.[04:31] The "aha moment" came in the mid-1990s with antibody 3F8, when the team saw how these antibodies could light up tumors and eliminate metastatic disease.[07:00] The early mouse antibody got rejected by the body, so the team used protein engineering to create a humanized version that could arm the immune system without rejection.[08:14] Funding was one of the toughest challenges working with small budgets meant relying heavily on internal grants and parent groups like the Band of Parents.[09:31] Dr. Dash describes the commercial landscape as a "hard sell". It was an ultra-orphan market, and companies wanted small molecules instead of antibodies.[10:22] Persistence and entrepreneurial mindset kept the project going internally, applying for FDA designations and advancing the technology before finding the right partner.[11:01] Dr. Ehlers reveals Y-mAbs Therapeutics was founded by Thomas Gadd, the father of one of Dr. Cheung's patients, who built a company when other paths stalled.[12:07] Working with a founder who had unparalleled motivation but limited drug development experience meant MSK developed a forward-looking commercialization strategy.[14:28] The biggest difference in negotiating with a patient-family founder versus traditional VCs was making sure both sides were speaking the same language.[17:34] While MSK's Technology Development Fund provided some gap funding, the real story was philanthropic support from groups like the Band of Parents.[18:42] The conversation turns to FDA accelerated approval in November 2020, after running out of drugs and having to decide which patients would benefit a moment compared to Schindler's List.[21:12] To avoid conflicts of interest when helping form Y-mAbs in 2015, stepping out of the clinic completely became necessary to focus on research full time.[24:19] The regulatory designations were "transformative" orphan drugs given seven years of exclusivity, and the rare pediatric disease designation came with a priority review voucher worth $80-300 million.[27:18] Without these regulatory incentives, the startup may not have been fundable at all, though Thomas Gadd is noted as a "force of nature."[28:18] Y-mAbs' acquisition by CERB Pharmaceuticals means proceeds will flow back to MSK to fund future cancer research, a typical life cycle for early stage technologies.[29:41] Finding a drug or cure for a child so they can reach their full potential is described as priceless, with reflections on the anguish parents face.[30:58] A powerful story about a physician father whose daughter responded to the antibody but ultimately died from graft versus host disease, an experience that drives the mission.[34:05] When there's a convergence of mission and purpose with many people participating, that flame will continue to burn and inspire other tech transfer offices.[35:34] The conversation concludes with emphasis on the importance of philanthropy, the power of parents, and finding a mission-driven partner to achieve FDA approval.Resources: AUTMMemorial Sloan Kettering Cancer CenterThe Nai-Kong Cheung LabDr. Nai-Kong CheungDr. Yashodhara DashDr. Yashodhara Dash - LinkedInDr. Imke Ehlers-SururDr. Imke Ehlers-Surur - LinkedInDanyelzaAUTM Better World ProjectBand of ParentsY-mAbs TherapeuticsSERB Pharmaceuticals

If you've ever thought that intellectual property was just for lawyers, patent professionals, and the occasional venture capitalist, today's episode might change your mind. We're talking about what it would look like if anyone, your neighbor, your parents, maybe even a seven-year-old with a wallet could find, understand, and invest in the technologies shaping our future. It's a big idea, and our guests are actively building the infrastructure to make it real.Chris Hack and Geoffrey Smith are the co-founders of Brilliance, a company working at the intersection of AI, blockchain, and decentralized finance to make intellectual property more accessible and investable. They're building tools that help non-specialists navigate patent landscapes using plain language search, connecting problem-solvers with the right opportunities, and experimenting with tokenization as a way to open royalty stream investing to a much broader audience than has ever had access before.In this conversation, we dig into what it actually means to democratize IP, how AI is changing the discovery and translation of patents for people outside the profession, and what role blockchain and smart contracts could realistically play in the future of licensing and royalty management. We also talk about the guardrails that need to exist, the misconceptions worth clearing up, and where Chris and Geoffrey see the biggest opportunities for tech transfer offices to dip their toes in without taking on a lot of risk.In This Episode:[02:28] Chris explains that democratizing IP is less about what it is and more about who can access it everyday people, not just specialists.[02:30] The biggest barriers to IP participation are readability, discoverability, and the high cost of creation, all of which technology can help address.[03:49] Geoffrey adds that beyond discovery and translation friction, there's a matching problem: universities want partners, companies want solutions, and no one has solved the bridge between them.[03:50] Brilliance built AI tools not for patent professionals, but for investors and entrepreneurs who need a low-friction first pass at understanding what a patent covers and why it matters.[05:13] The tools are not patent drafting tools, they're designed to expand the footprint of who engages with IP in the first place.[05:48] Chris and Geoffrey share their vision of making IP as conversational and familiar as real estate, starting with the people closest to us.[07:57] Tech transfer offices can list IP on Brilliance's repository for free, feeding their AI model and getting exposure to a new class of potential investors.[09:55] The conversation turns to tokenization and why NFTs in this context have nothing to do with digital art and everything to do with creating an immutable ledger for royalty contracts.[10:21] Chris breaks down how NFTs function in their prototype marketplace as pointers or receipts, not the underlying contracts themselves.[12:49] Brilliance's current model involves acquiring royalty streams, syndicating the funding, and owning the stream with a vision to move those transactions fully on-chain over time.[13:50] Smart contracts in this context aren't legal agreements, they're programmable rules that govern how a token behaves on the blockchain and direct payments to whoever holds it.[15:39] Blockchain explorers could eventually give municipalities and governments real-time visibility into where innovation is happening and where to direct funding.[16:34] The most common concerns Brilliance hears from institutions involve regulatory uncertainty and security, but Chris and Geoffrey treat those as design guidelines, not dealbreakers.[18:49] Compliance and governance aren't obstacles; they're the blueprint for building the right product, including AML and KYC requirements for the next marketplace iteration.[19:06] The team is watching the Genius Act and Clarity Act closely, hoping clearer federal guidelines will let them move with more confidence.[20:08] Brilliance focuses on non-dilutive funding by purchasing the economic interest in a royalty stream while leaving the underlying IP assets intact.[22:00] Guardrails for tokenized IP investment need to address regulatory compliance, asset vetting, buyer and seller transparency, and clear valuation frameworks.[24:00] For tech transfer offices wanting a low-risk entry point, the IP repository is free, requires minimal effort, and immediately connects listings to active investors using AI search.[24:30] The Connect platform matches problem-havers with problem-solvers using embedded AI, and was built specifically to solve the sponsored research visibility problem.[25:30] Chris addresses common misconceptions: NFTs are not speculative assets, smart contracts are not legal contracts, and blockchain does not require cryptocurrency speculation.[26:49] Geoffrey's son asked how to invest in robots and that question became their clearest articulation of what success looks like in five to ten years.[27:59] Most of the existing IP ecosystem patent attorneys, legal contracting, relationship-driven deals will remain intact. Brilliance is adding to it, not replacing it.[30:00] Chris shares a hope for the future: rewarding collaborative innovation over individual filings and reducing the siloing that slows down big breakthroughs.[31:28] For tech transfer professionals wanting to stay current, Chris recommends subscribing to Brilliance's newsletter as a curated starting point for AI and blockchain trends.[32:17] Geoffrey closes with a reminder that understanding the fundamentals of AI — not just the applications is the safest and most practical place to start.Resources: AUTMBrillianceThe LanternChris Hack - LinkedInGeoffrey Smith - LinkedIn

If you've ever wondered what's actually going on inside a company's head when a university comes knocking with a new technology, today's episode is for you. We're getting into the real mechanics of university-industry partnerships and what makes them work, what slows them down, and where the biggest opportunities are being left on the table.My guest today has lived this from just about every angle imaginable. He started his career in Ecuador, where he built the country's first university tech transfer office essentially from scratch. He then co-founded an ed-tech startup that turned profitable in its first year, led digital innovation licensing at Duke University, and now sits on the industry side at Samsung Research America, where he manages university collaboration programs and serves as a bridge between academic research and one of the world's largest tech companies.In this conversation, we get into what Samsung actually looks for when a university brings an opportunity forward, how they think about technology at different stages of readiness, and why the human factor in these relationships matters more than most people realize. We also talk about how fast-moving fields like AI are changing the rules of the game for tech transfer professionals, and he shares some really practical advice on how to position technologies so companies lean in rather than walk away.In This Episode:[03:12] David Chang shares how curiosity and a belief in innovation as an engine for economic development shaped his global career in tech transfer.[03:58] His path spans building Ecuador’s first tech transfer office, founding a startup, working at Duke, and now leading university partnerships at Samsung.[04:41] Early work in Ecuador showed how innovation ecosystems develop slowly through trust and incremental collaboration.[05:36] In emerging markets, university partnerships often begin with student projects before growing into research and commercialization efforts.[06:44] David explains how seeing both the university and corporate sides of tech transfer reshaped his perspective.[08:09] Relationships between tech transfer offices and industry partners often drive successful collaborations more than databases or programs.[09:47] Industry timelines can be tight, and lengthy contract edits can create friction in university–industry partnerships.[11:13] At Samsung’s LeapU program, three factors help advance a university technology: differentiation, clear milestones, and strategic fit.[12:08] Demonstrations that spark an internal “aha moment” can help companies rally support for a new technology.[13:27] Samsung evaluates proposals through a balance of technology push and market demand.[14:16] The company organizes partnerships by technology readiness through the START, LeapU, and LeapS programs.[14:58] START accepts early research ideas, while LeapU and LeapS rely on trusted relationships and invitations.[15:43] Strong university partners often begin with deep expertise in a specific research area.[16:29] Tech transfer offices add value by mentoring researchers on IP strategy and identifying entrepreneurial investigators.[17:52] Emerging technologies like AI and robotics are pushing companies toward new collaboration models.[18:41] Development speed matters in AI, where innovations can become obsolete within a short time.[19:36] Platform technologies with modular components are often easier for companies to adopt than standalone inventions.[21:18] Cultural factors such as flexibility and ongoing dialogue often distinguish the best university partners.[22:44] Researchers interested in collaborating with Samsung should highlight their research background and concrete collaboration ideas.[24:03] Combining technical depth with a strong business case can help tech transfer professionals position inventions more effectively.[25:32] Industry conferences like AUTM provide valuable opportunities to build long-term collaboration networks.[26:18] Reflecting on his career, David notes how working on both sides of tech transfer deepened his understanding of how innovation moves to market.Resources: AUTMSamsung Research AmericaSTARTLEAP-ULEAP-S