Technology Transfer & Innovation Offices

Getting practical may require coaching to improve core competencies. And a new or established technology transfer office sometimes needs extra bandwidth to accomplish mission critical functions. These include:

  • triage and prioritize or stratify employee invention disclosures

  • assemble an effective “invention evaluation committee,” preferably including an outside member with industry experience

  • market and commercialize licensing opportunities more creatively

  • develop and update template forms and agreements such as CDAs, MTAs, license applications, sponsored research agreements, CRADAs and patent license agreements, both exclusive and non-exclusive

  • educate and train staff

  • manage an overall budget for the office that addresses top priorities consistent with appropriate metrics of success

  • develop work flows consistent with emerging best practices

  • weed out inventions and patent properties that are unlikely to be commercialized successfully in order to manage expectations honestly and manage expenditures

  • update and build consensus for policies and procedures

  • develop an expanded resource network of subject matter experts and external consultants

As a former director of the NIH Office of Technology Transfer, and as someone who has sat on many sides of technology transactions between industry and academia, my experience and insight could be a great asset to strengthen your own program!


For the most progressive institutions, a best practice may include establishing an innovation management program staffed by resident graduate students or post-doctoral fellows. I would be very pleased to discuss those programs with you, including their organization, funding and training aspects.