1. University of Alaska Fairbanks Research Foundation A tool for translating university intellectual property to economic development and managing risk Dan White, Associate Vice Chancellor for Research, UAF Adam Krynicki, IP Specialist, UAF

4. Why Take and isolate risk Hold equity Make decisions at the speed of business Support UAF in ways that are difficult for state entities Increase start-up activity

5. What Not-for-profit corporation Often referred to by the IRS designation 501(c)(3) Run by an independent board of directors Staffed by UAF employees

6. Who Board structure could include Management from UAF Regents Faculty members Community members

7. The time is now – deal flow is growing and will support the organization Peer institutions formed research foundations in mid 1900’s WSU, Virginia Tech, Iowa State, Wisconsin and many others When

8. Arms length - legally separate entity But UAF has board membership and significant but not complete control Relationship to UAF

9. Articles of incorporation Bylaws of the corporation Agreement between UAF-RF and UAF Documentation needed

10. Clear conflict of interest management approval process System to allow “rental” of university space and resources Other arrangements

11. To have the capacity to build startups, we need: Means to take and isolate risk; Methods to hold equity in startups; Flexibility to make decisions at the speed of business; Methods to manage conflict of interest for innovators and for industry. Summary

12. Board of Regents and President’s Approval Establishment of Board of Directors Articles of Incorporation and bylaws Maintain a lean startup approach Equity, risk management Scale programs as they become sustainable Future actions

13. Questions?

14. If you have any comments or questions, please contact: Dan White at dmwhite@alaska.edudmwhite@alaska.edu Adam Krynicki at akrynicki@alaska.eduakrynicki@alaska.edu