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  • How McGill’s Innovation Fund Turns Research Into Real-World Impact with Junji Nishihata
    The McGill Innovation Fund was created to fill a big gap in early-stage research funding and help promising ideas make the leap from the lab into the real world. In this episode, Senior Communications Advisor Junji Nishihata shares the story of how the fund came about in 2021, just as McGill University was marking its 200th anniversary, and why it’s different from other campus competitions. Instead of focusing on general entrepreneurship, the MIF is tied directly to research through a formal report of invention. With three funding tiers ranging from $25,000 to $100,000 and a yearly budget of up to $350,000, it offers serious support to faculty, startups, and researchers looking to license their work.But money is only part of the equation. Junji talks about the year-long support program that comes with every award bringing together alumni advisors, targeted mentorship, and practical workshops on everything from market strategy to regulatory pathways. The alumni network plays a huge role here, offering time, connections, and hard-won experience to help teams move forward.We also get an inside look at success stories like cleantech startup Altiro Energy and biotech company DendroTEK, plus a peek at what’s ahead for the fund. From themed competitions in AI and clean tech to a possible high-profile pitch day, the MIF is working to break down the “ivory tower” perception of academic research and show its real-world value.In This Episode:[01:15] The McGill Innovation Fund started when McGill University was looking forward to its 200th anniversary in 2021. They were looking for big moonshot ideas that they could use to excite alumni around the world.[02:05] At first they thought about making an investment fund, then they decided to focus on funding for early stage ideas.[02:50] Eligibility criteria include a report of invention because it's based on research. They declare what the concept is and then the technology transfer team examines it in detail. Is it novel? Is it patentable?[04:06] The objective of the innovation fund is to get stuff out of the lab and into the real world where it can make a difference.[06:07] The MIF is divided into three different prize tiers: the Discover at $25,000, the Develop at $50,000, and the Deploy at $100,000.[06:53] The yearly funding of a significant sum of money shows the university's commitment to innovation.[07:27] The initial funding came from royalties collected from past Innovation successes.[08:21] This shows that the university is serious about inventors and technology.[09:02] They are moving towards donor and corporate support.[10:16] The McGill Alumni Network is tremendous and has a lot of successful people who are willing to give back.[11:11] Junji shares more about the award tiers. [12:28] The McGill AMR Center or Antimicrobial Resistance Center offers a $75,000 top off in addition to the original award.[14:05] How the fund has created transformations. Altiro energy came to them in the development stage and became successful and moved on.[15:29] We learn about the support that is offered as well as funding. The big value comes in the support that follows the award. They develop a road map in conjunction with their alumni experts. They also have a series of Advisory board meetings every two months.[17:45] They also have the McGillConnect platform.[18:22] Tony Falco is a mentor that has started three companies. He's been in the trenches and knows how to help the teams.[19:34] They have about 75 alumni that they reach out to.[20:11] We learn about the success of DendroTEK.[21:26] We talk about what is next for the fund and future ideas. He would like to grow it into something similar to Shark Tank and raise the profile of the alumni.[22:36] He wants to show people the value that is created for society.Resources: Junji Nishihata - McGill UniversityJunji Nishihata - LinkedInJunji Nishihata - InstagramMcGill Innovation FundMcGillConnect Platform
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  • WARF at 100: Shaping Science, Society, and the Next Generation of Innovation
    The Wisconsin Alumni Research Foundation, or WARF, was created 100 years ago. It was a daring idea to turn scientific discoveries into real-world applications. Today marks the 100th anniversary. Since 1925, WARF has played a pioneering role in encouraging innovation, supporting scientific discovery, and ensuring that research at the University of Wisconsin-Madison benefits society.To commemorate a century of influence, we're joined by four members of the WARF team, each with their own take on the past and future. Holly Adams, Contract Manager; Lesli Mark, Accelerator Manager; Michael Falk, Chief Intellectual Property and Licensing Officer; and Maureen Miner, Director of Human Resources and Cultural Advancement.In this episode, we reflect on WARF's impact over the last century, from shaping national policy through the Bayh-Dole Act to commercializing breakthrough technologies in stem cell research, agriculture, and medical imaging.You'll learn how the team is evolving WARF's purpose through new programs like Startup Advantage, deeper industry involvement, and the intentional incorporation of AI into IP strategy. We also look at how WARF maintains its collaborative, mission-driven culture, and what this means for the next generation of researchers and innovators. It's a discussion about legacy, leadership, and what it takes to keep innovation going today and into the next century.In This Episode:[02:41] We learn what celebrating 100 years of WARF means to our guests personally and professionally. [03:37] WARF is an institution with stability even during ups and downs. It's a pleasure to serve a public research university.[04:07] Invest in research and make a difference. Turning university ideas into real world impact.[05:32] The Bayh-Dole Act was modeled on what WARF instituted and became a model for tech transfer around the country. [06:24] Technological contributions include work with stem cells.[07:51] How stem cell research helped a paralyzed man regain control of his extremities.[09:52] Holly talks about how the needs and complexities of licensing agreements have evolved over the years. They need to streamline the formation of startups coming out of Wisconsin-Madison.[10:29] The Startup Advantage Program is to help offset some of the costs that startups face.[11:16] Communication and a proactive approach is needed to create licensing agreements and needed changes.[12:06] How agreements and compliance have evolved overtime. They have a customized version of Salesforce and an online reporting tool.[13:39] The vital role of contract management with agreement obligations and compliance. Visiting local startups is also a great method.[14:43] Lesli is the Accelerator Manager for WARF.  A lot of their work is in licensing. There needs to be more advancement in these technologies coming off of campus. Methods of selecting technology and moving forward have changed.[16:22] Having subject matter experts helps accelerate the technology.[18:32] Identifying and supporting some of the most promising projects. They look at 400 disclosures a year and flag ones that they think will have market impact and need their help.[21:31] Opportunities and challenges of the next century of WARF include engaging with industry.[22:41] Michael talks about IP and licensing. They have always been inventor focused. Each disclosure is a product of an inventor's life's work.[24:26] Licensing success stories include advancements in medical imaging and radiopharmaceuticals and advances in agriculture.[27:22] AI challenges and opportunities and preparing for the future.[29:54] They are technology and inventor focused. Will a patent help a technology get out into the world?[32:09] Maureen talks about the people and the mission driven culture. A lot of people are engaged and excited about working at WARF. [33:35] They've focused on reaching everyone. All people can be inventors and they want to make sure that they can promote them and reach out.[34:13] They've been strategic about celebrating innovations.[35:02] They have a hybrid structure where they support and meet employees where they are. Along with a robust health and wellness program and benefits. They also encourage paid community involvement.[36:49] Taking the vision of WARF and turning it over to employees.[37:35] Michael is most proud of how researchers appreciate and respect WARF.[38:43] WARF offers employees the opportunity to learn and grow. [39:39] They are also very proud of the startups that they've been able to help.[40:07] Being a valued partner and being a helpful resource supports the culture. Along with connections with colleagues.[41:02] Carrying the WARF legacy forward. Resources: Wisconsin Alumni Research Foundation: WARFHolly Adams - WARFHolly Adams - LinkedInLesli Mark - WARFMichael Falk - WARFMaureen Miner - WARFMaureen Miner - LinkedIn
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  • Supporting Startups For Ocean Health And Coastal Resilience With Millicent Pitts
    The blue economy is rapidly evolving. There’s a growing demand for innovation that’s both sustainable and scalable. Leading this work is Millicent Pitts, CEO and Executive Director of Ocean Exchange. Over the last ten years, she has helped the organization identify and support cutting-edge solutions that protect ocean health and strengthen coastal systems.Millicent spent three decades in the chemical and materials industry, holding senior roles at BASF, Engelhard, Arco Chemical, and more. She also earned her MBA from the Wharton School at the University of Pennsylvania. This background gives her a practical, business-minded approach to sustainability. She also serves as a mentor and judge for cleantech and ocean innovation competitions, including Creative Destruction Lab and NOAA’s Blue Economy Subcommittee.Ocean Exchange is a catalyst for turning research into real-world impact. Through its $100,000 Neptune Awards and collegiate grants, the organization has supported over 170 finalists who have collectively raised more than $3.2 billion in funding. Millicent discusses how these non-dilutive awards and mentorship programs help innovators move from idea to execution. We also discuss why Tech Transfer professionals play an important role in identifying talent and technologies that are suited for the blue economy.As one of just four national partners in NOAA’s Ocean Enterprise Accelerator, Ocean Exchange is expanding its reach through a well-funded initiative focused on ocean data, environmental resilience, and commercialization support. Today, we’ll highlight practical ways TTOs can engage, from encouraging student and faculty applications to joining review teams or helping innovators explore ocean use cases.In This Episode:[02:15] Millicent spent three decades in the chemical and materials industry. She benefited from working for companies that took environmental responsibility seriously.[03:22] Ocean Exchange has been around for 14 years and has a global reach. Their mission has always been to help advance the adoption of innovative solutions for healthy oceans and resilient coastal systems.[04:17] They moved from Savannah, Georgia to South Florida. South Florida is ground zero for many of these ocean and coastal system topics.[05:32] One of the things when she joined the organization was to make it more marketing and business friendly. [06:34] The more modern way of thinking of the blue economy embodies the idea that humans can use and interact with the ocean and not harm it.[07:22] In their 13 years of granting, they've had about 170 finalists who have raised 3.2 billion dollars. Most of it was in seed rounds and venture capital.[10:00] Ocean Exchange had a vision to find innovators and help their work have investment and societal impact.[13:17] Lives will be uplifted wherever these innovations are implemented.[14:04] How the ecosystem supports award applicants and winners beyond funding. A wide array of industry experts review the applications on impact, level of innovation, and ability to execute. This is part of their best network.[21:18] The $100,000 Neptune Awards. They take in philanthropy from families and corporations. After the selection process, they end up with 15 finalists. The award goes to any innovation about oceans and coastal systems.[22:55] Non-diluted funds are distributed meaning they don't take equity.[28:35] How tech transfer offices can leverage the collegiate awards which helps them reach undergraduates. Tech Transfer offices help connect the students.[33:13] We discuss applying to one or more of the NOAA accelerators. The National Oceanographic and Atmospheric Association, a part of the Department of Commerce, announced an accelerator program.[35:21] There are seven groups in the continuum that put forth a national model.[36:41] They want to reach more at the university and faculty level that have ocean use case innovations.[40:40] Each group gets a grant of 14 million dollars over 4 years. 40% of that will go through TDC Awards, Technology Development and Commercialization Awards.[41:13] Millicent manages these awards. The Great Lakes are also considered part of the ocean system. Most of the awards are between the range of 10,000 to 200,000 dollars.[42:30] You have to complete one of the accelerator programs also. You need to separately apply for the TDC award and say how you're going to use the money.[43:27] Goals include having at least $400,000 worth of non-dilutive grants.[45:18] She really wants Tech Transfer managers and executives to engage and maybe even be an expert on their review team. [46:14] There are great opportunities in the blue tech space, and they will help you through it.[46:40] Key deadlines: The collegiate grants have a deadline of September. There is still time if you're in the Americas to apply for the $100,000 award. Apply at Oceanexchange.org.Resources: Ocean ExchangeMillicent Pitts - LinkedInCreative Destruction LabNOAA Blue Economy SubcommitteeF6S [email protected](912) 257-0209
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  • Rewriting the Rules of Disability and Work with Dr. Kirk Adams
    Clarity can come from lived experience, and Dr. Kirk Adams brings that clarity into every conversation about inclusion. After losing his vision at age five, he began a journey that would shape his life, and the lives of countless others. What started as a personal challenge became a lifelong mission to him. He wanted to create a world where people with disabilities are seen, valued, and included. This is a wonderful story of persistence, purpose, and real leadership.Dr. Adams has led some of the most influential organizations in the blindness and disability inclusion space. As the prior President and CEO of The Lighthouse for the Blind, Inc., and the American Foundation for the Blind, he focused on employment equity, community integration, and systemic change. He’s worked with tech giants like Google, Facebook, and Microsoft to make sure accessibility is part of the design. He’s also contributed to boards and task forces across sectors.Now as Managing Director of Innovative Impact, LLC, Dr. Adams partners with organizations to build cultures of inclusion from the inside out. He believes that accessibility is about connection, opportunity, and the kind of leadership that invites people to bring their full selves to work. His academic background, including a Ph.D. on the employment of blind adults in corporate America, only deepens his understanding of the structural barriers so many still face and what it takes to overcome them.In this episode, Dr. Adams shares lessons from his own journey, insights into the role of accessible innovation, and why hiring people with disabilities is smart business. Whether he’s talking about universal design or how to build trust through self-disclosure, he has a consistent message that inclusion benefits everyone. In This Episode:[04:44] We learn about Dr. Adams' personal journey of having detached retinas as a child and losing his vision.[05:29] His parents actually moved to Oregon, so he could go to the Oregon School for the Blind.[06:02] He was given three things at the school including skills needed for blind people such as traveling while blind and learning Braille. He was also given the gift of high expectations and the strong belief that he could overcome obstacles and solve problems.[07:53] He had strong internal locus control meaning he was able to do things.[08:26] After graduating from college, he had to go through the super arduous task of trying to find a job.[09:52] After working in finance, he pivoted into the nonprofit sector, so he could create environments and opportunities for other people with disabilities.[10:28] Leadership was the best lever he could use to create change. He got a masters and PhD in leadership because he felt this was the way to really implement change.[14:52] Common barriers to workforce inclusion for people with disabilities include transportation and employer attitudes. Many don't understand that the lived experience of disability gives people unique opportunities to develop strengths that are really important in the workplace.[17:13] The role of accessible innovation in creating a more inclusive workplace. We discuss the difference between an impairment and a disability.[19:05] We want to reduce disabling situations as much as we can.[20:37] Many people do not want to disclose their mental health issues. One of the best ways to help accommodate people with disabilities is to provide needed accommodations.[22:47] Measuring disability inclusion in the workplace.[24:34] Studies have shown that if 20% of the workforce has a disability, it becomes a better and more inclusive environment.[25:28] Having inclusion for people with disabilities through all the processes of tech transfer.[28:17] The importance of collecting demographic data for inclusion purposes.[31:10] How things have changed and inclusivity is now a matter of discussion. [32:02] Accelerating inclusion and encouraging the adoption of accessible technologies.[34:35] It's important to preserve implementation and enforcement of things like the American Disabilities Act. [35:31] How data for people with disabilities are underrepresented in large language models. Bias can be built into these models.[37:46] Projects and initiatives that Dr. Adams is currently working on include The Apex Program that helps launch blind people into cyber security careers.[39:50] The ultimate goal is to have the same outcomes for people with disabilities as the general population has.Resources: Dr. Kirk AdamsDr. Kirk Adams - LinkedInDr. Kirk Adams - YouTubeThe APEX Program
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  • Designing for the Edge: Rethinking Inclusion in a Digital World with Dr. Jutta Treviranus
    This month we are honoring the history, achievements, culture, and ongoing advocacy of people with disabilities. This is our third episode celebrating Disability Pride Month. Today, we're privileged to speak with Dr. Jutta Treviranus, a true pioneer in inclusive design. As the director of the Inclusive Design Research Centre (IDRC) at OCAD University in Toronto, Dr. Treviranus has been instrumental in shaping global accessibility laws and influencing the tech standards that major companies use. She has been constantly pushing the limits of what genuinely inclusive digital environments can be. Among her many achievements, she's been honored with the prestigious AI for Good - DEI AI Leader of the Year Award from Women in AI. Her entire approach is built on advocating for those whose experiences don't fit the "average" mold.In this episode, you'll learn about her "human starburst" metaphor and how it's changing design philosophy, why focusing on diversity at the edges of a system actually makes those systems more resilient and adaptable and what it really takes to confront bias in the age of AI. Dr. Treviranus shares powerful stories from the trenches, showing how inclusive design is a powerful driver for innovation that ultimately benefits us all.In This Episode:[02:22] Inclusive Design or the Canadian School of Inclusive Design is focused on an understanding that diversity is our greatest asset and inclusion is our greatest challenge.[03:28] The "human starburst" is a growing data set of what people need to thrive.[04:52] In the middle there's a cluster of 80% of the needs of all the population, the remaining 20% of the needs are distributed from that. The needs in the middle are more similar the further apart ones are different.[06:08] Most products designed are for the 80%.[07:22] The unexplored terrain leaves room for innovation.[08:01] The Canadian school starts at the edge and designs for those where things aren't working. It creates an adaptive environment.[09:17] Why inclusive design is critical in our digital age. We are replicating the same pattern instead of transforming. If we design our systems for people that are struggling, we will create things that work for us.[10:52] The inclusive masters program launched at OCAD University back in 2010. They wanted to ensure it meant the largest range of needs.[13:08] What Jutta feels are her significant contributions to inclusive design.[13:30] She's proud of the students who take this mindset and expand it and the organic growth of a new way of looking at things.[16:17] We learn about IDRC's We Count project. By the time chat GPT came out AI was already affecting major critical decisions in everyone's life.[17:27] If we continue this pattern we'll do quite a bit of harm to ourselves and outliers. Such as AI hiring where there's a pattern for the optimal employee. This can amplify discrimination already present and lead to monocultures.[19:29] It's a statistical reasoning machine with no guidance and nothing filtered out. Jutta is trying to address the needs of people who are vulnerable and most harmed by these systems.[21:31] There's an uptick in collateral damage to people who aren't like the average, including iatrogenic death and illness.[23:01] We Count is trying to invert the algorithm and look for different perspectives.[25:48] We Count has been in existence since 2016.[28:07] The importance of engaging the intended beneficiaries and the people who have the most difficulty with whatever you're designing.[29:40] What tech transfer students should know about innovation and inclusion to ensure innovations are accessible and beneficial to the widest audience.[31:13] Engaging more with the community will help embed inclusive design into the tech transfer process.[33:00] One of the biggest misconceptions is that inclusive design costs more.[37:01] Jutta shares advice for championing inclusion in our work. Look for the edges of the human starburst.Resources: Inclusive Design Research Centre OCAD UniversityJutta Treviranus - OCAD UniversityJutta Treviranus - LinkedInWe Count: IDRC's Inclusive Artificial Intelligence (AI) Initiatives
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AUTM on the AIR is the weekly podcast that brings you conversations about the impact of research commercialization and the people who make it happen. Join us for interviews with patent and licensing professionals, innovators, entrepreneurs, and tech transfer leaders on the issues and trends that matter most.  
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