Going Commercial with Federal Technology

DR. MARC BENDICKSON

Going Commercial With Federal Technology

Dr. Marcus Bendickson

www.dynetics.com
D-12-1909 D-12-1909

3
3

Outline

Original Motivation Early Considerations/Attempts Revelations Successful Lines Key Lessons New Pursuits Conclusions

4
D-12-1909

1990s: The Beginning of Our Commercialization Venture Approximately 180 employees Had just bought the company from founders

ESOP Employee enthusiasm; desire to make an impact

Concern over lack of diversification
100% DoD customers Sensors Engineering Intelligence

No business development, marketing, product development, or sales groups

Focus was totally on What can we do that solves some technical problem?
5
D-12-1909

Early Attempts (1990 to 1994 Period)

Signal Processing
High-Resolution MRI Chaotic Communication system

Medical Devices
Tremormeter Alignment Detector (hyperdermic) Chiropractic Temperature Probe

Optical Devices
+ Contact Lens Testing Laser Drive Device Window Tint Meter Continuously Variable Delay Line Universal Optical Mount Data Color Device

Engineering Software Products

+ HERO robot programming software Dynet-X: Graphical Simulation Interface Del Plot/Weed DataFlo

Other
DYALL Dynetics Alabama Law Letter Intuitive Automation Programming Device Video on Demand (for Taiwan) Industrial Automation Ground Water Remediation Bin Handle Legend Telephone Line Device
6
D-12-1909

Significant Loss + Modest Success Successful

Progression of Commercial Business Creating Business Areas

Medical Devices
Automotive Electrical Test

DYALL Dynetics Law Letter

Optical Devices Engineering Software Products Signal Processing

1990
D-12-1909

1995

2000
7
7

2005

2010

Insights Gained Lessons Learned

The Bronze Metal Group

Continuously Variable Delay Line

Used federal electro-optical experience Laboratory device Local customer need

3rd

Dynet-X: Graphical Simulation Interface

Used federal software experience Local customer need

Factors Minimal investments Local customer set In-house expertise Customers voiced need Lessons Learned Margins too thin Small market sizes (10s of units)
8
D-12-1909

Our Re-Vamped Model for New Business Development

9
D-12-1909

Finally, a Couple of Silver Medal Winners

2nd

10
D-12-1909

10

DYALL Publishing
Alabama Law Weekly (ALW) started in 1992 by in-house counsel
Provided summaries of appellate court decisions within one week of opinion release Subscriptions sold to law offices across the state Paper copies of full opinions were sold upon request

Large market with 1000+ circulation

Required lean, efficient workforce Implemented traditional cold calling and mass marketing, as well as endorsements

Established the Dynetics-owned public website

Sold subscriptions to online set of full opinions

Average profit was 25 30% NIBT Transfer of business systems expertise to commercial market Sold to a National Legal Publisher in 2000
11
D-12-1909

11

Automotive Electric Test (Phase 1)

Vehicle Electrical Test & Configuration Systems
Electrical Test & Diagnostics Electronics Configuration Flash Programming ECUs Database & Reporting Vehicle Data Recorders

History
Won Chrysler Competitive Procurement (1994) Expanded into Ford with wireless technology (1995)

Used federal expertise in distributed software, data analysis, electronics, and testing expertise One Stop Shop for High Technology Systems to Meet Growing Number and Complexity of Vehicle Electronics
12
D-12-1909

12

Key Lessons

13
D-12-1909

13

Business System Challenges Faced in the Automotive Market

Demanding Environment
Rapid product development (Deadlines Do Not Slip) Quality & reliability are essential (Cars must ship) Responsiveness (24-hr remote support, You Cry, We Fly) Strong desire for local presence

Low-Volume Hardware Production Requirements

Quality System Streamlined purchasing to meet schedule needs Added Materials Resource Planning (MRP) & Inventory Tracking

Fast Paced Fixed-Price Order Cycle

Business management systems for quote & order tracking Separate commercial cost center Limit labor to maintain profitability

Full Product Lifecycle Support

Product Lifecycle Management Tools (CM, Workflow ) Warranty tracking tools, RMA system, payment tracking (Its not the Governments reliable payments!) IRAD for product upgrades and new technology integration

14
D-12-1909

14

Personnel Actions to Ensure Success

Set the group apart
Profitability based on product, not coverage of labor hours (services) Separate accounting structure Custom pipeline model for sales

Added remote office

Group of employees in Detroit Stay in constant contact with the customers

Hired commercial management team

Executive vice president with years of experience in technology products Manager with experience in managing commercial products/services Young employees with passion for automotive industry

Dedicated accounting, sales, and marketing specialists Quality system (ISO 9000)
15
D-12-1909

15

Progression of Commercial Business Creating Business Areas

Information Engineering Acquisition (IT Security)

iMs Medical Software Acquisition

Automation/Robotic Programmer
Medical Devices

Automotive Electrical Test

DYALL Dynetics Law Letter Optical Devices Engineering Software Products Signal Processing

1990
D-12-1909

1995

2000
16
16

2005

2010

Information Engineering (IE)

Short duration tasks Managing personnel Multiple customers/projects per week/day Keeping pace with technology Maintaining certs/skills

Purchased in mid-1998
Brought certifications, but no staff A few existing customers

Originally focused on security solutions

HIPAA Perimeter security

Required a new selling model

Outside/inside sales Sales engineering

First five years staff was shared between Dynetics corporate IT and commercial customers
17
D-12-1909

17

Our Growth in Cyber

Capabilities 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Vulnerabilities
HIPAA

Network & Security Information Assurance Transport Networks

Regional Hospital Security Cable ISP Networks Farmers Telecommunications Network & Security MDA Pen Testing Twin Lakes SONET Triple Play DoD AssuredComplianceTM Products NASA MITS MSIC CORE State of TN Security Army Aviation UAS Networks

Firewall IDS

DMZ Networks

Transport Networks

LAN & IT
Pen Testing

Military Ad Hoc Mobile Networks

Info. Interoperability

Carrier Class Networks

C&A DIACAP

Govnt Enterprise IT Virtualization Data Center Cyber M&S

Security Visualization
Network Modeling Triple Play Networks ISSE

CND
Server Virtualization

Army PACOM

Customers
Healthcare Utilities MDA Telecommunications AMRDEC State/Local Government Education NASA MSIC

Army MEDCOM Germany

Network Forensics Attack Trees Network Planning Tools

APT Analysis

Transfer of technology from Commercial to Federal

18
D-12-1909

Hybrid Clouds

18

Winners/Losers & Lessons Learned

19
D-12-1909

19

Serious Missteps

Intuitive Automation 3-DOF Glove A good product, but robotic manufacturers didnt want us Rapid Prototyping Acquisitions Need for plastic enclosures Decision to acquire plastic prototyping companies Competition from China drove profits down Modest technology needs Collection problems Low benefits Not aligned with corporate
Eventual loss of business

20
D-12-1909

20

Gold Medal Winner: Automotive Electrical Test

1st
Global Expansion

Expanded Automotive Testing Devices

First Working Cell Controller (WCC) Product Delivery

21
D-12-1909

21

A History of Excellence
19 Years of Full-Service Engineering and Low Volume Production for Automotive Engineering, Manufacturing, and Service Applications
1993 Chrysler Electrical Test and Failure Analysis System 1994 Dynetics Develops Prototype Wireless Test System 1995 Chrysler Adopts Wireless Test System 1995 Ford Adopts Wireless Body, Chassis & Electrical Test System 1996 Chrysler Vehicle Communication Module 1996 Global Supplier for Ford Portable Diagnostic Tool 1997 Chrysler Just-In-Time Flash System 1998 Ford Current Based Test System 1998 Ford Fuel Prime and Vehicle Interface Tool 1999 Chrysler Next Generation Flight Recorder 2000 Huntsville Electronics Next Generation Service Center Tester 2001 DCX & Ford Tire Pressure Monitor Learning System 2002 DCX Production Diagnostic & Configuration System 2003 Dynetics Automotive Telematics Framework Products 2006 Ford of Australia Configuration and Test System 2008 Chrysler Electrical Test Business One Stop Shop 2009 Ford Link Based Current Based Testing 2011 Global Expansion

22
D-12-1909

22

Why Were the Automotive Electronics and the Cyber Areas Successful?

Synergistic with high tech expertise at Dynetics

Efficient solutions to complex problems

Able to build customer loyalty

Quality products and a responsive workforce

We provided the proper environment for success

Automotive and Cyber Areas

23
D-12-1909

23

New Pursuits

24
D-12-1909

24

Our Progression of Commercial Business

Cyber Engineering (IE) iMs Medical Software Acquisition

Automation/Robotic Programmer
Medical Devices

Automotive Electrical Test

DYALL Dynetics Law Letter Optical Devices Engineering Software Products Signal Processing

Commercial Space Portfolio

FASTSAT Orion Acquisition Stratolaunch

1990
D-12-1909

1995

2000
25
25

2005

2010

Are We Ready for the Gold in Larger Pursuits?

We learned a lot from the Automotive Industry
Quality/Reliability of product is essential Need to be tough
Collecting payments Dealing with foreign plants Negotiations and acceptance of T&Cs Withstand the attack of competitors

1st

Responsiveness
Plant opening in 90 days be ready!

Continual introduction of new technology

Remote software diagnostics/installs Transfer of signal processing expertise in ECM to solve TPM problem Wireless technology

15 years of successful rapid product development in this market prepared our team to succeed in developing and launching a satellite in Nov 2010 in record time While technology and engineering skills are essential, we have come to understand that success requires a much greater appreciation of market needs
26
D-12-1909

26

Small Satellite
Fast, Affordable, Science & Technology Satellite (FASTSAT)
Minisatellite for Science, Research, and Technology (< 180 kg) Rapid (18 to 24 Months) Multiple payload capacity Secondary launch compatibility

History
Commercially developed by Dynetics with NASA Marshall Space Flight Center and Von Braun Center for Science & Innovation (2009) Launched 2010 carrying 6 payloads for DoD Space Test Program 23 Months of on-orbit operations

FASTSAT-HSV01 launched November 2010 with successful operations for 23 months

Key Skills/Technologies
Multi-discipline engineering (mechanical, software, electrical, RF) Precision machine center Rapid development (Auto, MOAB ) Strong systems engineering High quality (AS9100C certified)

Transfer of mechanical, software, precision manufacturing and systems integration to the small satellite market
27
D-12-1909

27

Commercial Air Launch System

Stratolaunch Air Launch System

Carries 500,000 pound multi-stage booster over 1,000 nautical miles to optimal launch point Largest aircraft with a gross takeoff weight of 1.2 million pounds

Status
Development started in 2010 with flight testing expected to begin in 2016

Dynetics Roles Program management Systems engineering and integration Test and operations support Mating & Integration System (MIS) Design & Build
Interface between carrier aircraft and booster Includes handling of mechanical, electrical, thermal, fluids, and gases Handles taxiing to flight maneuvers to release of booster Supports return to base and landing with the booster for launch abort

Key Skills/Technologies
Extensive experience in large air-dropped payloads (MOAB & MOP) Aerospace systems integration and analysis experience (FASTSAT & MNMS) Numerous complex missile and aviation defense integration projects

Transfer of Systems Engineering, Aerodynamics, and Launch Systems Expertise to This Unique Space Venture
28
D-12-1909

28

Our Progression of Commercial Business

Personal Initiative Era Entrepreneur driven Project teams Technology/skill focus Small market focus Tightly controlled risk Cyber Engineering (IE) iMs Medical Software Acquisition

Automation/Robotic Programmer Market Opportunity Driven Era Small, focused programs & products Medical Devices Organizational teams Automotive Electrical Test Developed knowledge of target market segments DYALL Dynetics Law Letter established branding in market Some risk accepted Commercial Space Portfolio Corporate-Directed Era Optical Devices Larger programs & niche products Engineering Cross organizational teams FASTSAT Software Products Increased risk Orion Acquisition Synergistic with Dynetics expertise Stratolaunch Signal Processing and technology

1990
D-12-1909

1995

2000
29
29

2005

2010

In Conclusion

While the transfer of federal technology to the commercial market can be a positive factor, to be successful you must surround it with all the other skills and services that contribute to a truly successful commercial market endeavor.

Questions

30
D-12-1909

30

PANEL: Commercializing Federal Technology

STEVE HILL

Chamber of Commerce of Huntsville/Madison County

Technology Summit 2012

Commercializing Federal Technology

16 October 2012

Success Mechanisms!
SBIR / STTR Programs
AEgis has leveraged over 20 Phase I & 8 Phase II programs

Broad Agency Announcements (BAAs)

AEgis has received 13 BAA contract awards to support R&D efforts

Utilize the SBA and SADBUs for assistance Establish CRADAs to leverage extension capital equipment and resources
AEgis has established CRADAs with AMRDEC, Oak Ridge National Labs, Sandia National Labs

Consult your accountant about Federal R&D Tax Credits Pursue Grant opportunities
AEgis has participated in two grants with the Economic Development Partnership for Alabama (EDPA)

Consider Patent License Agreements (PLAs) with the Federal Government or Universities

Coatings:
Laser Eye Protection
Coatings Multi-layer stacks of nanophotonic materials can be designed to provide a high transparency window in the visible spectrum but block both UV and IR light, creating application opportunities including: Laser and RF Protection We have built and tested devices that provide laser protection for a wide variety of protection applications, including goggles, visors, windshields and sensors. Targeted applications include: Transparent Electrodes Wide angle-of-incidence AR coatings Transparent EMI shielding

Directed Energy:
High Energy Laser Instrumentation
Directed Energy Instrumentation Laser weapon effectiveness is dependent on energy deposit on target (irradiance) and resulting thermal impact. Direct measurement of beam parameters at range is critical, and a largely unmet need. Nanomaterials allow instruments to survive very harsh conditions. We have developed instruments that can withstand direct exposure to a High Energy Laser weapon, and an inverse heat model.

Optical Components:
Beam Steering
Non-Mechanical Beam Steering Solid state laser beam steering device with significant size, weight and power (SWaP) benefits. Targeted applications include: Imaging Seekers and guidance Targeting UAS/UAV sense and avoid Micro LADAR

Terahertz:
Imaging & Non-Destructive Inspection
Terahertz Imaging THz detectors can see through many materials with very high resolution. First generation THz beam profiling system on a benchtop delivered to the US Army, has validated imaging potential. Targeted applications include: Security Non-destructive inspection (NDI) Handheld scanner Secure high-bandwidth communications

Simulators:
VAMPIRETM
VAMPIRE (Visualization And Mission Planning Integrated Rehearsal Environment) VAMPIRE is a mission planning and operator-level fully-embedded training solution for Raven , Puma, and Wasp Unmanned Aircraft Systems (UAS). It is available in both stand-alone and classroom/mobile training team configurations.
Over 3,000 licenses sold A fully embedded training system that runs on fielded hardware

Geospatial:
Models & Databases
AEgis Geospatial Programs Group uses elevation data, aerial photography and/or satellite imagery, and vector shapefiles to create geotypical and geospecific terrain databases. Examples:

London Olympics Delivered databases of Greater London and surrounding areas comprised of over 2,500 square km and thousands of 3D models, over 300 of which were custom built and textured in high and medium resolution. Lendon Proposed community Commercial Planning effort for real estate development. Geospecific area of Huntsville with custom 3D models visualizing the planned community.

Millennium Stadium, London Olympics

Proposed Lendon Community, Huntsville, AL

PANEL: Commercializing Federal Technology

ASHOK SINGHAL

Commercialization of Federally-funded Technologies;

CFDRC Examples and an Observation/Opportunity Presented by Ashok K. Singhal, Ph.D. President of CFDRC
For Panel Discussion at Technology Summit 2012 organized by the Chamber of Commerce of Huntsville/Madison County October 16, 2012

CFD Research Corporation

Developing & Transitioning Cutting-edge Technologies into Breakthrough Solutions for:
Aerospace & Defense Biomedical & Life Sciences Energy & Materials Recognized for Innovative Solutions
Designs, Prototypes, Simulation Tools & Analysis, 50 Patents,
Bio-Laboratories HAIB, Huntsville, AL
HQ Huntsville, AL

Supporting Government and Industry since 1987

Engineering T&E Scottsboro, AL

Your Innovation Partner

for Technology Integration and Commercialization
www.cfdrc.com

Govt Sites
MSFC, Huntsville, AL AMRDEC, Huntsville, AL

Commercial Software Products

Advanced CFD, Multi-physics & Multi-disciplinary software Culminated from multiple SBIRs, BAAs & Internal Investments Over 1,000 users, 8 distributors, worldwide

Sold Commercial Software Division to ESI Group in 2004. Products still widely used and supported from Huntsville, Santa Clara, Detroit, Germany, France, India,
www.cfdrc.com

Ram Air Turbine

ALQ-99 with External Ram Air Turbine (RAT)

Submerged RAT developed by CFDRC for Next Generation Electronic Warfare Pod
www.cfdrc.com

Evaluations at CFDRCs Scottsboro Test Facility and at AEDC

Bio-Battery
Clean, Safe, and Renewable Power Source

Prototypes

Portable Power Source

Implantable Power Source

www.cfdrc.com

SynVivo
Cell-based Microchip Platform for Accelerating Drug Development
If drugs are delivered in capillaries How can we evaluate them in well plates?

SynVivo Solution:

Most realistic in vitro model More detailed understanding than in vivo Ability to co-culture tumor/tissue Scalable for high throughput/content
www.cfdrc.com

CoBi: Computational Medicine and Biology

Human Performance: Lightening the Load

Diabetes, Chronic Diseases

Phantom Models

Performance, Protection & Health

Biomechanics Blast Wave Injury (TBI) Physiology Mission Optimization Hearing Protection

Spinal Injury

Noise Induced Hearing Loss, Bone Conduction

Traumatic Brain Injury, Improved Armor & Helmets, and Neuroprotection

www.cfdrc.com

PBPK/PD, Toxicology , Physiology

Technology Commercialization
A) National field programs/systems;

Integration into:

and/or

B) Commercial products

Path A

offers first/best opportunities

www.cfdrc.com

Collaborations

The Old Paradigm

The New Paradigm

Ref: Leveraging Innovation: Both small and large organizations struggle to bring innovation to market; what can be accomplished if they work together Feature Article by Ashok Singhal, published in R&D Magazine, June 2011
www.cfdrc.com

Reality
Lot of talk for innovation & collaboration

Best of intentions
Valley of Death for technologies: Real

Transition Success: ~2%; ~ 10 yrs. Challenges Increase Transition 5X Accelerate 2X

www.cfdrc.com

Solution/Opportunity
Create Technology Pull (vs. Just keep Pushing)

Pull the string, and it will follow wherever you wish. Push it, and it will go nowhere at all.
Dwight D. Eisenhower
www.cfdrc.com

Opportunity
Technology Pull via
Long-Term Commitments and Partnerships for Continuous Infusion of new technologies
U.S. Govt. Agencies

Large Businesses
Valley of Death or, Chasm of Opportunity!

Technology Developers:
National Labs Universities High Tech Small Businesses

Growing opportunity amidst growing competition!

www.cfdrc.com

PANEL: Commercializing Federal Technology

MIKE TOSCANO

www.auvsi.org

Association for Unmanned Vehicle Systems International (AUVSI) Presentation to Chamber of Commerce of Huntsville/Madison County Technology Summit Michael Toscano, President & CEO

www.auvsi.org

www.auvsi.org

www.auvsi.org

www.auvsi.org

www.auvsi.org

Non-Military UAS Applications

Border Surveillance Suspect Tracking Pipe/Power Line Surveillance Agricultural Applications

Traffic Monitoring
Disaster Response/Relief

Communications/Broadcast
Movie Production

Damage Assessment
Atmospheric/Weather Research Critical Infrastructure Monitoring Damage Surveying Aerial Photography

Aerial News Coverage

Mail/Freight Transport Flood Mapping Real-estate Mapping Mining

Wildlife Monitoring

Sporting Event Coverage

www.auvsi.org

Emerging Commercial UAV Uses

Agriculture
UAV use for crop-dusting minimizes possibility of fatalities Manned crop-dusting costs up to $8.00 per acre, compared to UAV cropdusting for just $2.00 per acre

News Media
Over $200M spent in media helicopter gasoline every year 2007: two news helicopters collide in Phoenix, Arizona; four passengers killed

Wildlife Monitoring
2011: 25-year veteran pilot dies in crash while conducting wildlife survey Flights can cost upwards of $200,000 every year UAVs well equipped to monitor wildlife

www.auvsi.org

Obstacles for Integration

Barriers to Gaining Full Access: Privacy: Civil Rights Groups worry about the Big Brother Effect of unchecked UAS roaming the skies spying on average citizens. AUVSIs Position: AUVSI supports the expanded use of unmanned systems, and believes unmanned systems can be used lawfully and responsibly without infringing upon Constitutional rights. AUVSI encourages an open dialogue at the national, state and local level with all parties, including law enforcement, citizens and advocacy groups, to address concerns about the use of unmanned systems.

www.auvsi.org

Obstacles for Integration

Safety: The FAA says UAS may cause no harm to manned and unmanned aircraft in the national airspace system.

AUVSIs Position: Technology has rapidly advanced the sophistication of unmanned systems in recent years. Soon, many of the technological challenges that have hampered the industry, such as sense-and-avoid (known as see-and-avoid for manned aviation) will be solved.
The remaining issues delaying widespread integration will be regulatory and public acceptance.

www.auvsi.org

Obstacles for Integration

UAS will cause Job loss: The use of UAS in the national airspace will replace pilots and cause job loss around the world in a number of industries.

AUVSI Position: A number of our worlds most critical economic needs are met through the production and utilization of unmanned aircraft systems (UAS). These systems have tremendous potential to create lasting jobs, boost local tax revenue and economies, and reinvigorate the worlds manufacturing base, while further advancing technology and innovation. The economic potential for UAS is limitless and individuals who utilize the technology can accomplish difficult tasks quickly and efficiently, saving taxpayer dollars and most importantly, saving lives.

www.auvsi.org

Summary
Unmanned Systems/Robotics has the potential to be a revolutionary technology Major economic drive/job maker Significant improvement to quality of life Improve national security/defense operations The White House (OSTP) and Congress are supportive/encouraging unmanned systems/robotics (STEM) Unmanned Systems/Robotics will continue to grow and be a part of our future

www.auvsi.org

Workforce Requirements and Education

DR. CASEY WARDYNSKI

Huntsville City Schools

Preparing Students to Dominate the Conceptual Age
October 16, 2012

We Live in an Exponential Age in Which Knowledge is Created and Obsoleted at an Accelerating Pace
Total U.S. Patent Grants Per Year
200,000
Reference to patent grants, as a proxy for knowledge creation, highlights the degree to which knowledge creation within the United States has accelerated since the 1980s. This situation has been accompanied by an increased depreciation of technical knowledge (think of the rate at which computers languages are obsolete, e.g. COBOL, FORTRAN, PASCAL, C), managerial flattening within industry, rising returns to information workers, reallocation of labor to information intensive industries and rising multifactor productivity. These factors have markedly increased the pace at which new technologies are developed and spread, thereby increasing the pace at which these same technologies are made obsolete.

180,000 160,000 140,000 120,000 100,000 80,000

60,000

40,000 20,000 1880 1910 1920 1940

1860 1870 1890 1900 1930 Trend rate of knowledge creation

1950

1980

1960

1970

1990

Year of U.S. Patent Grant

2000

Exponential Forces are Now at Work Which Are Redefining the Ways in Which We Live, Work, and Play
Moores Law
Technology is advancing at exponential rates Every two years:
Twice the speed Twice the power Half the size Half the cost

Metcalfes Law
Networks add exponential value to ideas and products Software content shifting from expert-generated to user/networkgenerated
Web 2.0 Open source software

Manufacturers that cannot maintain this pace will fail

Networking effects accelerate the pace of advancement

Moores Law + Metcalfes Law = The Law of Disruption

The Law of Disruption

Change
The Law of Disruption: Social, political, and economic systems change incrementally, but technology changes exponentially. Television redefines the relationships of family and community; cloning challenges basic understandings and definitions of character and personhood. Electronic commerce has caught national and local governments completely off guard, and while they scamper to figure out how to apply whomever's law, the technology continues to evolve into forms less and less analogous to enterprises with which they are familiar.1 Technology Change

Social Change

Business Change Political Change

Time
1 Unleasing

the Killer App: Digital Strategies for Market Dominance, Larry Downes & Chunka Mui; HBP, 1998

Our Role is to Provide Student with Exceptional Learning Experiences that Prepare them for Life and Career in a World of Exponential Change
Old Reality Environment Industrial Age Inputs Learning the What's New Reality Information & Conceptual Age Outcomes Learning the Whys and Hows

Focus

Structure

Centralized Non-Competitive

Decentralized Competitive

Learning System

Discrete (6.8 Hrs x 180 Days) Closed - Isolation Commoditized

Continuous Open - Collaboration Personalized

The Way We Define, Organize and Provide Educational Services Must Change to Meet the Needs of Students in the Times in Which We Live

New Reality Environment Information & Conceptual Age Outcomes Learning the Whys and Hows

Implementation Common Core Standards

Focus

Preparation for College & Career

Structure

Decentralized Competitive

Public, Home, Private, Virtual, Charter Schools

Learning System

Continuous Open - Collaboration Personalized

Extended Day Extended Year Group & Project Based

This Year We Began to Reorganize Education within Huntsville to Match the Needs of Our Students in the Times in Which They Live
Implementation Huntsville City Schools Programs

Environment

Common Core Standards

Focus Upon Student Growth & Achievement Measured Against External Standards Increased Advanced Placement Enrollment, Integration of Career and College Readiness, Computer Adaptive Formative Assessment Hybrid - Traditional & Virtual Networked Learning

Focus

Preparation for College & Career

Structure

Public, Home, Private, Virtual, Charter Schools

Learning System

Extended Day Extended Year Group & Project Based Collaborative

Pre-K Opportunity for 40 % of Students Virtual Summer Learning Labs Project Based Learning Ubiquitous Virtual/Networked Curriculum

This Year We Began a Process of System-wide Conversion to Digital Learning that is Networked, Collaborative, Personalized, Engaging, and Always Available 1:1 Technology
HP Laptops 17,000 Dell Netbooks 2,000 Apple I-Pads 6,000

School WiFi Networks

Cisco Infrastructure Increased Bandwidth WiFi on School Buses Monitoring Tools Content Filters

Content & Change of Practice

Pearson - Digital Curriculum Embedded Professional Development Change Management Supports Resources Creative Destruction

Our Digital Conversion Entails a Partnership Between Huntsville City Schools Educators, Technologists, and Pearson On-Site and Remote Support
Computer Image Development and Testing

Hardware Selection, Imaging, Security, and Deployment Developed E-Rate Funding Strategy Change of Practice Implementation: Technology Specialist Training Teacher Training Tech Support for Teacher Workshop Initial Implementation Support: Rostering Students Learning in the Digital Environment in School and Away from School Pearson HelpDesk in AZ Partnered troubleshooting Community Connection Web Support

To Support Our Digital Conversion, We Increased Bandwidth Dramatically

900

800 700

Bandwidth - Elem, Middle, PK8 Bandwidth - High Schools Internet - Central Office

800

Mbps Bandwidth

600

500 400
300 200
Whiteburg PK-8 Johnson High Butler High Lee High Mountain Gap Elem & Middle Chapman PK-8 Davis Hills Middle Ed White Middle Highlands Elem Lakewood Elem Morris Elem MLK Elem Ridgecrest Elem McDonnell Elem Mountview Elem Ridgecrest Elem Rolling Hills Elem University Place Elem Dawson Elem Westlawn Middle ASFL Providence PK-8 Williams Elem & Middle
Site Surveys X X X X X X X X X X X X X X X X X X X X X X X Cabling Equipment OrderEquipment DeliveryEquipment Configuration Equipment Install Circuit Install IP X IP X IP X IP X X IP X X X X X X X X X X X X X X X X X X X

130

100

10
0

10

30

60

10

Beginning of 2011-12

End of 2011-12

Beginning 2012 -13

We Are Seeing Positive Results in the Areas of Student Behavior and Achievement
In School Suspension (ISS) Down 50 Percent Through Week 7 Out-of-School Suspensions (OSS) Down 60 Percent Through Week 7 Total Suspensions Down 56 Percent Principals Attribute Reduced Indiscipline to Much Improved Student Engagement Due to the Digital Curriculum Student Achievement in Math Increased From 62% Proficient at the End of School Year 2011-12 to 72% Proficient at the End of Week Four, School Year 2012-13

We Expend About 3.5% of Our General Fund Revenues on Digital Resources

Device Cost Per Student: $220/year

Digital Curriculum Cost Per Student: $120/year

Professional Development Cost Per Student: $100/year One-Time Network Cost Per Student: $200

Next Steps Continue to Build a Stable Learning Platform: Laptop Support Bus WiFi Network 1:1 Learning Devices Connectivity Away from School Begin Change of Practice: Collaborate with Pearson Consultants to Create Embedded Professional Development Plans Aligned with School Needs Engage Parents and Community Groups Develop Analytics

Breaking into the Federal Market

STEVE HASSELL

Breaking Into the Federal Market

Stephen C. Hassell President, Avocent

Who Are We?

Avocent has a rich IT history, with growth through mergers and acquisitions That IT expertise was the impetus behind Emersons acquisition of Avocent in 2009
2000 2009

82

Where Do We Fit Within Emerson?

$24.2 Billion in sales (2011) Headquarters in St. Louis, Missouri USA NYSE: EMR
Diversified global manufacturer and technology provider
Approximately 133,000 employees worldwide Manufacturing and/or sales presence in more than 150 countries

$6.8 Billion in sales (2011) Headquarters in Columbus, Ohio USA

Grid-to-chip technologies and expertise that keep data centers, telecom networks and business applications up and running and more energy efficient
12 Centers of Expertise, distinct areas of breakthrough products and services Approximately 50,000 employees worldwide

Headquarters in Huntsville, Alabama USA

Data center and desktop technologies that solve whatever challenges face enterprise-level IT organizations
Control, plan, evolve and secure heterogeneous, multifaceted IT infrastructure. Approximately 1,800 employees worldwide

235 manufacturing locations around the world

No. 120 on 2011 FORTUNE 500 list of Americas largest corporations

Founded in 1890
83

Emerson Network Power Enabling Business-Critical Continuity

84

Keyboard, Video, Mouse (KVM) Switches

Users need to control multiple computers from a single set of peripherals
Keyboard, video monitor(s) and mouse are basic peripherals Speakers, microphone, printers, smart card readers, thumb drives and many more devices may also be required

Desktops do not have an abundance of space and must be kept relatively organized
TCP/IP

Before

After
85

Entering the Federal Market

Government entity approached Cybex to create a custom version of their basic desktop KVM switch
Relatively simple changes that were still within core competencies Expectation was minor success with a single customer

Product was released in 2000 for the original customer

Additional customers started purchasing the product Original customer requested further modifications and feature sets, allowing for expansion of the product line

86

Secure KVM Switch Application

Original customer had two needs
Access multiple workstations and networks at varying levels of classification (e.g., Unclassified, SECRET, TOP SECRET) Data classified at different levels kept completely separate

Secure switch serves as a barrier preventing data from crossing classifications

Memory buffers cleared of residual data Firmware cannot be reprogrammed Switching by front panel push buttons only, versus key sequences
87

TS
U

Secure Switch Business Today

Product line has grown to more than 20 models with sales of over 700,000 units across the globe Lifetime sales exceed $300M with approximately $40M in revenue per year Original product was in production for over ten years and is still prominently in use Customers include government agencies, military, NATO and contractors
New sweek (2007): National Security Agency (NSA)

88

Expansion Beyond Secure Switch

Solving a small problem yielded big results and provided a platform to talk to government customers about much bigger problems
Energy management and conservation Data center consolidation

Focused resources helped build strong relationships to

Understand government-specific problems and needs Tailor remainder of the Avocent product line to address those needs

This includes the design and future roadmap of the recently released Trellis platform
2000 Today
Data Center

Future
Trellis
Data Center

Secure Switch

Secure Switch

Secure Switch

89

Traditional Data Center Approach

we believe the aggregate market will experience a 39% CAGR over the next five years to reach $1.3bn in revenue in 2015.
451 Research , a division of The 451 Group

...Reduce number of Federal data centers by at least 800 by 2015.

25 Point Implementation Plan To Reform Federal IT Management

90

Our Approach to Data Center Infrastructure Management

SEE

DECIDE

ACT

Space

Power

Cooling
91

Challenges
Understanding government buying process
Vocabulary Business (e.g., DUNS, NAICS) Legal (e.g., FAR, DFAR) Certifications, approved products lists

Getting access to end user customers Obtaining security clearances Different business cycle from commercial
Upfront barriers to entry Potentially longer / more stable relationships

Managing different commercial and government requirements

92

Lessons Learned
Start small and choose a problem you can solve
Listen to customer needs and understand your core capabilities Goal is to achieve scale and continue success Need to pick the right problem to solve for your business

Its about problems, not products

Cant address every problem your customers have Dont try to force-fit a commercial product

Relationships and interaction within the government is unique

Understand who does what and where they fit Dont lose sight of the problem youre trying to solve

Building government business takes time

Investment Commitment Flexibility
93

PANEL: Accessing Federal Customers

JAY KUROWSKY

Aletas Commercial Technology Applicable to the Federal Government

256-895-8870 jay.kurowsky@aletatechnologies.com

Jay R. Kurowsky, CISSP President & CEO

Presented by:

Aleta Introduction

Text Small business located at 1807 Slaughter Roadwest side of Text Cummings Research Park Employees have cybersecurity (Information Security) experience dating back as far as 1996 Founder knows Federal space as a prior SES Candidate and former Army Acquisition Corps member, and commercial space as a prior VP in small and large businesses and now Pres. & CEO of Aleta Aleta specializes in cybersecurity and information technology support for both commercial and Federal customers

Penetration Testing and Cloud Computing

Penetration Testing: Performed on a major US airline Assessed airlines web presence to find vulnerabilities and see if they are exploitable Hacking performed from the prospective of a bad guy Documented the vulnerabilities and helped the airline rectify them so they cannot be exploited in the future Security Architecture Design For Cloud Computing: Developed a unique security and IT architecture for a client looking for a distinctively marketable solution for secure and reliable remote data storage and retrieval Assessed needs and developed patentable solution to meet operational challenge

Text Text

Antivirus Customer Support and Architecture Design

Support for Antivirus Company: Text Assisted with development and assessment of a capture the flag competition for one of the worlds largest Text antivirus companies, including hacking into machines on a live simulated network Included a wide variety of tests on databases and servers using code injection, password cracking, decryption, and other techniques IT Architecture Design: Designed the information technology roadmap and specified the hardware and software infrastructure necessary to support the future business operations, research, and development of a rapidly-growing technology corporation

Architecture Assessment and Software Improvement

Security Architecture Assessment: Text Assessed the hardware, software, and processes for a ? Text mobile satellite communications earth terminal to ensure it is able to meet its mission requirements, including ability to resist subversion, prevent exfiltration of data, etc.

11 010 10110 1101010 101010100111

Software Process Improvement: Increased productivity and efficiency of a commercial customer by coordinating specific tasks to goal completion using Agile Development Saved customer money by aligning work efforts to goals, eliminating competing tasks, and creating tangible products in weeks rather than months via rapid prototyping

Software Assurance

SW

Text Text

Software Assurance: Performed code reviews for a commercial customer to:

Help ensure the absence of intentionally inserted malicious content Use of secure coding practices to avoid exploitable weaknesses in software and its security controls

All of the aforementioned work is directly applicable to the Federal Government, and almost all is related to work we are currently performing for the DoD, creating useful diversification of Aletas portfolio and reinforcement of skills

PANEL: Accessing Federal Customers

MIKE SMALLEY

Advanced Intelligent Energy Management

2012 Chamber Technology Summit Mike Smalley VP Business Development

01/10

Carina

Complete Energy Intelligence through real-time energy management solutions

2012 Ca ri na Technology, Inc., All Rights Reserved

103

Value Proposition

EI is a total component solution built on open standards software applications that utilize real-time
energy data collected from intelligent end-point devices.

The solution scales from surgically-deployed to fulldeployment with ease. Unlike many solutions available today, EI is focused
on facilitating two-way communication directly with

consumers while providing the necessary data analysis tools to enable real changes in energy conservation and management.

2012 Ca ri na Technology, Inc., All Rights Reserved

104

Energy Monitoring Gateway

InfoPoint Consumer Display
El ectri c Vehicle

WISE Water Heater/Intelligent Appliances

In the Connected Home, the consumer and utility share communication in joint efforts to
HVAC/ Thermostats

continuously monitor and modify energy usage behavior. Energy data is monitored and
managed in real time.

Home Automa tion

This solution enables a variety of applications such as home automation, monitoring and
Communication Network
Cons umer

control of usage, and intelligent appliances that

adapt based on data gathered on usage habits

Ca ri naPoint energy ga teway

and utility pricing schedules.

Ca ri naXchange Database
EDM Analysis

Energy Provi der

2012 Ca ri na Technology, Inc., All Rights Reserved

105

Solutions
Products
CarinaPoint UMD (Universal Metering Device) WISE (Water heater Information Solution for Energy)
InfoPoint (Consumer in-home device)

Key Features
Intelligent end-point devices

Easy, surgical installation Fully bi-directional communication

Full range of integrated metering and smart grid functionality

Integrated short-range wireless communication (Zigbee, 900 MHz) Integrated short-range PLC communication (HomePlug)
Remotely upgradable firmware

Variable methods of backhaul and last mile communication

2012 Ca ri na Technology, Inc., All Rights Reserved

106

Based on 3 Key Components.

1. Availability and accuracy of real-time energy data. 2. Reliability, self-sufficiency, and self-awareness of system. 3. Capacity and flexibility for future growth. Key Applications Real-time load control Real-time prepay Voltage profiling
Validated peak shaving

Key Functionality Demand Response & Dispatch Distribution Automation Home Area Networking
TOU, RTP, CPP

Real-time energy data collection

Energy Forecasting

107
2012 Ca ri na Technology, Inc., All Rights Reserved

Carina Technology, Inc. 655 Discovery Drive NW, Suite 201 Huntsville, AL 35806 T: 866-915-5464 F: 256-704-0366 info@carinatek.com www.carinatek.com
2012 Ca ri na Technology, Inc., All Rights Reserved

108

PANEL: Accessing Federal Customers

DALE JOBES

Corporate Overview

Certified Woman-Owned Business

National Women Business Owners Corporation (NWBOC) Womens Business Enterprise National Council (WBENC)

102 Employees Office Locations

Alabama Arkansas Tennessee Missouri Florida South Carolina Texas Georgia Washington, D.C.

Federal, state, and local government agencies and commercial companies

Client Focused. Quality Solutions. Trusted Professionals.

Business Lines
Pipeline
Planning & Modeling Design & Engineering Project Management Inspection & Construction
Management & Awareness Thermal Analysis Studies

Energy

GIS
Systems Design & Implementation Data Creation Development & Analysis LiDAR Aerial Orthophotography Remote Sensing Production Packaged Tools Risk Analysis Tailored Solutions

Surveying & Mapping

Software Products

Core Values

Passion Integrity Respect and Loyalty Client Satisfaction and Accountability Courage Motivation Life Balance Communication Unity Profitable Growth

Commercial to Federal
Family Small Business acquires part of a Canadian
owned company

Acquisition
The best of

Values of Acquisition and Diversification

Canadian-owned company (Federal)
Accounting Experts, Software, and Practices Advanced processes & systems HR Increased and better Benefits Diversification Focus on people internally & externally Client Focused. Quality Solutions. Trusted Professionals. Basic processes & systems Diversification Local ownership Experience transitioning a product/solution from commercial to federal

Family Owned SB (Commercial)

PANEL: Accessing Federal Customers

BEVERLY RICHEY

US Army Engineering and Support Center, Huntsville - GIS Overview

Presenter
Beverly K. Richey
US Army Engineering and Support Center, Huntsville

16 October 2012

US Army Corps of Engineers BUILDING STRONG

USACE Vision
A GREAT engineering force of highly disciplined people working with our partners through disciplined thought and action to deliver innovative and sustainable solutions to the Nation's engineering challenges.

USACE Mission
Provide vital public engineering services in peace and war to strengthen our Nation's security, energize the economy, and reduce risks from disasters.

Huntsville Center Mission

The U.S. Army Engineering and Support Center serves the U.S. Forces, their Families and the Nation by providing specialized technical expertise, global engineering solutions, and cutting edge innovations through centrally managed programs in support of national interests.

116

BUILDING STRONG

Our Charter
ER 10-1-22

Huntsville Center has programmatic and functional boundaries in lieu of geographical boundaries. We execute programs and projects that:
Are national or broad in scope Require integrated facilities or systems that cross geographical division boundaries Require commonality, standardization, multiple site adaption, or technology transfer Require a centralized management structure for effective control of program development, coordination and execution Require functions to be performed that are not normally accomplished by a HQUSACE organizational element
117 BUILDING STRONG

HNC GIS Background

Huntsville Center started the GIS program in 2003.
Funding available for training and hiring of personnel after a preliminary needs assessment was completed via contractor in FY 2003.

Two GIS professionals and one team lead brought on in early 2004. Became 100% project funded.
Another GIS professional hired in 2007. Discussion to implement an Enterprise GIS structure began FY 2008.
BUILDING STRONG

HNC GIS Background (Continued)

HNC EGIS became fully functional in FY 12
Its role is for delivering Content Management and Custom Relationship Management that utilizes

integrated applications, databases and location based information for the management of data and decision
making.

BUILDING STRONG

HNC GIS Background Current Projects

MEC/Unexploded Ordnance Recon
Range Analysis and Design Custom Software Development and Database Management
Geo-processing Development

BUILDING STRONG

HNC EGIS Point of Contacts:

Jay Plucker Dustin Ray 256-895-8117 256-895-1646

Beverly Richey 256-895-1139

BUILDING STRONG