Nas sbir creare-case-09-19-05_final
Case study of Creare Inc, prepared in the context of the National Academy of Science review of the Small Business Innovation Research Program (2005).
Published on: Mar 3, 2016
Transcripts - Nas sbir creare-case-09-19-05_final
CAPITALIZING ON SCIENCE, TECHNOLOGY & INNOVATION AN ASSESSMENT OF THE SMALL BUSINESS INNOVATION RESEARCH PROGRAM CASE STUDY∗ Creare Inc. Philip E. Auerswald Center for Science and Technology Policy George Mason University August 2005∗ This case is based primarily on primary material collected by Philip Auerswald during an interview at Creare Inc.in Hanover, New Hampshire, on September 16, 2004 with Robert J. Kline-Schoder (Vice President, PrincipalEngineer), James J. Barry (Principal Engineer), Nabil A. Elkouh (Engineer). It is also based on preliminary research.A source on the early history of Creare was Philip Glouchevitch, “The Doctor of Spin-Off.” Valley News 12/8/96,E1 and E5. We are indebted to Creare Inc. for their willingness to participate in the study and in offering both awealth of information to cover the various aspects of the study and his broad experience with the SBIR program andwith high technology in the context of small business. This document is intended for circulation within the NASSBIR Review Team only. Views expressed below are those of the authors, not of the National Academy of Science.
NAS SBIR Study Case StudyCreare Inc. 10/14/2011 I. OverviewCreare Inc. is an privately held engineering services company located in Hanover, NH. Thecompany was founded in 1961 by Robert Dean, formerly a research director at Ingersoll Rand. Itcurrently has a staff of 105 of whom 40 are engineers (27 PhDs) and 21 are technicians andmachinists. A substantial percentage of the company’s revenue is derived from the SBIRprogram. As of Fall 2004, Creare had received a total of 325 Phase I awards, 151 Phase IIawards—more in the history of the program than all but two other firms.1 While its focus is onengineering problem solving rather than the development of commercial products, since itsfounding it has been New Hampshire’s version of Shockley Semiconductor, spawning a dozenspin-off firms employing over 1500 people in the immediate region, with annual revenuesreportedly in excess of $250 million.2Creare’s initial emphasis was on fluid mechanics, thermodynamics, and heat transfer research.For its first two decades its client base concentrated in the turbo-machinery and nuclearindustries. In the 1980s the company expanded to energy, aerospace, cryogenics, and materialsprocessing. Creare expertise spans many areas of engineering. Research at Creare now bridgesdiverse fields such as biomedical engineering and computational fluid and thermodynamics.At any given point in time Creare’s staff is involved in approximately 50 projects. Of the 40engineers, 10-15 are active in publishing, external relations with clients, and participation inacademic conferences. The company currently employs one MBA to manage administrativematters (though the company has operated for long periods of time with no MBAs on staff). AsVice President and Principal Engineer Robert Kline Schoder states, “Those of us who are leadingbusiness development also lead the projects, and also publish. We wear a lot of hats.”The company’s facilities comprise a small research campus, encompassing over 43,000 squarefeet of office, laboratory, shop, and library space. In addition to multipurpose labs Creare’s1 The other two firms are Foster-Miller (recently sold, and no longer eligible for the SBIR program) and PhysicalScience Inc.2 A list is given in Appendix A.2
NAS SBIR Study Case StudyCreare Inc. 10/14/2011facilities include a chemistry lab, a materials lab with a scanning electron microscope, a clean-room, an electronics lab, cryogenic test facilities, and outdoor test pads. On-site machine shopsand computer facilities offer support services. II. Firm DevelopmentFounding and growthCreare’s founder, Robert (Bob) Dean, earned his PhD in engineering (fluid/thermal dynamics)from MIT. He joined Ingersoll Rand as a director of research. Not finding the research work in alarge corporation to his liking, he took an academic position at Dartmouth’s Thayer School. Soonthereafter, he and two partners founded Creare. One of the two left soon after the company’sfounding; the other continued with the company. But for its first decade, Robert Dean was themotive force at Creare.Engineer Nabil Elkouh relates that the company was originally established to “invent things,license the inventions, and make a lot of money that way.” Technologies that would yieldlucrative licensing deals proved to be difficult to find. The need to cover payroll led to a searchfor contract R&D work to cover expenses until the proverbial “golden eggs” started to hatch.The culture of the company was strongly influenced by the personality of the founder, who washighly engaged in solving research and engineering problems, but not interesting in building acommercial company—indeed, it was precisely to avoid a “bottom line” preoccupation that hehad left Ingersoll Rand. Thus, even the “golden eggs” that Bob Dean was focused on discoveringwere innovations to be licensed to other firms, not innovations for development at Creare.As Elkouh observes “the philosophy was—even back then—that what a product business needsisn’t what an R&D business needs. You’re not going to be as creative as you can be if you’redoing this to support the mother ship… Products go through ebbs and flows and sometimes theyneed a lot of resources.” Furthermore, Dean was a “small organization person,” much morecomfortable only in companies with a few dozen people than in a large corporation. A case inpoint: In 1968, Hypertherm was established as a subsidiary within Creare to develop andmanufacture plasma-arc metal-cutting equipment. A year later Creare spun off Hypertherm.3
NAS SBIR Study Case StudyCreare Inc. 10/14/2011Today, with 500 employees, it is the world leader in this field.By 1975, an internal division had developed within Creare. Where Dean, the founder, continuedto be focused on the search for ideas with significant commercial potential, others at Crearepreferred to maintain the scale and focus consistent with a contract research firm. The firm split,with Dean and some engineers leaving to start Creare Innovations. Creare Innovations enduredfor a decade, during which time it served as an incubator to three successful companies: Spectra,Verax, Creonics.The partners who remained at Creare Inc. instituted “policies of stability” that would de-emphasize the search for “golden eggs”—ultimately including policies, described below, tomake it easy for staff members to leave and start companies based upon Creare technologies.The nuclear power industry become the major source of support for Creare. That changedquickly following the accident at Three Mile Island. At about the same time, the procurementsituation with the Federal government changed. Procurement reform made contracting with theFederal government a far more elaborate and onerous process than it had been previously. Asresearch funds from the nuclear industry disappeared and federal procurement contracts becameless accessible to a firm of Creare’s size, the company was suddenly pressured to seek newcustomers for its services.In the wake of these changes came the SBIR program. The company’s president at the time, JimBlock, had worked with the New Hampshire Senator Warren Rudman, a key Congressionalsupporter of the original SBIR legislation. As a consequence, the company knew that SBIR wason its way. Creare was among the first firms to apply for, and to receive, an SBIR award.Elkouh notes that “early in the program, small companies hadn’t figured out how to use it.Departments hadn’t figured out how to run the program.” The management of the project was adhoc. The award process was far less competitive than it is today.” Emphasis oncommercialization was minimal. Program managers defined topics according to whether or notthey would represent an interesting technical challenge. There was little intention on the part ofthe agency to use the information “other than just as a report on the shelf.”4
NAS SBIR Study Case StudyCreare Inc. 10/14/2011 III. ImpactsFrom the earliest stages of its involvement in the SBIR program, Creare has specialized insolving agency initiated problems. Many of these problems required multiple SBIR projects, andmany years, to reach resolution. In most instances, the output of the project was simplyknowledge gained—both by Creare employees directly, and as conveyed to the funding agencyin a report. Impacts of the work were direct and indirect. As Elkouh states: “You’re a piece in thegovernment’s bigger program. The Technical Program Officer learns about what you’re doing.Other people in the community learn about what you’re doing—both successes and failures. Thatcan influence development of new programs.”Notwithstanding the general emphasis within the company on engineering problem solvingwithout an eye to the market, the company has over thirty years generated a range of innovativeoutputs. The firm has 21 patents resulting from SBIR funded work.3 Staff members havepublished dozens of papers. The firm has licensed technologies including high-torque threadedfasteners, a breast cancer surgery aid, corrosion preventative coverings, an electronic regulatorfor firefighters, and mass vaccination devices (pending). Products and services developed atCreare include thermal-fluid modeling and testing, miniature vacuum pumps, fluid dynamicssimulation software, network software for data exchange, and the NCS Cryocooler used on theHubble Space Telescope to restore the operation of the telescope’s near-infrared imaging device.In some cases, the company has developed technical capabilities that have remained latent foryears until a problem arose for which those capabilities were required. The cryogenic cooler forthe Hubble telescope is an example. The technologies that were required to build that cryogenicrefrigerator started being developed in the early 80s as one of Creare’s first SBIR projects. Over20 years, Creare received over a dozen SBIR projects to develop the technologies that ultimatelywere used in the cryogenic cooler. Additionally, Creare has been awarded “Phase III”development funds from programmatic areas that were 10 times the magnitude of all of thecumulative total of SBIR funds received for fundamental cryogenic refrigerator technology3 Numbers as of Fall 2004.5
NAS SBIR Study Case StudyCreare Inc. 10/14/2011development. However, until the infrared imaging device on the Hubble telescope failed due tothe unexpectedly rapid depletion of the solid nitrogen used to cool it, there had been no near-term application of the technologies that Creare had developed. The company has built fivecryogenic cooler prototypes, and has been contacted by DoD primes and other large corporationsseeking to have Creare custom build cryogenic coolers for their needs.4Cooling systems for computers provide another example. The company worked intensively for anumber of years in two-phase flow for the nuclear industry. This work branched into studies oftwo-phase flow in space—that is, a liquid-gas flow transferring heat under micro-gravityconditions. In the course of this work, the company developed a design manual for coolingsystems based on this technology. The manual sold fifteen copies. As Elkouh observes, “therearen’t that many people interested in two-phase flow in space.” A Creare-developed computermodeling program for two-phase flows under variable gravity had a similar limited market. Tenyears later, Creare received a call from a large semiconductor manufacturing company seekingnew approaches to cooling its equipment because fans and air simply were not working anymore. This led to a sequence of large industrial projects doing feasibility studies and design workto assist the client in evaluating different possible cooling systems, including two-phaseapproaches. The work covered the spectrum from putting together complete design methods—based on work performed under SBIR awards—to building experimental hardware. Mostrecently, NASA has contacted Creare with a renewed interest in the technology. From the agencystandpoint, there is a benefit to Creare’s relative stability as a small firm: they don’t have to goback to square one to develop the technologies, if a need disappears and then arises again yearslater.As academic research in the 1990s demonstrated the power of small firms as machines of jobcreation, the perception of the program changed. In the process, the relationship of perennialSBIR recipient firms such as Creare changed as well. These new modes of relationship, andsome recommendations for the future, are described below.4 See NASA, 2002 (July/August). “Small Business/SBIR: NICMOS Cryocooler—Reactivating a HubbleInstrument,” Aerospace Technology Innovation, vol 10 (4): pp. 19-21. <ipp.nasa.gov/innovation/innovation104/6-6
NAS SBIR Study Case StudyCreare Inc. 10/14/2011Spin-off companiesThe success of the numerous companies that have spun off from Creare naturally leads to thequestion: Is fostering spin-offs an explicit part of the company’s business model?The answer is no to the extent that the company does not normally seek an equity stake incompanies that it spins off. The primary reason has to do with the culture of Creare. Elkouhstates that, as a rule, Creare has sought to inhibit firms as little as possible. “If you encumberthem very much, they’re going to fail. They are going to have a hard enough row to hoe to getthemselves going. So, generally, we’ve tried to institute fairly minimal encumbrances on them.We’ve even licensed technology to companies who’ve spun off on relatively generous terms forthem.”Does the intermittent drain of talent and technology from Creare due to the creation of spin-offfirms create a challenge to the firm’s partners? According to Kline-Schoder, no: “It has nothappened all that often and when it has, opportunities for people who stay just expand. It’s notcheap [to build a company] starting from scratch. So there’s a barrier to people leaving and doingthat. The other thing—in some sense, is that Creare is a lifestyle firm. Engineers are given a lotof freedom—a lot of autonomy in terms of things to work on. We think that Creare is a ratherattractive place to work. So there’s that barrier too.” IV. Role of the SBIR ProgramThe founding of Creare pre-dated the start of the SBIR program by 20 years. However, SBIRcame into being at an extremely opportune moment for the firm. It is very difficult to saywhether or not the firm would have continued to exist without the program, but it is plain that thestreamlined government procurement process for small business contracting ushered in by theSBIR program facilitated its sustainability and growth. In the intervening years, the SBIRprogram and technologies developed under the program have become the primary sources ofrevenue for the firm.What accounts for the company’s consistent success in winning SBIR awards? Kline-Schodersmallbiz1.html>. See also <http://www.nasatech.com/spinoff/spinoff2002/goddard.html>.7
NAS SBIR Study Case StudyCreare Inc. 10/14/2011relates that “I’ve come across companies that have spun-out of a university or a largerorganization. I routinely receive calls—five years or more after I met these start ups--calling usand asking ‘We were wondering, how you guys have been so successful? Can you tell us how doyou do it?’”As reported by the firm’s staff members, Creare’s rate of success in competitions where it has noprior experience with the technology or no prior relationship with the sponsor—“cold”proposals—is about the same as the overall average for the program. However, in domains whereit has done prior work, the company’s success rate is higher than that of the program overall. Insome of these cases the author of the technical topic familiar with Creare’s work may contact thefirm to make them aware of the topic (this phenomenon is not unique to Creare).Where the company has success with “cold proposals,” it is often because the companysuccessfully bridges disciplinary boundaries. In these instances, as Elkouh states, “we may havedone something in one field. Someone in a different field needs something that’s related to ourprevious work and we carry that experience over.” V. Improving the Administration of the SBIR ProgramAccording to Creare’s current staff members, the single most significant determinant of thePhase III potential of a project is the engagement of the author of the technical topic. Kline-Schoder states: “If your goal is to, at the end, have something that transitions (eithercommercially or to the government) having well written topics with authors who are energeticenough and know how to make that process happen. Oftentimes we see that you developsomething, it works—it’s great—and then the person on the other side doesn’t know what to do.Even if you sat it on a table, the government wouldn’t know how to buy it. There’s nomechanism for them to actually buy it.”It is something of an irony that today, forty years after its founding, Creare is increasinglyfulfilling the original ambitions of its founder: earning an increasing share of its revenue fromthe licensing of its technologies. Here, also, the active engagement of the topic author is critical.In one instance Elkouh worked with a Navy technical topic manager who saw the potential in acovering that had been developed at Creare with SBIR funds. This individual introduced him to8
NAS SBIR Study Case StudyCreare Inc. 10/14/2011over 300 people, and helped set up 100 presentations. That process led to Creare making aconnection with a champion within a program area in the Navy who had the funds and waswilling to seek a mechanism to buy the technology from Creare for the Navy’s use.However, even in this instance, concluding the license was not a simple matter. Theappropriation made it into the budget—but that funding was still two years away. Elkouh: “Thegovernment funded the development of the technology because there was a need. Corrosion isthe most pervasive thing that the Navy actually fights—a ship is a piece of metal sitting in saltwater. There were reports from the fleet of people saying ‘We want to cover our whole ship inthis.’ So now you have the people who use it say they want it, but who buys it? There is thisvacuum right there—who buys it?”With regard to contracting challenges, the SBIR program has largely solved the problem of asmall business receiving R&D funds. From the standpoint of the staff interviewed at Creare, thecontracting process directly related to the award is straightforward. What the SBIR program hasnot solved is the challenge of taking a technology developed under the SBIR program andfinding the place within the agency, or the government, that could potentially purchase thetechnology.Large corporations are no more willing to fund technology development than are governmentagencies. Kline-Schoder reports being approached by a large multi-national interested in atechnology that had been developed at Creare. The company offered to assist Creare withmarketing and distribution once the technology had been fully developed into a product.However, the company was unwilling to offer any of the development funds required to get froma prototype to production.A further obstacle to the commercial development of SBIR funded technology are clauses withinthe enabling legislation pertaining to technology transfer. Kline-Schoder: “FAR clauses were inexistence before the SBIR program. They were inherited by the SBIR program, but they don’t fit.For instance, they state that the government is entitled to a royalty-free license to any technologydeveloped under SBIR. But there has never been a clear definition of what that means.” In oneinstance Creare developed a coating of interest to a private company for use in a specificproduct. The Federal government was perceived ultimately to be the major potential market for9
NAS SBIR Study Case StudyCreare Inc. 10/14/2011the product in question. The issue arose: Could the company pay a royalty to Creare for itstechnology, given that it would be prohibited from passing on the cost to the Federal buyer?Contracting challenges related to the FAR clauses created a significant obstacle to thecommercialization of the technology, even when two private entities were in agreement on itspotential value. “We could potentially be sitting here now looking at fairly substantial licensingrevenues from that product as would [the corporate partner] and it’s not happening because ofthat IP issue.”A second issue pertaining to the intellectual property pertains to timing. As the clause is written,a company that invents something under an SBIR is obliged to disclose the invention to thegovernment. Two years from the day that the company discloses, it must state whether or not itwill seek a patent for the invention. However, the gap between the start of Phase I and the end ofPhase II is most often longer than two years. So the SBIR funded company is placed in theawkward position of being compelled to state whether or not it intends to seek a patent on atechnology essentially before it is clear if the technology works. Pressure to disclose inventionshas increased over time, as the commercial focus of the program has intensified. The timepressure is even more severe when Creare seeks to find the specific corporate partner who wantsto use the technology in a product. The requirement also, importantly, precludes the SBIRfunded company from employing trade secrets as an approach to protecting its intellectualproperty—in certain contexts, a significant constraint. Kline-Schoder: “Patenting is not the onlyway to protect intellectual property. The way things are structured now, you don’t have thatchoice. No matter what invention you disclose, you have to decide within two years whether ornot to patent. If you don’t patent, then the rights revert to the government.” In this context,Creare has a much longer time horizon that most small companies.The view expressed by the Creare staff-members interviewed was that the size of awards isadequate for the scope of tasks expected. The variation in program administration amongagencies is a strength of the program—although creating uniform reporting requirements forSBIR Phase III and commercialization data would significantly reduce the burdens on thecompany.Finally, from an institutional standpoint, no substitutes exist for the SBIR program. Private firms10
NAS SBIR Study Case StudyCreare Inc. 10/14/2011often will not pay for the kind of development work funded by SBIR. Once the scale of aproposed project grows over $100K, a private company will question the value of outsourcingthe project. Lack of control is also a concern. VI. ConclusionCreare appears to occupy a singular niche among SBIR funded companies. The company’s fortyyear history as a small research firm is one characteristic that sets it apart from other SBIRfunded firms. The many spin-offs it has produced is a second. However, from the standpoint ofits ongoing success in the SBIR program and in providing corporate consulting services, Creare’smost significant differentiating characteristic may be its range of expertise. The scope of theSBIR funded work at Creare is very broad. The reports of staff members suggest that the firm’scompetitive advantage relative to other small research firms is based to a significant extent onthat breadth. “A lot of companies compartmentalize people,” as Elkouh observes. “Everybodyhere is free to work on a variety of projects. At the end of the day, the companies I work withthink that is where we bring the value.” The same factor may account for the longevity of thefirm. “We diversified internally by hiring people in different areas. That is when the cross-pollination happened.” Areas come and go. Small product companies or small startup companiesfocused in one area will struggle when the money disappears for whatever reason. Havingevolved into a diversified research firm, Creare has endured.11
NAS SBIR Study Case StudyCreare Inc. 10/14/2011Appendix A.Sample of Independent Companies with Origins Linked to Creare • Hypertherm, now the world’s largest manufacturer of plasma cutting tools, was founded in 1968 to advance and market technology first developed at Creare. Hypertherm is consistently recognized as one of the most innovative and employee-friendly companies in New Hampshire. • Creonics, founded in 1982, is now part of the Allen-Bradley division of Rockwell International. It develops and manufactures motion control systems for a wide variety of industrial processes. • Spectra, a manufacturer of high-speed ink jet print heads and ink deposition systems (now a subsidiary of Markem Corporation) was formed in 1984 using sophisticated deposition technology originally developed at Creare. • Creare’s longstanding expertise in computational fluid dynamics (CFD) gave birth to a uniquely comprehensive suite of CFD software that is now marketed by Fluent (a subsidiary of Aavid Thermal Technologies Inc.), a Creare spin-off company that was started in 1988. • Mikros, founded in 1991, is a provider of precision micro-machining services using advanced electric discharge machining technology initially developed at Creare.12