When you ask a licensing professional to work entirely on contingency, you are asking them to invest their time, expertise, relationships, research capability and commercialization experience in an asset you own. Here is how to think about what that investment is really worth.
Every startup founder knows the pitch deck matters. You work over the problem slide, challenge your market assumptions, refine the financials, and rehearse the presentation until you can practically give it from memory. All of that matters. But there’s something potentially more persuasive than another slide in the deck: evidence
He had done a lot of things right before we ever spoke. The intellectual property was solid, clearly defined, and already validated. It was a process technology designed to improve efficiency in an industrial application, reducing operating costs and material waste. There were measurable results, a clear economic benefit, and
Getting a meeting with a prospective licensee feels like a big win, and it is. You may have spent months, sometimes years, developing your technology, filing patents, building prototypes, researching the market, preparing presentations and trying to figure out which companies might actually be interested. Then one of those companies
If you’re developing healthcare technology today, one of the most important questions you can ask yourself isn’t whether your innovation works—it’s whether you’re thinking too small. That may sound surprising, especially if you’ve spent years developing a technology, validating it, protecting it, and refining its commercial potential. Most innovators become
Most early-stage founders think about R&D spending in one direction: money out. You fund the research, develop the technology, test it, refine it, protect the intellectual property and keep investing until, hopefully, you have something you can bring to market. That makes sense if you think of R&D strictly as
The Real Reason Your Patent Isn’t Getting Licensed Here’s what venture capitalists and startup researchers have known for years: startups don’t usually fail because the market rejected them. They fail because the founders give up. Paul Graham of Y Combinator calls it “startup suicide.” Noam Wasserman’s research found that
Expanding into a new market always looks exciting from the outside. Maybe it’s a new country, a different industry, another customer base, or a distribution channel you haven’t pursued before. You look at the size of the opportunity and naturally start thinking about how much business you could generate. But
You’re in the raise. Maybe you’ve had a few good conversations. Maybe you’re already in due diligence with one fund and circling back with two others. You know the round is coming — it’s just a matter of when. And the burn clock is ticking. Every founder who’s been through
