Tue Mar 15, 2011 5:30 PM
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MIT Enterprise Forum of NYC Presents:
Technology Review Magazine
TR50 Awards Special Event in NYC
CREATING NEW WEALTH THROUGH TECHNOLOGY AND BUSINESS INNOVATION
Join the MIT Enterprise Forum of New York City and Technology Review Magazine on March 15th at the iconic New York Academy of Sciences in Lower Manhattan for an evening of powerful networking and stimulating discussion celebrating the new TR50.
Please enjoy a complimentary copy of Technology Review by clicking on: www.technologyreview.com/ef
These editions may be offered at the exclusive subscription link: www.trsub.com/mitef
This is a MUST ATTEND EVENT for all stakeholders in the innovation economy from technology development to business success. The TR50 is Technology Reviews annual list of the 50 most innovative companies in the world. Each year, the editors of Technology Review look for the companies that have the most promising technologies, whether they are giant corporations or fledgling startups with initial venture capital investments. They narrow down the list by examining their business models, their strategies for deploying and scaling up their technologies, and the likelihood that they will succeed.
The result is the annual TR50 list, which includes 25 public companies and 25 private companies across multiple sectors including biomedicine, computing, energy, materials, and the web. The 2011 list will be featured in the March/April issue of Technology Review magazine and on technologyreview.com on February 22, 2011.
Jason Pontin, Editor in Chief and Publisher of Technology Review, will kick off the event with an overview of the 2011 TR50 -- Technology Reviews annual selection of the 50 most innovative public and private companies in biomedicine, computing, energy, materials and the web. He will then moderate an expert panel with a select group of leaders from TR50 companies where they will discuss:
- Secrets to inventing promising new technology
- Best practices for deploying and scaling in todays market
- Strategies for funding and business models from early stage start-up through public company
- Jason Pontin, Editor in Chief, Technology Review
- Andrew Madden, Strategic Partnerships Team, Google
- David Berry, Partner, Flagship Ventures (Joule Unlimited)
- David Vieau, President and CEO, A123 Systems
There will be exclusive catered networking opportunities before and after the formal panel event.
Tuesday, March 15th, 2011
5:30pm - 6:00pm: Reception
6:00pm - 7:30pm: Panel Discussion
7:30pm - 8:30pm: Networking
| NY Academy of Sciences - Directions
7 World Trade Center
250 Greenwich St, 40th Floor
New York, NY 10007
Free to members of MIT Enterprise Forum
$50 non-members, $10 extra at door
All members and guests are welcome.
Panel Moderator Biography
Editor in Chief
Jason Pontin is editor in chief and publisher of Technology Review magazine. From 1996 to 2002, Pontin was editor of the technology business magazine Red Herring. Most recently, he was editor in chief of the Acumen Journal, covering the business, economic, and policy implications of discoveries in biotechnology and the life sciences. He has written for many national and international publications, including The Economist, The Financial Times, Wired, and The Believer. He is a frequent guest on television and radio shows, including ABC News, CNN, and National Public Radio.
Panel Speaker Biographies
Strategic Partnerships Team
Andrew Madden is a member of Googles Strategic Partnerships team, with a focus on news organizations and magazine publishers. He has worked at the intersection of media and the Internet for nearly 15 years, starting as a writer and editor at Red Herring, a Silicon Valley-based magazine about the business of technology. His writing has also appeared in Nasdaq International Magazine, Wired, and the M.I.T. Technology Review, where he was a contributing editor. Andrew also launched his own integrated new media company and did stints at CNET News.com, where he was director of editorial projects, and at KeepMedia, an online aggregator of magazine and newspaper archives, where he was a member of the management team. Andrew is a graduate of Princeton University. He joined Google in June 2005 and lives in New York City.
President and CEO
David Vieau is the president and CEO of A123 Systems. He brings more than 30 years of experience and leadership in developing rapid-growth technology and component businesses. Applying his expertise to A123 Systems, Mr. Vieau has led the expansion of the company from its initial creation to more than 2,000 employees globally. Under his leadership, A123 Systems has received nearly $350 million in private financing and $349 million in government grants and loans. Mr. Vieau also led the company through its initial public offering in September of 2009.
Prior to joining A123 Systems, Mr. Vieau held corporate officer positions at American Power Conversion [NASDAQ: APCC], serving as vice president of marketing and vice president of worldwide business development. During his nine years at American Power Conversion, Mr. Vieau helped grow the company from $50 million in revenue to $1.5 billion, making it the world leader in power protection for IT markets and employing 6,000 people globally.
Mr. Vieau earned a bachelors degree in mechanical engineering from Syracuse University in 1972.
Flagship Ventures (Joule Unlimited)
David Berry is a Partner at Flagship Ventures, having joined Flagship in 2005 while completing his M.D. from Harvard Medical School. David was previously awarded a Ph.D. through the MIT Biological Engineering Division, where he studied the biological effects of complex sugars with advisors Professor Ram Sasisekharan and Professor Robert Langer. David also did his undergraduate work at MIT, graduating in 2000 Phi Beta Kappa and Sigma Xi, with a degree in brain and cognitive sciences. He was named as a member of the MIT Corporation - its Board of Trustees - in 2006, and to the MIT Enterprise Forum Global Board in 2010. Davids work has led to 12 peer-reviewed publications, over 40 patents and applications, as well as over thirty awards and honors including the prestigious Lemelson-MIT Student Prize in 2005 for invention and innovation. David was also named as the Innovator of the Year under the age of 35 by Technology Review in 2007.
At Flagship, David focuses on investing in and founding early-stage life science and cleantech ventures. He was a Board member of Flagship portfolio company CGI Pharmaceuticals (acquired by Gilead in 2010). In 2005, as part of Flagships VentureLabs unit he co-founded and helped launch LS9, and more recently co-founded Joule Unlimited where he previously served as the founding CEO. In addition, David serves on the Board of Directors of Eleven Biotherapeutics and works closely with several other portfolio companies. He is currently co-founder and CEO of Theracrine, a company developing novel drugs to treat metastases.
TR50 Winners - 2011
A123 Systems Why: Lithium-ion batteries make electric cars possible at mass-market prices.
Key innovation: Nanostructured electrodes result in lithium batteries more durable and safer than those in cell phones and laptops.
Akamai Why: The exponential growth in traffic on the Web is possible because of services that route data intelligently.
Key innovation: Its algorithms optimize online routes for content delivery.
Amazon.com Why: E-books are finally becoming a large, mainstream market.
Key innovation: Even as it seeded the e-book market with the Kindle, Amazon has made it easy for people to read e-books on other devices, such as the iPad.
American Superconductor Why: Smart electrical grids and more efficient power cables can help save money and energy.
Key innovation: Underground superconductor power cables using AMSCs Amperium™ high temperature superconductor wire can carry up to 10 times as much electricity as conventional copper cables.
Amyris Why: Advanced biofuels could help reduce the use of gasoline and diesel.
Key innovation: Its genetically engineered yeast turns sugars into a building block of diesel fuel, which is usable in the existing transportation infrastructure.
Apple Why: The rest of the consumer electronics industry is scrambling to catch up to the iPad. The iPhone still sets the standard for smart phones, even if its market share slips.
Key innovation: Its limited lineup of mobile devices all run on the same easy-to-use software.
Applied Materials Why: Powerful computing devices are proliferating because of chips that incorporate ever-smaller features without rising in price.
Key innovation: Its machines can make chips that have both vertical and horizontal connections, to pack in more computing power.
ARM Holdings Why: It is redesigning smart phones and tablets so that they'll use much less power and need recharging less often.
Key innovation: Developed energy-efficient customizable chips for mobile devices.
Complete Genomics Why: Many doctors and researchers lack the resources to sequence genomes and analyze them themselves.
Key innovation: Sells sequencing as a service, analyzing DNA samples that customers send in.
First Solar Why: New types of photovoltaics are reducing the cost of solar power.
Key innovation: "Thin-film" solar panels based on cadmium telluride, which are cheaper than conventional silicon panels, have made the company one of the worlds largest photovoltaic manufacturers.
Geron Why: Embryonic stem cells provide a potential source of replacement tissue for use in treating an array of degenerative diseases and injuries.
Key innovation: Has begun clinical trials for a spinal-cord therapy derived from these cells.
Goldwind Science and Technology Why: Increasing the time that turbines are operational will lower the cost of wind power.
Key innovation: Co-developed a direct-drive wind turbine that eliminates the need for a gearbox. Having fewer moving parts reduces the chance of costly mechanical failure.
Google Why: It still sets the agenda in Web search, even as it pushes the development of Android for mobile devices.
Key innovation: Its software development process remains relatively fast even as the company has gotten very big.
HTC Why: Smart phones that run Android have become an alternative to Apples mobile devices.
Key innovation: Designed well-crafted devices in partnerships with Google and wireless carriers.
IBM Why: Computing can transform infrastructure such as electric grids and traffic control systems.
Key innovation: Is drawing on its research expertise and that of software companies its acquired to develop services for many infrastructure industries and expand the market for information technologies.
iRobot Why: Robots can save lives by doing jobs too dangerous for people.
Key innovation: Its small, agile robots can detect and dispose of explosive devices for the military.
Life Technologies Why: Quick, cheap DNA sequencing will lead to new diagnostic tests and targeted treatments.
Key innovation: Its desktop gene-sequencing machine costs $50,000, about a 10th as much as other machines.
Netflix Why: Inexpensive video on demand, delivered over the Internet, undercuts cable and points the way to a likely future for TV.
Key innovation: Built demand for a streaming video service by including it free with DVD-by-mail subscriptions.
Nissan Why: Mainstream use of electric cars could benefit the environment, especially where power is produced relatively cleanly.
Key innovation: Nissans new electric car, the Leaf, has a reasonably modest sticker price of $32,000.
Novartis Why: Understanding molecular pathways of rare diseases can shed light on common ones.
Key innovation: Introduced the first medication for patients with benign brain tumors associated with a particular genetic disorder; now the drug is approved for treatment of kidney cancer and is in testing for other types.
Pacific Biosciences Why: DNA sequencing provides a way to detect microbes in the environment and monitor the spread of viruses in our bodies.
Key innovation:Its sequencing machine can read single strands of DNA in real time.
Roche Why: Drugs that target genetic mutations unique to cancer cells may be more effective than ones that act more broadly.
Key innovation: A new drug blocks the effects of a mutation thought to be present in as many as 8 percent of all cancers.
Siemens Why: Improving the electric grid is crucial to making alternative energy sources less expensive.
Key innovation: Developed wind turbines and other technologies for different aspects of the electric grid, from generation to transmission to distribution.
Suntech Why: Extremely large-scale production of solar panels is reducing the technologys cost.
Key innovation: Developed its own solar cells and equipment for manufacturing them cheaply.
Toyota Why: Hybrid cars can significantly reduce gasoline consumption by using an electric motor alongside a gasoline engine.
Key innovation: A market leader with its Prius model, it is developing battery technologies that are helping to make these cars less expensive and more energy-efficient.
BIND Biosciences Why: Targeting cancer drugs narrowly to tumor cells will reduce the side effects of chemotherapy.
Key innovation: Its delivery system uses peptides to deliver drugs to specific cells.
BrightSource Energy Why: It efficiently produces solar thermal power, which focuses sunlight to heat water into steam.
Key innovation: A boiler is heated directly with sunlight that bounces off mirrors.
Calxeda Why: Its technology can reduce the cost of computing in data centers.
Key innovation: Runs servers with cell-phone chips rather than processors built on industry--standard designs, which are more power-hungry.
Cellular Dynamics International Why: Screening drugs on human heart cells will help researchers find treatments for cardiac problems and test drugs for toxic side effects.
Key innovation: Uses induced pluripotent stem cells to make large numbers of heart cells for testing.
Claros Diagnostics Why: Simple, fast diagnostic tests can help physicians track disease-related markers.
Key innovation: Its microfluidic device for doctors' offices can quickly detect elevated protein levels associated with prostate cancer.
Cotendo Why: Web applications must get faster and feel much more responsive to users if cloud computing is to keep growing.
Key innovation: Its technology efficiently routes traffic across the Internet and makes websites faster.
Crowdcast Why: Corporate decision-making gets smarter if it taps the insights of rank-and-file employees.
Key innovation: Private prediction markets let employees forecast the results of corporate choices.
eSolar Why: Reducing the cost of constructing solar thermal plants will make them more competitive with fossil-fuel plants.
Key innovation: Software controls the mirrors that focus rays from the sun, eliminating the need to position them by hand.
Facebook Why: Social networking on the Web is becoming a powerful advertising medium and a platform for startups that offer add-on services.
Key innovation: Adapts quickly to shape its site into a medium that advertisers consistently want to use.
Groupon Why: By encouraging millions of people to sign up for quirky daily advertising e-mails, Groupon has created one of the fastest-growing revenue generators on the Web.
Key innovation: Offers local businesses a way to guarantee a return on their promotional budget, thereby tapping into a huge advertising pool that has eluded many Web companies.
Joule Unlimited Why: Biofuels could be far cheaper if they weren't made from corn, sugarcane, and other forms of biomass.
Key innovation: Designed microbes that convert carbon dioxide and water directly into fuels.
Lattice Power Why: Light-emitting diodes are an energy-efficient option for lighting in buildings and homes, but they are still expensive.
Key innovation: Its low-cost process produces LEDs on the same equipment used to make semiconductors.
Layar Why: Augmented reality enhances the value of a mobile device, employing its camera and GPS and displaying information about the users surroundings.
Key innovation: Its development platform lets businesses and advertisers add AR functions to their own apps.
Lyric Semiconductor Why: Computer chips that operate with probabilities instead of binary logic could speed applications such as fraud analysis and machine vision.
Key innovation: Its microprocessor uses electronic signals to represent probabilities rather than binary 0s and 1s.
Novomer Why: Biodegradable plastics that aren't made from petroleum offer several environmental benefits.
Key innovation: Its polymer-¬manufacturing processes use carbon dioxide to make plastics needed for packaging.
PrimeSense Why: User interfaces based on gesture recognition make possible new applications in gaming and everyday computing.
Key innovation: Developed the 3-D sensor system that Microsofts Kinect device uses to track movement.
Serious Materials Why: Retrofitting existing buildings is a cost-effective way to increase energy efficiency.
Key innovation: Mass-produces windows with energy-saving features such as coatings and gas insulating layers.
Silver Spring Networks Why: Computer intelligence in the electric grid will make energy distribution more efficient.
Key innovation: Developed hardware and software that standardize the way disparate parts of the grid communicate.
SpaceX Why: Budget cuts will force NASA to rely on private companies for supply missions and other tasks.
Key innovation: Introduced a low-cost production method for everything from rocket engines to astronaut capsules.
Square Why: Expanding the use of mobile payments will help small businesses.
Key innovation: Built technology that lets anyone accept credit cards using smart phones.
Synthetic Genomics Why: Genetically engineered microbes are a promising way to make biofuels.
Key innovation: Created synthetic bacterial cells, possibly paving the way for organisms specifically tailored to make fuels.
1366 Technologies Why: Conventional solar power is still too expensive to compete with fossil fuels, in part because of the cost of manufacturing silicon-based solar cells.
Key innovation: Developed a cheaper method for making silicon wafers, the most expensive component of a solar module.
Twitter Why: Now that the company has begun to make money from its large user base, a service that has woven its way into everyday life is more likely to stick around.
Key innovation: Its business model offers selected opportunities for advertisers while drawing income from deals that let search engines index its content.
Ushahidi Why: Web tools can help people respond to crises such as earthquakes and political protests.
Key innovation: Its open-source crowdsourcing tool overlays field reports on maps, providing critical and often life-saving data during emergencies.
Zynga Why: Companies are building ¬businesses inside platforms like Facebook.
Key innovation: Its social games offer people a new way to interact online.
Board Member Organizers: Alan Mitchell
President, ARMAK & Associates
Founder, E3 Services LLC
Chair, Operations Committee
Engineer, LEED AP
Ove Arup & Partners
This is a service of the MIT Enterprise Forum of New York City.
Copyright 2011 All rights reserved