As part of our ongoing series examining the ecosystem necessary to bring technology to market, David French, a senior Canadian patent attorney with 35 years of experience, now provides a further of his commentaries on the importance to a company of protecting its Intellectual Property.
By David French
In the previous postings in this series we have focused on issues relating to patents, and particularly on obtaining patents which are meaningful. Too often people say, “This is too complicated; make it simpler.” Accordingly, in this posting we will address our 10-point summary of important issues.
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This is the second article in a continuing monthly series chronicling the growth path of Genevolve Vision Diagnostics, a life sciences startup based in Albuquerque, NM that is commercializing cutting edge genetic research to develop new diagnostic tests and gene therapies for colour blindness.
By Francis Moran and Leo Valiquette
In July 2002, a FedEx Boeing 727 carrying cargo crashed on its approach for a night-time landing in Tallahassee, Fl. A U.S. National Transportation Safety Board investigation identified the first officer’s colour vision deficiency as a factor in the crash and recommended that all existing colour vision testing protocols employed by the U.S. Federal Aviation Administration (FAA) be reviewed. Four years later, this case, and the issues which it raised about colour blindness testing in the commercial aviation industry, was the subject of a panel at an international workshop hosted by Saudi Arabian Airlines.
For Matt Lemelin, CEO of Genevolve Vision Diagnostics, stories such as this validate his company’s mandate, and commercial potential, to redefine how colour blindness is tested, diagnosed and treated. As Genevolve moves closer to its commercial launch, he is eagerly looking at specific industries such as aviation, where there is an opportunity for the company to establish new testing standards that are more fair and equitable. Genevolve’s ultimate goal is to create a global colour vision standard for all occupations.
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By Francis Moran
More than two decades ago, I was working with a public relations agency in Halifax, Nova Scotia, that was helping a resource development company counter considerable opposition within fishing communities to its proposal to drill exploratory natural gas wells on Georges Bank. It was a classic case of a clash between a critically important but fading industry — the fishery — and a new and incredibly promising industry — offshore hydrocarbon extraction. We mounted an open and consultative information campaign in the fishing communities most dependent on Georges Bank. We held countless meetings in and around those communities. We hired a local lad, the son of a fishing family, who had become a geologist and had worked in oil and gas exploration to head up our community efforts. And we organised a critical political gathering — a dinner in Halifax to which we invited scores of influential business, political and community leaders to hear directly from the company CEO.
I wasn’t at the dinner but my colleagues told me what happened and I am paraphrasing in the quotes below.
The CEO, almost a caricature of the good old boy cigar-chomping American oilman, got to his feet after desert and, as part of his prepared comments, told the assembled dignitaries, “The problem with you’all is you don’t know how to take risk.”
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In November, we featured a guest post by serial entrepreneur Jason Flick on the complexities startups face working with universities and attempting to commercialize university IP. In today’s guest post, University of Ottawa’s Sean P. Flanigan shares his perspectives from the viewpoint of a university tech transfer office (TTO). This is his first commentary and we welcome your feedback.
By Sean P. Flanigan
There are many networking events and receptions this time of year and I love to take the opportunity to chat with entrepreneurs about their ventures and experts about trends in the markets. The question I hear the most is “What’s new?” Given the number of surprised looks that I get when I answer this question one-on-one, I thought I would spread the word a little further. So here is what’s new.
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Associate Peter Hanschke is an Ottawa-based product management specialist. His post is part of our continuing series about the ecosystem necessary to bring technology to market. We welcome your comments.
By Peter Hanschke
Startups begin with little to no money. Much of the early development of their product is funded by the owner, by his or her friends and maybe even by an angel. Every dollar is used wisely and focused at the topmost activity. To build the product from concept through to MVP (Minimum Viable Product) and to the point where a small number of customers can use the product, the company has one, maybe two, full- or part-time developers. In some cases the owner pitches in occasionally to help in development or testing.
Young and lean
In such an environment, drive, enthusiasm and the will to succeed fuels the development process. The product takes shape as the development iterations roll by. Occasionally more money is needed to fuel the development engine, which the owner must somehow secure. Without real customers validating the solution, it’s difficult to get significant funding to speed up the development process or build a more enriched product.
Despite the tough times at this stage of the startup, this is in fact a very desirable situation.
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By David French
