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Treble One Final ReportSubmitted March 6, 2017

Task 4. Technology Assessment Plan

In Support of

Wright State Applied Research Corporation ProgramWSARC-15-00044

EntitledThe Dayton Metro Plan for Economic Diversity

(DMPED)

Technical Point of Contact Dr. Michael Deis

Email: [email protected] Phone: (937) 256-2285

Contracting Point of Contact Mr. Richard Wade

Email: [email protected] Phone: (937) 256-2285

This study was prepared under contract with the Wright State Applied Research Corporation, Ohio, with financial support from the Office of Economic Adjustment,

Department of Defense and content reflects the views of the authors and does not necessarily reflect the views of the Office of Economic Adjustment

Treble One LLC Proprietary Information. All rights reserved.

Table of ContentsSection Page

List of Figures...............................................................................................................................iii

List of Tables.................................................................................................................................iv

SUBMITTED MARCH 6, 2017....................................................................................................1

1.0 INTRODUCTION..............................................................................................................6

2.0 TECHNOLOGY / INNOVATION CLUSTER DISCUSSION.........................................8

2.1 Cluster Definition.....................................................................................................82.2 Innovation Cluster Components and Behaviors....................................................11

3.0 REGIONAL BEST PRACTICE RESEARCH.................................................................13

3.1 Regional Area Research.........................................................................................133.2 Austin, TX Region.................................................................................................14

3.2.1 Region Overview.......................................................................................143.2.2 Academia...................................................................................................143.2.3 Government................................................................................................143.2.4 Entrepreneur Support.................................................................................163.2.5 Venture Capital..........................................................................................173.2.6 Mature Corporations..................................................................................173.2.7 Research Centers........................................................................................173.2.8 Service Providers and Management...........................................................183.2.9 Austin Region Summary............................................................................19

3.3 Columbus, OH Region...........................................................................................193.3.1 Region Overview.......................................................................................193.3.2 Academia...................................................................................................193.3.3 Government................................................................................................203.3.4 Entrepreneur Support.................................................................................203.3.5 Venture Capital..........................................................................................213.3.6 Mature Corporations..................................................................................223.3.7 Research Centers........................................................................................223.3.8 Service Providers and Management...........................................................233.3.9 Region Summary.......................................................................................24

3.4 Denver/Boulder, CO Region..................................................................................243.5 Huntsville, AL Region...........................................................................................29

3.5.1 Region Overview.......................................................................................293.5.2 Academia...................................................................................................293.5.3 Government................................................................................................293.5.4 Entrepreneur Support.................................................................................303.5.5 Venture Capital..........................................................................................31


3.5.6 Mature Corporations..................................................................................323.5.7 Research Centers........................................................................................323.5.8 Service Providers and Management...........................................................323.5.9 Region Summary.......................................................................................33

3.6 Salt Lake City, UT Region.....................................................................................343.6.1 Region Overview.......................................................................................343.6.2 Academia...................................................................................................343.6.3 Government................................................................................................343.6.4 Entrepreneur Support.................................................................................353.6.5 Venture Capital..........................................................................................363.6.6 Mature Corporations..................................................................................363.6.7 Research Centers........................................................................................373.6.8 Service Providers and Management...........................................................373.6.9 Salt Lake City Region Summary...............................................................373.6.10 Regional Research Summary.....................................................................38

4.0 DAYTON REGION ECO-SYSTEM...............................................................................39

4.1.1 Overview....................................................................................................394.1.2 Universities................................................................................................394.1.3 Government................................................................................................404.1.4 Entrepreneur Support.................................................................................424.1.5 Venture Capital..........................................................................................424.1.6 Mature Corporations..................................................................................434.1.7 Research Centers........................................................................................434.1.8 Service Providers and Management...........................................................444.1.9 Dayton Region Summary...........................................................................45

5.0 DAYTON INNOVATION CLUSTERS..........................................................................46

5.1 Dayton Regional Clusters and Networks...............................................................465.2 An Example – Advanced Manufacturing..............................................................48

6.0 TECHNOLOGY ASSESSMENT METHODS AND TOOLS........................................50

6.1 What does it take?..................................................................................................506.2 Assessment Criteria – A New “Opportunity Readiness Level”.............................50

6.2.1 Technology Readiness...............................................................................516.2.2 Manufacturing Readiness...........................................................................526.2.3 Business Readiness – A New Piece of the Equation.................................53

6.3 Aligning Government and Private Funds – A Unique Opportunity for Dayton....546.3.1 Government Funding Mechanisms............................................................556.3.2 Private Funding Mechanisms.....................................................................566.3.3 Gaps and Misalignment.............................................................................586.3.4 Creating Alignment and Opportunity for Dayton......................................59

6.4 Create Platform for Execution...............................................................................626.4.1 Assessment Tools.......................................................................................62

7.0 RECOMMENDATIONS AND PATH FORWARD.......................................................63


7.1.1 Universities................................................................................................637.1.2 Government................................................................................................637.1.3 Entrepreneur Support.................................................................................637.1.4 Venture Capital..........................................................................................647.1.5 Mature Corporations..................................................................................647.1.6 Research Centers........................................................................................647.1.7 Service Providers and Management...........................................................64

7.2 Summary................................................................................................................668.0 APPENDIX A. REGIONAL RESEARCH INFORMATION.........................................67

8.1 Austin, TX Region.................................................................................................678.1.1 Region Overview.......................................................................................678.1.2 Government Economic Development Groups...........................................678.1.3 Non-Profit Economic Development Groups..............................................678.1.4 Other Economic Development Groups......................................................688.1.5 Cluster Initiatives.......................................................................................688.1.6 Incubators / Accelerators...........................................................................698.1.7 Investor Networks......................................................................................69

8.2 Columbus, OH Region...........................................................................................698.2.1 Region Overview.......................................................................................698.2.2 Government Economic Development Groups...........................................698.2.3 Non-Profit Economic Development Groups..............................................708.2.4 Other Economic Development Groups......................................................708.2.5 Cluster Initiatives.......................................................................................708.2.6 Incubators / Accelerators...........................................................................708.2.7 Investor Networks......................................................................................71

8.3 Dayton, OH Region...............................................................................................718.3.1 Region Overview.......................................................................................718.3.2 Government Economic Development Groups...........................................718.3.3 Non-Profit Economic Development Groups..............................................728.3.4 Other Economic Development Groups......................................................728.3.5 Cluster Initiatives.......................................................................................728.3.6 Incubators / Accelerators...........................................................................73

8.4 Investor Networks..................................................................................................738.5 Denver/Boulder, CO Region..................................................................................73

8.5.1 Region Overview.......................................................................................738.5.2 Government Economic Development Groups...........................................738.5.3 Non-Profit Economic Development Groups..............................................748.5.4 Other Economic Development Groups......................................................748.5.5 Cluster Initiatives.......................................................................................748.5.6 Incubators / Accelerators...........................................................................748.5.7 Investor Networks......................................................................................75

8.6 Huntsville, AL Region...........................................................................................75


8.6.1 Region Overview.......................................................................................758.6.2 Government Economic Development Groups...........................................758.6.3 Non-Profit Economic Development Groups..............................................768.6.4 Other Economic Development Groups......................................................768.6.5 Cluster Initiatives.......................................................................................768.6.6 Incubators / Accelerators...........................................................................768.6.7 Investor Networks......................................................................................77

8.7 Salt Lake City, UT Region.....................................................................................788.7.1 Region Overview.......................................................................................788.7.2 Government Economic Development Groups...........................................788.7.3 Non-Profit Economic Development Groups..............................................798.7.4 Other Economic Development Groups......................................................808.7.5 Cluster Initiatives.......................................................................................808.7.6 Incubators / Accelerators...........................................................................808.7.7 Investor Networks......................................................................................81

8.8 Dayton, OH Region...............................................................................................818.8.1 Region Overview.......................................................................................818.8.2 Government Economic Development Groups...........................................818.8.3 Non-Profit Economic Development Groups..............................................828.8.4 Other Economic Development Groups......................................................828.8.5 Cluster Initiatives.......................................................................................828.8.6 Incubators / Accelerators...........................................................................838.8.7 Investor Networks......................................................................................83

9.0 APPENDIX B – A SAMPLE OF ADVANCED MANUFACTURING STAKEHOLDERS 84


List of Figures

Figure Page

Figure 1. Technology Cluster Methodology [3].............................................................................8

Figure 2. Key Cluster Stakeholders [6]..........................................................................................9

Figure 3. A New Model [12]........................................................................................................15

Figure 4. Cluster Ecosystem Overview........................................................................................46

Figure 5. Tech Cluster CONOPS.................................................................................................47

Figure 6. Raw Ingredients............................................................................................................50

Figure 7. NASA / DoD Technology Readiness Levels...............................................................52

Figure 8. DoD Manufacturing Readiness Levels........................................................................53

Figure 9. Typical DoD Technology Development Timeline.......................................................56

Figure 10. Private investment funding mechanisms...................................................................57

Figure 11. Aligning private and federal funding to fill gaps, create competitive advantage and accelerate commercialization.......................................................................................................61

Figure 12. A New Model..............................................................................................................65

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1.0 INTRODUCTION

Treble One LLC was selected for Task 4, Technology Assessment plan, for the Dayton Metro Plan for Economic Diversity. Task 4 included three phases. The initial phase resulted in a best practice study to understand the technology development and startup ecosystems of five other regions. The second phase was to identify a regional network focused on developing new business and transitioning new technology. The final phase was to develop an approach to represent and catalogue network partners and gaps.

Five regions were studied as identified in the task: Austin, TX; Columbus, OH; Denver/Boulder, CO; Huntsville, AL; Salt Lake City, UT. These five regions have been recognized for their strengths in developing thriving ecosystems, performing technology assessments and building actionable plans to advance technologies. The study identified the forces contributing to the accelerated growth of technology companies in these regions.

Treble One followed the steps outlined below to identify the key contributors to growth in these five regions:

1. Conducted interviews with individuals within Treble One’s network from technology companies in the growth mode cities and then expanded discussions to involve other recommended companies and enabling entities involved in enhancing growth such as government agencies, universities and non-profits

2. Identified historical and current investments of each high growth mode city or businesses within the cities including: low tax zones or business tax credits for technology companies, access to large corporations that need technology or invest in technology development companies, etc.

3. Identified other socio-economic forces that are contributing to the growth including: natural resources, educated work force, stable economic influencing factors, etc.

The interviews utilized a mix of on-site interviews and phone interviews. The investment and socio-economic findings were conducted from literature searches, internet searches, and from direct conversations with people contacted during the Best Practice Research phase of the program.

The results of best practice study provided a framework for evaluating the Dayton Region. The framework provides a process for conducting technology assessments and building actionable plans for technology advancement in the Dayton Region. Treble One used the best practices from the other regions and its experience working at the “tactical level” with hundreds of SBIR and other technology development programs to enhance the technology commercialization process for the Dayton Region.

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The second phase of the task identified a regional network focused on developing new business and transitioning new technology. Treble One identified and catalogued potential technology assessment partners for one technology cluster and for the purposes of baselining the technology, research and manufacturing growth opportunities in the Dayton region. Potential assessment partners have been identified, based on several technology clusters recommended for creation within the Dayton Region.

The final phase provides an assessment of one technology domain, which identifies the regional mix of company types, technology focus, market focus, growth stage of each company identified and catalogued in the Dayton regional network. Common themes, gaps and needs for the regional companies have been identified for the one technology domain and used to create a representative Dayton regional model.

During this research, it became evident that all regions of interest organized around the ideas of innovation or technology clusters. Typically, both state and local regions identified clusters that were appropriate for the strengths of their regions. The results of this study are not necessarily recommending that the Dayton Region identify and create innovation clusters but it may be an approach to explore further. The following section provides background information on innovation cluster formation and use.

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2.0 TECHNOLOGY / INNOVATION CLUSTER DISCUSSION

2.1 Cluster Definition

The use of economic clustering was recognized in early 1990s by Michael Porter. [1] Economic clustering initially focused on the development of business clusters. The concept of business clusters expanded into other areas through its use by governments, consultants and academia. During the 1990s and early 2000s, clustering concepts have been used for urban stimulation and regional economic growth.

The Cluster Initiative Greenbook, published by Örjan Sölvell, Christian Ketels and Göran Lindqvist, was the first comprehensive study of cluster initiatives across the globe. [2] A follow up study in 2005 covered more than 1400 cluster initiative organizations across the globe. In 2013, the Cluster Initiative Greenbook 2.0 was published, which added new research results and perspectives to the original study done in 2003. [3]

In the decade between the original Greenbook and Greenbook 2.0, the study found that the original definition still held: “Cluster initiatives are organized efforts to increase the growth and competitiveness of clusters within a region, involving cluster firms, government and / or the research community.” [3] There are many reasons to form cluster initiatives but the bottom line is to improve the economic development of a region. Figure 1 illustrates six objectives that must be balanced for a given cluster initiative to be successful within a region.

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Figure 1. Technology Cluster Methodology [3]

Cluster initiatives may include all six objectives or may have a much narrower set of objectives depending on the strengths of the region.

When creating innovation clusters seven gaps have been identified that can keep a region from developing successful cluster initiatives [4]. Five of the identified gaps are internal [5]:

1. A research gap preventing interaction between firms and research organizations

2. An education gap that prevents interaction between firms and academia

3. A capital gap between firms and academia

4. A government gap preventing relationships between firms and government

5. Barriers between firms from proprietary issues

Two external gaps affect innovation dynamics:

1. Barriers may form when firms are in other clusters or technologies

2. Global markets and value chains may create barriers in global markets

By creating cluster organizations many of these gaps and barriers can be overcome through collaborative initiatives within an innovation cluster. Figure 2 identifies seven key cluster stakeholders typically involved in forming an innovation cluster.

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Figure 2. Key Cluster Stakeholders [6]

Each of these seven sectors will be involved in an innovation cluster to one degree or another. Typical roles of each sector include:

1. Universities provide intellectual property, researchers, patent support, business and entrepreneur programs

2. Support groups provide the resources to create and nurture the initial cluster

3. Local governments provide the economic development necessary to create a thriving entrepreneurial environment

4. State government can leverage state universities and colleges and create legislation that encourages the creation of innovation clusters around identified technology strengths of the state

5. Federal government can be a catalyst for innovation clusters through research labs and agencies. Organizations such as the Small Business Agency and National Science Foundation, among others, can provide research funding to universities, small business and large business

6. Emerging companies need to become part of the cluster so other sectors are aware of their capabilities and needs. Start-up companies are the heart of job creation in many regions

7. Large corporations provide expertise and guidance for the cluster development. It is essential for large companies to partner and collaborate with others in the cluster

Developing regional innovation clusters requires identifying the right mix of these seven stakeholders. If done correctly, “clusters will make full use of a region’s unique assets, from infrastructure to workforce, to available capital, to increase collaboration and create a climate for businesses to grow and thrive.” [7] Johnson, a member of the Regional Innovation Cluster Working Group, stated that:

We know that this cluster strategy works. From well-known places like Silicon Valley and the Research Triangle in North Carolina to lesser known places like Dayton’s Tech Town, Tucson’s Arizona Bioscience Park, and the Middle Georgia Economic Alliance, clusters are helping to connect disenfranchised communities to career and educational opportunities, secure higher paying jobs in regions, and stabilize regions. [7]

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2.2 Innovation Cluster Components and Behaviors

The use of innovation cluster ideas provided a foundation for this study. Innovation clusters assist a region in identifying its strengths and weaknesses in terms of technology innovation, regional assets and natural resources. Silicon Valley has been the standard for creation of innovation and entrepreneurship for decades.

Silicon Valley provides a model that other regions can adapt for their local environments. A study, published in 2015 [8], used the Silicon Valley as a baseline to explore its application to other regions. Results of that study identified and captured seven key components necessary for innovation cluster development:

1. Universities

2. Government

3. Entrepreneurs

4. Venture capital

5. Mature corporations

6. Research centers

7. Service providers and management

These seven components align with those discussed in the previous section. The slight difference is that government sector here combines federal, state and local and adds venture capital and research centers.

The study also identified several critical behaviors within the eco-system. These behaviors include: mobility of resources (people, places and dollars); entrepreneurial processes; innovation and experimentation; a global strategic perspective; aligning interests to achieve collective goals; and a global perspective [8]. These components and behaviors formed the foundation for the research accomplished for the five regions of interest discussed in Section 3. They are also used for the Dayton regional network findings.

During regional explorations, it became clear that each of the five regions recognized the importance of identifying strong technology clusters at the state level and within their regions. For example, the state of Texas clearly identifies the following clusters in the Texas Industry Cluster Initiative [9]:

1. Advanced Technology and Manufacturing

2. Aerospace and Defense

3. Biotechnology and Life Sciences

4. Information and Computer Technology

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5. Petroleum Refining and Chemical Products

6. Energy

These six innovation clusters provide the state level guidance necessary for other regions in Texas to identify and create potential innovation clusters in their regions. Similar clusters were found in each of the five regions studied.

The final topic of the cluster discussion is on the U. S. Cluster Mapping Project [10]. This project provides a beginning point for cluster development as it provides two types of clusters: Traded Clusters and Local Clusters. A few Traded Clusters include: Aerospace and Defense; Automotive; Biopharmaceuticals; Information Technology and Analytical Instruments; Medical Devices; for a total 51 Traded Clusters. Examples of Local Clusters include: Health Services; Financial Services; Education and Training; Community and Civic Organizations; for a total of 16 Local Clusters. Each of these Traded and Local Clusters are also broken down into additional sub-clusters and can be tailored take advantage of regional strengths. It should be recognized that every region is different and should be built around the strengths of their regions.

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3.0 REGIONAL BEST PRACTICE RESEARCH

3.1 Regional Area Research

Five regional areas were evaluated for this study. These regions included Austin, TX, Columbus, OH, Denver / Boulder, CO, Huntsville, AL and Salt Lake City, UT. The team physically visited Denver / Boulder, Huntsville and Columbus. For Austin and Salt Lake City the team relied on information from other task partners who visited those regions, phone conversations and research.

The purpose of this research was to determine the strengths and weaknesses for a regions innovation, commercialization and economic growth. During the research the following questions were explored:

1. What does the region ecosystem look like?

a. Other Economic Development Groups:

1. University Tech Incubators / Commercialization Centers / Innovation Centers

b. Cluster Initiatives (e.g. Healthcare IT, Aerospace, Software, etc)

c. Incubators / Accelerators

d. Entrepreneurial Events (meet ups, conferences, startup competitions, etc.)

e. Investors - Angel Networks, Venture Capital

2. What are Regional strengths? Weaknesses?

3. How well does the City and State help? Do they rely on State funding sources?

4. Is there a process used to help commercialization, entrepreneurs and new starts?

5. Is there a technology assessment tool in use by the region?

The team also looked for the following items during discussions and background research:

1. Use of cluster model

2. Mentoring for serial entrepreneurs

3. Technology assessment processes

4. Resource ecosystem

The following sections provide a summary of findings for each region. Each region is discussed following the seven key components necessary for innovation cluster development:

1. Universities

2. Government

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3. Entrepreneur Support

4. Venture Capital

5. Mature Corporations

6. Research Centers

7. Service Providers and Management

Detailed collected background information is provided in Appendix A. Appendix A includes links to the organizations described in the following sections as well as many individual contacts within those organizations.

3.2 Austin, TX Region

3.2.1 Region Overview

Austin is the capital of Texas with a population of nearly 232,000. The Austin-Round Rock metropolitan area has a population of over 2 million. Austin continues to create a vibrant innovative eco-system.

3.2.2 Academia

The University of Texas at Austin (UT Austin) drives the academic research environment in Austin. UT Austin is a world-class research institute with more than 200 research units and centers. Eight research groups report direct to the Vice President for Research. Most units are in the individual colleges and schools. [11]

Many of the research units align directly with the Texas Cluster Initiative. UT Austin has been awarded over $1.1 billion in sponsored research over the past two years. Through technology licenses, UT Austin has achieved over $40 million in revenue in the last two years.

3.2.3 Government

Austin recognized that a shift in innovation technology thinking was occurring [12]:

A shift in many state and municipal economic development efforts in favor of business expansion and creation over pure incentive-laden attraction

Focus on corporate profits keeping in-house R&D to a minimum and encouraging partnerships with Universities

Movement of Universities (esp. metropolitan, from passive participants to active leaders in regional economic development

Evolution from lone wolf to wolf pack invention

Universities viewed as valued sources of know-how in addition to technology

From this shift in thinking, Austin identified that a new trend was evolving in many regions. A new model has been suggested as shown in Figure 3. This model illustrates a shift is occurring,

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in many larger cities, back to inner cities, creating a vibrant collaborative environment to encourage entrepreneurial growth for a region. This model also aligns with the findings of Silicon Valley.

Figure 3. A New Model [12]

Austin has successfully developed multiple innovation clusters due to an intersection of success and opportunity in a vibrant ecosystem with each of the following characteristics [12]:

High level of development in Northeast Downtown Corridor

High concentration of local talent

A culture that attracts more talent

Strong economy

Dynamic start‐up / entrepreneurial community

Why has Austin been successful? Collaboration was the primary principle that has driven Austin to success. It took the collaborative efforts of business and community leaders, academia and government to create the right environment for innovation. Key elements for this success included [13]:

Capacity building

Smartly applied and focused incentives

Climate for entrepreneurs and innovation

Targeted marketing and recruitment

Natural resources

With the strength of UT Austin technology research, Austin enjoys technology innovation in all categories of the Texas Cluster Initiative. The primary innovation clusters for Austin include: Semiconductors and Electronics, Nanotechnology, Advanced IT,

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Pharmaceutical and Biotech, Medical Devices, Healthcare IT and Clean Energy Technology. These innovation clusters are the driving force behind Austin’s innovation eco-system.

Government economic development groups include the US Economic Development Administration (EDA) at the Federal level. The EDA has been designated by the Office of Management and Budget (OMB) to serve as the federal government’s lead integrator for economic development in recognition of [14]:

The agency’s successful management of cross-agency place-based initiatives

Builds relationships with state and regional stakeholders through its Economic Development Districts

It is the only Federal agency whose sole mission is domestic economic development

As the lead integrator of Federal economic development investments, EDA’s role is to facilitate planning, collaboration and coordination among participating Federal agencies to ensure that [14]:

Federal resources are invested in support of locally-identified strategies and projects designed to produce transformational economic diversification and workforce development outcomes

Multiple Federal economic development resources are successfully aligned and invested to support various projects in discrete, non-duplicative activities

The City of Austin also has the Economic Development Department and the Small Business Program. The Economic Development Department works to create a cultural environment where small businesses can thrive. The Small Business Program works for job creation and support to new and existing businesses.

3.2.4 Entrepreneur Support

Austin is a welcoming city for entrepreneurs. Several accelerators and incubators exist to assist new starts. A few examples include:

Vator Inc. provides a list of top Austin accelerators and incubators

Impact Hub Austin is one of 80+ locations. Impact Hub Austin connects to a global community of more than 15,000 inspired individuals and organizations

Austin Technology Incubator is part of IC2 Institute

Techstars Austin is ranked #14 fastest-growing startup ecosystem in the world

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3.2.5 Venture Capital

Austin has access to many venture capital sources. There are at least 18 venture firms identified for early stage investment funds. Descriptions of a few of these firms follow, these descriptions are from the FindTheCompany website. [15]

JatoTech Ventures is in Austin, Texas. JatoTech Ventures primarily grants early stage funding with an investment range of $0.5M - $8M. JatoTech Ventures focuses on early-stage investing, and takes a labor-intensive, service-oriented approach in markets where they have direct experience. JatoTech Ventures is focused on helping talented entrepreneurs build great technology companies.

DFJ Mercury is a venture capital firm founded in 2005. Its main office is in Austin. DFJ Mercury primarily grants Startup/Seed and Early Stage funding with an investment range of $2M - $5M. DFJ Mercury focuses on information technology, advanced materials and bioscience. DFJ Mercury is a seed and early-stage venture capital firm.

CenterPoint Venture Partners is a venture capital firm founded in 1996. Its main office currently resides in Austin, Texas. CenterPoint Venture Partners primarily grants early stage funding with an investment range of $5M - $15M.

ARCH Venture Partners is a venture capital firm founded in 1986. Its main office currently resides in Austin, Texas. Venture Partners is a premier provider of seed and early stage capital for technology firms, with a special competence in co-founding and building technology firms from startup. Their goal is to bring a concept or promising technology from its earliest stages to successful commercial applications from concept to commerce.

Sevin Rosen Funds is a venture capital firm founded in 1981. Its main office currently resides in Austin, Texas. Sevin Rosen Funds primarily grants Startup/Seed, Early Stage, Expansion, and Later Stage funding with an investment range of <$10M. At Sevin Rosen Funds, we examine technology trends, identifying those technologies we believe will transform entire industries. Our emphasis is on what will happen next, what will succeed, and then, what will endure.

3.2.6 Mature Corporations

Austin is home to a who’s who list of major corporations. These include industry leaders, such as: AMD, APPLE, Charles Schwab, DELL, General Motors, HomeAway, IBM, Intel, National Instruments, NXP Semiconductors, PHIZER, Samsung, VISA and Whole Foods. These corporations play a critical role in technology innovation within the Austin Region.

3.2.7 Research Centers

UT Austin is home to many research centers in Austin. One example is the Applied Research Laboratories (ARL UT), which is a Department of Defense University-Affiliated Research Center (UARC). Since 1945, ARL UT has been engaged in sponsored research dedicated to research through applications of acoustics, electromagnetics, and information

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sciences. As the largest and one of the oldest research units of the university and a member of the Vice President for Research portfolio, ARL UT is highly engaged in the three traditional roles of a major university - research, education, and public service.

Established in October 1995, IBM Research - Austin is one of 12 IBM research laboratories worldwide. The lab focuses on the hardware development of high-speed microprocessors; high-performance/low-power Very Large Scale Integration (VLSI) design and tools; system-level power analysis; and new system architectures. The teams also have expertise in cognitive computing, from applications to monitor entire systems, to robotics and Watson technologies; to the development of hardware and software optimization solutions for Cloud computing; to Big Data projects such as Spark and CAPI-Flash; as well as accessibility solutions, such as “aging in place” technology for the world’s aging population. [16]

The Samsung Austin R&D Center (SARC) was founded in 2010 to develop high-performance, low-power, complex CPU and System IP (Coherent Interconnect and memory controller) architecture and designs for Samsung’s System LSI division. The Lab is primarily based in Austin, Texas, with teams located in California as well. The engineering team has extensive experience and a broad background in the development of advanced CPU designs and System IP for various market segments. The management team has extensive experience building world-class teams, fostering an outstanding work environment and enabling creativity. [17]

3.2.8 Service Providers and Management

Multiple economic development groups exist in the Austin Region:

Downtown Austin Alliance is a partnership of downtown property owners, individuals, and businesses devoted to preserving and enhancing the value and vitality of downtown Austin [18]

The University of Texas at Austin, IC2 Institute was founded in 1977 as a “think and do” tank to test the belief of its founder, George Kozmetsky, that technological innovation can catalyze regional economic development through the active and directional collaboration among the university, government, and private sectors [11]

The Texas Economic Development Council (TEDC) is Austin-based, statewide, non-profit professional association dedicated to the development of economic and employment opportunities in Texas. Its diverse members share a common goal of bringing new investment and jobs to Texas [19]

Several non-profit economic development groups also support the Austin eco-system:

The Texas Economic Development Corporation (TxEDC) promotes economic development in Texas on behalf of the State. It is the official gateway for bringing jobs to Texas [20]

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Team Texas is a dynamic statewide economic development marketing association that promotes job creation and capital investment in over 100 Texas cities. Team Texas is a non-profit membership association which serves as an outreach program of the Texas Economic Development Council [20]

Capital Area Council of Governments is a nonprofit corporation formed in 1989 and funded by the U.S. Economic Development Administration. It establishes regional economic development priorities in the 10-county Central Texas area surrounding Austin [21]

Austin Chamber of Commerce is a private, non-profit, membership-driven organization comprised of over 3,000 business enterprises, civic organizations, educational institutions and individuals [22]

3.2.9 Austin Region Summary

Its people or “Human Capital”, as they call it, and collaboration are the strength and catalyst for Austin’s thriving innovation eco-system. The Austin eco-system possesses all seven components for strong innovation cluster development. Technology and innovation is clearly articulated from the state-level down to the various regions across the state. Austin represents a model that many other regions could benefit from.

Compared to the Dayton Region, Austin possesses a much more mature innovation culture. While Dayton has three Universities in the region, none are on the scale of UT Austin in terms of research and innovation. The Dayton Region’s Venture Capital culture does not come close to the Austin Region, but that is true of the other regions as well.

3.3 Columbus, OH Region


As with Austin, Columbus is the capital city. It has a population 850,106, it is the 15th largest city in the US and the largest city in Ohio. The Columbus-Marion-Zanesville, OH has a combined statistical area population of 2,424,831.

3.3.2 Academia

The Ohio State University(OSU) is the largest research university in Ohio. OSU provides in Business, Finance and Economics, Engineering, Health Care, Government Social Work and Liberal / General Studies. In 2015, OSU received the following sponsored research funds [23]:

$962 million: Total research and development (R&D) $478 million: Federal R&D $119 million: Industry-sponsored research

OSU is one of the nation’s largest research universities, but in recent years, funding has grown at a slower rate. [24] OSU has many Centers, Institutes and labs under three research centers:

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Academic; arts and Cultural; and Medical. A few examples include the James Cancer Hospital, Institute for Materials Research, Ohio Supercomputer Center, Electro Science Laboratory and many others.

Columbus State Community College (CSCC) provides many skilled graduates. CSCC provides degrees in Health Care, Liberal and General studies, Business, Finance and Economics, Engineering and Family Development. [25]

3.3.3 Government

Ohio has identified nine industry clusters for economic growth [26]:

Aerospace and Aviation Automotive Financial Services BioHealth Advanced Manufacturing Energy Food Processing Information Technology and Services Polymers and Chemicals

Ohio has created a foundation for entrepreneurs to grow and thrive in the State of Ohio. Two state initiatives, Jobs Ohio and Ohio Third Frontier have provided investments to support entrepreneurs and new businesses. Jobs Ohio is a non-profit corporation that works to attract and keep businesses in Ohio through collaboration with state, regional and local partners. The Ohio Third Frontier is an initiative to create research and technology economic development.

The Franklin County Economic Development & Planning (EDP) Department works to enhance Franklin County’s economy and the quality of life of our 1.2 million residents. SmartWorks was created to align strategic investments and to provide innovative solutions for economic development throughout the county. The EDP strives to enhance collaboration and provide programs and services to assist partners.


Rev1Ventures helps entrepreneurs build great companies. With the capital of a VC and the connections of an accelerator, Rev1 supports startups through the first phases of growth to increase their probability of success. Rev1’s team of experts leads an ongoing, data-driven process that ensures entrepreneurs develop products people want and companies people need. Rev1 was named the Most Active VC in Ohio in 2016 by CB Insights. [27]

The Dublin Entrepreneurial Center (The DEC) provides a community for entrepreneurial businesses. Over 150 companies call the DEC home. The DEC is a partnership between the City of Dublin and Rev 1 Ventures. [27]

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Innovate New Albany is a 16,000-square foot workspace and business services for up to 15 new start companies. Innovate New Albany has a goal to grow successful technology businesses. This accelerator provides a hub businesses, VC firms and private agencies that help startups succeed. [28]

Bunker Labs provides education, mentors and funding for entrepreneurs. Bunker labs also have a program that supports veterans. This program helps prior service military to achieve entrepreneurial success. [27]

The Idea Foundry has converted a former large warehouse into a maker space for the community. The space provides workshops, a learning center and creative space. The Idea Foundry has more than 200 members and 75 member-entrepreneurs. [29]

Taivara is an innovation and software development company. It helps companies devise innovative solutions for complex business problems. Taivara assists others in commercializing technology through opportunity assessment, fit testing and go-to-market strategies. [30]

10Xelerator is mentor-driven accelerator focused on converting promising entrepreneurial ideas into viable businesses and, ultimately, sustainable companies. 10Xelerator seeks disruptive technology startups. Their technology focus is in the areas of Big Data, Edutech, Cyber Security, Logistics and Retail. [31]


The Columbus Region has many venture capital firms and angel investors supporting entrepreneurs and new start companies.

VentureOhio provides capital for Ohio startups. The goal of VentureOhio is to make Ohio a great place for entrepreneurs to start and grow a new company. VentureOhio publishes an annual report on the health of Ohio VC investments. The 2015 report identified the following statistics for Ohio VC [32] :

Total VC investments in Ohio startups hit $373m in 2015, a 16% increase over 2014

167 Ohio startups received investments 29 investors HQ’d in Ohio and 77 out of state investors made investments in Ohio

companies Though total U.S. venture capital availability decreased by 9% in 2015, venture

capital availability in Ohio bucked the trend, increasing by 22% to $296 million over 2014

There is an estimated $1 billion unmet opportunity for venture capital in Ohio

While VentureOhio has accomplished much in encouraging VC growth in Ohio, there is a shortage of investments in Ohio, especially the Dayton Region.

Ohio TechAngel Funds (OTAF) is managed by Rev 1Ventures to serve promising Ohio startups. OTAF is a group of for-profit investor funds used to invest $31M in 50 plus Ohio

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companies. Technology areas of interest include IT, software, bioscience, medical devices and advanced materials. [27]

Draper Triangle was founded in 1999. Draper Triangle Venture Capital partners with early stage companies in emerging markets including software, robotics, and medical devices. Draper Triangle is a robust venture collective bringing together experienced investors and innovative entrepreneurs from around the globe. Through the network, members can leverage the collective intelligence of 100+ investors with more than $3B invested in 500+ ventures. [33]

NCT Ventures is an early stage venture capital firm. Over the last 20 years, NCT’s team has provided a foundation for entrepreneurs to succeed. NCT is focused regionally on companies headquartered in Ohio and Detroit, Michigan, and invests in entrepreneurs that are addressing big market opportunities in Adtech, Big Data, Enterprise Software, Health IT, Logistics, Marketplace and Retail Technology. [34]

Drive Capital is a team of investors, entrepreneurs, and operators that have been part of some of the best companies in Silicon Valley, partnering with the best entrepreneurs that want to build their businesses using the competitive advantage of the Midwest. They believe the Midwest is the best place to build a business and has been investing in the Midwest since 2013. The firm works with entrepreneurs who are building long-term, sustainable technology businesses in large markets where they are solving a real problem that can change an industry. [35]

Ikove Capital Partners is a venture development company supporting early stages of technology development. Ikove is headquartered in Columbus, but has multiple location world-wide. Ikove has three independent but complementary businesses: Ikove Venture Partners; Ikove Advisory Partners; and Ikove Investment Partners. [36]


Columbus has several large corporations in the region. These corporations include Battelle Memorial Institute, Chemical Abstracts Service, NetJets, Nationwide Mutual Insurance Company, American Electric Power, JP Morgan Chase and Cardinal Health. In the larger 11 county Columbus Regions, corporations include Honda, Siemens, Boeing, Dupont and others.


Many research centers in Columbus are associated with OSU. A few of those were mention in Section 3.3.2. Descriptions of a few a few Research Centers and Institutes within the Columbus Region follow.

The Edison Welding Institute (EWI) is the leading engineering and technology non-profit institute for advanced manufacturing. EWI is headquartered in Columbus with additional technology centers in Buffalo, NY and Loveland, CO. [37]

The OhioHelath Research and Innovation Institute is a non-profit institute that provides the resources to advance patient care through clinical research and innovation. Areas of focus

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include industry research, academic research innovation and commercialization, sponsored programs and health equity programs. [38]

The Transportation Research Center (TRC) is the largest independent vehicle test and proving grounds in the US. The TRC is partnered with OSU, Columbus and US Department of Transportation “Smart City”. [39] The center is about 40 miles northwest of Columbus with over 4,500 acres. The center includes rural roadways, ATV courses and a high-speed test tack.

Battelle conducts research and development for social benefits. Battelle is a non-profit corporation. Battelle provides technology innovation and solutions in support of government and commercial clients. Battelle also manages laboratories for many customers. [40]


Non-Profit Economic Development Groups for the Columbus Region include:

Jobs Ohio is a private non-profit corporation designed to drive job creation and new capital investment in Ohio through business attraction, retention, and expansion efforts [41]

Columbus Chamber of Commerce serves and grows the Columbus business community [42]

Columbus Partnership is a non-profit, membership-based CEO organization of more than 60 CEOs from Columbus’ leading businesses and institutions; primary goal is to improve the economic vitality of the Columbus Region [43]

State Science & Technology Institute (SSTI) is a national nonprofit organization, based in Westerville, OH, dedicated to improving initiatives that support prosperity through science, technology, innovation and entrepreneurship; comprehensive resource available for those involved in technology-based economic development, SSTI offers the services that are needed to help build tech-based economies [44]

Other Economic Development Groups:

Columbus 2020 is a team of 20 dedicated economic development professionals and allied organizations with 10-year plan for the Columbus Region to:

o Add 150,000 net new jobs

o Generate $8 billion of capital investment

o Raise personal per capita income by 30 percent

o Earn recognition as a leader in economic development

The Columbus 2020 initiative is partnered with Jobs Ohio and the Ohio Development Services Agency.

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3.3.9 Region Summary

The Columbus Region is a growing region. The Columbus eco-system possesses all seven components for innovation cluster development but needs to strengthen them. While Ohio has identified technology and innovation clusters there is not a solid approach to spread this across the regions of Ohio. A big plus for the Columbus Region is a growing entrepreneur support system and growth in venture capital investment.

Compared to the Columbus Region, the Dayton Region is very similar. Both lack significant Venture Capital funding and both share the same level of support from the state. Columbus has the clout Ohio State University, but it does not share the strength of having Wright Patterson AFB in its region. Largely, the two regions are very similar and share the same issues.

3.4 Denver/Boulder, CO Region


Denver is the Capital of Colorado with a population over 682,545. Denver is the 19th largest city in the U.S. and one of the fastest growing regions in the country. The Denver-Aurora, CO area has a combined population over 3.4 million. The Boulder population is over 97, 385 with over 294,500 in the Boulder Metropolitan area.

Colorado has 8 “industry clusters” but there does not seem to be a formal organizing group for each cluster, such as an AHEAD in the Dayton Region. Rather the clusters seem to be supported and promoted by state & local government entities. Each cluster also seems to have its own recognition and momentum that naturally create their own collaborative networks.

3.4.2 Academia

The greater Denver region, which extends Boulder and Fort Collins, is home to Colorado University (CU), Colorado State University (CSU), Denver University (DU), and the Colorado School of Mines (CSM).

CU Boulder is a nationally recognized university for research in physics and material sciences, and aerospace technologies. CU seems to encourage professors and graduate students to start new companies or license technology, which is further enhanced by the strong venture capital network in the Boulder area. However, feedback from businesses and stakeholders in the region described CU’s licensing and tech transfer processes as being cumbersome and onerous to business. The CU Tech Transfer portal is a good representation of this – while it contains good information, it is cluttered and complicated by comparison to CSU’s IP Portal.

CSU is less well-known for innovation and advanced technology outside of Colorado, however has made significant efforts in recent years to improve the rate of tech transfer/licensing as well as new start-ups. Some new start-ups such as Prieto Battery have garnered worldwide attention for innovation in the crowded energy storage landscape. CSU Ventures has an

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excellent “IP portal” and has dedicated seed funds to help support industry partnerships and start-ups leveraging CSU’s research & IP.

DU does not appear to be very active in grant research or technology development, however does have a strong business program with curriculum tailored to entrepreneurship.

CSM has a reputation as a world-class engineering institute, particularly in material sciences, geology and engineering. Feedback from the region also depicted CSM as being the most ‘industry-facing’ of the universities, with very strong focus on conducting applied research for partner companies.

3.4.3 Government

The Denver-Boulder Region contains 20 Federal institutions which either conduct or sponsor research, supporting advanced technology, and encourage and leverage partnerships. These institutions include the National Renewable Energy Laboratory (NREL), Center for Disease Control (CDC), National Solar Observatory (NSO), National Telecommunications and Information Administration (NTIA), University Corporation for Atmospheric Research (UCAR), US Department of Agriculture Research Service, (ARS), USGS Natural Resources Research, USDA Natural Center for Genetic Resources Preservation, USDA Crop Research Laboratory, US Department of Agriculture ‐ National Wildlife Research Center (NWRC), US Forest Service – Rocky Mountain Research Station (RMRS), and others.

Several organizations exist at the state and local level to foster innovation, startups and economic growth in the private sector.

US Economic Development Administration [14]

Colorado Office of Economic Development and International Trade (OEDIT) – creating a positive business climate that encourages dynamic economic development and sustainable job growth; 14 major industries including advanced manufacturing, aerospace, bioscience, defense & homeland security, and electronics [45]

Denver Office of Economic Development (OED) – small business financing to regulatory assistance, employee recruitment, Enterprise Tax Zone Credit assistance; hosting of public events focusing on business and housing development, and promotion of programs designed for existing and aspiring entrepreneurs [46]


The Denver region has fostered a very strong entrepreneurial community, with a wide variety of activities and resources to encourage and support startup firms. Feedback from regional stakeholders identified several key factors in the rapid success of developing a vibrant startup community:

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Developing a network of serial entrepreneurs to mentor new firms and provide the example/inspiration to aspiring entrepreneurs. Several experts noted that mentorship was a more important factor than availability of funding, as a key to growing successful startups

A strong emphasis/priority on innovation at the state level, with a well-coordinated message both inside and outside the state. In addition, state leadership, particularly Governor John Hickenlooper has provided the sustained emphasis and also possesses credibility as successful Denver-area serial entrepreneur. Prior to his position as governor, Hickenlooper was the Mayor of Denver and promoted similar initiatives at the local level

Colorado has most “Meetup” entrepreneurial networking groups than any other state (>800) – this is an important benchmark

Denver/Boulder is recognized/perceived as an entrepreneurial area, and is very vocal about touting successes. This in turn helps feed the growth cycle

The Denver region sponsors a large number of events to promote, celebrate and discuss innovation & entrepreneurship

Notable regional Incubator and Accelerator organizations include:

Techstars Boulder – history of producing the most exciting startups in the industry [47]

Boomtown (Boulder) – specializes in tech and media companies; strives to be the world’s most innovative and effective start up accelerator [48]

MergeLane (Boulder) – accelerates high-potential female leaders and startups with at least one female in leadership [49]

Galvanize, Inc (Denver) – believes in making education and growth accessible to anyone – especially underrepresented groups in the tech industry [50]


Interestingly, feedback from regional stakeholders noted that Denver lags many other regions, and the national average, in access to venture capital. As a result, many state/local organizations have stepped in to fill the void and provide seed funding for new startups.

The Denver region does have a very active, and well-organized Angel Investor network. There are many small/boutique angel groups focused on various technology clusters, but organizations such as the Rocky Mountain Angel Network seeks to aggregate and connect the various angel groups/individuals, and provide an interface for startup firms.

It was noted that Denver does have high number of bank branches (>330) and small business loans (>19,000) per million people, which was perceived as being important for starting/growing small business and perhaps more important than venture capital and angel

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funding. In addition, there are many sources of “non-dilutive” seed & growth funding from state, local & universities.

Rockies Venture Club – non-profit actively connects investors with most promising entrepreneurial companies [51]

Investors Circle – promotes the transition to a sustainable economy by increasing the flow of capital to enterprises that are addressing social and environmental challenges [52]

Foundry Group (Boulder) – venture capital firm focused on making early-stage technology investments, participating in select growth rounds, and identifying and supporting the next generation of venture fund managers [53]

Access Venture Partners (Denver) – invests in early stage technology companies with a passion for helping entrepreneurs build phenomenal fast growing businesses; has invested in over 65 companies that have collectively raised over $1 billion in equity capital and employ nearly 4,000 people and growing [54]

High Country Venture (Boulder) – invests in the most promising and innovative early stage companies in Colorado

Grotech Ventures – collaborative, long-term partner for entrepreneurs; adds value through years of experience, and works hard to align its goals with those of entrepreneurs; HQ in VA, office in Denver [55]

Boulder Ventures – focused and differentiated approach to venture capital investing [56]


The Denver region possesses a strong presence in the aerospace and defense industry, with a recognized center of excellence for space and launch. Large aerospace companies in the region include Ball Aerospace, Boeing, Harris Corporation, Lockheed Martin, Northrop Grumman, Raytheon, Sierra Nevada Corporation, United Launch Alliance. Large technology and healthcare firms include IBM, Oracle, Avaya, Level 3, HealthONE, Centura Health, Kaiser Permanente, Denver Health, and others.


University of Colorado Boulder has 11 research institutes, which account for more than half of sponsored research. The institutes have more than 900 researchers, students and supporting staff. The institutes include: the Biofrontiers Institute; Cooperative Institute for Research in Environmental Sciences (CIRES); Institute for Cognitive Science (ICS); Renewable & Sustainable Energy Institute (RASEI), and several others. [57]

University of Denver has more than 50 centers and institutes. Their goal is to bring industry, government and academia together to solve technology problems. A few of their

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centers include: Geographic Technology Applications Center (GTAC); Institute for Human-Animal Connection; Transportation Institute; and many other behavioral and social centers. [58]

Colorado State University has the Energy Institute and a leading role in reliable and abundant energy research. Other centers and institutes include: Composite Materials, Manufacture and Structures Center; Center for Sustainable and Intelligent Transportation Systems; Colorado Water Resources Research Institute; and many others. [59]


Non-Profit Economic Development Groups:

Colorado Small Business Development Center Network (CSBDC) – private-public partnership; dedicated to helping existing and new businesses grow and prosper in Colorado by providing free and confidential consulting and no- or low-cost training programs: [60]

o Denver Metro SDBC – serves dedicated entrepreneurs who want to strengthen their path to success

o Boulder Small Business Development Center (SBDC) – fast-paced, hands-on, economic development nonprofit – a public/private partnership

Denver Metro Chamber of Commerce – customer-focused membership organization that strives to enhance state’s global competitiveness, etc. [61]:

o Metro Denver Economic Development Corporation (Metro Denver EDC), affiliate of CoC – aims to enhance the regional economy through the retention and expansion of primary jobs and capital investment

Boulder Chamber – flagship business advocacy and support organization [62]:

o Boulder Economic Council – Economic Development Arm of the Boulder Chamber; economy includes aerospace, bioscience, IT


The Denver-Boulder-Ft. Collins region has a thriving entrepreneurial ecosystem, due to both a strong culture of entrepreneurship, and strong support for innovation at the state and local level. While the Boulder Venture Capital groups garner much attention, it seems much of the success is due to the efforts of local economic development groups, such as the Denver South Economic Development as well as an organized angel network. Other contributing factors include pro-business, pro-innovation stances form the local federal institutes as well as business-friendly universities such as CSU and Colorado School of Mines.

Finally, Denver has several strong Cluster Initiatives centered around aerospace, health and internet of things. These Cluster Initiatives are not organized at the state level, but rather led

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by the local economic development activities – proving that Dayton can succeed in organizing grass-roots Cluster Initiatives as well.

3.5 Huntsville, AL Region


Of the five regions explored, Huntsville may be the most like the Dayton, OH region. Huntsville has a population of 180,105 and is the 4th largest city in AL. The Huntsville Metropolitan Area population is 441,000. Huntsville has several federal organizations in region to include NASA Marshall Space Flight Center, Missile Defense Agency (MDA), the Army Redstone Arsenal and the Army Aviation and Missile Command (AMCOM). Larger corporations in Huntsville include SCI Systems, the Boeing Company, Science Applications International Corporation (SAIC), and Northrop Grumman Corporation. A multitude of high technology small businesses also call Huntsville home.

3.5.2 Academia

The University of Alabama in Huntsville (UAH) has 8,500 students from around the world. UAH is a Tier 1 university with more than a dozen research centers and laboratories. UAH has strong partnerships with surrounding Federal organizations, other Federal agencies and local private institutes, such as the HudsonAlpha Institute for Biotechnology. Over the past fie years UAH researchers have performed over $400 million in contracts and grants and more than $5 million in licenses and royalty fees from intellectual property. [63]

Alabama A & M University (AAMU) is an 1890 land-grant institution. AAMU is also a Historically Black College or University (HBCU). AAMU has a student body of 4,490 undergraduates and 874 graduate students. [64]

3.5.3 Government

Huntsville is surrounded by several Federal Agencies and Department of Defense (DoD) organizations. These include:

NASA’s Marshall Space Flight Center

Missile Defense Agency (MDA)

U. S. Army Aviation and Missile Command (AMCOM)

U. S Army Redstone Arsenal

o 38,125 acres

o 19 million square feet of building space

o Specialized Research, Development, Test and Evaluation (RDT&E) facilities

Defense Intelligence Agency

U. S. Army Redstone Test Center

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This diversity in DoD and other Federal Agencies provides tremendous opportunities for technology innovation in the Huntsville Region.

State and local level Economic Development Groups include:

The Alabama Department of Commerce provides a website called “Made in Alabama”. This site provides information on Alabama business development

The City of Huntsville Economic Development Office provides information for business relations, Chamber of Commerce, Entrepreneurs and Innovation Network and the Huntsville Development Review

In 2009 Alabama created a science and technology roadmap. [65] This roadmap identified the following technology clusters for Alabama:

Aerospace and Defense

Energy Technologies

Informatics and IT

Life Sciences

Modeling and Simulation / Automotive

Nanotechnology

In 2014, Huntsville created the Advanced Defense Cluster Initiative. This initiative is managed by the Women’s Business Center of North Alabama (WBCNA). The WBCNA has recently rebranded to the Catalyst Center for Business and Entrepreneurship.


The Huntsville Region is growing a strong environment to support entrepreneurs. Tech Rich is a Technology Regional Innovation Cluster in Huntsville. Tech Rich is fueling collaboration, innovation, technology transfer, commercialization and contracting opportunities among technology businesses throughout the Tennessee Valley and across the nation.

Huntsville is also seeing the creation of several incubators and accelerators, such as:

BizTech, which fosters innovation and entrepreneurship by turning ideas into investable businesses. BizTech offers office space, conference rooms, and labs for growing technology companies along with mentoring opportunities and networking with likeminded companies [66]

Huntsville West is a small business incubator offering “wantrepreneurs” co-working space with a low barrier to entry [67]

Mind Gear Labs provides fab lab equipment for use by the general public and local businesses for anyone who has a great idea and wants to build it [68]

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Rocket Hatch supports entrepreneurs with the resources they need to be successful; networking events, CO.STARTERS program, Will This Fly competition, encouraging collaboration and nurturing upcoming ideas and businesses from the ground up [69]

The AAMU Small Business Development Center provides free counseling to small businesses in seven counties. Client services also include workshops, a business planning resource room, and Disadvantaged Business Enterprise (DBE) Supportive Services [64]


The Huntsville Region does not have a strong VC community, however, there is a recognition that Huntsville is growing an innovation culture. The state of Alabama is also providing financial support through various programs. Following are three of the state programs and several VC firms supporting the Huntsville Region:

The Alabama Capital Company Program, commonly referred to as CAPCO, is administered through the Alabama Department of Commerce. CAPCO financing provides an alternative to conventional bank financing and can accommodate a slightly higher risk profile and provide a more flexible structure for growing businesses [70]

The Alabama New Market Tax Credit program is administered through the Alabama Department of Commerce. It provides generous tax credits for businesses in Alabama that locate in challenged Census tracts

The Alabama Innovation Fund is part of Alabama Governor Bentley’s “Accelerate Alabama” Program; purpose is to maximize State’s economic development resources by leveraging annual research and development expenditures by public institutions of higher education to generate high technology resources which can be used to support economic development activities [71]

Eastside Partners is the successor to Southeastern Technology Fund, which was founded in 1998. It has invested more than $130 million in over 50 companies across 6 funds. Eastside Partners is a valued source of capital with an extensive network of industry relationships, including strong ties with leading healthcare and technology executives, industry thought-leaders and medical research centers [72]

InCrowd Capital focuses primarily on companies that have graduated from the incubator stage, accelerators or university-based programs. It also hosts local educational seminars focused on angel investing and, for entrepreneurs, how to raise early-stage capital [73]

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The North Alabama Revolving Loan Program provides access to capital for entrepreneurs and small businesses so North Alabama communities can flourish. It is tailor-made for small start-ups or small businesses needing a microloan to expand, the new program makes microloans from as little as $2,500 to as much as $100,000 [71]


The largest corporations I the Huntsville Region include:

SCI Systems

The Boeing Company

SAIC (Science Applications International Corporation)

Northrop Grumman Corporation


The UAH provides multiple research centers and institutes under its Research Institute. The Institute performs applied research to meet the needs of the Department of Defense primarily. It also performs significant research in support of NASA and private industry. UAH research centers include Center for Modeling, Simulation and Analysis, Propulsion Research Center, Information Technology and Systems Center, Nano and Micro Devices Center and several others. [63]

The HudsonAlpha Institute for Biotechnology is a non-profit institute for genomics research. Since its inception in 2008, HudsonAlpha has made significant discoveries in ALS, childhood genetic disorders and kidney cancer. Researchers at HudsonAlpha have also expanded research in bipolar and schizophrenia and other conditions including cancer, Parkinson’s, lupus and multiple sclerosis. [74]

The Auburn University Huntsville Research Center was established in 2010. The center connects Auburn University’s premier research capabilities with the needs of Huntsville’s government agencies and industries. It has partnerships with the U.S. Army, NASA, Missile and Space Intelligence Center, Missile Defense Agency, and HudsonAlpha Institute for Biotechnology, among many others. [75]



The Economic Development Partnership of Alabama (EDPA) seeks to attract, retain and grow jobs in Alabama, while encouraging innovation through its Alabama Launchpad program.

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o Alabama Launchpad helps high growth companies start, stay and grow in Alabama while supporting, advocating and recognizing entrepreneurship statewide

The Chamber of Commerce of Huntsville/Madison County, AL is a single source for locating a business to Huntsville/Madison. The Chamber provides support through the following:

o The Entrepreneurs & Innovator Network is a robust entrepreneurs network consisting of colleges and universities, federal and non-profit Research & Development labs, incubators, mentoring assistance organizations that provide training, and meetups

o The Business Relations Office reports on the Huntsville’s Entrepreneur Ecosystem

Other Economic Development Groups:

The Women’s Business Center of North Alabama (WBCNA) assists women and men to start and grow a business and generate economic growth for the region. The WBCNA has recently rebranded to the Catalyst Center for Business and Entrepreneurship. The Catalyst Center is a premier source for information and access to resources; facilitating their self-discovery and personal development; and providing a mentoring process to support, nurture and advocate the development of their business. [76]


The Huntsville Region is rising in terms of entrepreneurial success. The Huntsville eco-system possesses all seven components for innovation cluster development but needs to expand its venture capital access for the region. Alabama has identified technology and innovation clusters and supports all regions throughout the state. A big plus for the Huntsville Region is the diversity in its Department of Defense and Government Agencies located on Redstone Arsenal and near Huntsville.

The Huntsville Region is very comparable to the Dayton Region. Both share the presence of large Department of Defense organizations, but Huntsville does have more diversity with additional agencies in its region. The Dayton Region does have a better academic research capability. Both are similar in other aspects of the seven components of an innovation cluster.

3.6 Salt Lake City, UT Region


Salt Lake City (SLC) is the Capital of UT, with a population of 190,884. The SLC metropolitan area has a population of 1,153,340. Utah has identified several economic clusters that leverage Utah’s core compelling competencies in a broad range of industries, innovation and workforce. [77] Utah’s economic clusters include [78] [79]:

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Aerospace and defense

Energy and natural resources

Financial services

Life sciences

Outdoor products

Software development and Information Technology

In Utah’s 2010 Economic Development Plan [80]. The mission statement reads, “Utah will excel in job creation, innovation, entrepreneurship, global business, and quality workforce and have a stable and sustainable business friendly environment.” [80] This mission statement and execution has propelled Utah and Salt Lake City into one of the top regions for innovation. Utah has received many accolades in economic development, startups, and research.

3.6.2 Academia

The University of Utah has over 100 undergraduate degrees and more than 92 graduate programs. The University is Utah’s only medical school. The University of Utah supports over 80 centers and institutes serving academic, research, and community interests. In terms of total research, it spent over $486 million in 2014 and was ranked in the top 50 U. S. universities. [81]

Salt Lake Community College is the largest college in Utah with 60,000 students on 10 campuses. As many as 54% of graduates’ transfer to University of Utah to pursue advanced degrees. [82]

3.6.3 Government

Utah possesses strong Economic Development Groups:

The Utah Governor's Office of Economic Development provides strong leadership across the state

Utah Science Technology and Research Initiative (USTAR) is Utah’s Technology Catalyst. Established in 2006, to leverage science and technology innovation to expand and diversify the State’s economy. USTAR conducts its technology based economic development mission through a diverse portfolio of programs and services focused in three areas: principal researchers, competitive grant programs and technology entrepreneurship services. Services include incubation programs for start-up businesses, assistance in accessing the Federal SBIR/STTR programs, mentoring and training for technology entrepreneurs across the State. USTAR manages several programs [83]:

o TAP: Technology Acceleration Program – provides funding to Utah-based science and technology start-ups and early stage companies

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o IPP: Industrial Partnership Program – promotes the development of technology to address technical gaps or challenges identified by the industry partner

o UTAG: University Technology Acceleration Grant – supports research, discovery and innovation through competitive funding of individual researchers or ad-hoc teams at Utah colleges and universities

o STIG: Science & Technology Initiation Grants – provides funding to researchers to support development of data, conduct proof of concept or other precursor research activities required to pursue larger, commercially-oriented grants from a federal agency, grant making foundation or industry

o ERT: Energy Research Triangle – competitive grant program aimed at fostering energy innovation across Utah’s three premier research universities

The Salt Lake County Economic Development mission, at Salt Lake County Regional Economic & Business Development (ED,) is to attract, retain, and grow business in Salt Lake County & position and promote the region as a strong competitor in the global economy

Salt Lake City Department of Community and Economic Development provides resources to support businesses in Salt Lake City


Salt Lake City provides many resources to help entrepreneur succeed. These resources include:

Lassonde Entrepreneur Institute, University of Utah, provides transformative student experiences through innovation and entrepreneurship [84]

BoomStartup Mentorship-driven Seed Accelerator helps great startups find an optimal business model, create a minimal viable product that is revenue-ready, execute into revenue generation, and then make connections to customers and investors [85]

Beehive Startups is a leading independent organization devoted to covering and building Utah's startup and tech community [86]

Sustainable Startups gives noble ideas the chance to flourish and to provide any motivated person the opportunity to become an entrepreneur [87]

Impact Hub Salt Lake is one of 80+ locations across the U. S. It connects entrepreneurs to a global community of more than 15,000 inspired individuals and organizations [88]

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Church & State is a non-profit that supports and inspires community innovation, stimulates economic growth, and shines a spotlight on Utah as a business and cultural hub [89]


Utah and Salt Lake City has a very strong venture capital environment. Following are a few of the firms that support entrepreneurs in the Salt Lake City Region:

Utah Capital is an investment fund created to help Utah entrepreneurs gain access to diversified sources of capital. Utah Capital plays an active role in guiding Utah-based companies—from helping early-stage Utah companies craft strategy and gain access to investment capital to assisting more established businesses in evaluating expansion plans and financing options. [79]

Peterson Partners is an investment management firm who partner with entrepreneurs. They have invested in over 130 companies over 15 years. [90]

Epic Ventures has been investing in technology since 1994. Epic Ventures provides early stage capital and guidance to entrepreneurs. [91]


Large corporations in Salt Lake City include the following:

Adobe

ColcaSac

eBay

Unisys

Siebel

Micron

L-3 Communications

Telarus

3M


The Center for Medical Innovation serves as an information and gathering hub for faculty, students and industry in the health sciences. It is a collaborative effort between the University of Utah Health Sciences Center, the David Eccles School of Business, the College of Engineering and the Technology Venture Development Program. Center creates a one-stop-shop environment that assists both the novice and experienced innovator through ideation, concept generation, intellectual property, market analysis, prototyping and testing, business plan development, and commercialization. [92]

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The University of Utah Research Park attracts and promotes technology research. The Research Park was established in 1968 adjacent to campus. It houses 53 companies and 82 academic departments. Nearly 9.700 employees work at the Research Park. It fosters economic growth and development by bringing together the University and industry for research and technology transfer. [93]


Non-Profit Economic Development Groups

Economic Development Corporation of Utah has worked with state and local government and private industry to attract and grow competitive, high-value companies and spur the expansion of local Utah businesses. EDCUtah is a private nonprofit organization [94]

Utah Small Business Development Centers is located at the Salt Lake City Community Miller Campus. It is the largest and most accessible statewide source of assistance for small businesses in every stage of development [95]

Utah Technology Council is the state’s premier professional association for over 5,000 high tech, clean tech and life science companies, representing nearly 10 percent of the state’s total payroll [96]

Downtown Alliance – 501c6 nonprofit organization dedicated to building a dynamic and diverse community that is the regional center for culture, commerce and entertainment [97]:

o Downtown Rising established a vision and brand that will ensure the long-term health and prosperity of Utah’s capital city. It is the voice of business in promoting and determining the future of downtown

3.6.9 Salt Lake City Region Summary

Of the five regions explored, Salt Lake City is second only to the Austin Region. SLC has a robust and thriving entrepreneurial environment. The SLC Region benefits from strong state and local government support. The University of Utah provides much of the research and entrepreneurial support for the region.

Compared to the Dayton Region, SLC has a more robust Venture Capital environment and more robust entrepreneurial support system. Even though Hill AFB is just north of SLC, it does not provide the same level of research and development as Wright Patterson AFB does to the Dayton Region.

3.6.10 Regional Research Summary

All five regions possessed all seven components to some degree. It appears that Austin, TX is the strongest of the five regions explored with expansive capabilities in all seven areas.

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Each of the seven components for creating strong innovation clusters within a region are compared across the five regions:

1. Universities: All five regions have at least one large university in its region. The University of Texas at Austin sets the standard in terms of research and technology innovation. UT Austin eclipses the other universities with over $1.1 billion in sponsored research over the past two years.

2. Government: Texas and Utah both provide very clear guidance by identifying innovation clusters across their states and working with local governments. Most local governments are engaged with trying to improve the entrepreneurial environment of their regions.

3. Entrepreneur Support: All five regions are growing a very robust support environment for entrepreneurs and businesses in general. The Austin Region is clearly the leader in creating an innovation culture and leveraging the strengths of its region.

4. Venture Capital: Largely, Venture Capital is weak in all regions except Austin. However, each region is making strides in getting their message out to the venture community and are beginning to attract more Venture Capital. As the various regions grow and begin to identify their technology strengths more investments will come.

5. Mature Corporations: Various regions do not necessarily have much control over this except by creating as welcoming an environment and policies as possible. Economic development organizations in each region make attracting and keeping large businesses a priority.

6. Research Centers: All five regions benefit from their regional universities in terms of research centers. The larger research universities have well established research centers and institutes in their fields of expertise. In some regions, industry also provides research centers or institutes, such as, The Transportation Research Center (TRC) in Columbus or the HudsonAlpha Institute in Huntsville.

7. Service Providers and Management: Each region has established both private and non-profit support groups within their regions.

The bottom line is that these seven components must be present in a region to successfully create strong innovation clusters. Each region should identify where they have weaknesses and work towards enhancing those gaps.

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4.0 DAYTON REGION ECO-SYSTEM

4.1.1 Overview

Dayton has a population of 141,527 in the 2010 census and is the 6th largest city in Ohio. The Dayton metropolitan area population is 841,502 in 2010, which is the 4th largest in Ohio. Dayton has a long history in technology and innovation, with inventions such as first airplane, the cash register, the electric starter, first electronic traffic signal and many others. The Dayton Region has all the ingredients to be a premier city in technology and innovation.

The Dayton Region is home to Wright Patterson AFB and its many missions to include: The Air Force Materiel Command (AFMC), the AF Life Cycle Management Center (AFLCMC), the AF Research Laboratory (AFRL) and the National Aerospace and Intelligence Center (NAISC). The Dayton Region also includes five universities and two community colleges. With these tremendous resources and the many local large and small companies, the Dayton Region can be a leader in innovation.

4.1.2 Universities

The University of Dayton (UD) is a Catholic research university. UD is the largest private university in Ohio. UD is a leader in advanced research with more than $117 million in sponsored engineering research in 2016. UD has over 40 centers and institutes and #2 in nationally for federally-funded materials Research & Development. [98]

Wright State University (WSU) is a public research university with nearly 18,000 students. Offering more than 230 degree programs, the university is made up of eight colleges, three schools, and a branch campus in Celina, Ohio. Named for the Wright brothers, Wright State University offers an exceptional, affordable education. The Wright State Research Institute and Boonshoft School of Medicine are discussed in Section 4.1.7. [99]

Ohio University (OU) at Russ Research Center (RRC) is in Beavercreek, Ohio. The RRC was endowed to OU by Dr. Fritz Russ, who was the founder of Systems Research Labs (SRL), who in his later years provided support to startups and small businesses on the old SRL grounds. OU is beginning to implement a strategic plan that will grow research centers in its areas of expertise.

Central State University (CSU) is an 1890 Land-Grant Institution. CSU is expanding Science, Technology, Engineering, Agriculture and Mathematics (STEAM) academic programming, research, education and extension services. The College of Science and Engineering has added a new degree program in Sustainable Agriculture. Additionally, two new land purchases will house the future home of the CSU Regional Technical Resource Center and the CSU Botanical & Vegetable Garden. [100]

Sinclair College Sinclair offers over 220 programs, including specialized and technical areas of study that are in high demand in the Dayton region. In the last four years, more than

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15,000 credentials have been earned by Sinclair students. Sinclair is one of the largest community colleges in America with over 32,000 students. [101]

Clark State Community College has campus locations in Springfield, Beavercreek and Bellefontaine, as well as our extensive offering of online classes, Clark State is just a short drive or a click away. Clark State has over 6,000 students register each semester. Clark State provides workforce development for region partners. [102]

4.1.3 Government

The Dayton Region has a large Federal presence through the location of Wright-Patterson AFB in the region. Wright Patterson is the largest employer in the state with over 27,000 people and $4.5 billion annually. The mission of AFRL is leading the discovery, development, and integration of affordable warfighting technologies for our air, space, and cyberspace force.

AFRL provides a tremendous resource for science and technology research and development through its four local Research Directorates. These directorates include:

Aerospace Directorate (RQ)

711th Human Performance Wing, which includes Airman Systems Directorate (RH), Human Systems Integration (HP) and USAF School of Aerospace Medicine (USAFSAM)

Materials & Manufacturing Directorate (RX)

Sensors Directorate (RY)

AFRL is heavily involved in the Dayton Region through its Small Business Office.

The State of Ohio, Jobs Ohio, determined the following nine innovation clusters for Ohio:

Aerospace and Aviation

Automotive

Financial Services

BioHealth

Advanced Manufacturing

Energy

Food Processing

Information Technology and Services

Polymers and Chemicals [103]

State level Economic Development Groups include:

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Ohio Development Services Agency – committed to creating jobs and building strong communities, while ensuring accountability and transparency of taxpayer money and exceptional customer service [104]

The Ohio Federal Research Network (OFRN) was formed to stimulate Ohio’s innovation economy by building vibrant, statewide, university-based research collaborations meeting the requirements of Ohio’s federal laboratories, while partnering with the commercial sector to create new products and high quality jobs for our state. The OFRN intends to attract $350 million in new investments in the state over the next five years. [105]

The OFRN created a series of six Centers of Excellence (COE) aligned to both the strengths of Ohio universities and Ohio Federal research labs. The six COEs include [105]:

C2PNT – Communications, Cyber, Positioning, Navigation & Timing. This COE is led by Ohio University

C4ISR – Command, Control, Communications. Computers, Intelligence, Surveillance & Reconnaissance. This COE is co-led by Wright State University and The Ohio State University

Human Performance and Health Sciences is led by Wright State University

Materials and Advanced Manufacturing is led by the University of Dayton Research Institute

PERSIDES – Energy Storage and Integration. This COE is led by Case Western Research University.

Propulsion and Power is led by The Ohio State University

Montgomery County has the Montgomery County Economic Development Department. It is the direct contact for Montgomery County and regional resources for businesses. [106]

The City of Dayton has the following economic development offices:

City of Dayton’s Office of Economic Development [107]:

o TechTown – Dayton’s premier, state-of-the-art tech facilities meet leading edge and emerging technologies for the acceleration of technology commercialization [108]

The Dayton Office of Economic Development has identified the following industry clusters for the Dayton Region [107]:

o Aerospace R&D

o Human Sciences & Health Care

o Information Technology

o Advanced Materials and Manufacturing

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o Water

Citywide Development Corporation was created jointly by the city government, local business leaders and neighborhood representatives; charged with helping businesses create jobs and helping to strengthen the city’s neighborhoods [109]. Citywide identified the following industry clusters:

o Advanced Materials/Manufacturing

o Sensors & RFID

o Aerospace Technology

o Regional Health Services

While it is good that industry clusters have been identified, it does raise a question, why do we have multiple Regional offices creating different industry clusters. This points out the need for the Dayton Region to identify the top innovation clusters so the Region can focus on those clusters as a Region.


The Dayton Region has a long way to go to be on the same level as Austin or Salt Lake City but it is at about the same stage as Columbus or Huntsville. However, the Dayton Region is on the move in a very positive direction for creating a strong entrepreneurial community. Existing organizations include:

The Entrepreneurs Center (TEC) [110] is passionate about making your entrepreneurial business dreams a reality. Its purpose is to support incubating and accelerating technology startups in the Dayton Region. TEC provides the infrastructure for new starts to succeed.

The Wright Brothers Institute (WBI) is partnered with the Air Force Research Laboratory to foster Research and Development collaborations in the Dayton Region. [111]

Dayton Startup Grind provides a forum for entrepreneurs to meet and learn [112] The Dayton Tech Guide provides a Hitchhiker’s Guide to Dayton Tech &

Startups [113] Many spaces are being developed to help entrepreneurs in the Dayton Region,

these include: the Dayton Diode; Proto BuildBar; STEAM Works Labs; and Early Risers.


As in Columbus, the available venture capital funds is not on par with Austin or Salt Lake City. However, there is a growing recognition that the Dayton Region has much to offer potential investors, the Dayton Region just needs to be able to tell its story better that it currently does.

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Ohio TechAngel Funds (OTAF) – managed by Rev1Ventures [27] [included in Columbus entry]

Ohio Investment Network – online matching service connecting Ohio entrepreneurs looking for funding with investors looking for profitable business opportunities [114]

VentureOhio provides capital for Ohio startups. The goal of VentureOhio is to make Ohio a great place for entrepreneurs to start and grow a new company. VentureOhio publishes an annual report on the health of Ohio VC investments. [32] [included in Columbus entry]

Ikove Capital Partners is a venture development company supporting early stages of technology development. Ikove is headquartered in Columbus, but has multiple location world-wide. Ikove has three independent but complementary businesses: Ikove Venture Partners; Ikove Advisory Partners; and Ikove Investment Partners [36] [included in Columbus entry]

SPGlobal (SPG) engages in rapid prototyping of systems by integrating enabling technology from multiple partners to fulfill needs defined by their User Leagues. Projects are large complex systems, which address global societal challenges and typically drive advanced / automated manufacturing and integration with 3rd party systems. SPG provide support through its [115]:

o User Leagues

o Partnership Intermediary Agreements

o Entrepreneurial System Engineering (eSys)

o Transformative Corp Framework (TCF)

o Ladders Capital Formation

. SPG also raises early stage and growth capital to help start and grow companies.


Even though the Dayton Region has lost several large corporations over the last decade, it still maintains a strong base of large companies. Dayton is the home of Reynolds and Reynolds, CareSource, DPL, LexisNexis, Kettering Health Network, Premier Health Partners and Standard Register.


The University of Dayton has over 40 centers and institutes. These include the GE Aviation EPISCenter, the Motoman Robotics Laboratory, the UD-Fraunhofer Joint Research Center and the University of Dayton Research Institute to name a few. UD has been very successful in creating partnerships with industry and AFRL to create these capabilities. [98]

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The GE Aviation EPISCenter at UD partners a global company on a college campus. The center provides research in advanced electrical power technologies, new power sources and smarter utility grids. The center creates a very collaborative and innovative partnership between industry leaders and university researchers. [116]

Wright State Research Institute (WSRI) has the following research centers [117]:

Clinical Trials Research Alliance

Human Sciences Research Center

Data Analytics Research Center

Sensor Exploitation Research Center

Autonomy / LVC / Training Research, and

The Aerospace Professional Development Center

WSU is home to the Boonshoft School of Medicine. There are several research centers of excellence within Boonshoft. It has received over $110 million in research and sponsored program funding. The WSU & Premier Health Neuroscience Institute is a public-private partnership in advanced biomedical research.

Ohio University (OU) at the Russ Research Center (RRC) is a 60-acre research center located in Beavercreek Ohio. The RRC has over 194,000 square feet of office and light manufacturing space in 9 buildings. OU will leverage its centers and institutes in Athens Ohio, such as, the Center for Electrochemical Engineering Research (CER), Institute for Sustainable Energy and the Environment, Center for Advanced Systems and Transportation Logistics Engineering (CASTLE), Avionics Engineering Center, and the Institute for Corrosion & Multiphase Technology. [118]



Ohio Economic Development Association (OEDA) – advocates on behalf of economic development issues important to growing the Ohio economy and is non-partisan [119]

Jobs Ohio is a private non-profit corporation designed to drive job creation and new capital investment in Ohio through business attraction, retention, and expansion efforts [41]

The Dayton Development Coalition is focused solely on growing the 14-county Dayton region; bolsters job creation and prosperity by supporting entrepreneurial activity, retaining and attracting businesses, and advocating for and promoting the region’s assets at the local, state and national levels [120]

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The Dayton Area Chamber of Commerce vision is to position the Dayton region as the world's greatest place to live, work and grow business [121]

Dayton Defense provides a focal point for research, development, acquisition, and supporting new, developing, and fielded aeronautical, aerospace, and information systems [122]

Other Economic Development Groups

Venture Ohio supports the creation of one or more Ohio-based funds-of-funds that prioritize the growth of early-stage [32]

4.1.9 Dayton Region Summary

There is great news for the Dayton Region. The region is home to AFRL and other AF organizations, multiple universities and colleges exist within the region and there is a thriving entrepreneurial environment growing throughout the region. However, the region must be able to overcome a lack of collaboration between all stakeholders to grow a very successful innovation driven culture throughout the region. The question becomes, how does the Dayton Region bring all its regional strengths and resources together to rebirth the great technology and innovation community Dayton once enjoyed.

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5.0 DAYTON INNOVATION CLUSTERS

5.1 Dayton Regional Clusters and Networks

In a study on water technology clusters, one of the findings included the following: “Don’t try to be something that you’re not. Leverage your local assets, resources, and operational and system characteristics to define your competitive advantage and value proposition. Further understand your stakeholders and their needs and build a strong advisory group that comes from the private and public industry.” [123] As the Dayton Region continues to identify its identity, this should be kept in mind. It is essential that the Dayton Region understands its highest payoff technology niches and builds the right innovation cluster around each technology area.

Figure 4 illustrates a cluster ecosystem in simple terms. This model captures the seven components identified for strong innovation clusters in the region research. The first sector required in an innovation cluster is academia. Academia can provide workforce development, deep areas of science and technology (S&T) expertise and can conduct basic theoretical research.

The Research and Development (R&D) sector applies understandings of theoretical science and technologies. It also serves as a conduit to fill the gap between S&T and stakeholder needs. Finally, the R&D sector introduces and improves products and processes.

Industry and Commercialization monetizes research. Industry employs the graduates of academia and provides the problems to be solved through R&D. Industry and commercialization also asks the questions to guide scientific and technology theories into practice and solutions.

Figure 4. Cluster Ecosystem Overview

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Aggregating Organization

Academia

Industry and

Commercial-ization

Research and Development

The Aggregating Organization provides the support to help guide the direction of the three sectors in the ecosystem. Ideally, the aggregating organization is non-profit organization with a small staff. This organization provides the synergy to bring stakeholders together in each innovation cluster.

Figure 5 illustrates a model for an innovation cluster for the Dayton Region. It is critical that each of these stakeholders come together to identify and develop the strongest technology

cluster for the Dayton Region. The aggregating organization must define a specific, but inclusive focus, to build the capability and to do the research to allow the cluster to naturally form. While many of the stakeholders are the same for various innovation clusters, each cluster should be defined with the right stakeholders for each cluster.

Typical steps involved in creating an innovation cluster involve:

Identify the people to build the tech cluster; hire, organize and deploy the capability

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CommercializationScience and Technologies

Workforce Development

Objective: Grow and support innovation cluster in Dayton Region

OUTCOMES

Aggregating Organization

• NASIC• NASA• Etc.

Figure 5. Tech Cluster CONOPS

Define what the Cluster will be

o Create the Vision, Mission, Scope

o Partner with AFRL and industry to find the center of the Venn diagram for the right S&T areas

Determine the value-add gaps and build strategy to ID and capture opportunities utilizing assets within the region

Create collaborative framework amongst Academia / Business / Government researchers and entrepreneurs/industry partners

As pointed out in the previous section, the Dayton Region does have different sets of industrial clusters identified. The region should identify those technologies where the Dayton Region is the premier location for the cluster. The following technology domains are potential targets for the Dayton Region:

Human Sciences & Health Care

Aerospace Cluster

Advanced Materials & Manufacturing

Autonomy

Information Technology

Cyber

Sensors & RFID

Analytics & ISR Cluster

Confluence (Water Technologies) Cluster

While these are not listed in a priority order, the Dayton Region needs to come together and identify which areas to tackle first and start doing it.

5.2 An Example – Advanced Manufacturing

Advanced manufacturing is a potential innovation cluster for the Dayton Region to explore. The Dayton Region has always been a leader in manufacturing with its rich history in the automotive industry, aerospace industry and other manufacturing fields. Today, manufacturing has replaced the image of dirty jobs in machine shops with one of state-of-the art marching in environmentally controlled shops.

Using the model discussed in Section 5.1, the following can be identified:

Academia: The Dayton Region both Sinclair Community College and Clark State Community College provide multiple programs related to advanced manufacturing disciplines. However, more needs to be done to grow the right

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workforce for advanced manufacturing. All the Universities in the Dayton Region provide degrees in some domain of advanced manufacturing education. Each provides basic science and technology (S&T) expertise and can conduct basic theoretical research.

The Research and Development (R&D) sector applies understandings of theoretical science and technologies. It also serves as a conduit to fill the gap between S&T and stakeholder needs. The Manufacturing Directorate of AFRL provides strong leadership in advanced manufacturing research and development.

Regional industry identifies the needs for advanced manufacturing and can monetize needed research. The Dayton Region Association can provide leadership for this innovation cluster. Here are over 2,000 manufacturing companies in the Dayton Region.

The Aggregating Organization is the piece missing for launching and guiding the creation of an Advanced Manufacturing innovation cluster. Appendix B illustrates over 50 organizations and companies that could make up the stakeholder population to begin this cluster in the Dayton Region. The need is to create the aggregating organization as a non-profit organization with funding to support a small staff. This organization provides the synergy to bring stakeholders together in each innovation cluster. Once the innovation cluster is created, the next step is to begin to apply the proposed assessment process in the following section.

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6.0 TECHNOLOGY ASSESSMENT METHODS AND TOOLS

6.1 What does it take?

There is no silver bullet for technology assessment methods and tools. Many of the tools used today have come out of decision management tools and have been modified for technology assessment. Figure 6 illustrates the raw ingredients necessary to create an assessment model for identifying the right technologies to pursue for development and eventual commercialization.

Figure 6. Raw Ingredients

6.2 Assessment Criteria – A New “Opportunity Readiness Level”

Discussions with internal stakeholders in the Dayton Region have identified a misalignment between both assessment methods, as well as funding criteria/timelines for federal and commercial development efforts. The DoD utilizes the Technology Readiness Level (TRL) and Manufacturing Readiness Level (MRL) criteria to assess the maturity of new technology and its overall readiness for larger system integration, and fielding to the end user.

While these tools are useful, they suffer from two key limitations:

Limitation One: TRL and MRL often encourages a very serial, methodical development process that prioritizes risk reduction over customer trial and operational utility. That is, often significant time and money are spent developing, qualifying (validating) and de-risking a technology before any serious interest, commitment or even engagement with end users.

As an example, in the DoD it’s not uncommon for $2-4M and 3-4 years to be spent developing a small business technology to TRL 6, which is a critical milestone for integration with major weapon systems or programs of record. This is in stark contrast to many startup developments, which seek to gain customer feedback very early – often within the first year – by focusing on quickly getting to a minimum viable product and customer demonstration. This early customer feedback is used to conduct rapid “spiral” product-improvement and customer trial activities,

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which serves to foster a customer-focused (vs. feature/technology focused) mindset in the start-up, and helps foster interest and confidence in the minds of customer through frequent trials.

Overall, the commercial development process encourages “failing fast” as well as a strong customer-centric focus. By contrast, the DoD process fosters a “mature slowly” and “risk avoidance” focus – with scientists and engineers, not customers as the primary decision-makers and gatekeepers.

Limitation Two: The TRL and MRL process pays very little attention to critical business factors such as financing/capital, management team experience, product/sales strategy, market analysis and segmentation, marketing and public relations, intellectual property, business relationships, distribution channels, etc. While a commercialization strategy is often required in a DoD proposal, very often these issues are covered at a high level, and lack substantial research, planning or detail to enable true commercialization.

These factors are no less critical to DoD-focused products than for commercial market ventures – however very little focus or resources are applied/available to help companies who are working in the DoD technology space address these issues. In contrast, commercial-focused incubators, accelerators and consultants are primarily focused on addressing these shortfalls in start-up firms.

Going forward a new Opportunity Readiness Level (ORL) assessment process is needed to provide a more complete assessment for the overall viability, readiness, and potential for a new product or company to be successful in the DoD or commercial marketplace. An ORL assessment tool would help identify critical gaps in a company’s business and market readiness, so the right education, support and funding resources can be applied to address these gaps, fill gaps in DoD funding, and accelerate the commercialization process.

Development of a new ORL tool would add a Business Readiness Level (BRL) assessment framework that would focus on the criteria in #2 above. In addition, the BRL might pace the overall ORL, and ensure proper focus is where it should be – on the activities that need to take products to market.

6.2.1 Technology Readiness

Technology readiness levels (TRL) are a method of estimating technology maturity of Critical Technology Elements (CTE) of a program during the acquisition process. They are determined during a Technology Readiness Assessment (TRA) that examines program concepts, technology requirements, and demonstrated technology capabilities. TRL are based on a scale from 1 to 9 with 9 being the most mature technology, illustrated in Figure 7. The use of TRLs enables consistent, uniform discussions of technical maturity across different types of technology.

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However, TRL does not address important product or market insertion factors such as usability, training, support, price, return on investment (for both investors and customers), etc. Also, note that first customer demonstration (i.e. prototype demonstration in a “customer-relevant” environment) does not occur until TRL 6 or 7.

Figure 7. NASA / DoD Technology Readiness Levels

6.2.2 Manufacturing Readiness

Manufacturing Readiness Level (MRL), shown in Figure 8, is a measure developed by the United States Department of Defense (DOD) to assess the maturity of manufacturing readiness, similar to how Technology Readiness Levels (TRL) are used for technology readiness.

The MRL does begin to address important commercialization factors such as supply chain, quality, and cost control. Still, it encourages a “producer-side” assessment of manufacturing, and does not explicitly address market needs or market volatility.

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Figure 8. DoD Manufacturing Readiness Levels

6.2.3 Business Readiness – A New Piece of the Equation

Development of a robust Business Readiness Level (BRL) assessment tool is needed to help evaluate a start-up company, or even mature company – such as a seasoned SBIR research firm with limited commercialization success – and their overall ability to take a product to market. While there are many factors to consider in an assessment tool, some initial criteria are:

Management Team – What is the experience level of the leadership/management team? Is this their first start-up, or do they have a serial entrepreneur as part of their leadership/board? Does the founder have prior sales experience? Do they have sufficient financial or operational controls? Does management have an effective network of support in place to help them solve key business challenges?

Product Development – Is the ‘minimum viable product’ understood and in development? Are key product features defined and linked to customer needs? Is there a spiral product development strategy? Are complementary products/services necessary for the product to function, i.e. software or training? Is product support strategy defined?

Market Assessment – How well does the company know the market it is seeking to enter? Does anyone on the management/advisory team have experience in the market? Is the total market potential, along with key segments and entry point defined? Has a competitive analysis been completed? What is the positioning and pricing strategy? Has the critical time to market been assessed? What is the value creation for the customer?

Access to Capital – Does the company have active or potential investors identified for the different stages of company growth? Is ownership prepared to give up

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equity and is the company structured properly to take on investors? Is there potential for non-dilutive sources of investment, such as state, local or federal investments?

Sales and Distribution – Does the company have a sales strategy for how the product will enter the market? Will the product be sold directly to customers or sold through distribution channels? Are distribution partners identified? Does the firm have a sales force, or does management have sales experience?

Intellectual Property – Does the company have a strong IP position or other barriers to competition? Does the company have an IP protection strategy mapped out?

Defining a robust Business Readiness Level (BRL) tool will help regional actors (incubators, accelerators, investors, consultants, mentors) gain a better assessment of the ability of the business to take a product to market, and identify important knowledge and resource gaps. Combined with the TRL and MRL tools, an overall Opportunity Readiness Level can be determined.

Some existing assessment tools, such as the Valid Eval tool and other angel investor assessment tools capture some of the key elements of a BRL tool. In addition, a purely commercial-focused company may place less emphasis on the TRL and MRL processes – although there is still value in these tools for ensuring the company’s product and manufacturing readiness are properly matured to enter the market and avoid potentially fatal setbacks or bad customer experiences.

6.3 Aligning Government and Private Funds – A Unique Opportunity for Dayton

Many of the regions evaluated in the OEA effort, such as Salt Lake City, Austin, Huntsville, Denver and other communities across the nation have both strong business participation in federal research (e.g. SBIR, BAA funding, etc) as well state/local programs to foster innovation and entrepreneurship. Some states even have explicit SBIR-matching programs to encourage participation and increase success rates. However, from both research and Treble One’s direct experience, no community appears to have a tightly integrated approach to linking SBIR/BAA research funding with entrepreneurial activities. That is, expertise and/or financial support of SBIR firms is very general in nature and does not address specific/unique management or funding gaps – nor does it appear to have a strong effect in improving commercialization outcomes.

Dayton has a unique opportunity from many perspectives. Wright Patterson AFB, including AFRL, AFLCMC, NASIC, AFMC and other tenant organizations represents a huge investment/customer base for high tech firms. In addition, the base provides access to expertise and resources (e.g. test equipment) and supports a steady pipeline of undergraduate and graduate-level talent in a diverse array of technical fields.

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In addition, in recent years AFRL has taken a very proactive stance toward collaboration with industry and supporting entrepreneurship and commercialization. The USAF is also highly interested in the acceleration of new technology development, along with increased levels of experimentation and demonstration to evaluate/showcase military utility. This creates opportunities to align federal and commercial technology/product development activities, to include funding. The subsections below illustrate a framework to specifically leverage federal (SBIR, BAA, etc) and private (state, local, investor) investments to fill gaps, be mutually reinforcing, and overall accelerate and improve commercialization success rates.

6.3.1 Government Funding Mechanisms

The most prominent mechanisms for small business research funding is SBIR, BAA and Rapid Innovation Fund (RIF) SBIR includes Phase I, Phase II, Phase II.5, and Phase III. These will be described briefly below, however note the lengthy gaps in funding/contracts in Figure 9. This, along with the serial nature of the SBIR process, significantly slows the rate of innovation and commercialization.

Figure 9 highlights two major drawbacks: First, note the significant gaps, typically 4-6 months (sometimes greater), between different phases of development. Second, it is typical that a first prototype is not developed until the latter half of a Phase II effort, many times in the last six months of the effort and nearly three years after Phase I development starts. Customer demonstration, aka TRL 6, is often relegated to a follow-on effort such as Phase II Extension/Enhancement, typically four years after development starts. Even as the technology enters scale-up/operational testing phase in years 6-7, it is likely that no commercial sales have yet taken place. This scenario is very typical for DoD tech development efforts.

BAA funding is centered on applied research (TRL 3-4) or technology demonstration (TRL 5-6). Typically to be eligible for BAA funding, a business will have first established feasibility through IR&D or prior SBIR funding. For a small business to be competitive for BAA funding, typically a strong partnership or ‘path to market’ is needed, i.e. demonstration of OEM or military customer interest. For small businesses, BAA funding typically ranges from $250K to $2M for focused technology development efforts. However, the amount can be larger depending on the level of payoff and/or customer interest for the technology. Like SBIR funding, BAA programs can have significant gaps in time from initial discussion/proposal to contract award.

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Figure 9. Typical DoD Technology Development Timeline

BAA funds can be intelligently leveraged to ‘match’ SBIR funding for Phase II.5 (technology maturation) efforts, amounting to $3M or more total non-dilutive investments. This leveraging takes a high degree of alignment between AFRL research groups, SBIR program office, and system integrators/end users.

RIF funding is typically meant to mature technologies from TRL6-7 to 8-9, i.e. conduct extended validation/demonstration testing, establish/mature initial manufacturing capability, and help the firm prepare the technology/product for eventual acquisition by the DoD or prime contractor. RIF funding is typically $2-3M over a 2-year investment period and is very competitive.

In addition, SBIR, BAA, RIF and Private (to include state/local) can all be smartly leveraged to increase level and probability of funding, and fill gaps to help accelerate innovation.

6.3.2 Private Funding Mechanisms

Private funding mechanisms, illustrated in Figure 10, include angel investors, venture capital, and other private equity groups. For this study, it also includes local, regional and state ‘venture’ funds such as Ohio’s Third Frontier program (ESP, JobsOhio, etc.). In our evaluation of the Dayton region and other localities, state/local funds largely fulfil the same roles as private capital – that is to provide seed and acceleration funding. For the most part, state/local funding is limited to the level of Series A/B, that is below $10M, often $3-5M or less.

This study will focus on leveraging and aligning Seed, Series A and Series B funding with federal investments. These rounds will also be lined up with federal funding activities and TRL/MRL criteria provide a sense of commonality in funding goals.

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Figure 10. Private investment funding mechanisms

Startups go through series of funding from venture capital firms. Capital is raised in multiple rounds of financing as valuation of a company may increase when the startup demonstrates:

Increased probability of success

Proof of concept

Growth in customer base, etc.

In each round of financing, valuation is done independently. Investors who invest in early rounds prefer to invest in subsequent rounds too to maintain their share in the company over time. [124]

Seed funding, which would include programs such as the Entrepreneurial Signature Program (ESP), is primarily in the $25-$200K range and used for purposes of helping ‘launch’ the company or creating an initial product. Smaller grants early in the company’s life may be focused on funding an initial prototype, providing some initial operating funds allowing the founder to focus on the company full-time or hire a key person. Larger funding levels may be provided later to fund customer demonstration or help market/sell the product, after some initial interest is demonstrated by the target market or customer.

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Series A Funding round of financing is the first round of financing that a startup typically receives from a venture capital firm, and also when a significant portion of equity is sold. State/local, as well as Angel investors could also provide Series A funding.

Valuation of the startup in this round is done on the basis of:

proof of concept

progress made with seed capital

quality of the executive team

market size

risk involved

The typical goal of Series A round of financing is:

To cover salaries of the growing company

Conduct detailed market research and increase sales/marketing efforts

Finalization of product / service to be introduced into the market

Series A round of financing is generally done when company is generating some revenue, though it might not be net profit. The risk involved is at the highest in this round of funding, making it ideal to co-joint with federal non-dilutive investment dollars.

Series B Funding, at this stage, the product/ service is already being sold in the market. Series B round of funding is required by the company to scale up, to face competitors and have a market share. The goal of this round of funding is not only to breakeven but to also have net profit. At this stage, investment risk is lower and amount of funding is more than Series A round of funding.

6.3.3 Gaps and Misalignment

The gaps in federal funding illustrated in Figure 10 highlight the significant delays in product innovation and commercialization. Equally as important are the gaps in focus/function of federal funding – that is, the low overhead/profit rate on federal research funding hinders other critical activities such as market research, sales, product improvement and customer demonstrations, etc. As discussed previously the focus on maturation and durability testing, i.e. risk reduction, at the expense of customer product demonstration creates a significant gap in commercialization potential.

The aerospace community’s – particularly military aerospace – focus on risk reduction is understandable. Military weapon system components must operate in a wide range of extreme environments, and lives and mission success depend on it. The end user does not want to get excited over a technology that ultimately is not robust to work in the full range of operational environments needed. For this reason, military has set up rigorous gate-keeping mechanisms –

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i.e. Airworthiness processes managed by research lab and program office engineers, along with system integrator program managers and engineers.

At the same time, it can be argued that a robustly matured and validated technology that ultimately has little value to the end user, is too expensive, cannot be effectively produced, or has no viable commercial market – is also a waste of precious innovation and investment resources. An alignment of federal and private funds, support networks and assessment tools can help conduct key commercialization activities early in the technology development process and create a stronger overall potential for commercialization of advanced technologies.

6.3.4 Creating Alignment and Opportunity for Dayton

As discussed previously, virtually no local, regional, state or other private investment organization has a systematic or strategic plan to maximize the leveraging power of private and federal funds – at least as the startup / small business level. If such programs do exist, they take the form of ‘SBIR matching’ programs which are provided to any eligible company with an active Phase I or II program, with no explicit purpose or expectation of using the funds to deliver a product to the commercial market. Rather, they are intended to be a ‘boost in the arm’ for Phase I grantees to help make them more competitive for the more lucrative Phase II awards. Some states do, or did, have Phase II accelerator grant programs that were competitive in nature and designed to help SBIR firms with commercialization – such as perform additional marketing or early manufacturing scale-up. The former Indiana Economic Development Council (IEDC) operated the 21st Century Fund which did provide Phase I and II matching SBIR grants. The Phase II grants were competitive and targeted towards commercialization. However, the program was discontinued after studies showed the grant program to have relatively little effect on improving SBIR commercialization outcomes.

Treble One participated in the 21st Century Fund through consulting with several clients in Indiana, which received these matching grants. Our assessment is the program had little effect on improving commercialization for two key reasons:

Many funds were devoted to Phase I matching grants, which were fairly generous ($150K, or dollar-for-dollar match). Phase I grants were no-strings attached, and placed no emphasis/expectation on developing a first prototype or minimally viable product. This limited funds available for the Phase II grants, which were limited to $200-300K - and amount that was helpful, but did not provide critical mass

Most importantly, the state did not provide any parallel support to the small businesses to maximize the return on these matching grants. Meaning, there was no requisite mentorship, coaching assistance with developing product, identifying customers, or establishing partnerships with larger firms in the region or state. No network of consultants was made available to assist with commercialization or scale-up either

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Going forward, the Dayton community has a unique opportunity to create a new construct that can align federal and private investment funds. This alignment would fill the gaps in federal funding, provide resources and emphasis on prototype development and customer demonstration, and help accelerate the rate and speed of commercialization of high tech products.

Programs such as the Entrepreneurial Signature Program (ESP), Jobs Ohio, Third Frontier and private equity can be leveraged to provide “smart” matching funds focused on commercial-oriented product development and demonstration and scale-up efforts. Realizing the inherent slowness of product evaluation, qualification and acquisition by the DoD, rapid development of commercial products is necessary to create and sustain viable companies in the Dayton region – and avoid the trap of relying on federal R&D grants as the primary source of revenue.

In addition to improving commercial product developments, private funds can help Dayton-area firms more competitive for larger federal grant monies such as SBIR Commercialization Readiness Program, which requires non-SBIR matching funds to be competitive, as well as BAA or RIF funds, which encourage cost-sharing to be competitive.

The Dayton region possesses a number of advantages to making such a program successful:

Local AFRL leadership has placed a high emphasis on improving commercialization, and have begun to foster a culture of collaboration between government and industry

Senior Air Force leadership has placed an emphasis on improving the speed of technology development, particularly through increased experimentation of new technology to assess military utility earlier in development phases

Dayton-area firms have ready access to thousands of scientists and engineers to engage for technical assessment/consultation and potential development funding. Many local resources exist to help connect firms with customers/partners at Wright Patterson AFB. This provides a tremendous advantage over those outside the Dayton region

The Dayton area has an emerging network of new, and existing, resources to assist firms with both DoD and commercial product/technology development and commercialization. These resources include Wright Brothers Institute, The Entrepreneurs Center, Wright State University Applied Research Institute, Universal Technology Corporation, Ascend, SP Global, Ikove Capital, Treble One Aerospace, Ohio University, Nucleus, and many others. Each of these firms possesses unique expertise and capability to assist firms in various stages of commercialization. These organizations are becoming increasingly aligned to provide a comprehensive and coordinated innovation network.

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Figure 11 illustrates a new paradigm for aligning private and government funding to improve commercialization. There are several key factors to ensuring a successful construct:

Upfront strategic planning to map out an ideal development pathway. While it is a given the initial plan will change, the process of developing and communicating this plan to customers, stakeholders and investors will improve success in obtaining funding

A strong focus on rapid product development, market assessment, and customer engagement/demonstration is critical

Coordinated and sustained support by the regional network of experts is vital to helping the firms work through the challenges of identifying customers, developing product, writing successful grants, and filling gaps in key areas such as finance, sales, management, manufacturing, etc. to successfully execute and grow

Figure 11. Aligning private and federal funding to fill gaps, create competitive advantage and accelerate commercialization

Going forward, we recommend the region create a plan to develop this public/private investment model. In the future, this model can be aligned with new regional Cluster Initiatives to further enhance success for developing and growing companies in the Dayton region.

6.4 Create Platform for Execution

6.4.1 Assessment Tools

During the research of the five regions of interest, only one region appeared to have an assessment process and tool in use. Most regions discussed the use of spreadsheets and a very

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objective process or no process at all for performing technology assessments. There was also discussion around the use of decision support software, modified to use for technology assessment. The Denver / Boulder Region recommended a technology evaluation tool by a company called Valid Eval in Denver.

The Valid Eval tool is an online application, evaluation and feedback system for government organizations awarding grants. It makes decision-making visible, outcomes defensible and feedback actionable. It boosts efficiency while building capacity both among innovators and those helping to make technology funding decisions. Valid Eval provides the following support [125]:

Qualify innovations to meet market needs / agency goals

On-line iterative qualification process

Provides actionable feedback to all applicants with no extra effort from the agency’s team

Couples excellent outcomes with efficiency

Dramatically enhances mentorship with prioritization

Other assessment tools may be in use but more exploration will need to be accomplished to determine if this is true.

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7.0 RECOMMENDATIONS AND PATH FORWARD

After exploring the five regions, it is clear that the Dayton Region is heading in a good direction in terms of building an entrepreneurial and innovation environment. However, there is much that needs to continue and start for the Dayton Region to become a thriving entrepreneurial and innovation destination.

7.1.1 Universities

The Dayton Region is fortunate to have several excellent universities and colleges in the region. All the universities must become more collaborative with industry, government and each other. If the universities desire to share their technology and IP, they must change how they share their IP with others. Unfortunately, the Dayton Region universities have not done well in this area and could learn from the experiences of UT Austin.

Both community colleges need to ensure they are providing the education and certificates needed by local industry.

7.1.2 Government

Federal, state and local governments must work in concert to support regional industry and entrepreneurs. AFRL leadership continues to place a high emphasis on improving commercialization, and have begun to foster a culture of collaboration between government and industry. An alignment of federal and private funds, support networks and assessment tools could help conduct key

commercialization activities early in the technology development process and create a stronger overall potential for commercialization of advanced technologies.

Ohio should consider using programs such as the Entrepreneurial Signature Program (ESP), Jobs Ohio, Third Frontier and private equity leveraged to provide “smart” matching funds focused on commercial-oriented product development and demonstration and scale-up efforts.

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"Local leadership must establish mechanisms to introduce up-and-coming...companies to local anchor institutions like corporations, universities, foundations and city government." - Innovation That Matters Report 2016

We must acknowledge that new rulesare required for the new era. Governments, together with startups andcorporations, ought to proactively re-examine the body of regulation throughthe lens of technological possibility. - Innovation That Matters Report 2016


The Dayton Region is growing very rapidly in providing entrepreneurs with the support and tools necessary for success. The Dayton Tech Guide is bringing many resources together for easy access by entrepreneurs and others. Development of resources such as the ‘Ecosystem Map’, sharing of company accomplishments on ‘Our Startups’ page, ‘Our Events’, etc. are essential to help entrepreneurs and to tell the story of the Dayton Region as it grows. These stories will help educate others, such as, Venture Capitalist.


As in many of the five regions explored, the Dayton Region does not have strong Venture Capital support, however, that is beginning to change. With firms, such as Ikove and SPGlobal moving into the region, the region should begin to see a growth in venture capital firms as they learn about the strength of the Dayton Region.


Those existing large firms in the Dayton Region need to become more collaborative with the region by partnering and supporting entrepreneurs and startups. These companies need to identify their technology and innovation needs. Larger firms can also partner with small businesses to leverage Internal Research & Development dollars with AFRL and AFLCMC SBIRs and BAAs to develop technologies needed by industry and the Department of Defense.


In the Dayton Region, UD has been very successful in creating industry partnerships for research institutes. The other universities should explore creating similar partnerships with companies in their areas of technology expertise.

The Ohio Federal Research Network should be leveraged for those Centers of Excellence led by region universities. The University of Dayton, Wright State University and Ohio University all lead at least one Center of Excellence. These centers should help identify the strongest innovation clusters for the Dayton Region.


The Dayton Development Coalition, the Dayton Area Chamber of Commerce and Dayton Defense should continue and strengthen their relationships in guiding the Dayton Region innovation growth. These organizations along with state and local government organizations need to help create the innovation clusters and support the various aggregating organizations that may be formed to support the clusters.

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Connectivity between startups and local institutions is vital for the development of a healthy entrepreneurial ecosystem. -Kauffman Foundation

While the Dayton Region may not be able to replicate the model as identified by the Austin Region research, repeated here as Figure 12, there is tremendous value in exploring this approach. Dayton may not be a large urban center or pedestrian, but there are locations in the region where these traits can be used to grow a more entrepreneurial environment. The activities that have been growing around the TEC, Tech Town, the new AFRL activity downtown should all be continued, expanded and supported by the region. However, a different approach may be needed outside downtown Dayton, such as the Russ Research Center in Beavercreek.

Figure 12. A New Model

The elements identified in the new model should guide the growth of the Dayton Region. The Dayton Region should explore both the downtown region and other areas within the region and modify this model as necessary to support innovation cluster growth throughout the region. The Dayton Region must identify a common set of innovation clusters and pursue growth of those clusters as a region. Potentially, the top four might include:

Human Sciences & Health Care – continue advanced made under the AHEAD banner and other success stories

Aerospace

Advanced Materials & Manufacturing

Autonomy

A second tier of innovation clusters might include:

Cyber – Network and Embedded

Sensors & RFID

Analytics & ISR

Information Technology

Confluence (Water Technologies)

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The Dayton Region should place emphasis on developing collaborative clusters within each potential technology are identified above. Clearly, the elements as identified in the new model apply to the Dayton Region and should be optimized as necessary to create these innovation environments. The key is to identify the right core clusters members who have a passion for that technology domain and can bring the right expertise to support and grow the cluster.

7.2 Summary

The Dayton Region is on the rise. While there are areas to improve, they are not insurmountable. The critical point to make is that to grow the region all stakeholders must become much more collaborative and willing to work together as a region.

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All cities have a fundamental layer of challenges in common --get more people to start companies; find mentors to help companies grow and talent to fill open roles; and free available capital to fuel growth. Removing these roadblocks is the first, important step for every city. - Innovation That Matters Report 2016

8.0 APPENDIX A. REGIONAL RESEARCH INFORMATION

8.1 Austin, TX Region


Capital of TX

Population 931,830; 11th in US (but fastest growing large city), 4th in TX; Austin-Round Rock metropolitan area population of 2,010,860

Office locations for AMD, Apple, ARM, Cisco, GM, Google, IBM, Intel, TI, 3M, Oracle (‘Silicon Hills’)

8.1.2 Government Economic Development Groups

US Economic Development Administration – (US Dept of Commerce) 504 San Jacinto Blvd #206, Austin, TX 78701

City of Austin:

o Economic Development Department – General Access: (512) 974-2000

o Small Business Program – General Access: (512) 974-7600

8.1.3 Non-Profit Economic Development Groups

Texas Economic Development Council (TEDC) – Austin-based, statewide, non-profit professional association dedicated to the development of economic and employment opportunities in Texas. [Our] diverse members share a common goal – bringing new investment and jobs to Texas:

o Contacts – General Access: (512) 480-8432; President/CEO: Carlton Schwab, [email protected]; Director of Operations: Amy Swank, [email protected]

Texas Economic Development Corporation (TxEDC) – promotes economic development in Texas on behalf of the State, official gateway for bringing jobs to the communities of Texas; launched the TexasOne™ Program in 2003; one of two interconnected and highly focused organizations [that are] the cornerstone for Governor Abbott’s administration’s economic development agenda:

o Contacts – General Access: (512) 981-6736

Team Texas – dynamic statewide economic development marketing association promoting job creation and capital investment in over 100 exciting Texas cities; non-profit membership association which serves as an outreach program of the Texas Economic Development Council:

o Executive Director: Lorie Vincent, CEcD, (512) 480-8432, (806) 683-2553 (Cell) [email protected]

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mailto:[email protected]

http://goteamtexas.com/

https://texaswideopenforbusiness.com/contact

https://texaswideopenforbusiness.com/



https://www.texasedc.org/contact-us

https://www.texasedc.org/

http://www.austintexas.gov/department/small-business-development-program

http://austintexas.gov/department/economic-development

https://www.eda.gov/

Capital Area Council of Governments – nonprofit corporation formed in 1989 and funded by the U.S. Economic Development Administration, establishes regional economic development priorities in the 10-county Central Texas area [around Austin]:

o Director, Planning and Economic Development: Chris Schreck, (512) 916-6183, [email protected]

Austin Chamber of Commerce – The Austin Chamber is a private, non-profit, membership-driven organization comprised of over 3,000 business enterprises, civic organizations, educational institutions and individuals; tackles the biggest issues facing business, so you can focus on doing business:

o Senior Vice President, Economic Development: Charisse Bodisch, CEcD,(512) 322-5608, [email protected]

o Innovate Austin – an economic development initiative, powered by the Austin Chamber of Commerce, focused on making Austin the #1 region to start and grow a technology and innovation based business:

- Good ‘Stats’ list (eg, 46 incubators, accelerators, etc)

- Austin A-List – hottest startups (2015)

- Key Industries – list includes Advanced Manufacturing, Data Management, Space Technology

8.1.4 Other Economic Development Groups

Downtown Austin Alliance – partnership of downtown property owners, individuals, and businesses devoted to preserving and enhancing the value and vitality of downtown Austin:

o President and CEO: Dewitt M. Peart, (512) 469-1766, [email protected]

The University of Texas at Austin, IC 2 Institute – founded in 1977 as a “think and do” tank to test the belief of its founder, George Kozmetsky, that technological innovation can catalyze regional economic development through the active and directional collaboration among the university, government, and private sectors:

o IC² Institute Interim Director: Gregory Pogue, (512) 475-8961, [email protected]

8.1.5 Cluster Initiatives

Texas Industry Cluster Initiative – 2004

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http://www.twc.state.tx.us/partners/texas-industry-cluster-initiative


https://ic2.utexas.edu/


http://www.downtownaustin.com/

https://www.austinchamber.com/economic-development/key-industries

https://www.austinchamber.com/innovation#Austin%20A-List

https://www.austinchamber.com/innovation#Stats

https://www.austinchamber.com/innovation


http://www.bizjournals.com/austin/news/2015/04/17/austin-chamber-has-new-economic-development-leader.html

https://www.austinchamber.com/

http://www.capcog.org/

8.1.6 Incubators / Accelerators

Vator Inc, ‘A list of top Austin accelerators and incubators' – lists 6 incubators with hyperlinks

Impact Hub Austin – One of 80+ locations, Impact Hub Salt Lake connects you to a global community of more than 15,000 inspired individuals and organizations

Austin Technology Incubator – part of IC2 Institute (see above) and on Vator list (see above)

Techstars Austin – Austin ranked #14 fastest-growing startup ecosystem in the world

8.1.7 Investor Networks

World Class Capital Group – a national commercial real estate investment group engaged in the ownership, development, financing, management, and acquisition of commercial real estate and land throughout the United States; offices listed in Austin, TX and New York, NY:

o Founder, President, and Chief Executive Officer: Nate Paul, (512) 327-3300

8.2 Columbus, OH Region


Capital of OH

Population 850,106; 15th largest city in the US; largest city in OH; Columbus-Marion-Zanesville, OH Combined Statistical Area population of 2,424,831

Office locations for Battelle Memorial Institute, Chemical Abstracts Service, NetJets, Nationwide Mutual Insurance Company, American Electric Power, JP Morgan Chase and Cardinal Health


Ohio Development Services Agency – committed to creating jobs and building strong communities, while ensuring accountability and transparency of taxpayer money and exceptional customer service

Franklin County Economic Development & Planning Department :

o SmartWorks – targeted, ongoing, and strategic investments through economic development programming

The City of Columbus – Economic Development Division :

o Employment by Sector

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https://www.columbus.gov/development/economic-development/Employment-By-Sector/

https://www.columbus.gov/development/economic-development/

http://franklincountyohio.gov/smartworks/

https://development.franklincountyohio.gov/

https://development.ohio.gov/default.htm

http://wccapitalgroup.com/

http://www.techstars.com/programs/austin-program/

http://ati.utexas.edu/

http://impacthubaustin.com/

http://vator.tv/news/2013-06-14-a-list-of-top-austin-accelerators-and-incubators


Jobs Ohio – private non-profit corporation designed to drive job creation and new capital investment in Ohio through business attraction, retention, and expansion efforts

Columbus Chamber of Commerce – aim is to serve and grow the Columbus business community

Columbus Partnership – non-profit, membership-based CEO organization of more than 60 CEOs from Columbus’ leading businesses and institutions; primary goal is to improve the economic vitality of the Columbus Region

State Science & Technology Institute (SSTI) - national nonprofit organization based in Westerville OH dedicated to improving initiatives that support prosperity through science, technology, innovation and entrepreneurship; comprehensive resource available for those involved in technology-based economic development, SSTI offers the services that are needed to help build tech-based economies


Columbus 2020 – 20 dedicated economic development professionals and allied organizations with 10-year plan to:

o Add 150,000 net new jobso Generate $8 billion of capital investmento Raise personal per capita income by 30 percento Earn recognition as a leader in economic development

Venture Ohio - supports the creation of one or more Ohio-based funds-of- funds that prioritize the growth of early-stage companies


SSTI’s 20th Annual Conference – 1 to 3 Nov 16, Columbus OH (for SSTI see Para 8.2.3)

2014 Columbus Region CEDS Update


Rev1Ventures – was ‘TechColumbus’; 98 Partner Companies, 29 start-up companies:

o Dublin Entrepreneurial Center (The DEC) , Innovate New Albany, Bunker Labs

o Venture Analyst: Drew Burns, (614) 340-3348, [email protected]

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https://bunkerlabs.org/

https://bunkerlabs.org/

https://www.rev1ventures.com/about/partners/innovate-new-albany/

https://www.rev1ventures.com/about/partners/the-dec/

https://www.rev1ventures.com/

http://columbusregion.com/Columbus/media/Columbus/PDFs/CEDS/2014-Columbus-Region-CEDS-Update.pdf?ext=.pdf

http://2016.ssticonference.org/

http://www.ventureohio.org/

http://columbusregion.com/Home.aspx

http://ssti.org/

http://www.columbuspartnership.com/

http://columbus.org/

http://jobs-ohio.com/

o Venture Acceleration, Director: Matt Veryser, (614) 484-0400, [email protected]

The Idea Foundry – community workshop, learning center, and creative space:

o Founder & CEO: Alexander Bandar, (614) 653-8068, [email protected]

Taivara – helps companies devise innovative solutions for complex business problems:

o CEO: Brooke Paul, (773) 573-4773, [email protected]

10Xelerator – mentor-driven accelerator focused on converting promising entrepreneurial ideas into viable businesses and, ultimately, sustainable companies.


Ohio TechAngel Funds (OTAF) – managed by Rev1Ventures (see Para 8.2.6).

Ohio Investment Network – online matching service connecting Ohio entrepreneurs looking for funding with investors looking for profitable business opportunities.

8.3 Dayton, OH Region


Population 141,527; 6th largest city in OH; Dayton metropolitan area population 799,232 (4th largest in OH)

Office locations for Reynolds and Reynolds, CareSource, DPL, LexisNexis, Kettering Health Network, Premier Health Partners, and Standard Register

Location of Wright-Patterson AFB, including National Air and Space Intelligence Center (NASIC) and the Air Force Research Laboratory (AFRL)

In 2008 and 2009 Site Selection magazine ranked Dayton the No. 1 medium-sized metropolitan area in the US for economic development


Ohio Development Services Agency – committed to creating jobs and building strong communities, while ensuring accountability and transparency of taxpayer money and exceptional customer service [also included in Columbus entry]

Ohio Aerospace Hub – designed to launch your business by connecting you into the Dayton Region aerospace community; industries include cyber security, human performance, materials & manufacturing, sensors & RFID, bioscience, and analytics & ISR

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http://ohioaerospacehub.com/


http://www.ohioinvestmentnetwork.com/home

https://www.rev1ventures.com/investments/techangel-fund/

http://10xelerator.com/


https://www.taivara.com/




Montgomery County Economic Development Department

City of Dayton’s Office of Economic Development :

o TechTown – Dayton’s premier, state-of-the-art tech facilities meet leading edge and emerging technologies for the acceleration of technology commercialization


Ohio Economic Development Association (OEDA) – advocates on behalf of economic development issues important to growing the Ohio economy and is non-partisan [also included in Columbus entry]

Jobs Ohio – private non-profit corporation designed to drive job creation and new capital investment in Ohio through business attraction, retention, and expansion efforts [also included in Columbus entry]

Dayton Development Coalition – focused solely on growing the 14-county Dayton region; bolsters job creation and prosperity by supporting entrepreneurial activity, retaining and attracting businesses, and advocating for and promoting the region’s assets at the local, state and national levels

Dayton Area Chamber of Commerce – vision is to position the Dayton region as the world's greatest place to live, work and grow business

Dayton Defense – focal point for research, development, acquisition, and supporting new, developing, and fielded aeronautical, aerospace, and information systems


Venture Ohio - supports the creation of one or more Ohio-based funds-of- funds that prioritize the growth of early-stage companies [also included in Columbus entry]


CityWide Development Corporation – created jointly by the city government, local business leaders and neighborhood representatives; charged with helping businesses create jobs and helping to strengthen the city’s neighborhoods:

o Clustering Strategies – include Advanced Materials/Manufacturing, Sensors& RFID, Aerospace Technology, Regional Health Services


The Entrepreneurs Center (TEC) – passionate about making your entrepreneurial business dreams a reality

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http://tecdayton.com/

http://citywidedev.com/about/dayton-strategy/industry-clustering-strategies



http://www.daytondefense.org/

http://www.daytonchamber.org/

http://daytonregion.com/


http://www.ohioeda.com/

http://daytontechtown.com/

http://www.daytonohiobusiness.com/About-Us.aspx

http://www.montcnty.org/departments/economic_development/index.php

8.4 Investor Networks

Ohio TechAngel Funds (OTAF) – managed by Rev1Ventures [also included in Columbus entry]

Ohio Investment Network – online matching service connecting Ohio entrepreneurs looking for funding with investors looking for profitable business opportunities[also included in Columbus entry]

The Entrepreneurs Center (TEC) – funding listing

8.5 Denver/Boulder, CO Region


Denver - Capital of CO

Denver population 682,545; 19th largest city in the US, and with a 2.8% increase in 2015 the fastest growing major US city; Denver-Aurora, CO Combined Statistical Area population of 3,418,876

Boulder population 97,385; 11th most populous CO municipality; Boulder Metropolitan Statistical Area population 294,567

Denver office locations for Newmont Mining Corporation, Comcast Corporation, Centura Health, Lockheed Martin Corp, United Airlines, Kroger Co and Xcel Energy, Inc

Boulder office locations for IBM, Covidien, Level 3 Communications Inc, Ball Corp, Oracle Corp


US Economic Development Administration – (US Dept of Commerce) 1244 Speer Boulevard, Suite 431, Denver, CO 80204

Colorado Office of Economic Development and International Trade (OEDIT) – creating a positive business climate that encourages dynamic economic development and sustainable job growth; 14 major industries including advanced manufacturing, aerospace, bioscience, defense & homeland security, and electronics

Denver Office of Economic Development (OED) – small business financing to regulatory assistance, employee recruitment, Enterprise Tax Zone Credit assistance; hosting of public events focusing on business and housing development, and promotion of programs designed for existing and aspiring entrepreneurs

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https://www.denvergov.org/content/denvergov/en/denver-office-of-economic-development.html

http://choosecolorado.com/

https://www.eda.gov/

http://tecdayton.com/funding/




Colorado Small Business Development Center Network (CSBDC) – private-public partnership; dedicated to helping existing and new businesses grow and prosper in Colorado by providing free and confidential consulting and no- or low-cost training programs:

o Denver Metro SDBC – serves dedicated entrepreneurs who want to strengthen their path to success

o Boulder Small Business Development Center (SBDC) – fast-paced, hands-on, economic development nonprofit – a public/private partnership

Denver Metro Chamber of Commerce – customer-focused membership organization that strives to enhance state’s global competitiveness, etc:

o Metro Denver Economic Development Corporation (Metro Denver EDC), affiliate of CoC – aims to enhance the regional economy through the retention and expansion of primary jobs and capital investment

Boulder Chamber – flagship business advocacy and support organization:

o Boulder Economic Council – Economic Development Arm of the Boulder Chamber; economy includes aerospace, bioscience, IT/Software


No key additional entries


Colorado Clean Energy Cluster (CCEC) – nonprofit economic development organization aimed at growing primary jobs in Colorado in the area of clean energy through formal partnerships between clean energy companies, the public sector and higher education

Metro Denver and Northern Colorado Key Industry Clusters report by Metro Denver EDC (see Para 8.5.3); 9 clusters including Aerospace, Aviation, Bioscience, Energy, Information Technology-Software


Techstars Boulder – history of producing the most exciting startups in the industry

Boomtown (Boulder) – specializes in tech and media companies; strives to be the world’s most innovative and effective start up accelerator

MergeLane (Boulder) – accelerates high-potential female leaders and startups with at least one female in leadership

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http://mergelane.com/

http://www.boomtownaccelerator.com/

http://www.techstars.com/programs/boulder-program/

http://www.metrodenver.org/media/230157/full-report.pdf

http://www.coloradocleanenergy.com/

http://bouldereconomiccouncil.org/

http://boulderchamber.com/

http://www.metrodenver.org/

http://www.denverchamber.org/

http://www.bouldersbdc.com/

http://www.denversbdc.org/

http://www.coloradosbdc.org/home

Galvanize, Inc (Denver) – believes in making education and growth accessible to anyone – especially underrepresented groups in the tech industry


Rockies Venture Club – non-profit actively connects investors with most promising entrepreneurial companies

Investors Circle – promotes the transition to a sustainable economy by increasing the flow of capital to enterprises that are addressing social and environmental challenges

Foundry Group (Boulder) – venture capital firm focused on making early- stage technology investments, participating in select growth rounds, and identifying and supporting the next generation of venture fund managers

Access Venture Partners (Denver) – invests in early stage technology companies with a passion for helping entrepreneurs build phenomenal fast growing businesses; has invested in over 65 companies that have collectively raised over $1 billion in equity capital and employ nearly 4,000 people and growing

High Country Venture (Boulder) – invests in the most promising and innovative early stage companies in Colorado

Grotech Ventures – collaborative, long-term partner for entrepreneurs; adds value through years of experience, and works hard to align its goals with those of entrepreneurs; HQ in VA, office in Denver

Boulder Ventures – focused and differentiated approach to venture capital investing

8.6 Huntsville, AL Region


Population 180,105; 4th largest city in AL; Huntsville Metropolitan Area population 441,000

Office locations for SCI Systems, The Boeing Company, SAIC (Science Applications International Corporation), Northrop Grumman Corporation

Location of NASA's Marshall Space Flight Center, United States Army Aviation and Missile Command (AMCOM) and Redstone Arsenal


Alabama Department of Commerce – ‘Made in Alabama’ title/website

City of Huntsville, Economic Development

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https://www.huntsvilleal.gov/business/economic-development/

http://www.madeinalabama.com/

http://boulderventures.com/

http://www.grotech.com/

http://highcountryventure.com/

http://www.accessvp.com/

http://www.foundrygroup.com/

http://www.investorscircle.net/about-co

http://www.rockiesventureclub.org/

http://www.galvanize.com/


Economic Development Partnership of Alabama (EDPA) – aims to attract, retain and grow jobs in Alabama, while encouraging innovation through its Alabama Launchpad program:

o Alabama Launchpad – helps high growth companies start, stay and grow in Alabama while supporting, advocating, and recognizing entrepreneurship statewide

Chamber of Commerce of Huntsville/Madison County, AL – single source for locating a business to Huntsville/Madison County (with its highly-skilled and highly educated workforce offering the highest concentration of engineers in the nation):

o Entrepreneurs & Innovator Network – robust entrepreneur network consisting of colleges and universities, federal and non-profit Research & Development labs, incubators, mentoring assistance organizations that provide training, and meetups

o Business Relations Office – report on Huntsville’s Entrepreneur Ecosystem


WBCNA – helps women and men start and grow a business and generate economic growth for the region; accomplished by serving as the premier source for information and access to resources; facilitating their self-discovery and personal development; and providing a mentoring process to support, nurture and advocate the development of their business:

o Joanne Randolph – (256) 428-8190 Ext 6


Tech Rich – Technology Regional Innovation Cluster Huntsville; fueling collaboration, innovation, technology transfer, commercialization and contracting opportunities among technology businesses throughout the Tennessee Valley and across the nation:

o General Access: (256) 428-8195o Perry Griffen – (256) 975-1285


BizTech – fosters innovation and entrepreneurship by turning ideas into investable businesses; offers office space, conference rooms, and labs for growing

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https://www.facebook.com/pages/BizTech/54994302631?sk=info&tab=page_info

http://techrich.org/

http://www.wbcna.org/

https://www.huntsvilleal.gov/wp-content/uploads/2015/08/Entrepreneur-ecosystem-prototype-v-5-82316-HD-.pdf

https://www.huntsvilleal.gov/wp-content/uploads/2015/08/Entrepreneur-ecosystem-prototype-v-5-82316-HD-.pdf

https://www.huntsvilleal.gov/business/economic-development/business-relations/

https://www.huntsvilleal.gov/business/economic-development/entrepreneurs-innovator-network/

http://www.huntsvillealabamausa.com/

http://alabamalaunchpad.com/

http://www.edpa.org/

technology companies along with mentoring opportunities and networking with likeminded companies:

o Marie Vanderliest – (256) 704-6000o Larry Lewis – (256) 704-6000

Huntsville West – small business incubator offering “wantrepreneurs” co-working space with a low barrier to entry

Mind Gear Labs – provides fab lab equipment for use by the general public and local businesses for anyone who has a great idea and wants to build it

Rocket Hatch – supports entrepreneurs with the resources they need to be successful; networking events, CO.STARTERS program, Will This Fly competition, encouraging collaboration and nurturing upcoming ideas and businesses from the ground up:

o CEO: Antonio Montoya (256) 853-0504 (Cell (256) 527-1521) [email protected]


The Alabama Capital Company Program – commonly referred to as CAPCO and administered through the Alabama Department of Commerce; CAPCO financing, an alternative to conventional bank financing, can accommodate a slightly higher risk profile and provide a more flexible structure for growing businesses

The Alabama New Market Tax Credit program – administered through the Alabama Department of Commerce; provides generous tax credits for businesses in Alabama that locate in challenged Census tracts

Alabama Innovation Fund – part of Alabama Governor Bentley’s “Accelerate Alabama” Program; purpose is to maximize State’s economic development resources by leveraging annual research and development expenditures by public institutions of higher education to generate high technology resources which can be used to support economic development activities

Eastside Partners – Successor to Southeastern Technology Fund, which was founded in 1998, since when it has invested more than $130 million in over 50 companies across 6 funds; valued source of capital with an extensive network of industry relationships, including strong ties with leading healthcare and technology executives, industry thought-leaders and medical research centers

Angels of North Alabama (ANA) - forums that allow local investors to review and invest in early stage, innovative companies in north Alabama

Industrial Development Board – seeks to encourage manufacturing and production oriented companies

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http://www.huntsvilleal.gov/boards/

http://www.eastsidepartners.com/

http://alepscor.org/alabama-innovation-fund/

http://www.rockethatch.org/

http://mindgearlabs.com/

http://www.meetup.com/Huntsville-Small-Business-MeetUp/messages/boards/thread/45724332

InCrowd Capital – focuses primarily on companies that have graduated from incubator, accelerator or university-based programs; also hosts local educational seminars focused on angel investing and, for entrepreneurs, how to raise early-stage capital

North Alabama Revolving Loan Program – provides access to capital for entrepreneurs and small businesses so North Alabama communities can flourish; tailor-made for small start-ups or small businesses needing a microloan to expand, the new program makes microloans from as little as $2,500 to as much as $100,000

8.7 Salt Lake City, UT Region


Capital of UT

Population 190,884; SLC metropolitan area population 1,153,340

Office locations for Adobe, ColcaSac, eBay, Unisys, Siebel, Micron, L-3 Communications, Telarus, and 3M


Utah Governor's Office of Economic Development – General Access: (801) 538-8680:

o Executive Director – Q Val Hale

Utah Science Technology and Research Initiative (USTAR) – ‘Utah’s Technology Catalyst’. Established by State in 2006, to leverage science and technology innovation to expand and diversify the State’s economy. USTAR conducts its technology based economic development mission through a diverse portfolio of programs and services focused in three areas: principal researchers, competitive grant programs and technology entrepreneurship services. Services include incubation programs for startup businesses, assistance in accessing the Federal SBIR/STTR programs, mentoring and training for technology entrepreneurs across the State:

o Executive Director: Ivy Estabrooke; Contacts, including ‘SBIR- STTR Assistance Center’, ‘BioInnovations Gateway’

o Excellent Network chart

o Excellent Programs Chart :

- TAP: Technology Acceleration Program – provides funding to Utah-based science and technology start-ups and early stage companies

78

http://ustar.org/our-programs/tap-technology-acceleration-program/

http://ustar.org/our-programs/

http://ustar.org/our-programs/

http://ustar.org/about/locations/

http://ustar.org/

http://business.utah.gov/why-come-to-utah/about-goed/executive-director/

http://business.utah.gov/

http://www.alabamasaves.com/

http://www.incrowdcapital.com/

- IPP: Industrial Partnership Program – promotes the development of technology to address technical gaps or challenges identified by the industry partner

- UTAG: University Technology Acceleration Grant – supports research, discovery and innovation through competitive funding of individual researchers or ad-hoc teams at Utah colleges and universities

- STIG: Science & Technology Initiation Grants – provides funding to researchers to support development of data, conduct proof of concept or other precursor research activities required to pursue larger, commercially-oriented grants from a federal agency, grant making foundation or industry

- ERT: Energy Research Triangle – competitive grant program aimed at fostering energy innovation across Utah’s three premier research universities

Salt Lake County Economic Development – mission at Salt Lake County Regional Economic & Business Development (ED) is to attract, retain and grow business in Salt Lake County & position and promote the region as a strong competitor in the global economy:

o Economic Development Manager: Blake Thomas, 385-468-4887, [email protected]

Salt Lake City Department of Community and Economic Development :

o 3 Point Economic Development Pledge [Document] – An intensive policy and strategic planning process around the economic development framework for Salt Lake City, entitled Enterprise SLC, was undertaken over the past 18 months; the process involved extensive outreach and meetings with business and community leaders; see ‘Strengthen Partnerships’ Chart 17


Economic Development Corporation of Utah – Since 1987, EDCUtah has worked with state and local government and private industry to attract and grow competitive, high-value companies and spur the expansion of local Utah businesses; EDCUtah is a private nonprofit organization:

o General Access: (801) 328-8824;President & CEO: Jeff Edwards, [email protected]

79


http://edcutah.org/

http://www.slcdocs.com/ced/3point.pdf

http://www.slcgov.com/economic-development


http://slco.org/economic-development

http://ustar.org/our-programs/ert-energy-research-triangle/

http://ustar.org/our-programs/stig-science-technology-initiation-grants/

http://ustar.org/our-programs/utag-university-technology-acceleration-grant/

http://ustar.org/our-programs/ipp-industrial-partnership-program/

Utah Small Business Development Centers (SBDC Network) – the largest and most accessible statewide source of assistance for small businesses in every stage of development:

o Interim State Director, Utah SBDC; Director, Salt Lake Region SBDC: Jim Herrin; General Access: (801) 957-5441

Utah Technology Council – state’s premier professional association for over 5,000 high tech, clean tech and life science companies, representing nearly 10 percent of the state’s total payroll:

o President and CEO: Richard Nelson, [email protected]

o Engineering Initiative – increasing the number and quality of engineering graduates produced by Utah’s universities to fuel the growth of the state’s nearly 7,000 technology companies

Salt Lake Chamber – Utah’s largest business association and Utah’s business leader; a statewide chamber of commerce with members in all 29 Utah counties, the Chamber represents more than 8,000 businesses and over 500,000 Utah jobs—nearly half the workforce of the state

Downtown Alliance – 501c6 nonprofit organization dedicated to building a dynamic and diverse community that is the regional center for culture, commerce and entertainment:

o Downtown Rising – established vision and brand that will ensure the long-term health and prosperity of Utah’s capital city; the voice of business in promoting and determining the future of downtown


Lassonde Entrepreneur Institute, University of Utah – provides transformative student experiences through innovation and entrepreneurship


None found


Lassonde Entrepreneur Institute, University of Utah – provides transformative student experiences through innovation and entrepreneurship

BoomStartup Mentorship-driven Seed Accelerator – helps great startups find an optimal business model, create a minimal viable product that is revenue-ready, execute into revenue generation, and then make connections to customers and investors

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http://boomstartup.com/

http://lassonde.utah.edu/

http://lassonde.utah.edu/

http://www.downtownrising.com/

http://downtownslc.org/

http://slchamber.com/

http://www.utahtech.org/external/wcpages/advocacy/engineering%20initiative.aspx


http://www.utahtech.org/

https://www.utahsbdc.org/center/salt-lake

Beehive Startups – leading independent organization devoted to covering and building Utah's startup and tech community

Sustainable Startups – gives noble ideas the chance to flourish and to provide any motivated person the opportunity to become an entrepreneur

Impact Hub Salt Lake – one of 80+ locations, connects you to a global community of more than 15,000 inspired individuals and organizations

Church & State – supports and inspires community innovation, stimulateseconomic growth, and shines a spotlight on Utah as a business and cultural hub

Holodeck – provides a creative and educational co-working, office, and event space for inspired people to build great ideas, successful companies, and healthy lives in Utah

Office Evolution – part of a Colorado-based franchise of co-working centers

Work Hive – co-working space


Variance Ventures – Ryan Smith of Impact Hub

8.8 Dayton, OH Region


Population 141,527; 6th largest city in OH; Dayton metropolitan area population 799,232 (4th largest in OH)

Office locations for Reynolds and Reynolds, CareSource, DPL, LexisNexis, Kettering Health Network, Premier Health Partners, and Standard Register

Location of Wright-Patterson AFB, including National Air and Space Intelligence Center (NASIC) and the Air Force Research Laboratory (AFRL)

In 2008 and 2009 Site Selection magazine ranked Dayton the No. 1 medium-sized metropolitan area in the US for economic development


Ohio Development Services Agency – committed to creating jobs and building strong communities, while ensuring accountability and transparency of taxpayer money and exceptional customer service [also included in Columbus entry]

Ohio Aerospace Hub – designed to launch your business by connecting you into the Dayton Region aerospace community; industries include cyber security,

81

http://ohioaerospacehub.com/


http://workhiveslc.com/

https://www.officeevolution.com/locations/salt-lake-city

https://holodeckslc.com/

http://www.cs1893.com/

http://saltlake.impacthub.net/

http://www.sustainablestartups.org/

https://beehivestartups.com/

human performance, materials & manufacturing, sensors & RFID, bioscience, and analytics & ISR

Montgomery County Economic Development Department

City of Dayton’s Office of Economic Development :

o TechTown – Dayton’s premier, state-of-the-art tech facilities meet leading edge and emerging technologies for the acceleration of technology commercialization


Ohio Economic Development Association (OEDA) – advocates on behalf of economic development issues important to growing the Ohio economy and is non-partisan [also included in Columbus entry]

Jobs Ohio – private non-profit corporation designed to drive job creation and new capital investment in Ohio through business attraction, retention, and expansion efforts [also included in Columbus entry]

Dayton Development Coalition – focused solely on growing the 14-county Dayton region; bolsters job creation and prosperity by supporting entrepreneurial activity, retaining and attracting businesses, and advocating for and promoting the region’s assets at the local, state and national levels

Dayton Area Chamber of Commerce – vision is to position the Dayton region as the world's greatest place to live, work and grow business

Dayton Defense – focal point for research, development, acquisition, and supporting new, developing, and fielded aeronautical, aerospace, and information systems


Venture Ohio - supports the creation of one or more Ohio-based funds-of- funds that prioritize the growth of early-stage companies [also included in Columbus entry]


CityWide Development Corporation – created jointly by the city government, local business leaders and neighborhood representatives; charged with helping businesses create jobs and helping to strengthen the city’s neighborhoods:

o Clustering Strategies – include Advanced Materials/Manufacturing, Sensors& RFID, Aerospace Technology, Regional Health Services

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http://www.daytondefense.org/

http://www.daytonchamber.org/

http://daytonregion.com/


http://www.ohioeda.com/

http://daytontechtown.com/

http://www.daytonohiobusiness.com/About-Us.aspx

http://www.montcnty.org/departments/economic_development/index.php


The Entrepreneurs Center (TEC) – passionate about making your entrepreneurial business dreams a reality


Ohio TechAngel Funds (OTAF) – managed by Rev1Ventures [also included in Columbus entry]

Ohio Investment Network – online matching service connecting Ohio entrepreneurs looking for funding with investors looking for profitable business opportunities [also included in Columbus entry]

The Entrepreneurs Center (TEC) – funding listing

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http://tecdayton.com/funding/



http://tecdayton.com/

9.0 APPENDIX B – A SAMPLE OF ADVANCED MANUFACTURING STAKEHOLDERS

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Ser Name of Organization Web Site Contact Name Phone Number EmailAssociations

1 Dayton Development Coalition http://daytonregion.com/ Jeff Hoagland, CEO

2 Dayton Defense http://www.daytondefense.org/ Deborah Gross, ED (937) [email protected]

3Dayton Region Manufacturers Association (DRMA) http://www.daytonrma.org/ Angelia Erbaugh, President (937) 949-4000 [email protected]

Government4 AFRL/RX & MANTEC http://www.wpafb.af.mil/afrl/rx Col Charles Ormsby, Acting Director5 AFRL Small Business Hub http://sbhub.wbi-icc.com/ (937) 424-8861 [email protected]

Academic6 Central State University https://www.centralstate.edu/ Cynthia Jackson-Hammond, President7 Clark State Community College https://www.clarkstate.edu/ Jo Alice Blondin PhD, President (937) 328-6001

8Ohio University at Russ Research Center

https://www.ohio.edu/engineering/russ-research-center/ Dennis Irwin PhD PE, Dean (740) 593-1474 [email protected]

9 Sinclair Community College https://www.sinclair.edu/ Dr Steven Johnson, President and CEO (937) 512-2525 [email protected]

10 UDRI https://www.udri.udayton.edu Allan Crasto PhD, Director (937) [email protected]

11 Wright State Research Institute https://wsri.wright.edu/ Tim Broderick, Director of Defense Solutions(937) [email protected]

Industry12 Accro-Cast Corporation http://www.accrocast.com/ (937) 228-0497 [email protected] Accu-Grind http://accugrind.net/wordpress/ (937) 224-3303

14Advanced Integrated Manufacturing (AIM) Center http://www.aimcenter.org/ (937) 512-5357

15 Advanced Machinery Companies http://www.advancedmachinery.com/ (937) [email protected]

16 Alro Steel http://www.alro.com/ (937) 253-612117 AFC Tool http://www.afctool.com/ (937) 275-8700 [email protected] Bastech, Inc. http://www.bastech.com/ (937) 890-9292 [email protected] Bimac http://bimac.com/ (937) 299-733320 Brinkman Tool & Die, Inc http://www.brinkmantool.com/ (937) 222-1161 [email protected] Budde Sheet Metal Works, Inc http://www.buddesheetmetal.com/ (937) 224-086822 Composite Advantage, LLC https://www.compositeadvantage.com/ (937) 723-903123 Dayton Gear http://www.daytongear.com/ (937) 866-040824 Dayton Precision Aerospace http://www.dayaero.com/ (937) 275-870025 Dayton Lamina http://www.daytonlamina.com/ (937) 859-511126 Dayton-Phoenix Group http://www.dayton-phoenix.com/ (800) 657-070727 DRT Mfg Co http://www.drtmfgco.com/ (937) 298-739128 Dysinger, Inc http://www.dysinger.com/ (937) 297-776129 F&G Tool Die Company http://www.fgtool.com/ (937) 746-365830 Fastlane - MEP @ UDRI http://www.fastlane-mep.org/ (937) 229-136831 GE Aviation https://www.geaviation.com/

32GEMCITY Engineering and Manufacturing (GEM) http://gemcity.com/ (937) 223-5544

33 GLT, Inc http://www.gltonline.com/ (937) 237-005534 Gosiger Incorporated http://www.gosiger.com/ (937) 228-517435 Hohman Plating http://www.hohmanplating.com/ (937) 228-219136 Hyland Machine Company http://hylandmach.com/ (937) 233-8600

37JBK Manufacturing and Development http://jbkmfg.com/ (937) 233-8300

38 Lewark Metal Spinning http://www.lewarkmetalspinning.com/ (937) 275-330339 Merrick Manufacturing http://www.merrickmanufacturing.com/ (937) 222-7164

40Midwest Tool & Engineering Company http://www.themidwesttool.com/ (937) 224-0756

41 Minco Tool & Mold, Inc http://www.mincogroup.com/ (937) 890-7905 [email protected] Monaghan Tooling Group http://monaghantooling.com/ (937) 253-7706 [email protected]

43 Motoman https://www.motoman.com/ (937) 847-6200 [email protected] National Oilwell Varco, LP http://www.chemineer.com/ (937) 454-3200 [email protected] Noble Tool http://www.nobletool.com/ (937) 461-4040 [email protected] NONA Composites LLC http://www.nonacomposites.com/ (937) 490-481447 Non-Ferrous Casting Company http://www.nonferrouscasting.com/ (937) 228-116248 Northwestern Tools Inc http://www.northwesterntools.com/ (937) 298-999449 Paradigm Industrial https://paradigmindustrial.com/ (937) 224-4415 50 ProtoBuild http://www.protobuildbar.com (937) 222-6253 [email protected] Pyramid Tool, Inc http://www.pyramidtool.com/ (937) 264-137552 Rack Processing http://rackprocessing.com/ (937) 294-191153 Resonetics https://resonetics.com/ (937) 865-407054 Reynolds Machinery http://www.reynoldsmachinery.com/ (937) 847-8121 55 Seepex http://www.seepex.com/ (937) 864-715056 Select Industries http://www.select.org/ (937) 233-919157 SelectTech http://www.selecttechservices.com/ (937) 438-990558 Strategy3 http://www.strategythree.com/ (937) 429-277959 Tangible Solutions http://tangiblesolutions3d.com/ (937) 912-460360 Techmetals, Inc http://techmetals.com/ (937) 253-531161 Trojon Gear http://www.trojon-gear.com/ (937) 254-1737 [email protected] UTC (Universal Technology Corp) http://www.utcdayton.com/ Dr. Jim Malas, Matls & Mfg (937) 426-2808 [email protected] Wicked Welding Inc http://wickedwelding.com/ (937) 454-9023

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