general description of Primary Care Innovation Consulting philosophy and services

1. Personalized Innovation Management,
Sustainable Growth & Value Creation

2. Fighting the Product
Development Paradigm
Total Product Life Cycle
Birth to Death Expenditures
1000 Ideas 100 Trials 10 Products 1 Success
+
Sales Curve
Patent Filed
Licensees Profits
Sought
Idea
10+ 0 +
Years Reduction
to Practice
Shutdown Costs
Total Expenditure/Profit Curve
Pilot Plant Up to
Marketing Starts
$100MM

3. Open Innovation – a new
 Good ideas are widely
reality
distributed today. No one has a
monopoly on useful knowledge
anymore.
 Financial managers must play
poker, as well as chess, to
capture the value in false
negatives.
 We must manage IP in order to
manage research:
◦ need to access external IP to
fuel our business model
◦ need to profit from our own IP
in others’ business model
 Not all of the smart people in
the world work for us.

4. Stating The Problem
“In theory, there is no difference between theory
and practice. In practice there is.” Yogi Berra.
“Not Invented Here (NIH)” syndrome
“Do not teach me how to live, better help me
financially.” I. Ilf & E. Petrov. 12 Chairs.
“The probability does not work in real world; it is
pay off that matters.” Nassim Taleb. Antifragility.

5. Is There a Solution
Need personalized, individual approach to
businesses and technologies. No “one size fits
all”!
Can only come from experience
Craft, not an exact science
Repeatable, reproducible track record of success

6. Mission Statement
We help businesses to stay healthy and grow
organically – this is fundamentally different path.

7. Why Will It Work?
Scientific/technical background and a way of thinking [MD, PhD,
13 papers in international peer reviewed journals]
Business experience across industries and geographies [clients
and deals managed in US, Japan, Korea, EU, Israel, Former
Soviet Union]
Connectivity and access to data and technologies – all sizes and
origins [academia, SMEs, Venture communities, Fortune 500]
Experience, reputation and recognition within global innovation
community [Certified Licensing Professional (CLP), Registered
Technology Transfer Professional (RTTP), key note speaker,
program chair, committees member]
Vendor independent approach [established relationships with
recognized and regional vendors on a case by case basis]

8. Unsolicited
Recommendations

9. Value Add
Connectivity
Deep reach into corporate technical staffs
Access to key gatekeepers (tech transfer & tech
acquisition)
Relationships with venture capital, Universities and
SMEs
Confidentiality
Opportunity screening and initial discussions
Protect client name and application
Expertise
Evaluation and communication methods
Market and buy-side knowledge
Business formation and commercialization skills
External perspective
Unbiased evaluation and critical thinking

10. Global Reach = Value
Proposition
Direct connections and strong business and personal reputation at:
Fortune SMEs Start-ups Universities VCs & Entrepreneurs
500 & Research investment & Inventors
Institutions groups
North America
✔ ✔ ✔ ✔ ✔ ✔
Asia (Japan,
Korea, India,
✔ ✔ ~ ✔ ✔ ✔
China)
Europe (EU)
✔ ✔ ✔ ✔ ✔ ✔
Eastern Europe ~ ✔ ✔ ✔ ✔ ✔
Former Soviet
Union
~ ✔ ✔ ✔ ✔ ✔
Israel ~ ✔ ✔ ✔ ✔ ✔

11. Servicing Two Sides of
Open Innovation
Buy Side Sell Side
Innovation Market Assessment
management Strategy Advisement
External Business Commercialization
development Assistance
Value Proposition &
Technology Scouting Market Validation
Training Facilitation of
Investment &/or Licensing and
Acquisition Targets Partnerships

12. Why Technology Scouting?
When the solution may already exist--there’s
no sense in reinventing the wheel!
(cost, time to market)
When having the “best” performance is
critical to meet customer needs.
When you don’t want to be surprised by a
competitive product introduction

13. Disruption Theory Practice ✗
Sustaining Incumbent (3 of Succeed
 Better than existing 4) *Paraphrased from Christensen &
products in market, Same product, same value Raynor, The Innovator’s Solution,
independent of price prop, same customer,
Harvard Business School Press
same channel
(2003)
New Entrant Fail
Disruptive Incumbent Fail w/o
 Compete against autonomy
non-consumption
 Lower cost and
worse
New Entrant Succeed
Disruption = A strategic choice

14. Choosing Your Battles –
Technology Triage
The analysis is focused on finding obvious showstoppers to
commercialization.
Recommendation: “should or should NOT be continued...” KILL FAST
The key findings are:
1. Stage of Technology Development
2. Intellectual Property status
3. Competition: Existing Product s or Technologies Relevant
4. Competition: R&D Project in the Relevant Fields
5. Possible Market, Perspective and Barriers
6. Preliminary Ideas on Commercialization Strategy
7. Lists of Possible Partners, Next Steps

15. Training and Mentorship
Small companies
Business plans competitions
Proposal review
Executive summaries and
presentations
Business development
support

16. Thought Leadership

17. Putting it All Together
Market Needs:
Strategy,
Risk capital: Competition,
Investors, Value proposition
Strategic partners
The
Technology
Partners, Leadership:
Licensees, Entrepreneurs,
Clients… Bus Dev
We will find or build a missing piece of the puzzle for you.

18. Contact Info
Eugene Buff, MD, PhD
Certified Licensing Professional (CLP)
Registered Technology Transfer Practitioner (RTTP)
Primary Care Innovation Consulting
UsTech Discovery LLC
E-mail: eugene.buff@prcareinnoconsult.com
Ph.: +1 617-331-1982
Skype: eugenebuff