. .

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öap1encia Agentin de í:d1Jcr_:cir`:n

Superior de Me1iellara
-»E
N0. 1200001187
¬
Fecha: 15.12.2014 Acreedor: The university of Texas at Austin
Factura/Nümero cuenta cobro: 562014 NIT Acreedor: 746000203

Secretaría: Agencia de Educación Superior~ SAPIENCIA Codigo del Acreedor: 1600000096

Dirección: 2815 san gabriei st austin
Teléfono:
Fecha Vcto: 15.12.2014

Detalle: Contrato 71/2014 Campamentos de entrenamiento

Clv Ctabl Cuenta Nombre Valor P royecto

Pos Pre Bco Proplo Recurso

31 1600000096 Tha uni»/arsily of Taxai Bl Aus -B9 343.737 XCPXP 0701 9000000

40 7206020000 Ss Educ For Pro Gral 84.163.768 923360520 9120355

40 5810909000 Olros Glos Extraord 15 112.587 923360520 9| 20355

500 2436100100 R F Pages Exterior :9 927.638 XRETENCIONES 9000000

O TOTAL
APAGAR: 39.348.717»

ORDENADO POR: Impreso el 29.12.2014 Página 1 de 1

DATOS PARA PAGO

GIRARA NOMBREDE:The universityolfTexasat Aus CEDULA:746000203 TELEFONO:

CUENTA PARA ABONOICONSIGNACION: PDTE DATOS BANC.
TIPO DE CUENTA: . DEL BANCO:
CONDICION DE PAGOZ .

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3. NI! del l,M.C. 4. Fech11 AAM-MM-DD 5. Nümero

B90.903.938:8
| 2014-12-10l
III. IDENTIFICACIÖN DE LA DECLARACIÖN DE CAMBIO ANTERIOR

6.Ndel
I!l.M.C. |7.Fecha
AAM-MM-DD
8.Nümero
IV. IDENTIFICACION DE LA EMPRESA O PERSONA NATURAL QUE COMPRA O VENDE DIVISAS

9. Tlpo 10. Nümero deldenliíicaclón DV 11. Noml1re

NI |900.602.106 |0 IAGENCIA
DEEDUCACIÜN
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Ø V. DESCRIPCIÖN DE LAOPERACIÖN
15. Código moneda de glro o relnlagro 16. Valor moneda glro o relnlegru 17.Tlpo de cemblo a USD 16.Valor lolal USD
uso | 4s.0o0.oo| 1| 4s,0oo.o0
VI. INFORMACIÖN DE LA(S) OPERAClÖN(E5) _

19.Numer1l 20.Valor
USD 19.Numeral1 20.Valor
USD
2906 45,000.00

l
I

e1vaclomzs:

Pam lo1 llnos pmvlstos an ol avtlculo B3 du la consllluclón pollllca de Colombia, doclaro bajo la gravadad de luramemo qua los concøplos. camld1des y
conslgnados en el presenle lormularlø sun normc1os y la lie! 1xpreslón da la verdad.

Vll. IDENTIFICACIÖN DEL DECLARANTE

- 21. Nomhre 22. Nümero de ldenll caclón 23.

ISERGIO
ROLDAN
GUTIERREZ I 71_772_401 1
~ OO OO 77?
CONTRATO 60 DE 2014

l Valor Factura en Valor Factura en

.

N Orden de page
Fecha
Page N° Factura US$ TRM PAGO I pesos Menos
10%
Rte
Fte Valor
G1rado
120000091429.08.2014 4 70000 1.925,50I 134.785.000,00 13.478.500 121 306 500,00
120000110519.11.2014 S 80000 2.158,80I 172.704.000,00 17.270.400 155 433 600,00
Totales I 307.489.000,00
I 30.748.900 276740100,00

EJECUCION CONTRATO 50 DE 2014

Valor RP 8201400207 374.486.000

Valor Contrato USS 200.000

TRM a la firma contrato 1.872,43

DIFERENCIA EN CAMBIO

Factura N° ValorFactura TRMINICIAL I ValorEjecutadoI TRMPAGOI ValorPagado DiferenciaenCambío

70000 l872,43I 131.070.100I 1.925,50I 134.785,000,00 3.714.900
soooo 1872,43] 149.794.4oo| 2.1ss,so| 172.7o4,ooo,oo 22.909.600

Valor Factura TRM INICIAL Valor Ejecutado I TRMPAGOI Valor Pagado DiferenciaenCambío
Saldo 50000 1872,43 93.621.500I 2377| 118.850.000 25.228.500

VALOR TOTAL DIFERENCIA EN CAMBIO 51.853.000

 O O

CERTIFICACION DE RECIBO A SATISFACCIÖN DE

BIENES Y SERVICIOS

f-92 O de[r}J(1::iü1\S\J;-e(i07de
Me§\e\E\

1. NOMBRE DEL CONTRATISTAI UNIVERSIDAD DE TEXAS

2. IDENTIFICIACION: NIA
3. NUMERO DEL CONTRATO: 60 de 2014 4. FECHA DE INICIOZ Agosto 2014
5. PLAZO DEL CONTRATO: 24 Diciembre 6. PERIODOS REPORTADO: Tercer
2014 informe. Final

7. OBJETO:
Realizar actividades de asistencia técnioa internacional en asuntos de Educación,
Ciencia, Tecnología e lnnovación, orientada especí camente a procesos de
entrenamiento y apropiación de herramientas y metodologías de transferencia y
comercialización de tecnología, así como su articulación con el sector productivo,
todo de acuerdo al detalle establecido en el anexo A de este contrato y en
concordancia con el acuerdo marco UTA 13-000927 y SAPIENCIA 26-2013.

8. VERIFICACION DEL CUMPLIMIENTO:

El suscrito supervisor del presente contrato, actuando segün designación de
SAPIENCIA, certifica que el contratista ha cumplido satisfactoriamente con las
obligaciones contractuales, de acuerdo al tercer informe correspondiente al ültimo
pago de sus servicios, adjunto a este documento.

9. VALOR COBRADO:
US$50.000- (de los cuales Ia Universidad recibe US$45,000- luego de la
correspondiente retención de impuestos) _

10. AUTORIZACION DEL PAGO:

Declaro que una vez veri cado el valor cobrado en Ia cuenta de cobro, estos son
correctos.

En conseouencia, se autoriza la cancelación de Ia cuenta de cobro presentada la

cual se relaciona a continuación, por el siguiente valor soportado mediante los
siguientes documentos presupuestales.

_ :Nü.rTä1° __ . _.,W.... .J : ____V.z,l,.____

.Disponibilidad xÜ`**'.Re`gis§_roí
NumeroCuentade ¬VäI`orapagar '
i_ Presupuestal i ,Pres'up'üesta| W,_¬_____y_Cobro__ _____:___
Autoriza`do__A_
_';
7201400149| 1 003_ US$45.000-
11. VERIFICACION DEL PAGO Y VALOR A LA SEGURIDAD SOCIAL:
N/A, toda vez que el contratista es una institución internacional no residente en
Colombia.

Firma y Nombre: José ario Calle

. 79 C7
_' ,g~\_` 1c21NsTi1*u 1:
Il'
:{
._: ' ' ,.= :
K'\\ THE UN1v1311s1TY
`OF T1sxAs AT AUsT1N
.
__ ¬\ . _f I.
\\ ~ " J

\§`~___
`_.-,_..:f7'
2815 Sun
Gabriel
I A1istin,
Texas
78705-3596'
(512)
475-7801
December 7, 2014

Bernardo Ignacio Muñoz Zorzano

Sapiencia Project Coordinator, Sapiencia, Medellin, Colombia

Dear Bernardo Ignacio Muñoz Zorzano, .

Please find attached to this letter our ínvoice for PAYMENT 3 of the 2014 contract between
Sapiencia and The University of Texasat Austin (UT Austin). Per contract UTA 2014:1 /
SAPIENCIA
N° 60-2014,governedby MasterAgreementUTA13-000937/ SAPIENCIA
26-
2013, PAYMENT 3 is due as described below:

PAYMENT3: 25%. Fifty thousand dollars (US$50,000) within five days after the delivery of the final
report, including every performed activity, received and approved by SAPIENClA'Ssupervisor.

After taxes, the payment to The University shall be forty five thousand dollars (US$45,000).

Also attached is our final program report. In its Appendix B, pleasefind a table summarizing
the completion status of each delíverable from the Action Plan of our proposal. Per our prior
discussion, and within the framework of the experimental nature of the program, I have
summarized where original deliverables were completed, where other work has been
substituted toward original goals, and where additional work of equivalent effort was
performed. The pre-approval status of each item is documented. Please consider this as our
proposal for resolving all 2014 program activities.

Please confirm by email your receipt of this communication. Also, we request that within two
business days of receipt of the PAYMENT3 delíverable by separate email, you either confirm
it is sufficient for you to issue payment, or that you communicate in detail additional
requirements you have to issue PAYMENT 3.

Best Regards,

C/Wfrifr
Cliff Zintgraff
Program Manager, IC* Institute
Principal Investigator, StemDev Program
The University of Texas at Austin
 /' ` \
1cz iNsT1TUTE

TPTE UNIVERSITY OF TEXAS AT AUSTIN

2815 .San Gabriel ~ Austin, Texas 78705-3596 ~ (512) 475-7801

Completed Deferred by Substitution, pre- Other substitution Extra work in other

Unit of Work agreement approved, and areas of equal effort
completed
Sessions 1-5 ULCLED Abbreviated

Quicklook®: Methodology oompleted. Quicklook, subbed for

Training Session 6, but one Session 6, second
persononly _person
Completed for Second LED write:up, 0 Business development efforts made by Mike Third day of Austin
Quicklook®: U.S. Market ULCLED and Gas RichardProf tt(needsto Breck.(countsas #4) meetings, one day
Expert Feedback: Five Heating (2) be formalized) (count as ~ Short effort to locate patent licensing examples, beyond original
write-ups #3) with email summary of effort. (#5) proposal. (#5)

RapidScreen"^: Tool Completed

Customization
Development of RapidScreen Mentor Certi cation
RapidScreen"^: Re-
Study Guide (beyond requirement of simple
training
portfolioapplication).
Platform 2015, no additional
RapidScreen ^: Mentor
completed oost, per agreement
Ceiti cation
wim Sapiencia POC
Remote Mentorship Remote review and markup of initial technology
(Quicldookand descriptions and inten1iewsin the Quicklook
RapidScreen) program,uploadedto RapidScreen.
Reporting on Program Completed
Activities

Column Descriptions
~ Completedz Work was completed as originally described in the proposal.
0 Deferred by agreement: Work will be completed in 2015, per agreement between Points of Contact, and due to circumstances with both parties.
0 Substitution, Approved: A substitute work was completed, and it was approved prior to execution by UT Austin.
~ Other substitution: A substitute work was completed, as seemed correct to the UT Austin Principal lnvestigator, and consistent with program
goals, but not specifically pre-approved.
0 Extra work: Work of equal effort in another area was performed, consistent with program goals.

(D (3 ()() *
 QÖ

, '{\ 1c21NsT1TuTE
` - ø rÄ I Tm:_ uN1vERs1TY
or TEXASATAusT1N
\_ ~ : :ui/'
\ ,

- ) 2815SanGabrielSt.Austin,TX 787058596
(512)475-8900

INVOICE

INVOICE NUMBER: 003

The University of Texas at Austin INVOICE DATE: 11/25/14

lC* Institute TOTAL AMOUNT DUE: $50,000
2815 San Gabriel LESS TAXES 10%: 55,000

AuStin, TX 78759 TOTAL PAYMENT DUE $45,000

O _ after Colombian taxes withheld

BILL T0: PLEASE REMIT TO:

O
Agencia de Educacion Superior Alcaldia de Medellin Frost National Bank

SAPlENClA 100 W. Houston Street, San Antonio, TX 78205

Calle 73 #73 A 226. Bloque 9, Piso 1 Bank Contact: Cherie Dubay-ACH Coordinator, (210) 220-4227
57-4-4480520, ext. 1148, 1149, 1150 Swift H: FRSTUS44

Telex: 166955 FRSTBK

ABA/Routing if 114000093
Account #2 591055275

Acct Name: Univ of Texas at Austin-Master Concentration Acct

Reference the following Information:

ICI Institute, Pl Cliff Zintgraff

TITLE: Quicklook Training Program

t :DESCRIPTION
PRINCIPAL INVESTIGATOR: Cliff Zintgraff

Total Amount Due: $45,000.00

Due Date:

Within 5 days of receipt of invølce

For additional information regarding the above please contact:

Diane Skubal, (512) 475-8935, dskubal@ic2.ute:<as.edu
 137

Sapiencia
2014
Final
Innovation
Report
Program '
' _4
V CINSTITUT-E
flll UNlVllk$:H\'Ül IKXAX Al Aklalllå

Sapiencia Innovation Program

2014 Final Report
December 6, 2014

Introduction

Thisdocumentisafinal reportfor the 2014Sapiencia

InnovationProgramconductedin partnershipby
Sapienciaand The University of Texasat Austin (UTAustin) IC1lnstitute. Building on the mid-program -
progress report, the current report summarizes the final list of activities and outcomes from the year's V
activities. lt also captures results of the final debrief between the Sapiencia and UT Austin program
leads.Theseresultsforma startingpointfor discussion
of programcontinuationin 2015. '

It was planned that during the program, formative adjustments would be made to task details as
dictated by needs and circumstances. This plan is consistent with the core value of experimentation
adopted in the program. These adjustments are formally documented in this report. lt is'noted where
these adjustments were pre-approved by Sapiencia in detail, where they were pre-approved in general
terms, and where final agreement remains to be formalized, or other plans made. Adjustments were
also made simply because they were driven by circumstances. This document serves as UT Austin's
proposal for resolving task changes during the 2014 program. See Appendix B for details of the
proposal. _

The program elements covered in this report are: _

1. Quicklook Methodology Training .
2. Quicklookß Technologies U.S. Market Expert Review
. Remote Mentorship
_ RapidScreen Re-training
. RapidScreen Customization
. RapidScreen Mentor Certification
_ Academies Workshop _
_ Sapiencia LeadershipTeam Visit to Austin
Sinergia Innovation Course lnstructional Design

All electronic de/iverables from the 2014 program can be found ut www.tir1yurl.comfsinergia-íc2-2014.

Quicklool<° Methodology Training

The core effort of the Sapiencia 2014 program was Qu_icklook° Methodology Training. The learning
objectives of the course were as follows: <

LearningO_bjectíves _ _
1. Understand the difference between excellence in science and application of that science to the
marketplace; understand the main issuesin commercializing technology. This item includes:

1Quicklook° is a registered trademark of The University of Texas at Austint

1
 Saplencia
Innovation
2014 Program
F1nai
Report H C2
HH.
INST-|1-UTE
IINIVI i\&Ii\` Ui HXAS M MJUIN

0 Understanding
the ideaof marketpainandhowit bothoverlaps
anddiffersfromgood
science.

0 Understand
theideaofcontinuous
marketValidation
of entrepreneurial
plans.
2. Learn
techniques
forconducting
primary
inten1iew-type
interrogation
ofthemarket,
contributing
to understanding market pain and market validation.
3. Perform
secondary
research
andusethe knowledge
inconcertwithprimaryinterviewresults,
contributingto understanding
marketpainandmarketvalidation.
4. Learnandapplymarketing
concepts
thatdirectandorganize
themarketinquiry.
5. Learnandbe ableto a1ticulate
the essentials
of howintellectual
property,prototyping,
' sun1eillance,
valuation
andindustry
relations
relate
tothemarket-based
inquiry
process;
apply
this knowledgein joint tours of universityIabswith UTAustinstaff.
6. Demonstrate
theabilityto applythismaterialbywritinga O_uicklook°
reportanddevelopa
QuickPitch(QuickIook -based)
presentationdeliveredto a panelreviewaudience.

Sixtwo-daysessions
wereconductedbetweenAugustandNovember
ofthisyear,asshowninthetable
below.Approximately 20studentsattendedthefirstclass,with14responding to thepost-session
evaluation. 10students completedthecoursebymaking a finalpresentation
oftheirtechnology
based
ontheQuicklookmethod.Session 5featuredactivities
intended toconnectmarket analysis
effortsto
strategiceffortsto interface
withresearch
groupsandhelpthemformindustryrelationships thatwill
benefitcommercialization
effortsoverthe longterm.

Date Session
# I Activities Instructor/
Facllitator
Thursday: Program & Quicklook Intro
Aug28-29 1 IFriday:
2
Entrepreneurial
Marketing CliffZintgraff
Sep
8-9 | Quicklook
Report
andQuickPitch Dr.Greg
Pogue
Sep 25:26 3 Market Validation through Interviews Dr. Donna Kidwell
Oct 13-14 4 Working Sessions
1Cliff
Zintgraff
Mike Breck

Oct 20:24 5 Technology

TransferintheUniversity Max Green
Consultingundsurveil/onceactivitieswith Sapienciostaff. Heath Naquin
Nov 26-27 Day 1: Working Session/ Final Preparation
6 Day
2:Team
Presentations Gary Hoover

Thetable below highlightsthe main topicsof eachsessionsandshowsthe evaluationreceivedon the

post-session
survey.Notopicreceivedbelowthe IC2Institutebenchmark
of4.0duringinsurveyresults;
however,it mustbenotedthatthenumberof evaluations received
declined
significantly
in Sessions
4
and 5, and a sun/ey was not conducted for Session6.

Topical Survey Resu/ts

Session
Topic
1* Program Introduction | Score"
l Numberofkespons
4.23 13

Philosophy of the Quicklook 4.54 13

Tech Description; Writing 4.79 14

| Interviews
/ Class
Exercise I 4.62 13

2
 1%
Sapiencia
Innovation
Program 2
2014
Final
Report 'NS-I-'TU-|-E
'IIlLllNl\'ll\5I`l\'(\l l(XA§Al _A\l:T|N

Session Topic Score Number of Responses

1 Quicklook First Draft s11des ' 4.71 14
1 What is Marketing 4.36 14
First Tech Description 4.86 14
Quicklook Report Training 4.75 8
QuickPitch training ` 4.88 8
Inventor Type and Motivators 4.58 12
Technology Description Review ' 4.77 13
Conducting Quicklook interviews 4.92 12
Technology Description Review/Update 5.00
Whiteboard Value Chain Analysis 4.50
Interviews: Review, schedule more, technique 4.75
Intellectual Property and Valuation Training 4.75
Research Group Visits and Ecosystem 4.00
5 CTI Team Meeting/Action Planning 4.50 2
'Twelve questionswere askedin Session1. A sampleis provided here. Ratings are representativeof the overall responses.
' 'No individual rating was below 3 ( UsefuI") of 5. ' -

Overall Impact Questions

Eachsession, nine questions about overall impact were answered by students. The following table shows
the average of those ratings over the course of the program. Eachsession's rating was weighted evenly
even though some session had much larger sample sizes. All individual ratings were 4.0 or higher, the ICZ
Institute benchmark for an effective class.

The session provided information and content new to me. 4.45

The information and content were appropriate for our needs at Sinergia 4.53
The instructors` knowledge of this material was good. . 4.61
I will be able to use this information in my job. _ 4.48
The instructors were able to communicate knowledge on commercialization. 4.51
The structure of presentations, exercises, and discussions was good. 4.59
ln terms of improving your own skills, how useful was this session? 4.50
Do you believe your effectiveness as an lnnovator has been enhanced by
4.48
attending this session?
Overall, how would you rate this educational experience? 4.83

Concepts /dentified in Surveys

On each survey, students were asked what new concepts they learned during the session. The raw results
are available in Appendix A. The list provided by students represents a thorough cross section of the
concepts taught in the course.

3
 «

Sapiencia
Innovation
Program
2014FinalReport
H|llINiV|_V\$¶1\()I
IC2
HAAS A1 At|$TlN

Session 1: Program and Quicklook Introduction

1. Technology Description

. 4 PS

5 Cs

Jolly Model
Marketing, Segments and Product Attributes
Quickpitch
interviews

Quicklook
10. Customer-Framed Benefits.

11.What
isMarketing? O
Session2: Quicklookund QuickPitch K
1. Quicklook
process J
. Quickpitch report
. Revenue model/financial modeling
Patent Databases

Value proposition
IP, value proposition, attribute
. Competencia tamaño del mercado participacion en el mercado y costos
. Feature, benefit and value
9. Segmentation
10. Fast financial model

Session 3: Interviews

1. Five types of inventors

13 motivational types

Guidelines
forthe5types
ofinterviews O
. lnten1iewing validators
. Primary market research techniques f
Tips
forinterviews \)
. lnterviewing validators, clients and those provisioning resources for the technology
When you describe the technology is like saying poetry.
9. The technology description describes what. not how
10. Voice of the market :

11. Financial model

Session 4: Working Session

1. Segmenting the market
2. Technology description
Market characteristics

Fast financial model

4
 785

Sapiencia
Innovation
2014 Program
F1nal
Report VJ \C2
Ulf
,NS-I-'TU-|-E
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Session 5: Technology Transfer in the University

1. Roadmap to prioritizing CTI Team efforts
2. Value chain

. License agreement
_ Prioritize

. Exercise of Valuations

Ouicklook Technologies

Six technologies were identified for analysis:

1. ULCLED: An LED Driver technology with a reported 96% increase in Iuminance per watt.
2. Red Dye 40: A remediation technology for removing Red Dye 40 from water used in
manufacturing processes. '
3. Carbon Black: A rubber mix material that enriches natural rubber from Colombian natural

sources,enablingdevelopmentof in-country quality rubber products.

4. Altavoces: A speaker box design technology that maximizes sound quality for speakers in
commercial and home environments.

5. Gas Heating for Manufacturing: An economical gas heating technology for use in
manufacturing applications where extended heating is required.
6. Native Cheese: A mix using local ingredients suitable for making cheese or the home or for sale
to specialty cheese shops.

Quicklook° presentations were completed for each of these technologies by the end of the program.

Highlights, Areas for Improvement, and Recommendations

The following are essential reflections having completed the Sinergia 2014 Quicklook°° Methodology
training program:

0 The best technologies. The ULCLED LED Driver technology, along with Red Dye 40, are the best
technologies to emerge from the group. Probably not coincidentally, the Quicklook° analyses for
these technologies were the strongest. The process yielded value chain, pricing, and market
perception insights that are important for these technologies to address. The ULCLED case has been,
and will continue to be, particularly instructive as it relates to dealing with different market
perceptions, and embracing the voice of the market with all the complexities ofa live case.
: Interviews completed. With the exception of these technologies/teams, there were generally an
insufficient number of interviews completed by the teams, at least counting by the number of
interviews uploaded to the Rapidåcreen database. Because interviews are the lifeblood of the
process,steps should be taken in future programsto strongly motivate early completion of interviews
perthe process. A
o Homework completion. lt was the exception for homework to be completed on time. As the process
progressed, the impact of late homework completion became clear. To our knowledge, no team

5
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completed the Quicklook report, and many had fundamental QuickPitch gaps as late as the day before
the presentation.
~ Remote support. The remote support process was both less impactful than it could have been, but
also has enough results to build on. The original plan, to conduct remote Sessions, did not materialize,
and was not pushed by either Medellin or UT Austin actors. However, selected participants did
embrace the feedback provided through remote markups of technology descriptions and interviews.
This may provide one path for encouraging more engagement in the process through an effective
remote mechanism.

v Formal course structure. Another path to more serious and timely process engagement is to institute
a formal course structure, formal grading, and more clear requirements for earning of a credential at
the end of the course. This is a recommended path for 2015.
fs
0 Timing: start earlier in the year. A clear factor that negatively affected course momentum late in the \./

process was the late start in the year, especially as end-of-year approached and circumstances rather
than pedagogy drove scheduling decisions. This was not a fundamental problem but was not the ideal
situation to advance course goals. The late start was not intentional on the part of either party but
1)
rather was necessary when the contract could not be negotiated prior to the January quiet period
associated with the Colombian national election. The late start represented a commitment to get
started despite the early contract challenges.
0 Research group interface. Session5 was especially important as an approach to wrap market analysis
tactics inside a strategic approach to commercialization in the university. An important issue for
Sinergia to address is developing proactive relationships with the best research groups in the
university as it relates to developing research with commercial potential. This should be a high priority
for the emerging Sinergia technology transfer office.
0 Actual vs. intended priorities. As part of Session5, the technology transfer staff were encouraged to
reflect on their time spent on tasks vs. their own views of what should be priorities. In a finding
related to the prior item, the things considered strategic were not receiving time allocation. This is
animportant item of self-awarenessfor the Sinergiastaff and management. The lC1lnstitute believes
f'\
this will continue to be a challenge as long as the technology transfer staff remain part time, with
\./
other competing commitments.

in summary, the |C1lnstitute believes the knowledge-driven learning objectives were met in the course. O
The students clearly valued the course content based on evaluation feedback. There were mixed results
in terms of applying the knowledge, with two teams standing out as the most accomplished related to
that application. lt is not a surprise that the project-based course design, which requires application of
the concepts, challenged the students. Recommendations for future programs include: (1) making an
earlier start to avoid administrative deadlines; (2) formalizing the course structure in an online course; (3)
finding ways to enforce homework deadlines; and (4) building on the remote written review process.

ln the larger picture, as a result of the 2013 RapidScreentraining, and the 2014 Quicklook Methodology
training and related RapidScreenefforts, Sinergia now has a documented technology portfolio, a priority
list of technologies that haveundergone early screening, and six technologies that have been the subject
of Quicklook analysis. Sinergia'swork to adopt tools and processeshas led to establishment of aformal
process that spans its three technical universities.

6
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Quicklook° Technologies U.S. Market Expert Review

The Quicklookß training effort was complemented the development of short two-page write-ups by U.S.
market experts regarding the technologies under analysis. The original plan was to complete write-ups
for five technologies for which the |C1 Institute had reach to industry experts. The five technologies
selected were ULCLED, Red Dye 40, Carbon Black, Altavoces and Gas Heating. lt was agreed early on that
multiple write-ups for ULCLED would be welcomed, replacing other write-ups. In the end, three write-
ups were produced, two for ULCLED,and one for Gas Heating. All three were completed by native industry
experts, a requirement for this training activity. The table below summarized the write-ups.

For completeness, this table also summari1es the findings of the ULCLED abbreviated Quicklook report
completed by Jeremy Carter.

ULCLED Tim Raines, 1 No question about market need

LumaStream 0 Approach partners at manufacturing level like Cree, Osram,
Tekcore. `

: Address strong skepticism over video results.

ULCLED Richard Proffitt : Clear market need, cost reduction is a strong story,
lx-Neox, Founder 0 System-on-a-chip and heat reduction are good features.
0 Biggest concern is competition: "large and tough market."
1 "Look for niche markets for a toehold usually in a JV with a
medium sized organization in museum/medical lighting or
something similar."
ULCLED, Jeremy Carter Carter recommendations (quoted):
abbreviated (acting as 0 Document exact efficacy values in lm/W
Quicklook° Quicklook° 0 Pursue 3rd party review and validation under NDA
report author) 0 Complete IP capture both in the form of patents
0 as well as documented test results

: Establish development and validation plan

0 identify list of licensee targets and establish long range
strategy.
Gas Hea ting Jeremy Carter, 0 Many open questions about the exact features and benefits
Fallbrook being claimed by the technology.
Technologies 0 Also many questions about competitors.
0 lf it works, potential sizable energy savings for plastic extrusion
application.

Task changes for the two remaining write-ups is addressed in the section addressing this topic, near the
end of the document.
 .

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Innovation
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Remote Mentorship

Remotementorshipwas originally proposedastwo-half day sessionsto support the studentsfrom the

previousRapidScreen training sessionsandfrom the current Quicklook°MethodologyTraining.These
activities were not prioritized, and it was eventually determined that funding would be redirected to
support travel costsfor the SapienciaProjectCoordinator'sNovembervisit to Texas. Nevertheless,the
ICZInstitute Principallnvestigatornotes some successthrough markup of technologydescriptionsand
interview notes, and recommends this as something to build on in prior programs.

RapidScreen Re-training

Whileoriginallyproposedforthis year'sactivities,thistaskwasnot prioritizedbyeither party,asit seemed

RapidScreen userswere usingthe platform effectively. Fundingfor this activitywasre-directedto support
travel costs for the Sapiencia Project Coordinator's November visit to Texas.

However,it shouldbenotedthat aspart of the RapidScreen Mentor Certification,the ICZInstitute chose

to createa study guidethat went beyondthe requirementsfor the mentorcertification course.Thisstudy
guideis alsonotedin the TaskChangessectionasa replacementfor the originaltask. More detailsabout
the Study Guide are provided in the Mentor Certification section.

RapidScreen Customization

The RapidScreen EarlyCommercializationAnalysisPlatformwascustomi1edto fit the specificneedsof

the Sinergiatechnologytransferteam. Duringavisitto MedellinduringOctober,the ICZInstitutePrincipal
lnvestigator met with the full technology transfer team and documented a list of requested
customizations that were consistent with the capabilities ofthe underlying "Quickbase" platform and the
funding for the customizations. At a highlevel, the following list summarizesthe customizations:

1. Institution was removedfrom the analysisprocess.(RapidScreen

overall ratings are now
recalculated without Institution as a factor.)
2. TheSinergiaprocessis capturedin a seriesof checkboxes,supportedbya newdashboard.
3. Various form, help screen and tool tip improvements were made to clarify flow and ratings
expectations.
Featureswere implemented to easetracking of activity for each university's coordinator.
. The ability to add new industries was added.
Formal support for capturing information about research groups was added.
Various fields not relevant to Sinergia were removed from forms.
A Technology ReadinessLevel field next to the RapidScreenrating was added.

RapidScreen Mentor Certi cation

As a follow-upto 2013activities,Sapienciarequestedthe developmentof a RapidScreen certification

program.TheRapidScreen Mentor Certificationwasdevelopedto allowexperiencedscreenersto submit
a portfolio of five completed RapidScreens,and to complete a test of RapidScreenfeatures and usage.
That work is completed, and the platform supporting the mentor certification is available at

8
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httpszi/canvas.instructure.com/enroll/LBGYEC. The Canvas Learning Management System is used as the

platform for submission, for completing the test, and for collecting study content. The study content
includesprior trainingmaterials,andit alsoincludesa new studyguidefor the mentorcertification. A
screen shot of the study guide is shown below. Also shown below are the rubric categories and points
awarded for each RapidScreen submission-details are available at the Mentor Certification site.

Test Study Guide Excerpt

Study
theScreen
Fog: 7 _'
nm" nis m1maia¼ mama, mm um som ma. ms is s my im¼a.om ma anaa¼1asmw1

~ Know the l11v1n1or interview llelo1.

- study ms raai11ps mp--ip amp; ist mit 11a1a.

I Know tha min; i1rto11l [soo below]
1 Know how 1o go11o111ethe final report.

.í._;::..','¶.\/.lÄT.li
Wil. .'.'?'ff.'.~f.l¶.Y.'.'alV_.____-.....
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a- immo :i=±r«1m ~ w-:< w«
~ we i:»i;.¬\.N mi ti

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_¬_2i~.~±\.i~_~:ff_-':1,\'±>_*.-::.!.f*...... .. .. _ .. ...__.__.___ _______. _....

Rapid5creen Submission Rubric Overview

Recording of general data and capture of artifacts in files

Inventor interview

Factor scoring and comments

Completion of final report and quality of analysis
TOTAL points possible 10

2014 work included processing submissions. For reasons including both the late contract start and late
delivery of the platform, submissions were not made in 2014. The ICI Institute will process five
applications in 2015.

Academies Workshop

Dr. Federico Zaragoza, Vice-Chancellor for Workforce Development at Alamo Colleges, San Antonio,
Texas, USA, and working formally on behalf of the IC2 Institute, visited Medellin for three days of
workshops regarding the development of an Academies program in Medellin. The program would be
inspired and draw principles from the Alamo Academies program. ln this program, secondary education,
higher education, government, community and especially industry partners work together to create
educational experiences that start in secondary schools, transition cleanly into colleges, and lead to high-
wage jobs. Dr. Zaragoza met with the Sapiencia Program Coordinator and conducted two workshops co-

9
Sapiencia
Innovation
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2014FinalReport V
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s at Atlsll1w'

led by the Sapiencia Program Coordinatorand ICI Institute Principal lnvestigator. A meeting was also held
with the President of Proantioquia. Dr. Zaragoza prepared a summary, in the form of answering the
questions listed below.

ISthe Alamø Academies
Model relevant to
Medellin, C0l0mblâ?
Are there existing
programs to build on?
What would a model
look like in Medellin?
Next steps?
0 Yes, and in some respects, it is already being developed, especially in
relation to early college models.
0 Industry engagement is difficult in part due to trust concerns.
0 Child Labor Laws may be a concern, but on further review, the
possibility of this as a distractor issue must be considered.
~ Developing trust takes time.
0 Yes, but not connected as they would bein an Academies program.
0 More time was needed to address, and Dr. Zaragoza recommends this
as a next work session. (This was addressed in small ways during the
Leadership Team visit to Austin-see that section for details.)
1 Set a vision, needed to overcome trust and resource issues.
I Find a champion, someone as senior as possible. In San Antonio, that
person was the Mayor during development of Academies.

A result of the visit was a decision to focus on a pilot in the energy space in 2014, while also starting to
work with other sectors. Additional developments are documented in the section regarding the
November leadership team visit to Texas.

Sapiencia Leadership Team Visit to Austin

In November, José Mario Calle, Subdirector of Sapiencia, and Bernardo Muñoz, Sapiencia Project
Coordinator for this project, visited Austin and San Antonio to advance the program and consider future
efforts. A main goal of the visit was to strengthen the relationship with the IC2Institute and with UT
Austin, and to especially consider a joint research program in 2014. An extensive agenda was prepared.
The table below names each visit and lists the potential future outcomes that emerged from the visit.
Note that some visits are related to the companion STEAM-LABS program.

Meeting | Outcomes;PotentialFuturePlans
Connally High School 0 Keep option open for future Connally visits.
Pfl lp D
l aniel Ga ila 0 Develop interaction with David Conover.
Scott Ford, Assistant Principal
Dr. Carol Fletcher, Associate Director, Texas
Regional Collaboratives, and STEAM-LABS Co-
Principal lnvestigator
Dr. Lori Einfalt, former Assistant Superintendent,
Pflugerville ISD
Rector training v This activity is on the list for consideration in
Dr. Lori Einfalt, former Assistant Superintendent, STEAM-LABS 2015 in light of the importance of
Pflugerville ISD Rector support.

10
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UT Austin College of Education 0 Consider development of TRCMedellin

Dr. Kamil Jbeily, Executive Director, Texas growing out of STEAM-LABS program.
Regional Collaboratives 1 Address administrative issues to improve
Dr. Jim Barufaldi, Director, Center for STEM program operations and outcomes.
Education

Dr. Carol Fletcher, Associate Director, Texas

Regional Collaboratives, and STEAM-LABS Co~
Principal lnvestigator

Sinergia Innovation, Entrepreneurship, Tech 0 Well received overall.

Transfer Course
0 Make project-based learning scenario more
Sarah Bitter, ICI Institute (contractor) clear.

~ (Seealso final section of project manager's

debrief)
Technology Transfer and Entrepreneurial ~ Multiple recommendations for tracking system-
Education meeting wide metrics in 2015 program.
Dr. Greg Pogue, Deputy Director, ICI Institute, I Ideas for developing Sapiencia as a nexus for
UT Austin
research opportunities.
Executive Program Meeting 0 Pursuit of research agenda for 2015.
Dr. Robert Peterson, Director, IC2Institute, UT 0 Invitation to S:<SW
Austin
~ Invitation to CIW, the three-week technology
Dr. Greg Pogue, Deputy Director, IC* Institute, transfer class with global attendance.
UT Austin
~ Address administrative issuesto improve
Diane Skubal, Administrative Manager, ICZ program operations and outcomes.
Institute, UT Austin

Technology Transfer and Entrepreneurial 1 Address research group interactions and goals
Education meeting, Continue with Max Green 0 Skepticism over LED information disclosure, but
Max Green, Program Director, IC1lnstitute must react to interest in technology from
potential Iicensees.
Austin Sister City and Austin STEM Council o Included Lonny Stern in 2015 plans for reaching
Lonny Stern, Skillpoint / Austin STEM Council industry.
Ben Ramirez, City of Austin
San Antonio STEM Council Leadership Breakfast ~ lnclude Mark Barnett in 2015 program for
Geekbus Tour
reaching students directly with STEM training.
Dr. Rudy Reyna, Joules Webb and many others
Alamo Academies/ Medellin Academies Proposed 2015 sequence / Schedule:
program working session 1. Cross-sector advisory visit, Texas->MedeIlin
Dr. Federico Zaragoza, Vice-Chancellor for 2. Reverse advisory visit
Workforce Development 3. First steering committee meeting in Medellin,
Gene Bowman, Executive Director, Alamo we are there
Academies
4. Energy Develop-A-Curriculum (DACUM)
Joe Wilson, Community and Government
Relations' Lockheed Martin

James Henderson, Assistant Director, Economic

Development, City of San Antonio

11
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Alamo Colleges partnership meetings ø Begin to build Sapiencia<>Alamo Colleges

DT-BFUCE
Leslie»Ch3"C@"0f:Ä|am0 C0"@8@$ relationship around international programs.
Dr. Federico Zaragoza, Vice-Chancellor for
Workforce Development
Carol Fimmen, District Director, International
Education

San Antonio Sister City discussion 0 Sister City efforts are long-term; not clear
Sherry Dowlatshahi, International Program pioceeding is 3 priority
Director, City of San Antonio
CYbef Patfiøt program ~ Engage Chris and CyberPatriot; connect to
ChrisCook, SanAntonio Cyber Patriot Center of ço1ombian mi1itary initiativ ,
Excellence /'\

\..J

Someof these potential ideasfor 2015 are developed further in the final section, documenting a final
/\
meeting between the projects leads regarding 2015 planning.
\../

Sinergia Innovation Course lnstructional Design

Sinergiawishes to reach its students with instruction regarding innovation, entrepreneurship and
technology transfer. Therefore, included in the 2014 program was an instructional design of a course
provisionally titled Innovation and Entrepreneurship at Sinergia. This course is intended to reach all
Sinergia students, introducing them to innovation topics, and informing them of resources available to
them through the universities. As an instructional design, the course is not fully developed; rather,
objectives are set, pedagogy is proposed, selected content identified, and a sequence proposed. Some
essentials are as follows:

0 The goals are awareness of innovation, entrepreneurship and technology transfer principles and
awareness of how to access resources from Sinergia campuses.
v The audience is first Sinergiastudents, and then faculty and staff, with short coursesenvisioned for
/'¬
faculty and staff. \.:v

1 The pedagogyisguided inquiry learning,through project-basedmethods, doing small projectsthat

/'\
simulate or do real innovation activity during the course.
`\.I
0 The fundamental design adopts four units: Innovation in Medellin, Entrepreneurship, Technology
Transfer, and Technology Transfer at Sinergia.
0 Especially in early units, the history of innovation in Medellin, arts and global citi1enship will be
importance concepts.

The full instructional design is available at the deliverables link given in this document's introduction. In
that document is a link to a Canvas-based course that outlines the sequence and links to selected
content recommended for the course.

12
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Pictures

Numerous pictures were captured during the program. Links to those pictures are as follows:

Quicklook Session 1 https:[/www.dropbo:<.com/sh/75ba56eb9yrw3gg[

AABPRePWp3Smmo3J8C|ZGC5za?dl=0
Quicklook Session 5 (photos from Sapiencia) https:[/www.dropbox.com/sh/4ttzr:<ma9ilg§pS/AA
AEOxWmD16JGxmVQJ.lRllxna?dl=0
Sapiencia Leadership Team Visit to Austin https:[/www.dronboxcom/sh/3runnofpandxqwg/A
Acoryoc1wpdcucbmomgg ua?d1=o

Outbrief from 2014, into 2015

In a final outbrief for the year, focused on the recent Ieadership meeting visit to Texas and potential
2015 programs, the two programs leads met and documented these items. Below is a summary of the
essential elements from each topic.

Technopolis 0 Pursuejoint publications I

Jøi i RêS6âI'Ch 0 Usethis effort to target large grants in 2015
Alamo : Prepare an outline of the plan
Academies 1 start early
~ The Medellin participants will include all sectors ofthe city; Colfama may be a
sponsor.

c Begin with a focus on energy _

1 Consider the U.S. tour of community colleges recommended by Dr. Zaragoza.
Alamo Colleges o Beginto build an international programwith CarolFimmen.
~ Consider an English education program in context (and also with UT Austin)
0 This is a potential spin-out from the UT Austin program.
CyberPatriot 1 Start with a 3-4 day workshop and a first pilot, connected to the Colombian
military.
1 lnclude a Colombian national education standards cross-walk.

Austin STEM 1 Connect Lonny Stern to CreAccionTeam efforts and Proantioquia, specifically
Council with Sandra.
0 Start early; connect to Proantioquia volunteer program.
Technology 0 Continue to build the innovation portfolio
Tf fßfêf Offi e 1 Accelerate efforts

~ Set strategic priorities per insights from Quicklook Session 5.

0 Create a business planning function
3-Day Startup e Use toward the goal of promoting innovation at Sinergia.
~ ICI Institute help prepare and run the first event.
Innovation 1 The next step will involve the Rectors, and Vice-Rectors of Academics
Curriculum

13
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Appendix A: Concepts identified in Surveys, Raw Results

Session 1: Program und Quicklook Introduction

N/A
description, STP,4P
Jolly Model STP 5C's
1.Jolly model 2. Marketing, Segmentsand Product Attributes 3. Quickpitch
QUICKLOOK, interviews Modelo Jolly
Quicklook Technology. Customer-Framed Benefits.
1. STP, Segmentation, Targeting and positioning; 2. The Jolly model; 3. The first draw of
technology description
Positioning segmentation
1. What is Marketing? 2.Jolly Model 3. Marketing 5 Cs 4. Marketing, Segmentsand
Product Attributes

enfoque hacia las necesidades del cliente segmentación del mercado

descripcióntecnológica
N/A
Session 2: Quicklook ond QuíckPitch
1. the Quicklook process; 2. Quickpitch report; 3. revenue model
1. Patent Databases2. value proposition 3. Financialmodeling
IP, value proposition, attribute
competencia tamaño del mercado participacion en el mercado y costos
N/A
Product attribute, feature, benefit and value, segmentation, fast financial model
Session 3: Interviews

1. Five types of inventors. 2. the 13 motivational types. 3. guidelines for the 5 types of
interviews

interviewing validators, type of inventors, motivational types,primary market research

techniques, tips for interviews
Es importante Ia forma como nos comunicamos en los diferentes escenarios, un
validador, un cliente, entre otros para obtener informaci(on util y establecer conexiones
que sean de provecho para el desarrollo del proyecto
1.Type of inventors 2. Motivational types 3. The people what cananswer of interviewings
When you describe the technology is like sayingpoetry. The technology description,
describes what no how. Types of inventors and motivations
Reconco voice market strategy through interviews
financial model

Session 4: Working Session

Segmentación del mercado, descripción de tecnología, características del mercado
1. Technology descritption 2. fast financial model
1.Clarity in FFM 2. Management in interviews 3. review of technological description
Session 5: Technology Transfer in the University
1. roadmapto prioritazing CTITeam efforts. 2. roadmap ULCLEDtechnology. 3. Value
chain. 4. License agreement
1. prioritize 2. Action Planning for OTT 3. Exercise of Valuations
 Sapiencia
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Appendix B. Proposal for Closure of Activities

This
table
summarizes
thecompletion
status
ofeachdeliverable
from
theAction
Plan
ofourproposal.
Perour
prior
discussion,
and
within
the
framework
oftheexperimental
nature
oftheprogram,
lhave
summarized
whereoriginal
deliverables
were
completed,
where
other
work
hasbeensubstituted
toward
original
goals,
and
where
additional
workofequivalent
effort
wasperformed.
The
ICZ
Institute
proposes
thisasdocumentation
oftasksubstítutions,
andasclosure
forthe2014
contract.
Completed Deferredby Substitution, pre- Other substitution
UnitofWork agreement approved, and
Extra work in other
areas of equal effort
completed
Sessions 1-5
ULCLED Abbreviated
Quicklook®:
Methodologycompleted, Quicklook, subbed for
Training Session6,butone Session 6, second
jerson only person
Completed tor
SeoondLEDwrite-up,
Quicklook®: U.S. Market ULCLED and Gas ø Business
development
effortsmadebyMike Thirdday ofAustin
Expert Feedback: Five RichardProt tt(needsto Breck.(oountsas#4)
Heating(2) be formalized)(countas meetings,oneday
write-ups ø Shortefforttolocatepatent
licensing
examples,beyondoriginal
#3)
withemailsummaryofeffort.(#5) proposal. (#5)
RapidScreen"*': Tool Completed
Customization

Funding re-directed to Extra:Development

of RapidScreen
Mentor
RapidScreen *:Re-
travel expenses for Certi cation
StudyGuide(beyond
requirement
of
training
SapienciaProgram simpleportfolioapplication).
Platform
Coordinator
triplo Texas.
RapidScreen"*: Mentor 2015. no additional
Certification completed cost, per agreement
withSapienciaPOC
RemoteMentorship Fundingre-directedto Extra:Remotereviewandmarkupofinitial
(Quicklook and travel expenses for
technologydescriptions
andinterviewsinthe
RapidScfeen) SapienciaProgram Quicklookprogram,uploaded to RapidScreen.
Coordinatortripto Texas.
AcademiesWorkshop Completed
SapienciaLeadership Completed;one
Team Wsit to Austin day extra b eyond
originalproposal

16

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2014 Final Report 'N51-H-UTE

lil!\l1 \'l,f\5lT'1'(1:l`l'a2~H§ AI f\\l:'1'iN

Completed Deferredby Substitution,pre- Othersubstitution Extraworkin other

Unitof Work agreement approved,and areasof equaleffort
completed

Sinergia
innovation
Course

Design Compleied
` 1
lnstructional
I :
Reporting
on
Program
ActivitiesCompleted
1 I 4 \
Column Descriptions:
0 Completed: Work was completed as originally described in the proposal.
~ Deferred by agreement: Work will be completed in 2015, per agreement between Points of Contact, and due to circumstances with both
parties.
ß Substitution, Approved: A substitute work was completed, and it was approved prior to execution by UT Austin.
0 Other substitution: A substitute work was completed, as seemed correct to the UT Austin Principal lnvestigator, and consistent with
program goals, but not specifically pre-approved.
0 Extra work: Work of equal effort in another area was performed, consistent with program goals.

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