tech professional magazine - may 2009

2 Tech Professional Magazines Summer 2009 www.techpromagazines.com

Message from the editor:

Since the branding of the Capital Region as Tech Valley began more than ten years ago, we have made huge steps in gaining international recognition for the economic development taking place here. Tech Valley is home to companies developing technology that is used in the U.S., and also around the world!

In this issue, we focus on Tech Valley companies doing business globally. Both XOS and SuperPower have strong ties to Tech Valley and are doing large-scale international business. Their products are highly regarded in their respective industries by experts in the U.S. and overseas.

Tech Valley is also home to several world-class educational institutions. Albany Law School and its Center for Law and Innovation are providing programs not just for students, but for entrepreneurs and businesses in Tech Valley.

Tech Valley is not just local – it’s global!

cOVER sTORY 8XOS founder, David Gibson, reflects on the international success of the company and the challenges along the way.

Editor’s Note: As this issue was going to print, Dr. Walter M. Gibson, co-founder of XOS, passed away at his home in Clarksville surrounded by his family. Prior to founding XOS in 1990, he was a researcher at Bell Laboratories; and served as chairman of the physics department, acting VP for research, and dean of graduate studies at UAlbany. His latest research was in collaboration with the Alzheimer’s Center of Albany Medical Center. This article documenting the history of XOS is dedicated to Dr. Gibson’s memory.

SUPERPOWER, INC 4Truate Lehner, Director of Marketing and Government Affairs, shares insight about the development of the international business, and its exciting future.

ENTERING GLOBAL 6MARKETSKate Baker, business advisor at the Small Business Development Center, explains the issues involved in entering international markets.

EXPLORING THE FUTURE 12 of LAW AND INNOVATIONProfessor Annette Kahler talks about how the Center for Law & Innovation at Albany Law School stays at the forefront of technology, law and business.

OBTAINING PATENTS 11AROUND THE WORLDRegistered Patent Attorney, Maxine Barasch, discusses procedures for obtaining patents in the U.S., and overseas under the Patent Cooperation Treaty.

On the Cover: David Gibson, XOSPhotography by: Rob Totaro/Totaro Photography

© 2009 Tech Professional Magazines. Trademarks are property of their respective owners. Reproduction prohibited without permission.

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Maxine L. BaraschEditor-in-Chief

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What is the mission of SuperPower, Inc.?

SuperPower’s mission is to be the leading commercial provider of state-of-the-art superconducting materials and related devices.

Tell us about the technology SuperPower develops.

SuperPower, Inc. is the world leading developer and producer of second-generation high temperature superconducting (2G HTS) wire. Superconductors are materials that, when cooled to very low temperatures (that is about 77 Kelvin, or -321 F) lose all resistance to the flow of electrons and are, therefore, essentially perfect conductors. Conventional conductors, such as copper wire, lose 7-10% of the current they carry due to resistance. The use of 2G HTS wire in the field of energy technology for devices such as underground power cables, fault current limiters and transformers provides the advantages of greater current-carrying capacity in the same cross section, increased efficiency and reliability, and improved power quality. Because these devices are cooled with liquid nitrogen, as opposed to oil, environmental and safety benefits are also realized. Superconductors also provide benefits to devices in other fields of technology including healthcare, general industry, transportation, space, military and scientific research. The unique characteristics of 2G HTS wire allows for magnets that operate at significantly higher fields, thereby enabling faster and better imaging quality. The compact size of the wire as compared to copper wire of the same current-carrying capacity results in devices that are significantly smaller and lighter, an important consideration where size and weight are limiting factors.

What is the size of the company?

The company has grown from an original staff of 20 in the year 2000 to about 70 today. Approximately 50 are technologists including scientists, engineers and technicians. The staff is made up of highly skilled individuals from around the world. SuperPower’s sales have been increasing year over year since the introduction of product on a commercial basis in 2006, and the company expects to become cash-flow positive before much longer. Support continues to be provided by Philips, as well as through outside funding from a variety of sources.

Tell us about the history of the company.

SuperPower originates from the Technology Development operation of Intermagnetics General Corporation and was separated as a wholly-owned subsidiary in 2000.

High temperature superconductors were discovered in 1986 and Intermagnetics quickly formed a group dedicated to working on the technology in 1987. The original focus was on the so-called first generation, or BSCCO-based

superconductors. In 1999, this work was discontinued in favor of a dedicated focus on the second-generation, or YBCO-based superconductors. Unlike 1G HTS wire that is comprised of nearly 70% mint grade silver and is produced in a labor-intensive batch process, 2G HTS wire contains only a very small amount of silver and is manufactured in an automated, reel-to-reel process, akin to the production of semiconductors. For these reasons, SuperPower was formed to focus on the development and commercialization of 2G HTS wire with the expectation that this product would ultimately attain a price level that could be accepted by the marketplace. Additionally, the wire has already proven to be more robust and higher-performing than its predecessor.

Following the acquisition of Intermagnetics by Philips in 2006, SuperPower is now a wholly-owned subsidiary of Royal Philips Electronics N.V.

Located in Schenectady, New York, SuperPower, Inc., leads the world in the commercial production of second-generation (2G) high temperature superconducting (HTS) wire that offers enormous benefits for a wide variety of devices in the fields of energy technology, alternative energy, healthcare, transportation, scientific research, defense and industry. The company, now a sub-sidiary of Royal Philips Electronics N.V., was formed in March 2000 to provide a strong focus for the development and com-mercialization of HTS technology in order to address the need for increased efficiency, improved power quality and reliability and safety for devices in the field of energy technology. Traute (Trudy) Lehner, Director of Marketing and Government Affairs, discussed with us where the company has been and what to expect in its exciting future.

Left to right: Venkat Selvamanickam, Ph.D. - Chief Technology Advisor, Traute Lehner, and Arthur P. Kazanjian - General Manager and Finance Director

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Why did SuperPower choose Tech Valley as the location for its headquarters?

SuperPower’s former parent, Intermagnetics, has a long history in Tech Valley. It was formed as a spin-off of Schenectady’s General Electric in 1971, and has remained in the Capital Region ever since, originally located in Guilderland and then moving its headquarters to Latham in 1994. At its establishment as a subsidiary organization, SuperPower was relocated to its current facility on Duane Avenue, a nearly 150 year old, renovated building in the Empire Zone of Schenectady, and less than a mile from the GE Schenectady facility.

In which countries does the company do business and why?

SuperPower does business with a global customer base in Europe, Asia, South America, New Zealand, and the U.S. Superconductivity is a technology that is recognized around the world as providing benefits in a wide variety of fields of application, most notably energy and alternative energy. These are areas of concern for the world as a whole. As one of only a handful of organizations around the world producing 2G HTS wire, and recognized as the world leader in the field, SuperPower’s wire is in great demand by those active in the development of high-temperature superconductivity-based devices.

What strategies has SuperPower used to successfully enter an international market?

Being among the first to begin the development of 2G HTS wire nearly 10 years ago, SuperPower has been a leader in the field for about ten years. As such, we have participated in all of the worldwide scientific meetings and conferences during this time and have become recognized for our accomplishments by the entire superconductivity community around the world.

We have created partnerships with other world-class partners in a number of demonstration projects, most notably the Albany HTS Cable Project, in which we worked with Sumitomo Electric Industries, Linde (formerly known as BOC) and National Grid to successfully design, fabricate, install and test a 350 meter long high-temperature superconductor cable in the National Grid system in Albany. Such successful demonstration projects are critical to the acceptance of a new technology by industry and the public.

We have now built a marketing organization that actively participates in the international market by way of conferences, exhibitions, trade shows and customer visits, directly and with the support of country representatives.

What has been the greatest challenge to SuperPower in developing international business?

The current economic situation certainly creates challenges. The fluctuating rate of exchange around the world makes the achievement of price targets more difficult. Of course, keeping strong relationships with customers around the world requires a great deal of coordination because of time differences and schedules, cultural and linguistic differences, and so on, but SuperPower itself has a widely diverse workforce, so we are sensitive to these issues and operate accordingly. The use of local, in-country representatives is also very important.

What are some accomplishments SuperPower is most proud of?

SuperPower is certainly proud of its technological accomplishments. Remaining the world leader in this complex technology has required a high level of skill and commitment on the part of our entire organization. We are consistently ranked first in the world in metrics that include wire performance (how much current the wire can carry), length of single wire segments produced (important because including a lot of splices in the wire would negate the benefits of our superior product), mechanical properties (robustness, tensile strength, bend diameters, etc.), total production capacity, and variety of wire configurations offered (to meet specific needs of a variety of device applications). We are also proud of our commitment to work hand-in-hand with our customers to meet their needs and to ensure that the devices they are developing are successful, because, only then, will superconductivity become a technology that is routinely adopted in the marketplace.

What does the future hold for the company?

The team at SuperPower is quite optimistic that the technology to which we have been so dedicated for nearly ten years now, will provide important benefits for society in a wide variety of areas. We expect that our wire will help to improve the generation, transmission, distribution and storage of energy. We expect that we will help to improve the diagnosis and treatment of a variety of prevalent illnesses by enabling greatly improved medical devices. We look forward to improving efficiency in industry by enabling stronger, smaller and lighter rotating machinery. We expect that the adoption of our 2G HTS wire and coils in these and other areas of application will lead to an enormous market that will ensure the success of the company, growth in the workforce, and important economic contributions to Schenectady, New York State and the U.S.


Whether or not to enter international markets is a challenging question for many small businesses; yet what can be more challenging is navigating the process of doing business outside of the United States. The top three challenges to businesses entering international markets are typically, adapting to foreign cultures, protecting intellectual property, and allotting for the additional operating and marketing costs of doing business internationally. Prior to entering international markets, companies need to spend sufficient time and resources researching the international markets that they are entering.

When it comes to accounting for foreign cultures, the process involves every aspect of your business including language barriers, customs and business patterns, product/service names and translation, product/service acceptability, and local laws and customs. Taking the time prior to entering an international market to research and understand the culture that you are looking to do business with can prevent some major cultural faux pas. In 2004, a well-known U.S. company was widely criticized for controversial advertisements in both China and Singapore for culturally offensive advertisements resulting in the ban of television advertisement in China. Taking the time to research and understand the culture in advance, can increase your potential for success in the foreign market as well as help you to avoid costly mistakes.

The ability of the business to protect its Intellectual Property and Trade Secrets is one of the greatest concerns of small businesses when entering international markets. As intellectual property law fluctuates from country to country, a company needs to investigate their rights and obligations prior to entering a foreign market. It is highly recommended that you consult with an Intellectual Property Attorney prior to entering international markets for a clear representation of the foreign laws, rights and responsibilities.

The additional costs of doing business on a global scale can includes product modifications (electrical), translation services, marketing, advertising, shipping and freight, customs, communications and travel expenses. Pricing out the additional cost of doing business and developing a comprehensive financial projection that will account for these additional expenses will assist you in evaluating the value of entering the foreign market prior to expending significant dollars. Breaking into a new market takes time, energy and financial resources, and international markets are in this sense no different. Plan ahead to have sufficient resources to address the new (international) market.

Doing business internationally can become one of your company’s keys to growth and future success. Take some time in advance of entering the international trade arena to do your homework and make the most of the opportunities.

ENTERING GLOBAL MARKETS Small BusinessPerspective

Kate Baker is a business advisor at the Small Business Development Center (SBDC) at the University at Albany. The SBDC offers free guidance and workshops to area small businesses.

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an executive desk operated by skilled scientists that can measure just about anything, we provide analyzers for a specific problem the size of a laser printer and operable “in the field” without extensive training.

One major target market is the petroleum industry, to measure sulfur in diesel fuel at the very low levels required as of 2006 under the Clean Air Act. So instead of previous methods that required the scientists in the white coats in labs, our analyzers do not require higher than a high school education to operate, and only require 15 minutes of training, and operate “in the field.” This SINDIE (sulfur-in-diesel) equipment was so responsive to the needs of industry, that we achieved better than 90% market share with refineries and pipelines in North America - with just about every major petroleum company as a customer.

We are actively targeting other applications, for example, lead in toys now controlled under the 2008 Consumer Product Safety Improvement Act (CPSIA). Our system nondestructively measures lead (and other toxins) in the paint and separately what’s below the paint. We have plans for many other application-specific analyzers for use in the field, factory, and clinic. We will be busy for a long time.

Who founded the company?

Two scientists and I founded XOS. Initially the scientists, one in the Soviet Union, and the other, my father, Dr. Walter Gibson, a professor at the University of Albany, continued development work in their academic roles while I worked on the commercialization at the Company.

Why Tech Valley?

My company and I are here by choice, not by default. I moved here to start the company to be able to work with some of the universities in the area. We started in an incubator at the University at Albany, at the time the only academic-based research group for this technology in the U.S. We also made extensive use of RPI, in particular the Lally School, for assistance in management issues. When we were large enough to move out of the university incubator, we were courted by a number of places across the country. Our employees wanted to stay here for quality-of-life issues such as reasonable cost housing,

What is the mission of XOS?

The mission of XOS is to be the world leader in innovative, application-specific analyzers, and x-ray optics and components, that move measurement capabilities from the lab to the factory, field, and clinic.

Tell us more about the technology.

We started in 1990 when there were no practical x-ray optics available for materials analysis applications. X-rays are generated like light from a light bulb - they transmit in all directions. Recognizing a need to control x-rays in practical systems, we developed two types of x-ray optics. One type focuses a wide range of wavelengths and the other selects and focuses just a single wavelength. XOS dominates both markets worldwide, technically and commercially.

Tell us about the size of the company.

We have about 75 employees in Tech Valley right now, a few sales and service people elsewhere, and our distributors have perhaps 400 or more sales and service reps around the world. More than half of our employees are technologists, for example, physicists, material scientists, analytical chemists, and a variety of engineering disciplines. All development and manufacturing is located in our Tech Valley headquarters.

Tell us about the history of the company.

We started in 1990 to commercialize x-ray optics technology from classified work in what was then the Soviet Union. It took about five years to demonstrate feasibility and sell the first optic. It was a tough path funded by credit cards, selling our homes, and using up all our savings until we started to win federal R&D contracts. It then took another four to five years before we were able to sell optics to original equipment manufacturers or “OEMs.” They put the optics in equipment and sell the equipment to end users. We now provide optics to almost every major x-ray analytical-instrument company in the world. As a complementary business, we also use our own optics to develop and market small and easy-to-use analyzers that measure the composition of materials. Our goal is not to replicate sophisticated general-purpose laboratory equipment. Instead of a lab system the size of

David Gibson is a founder and President of XOS. David’s education includes BS and MS degrees from MIT in engineering, economics, and management. XOS is a leading designer and manufacturer of application specific x-ray analyzers, and their key technologies: x-ray optics and components. These mission-critical analyzers address pressing problems in many industries including the measurement of lead in toys; and sulfur and chlorine in petroleum products. XOS is headquartered in Tech Valley with a highly educated and experienced team, and has established direct OEM sales, distribution and service channels throughout the world.


safe neighborhoods, good public schools, recreation, etc. We were able to stay because the infrastructure for growth exists here - suppliers, machine shops, attorneys (IP, immigration, corporate), search firms, top-notch banks, universities, etc. We have active joint development programs with the world class centers of NY’s Wadsworth Laboratory/HRI, Albany Medical Center, RPI, Stratton VA, and others. So we came for the universities, we wanted to stay for the quality of life, and we were able to stay due to Tech Valley’s infrastructure.

Tell us how you started at an incubator.

The University at Albany incubator was incredibly important. It allowed us to start a technology company with far less capital than we would otherwise need. For example we had access to millions of dollars of equipment without having to buy it. We were better able to access federal R&D funding because we could show that we had access to the necessary resources. At the same time we also provided multiple benefits to the University. We subcontracted work to university researchers. It also helped them get projects from the government (e.g., National Science Foundation, Department of Energy, National Institutes of Health, and Department of Defense) because they could demonstrate a path by which the research could be commercialized.

Tell us about the countries the company does business with.

Our optics customers are worldwide. We sell to European (broadly defined), North American, and Asian (Japan, China, and Korean) players. For the analyzer business, we’ve now built distribution channels to the petroleum industry through most of the world. For the lead-in-toys analyzers, there are customers everywhere things are made and used. We go where the customers are.

What strategies have you used to enter international markets?

Strategies for selling in international markets involve being part of the community, not just selling to the community. We present at trade shows and scientific conferences worldwide, and we don’t just pitch our

equipment, but show the results and applications. We have to be a credible supplier of information, which means we must report on both our successes and failures. Often, we work with a “lead” user who tries the product and gets good results, which causes other people in the same field to want the same technology. We have people traveling in Europe and Asia right now. You use email and skype a lot, telephone some, but ultimately you have to show up!

What is your biggest challenge to develop an international

business?

The largest challenge for developing an international business is developing the sales channels. Generally our approach is to sell through previously existing distribution channels rather than direct. Another major issue for a technology company is protecting what you develop. We’re probably better suited than most companies because we have a sophisticated legal staff internally. We have to pay attention to our intellectual property (“IP”) in different countries because if you have valuable technology and IP, then it may be challenged. Our sophisticated intellectual property strategies have worked well for us, including having prevailed in almost all contested cases. Intellectual property laws are not identical worldwide, so we’ve had to learn a lot since we have more than 30 patents in the U.S. and patents in at least 20 countries.

Which accomplishments is XOS most proud of?

It is very gratifying that internationally, large companies (Fortune 100) are willing to use XOS as a sole-source provider

of mission-critical analyzers and related components. In fact, because of increasing regulations on substances that XOS analyzers measure well (e.g., sulfur), these companies are relying on XOS to stay within the law and keep their production lines running. We have to be both technically and commercially reliable. Major companies, including ones that compete against each other, trust our integrity and performance. We are also very proud of our ability as the world leaders in this technology

and the environmental and quality-of-life improvements it provides to our society (e.g., lower sulfur emissions).

I am pleased that our team was able to make the move from providing optics for laboratory applications to providing uniquely capable analyzers for outside-of-lab applications. Achieving market domination in the North-American petroleum industry with our SINDIE analyzer felt really good. We are on track to accomplish that for the rest of the world as well. It took not only world-class technical capability, but also world-class marketing and sales to understand and meet the market requirements better than much bigger, better funded, and well-known competitors.

What does the future hold for XOS?

We like being here in NY. From our base here we intend to grow and continue to serve our laboratory equipment OEMs worldwide. We also intend to continue to bring out application specific analyzers across a wide variety of industries. There are many places where people need to measure an element in almost anything, for example environmental samples, manufactured samples, and medical samples. There is a lot of opportunity for us to grow - right here in Tech Valley.

XOS co-founder, David Gibson (left), listens to the results from a recent calibration of SINDIE.

XOS’s East Greenbush Facility


Patents protect inventions, including devices, methods, pro-cesses and compositions of matter, which are new, useful, and non-obvious. A patent, in most countries, including the U.S., is a set of rights allowing the owner to exclude (prevent) others from making, using and selling an invention. In the U.S., and in many other countries, these rights last twenty years from the date the application was filed.

Typical U.S. procedure for obtaining a patent is as follows. An applicant files an application with the U.S. Patent and Trade-mark Office. The application must meet several important for-mal requirements, so it is always preferable for an applicant to consult with a patent attorney or agent before filing. A Patent Examiner, who is usually an expert in the field of the invention, will examine the application. The Examiner will search through patents and published applications similar to the applicant’s invention, and may then reject the application if he/she believes it is not novel or useful, or that it is obvious, or that the application itself fails to meet the important formal requirements noted earlier. The applicant may present argu-ments to overcome the Examiner’s rejection(s). If the Examiner is persuaded, then he/she will allow the application, and a patent will issue.

Each country has its own patent laws and system. A patent is only valid in the country, in which it is granted. An applicant may apply directly to the patent office of each particular coun-try in which he/she wishes to receive protection, however, the costs associated with such approach can be crippling. In-stead, many inventors who desire protection abroad, choose to take advantage of the Patent Cooperation Treaty (PCT), an international treaty on patent law, which provides a unified way to begin applications for patents in several different coun-

tries. Currently, well over 100 countries are members of the PCT.

The Patent Cooperation Treaty allows an applicant to file a sin-gle “international stage” application in one language, which saves costs for multiple filing fees, translations, and prepara-tion of several different applications. The invention is then searched by an appropriate International Searching Authority, and an opinion is provided as to the invention’s patentablility. The applicant may opt for a preliminary examination of the application by an International Preliminary Examination Au-thority. The application must then enter the “national stage,” meaning the application must be examined by authorities from the national or regional patent offices of the countries in which the applicant desires protection. After such examination, each particular patent office determines whether it will issue a pat-ent on the applicant’s invention.

Filing an application under the Patent Cooperation Treaty pro-cedure is not cheap, but it can help reduce costs when used properly. An inventor should take great care in determining in which countries he desires protection. The applicant should analyze the market for the invention in each country, the ob-stacles to entering such markets, and how strongly patents are protected in each country, among other very important fac-tors.

Maxine Barasch is a registered patent attorney with the law firm, Maxine Barasch & Associates, PLLC, located in Albany, NY. She can be reached by email at [email protected], by phone at (518) 472-1320, or on the Web at www.IPLawNewYork.com

Protection of intellectual property (IP) is vitally important to any company doing business in the U.S. and overseas. Intellectual property is a blanket term for various intangible assets, i.e., creations of the mind. Some of the major forms of IP protection include patents for inventions, trademark registrations for signs or slogans used to uniquely identify goods or services in the marketplace, and copyright regis-trations for creative works. Each form has its own body of complex law and procedure, so for purposes of this article, we will focus on patents.

Obtaining Patent Protection in the U.S. and Around the World

This article is for informational purposes only and does not constitute legal advice.


How does the Center for Law & Innovation keep up with developments on the international front?

The Center is focused on technology, law and business, and the intersection of those areas. In light of our global economy, we must take into account the international aspects of what is happening in all three areas. We have tremendous opportunities here in New York’s Tech Valley, and some really exciting technologies and businesses are developing in the region, but nothing occurs in a vacuum. We must be cognizant of the international context in everything we do.

What is an example of how international activities can impact local technology development and

businesses?

One great example is in the area of intellectual property (IP). In fact, it was just World Intellectual Property Day on April 26th. Patents are one form of IP, and while there is no such thing as a “worldwide” patent – patents are essentially granted and enforced on a national

level – there is cooperation that occurs through regional patent offices, such as in the European Union, and there are treaties that attempt to harmonize certain aspects of the process. The laws in the U.S. are different in some very significant ways

from the rest of the world, and activities in the U.S. can affect the ability to obtain patents in foreign countries, and vice versa. Also, many people may not realize that nearly half of U.S. patents are granted to applicants from foreign countries. Therefore, it is sometimes not your local competitor that poses the biggest threat to your ability to develop a technology or commercialize a business. A blocking U.S. patent could be owned by a company in Japan, China, Germany or anywhere else in the world.

What about other areas of IP, such as copyright and trademark law?

Albany Law School is fortunate to have a preeminent scholar in copyright and trademark law. Professor Sheldon Halpern joined us in 2005 as the Honorable Harold R. Tyler Jr. Chair in Law & Technology and

also serves as a senior scholar in our law center. Professor

Exploring The Future of Law and InnovationThe Center for Law & Innovation at Albany Law School promotes awareness and education on issues that arise at the intersection of law and technology. Director Annette I. Kahler discusses a few of the Center’s programs and initiatives, as well as how the Center’s mission fits into the broader context of Tech Valley and the global high-tech marketplace.

Annette I. Kahler


Exploring The Future of Law and Innovation

Halpern has organized and directed a series of interdisciplinary, international conferences to explore the creation, dissemination and protection of intellectual property. In 2008, he was appointed as a visiting fellow at the European University Institute, and lectured throughout Europe. This June, he will be conducting a workshop at the University of Edinburgh School of Law, and he also met recently with members of British Parliament as an expert on defamation law to help the legislators understand the issues arising out of the differences between United States and United Kingdom libel law.

The strength of the region’s viability in the global marketplace depends

in part on the research, development and early-stage enterprise occurring

in our universities and by local entrepreneurs. Is the Center involved in

entrepreneurship?

The Center has a long history of supporting entrepreneurship in the region, particularly technological entrepreneurship. One of our recent activities has been to develop a Legal Handbook for Early Stage Business, which will be available this year. We launched a beta version at the Albany Pre-Seed Workshop in February. The handbook is intended as a resource to help start-ups navigate through some of the complex legal issues that they may face in starting a business. The initial version includes guidance on corporate formation, financing, intellectual property, contracts and licensing, employment, independent contractors, working with universities, and working with government. After the handbook is released, we will continue working on the project and developing additional chapters on other topics of interest to entrepreneurs.

How else has the Center been involved in entrepreneurship?

In its early days, the Center, which was known as the Science and Technology Law Center at that time, helped to start the SmartStart Venture Forum. SmartStart was formed to assist early stage companies in connecting with venture capitalists and increase deal flow in the region. SmartStart is now run by the Center for Economic Growth (CEG), and the annual venture forum has been merged with UNYTECH. This year’s program will be held May 19 and 20, and we will be there to support it. We also participate regularly in the Pre-Seed Workshop. In February, we had five Albany Law School students on the Pre-Seed team, which turned out to be a great experience for everyone involved.

Do you collaborate with other academic institutions?

Collaborating with academic partners across Tech Valley and beyond is critical to the success of our programs. As an example, we have had a long-standing relationship with RPI, and, in particular, with the Lally School of Management

& Technology, both of which attract students and professors from around the world. We participate actively with the great programs that are hosted by the Severino Center for Technological Entrepreneurship, such as the SIG and an Enterprise and Economic Development Seminar on the technology, business and policy of energy. In addition, the Center is collaborating with a team led by the University at

Albany’s Rockefeller College to form a consortium that will study the ethical, legal, social and policy issues surrounding stem cell research. We have also collaborated on projects with New York Law School and with the science and technology law center at Syracuse University College of Law.

What are some of the Center’s other regional partnerships?

The Center has a large network of partners in the business and legal communities, as well as in New York state government. We have worked with CEG, NYSTAR, the chambers of commerce, local incubators, the Licensing Executives Society, and government agencies that are focused on technology and innovation, such as the New York State CIO’s office and the New York State

Office of Cyber Security and Critical Information Coordination. Obviously, as a law school, our most extensive network is in the legal community. The law school has more than 7,000 alumni in New York state alone. From our broad network of partners, we are fortunate to have a distinguished advisory board that includes technologists, business leaders, lawyers and academics. The advisory board plays an important role in helping to shape strategic directions for the Center.

What does the future hold for the Center for Law & Innovation?

Tech Valley is our home, and we will continue to be closely involved in a number of regional initiatives. We will also seek to expand our geographic reach and enhance our visibility on the national and, ultimately, international level.

Sheldon Halpern

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CAPITAL ALLIANCE OF YOUNG PROFESSIONALS, INC. For more info or to RSVP, email Maxine Barasch at [email protected]/16 6:30PM Second Anniversary Celebration Cruise on Dutch Apple Cruises, Albany, NY

CENTER FOR ECONOMIC GROWTH (CEG) For more info or to RSVP, email Elena D’Agnese at [email protected]/11 5:30PM Bioconnex “Stem Cell Therapeutics, From Concept to Practice” at Best Western – Albany Airport Inn6/17 4:00PM Bioconnex Forum - Medical Device Industry: Past, Present, Future at Queensbury Hotel, 88 Ridge Street. Glens Falls6/19 5:00PM Techconnex “Hiring Hi-Tech Talent” at TBD7/16 5:30PM TechConnex Fiesta: Commsoft and Tech Valley Communications Summer BBQ at Thompson Hill Mansion8/20 5:30PM TechConnex Fiesta: Autotask Summer BBQ at Autotask, 26 Tech Valley Drive, East Greenbush

SMALL BUSINESS DEVELOPMENT CENTER (University at Albany)For more info or to RSVP, contact Kate Baker at [email protected] or (518) 485-76586/17 8:00AM NYSERDA - “Energy Audits,” location TBD (Albany) 6/17 12:00PM NYSERDA - “Energy Audits” at the Saratoga Tech and Energy Park 7/21 8:00AM “Utilizing the Internet as a Marketing Tool” featuring Amelia Birdsall, location TBD

U-START For more info or to RSVP, email William “BJ” Johnson at [email protected] are held @ ARC of Schenectady, 214 State Street, Schenectady, NY.6/18 12:15PM Lunch ‘n Learn featuring Laura Mann on Company Messages7/16 12:15PM Lunch ‘n Learn featuring a representative from Sunmark FCU on Changing a Market Approach

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