Building a Drone Company and Creating Value Through Agricultural Data Delivery
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Building a Drone Company and Creating Value Through Agricultural Data Delivery
- 1. Robert Morris Small Unmanned Systems Business Expo
- 2. Ghazni, Afghanistan – October 2006
- 3. RQ-7B Shadow
- 4. Robert and Cornell Now Cessna 172
- 5. What does it take to build a drone company? • Opportunity to create real value over legacy systems for customers • A viable and sustainable business model • Inputs (labor, capital, technology, management, etc.)
- 6. Creating Value: The Information Cycle is Becoming Modular Plan Flight Operations Execute Collection Mosaic, geo- reference, and orthorectify data Extract, Package and Deliver Data Make Management Decisions Improved Outcomes Implement Management Decisions Value Fusion Air Ops Intake Aerial Data Analysis and Interpretation Delivery Action
- 7. UAS can create value in Air Ops • Form Factor: Bring an air platform where you previously could not • Endurance: Fly a sensor longer than a legacy platform could • Environmental Limitations: Take sensor where it could not previously go • Cost: Fly a sensor for less, or more often, than a legacy platform could Not Relevant to Agricultural Data
- 8. TerrAvion’s capability compared to legacy providers Resolution ContinuityofData Satellites Legacy Aircraft Drones
- 9. Delivery: The key feature of drones
- 10. Data Delivery • Timeliness – how quick is the information cycle? • Searchability – can the user/interpreter find what they are looking for? • Location – where does the data go? • Interconnection – what systems can interrogate the data?
- 11. Business Model – Regulation and Hassle: This guy has a log book and went to school for this…
- 12. In-house Interpretation Business Model – B2B Service Distribution Channels Enterprise Consulting Cloud Based • Direct sales • Large agribusiness • In-house imagery interpretation capability • Indirect sale • Interpretation by consultant • Medium-sized / high-end growers • Web subscription • Automated interpretation • Direct interfaces with automated equipment in the field Grower Grower Interpretation Viticulture Consultants Grower In- house Consulting Automation
- 13. Conclusions • The true benefits of drones do not have much to do with not having a pilot on the aircraft, it has to do with delivering data in a way that creates value • Our customers should not have to know or care about the regulations and technical constraints we work under, they should just get what they need to do their business better
- 14. Contact: Robert Morris Founder, CEO TerrAvion robertm@terravion.com (925) 456-4806 For more ravings see my blog: http://robocosmist.com Thank You! Questions?
Notes de l'éditeur
- Hi, I’m Robert Morris, founder of TerrAvion. TerrAvion is a new company, based in Livermore 40 minutes East of here. We deliver a service, based on drone technology, which allows specialty crop growers to increase yields.I am going to talk about how the military’s experience adopting drones points to the opportunities and pitfalls in civilian adoption of UAS.
- Here is me, with my platoon sergeant and ops sergeant, on my airfield in Ghazni, Afghanistan. This was my first job out of college, I led the Army’s First RQ-7B platoon in Afghanistan.
- My aircraft then was the RQ-7B “Shadow” medium sized tactical UAS. It is used to collect information for decision makers at the tactical and operational level.I believe in power of this technology.
- Here I am now with, my co-founder, Cornell Wright, TerrAvion’s CTO and our system. You may notice I went “backwards” to manned aircraft start our company—this is based on applying the lessons of flying drones in Afghanistan to civilian use—particularly.
- There are three things that are required to make a drone company, there have been many books written about the execution/inputs part of building a company, so today I’d like to focus on what are real opportunities for unmanned aircraft to add value and what business models can they use to realize these opportunities
- This is what I saw in Afghanistan and it is what I’m seeing now… the old approach is an integrated approach where only the decision is separate
- Add cover over satellite, legacy aerial, + drone space
- http://www.benning.army.mil/infantry/197th/229/SUASMT/content/pdf/OPORD_SUAS_Master_Trainer2012.pdfImage source:http://www.army.mil/article/32869/
- Self ownership is another channel, but we don’t think that’s viable