Australian Technology Park Innovations

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Australian Technology Park Innovations

• Public Private Sector Technology
  Commercialisation in Australia

www.atp-innovations.com.au
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Presentation Outline

• Your region its technology sector,
  barriers/opportunities to the creation/growth of
  technology companies, economic development
  challenges
• Why was ATP Innovations established?
• What were your early activities and what problems
  were they designed to address?
• How has ATP evolved/why?
• What are your key programs today/why?
• What have been your key challenges?
• What is your structure/funding?
• How do you measure success?
• What next?
• What do you want from Global Connect?

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Our region its technology sector,
barriers/opportunities to the creation/growth of
technology companies, economic development
challenges

• Strong economic growth.
• Strong tertiary sector.
• Significant government support for RD.
• Significant and emerging life sciences sector.
• Large ICT sector but government support programs
  fragmented and lack policy cohesion.
• Barriers Low industry investment in RD, distant
  markets, low industry absorptive capacity and
  poor knowledge diffusion systems.
• Required Global outlook for companies from day
  1.

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Why was ATP Innovations established?

• Established as ATP Sydney Ltd (ATPSL) - 1995.
• Responsible for establishing Australian
  Technology Park.
• Initial - 3 university shareholders.
• Financial support from State and Federal
  Government initially.
• Aim Support commercialisation University and
  private sector technology through critical mass.

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What were your early activities and what problems
were they designed to address?

• Mixed technology zone encompassing early stage
  companies, research groups and centres, more
  advanced technology companies and large
  multinationals.
• Designed to create a cluster for technology
  commercial activity.
• Incubation program.
• Fell short on a number of measures and
  expectations.

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How has ATP evolved and why?

• The Park became more focussed on property and
  real estate issues.
• Inadequate incubation/commercialisation services.
• Focus very much on ICT
• 2000 Park encountered severe financial issues.
• State government agency took over management
• ATPSL changed to ATP Innovations, a new
  university company with a new university
  shareholder the ANU.
• MISSION To drive early stage commercialisation
  from public and private sector. No park
  management role.
• 2001 New management appointed to rebuild ATP
  Innovations
• Total rethink and redesign of programs focussed
  on client NEED around creating a connected
  community.
• Diversified into biotechnology.
• Pre-seed fund
• Focussed on networks and excellence
• 2004
• Strong commercialisation focus and facilitator in
  the market

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ATP Innovations Today

• Supports Australias premier technology
  commercialisation hub, accelerating the
  development of ICT, bio, electronics and advanced
  materials business. Convergence focus.
• Accelerates the commercialisation of innovative
  Australian technologies through world-class
  infrastructure, business coaching, skills
  development, strategic relationship networks and
  access to capital.
• Break-even business fee for service plus small
  equity stakes supported by shareholder-endowed
  assets some government funding.

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ATP Innovations Today

• Owned by 4 major universities
• A technology business accelerator which
  fast-tracks the growth of new enterprises.
• Sydney metropolitan location
• Clients public sector and private
• Currently gt35 clients plus 7 anchor tenants
• Full facilities 7000 m2 space, averages 85-95
  occupancy
• Full business support program bizStart
  bizConnect
• Virtual commercialisation capacity
• Investment capacity - bizCapital
• Operates a world best practice business
  acceleration programs
• Connected technology community

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ATP Innovations Working with Private and Public
Sector
Commercialisation Community
External Ventures
75
Technology Commercialisation Hub
25
Start-up Ventures
ATP Innovations Shareholders
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ATP Innovations key programs and
commercialisation Process
Applicants accepted
Migrate

• Market Validation
• Customer Management
• Business Expansion

• After 3 years
• Space gt125m2
• gt20 staff
• Proven/strong/credentialed

Realistic Business Plan
Professional development, forums, workshops,
Networking events
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ATP Innovations - University Technology
Commercialisation Partnership Interaction
University Commercialisation Office
Consults Commercialisation Office
Researchers create IP
Company Graduates
Commercialisation Process
Assessment Made
Go/No Go
IP Abandoned
ATPi Joins Project team
Start-up Moves to ATPi business precinct
IP Protected
licence
Decision to create Start-up
Start-up Company Created
ATPi Start-up Seed Capital provided
ATPi Start-up Rent Relief provided
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Critical relationships and Linkages
Universities 4x university Shareholders and
Regional NSW
NSW State Government Dept. State Reg.
Development, Ministry Science Medical Res.
Federal Government DEST DITR
AusIndustry Austrade Invest Australia
Innovation and Commercialisation Entities Aust.
Institute Commercialisation AGSM
Connector InnovationXchange Innovation
Festival Aussie Opportunities BioLink Knowledge
Commercialise Australia Research Australia Aust.
Business Foundation
Service providers Legal, Finance, IP
Learning opportunities NSW Enterprise
workshop bizNetClub AusBiotech Workshops AVCAL REB
OP
Industry peak bodies ICT, Biotech,
VC AIIA AEEMA AusBiotech AVCAL
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bizCapital pre-seed investment Pool

• Structure bizCapital Pty Ltd,100 owned
  subsidiary of ATPI Holdings Pty Limited, 100
  owned by ATP Innovations.
• Open end investment pool.
• Approximately 1.4 million to invest.
• Pre-seed investments 50-250k
• Seek to leverage these with from government
  grants
• Equity. May consider some type of debt.
• Vehicle for holding ATP Innovations options over
  equity.
• Philosophy capture early stage promising
  opportunities support for proof of concept.
• Deal flow Public and private sector sources.
• Creates strong linkages with investment community
  through early stage deal flow and follow-on
  funding.

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• bizNetClub forum for technology entrepreneurs
  and the commercialisation community

• Relationships and networks
• Emotional Support
• Technology Agnostic
• Emphasis on Practical Business Skills
• Develop Entrepreneurial Culture
• Affordable
• Open, Market Facilitation
• Reduce Fragmentation
• Engages outside community

• Foundation Series 1st Tuesday evening forum
  operational excellence
• Pillars Series 3rd Thursday breakfast seminar
  strategic excellence
• Newsletter, Intranet content online directory

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What have been your key challenges?

• Creating a connected community
• Reducing the pre-existing noble efforts
• Rebuilding programs to meet clients needs
• Fine tuning the sustainability model
• Resources to serve core business
  commercialisation vs real estate activities
• Rebuilding our brand and becoming part of an
  entrepreneurial and innovation culture in NSW/ACT
• Initially- engaging university shareholders to
  realise we add real value

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ATP Innovations Management
Board 4 deputy Vice Chancellors
(research) Independent chair CEO
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Our Sustainability Model
We do not receive state, federal or Shareholder
support
Facilities and Infrastructure Provides cash flow


Biobusiness Activities
ICT, Electronics Materials business
ROI
bizCapital pre-seed fund
Fees
The bizNetClub Professional Development and
Networks
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How do you measure success?

• Internal
• Financial sustainability
• Service delivery client satisfaction
• Client successes
• Number and success of investments (bizCapital)
• Clients
• Turnover and investment
• Employment
• Patents
• Successful migration
• Shareholders
• Delivery of services to meet agreed needs
• External
• Effective engagement with industry partners
• Contribution to Government policy and programs

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What next?

• Develop and international network of key
  commercialisation precincts
• Drive
• Deal flow for our clients
• Conduits for ready and new market access
• Seeking nodes in UK, EU, USA, and later Asia.
• Currently working with SEEDA on UK/EU nework.

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What do you want from Global Connect?

• Enhance our global engagement process.
• Access to external partners to assist our
  clients.
• Knowledge exchange and transfer.
• Market opportunities.
• Enhanced networks.
• Add value to our clients and our business.