1. National Security Technology Accelerator
Technology at the Speed of Mission

2. Current Threat Environment Demands Looking Outside Traditional Defense Technology Channels
Technology investment, innovation and commercialization is more distributed and increasingly occurring outside of the Government.
Irregular adversaries often have easier access to emerging commercial technologies with the ability to operationalize them than we do.
Continued technology superiority in the battle requires exploiting commercial technologies and investments coming from both the traditional defense base and non-traditional providers.

3. Hurdles to Efficient Public/Private Sector Engagement
Misaligned incentives between government and private sector
Market vs Mission
Difficulty accessing the broad innovation ecosystem
Distributed innovation (from labs to garages)
Global marketplace
Disjointed programs and funding
Differing sources for R&D, innovation and commercialization
Valleys vs Cliffs
Different approaches to and tolerance for risk
Private sector can afford risk in innovation
Public sector can bear risk in R&D

4. Barriers for Government
The expanding innovation base increases difficulty in technology discovery
Lack of an honest broker to distinguish between good and bad technology
Difficulty getting solutions on contract in a timely manner
Non-traditional entities do not know how to perform effectively on government contracts
Barriers for Private Sector
Confusing, complicated and costly process with which to engage
Poor understanding of landscape and who to engage
Inability to determine if opportunity is or ever was ‘real’
Difficulty getting solutions on contract in a timely manner

5. Addressing Emerging Threats Through Innovation
Technology Maturity
Existing
Ideation
Emerging
Known
Threats
Addressing Emerging Threats Through Innovation

6. NSTXL Overview
The National Security Technology Accelerator (NSTXL) is a 501(c)6 Non-Profit membership consortium.
Membership spans the entire innovation ecosystem including: companies (from pre-revenue start-up to Fortune 500), public and private laboratories, universities, technology incubators, and investors.
NSTXL creates innovative public/private partnerships to match technology solutions to capability gaps.
NSTXL Core Functions include:
Prospect, vet and develop innovative technologies to match with specific DoD technical requirements.
Mentor companies, laboratories, & universities for more successful DoD interactions.
Facilitate dual-use opportunities for interaction and deal-flow among universities, companies (large and small), laboratories and the military.

7. Private Sector Capabilities & Technologies
The NSTXL platform bridges the public and private sectors to accelerate the discovery, development and deployment of innovative technology solutions for operational missions and installations of the U.S. Military at home and abroad.
Private Sector
Capabilities &
Technologies
Create Bridge Between DoD and Private Sector
Define Technology Needs
Enable Rapid Technology Discovery
Execute Rapid Contracting and Prototyping Through Other Transaction Authority (OTA)

8. NSTXL Process Overview
DOD
NSTXL Process Overview
Marines
Army
Step 1: NSTXL identifies and helps to define technology needs from across the Department of Defense. We then disseminate those requirements to our broad membership and network of innovators from small technology start- ups to universities and laboratories.
Air
Force
Navy
Step 2: NSTXL prospects cutting edge solutions from the private sector innovation community, vets the technologies and delivers qualifying solutions to the requirements back to the Government.
Academia
Incubators
Step 3: NSTXL utilizes its unique contracting authority to efficiently move money from the Government to the innovator to prototype the solution for military use, helping to oversee the life- cycle of the project.
Laboratories
Tech Companies
Investors

9. Define Source Develop Transition
The NSTXL platform provides support at each phase of the innovation lifecycle and the flexibility to engage selectively depending upon customer needs.
Define
Source
Develop
Transition
Engage to define technology needs employing Design Thinking methodologies
Assist in drafting of Request for White Papers to translate needs to private- sector friendly descriptions
Check for relevance of technologies to capability needs
Provide access to Global Innovation Ecosystem database of over 400,000 innovation contacts
Rapidly identify potential technology solutions (2-4 weeks)
Utilize challenge platform and programs to vet technologies
Provide rapid contracting vehicle (OTA) to enable prototype development and testing
Provide program support for prototype development
Provide access to other SME’s as appropriate
Provide integration and transition support to move prototype into program of record
Create smoother transition to successful prototype to follow-on production contract

10. NSTXL partners with TechConnect to provide rapid private-sector innovation prospecting aligned with DOD technology gaps.

11. Recent Industry Prospecting Clients:
Over 50% of Fortune 500 Tech Companies have used TechConnect Innovation Prospecting Services in last four years.
TechConnect annually facilitate over 2000 One-on-One meetings between Corporate, Investment, and Agency Prospectors with vetted Innovators.

12. TechConnect Innovation Development Partners
US/Canada Academic:
Research Universities
300  - Federal Labs
Academic Institutes/Departments/Centers 
309 - Tech Transfer & Commercialization Offices
579 - Incubators (Academic & Private)
Non US/Canada Academic:
Research Universities/Institutes/Departments/Centers 
523 Tech Transfer & Commercialization Offices (Global)

13. TechConnect Agency Innovation Development Partners

14. Upcoming TechConnect Innovation Prospecting Events
Co-located with

16. Challenge Platform
Top submitted technologies across designated technology need areas are invited to pitch in a shark tank style sessions
Challenge session topics include:
Energy and Resilience
Cyber Security
Space Technologies
Medical and Biotech
Electronics and Systems
2016 Challenge Stats:
Total Attendees: 9,647 (1,540 gov’t)
Technologies Submitted: 1,893
Technologies Showcased: 917
Technologies Pitched: 360

17. NSTXL Other Transaction Authority (OTA)
NSTXL currently manages an OTA contract vehicle under the Defense Technical Information Center (DTIC) to accelerate the R&D cycle of prototypes for research and development efforts.
Rapid acquisition instrument for prototype projects providing flexibility from traditional FAR requirements to ease access to innovative technologies
Current authority up to $100M total value over 3 years
OTA Scope: Innovative technologies, processes, methods, facilities, and capabilities to identify, develop, test, provide access to and improve operational and installation energy-related systems and components

18. Benefits of OTA include:
Flexibility under FAR to ease access to innovative technologies
Encourages increased participation from non-traditional defense contractors
Competition only to maximum extent practicable (CICA not applicable)
Cost flexibility
No mandatory cost accounting standards/reporting
No certified cost and pricing data
Government program managers retain full project control

19. Additional Benefits of DTIC/NSTXL OTA:
Ability to get on contract in less than 100 days
Ability to accept any color of money
Ability to accept multiple MIPRs for a single project
Projects can be incrementally funded
Contracts can be multi-year (up to 5 years)
NSTXL management fee is flexible and set on a per contract basis
IP and data rights negotiable on a per contract basis
NSTXL provides backend support for non-traditional contractors

20. OTA vs FAR
You Might Be Here

21. Template DTIC/NSTXL OTA Process & Timeline
1.0 Technology Discovery
2.0 Funding
3.0 Project Proposal
4.0 Award & Execution
Government Program Office
DTIC
ACC-NJ
NSTXL
Innovation Ecosystem
Government
1.1
Call for White Papers
1.2
Assign Record Number
1.8
Evaluate & Select Technology
1.3
Prepare & Issue RWP
1.4
Distribute RWP
1.5
Prepare White
Paper Response
1.6
Submit White Paper to Gov’t
1.7
Accept White
Paper
2.1
Obligate Funding for Project
2.2
Process Funding
2.3
Receive Funding;
Held Until Step 4.6
3.1
Develop Statement of Work
3.2
Record & Track
3.3
Prepare and Issue RFIP
3.4
Review RFIP
3.5
Prepare and Finalize
Initiative Proposal
3.6
Submit & Facilitate Proposal
3.7
Evaluate
Proposal
3.8
Evaluate Proposal & Finalize Contract
4.1
Initiative Agreement with NSTXL
4.2
Initiative Agreement with Member
4.3
Execute Work per Initiative Agreement
4.4
Invoice to NSTXL
4.5
Invoice to Government
4.6
Distribute Funding
Private Sector
4-6 Weeks
1 Week
3-6 Weeks

22. NSTXL represents a new approach to OTAs
Only OTA consortium to exist as a non-profit consortium first
One of the few, if not the only, consortium that is run entirely out of the non-profit
Background of team more heavily favors innovation and commercialization, as opposed to contracting
Utilize broad technology discovery process
First OTA to utilize a robust technology challenge platform
Designed to be ‘everyone’s’ OTA

23. 9 12 $95M FY17 by the Numbers New Prototype Contracts
Total Project Value 12
Program Offices Supported