National Commission on Innovation & Competitiveness Frontiers
National Commission on Innovation & Competitiveness Frontiers
About the Council on Competitiveness Commission For more than three decades, the Council has championed a competitiveness agenda for the United States to attract investment and talent, and spur the commercialization Community of new ideas.
While the players may have changed since its founding in 1986, the mission remains as vital as ever—to enhance U.S. Commission Community Launch Conference Launch productivity and raise the standard of living for all Americans.
The members of the Council—CEOs, university presidents, labor leaders and national lab directors—represent a powerful, Conference nonpartisan voice that sets aside politics and seeks results. By providing real-world perspective to Washington policymak- Arizona State University ers, the Council’s private sector network makes an impact on decision-making across a broad spectrum of issues—from the January 16, 2020 cutting-edge of science and technology, to the democratization of innovation, to the shift from energy weakness to strength that supports the growing renaissance in U.S. manufacturing.
The Council’s leadership group firmly believes that with the right policies, the strengths and potential of the U.S. econ- omy far outweigh the current challenges the nation faces on the path to higher growth and greater opportunity for all Americans.
Council on Competitiveness 900 17th Street, NW Suite 700 Washington, D.C. 20006 T 202 682 4292 January 16, 2020 Located in the center of student life at ASU’s Tempe campus, the Student Pavilion is a multi-use event space designed as a net-zero energy building— having the goal to produce as much energy as it uses on an annual basis to complement the larger university goal of climate net neutrality and sustain- able business systems.
Table of Contents
Welcome 2 WiFi Instructions Event Map 4 National Commission Community’s Online 5 1. Connect to asu guest Collaboration Platform from the list of available wireless connections. Master Agenda 6 2. Open a web browser Commission Community Breakout Primers and Guidance 10 and try to connect to the Advisory Committee, and Outreach and Engagement Committee 10 internet. Working Group 1: Developing and Deploying at Scale 14 3. You will be directed to Disruptive Technologies the guest sign in portal. Click “Don’t have an Working Group 2: Exploring the Future of Sustainable 28 account?” Production and Consumption, and Work Working Group 3: Optimizing the Environment for the National 46 • Fill in the registration Innovation System information and click Register. (You can enter National Commissioners 66 in a valid email address Launch Conference Participant Bios 68 OR mobile phone number.) National Commissioners 68 • Click Email Me or Advisory Committee 74 Text Me to receive Outreach and Engagement Committee 88 your password. Working Group 1: Developing and Deploying at Scale 96 • Then click Sign On and Disruptive Technologies enter your username and password. Working Group 2: Exploring the Future of Sustainable 115 Production and Consumption, and Work Working Group 3: Optimizing the Environment for the National 127 Innovation System Council on Competitiveness and Other Staff 144 Council on Competitiveness Members, Fellows and Staff 149 2 Council on Competitiveness Commission Community Launch Conference
Welcome to Arizona State University and the Launch Conference of the National Commission Community
Dear Colleagues, • New research and business models are emerging, In today’s global economy, low costs, high quality, allowing someone to imagine, develop and scale rapid product and service design and deployment, a disruptive innovation independent of traditional and organizational dexterity all come together and institutions. form a baseline to compete—but, increasingly, these What will the United States do in the face of these traits characterize many markets and nations. challenges at home and coming from abroad? Long-term, inclusive prosperity requires strength- Will we plan for the long term? ening this baseline—but it requires more. It requires placing ever more attention on innovation to confer Will we put in place the talent, innovation capital and competitive advantage. infrastructure necessary for continuing success? Why? Will we recognize the multifaceted nature of these challenges and come together across all sectors to Innovation is a proven driver of productivity and forge a new, national innovation compact? economic growth, job creation, and rising living stan- dards. This is the opportunity for the National Commission on Innovation & Competitiveness Frontiers over the And while the United States has stood apart from coming months and years—to develop together a the rest of the world during the past half century in “modernization model” and spur an inclusive innova- its record of sustained innovation, across industries tion movement across the United States. old and new, and through the ups and downs of economic cycles, the nation today faces new realities We are grateful for your participation in this move- and new imperatives transforming the context for ment—nominated by ourselves and our fellow continued innovation leadership: National Commissioners, and forming a powerful, insightful and unique community of stakeholders. • Other nations are replicating the structural You will help us—starting at Arizona State Univer- advantages that historically have made the United sity—to surface, shape, refine and share a new inno- States the center of global innovation; vation agenda for the country. Thank you for joining • Many nations are developing their own, distinctive this Community Launch conference, and we look innovation ecosystems; forward to our conversations and explorations on campus—and going forward over the coming months. • The nature of innovation is changing—becoming dramatically more interconnected, turbulent and fast-paced; Welcome 3
Sincerely,
Michael M. Crow President Arizona State University, and University Vice-chair Council on Competitiveness
Mehmood Khan Chief Executive Officer Life Biosciences, Inc., and Chairman Council on Competitiveness
Deborah L. Wince-Smith President & CEO Council on Competitiveness 1st St
ASU Layered Map CSB 2nd St Rio Salado Pwky YouAve Maple can view more parts of this map by clicking on the North Packard Layersbutton or under Sun Angel Locker Stadium Golf Performance 1 View > Navigation Panels > Layers.* Clubhouse Center SAC *The layer view option Councilis only on Competitiveness Commission Community Launch Conference ASU Karsten 4 PBS available with Adobe Reader 8.0 SAF Golf Course Ash Ave Download3rd at adobe.com St Packard Dr Packard Hobbs Varsity Joe Selleh Golf Facility KGC Sun Devil Track Stadium Frank Kush Kajikawa WTF Field STAD Tempe Police Sun Angel Football WGTF Station Stadium Event Map Tempe Desert Rural Rd Practice Fields 2 TRACK Farrington Transportation Center Aboretum PACKARD Band 5th St DR. Visitor Stadium Park Parking BBTS Practice Tempe Whiteman Post Office Visitor Field UNIVT CSAC Parking Tennis ALBER Tempe VDDM City Center Visitor Ash Ave Ash UNIV. RFPF Soccer Hall Parking WUC TOWERS Wells Fargo
Maple Ave Maple Veterans Way Stadium 6th St 6th St 6th St Arena SDSP SOCCER STADIUM WFA BYOH Visitor AQUAT Parking ANX Visitor CTRPT Parking 3 NCP BYENG BYAC CAVC NOVUS 1/CATELLUS APMA 7th St HBH TKRHA TKRHD Visitor (UNDER CONSTRUCTION) UCNTRB UCNTRC Parking Centerpoint TKRHB TKRHC ve FULTON ve Cornerstone Ave UCNTRA AM CENTER PABLO Mall C Visitor Athletes’ Place Athletes’ PVW PVE MANZH Parking
1 A Myrtle Rideshare drop off/pick up A Forest FULTN College Mill Ave Mill University Dr address:University 550 E DrOrange St, Tempe,
AZ 85281. TOWER PSE PSH USE ISTB7 4 CDN WGHL HSB (U.C.) Check in is atMirabella the Student PSD PSG RSS (U.C.) COWDN Visitor CDS CFS PSC ISTB2 8th St Pavilion (STPV) 2 ARWH and begins LL UCLUB PSF Parking PSB GWC TYLER ST. 9that St 7:45 a.m. SHESC MAIN WXLR PSYN Visitor ART LYC PWH ISTB5 Parking Tyler St The plenary session is in the NEEB Tyler Mall MHALL LSA ECG Student Pavilion. Breakout10TH ST. MCENT LSC BDC CHILD STAUF NOBLE PSY TMPCT MCL SS BDB sessions are in the Student Mall Cady LSB/D ECF ENGRC LSE ECE TCA Visitor LDS SKYSPACE GLVCC 5 Pavilion and theParking MemorialCOOR ECD 10th St PS CP ECC ISTB1 McAllister Mall GLVC Union (MU) 3 . LIB ECB BDA Terrace Rd GHALL McAllister Ave McAllister WHALL Greek EDB LIB ECANX SCOB FAC Mall Forest LDS Terrace Mall Leadership Reserved parking 4 is STPV MUR ECA Village WILSN 2 Walk Palm Orange Mall GLVA
available in Apache Blvd Structure. CHAPL Mall Hayden 1 GLVD ED Visitor Visitor Parking Validation MUSICwill be provided upon CPCOM Parking GLVB EDC MOEUR ARM ISTB4 11th St PEBW PEBE check in. Address: 401 E Lemon 3 MU BKSTR RURAL RD. Visitor St, Tempe,Gammage AZ Pkwy85281 INTDSA MU Service Dr Parking INTDSB 6 RBHL CHPF SSV SDFC Visitor Lemon St Parking MCRD Intramural BAC DISCVRY BA Fields ACHAL 12th St Visitor GGMA Parking Lemon St Hassayampa
Academic RWHAL MSHAL VBHAL Lemon Mall Village Visitor MVHAL HONHAL WILOHAL Visitor MB IRISH Parking Parking 4 SDFCT Barrett Honors ACACI APACHE BLVD. ARHAL SGHAL College JNHAL Birchett Map Legend HAYDN Ave Normal
JOBA CWHAL Park CHUPA AGVHAL CERHAL 7 13th St Ave Forest Apache Blvd ASU Building Walk-Only Zones Parking Area Bike Co-op Visitor VVDS K Ave ASUPD I J Parking Adelphi Visitor Parking Bike Fix-it Station Commons Flash Bus Stop Bike Valet N G Valley Metro Stop Card-Access College H Intercampus Shuttle Bike Parking Rural Rd Light Rail Station F CC Adelphi II VDS Commons Spence Ave
Tempe St. Luke E B W E Hospital VISTA Visitor DEL SOL Parking D C Parking SCD
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MSB Map not to scale Daley Park updated 7/2018 Vista del Cerro Dr A B C D E F G H Acacia Hall ACACI 7E Cmb’d Heat & Pwr. Fac. CHPF 6F Intrdiscip. Sc. & Tech. 2 ISTB2 4E Old Main MAIN 4D Sun Angel Stadium TRACK 2F Acourtia Hall ACHAL 6F Community Serv. Bldg. CSB 1F Intrdiscip. Sc. & Tech. 4 ISTB4 6F Orchidhouse (Brckyd.) BYOH 3B Tempe Center TMPCT 4B Adelphi Commons ADEL 7F Computing Commons CPCOM 6D Intrdiscip. Sc. & Tech. 5 ISTB5 4E Palo Verde East PVE 3D Tempe Center Annex TCA 5B Agave Hall AGVHAL 7F Coor Hall COOR 5B Intrdiscip. Sc. & Tech. 7 ISTB7 4F Palo Verde West PVW 3D The Annex ANX 3C Aquatic Complex AQUAT 3D Cottonwood Hall CWHAL 7F Irish Hall IRISH 7C Payne Hall EDB 5B Tooker House A-D TKRHA-D 3D Armstrong Hall ARM 6E Cowden Fam. Rsrcs. COWDN 4C Jojoba Hall JOBA 7E Perform. & Media Arts APMA 3G Tower Center TOWER 4B Arroyo Hall ARHAL 7E Danforth Chapel CHAPL 5C Juniper Hall JNHAL 7F Physical Ed. East PEBE 6E University Cntr. A-C UCNTRA-C 3H Art Building ART 4B Design Annex DSGNX 3C Language & Literature LL 4C Physical Ed. West PEBW 6D University Club UCLUB 4D Art Warehouse ARWH 4B Design North CDN 4B Life Sciences Center LS 5D Physical Sci. Wings PSB-H 4D University Services Bldg. USB 8G Best Hall MB 7C Design South CDS 4B Life Sciences C-wing LSC 5D Piper Writers House PWH 4D Urban Systems Engin. USE 4E Business Admin. BA 6C Discovery Hall DISCVRY 6C Life Sciences Tower LSE 5D Police ASUPD 7C University Towers UNIVT 2C Business Admin. C Wing BAC 6D Dixie Gammage Hall GHALL 5C Lyceum Theatre LYC 4C Psychology Building PSY 5E Verbena Hall VBHAL 6F Biodsgn. Inst. Bldg. A BDA 5F Education Lecture Hall EDC 6B Manzanita Hall MANZH 4E Psychology North PSYN 4E Verde Dickey Dome VDDM 6F Biodsgn. Inst. Bldg. B BDB 5F Engineering Center ECA-G 5D Matthews Center MCENT 5C Rosewood Hall RWHAL 6F Vista del Sol Cmplx. VDS 8E Biodsgn. Inst. Bldg. C BDC 5F Engin. Research Cntr. ENGRC 5D Material Srv. Bldg. MSB 8G Ross-Blakley Hall RBHL 6E Villas @ Vista del Sol VVDS 8E Bookstore BKSTR 6D Farmer Education Bldg. ED 6B Matthews Hall MHALL 5C Sage Hall SGHAL 7F Weatherup Center WUC 3H Brickyard Artisan Crtyrd. BYAC 3B Fulton Center FULTN 4C McClintock Hall MCL 5C San Pablo Hall PABLO 3D Wells Fargo Arena WFA 3E Brickyard Engnr. BYENG 3A Gammage Auditorium GGMA 6B McCord Hall MCRD 6D Schwada Building SCOB 5E West Hall WHALL 5C Campus Chldrn’s Cntr. CHILD 5G Goldwater Center GWC 4E Memorial Union MU 6C Sch. Hu. Ev. Soc. Chg. SHESC 4C Wexler Hall WXLR 4D Carson Stdnt Ath Cntr. CSAC 2D Greek Ldrsp. Vlg. A-D GLVA-D 5G Mesquite Hall MSHAL 6F Social Sciences SS 5C Willow Hall WILOHAL 6F Centerpoint CTRPT 3Az Greek Ldrsp. Vlg. CC. GLVC C 5G Moeur Building MOEUR 6C Sonora Center SCD 8F Wilson Hall WILSN 5C Cereus Hall CERHAL 7F Grounds Maint. Facility GMF 8G Mohave Hall MVHAL 7E Stauffer Comm. STAUF 5B Womens Gymst. Trng. WGTF 2H Center for Fam. Studies CFS 4C Harrington-Birchett House HBH 3C Murdock Lecture Hall MUR 5D Sun Devil Fit. Cmplx. SDFCT 8E Wrestling Training Fac. WTF 2H Central Plant CP 5D Hayden Hall HAYDN 7C Music Building MUSIC 6B Student Athlete Facility SAF 1D Wrigley Hall WGHL 4C Central Plant South CPS 8F Hayden Library LIB 5C Neeb Hall NEEB 5B Student Pavilion STPV 5D Zero Waste Office ZWO 8G Cholla Apartments CHOLA 5G Health Service HSB 4D Nelson Fine Arts Center FAC 5B Student Services Bldg. SSV 6C Chuparosa Hall CHUPA 7E Honors Hall HONHAL 7F Noble Sci. Library NOBLE 5E Sun Angel Clubhouse SAC 1H College Ave. Market CAM 3C Interdisciplin. A/B INTDSA/B 6C Northern Chiller Plant NCP 3D Sun Devil Sports Perf. SDSP 3H College Ave. Commons CAVC 3C Intrdiscip. Sc. & Tech. 1 ISTB1 5D Off-Camp. Stdnt. Srv. OCSS 5G Sun Devil Stadium STAD 2D Online Portal Activation Instructions 5
National Commission Community’s Online Collaboration Platform Login in, Activate Your Account and Create
To help all of us connect, communicate and co-cre- ate during the coming weeks, months and years, we Quick Start: Joining the Commission are launching the first iteration of our secure online Community Platform collaboration platform at innovation.compete.org. Our goals for the platform are simple: 1. Check your inbox! On January 16, 2020, you should receive an invitation email like the • We want to empower you—as a member of the below image from “Council on Competitiveness Commission Community—to engage with each
Master Agenda
MORNING Moderator Mr. Chad Evans 7:45 Registration Open Executive Vice President, Council on Location: Student Pavilion, Senita Ballroom Competitiveness
Chat 1: Developing and Deploying at Scale 8:30 Welcome & Launching the National Disruptive Technology Commission Community Location: Student Pavilion, Senita Ballroom Dr. Michael M. Crow, National Commission Co-Chair Dr. Michael M. Crow, National Commission Co-Chair President, Arizona State University University Vice Chair, Council on Competitiveness President, Arizona State University University Vice Chair, Council on Competitiveness Mr. Edward Jung Dr. Mehmood Khan, National Commission Co-Chair Founder and CEO, Xinova, LLC Chief Executive Officer, Life Biosciences, Inc. Mr. Chris Musselman, National Commissioner Chairman, Council on Competitiveness Head of U.S. Commercial Business, Palantir The Honorable Deborah L. Wince-Smith, National Technologies Commissioner Chat 2: Exploring the Future of Sustainable President & CEO, Council on Competitiveness Production and Consumption, and Work
8:45 Chats with the National Commissioners— Dr. Mehmood Khan, National Commission Co-Chair Re-inventing America’s Innovation Chief Executive Officer, Life Biosciences, Inc. Systems Chairman, Council on Competitiveness A series of brief kick-off conversations with National Dr. Elisa Stephens, National Commissioner Commissioners—an opportunity for them to share President, Academy of Art University their vision and goals for the Commission, and to charge the Commission Community to develop an Dr. Mark P. Becker, National Commissioner bold, actionable and inclusive innovation agenda for President, Georgia State University the United States. Q&A with the Community. Master Agenda 7
Chat 3: Optimizing the Environment 10:30 Commission Community Breakout for the National Innovation System Sessions
Mr. Thomas R. Baruch, National Commissioner Each Commission Community group will convene. The purpose of these initial work sessions is for Managing Director, Baruch Future Ventures member self-introduction, and a review of the key Dr. M. David Rudd, National Commissioner “charters” and goals set out for each group by the President, University of Memphis National Commissioners. The Honorable Deborah L. Wince-Smith, National After the first hour and a half, there will be working Commissioner lunches, kicking off a set of afternoon deliberations President & CEO, Council on Competitiveness and innovation tours across campus. 9:45 National Commission Year 1: Mapping Specific breakout group primers and discussion the Journey guides follow in this book. A summary of the Community Launch Conference Locations agenda—as well as a preview of the Commission’s Advisors and Outreach/Engagement Leaders Year 1 goals, activities, tools and deliverables. Student Pavilion, Senita B Room Mr. Chad Evans Working Group 1: Developing & Deploying Executive Vice President, Council on at Scale Disruptive Technologies Competitiveness Student Pavilion, Senita C Room Ms. Kathy Trimble Working Group 2: Exploring Future of Sustainable Vice President, Council on Competitiveness Production & Consumption, and Work Memorial Union, Cochise Room 10:00 Transition to Breakout Groups Working Group 3: Optimizing the Environment Commission Community members break out for National Innovation Systems of plenary and head to individual sessions for: Memorial Union, Turquoise Room the Advisory Committee and the Outreach and Engagement Committee, and the three Working Groups. 8 Council on Competitiveness Commission Community Launch Conference
AFTERNOON
12:00–3:00 Each Commission Community group continues Groups should also end their session with: their conversations over working lunches—shifting nominating a representative(s) to summarize their more toward: mapping out parameters/boundaries conversation in the upcoming plenary at 3:30pm; of the issues the Community groups will explore; a conversation on workflow and how best to move brainstorming and developing potential policy forward as a Group—engagement on the online recommendations—or frameworks off of which to platform; potential physical meetings plus online build policy recommendations in the coming months. platform; etc. And each group will have a curated innovation tour on campus—more details to come on the day of the conference.
Advisors/Outreach Working Group 1 Working Group 2 Working Group 3 Location: Location: Location: Location: Student Pavilion, Student Pavilion, Memorial Union, Memorial Union, Senita B Room Senita C Room Cochise Room Turquoise Room
12: 00 Working Lunch with Working Lunch Working Lunch Working Lunch Commissioners 12:15
12:30
12:45 Breakout Innovation Breakout Innovation Conversation Immersion Conversation Immersion 1:00 Tour Tour 1:15
1:30 Innovation Innovation Immersion Immersion 1:45 Tour Tour 2:00 Breakout Breakout Conversation Conversation 2:15
2:30
2:45 Breakout Breakout Conversation Conversation
3:00 Master Agenda 9
3:00 Commission Community Groups Return to Plenary Location: Student Pavilion, Senita Ballroom
3:30 Reports from the Community Commission Community groups share in plenary their respective conversations—initial scoping of their charge; preliminary ideas around policy areas of interest; plans for workflow over the coming months.
Moderator Mr. Chad Evans Executive Vice President, Council on Competitiveness
4:15 Next Steps for the National Commission The Honorable Deborah L. Wince-Smith, National Commissioner President & CEO, Council on Competitiveness Dr. Mehmood Khan, National Commission Co-Chair Chief Executive Officer, Life Biosciences, Inc. Chairman, Council on Competitiveness Dr. Michael M. Crow, National Commission Co-Chair President, Arizona State University University Vice Chair, Council on Competitiveness
4:30 Commission Community Launch Conference Closes 10 Council on Competitiveness Commission Community Launch Conference
Advisors and Outreach and Engagement Committee Community Breakout Session Mini-Agenda and Discussion Guide
Student Pavilion Senita B Room Advisors and Outreach and Engagement Committee Guide 11
Moderator National Commissioners—who first met on Mr. Chad Evans August 7, 2019—have provided general guidance Executive Vice President to the three policy Working Groups for their Council on Competitiveness study of issues, challenges, and opportunities, and the development of recommendations to address them (see Launch for more details). And given the roles of the Advisors and Outreach & Engagement Committee—in overseeing, integrat- ing and communicating the output of the Working Groups—this key summary should be helpful in your MORNING efforts: • Examine challenges and opportunities from an 10:30 Introductions and Roles of the ecosystem perspective inclusive of the broader Advisors and Communications economy, (e.g., if considering opportunities related Leaders to disruptive technology in the agriculture space, also consider linking the cost-benefit outcomes of agribusiness technology-enabled solutions to Role of Advisors improvements in efficiency and productivity, and to The Advisors represent—and in some cases, proxy their impacts on consumers, healthcare systems, for—the National Commissioners. Advisors are the and the environment). day-to-day points of contact and advice for the Council on Competitiveness team driving the Com- • Recommended actions should create mission’s research and supported by a set of three opportunities that uplift as many stakeholders— Working Groups (Developing and Deploying at Scale business, labor, education, research, and Disruptive Technologies; Exploring the Future of consumers—as possible, and improve outcomes Sustainable Production and Consumption, and Work; for broader segments of the population, Optimizing the Environment for the National Innova- especially for those at the lower end of the tion System). socioeconomic scale. Be specific about the economic impacts to families and individuals The Advisors will serve as a strategic screen for the of investments in R&D, physical infrastructure, National Commissioners—helping to coordinate and intellectual property, and industry and academic review the efforts of the Working Groups, as well as sectors. Convey the socioeconomic benefits to setting goals and tracking progress for the Working people and communities whose livelihoods the Groups. And in conjunction with the Council staff, recommendations will directly affect. the Advisory Committee will develop the final set of recommendations and reports for review, debate • Recommendations need to center on and approval by the National Commissioners and the competitiveness, while also recognizing that Board of the Council on Competitiveness. any recommendations may have unintended consequences in potentially lowering competitive Role of the Outreach & Engagement Committee advantage or negatively impacting some elements This Committee will develop and manage for the of the workforce. Commission a creative and actionable media, out- • Recommendations should lead to action-oriented reach and government relations strategy. As such, measurable outcomes—policy recommendations, this group will liaise tightly with the Council on Com- as well as those the Council’s membership and petitiveness staff and the Advisors—as well as the affiliated constituencies could put into practice National Commissioners themselves. This Commit- and track results. tee will comprise experts appointed by the National Commissioners. 12 Council on Competitiveness Commission Community Launch Conference
• Public attitudes toward science and engineering This discussion guide will focus on two funda- should be incorporated into the Commission’s mental threads: assessment. • Substance—a deep dive on Commission issues, • Identify which decision-makers can act on concerns, opportunities and challenges. The recommendations, and consider how to shape Commission’s “work” / output should succinctly a compelling narrative that will encourage them and emotionally capture the urgent need for to listen and act. turning around the United States’ decline in productivity growth (or perhaps an alternative • Other considerations in prioritizing challenges, message that’s tested to more deeply resonate solutions and recommendations to address could with core audiences). include: Is the issue or challenge urgent? Is the issue, challenge, or potential solution pivotal in - Does it do so today? terms of its impact or the number of other issues - How do we make the case to America for or factors affected? Is the recommendation the urgency implied in standing up a National actionable, and what is the vehicle for advancing Commission? the recommendation? • Strategy—does the Commission need a formal, 11:15 Focus of the Advisors and strategic publicity plan? If so, what would that look like? How could we co-develop? What would be Outreach & Engagement the elements of such a case/plan? Committee—and Conversation - Digital Executions? Kick-off - Media advisories and press releases?
National Commissioners’ guidance specific - Administration, federal affairs and Legislative to Advisors and members of the Outreach materials? How do we navigate the DC & Engagement Committee includes: environment and coordinate the writing and positioning of white papers, development and • At the moment, our nation has a tremendous design of collateral, and Hill/administration inability to understand innovation and complexity. briefing messaging? How do we establish and sustain a recognizable “brand?” • How do we develop an actionable and realistic policy agenda that enhances human - Events? How do we take advantage of capabilities—and, at the same time, communicate existing “stages” (like our annual National that emerging agenda clearly, creatively and Competitiveness Forum)—and create others— compellingly? to share our work? • How do we shape the message environment? - Stakeholder toolkits? Can we support National Commissioners, Working Group members, • How do we reach an audience of hundreds, general Council members, media, and other thousands or millions? stakeholders with easy-to-access, clearly • How do we move public opinion on this complex branded, supportive materials to advance our issue set? messaging? What would be in such a toolkit? How do we start to build this? • How do we spur action in Washington, DC as well as on Main Street, USA? • How do we integrate and unify communications and government relations efforts? Advisors and Outreach and Engagement Committee Guide 13
11:45 Community Collaboration Portal—A Deep Dive
A representative from HiveBrite, the company helping to develop our Commission Community’s online collaboration platform, will join us to provide further details, answer questions you might have, and explore opportunities to leverage this tool for internal and external outreach.
AFTERNOON
12:00 Working Lunch with National Commissioners
National Commissioners will join the Advisors and Outreach & Engagement Leaders to hear initial ideas on how best to develop a strategic communications plan for the Commission.
12:45 Breakout Conversation
1:30 Depart for Innovation Immersion Tour
ASU leaders will guide Commission Community members on a tour of a relevant innovation hotspot on campus to inspire and engender further conver- sation.
2:45 Return from Tours, Wrap-up Conversation and Prep Plenary Report Out
3:00 Return to Plenary 14 Council on Competitiveness Commission Community Launch Conference
Working Group 1: Developing and Deploying at Scale Disruptive Technologies Community Breakout Session Mini-Agenda and Discussion Guide
Student Pavilion Senita C Room Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 15
Moderator • Recommended actions should create Ms. Kathy Trimble opportunities that uplift as many stakeholders— Vice President business, labor, education, research, and Council on Competitiveness consumers—as possible, and improve outcomes for broader segments of the population, especially for those at the lower end of the socioeconomic scale. Be specific about the economic impacts to families and individuals of investments in R&D, physical infrastructure, intellectual property, and industry and academic sectors. Convey the socioeconomic benefits to MORNING people and communities whose livelihoods the recommendations will directly affect. 10:30 Working Group Introductions • Recommendations need to center on and Role of the Working Group competitiveness, while also recognizing that any recommendations may have unintended Role of the Working Group consequences (e.g., potentially lowering Working Groups are the Commission’s “ideas and competitive advantage or negatively impacting policy recommendation generation engines,” charged some elements of the workforce). with framing and developing actionable recommen- • Recommendations should lead to action-oriented dations to achieve specific goals. The recommenda- measurable outcomes—policy recommendations, tions will likely have many audiences; many will be as well as those the Council’s membership and geared toward policy makers to spur new legisla- affiliated constituencies could put into practice tion, executive orders, or public-private initiatives to and track results. achieve specific goals. Many other recommendations will be designed to encourage businesses and orga- • Public attitudes toward science and engineering nizations to take their own steps to promote compet- should be incorporated into the Commission’s itiveness and innovation in their company, region, or assessment. industry. • Identify which decision-makers can act on National Commissioners—who first met on recommendations, and consider how to shape a August 7, 2019—have provided general guidance compelling narrative that will encourage them to to the Commission’s Working Groups for their listen and act. study of issues, challenges, and opportunities, • Other considerations in prioritizing challenges, and the development of recommendations to solutions and recommendations to address could address them (see Launch for more details): include: Is the issue or challenge urgent? Is the • Examine challenges and opportunities from an issue, challenge, or potential solution pivotal in ecosystem perspective inclusive of the broader terms of its impact or the number of other issues economy, (e.g., if considering opportunities related or factors affected? Is the recommendation to disruptive technology in the agriculture space, actionable, and what is the vehicle for advancing also consider linking the cost-benefit outcomes the recommendation? of agribusiness technology-enabled solutions to improvements in efficiency and productivity, and to their impacts on consumers, healthcare systems, and the environment). 16 Council on Competitiveness Commission Community Launch Conference
11:30 Focus of the Working Group— ISSUE 1: Understanding the U.S. and Conversation Kick-off Competitive Position and Innovation Capacity Relative to Competitors Working Group 1, Developing and Deploying at Scale Disruptive Technologies, focuses on the in a Multi-polar Science and Technology issues, challenges, opportunities, and factors World that affect innovation, technology development and its commercialization at scale. National The United States is competing in a rapidly globaliz- Commissioners’ guidance specific to Working ing science, technology, and innovation environment. Group 1 includes: Science and technology development capabilities are rising rapidly around the world, and all coun- • Consider scalability and technology, and tries potentially have access to new knowledge and industrial and market disruption from multiple emerging technologies. In 1960, the United States perspectives: U.S. government investments, U.S. dominated global R&D, accounting for a 69 percent and international regulatory environment, industry share of the world’s R&D investment. The United leadership, academic communities, societal States could drive developments and lead in tech- impacts and, when appropriate, in the context of nology globally by virtue of the size of its investment. certain industries or public-private partnerships. However, the U.S. share of global R&D expenditures has dropped to 29 percent in 2017, diminishing the • Consider social and ethical implications of U.S. dominance and leverage over the direction of technology applications. technology advancement, and China has risen to • Assess disruptive technologies in terms of the account for 26 percent of global R&D spending. supply chain, global trade implications, scaling China’s spending on experimental development has to production, and barriers to growth and grown rapidly in recent years to more than $370B, opportunities for success. now exceeding U.S. spending by nearly $70B. • Determine regional models as well as national In addition, China has set its sights on world lead- level recommendations to inform a national ership in technology, presenting a growing strategic strategy for innovation. economic and national security challenge to the United States. It is spending hundreds of billions of This discussion guide will focus on four funda- dollars, and employing strategic and aggressive, licit mental threads, and a series of interconnected and illicit practices around the world to achieve that questions to consider in shaping actionable outcome. In addition, many smaller, often overlooked policy recommendations: regions and nations have distinctive strategies to • Understanding the U.S. competitive position and build global innovation competency and competitive- innovation capacity relative to competitors in a ness. These alone may not pose a significant threat multi-polar science and technology-driven world; to the United States but, collectively, can present a challenge to the U.S. economy and national security. • Assessing the current U.S. investment position in The federal government does not systematically col- research and development (R&D); lect, analyze, or publish data and information on the • Mapping the general structure and components investments, policies, and programs of other nations of, and challenges facing the U.S. innovation designed to strengthen their competitive position and ecosystem; and, build their innovation capacity. • Exploring government leadership and national strategies for innovation and competitiveness. Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 17
ISSUE 2: Investment in Research and Key Questions to Address Innovation • What is the outlook for U.S. global competitiveness in the application and The United States invests around $540B annually deployment of disruptive technologies? In in R&D, about 2.8 percent of its GDP (Figure 1). which of these technologies is the United States comfortably ahead globally, behind, or Businesses dominate U.S. R&D investment, mostly funding nearer-term applied research and develop- risk falling behind? And what can be done ment aligned with company business strategies. The about this? federal government invests mostly in basic research • What factors account most for the U.S. and mission-related R&D (Figure 2). global competitive position in disruptive Universities and non-federal governments also invest technologies? in R&D—universities around $20B and non-federal • For both economic and national security, does governments about $5B (2017 est.; Figure 2). the United States need to ensure that China In addition to their own spending, universities receive does not achieve an over-match position about $36B in federal R&D funding, and about against the United States in technology? If $4B from private enterprises, about 1 percent of so, what should that entail? business R&D funding (2017). • In which critical technologies is the U.S. Defense and health related research dominate the competitive position at risk of ceding to federal R&D investment portfolio, accounting for China? Are there areas of technology for three-quarters of federally-supported R&D (Figure 3). which we need to shore-up U.S. efforts? If so, In the United States, venture capital plays a key how? role in funding start-ups, and emerging technology • Should the U.S. government systematically and innovation development and commercialization. monitor what other nations are doing to U.S. companies received $131B in venture capital advance and scale new technologies and in 2018. Venture investments of $100M or greater innovations? accounted for 47 percent of the capital invested. In addition, every federal department and agency • Do we need a better understanding of the with an R&D budget of $100M or more is statuto- extent of China’s technology collecting in the rily required to operate a Small Business Innovation United States? Does the United States need Research program, which sets aside 3.2 percent to crack down on these efforts and how? of its extramural research funding for competitive grants for small businesses that can total a few million dollars to support research and technol- ogy development with commercial potential. The Research and Experimentation Tax Credit encour- ages private sector investment in R&D. 18 Council on Competitiveness Commission Community Launch Conference
Key Questions to Address • As they become more globalized and remain • Overall, is the United States investing enough open in their research, do U.S. research in research and technology development? If universities have a responsibility to help not, what would you recommend? ensure U.S. taxpayers capture the benefits from the university R&D they fund? What • What areas of investment require more more could universities do? Should they funding to maintain U.S. global technology protect the technology? leadership? • Should we embed more public R&D in private • Does the United States need to rethink how organizations as a measure of protection it spends its public R&D investment? Are and ability to drive development toward we spending it at the right pivot points? And commercialization? how can we spend it in ways that ensure the
opportunities created by this investment are captured by the United States?
Figure 1. National R&D Investment as Percentage of GDP Source: OECD Main Science and Technology Indicators
5.0 4.5 o e 4.0 p n 3.5 e m n 3.0 nite t tes 2.5 nce
2.0 C in PERCENT OF GDP 1.5 nite in om C n 1.0 t l 0.5
0.0 Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 19
Figure 2. U.S. Funding By Sector and Type of R&D Work (2017 est., billions) Source: National Science Foundation
Sector Basic Research Applied Research Development Total
$ % $ % $ % $ %
Federal government 38.6 41.9 36.5 33.1 42.9 12.6 118.0 21.8
Non-federal government 2.5 2.7 1.6 1.4 0.6 0.2 4.7 0.9
Business 27.4 29.7 61.1 55.3 289.6 85.3 378.0 69.7
Higher Education 12.0 13.0 5.4 4.9 2.2 0.6 19.5 3.6
Other Non-profit 11.8 12.8 5.8 5.3 4.4 1.3 22.0 4.1
Totals 92.2 100.0 110.4 100.0 339.6 100.0 542.2 100.0
Figure 3. Distribution of Federal R&D Budget 2018 (preliminary) Source: National Science Foundation
Budget Function Millions of $ %
R&D 128,107 100.0
National defense 60,775 47. 4
Health 34,379 28.8
General science and basic research 10,050 7. 8
Space flight, research, and supporting activities 9,713 7. 6
Energy 3,483 2.7
Natural resources and environment 2,389 1.9
Agriculture 1,994 1.6
Transportation 1,439 1.1
Veterans benefits and services 1,338 1.0
Commerce and housing credit 953 0.7
Administration of justice 656 0.5
Education, training, employment, and social services 463 0.4
International affairs 322 0.3
Income security 63 *
Community and regional development 70 0.1
Medicare 19 * 20 Council on Competitiveness Commission Community Launch Conference
AFTERNOON ISSUE 3: Structure and Components of and Challenges Facing the 12:00 Working Lunch U.S. Innovation Ecosystem Businesses perform nearly three-quarters of all R&D in the United States, more than half of the Nation’s 12:45 Depart for Innovation applied research, and more than one-quarter of Immersion Tour basic research (Figure 4). Companies are moving away from exploratory research toward nearer-term ASU leaders will guide Commission Community applied R&D that supports business units, and now members on a tour of a relevant innovation hotspot frequently look outside of the firm for breakthrough on campus to inspire and engender further conver- innovations. In a recent survey of U.S. manufacturing sation. firms, of those firms that had innovated, 49 percent reported that the invention underlying their most 2:00 Return from Tour and Focus important new product had originated from an out- 1 of the Working Group—Continuing side source. the Conversation At universities, basic research is the dominate type performed, along with a significant amount of applied research; universities do little development work. The federal government performs about 10 percent of the Nation’s R&D, around the EU average (11 per- cent), and lower than in China (15 percent). In addi- tion to universities, private companies also compete for grants to perform federally-funded R&D. With
Figure 4. U.S. R&D Performance By Sector and Type of R&D Work (2017 est., billions) Source: National Science Foundation
Sector Basic Research Applied Research Development Totals
$ % $ % $ % $ %
Federal government $10.4 11.3 $17.8 16.1 $23.2 6.8 118.0 21.8
Non-federal government 0.2 0.2 0.5 0.5 0.0 0.0 4.7 0.9
Business 26.2 28.4 64.8 58.7 306.1 90.1 378.0 69.7
Higher Education 43.8 47. 5 20.2 18.3 6.9 2.0 19.5 3.6
Other Non-profit 11.8 12.8 7. 1 6.4 3.4 1.0 22.0 4.1
Totals 92.2 100.0 110.4 100.0 339.6 100.0 542.2 100.0
1 Arora A, Cohen W, and Walsh J. The Acquisition and Commercializa- tion of Invention in American Manufacturing: Incident and Impact. NBER Working Paper, National Bureau of Economic Research, 2016. Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 21
federal funds, universities perform research on a vast In 2015, the 10 states with the largest R&D expen- array of subjects, while federal research carried out diture levels accounted for about 65 percent of U.S. by businesses often involves defense-related work. R&D spending that can be allocated to the states. California alone accounted for 25 percent of the U.S. Universities and small businesses can retain patent total, about four times as much as Massachusetts, rights and license the inventions they develop with the next highest state (Figure 5). Venture capital federal funding. National laboratories can enter into investment is also highly concentrated in certain cooperative R&D agreements with private enter- prises. geographic regions of the United States—particularly California, New York and Massachusetts—which, Technology breakthroughs increasingly come from together, accounted for 79 percent of venture dollars universities, national labs, and small start-up com- invested in the United States in 2018. panies. For example, universities are driving rapid developments in gene editing, while small software The R&D performed domestically by U.S. businesses start-ups are driving many of the developments in occurs mainly in five business sectors: chemicals artificial intelligence. The United States has a long manufacturing (particularly the pharmaceuticals history of start-up companies spinning out of uni- industry); computer and electronic products manu- versity research programs. Many universities are facturing; transportation equipment manufacturing undertaking efforts to encourage spin-off companies (particularly the automobile and aerospace indus- based on the R&D they perform, and train students tries); information (particularly the software publish- ing industry); and professional, scientific, and tech- in entrepreneurship. nical services. In 2015, these five business sectors accounted for 83 percent of total domestic business Key Question to Address R&D performance that year. More than half of ven- • How can we increase flows of innovation, ture capital in the United States goes to software enabling companies to tap innovations from (36 percent) and life sciences (18 percent) compa- outside the private sector, and outside of nies. Large companies (25,000 or more domestic their own industries? employees) accounted for 36 percent of all U.S. business R&D performance in 2015. Micro compa- nies (5-9 domestic employees) and small companies Concentrations of Innovation Assets (10-49 domestic employees) together accounted for and High-Tech Industry 5 percent. National Commissioners have emphasized the need for inclusivity in the U.S. innovation ecosystem. Yet, U.S. R&D and venture capital funding are highly Key Questions to Address concentrated in certain geographic locations in • How can we spread innovative activities the United States, and in certain industries. Also, and support for innovation outside of the United States has numerous high technology those industries, geographic regions, and clusters, geographic regions with higher levels of companies in which they are concentrated? research, technology, and high technology firm inten- • How do we link geographic clusters of sity. Many are closely linked to top research univer- innovation to rural areas that need economic sities. These include the renowned Silicon Valley, revitalization? Can we afford the costs (rural Boston Route 128, and the Research Triangle, but schools, health care, infrastructure)? there are others across the country. 22 Council on Competitiveness Commission Community Launch Conference
Figure 5. Top 10 States in the U.S. R&D Performance, by Sector and Intensity, 2015 Source: National Science Foundation
All R&D Sector Ranking
Rank State Amount Business Higher Education Federal Intramural (current $M) and FFRDCs
1 California 125,056 California California Maryland
2 Massachusetts 28,665 Massachusetts New York California
3 Texas 23,668 Michigan Texas New Mexico
4 New York 22,401 Texas Maryland Virginia
5 Maryland 20,385 Washington Massachusetts District of Columbia
6 Michigan 19,891 New York Pennsylvania Massachusetts
7 Washington 20,038 New Jersey North Carolina Alabama
8 Illinois 16,502 Illinois Illinois Tennessee
9 New Jersey 15,865 Pennsylvania Florida Illinois
10 Pennsylvania 14,839 Connecticut Michigan Washington
Research and Technology Development public-private partnerships jointly funded by govern- Institutes, Centers and Programs ment and private industry. At some of these premier There are numerous research and technology devel- and globally unique laboratories and facilities, core opment institutes and centers across the United scientific and technological capabilities are potentially States, operated by federal government agencies at risk due to deficient and degrading infrastructure. and universities, as well as companies’ internal R&D Space in many facilities within the system is old, organizations. They include the 17 laboratories in the outdated, even obsolete, with maintenance and repair crown jewel Department of Energy National Labora- hamstrung by chronic underfunding. tory System, which house 30 unique scientific instru- The United States has established national research mentation and research facilities available to the pub- initiatives, such as the BRAIN Initiative, National lic and private sector. These institutes also include 14 Quantum Initiative, and the Materials Genome, which diverse national manufacturing innovation institutes, include public-private partnerships. There are other Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 23
programs and challenges focused on technology State and Regional Efforts development such as the Small Business Innovation In addition to funding R&D, and in connection with Research Program, defense programs to strengthen their economic development efforts, States and defense technology and the defense industrial base regions have a wide range of initiatives, programs, (e.g. Electronics Resurgence Initiative and MAN- and facilities designed attract high tech companies, TECH); and other mission-related grant research stimulate innovation, grow industry clusters, and and technology development programs in areas such nurture start-ups and entrepreneurs. These efforts as renewable energy and energy efficiency efforts, are often near or connected to research universi- space technology, homeland security, and agriculture. ties. They include: research and technology parks, start-up incubators, accelerators, seed funds, and programs to train and mentor entrepreneurs. The Key Questions to Address federal government provides funding support for • Do we need new types of R&D programs, some of these initiatives. such as national technology initiatives, technology focused centers and hubs, critical technology targeting, etc.? Should these Key Question to Address efforts target the dynamism and innovation • How can the efforts of national government capabilities concentrated in U.S. metropolitan be better integrated with those at the state areas? and local level? • How do we convince national leaders and the American public that this infrastructure Venture Capital is just as important to the economy as Venture capital plays an indispensable role in funding roads, bridges, waterways, etc. and worthy of U.S. innovation, supporting the development of some substantial investment? of the most innovative and successful U.S. compa- • Looking forward—facing accelerating nies. Venture capital has been a key and historically technological advancement, and other distinctive tool in the U.S. innovation ecosystem— disruptive developments such as the tweaked to solve hard problems via a culture of matching multidisciplinary technologies and applying industrialization of space—what should be diverse, data-driven financial tools. The size of the the plan for new science and technology U.S. venture industry has steadily increased over the infrastructure? past decade. At the end of 2018, there were 1,047 venture firms, managing 1,884 venture funds, $403B in U.S. venture capital assets under management. 24 Council on Competitiveness Commission Community Launch Conference
Key Questions to Address Key Questions to Address • How can the United States even better • How can the United States encourage more leverage this asset—in the face of growing of the population to engage in innovation and global competition in the venture space? entrepreneurial activities? • How do we encourage venture capitalists/ • Should the United States launch a global funds to invest in longer-term, hard-to-solve dragnet for top researchers and innovators, and scale societal innovation challenges? and encourage them to come and work in the United States? Talent and Democratization of Innovation • How can we scale current models that seek While there are many occupations involved in inno- to achieve democratization of innovation, and vation, scientists and engineers play a critical role. In to engage a wider segment of the population the United States, there are roughly 7.8M profession- of current and potential innovators? als working in computer, mathematical, engineering, • Are there other models or ways in which we life science, physical science and social science can further democratize innovation? occupations. About 70 percent of these profession- als work in business enterprises. There is signifi- cant untapped U.S. innovative and entrepreneurial Technology Transfer Model potential: about half of those whose highest degree Several challenges hamper the transfer of research is in science or engineering do not work in science results and technology from universities to U.S. or engineering occupations, and 54 percent of the businesses. Industry is market driven, while university U.S. population aged 18-65 believe they have the researchers focus on advancing knowledge (and fed- required skills and knowledge to start a business. eral labs on their government missions). Some may Some companies have programs to provide support be unresponsive to the constraints under which the and training to nurture innovative start-ups. Also, private sector operates, for example, time horizons some companies, private foundations and federal at universities are incompatible with the fast past of agencies sponsor open-to-all innovation challenges commercial innovation, and academic researchers and platforms. want to publish results, while industry wants to keep results proprietary for competitive advantage. Private sector innovation is increasingly multidisciplinary, yet university research remains dominated by single Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 25
discipline, investigator-driven research projects, and terminating their development toward commercial- reward systems, publication practices, and career ization, and increasing their vulnerability to foreign paths reinforce that approach. In working with univer- acquisition. A second area of challenge is securing sities, there may be significant intellectual property adequate financing to scale-up to full production in barriers. Technology emerging from universities and the United States. federal laboratories may need significant investment to advance the technology toward an application in the private sector. Key Question to Address • Are greater funding and more programmatic efforts needed to scale promising Key Questions to Address technologies being developed by U.S. start- • What do research universities need to do ups? What would these efforts be, and who to make partnering more attractive and would deploy them? productive for industry? • Should universities seek routine industry Given the emerging technological and competi- input to shape and guide the research they tive environment, National Commissioners have perform? suggested that the United States must achieve a 10x increase in the U.S. rate of innovation. • Do we need to reexamine IP/licensing models? To what end? Key Questions to Address • To what degree does the United States Valley of Death need to accelerate technology development, Obtaining capital at critical points in the innovation commercialization, and deployment? How development life cycle can be challenging for inno- much faster do we need to go to keep vating entrepreneurs, and small and medium-sized pace with the technological and economic enterprises. There are two key investment gaps. In disruption that is happening? the first, entrepreneurs and small firms—including those developing technologies transferred from • Can the current system be optimized to universities and federal labs—often lack funding to operate at that pace? develop prototypes, and to test and validate their • Can the “tech transfer” model of innovation innovations. Lacking adequate resources at this crit- scale to the size of the emerging ical juncture in the innovative life cycle, these tech- opportunities, and operate at the speed nologies may fall into the “valley of death,” stalling or 26 Council on Competitiveness Commission Community Launch Conference
many stove-piped missions of federal agencies and at which technology is accelerating and Congressional committees. In contrast, some U.S. disruption occurring? competitors have established high-level ministries, • How can we protect U.S. technology? government departments or other organizations devoted to stimulating technology and innovation, • What in the fundamental structure of the and to guide national strategic plans. For example, U.S. innovation system is dragging down the Japan’s public science and technology administra- speed at which the United States develops tion operates under the policies of the Council for and scales new technologies? Science, Technology and Innovation chaired by the • What factors play the most pivotal role in the Prime Minister, and works to promote coordination speed with which the United States develops, with related ministries. scales, and deploys technology? What factors Some nations’ science, technology and innovation in government, universities, and the private efforts are guided by national strategic plans. For sector? What are the highest priorities for example, Germany’s New High-Tech Strategy 2025 change? aims to ensure coherence within Germany’s inno- vation policy, and focuses on speeding up trans- fer of scientific findings into marketable products, ISSUE 4: Government Leadership and processes and services, as well as on improving National Strategies for Innovation and the overall environment for innovation. Japan’s 5th Science and Technology Basic Plan (2016–2020) Competitiveness provides directions designed to translate down to changes such as methods of managing science and There are many factors that affect a county’s ability technology budgets, and the fields seen as strategic to innovate and compete. These include investment in R&D for the next five years, where government in R&D, the availability of capital for innovation at policy and resources should be concentrated. China’s critical stages, talent, the environment for entre- national plans focus on both the innovation ecosys- preneurship, and the general business environment tem, and strategic technologies. The 13th Five-Year including taxes, certain trade policies, and business Plan on National Scientific and Technological Innova- regulation. The United States does not have in the tion, and the Made in China 2025 Plan are concerted federal government a single focal point on U.S. efforts to cultivate indigenous technological inno- innovation competitiveness, capacity, and capabilities. vation, while the New Generation of Artificial Intelli- Instead, responsibility for addressing the factors that affect innovation and competitiveness cuts across Working Group 1: Developing and Deploying at Scale Disruptive Technologies Guide 27
gence Development Plan is a blueprint for construct- ing an AI innovation ecosystem that they believe will • Does the United States need to engage in make China the world’s AI leader by 2030. national technology and innovation strategic planning? The United States relies significantly on market mechanisms to stimulate technology commercial- • Should the United States align its R&D ization and innovation. Typically, it does not issue investment with national strategic plans? National Innovation or Technology Strategic Plans; • Should the United States have a national however, it has developed an R&D strategic plan on strategy for strengthening its innovation artificial intelligence and technology for advanced capacity, and strategies focused on specific manufacturing. Two initiatives—one on nanotech- game-changing technologies? nology and the other on advanced IT and comput- ing—seek to coordinate and integrated federal R&D • In this era of disruptive technology and rising investments in these fields. In addition, some U.S. strategic competition, what is the proper state and regional governments have strategic sci- balance between the speed and dynamics ence and technology plans to guide their technology of the marketplace, and greater national initiatives in connection with their economic develop- investment and strategic planning? Can ment efforts. these co-exist in a productive way?
Key Questions to Address • Should the United States move its global 2:45 Wrap-up Conversation and Prep technology and innovation leadership to the Plenary Report Out top of the national agenda? • What kind of leadership structure in 3:00 Return to Plenary government—in both the Executive Branch and Congress—is needed to address the multiple factors affecting technology development, commercialization, deployment, and innovation in a strategic and integrated way? 28 Council on Competitiveness Commission Community Launch Conference
Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Community Breakout Session Mini-Agenda and Discussion Guide
Memorial Union Cochise Room Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 29
Moderator • Recommended actions should create opportunities Dr. Roberto Alvarez that uplift as many stakeholders—business, labor, Executive Director education, research, and consumers—as possible, Global Federation of and improve outcomes for broader segments of Competitiveness Councils the population, especially for those at the lower end of the socioeconomic scale. Be specific about the economic impacts to families and individuals of investments in R&D, physical infrastructure, intellectual property, and industry and academic sectors. Convey the socioeconomic benefits to people and communities whose livelihoods MORNING the recommendations will directly affect. • Recommendations need to center on competitive- 10:30 Working Group Introduction and ness, while also recognizing that any recommen- Role of the Working Group dations may have unintended consequences in potentially lowering competitive advantage or neg- atively impacting some elements of the workforce. Role of the Working Group Working Groups are the Commission’s “ideas and • Recommendations should lead to action-oriented policy recommendation generation engines,” charged measurable outcomes—policy recommendations, with framing and developing actionable recommen- as well as those the Council’s membership and dations to achieve specific goals. The recommenda- affiliated constituencies could put into practice tions will likely have many audiences; many will be and track results. geared towards policy makers to spur new legisla- • Public attitudes toward science and engineering tion, executive orders, or public-private initiatives to should be incorporated into the Commission’s achieve specific goals. Many other recommendations assessment. will be designed to encourage businesses and orga- nizations to take their own steps to promote competi- • Identify which decision-makers can act on tiveness and innovation in their company, region recommendations, and consider how to shape or industry. a compelling narrative that will encourage them to listen and act. National Commissioners—who first met on August 7, 2019—have provided general guidance • Other considerations in prioritizing challenges, to the Working Groups for their study of issues, solutions and recommendations to address could challenges, and opportunities, and the develop- include: Is the issue or challenge urgent? Is the ment of recommendations to address them (see issue, challenge, or potential solution pivotal in Launch for more details): terms of its impact or the number of other issues or factors affected? Is the recommendation • Examine challenges and opportunities from an actionable, and what is the vehicle for advancing ecosystem perspective inclusive of the broader the recommendation? economy, (e.g., if considering opportunities related to disruptive technology in the agriculture space, also consider linking the cost-benefit outcomes of agribusiness technology-enabled solutions to improvements in efficiency and productivity, and to their impacts on consumers, healthcare systems, and the environment). 30 Council on Competitiveness Commission Community Launch Conference
11:30 Focus of the Working Group— This discussion guide will focus on four funda- and Conversation Kick-off mental threads, and a series of interconnected questions to consider in shaping actionable Working Group 2, Exploring the Future of Sustainable policy recommendations: Production and Consumption, and Work, focuses on • Enhancing the sustainability of production and the ever-evolving disruption underway in the pro- consumption. duction and consumption of goods, and new ways innovators are finding to produce sustainably. The • The changing shape of work and new models Working Group will also explore the rapid evolutions of work organization. unfolding in the American workforce—up and down • Strengthening entrepreneurship and increasing the career ladder, and across the workforce land- entrepreneurial opportunity. scape—and mega trends affecting U.S. labor markets, the occupational mix in the country, what people do • Development and allocation of human capital in on the job and the skills they need to compete and a U.S. economy disrupted by rapid technological, succeed. National Commissioners’ guidance specific market, and competitive changes. to Working Group 2 includes: ISSUE 1: Enhancing the Sustainability • Consider the pace of change across workforce of Production and Consumption skills, technology adoption, and policy changes. • Examine the role of culture and the future of Around the world, pressure to make production and work in U.S. economic competitiveness, including consumption more sustainable is growing. Compa- consideration of workforce skills, retirement nies are responding with initiatives and corporate timelines in key sectors, alternative work reporting on the sustainability of their business. arrangements, and public attitudes toward science A wide range of efforts and some regulations—by and engineering. companies, governments, non-profit organizations, and others—seeks to make consumption more sus- • Since many people perceive innovation as neg- tainable, for example, by banning plastic take-out ative and detrimental to their lives—for example, food containers, and to raise consumers’ awareness equating innovation with job-destroying automa- about the role of their choices in the sustainability tion—be mindful in how innovation is discussed, of consumption. present solutions as enhancements that improve equity and access to opportunities, and commu- Production nicate the benefits and changes that innovation The industrial sector accounts for 32 percent of total will have on consumers and workers, so they can U.S. energy consumption. In producing goods, many see the positive impacts innovation can have on companies are striving to reduce their energy con- their lives. sumption and to use cleaner sources of energy to • Put forth solutions that reduce or eliminate power their operations. In addition, many are imple- barriers for individuals on the low end of the menting efforts to use more sustainable materials socioeconomic scale to take advantage of and greener chemicals; reduce water usage, waste, opportunities. and scrap in manufacturing; deploy more energy effi- cient, alternative power vehicles in their fleets; and • As part of a commitment to promulgating inclusive to increase the energy efficiency of buildings, facili- and equitable solutions, recommended actions ties, and the equipment they use. Eighty-five percent should seek to close minority gaps that exist in of the S&P 500 companies published a sustainability the workforce, for example, gaps in educational report in 2017.2 outcomes and employment for specific populations. 2 The State of the Sustainability Profession, 2018. GreenBiz, September 24, 2018. Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 31
The REMADE Institute—one of the newer PepsiCo has key metrics to measure progress Manufacturing USA institutes for shared innova- toward meeting 2020/2025 sustainability goals, tion infrastructure—enables early stage applied for example: research and development aimed at driving down the energy and cost required to recover, Agriculture reuse, remanufacture, and recycle four classes of materials: metals, fibers, polymers, and elec- • Strive to sustainably source direct agricultural tronic waste. The Institute is leveraging $70M in raw materials by 2020. federal funding and $70M from private partners. • Sustainably source 100 percent of palm oil and cane sugar by 2020
Water Others are designing greater sustainability into • Improve water-use efficiency of the direct their products, for example, more energy efficient agricultural supply chain by 15 percent in appliances, and reduced, recyclable, compostable, high-water risk sourcing areas or bioplastic packaging. Proctor and Gamble was the first company to introduce a cold-water laundry • Building on progress achieved, improve detergent, reducing the energy needed in washing by water-use efficiency an additional 25 up to 90 percent. All Nike Air soles contain at least percent by 2025, focusing on manufacturing 50 percent recycled manufacturing waste, and some operations in high-water risk areas of the company’s apparel—including team jerseys— have at least 50 percent of its polyester derived from Packaging recycled plastic bottles. • Strive to design 100 percent of packaging to Improving sustainability across the entire product be recyclable, compostable, or biodegradable life cycle—materials sourcing, production, packaging, • Strive to use 25 percent recycled content in distribution and warehousing, delivery to customer, plastic packaging customer use, and final disposition—is another focus of attention. For example, overall, 65 percent of Climate Change companies’ ultimate water use comes from supply chains (for the S&P 500/S&P Global 1200, Trucost, • Reduce absolute GHG emissions by at least 2018), yet only a quarter of these companies have 20 percent by 2030 set a water reduction target. About half of global companies have set a greenhouse gas (GHG) reduc- tion target. And companies, like PepsiCo, are setting tainability into their core business extremely or fairly ambitious sustainability goals on packaging, water, well. Similarly, in an eight-year study on how corpora- climate, and agriculture to be met in the coming five tions address sustainability, 90 percent of executives to 10 years. see sustainability as important, but only 60 percent In a recent survey of companies,3 52 percent said of companies have a sustainability strategy.4 climate change was a very significant issue, and Some universities are integrating sustainability into 40 percent said it was a key investor interest. Only their educational programming, helping prepare the half of the companies said they were integrating sus- workforce for jobs in companies to address this challenge. For example, Arizona State University
3 The State of Sustainable Business in 2019. BSR and Global Scan. November 12, 2019. Available online: https://www.bsr.org/en/our-in- 4 Corporate Sustainability at a Crossroads. MIT Sloan Management sights/report-view/the-state-of-sustainable-business-in-2019. Review, May 23, 2017. 32 Council on Competitiveness Commission Community Launch Conference
established the Nation’s first school of sustainability, The strength of Biocement materials is comparable
offering both undergraduate and graduate programs to traditional masonry, but has no CO2 emissions or and degrees in sustainability, including specialized waste in its production. programs in sustainable food systems, global sus- Redesigning organisms so they produce a substance, tainability science, sustainability leadership, and sus- such as a medicine or fuel, are common goals of tainable energy. Most of its graduates are working in synthetic biology. For example, vanilla and vanillin sustainability careers. are among the most important flavoring agents. Radically different forms of more sustainable produc- With the demand for all “natural” food and beverage tion are emerging. For example, additive manufactur- products growing, demand for natural vanilla flavor- ing and 3D printing build objects layer-by-layer from ing is out stripping supply, costs have risen, and food 3D model data, rather than through subtraction pro- companies are looking for additional supplies. Most cesses such as milling and grinding, eliminating scrap. synthetic vanilla is produced with a petrochemical Vertical indoor farms increase harvest productivity, precursor. Synthetic vanilla can be grown from mod- cut water use by 70-95 percent, and do not use pes- ified yeast; it is less expensive than pure vanilla from ticides. A European consortium (Siderwin) is working vanilla beans, and tastes better than artificial vanilla. to develop a new steel production process without In other examples, oils grown from modified algae
CO2 emissions based on electrolysis technology. can take the place of palm oil, for example in laundry Circular models turn post-consumer plastics into new detergent, avoiding harvesting oil from palm trees value streams. Zume uses a proprietary process to which can damage rainforests. Scientists at Cornell repurpose agricultural waste and biomass to produce University and the University of Illinois have carried cost-effective compostable food packaging that per- out field trails suggesting that genetically engineered forms and feels like plastic. The packaging breaks tobacco plants could be grown as crops to produce down into organic material and can be used again pharmaceuticals and industrial enzymes. Using an to regenerate soil or other organic matter, creating a enzyme from fireflies, scientists created a modified fully closed-loop cycle where the food grown creates plant that glows in the dark that could create sustain- the input materials for the packaging that carries able natural lighting. food to the consumer and then, once used, is used to help grow more food. Key Questions to Address Biomanufacturing is on the rise. Ecovative Design • Has the business case for greater uses mycelium, the root structure of mushrooms, sustainability been made? as a biofabrication platform to grow biodegradable • How can we encourage companies to think materials, structures, textiles, apparel, footwear, and about sustainability in systematic ways across leather alternatives. The material can be infused with the product life cycle? flavors and other components to create a whole cut of meat. The biofabrication process can be tuned • How can companies influence the decisions based on desired characteristics by controlling suppliers and other actors across the porosity, texture, strength, resilience, and more. product value chain make with respect to the sustainability of their practices and The cement industry is energy-intensive and the purchases? How can major corporations third-largest industrial emitter of CO2 (EPA). In pro- ducing an alternative construction material, BioMa- encourage and help their suppliers become son pours sand into a mold, and then adds microor- more sustainable? ganisms and nutrient rich water. The bacteria create • What is the degree to which these efforts calcium carbonate crystals that cause the sand are global, deploying in countries that are grains to stick together, growing bricks in 3-5 days. growing contributors to environmental degradation? Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 33
• What is a good balance between market- Trash Talk generated solutions vs. regulation? Source: UNenvironment • Does the total quality movement and the • One million plastic drinking bottles are circular economy concepts offer a model for purchased every minute. change? • 5 trillion single-use plastic bags are used • What are the challenges in harnessing worldwide each year. American innovation to meet the need for low carbon energy across the board, at • Half of all plastic produced is designed to be used only once. every scale, and around the world? Where is more investment needed? Will market-based • 300M tons of plastic waste is generated approaches meet the challenge? each year; 80 percent of it ends up in landfills, dumps, or the natural environment. • Are greater investments needed to advance biomanufacturing and other novel production approaches?
Consumption Garments are a common consumer product. Their For the first time since agriculture-based civilization life cycle involves materials production, manufactur- began 10 millennia ago, the majority of the world’s ing, shipping, use, and disposal. Garments made from population—just over half—could be considered mid- natural fibers, such as cotton, use gallons of water, dle class or richer. By 2030, the global middle class fertilizers and pesticides, and fuels in their materials could reach 5.3B—1.7B more than today. Reaching production. Synthetic fibers often use petroleum and middle class is transformative as a life experience. other chemicals that release hazardous emissions. These new middle class consumers will want a wide According to Levi Strauss & Company, the life cycle range of products and services. of one pair of its iconic 501 jeans equates to the With increasing development and rising income emissions generated by driving an average car around the world, consumption is on an upward 69 miles and three days’ worth of one U.S. house- trajectory. For example, according to the UN, the per hold water needs. The EPA estimates that discarded capita “material footprint” of developing countries clothing and footwear amounted to 12.8M tons increased from 5 metric tons in 2000 to 9 metric or nearly 5 percent of MSW in 2017, mostly textiles, tons in 2017. In high income countries, the per capita rubber, and leather. Only 13.6 percent was recycled material footprint is 27 metric tons. and nearly 9M tons ended up in landfills. U.S. per capita municipal solid waste (MSW) gener- There are diverse strategies for enhancing the sus- ation is 4.5 pounds per person per day (EPA). Total tainability of consumption. For example, while taxis MSM generated in 2017 (latest data) was 267M waste fuel hunting or waiting for fares, ride-matching tons, of which 67M tons were recycled and 27M optimizes personal transportation. Ride-matching composted—equivalent to a 35 percent recycling drivers often drive an energy efficient vehicle to min- and composting rate. Fifty-two percent ended up imize their fuel use. Turo capitalizes on idle private in a landfill. Paper and paperboard products made vehicles, allowing owners to rent out their cars to up the largest percentage of all materials in MSW others when not in use. These matching and sharing (one-quarter), followed by food (15 percent), plastics services may reduce the need to own a vehicle. (13 percent), and yard trimmings (13 percent). Sev- “Rent the Runway” rents high quality and designer enty-five percent of food that could be composted fashion apparel, including formal wear, giving con- ends up in a landfill. sumers thousands of options. Consumers can rent 34 Council on Competitiveness Commission Community Launch Conference
Figure 6. Clothing and Footwear Waste Management: 1960–2017 Source: US EPA. (2020). Textiles: Material-Specific Data. U.S. EPA. (online) Available at: https://www.epa.gov/facts-and-figures-about-materials-waste-and-recy- cling/textiles-material-specific-data (Accessed 2 Jan. 2020).
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a single time, for example, for a swanky formal event, Levi Strauss & Company is encouraging consum- or sign up for a monthly service that sends several ers to think about the life cycle of a pair of jeans. new apparel pieces a month for a consumer to try. It The company created a “Care Tag for Our Planet,” aims to help keep out-of-fashion and no longer loved which offers tips on how to extend the life span of apparel out of the landfill. their clothing—”wash less, wash in cold, line dry, and Small changes in consumer behavior can have a sig- donate when no longer needed.” The company also nificant impact on the sustainability of consumption. collects clean and dry denim from any brand at any For example, the tenant of “reuse” is being put into U.S. Levi store for recycling. action at the neighborhood level. More than 200,000 From food to fuel, consumption is concentrated U.S. neighborhoods use private social networks in cities and metros. Cities have taken steps to for, among other things, selling or giving away used enhance sustainability, ranging from banning plastic consumer items. Neighbors moving in pass on mov- food containers to adopting building energy effi- ing boxes to neighbors moving out, new homes are ciency standards. Other technologies and designs found for furniture being discarded that would other- could make a significant difference in city sustain- wise end up in the landfill, curb alerts tell neighbors ability including energy efficient building designs when toys, bicycles, kitchenware, or other items are and technologies; intelligent highways and vehicles sitting at the curb and up for grabs for free. that optimize traffic flows, reducing congestion and Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 35
“So, what if we said that you Trash Trends could mulch your jeans, put them Source: Environmental Protection Agency in your garden, and see how the Generation, recycling, and disposal of MSW has decomposition of your Levi’s changed substantially. could feed the food that you were • Generation of MSW increased from 88.1M growing. That’s conceivably how tons in 1960 to 267.8M tons in 2017. we might dispose of garments • The generation rate in 1960 was just 2.68 pounds per person per day, but has increased in the future. That would prompt to 4.51 pounds per person per day in 2017. the consumer to think about little • Over time, recycling rates have increased details like how the color was from just over 6 percent of MSW generated in 1960 to 16 percent in 1990, to more than applied to the garment in the first 35 percent in 2017. place. Would the chemicals in the • The amount of MSW combusted with energy dye affect the garment, my food, recovery increased from zero in 1960 to and my body? This is the kind of more than 12 percent in 2017. holistic thinking we want to spur • The disposal of waste to landfills has decreased from 94 percent of the amount in our customers. Fundamentally, generated in 1960 to 52 percent of the asking them to take into account amount generated in 2017. the impact they’re responsible for in the whole system, from the supply chain to the eventual disposal of the garment.
Paul Dillinger, Head of Global Design Innovation idling; high levels of Internet and computing penetra- Levi Strauss tion to support telecommuting; autonomous vehicles for transit and deliveries, “lights-out” robotic and Source: Segran E. “Levi’s Is Radically Redefining Sustainability.” autonomous systems, etc. Widespread adoption of Fast Company, February 9, 2017. existing energy-efficient building technologies—and the introduction and use of new technologies—could eventually reduce energy use in homes and commer- cial buildings by 50 percent.5
5 Quadrennial Technology Review: An Assessment of Energy Tech- nologies and Research Opportunities. U.S. Department of Energy. September 2015. 36 Council on Competitiveness Commission Community Launch Conference
ISSUE 2: The Changing Shape of Work What Consumers Can Do and New Models of Work Organization • Shop for products made with recycled materials Globalization, new scientific discoveries, acceler- ating technology development, and new models of • Buy items with less packaging organization promise to change dramatically the • Buy and use refillable/reusable containers landscape of work. New technologies make entirely new forms of work possible—work without humans, • Reuse bags work in which humans and technologies form teams, • Refrain from discarding items that can be work performed in remote locations and, potentially, reused or repaired entirely novel forms of work organized using today’s powerful computing, Internet, and communications • Compost food and yard waste technologies. Advances in cognitive science will • Wash laundry in cold water; line dry provide new insight on creativity, and how to better analyze, solve problems, adapt to new situations, and • Remove names from paper mailing lists make decisions. This new knowledge will be applied to improve how we work together, manage teams, design organizations, and interact with customers and machines.
Work with Machines Robots are likely to become commonplace, work- ing in homes and offices, assisting in hospitals and Key Questions to Address classrooms, helping run farms and caring for the • Who is responsible for making consumer elderly. Autonomous systems will operate across fac- consumption more sustainable? tories, smart cities and infrastructure. It is estimated • How can we convert public concern into that about 2.4M industrial robots are in operation more sustainable daily decision-making (that worldwide. Global sales of industrial robots reached would also have the benefit of driving market a high of 422,000 units in 2018, with double digit change)? Do we need a movement? growth expected in the next couple of years.6 The use of service robots is increasing in areas rang- • How much responsibility can we expect ing from logistics and medical applications to lawn consumers to take in changing their mowing, window cleaning, and room service delivery consumption behavior and practices to in hotels. make them more sustainable? How can we make sustainable consumption easier for Artificial intelligence is likely to affect portions of consumers? almost all jobs, changing the tasks performed, the way work is organized, how decisions are made and • How can producers help customers use and problems solved. Artificial intelligence could also dispose of their products in more sustainable change the size and mix of human capital and skills ways? needed in an organization. • Does the circular economy concept offer a Many Americans may not understand how automa- model for change? tion and AI could affect professions and the work • How can we encourage cities and metros to they do. For example, 80 percent think it is not at leverage a larger toolbox in more strategic
approaches to sustainability? 6 https://ifr.org/ifr-press-releases/news/robot-investment-reaches-re- cord-16.5-billion-usd. Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 37
Americans’ Views of Automation Key Questions to Address Source: Pew Research Center, 2019 • As AI, autonomous systems, and robots increasingly perform routine tasks, will the • Most Americans (82 percent) anticipate skill/wage gap grow—and if so, by how widespread job automation in the coming much? Will rungs on lower/middle levels decade and that, by 2050, robots and of career ladders disappear, closing-off computers are likely to do much of the work traditional pathways to upward mobility? currently done by humans. Does this present new kinds of challenges in • About one-third believe robots or computers reducing economic inequality? will do the type of work they do by 2050. • Do we need a new multidisciplinary field • 76 percent of Americans say inequality in work engineering—the convergence of between the rich and the poor would automation, cognitive and behavioral science, increase if robots and computers perform organizational development, job design, most of the jobs currently being done by systems integration, etc.? humans. • As machines increasingly perform routine • Americans think automation will likely disrupt work, does the public have a grasp on a number of professions but they are less the potentially sharp upward trajectory likely to think their own job will be impacted. of the economy’s knowledge and skill requirements? What role must policymakers play in educating and supporting this shift? all or not very likely that automation could replace a nurse,7 while patient monitoring, routine caregiving, • How will new machine-enabled work change physical therapy, medication dispensing, and patient daily lives and the patterns of work and transport are all opportunities for future automation. society? Two-thirds believe teachers could not be replaced,8 • What kinds of new corporate and government despite the likelihood that AI-infused on-line learning, policy issues will arise with increased use learning in virtual or augmented reality environments, of artificial intelligence and robot/human and smart learning assistants and chat bots could teaming in the workplace, in areas such as disrupt many of the tasks teachers perform. For example, in connection with a new television series, risk, safety, liability, performance evaluation, National Geographic created a Facebook messenger cybersecurity, etc. chat bot where one can have a conversation with Albert Einstein about his life and physics. New Forms of Work Organization In the coming world of collaboration between The prominent model for accomplishing work has humans, robots and intelligent systems—and as been employer-based and carried out in a full-time enterprises integrate extended (virtual, augmented job that is task-, time- (9-5 day), and place-based, and mixed) reality into operations—we could funda- in a career or working life that begins at the conclu- mentally reimagine how work gets done. sion of formal education, typically in the late teens or early twenties, with job holding continuing until retirement, typically 30-40 years later. Job holding
7 https://www.pewresearch.org/internet/2017/10/04/americans-atti- tudes-toward-a-future-in-which-robots-and-computers-can-do-many- human-jobs/. 8 ibid. 38 Council on Competitiveness Commission Community Launch Conference
may be interrupted, for example, by adult education, The Gig Economy: Electronically-mediated training, child rearing and, less frequently sabbatical Work or extended vacation. Work, many of its rules, com- Source: U.S. Department of Labor pensation and promotion policies, worker decisions on where to live, financial and retirement planning Workers obtained short jobs or tasks through and saving, family planning, and childcare are typi- websites or mobile apps that connected them cally based around this model of work and working with customers and facilitated payment for life. Today’s technologies enable other models for the tasks. accomplishing work and designing working life—such • In May 2017, there were 1.6M electronically- as telecommuting, working from remote locations mediated workers, accounting for 1.0 percent and freelancing, as well as enabling more flexible of total employment. work schedules and staffing. • Of all workers, 0.6 percent did electronically- For workers, these models can help people integrate mediated work in-person and 0.5 percent work more seamlessly into their personal lives—if did it entirely online. Some people worked juggling responsibilities for children, health issues, both in-person and online, for example, in two or other activities—as well as access jobs outside different electronically-mediated jobs. of their geographic regions, a particularly important feature for those living in declining rural and indus- • Compared with workers overall, trial areas of the country, or those who cannot afford electronically-mediated workers were to live in job-rich, high cost-of-living locations. Time more likely to be in the prime-working-age spent commuting can be significantly reduced, sav- category (25 to 54) and less likely to be in ing perhaps hours per week that can be devoted to the oldest age category (55 and over). other productive and personal activities. • Electronically-mediated workers were more For employers, more flexible patterns of work allow likely than workers overall to work part time. them to tap a wider range of workers with knowl- • Compared with workers overall, people age edge and skills that can contribute value to the 25 and over who did electronically-mediated organization or business, but may reside in distant work were more likely to have a bachelor’s locations, or who cannot or prefer not to work in a degree or higher (67 percent of online 9-5, full-time job on employer premises. This broader electronically-mediated workers age 25 and landscape for recruiting can be especially valuable over had bachelor’s degree or higher. when unemployment is low and labor markets are tight, or recruiting for occupations in high demand. • Self-employed workers were more likely than With a more flexible workforce and flexible staff- wage or salary workers to do electronically- ing, employers can scale workforce size and mix as mediated work (4 percent vs. 1 percent). needed. • By industry, workers in transportation and Uber, Lyft, Takl, TaskRabbit, and the Gig economy utilities, professional and business services, have established new models of worker indepen- information, and other services on their dence, although accounting for a small percentage main job were the most likely to have done of total U.S. employment. Digital technologies have electronically-mediated work. made it easier to connect customers that need work performed with those able to perform it on a free- Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 39
lance basis. While workers may face greater financial risk in the Gig economy, they may also engage in • What kinds of new regulations or policies are work of greater interest to them, make better use needed to address the challenges of worker of their knowledge and skills in a place that may be protection, benefits, and income security in a more convenient, performed on a schedule of their workforce of freelancers? choosing, or more aligned with the demands of their • What is needed in the area of taxation and lives. labor laws to reduce barriers to cross-state New technologies could enable entirely new forms of remote work in the United States? people-centered, rather than employer-centered, and • What is needed in the area of pay, labor self-organized forms of work that optimize human regulation and standards, and taxation for capital and human capacity. For example, today’s cross-border remote work? digital technologies could be applied to identify mar- kets of one or many around the globe, and search • What kinds of new laws might be needed algorithms can match workers, goods, and services to protect those buying work or services with buyers, or workers around the world with each from independent workers or temporary other, to form independent work teams that meet freelancing work teams, especially those that customer needs. Working on a global scale with five cross international borders? billion potential customers, a relatively small number • Who is liable for the work performed, and of buyers can make a market. Service providers and innovators could facilitate marketing and matching what happens when a team disbands? for independent workers and forming of teams, help- • What is needed to scale new forms of work ing them maximize their earnings, a model similar to organization that are not employer centered? those in today’s electronically-mediated gig economy.
Gender Equality Key Questions to Address While U.S. women exceed men in attaining bache- • Will the redesign of work just organically lor’s degrees, they have not achieved parity in work- emerge? force participation, pay, or career progression. The • Are employers comfortable with workers ratio of women’s to men’s median weekly earnings for full-time wage and salary workers in all occu- working remotely and out of sight? pations was 81 percent in 2018. The gap has nar- • How can we encourage employers to expand rowed, in part, because women are increasing their the geographic scope of recruiting, for presence in higher paying occupations. Nevertheless, example, to rural areas, distant areas, and the earnings ratio is lower in some occupations, such globally? as personal financial advisors, physicians and sur- geons, real estate brokers, sales agents and chief • What kind of ecosystem and infrastructure executives. In addition, women’s rate of workforce would be needed to support a people-based participation has leveled off at 57 percent, compared (vs. employer based) economy? to men at 69 percent, in 2018. • What kinds of new knowledge, skills, and support systems are needed for those working outside of traditional employer organizations? 40 Council on Competitiveness Commission Community Launch Conference
Majorities of Americans see men and women as AFTERNOON equally capable in terms of qualities for leadership. Yet, only 4.8 percent of CEOs in the Fortune 500 are 12:00 Working Lunch women, and only 22 percent of Fortune 500 board members. Women leaders are more prominent— though still a significant minority—in academia, with 12:30 Focus of the Working Group— 30 percent of universities having women presidents Continuing the conversation in 2016. Some of the reasons for the gaps include: inflexible career paths (while women have greater involvement ISSUE 3: Strengthening in providing childcare), occupational selection, hours Entrepreneurship and Increasing worked, and industry of employment. For example, Entrepreneurial Opportunity some higher paying jobs favor long hours and reward willingness to put work over other life activities. Also, The United States is known worldwide for its entre- working women are nearly twice as likely as men to preneurship and start-up culture, and many nations say they have faced gender discrimination on the job, seek to emulate the U.S. model. Entrepreneurs and one in four working women say they have earned start-ups play a vital role in leveraging new knowl- less than a man who was doing the same job, and edge and technology to create and grow new busi- more than one in five say they have been treated as nesses and, those that grow into large and success- if they were not competent because of their gender. ful firms, can transform entire industries. The process of finding creative ways to combine new technolo- gies and processes, and make novel products and Key Questions to Address services, leads to the start-up of businesses and the • Employers have taken steps to support decline of less productive businesses or those whose women in their workforces, including onsite business lines are made obsolete. This churning of daycare, family friendly leave policies, more firms—business dynamics—has broad impacts on flexible work schedules, etc. What more can technical progress, economic growth, and produc- employers do within the structure of company tivity in modern market economies, as resources are benefits? What can policymakers do? reallocated away from less profitable businesses to more profitable and competitive ones. • Can telecommuting and remote work be expanded to increase women’s participation While the U.S. start-up and entrepreneurial punch in the workforce and the organization? Does weakened in the years surrounding the Great Reces- working off-site reduce women’s ability to sion, it is recovering. In 2018, openings of establish- build company-specific skills and social ments with employees surpassed one million for the capital within the organization that helps first time.9 The number of closings also rose, indicat- underpin their advancement? ing a higher level of churn in the economy, character- istic of greater business dynamics. Annual openings • Is national legislation needed, for example, have exceeded closings for eight consecutive years to mandate paid family leave or equal (Figure 7). representation on boards of directors? Other? Business applications have also recovered from the Great Recession, increasing from 596,111 coming • What greater efforts can be made to out of the recession (Q4 2009) to 860,125 in the attract women to prepare to enter higher third quarter of 2019, far above the pre-recession paid careers such as those in engineering, levels (Figure 8). However, while business applica- computer, or financial occupations?
9 https://www.bls.gov/news.release/cewbd.htm. Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 41
Figure 7. Annual Establishment Openings and Closings Source: Business Employment Dynamics, Bureau of Labor Statistics.
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tions have recovered, high-quality applications (high propensity applications)—those that have a relatively Key Questions to Address high likelihood of turning into job creators—have not • Excluding the return to economic growth fully recovered, and their volume is still below pre-re- after the Great Recession, what other factors cession levels. have propelled the upward trajectory of U.S. The United States has latent entrepreneurial poten- business formation? How can we reinforce tial. Among the U.S. adult population, 70 percent see and extend this momentum? good opportunities to start a firm in the area where • What are the most important policies in the they live (compared to a 46 percent global average), United States for starting and growing a and 56 percent believe they have the required knowl- business, and especially a technology-based edge and skill to start a business. About 12 percent start-up? Which ones play the most positive of the U.S. population aged 18-24 (excluding those role, and which are serving as barriers to involved in any stage of entrepreneurial activity) are success? latent entrepreneurs and intend to start a business within three years.10 • There are numerous efforts across the country to nurture entrepreneurs and U.S. entrepreneurs and start-ups face challenges start-ups—connected to state and regional in moving their innovations to the marketplace. For economic development, at universities, example, U.S. universities and federal laboratories and operated by private companies. Is this are increasingly key sources of breakthrough tech- ecosystem adequate? Can it be better nologies that entrepreneurs and start-ups spin out integrated to provide more seamless support to develop and scale. However, entrepreneurs and through the innovation life cycle? small firms often lack funding to develop prototypes, and to validate and scale their innovations. Lacking • What are the critical elements of adequate resources at this critical juncture in the university programs that successfully spur innovative life-cycle, these technologies may fall entrepreneurs and spin-out start-ups? into the “valley of death,” stalling or terminating their • What more needs to be done to address the development and commercialization, and increasing “valley of death”? their vulnerability to foreign acquisition. • How can we tap more of America’s Ecosystems in support of small innovators are grow- entrepreneurial potential, encouraging more ing around research universities and in U.S. metro Americans to take the leap of starting a areas—workspaces, networks, training, and events. business? Because these dynamic young firms play a key role in driving regional economic development, many state and regional governments have programs in place to nurture entrepreneurs and start-ups, includ- ing seed and venturing funds, incubators, and accel- erators. Some companies are nurturing new start- ups, and reaching out to access their technologies.
10 https://www.babson.edu/media/babson/assets/blank-center/GEM_ USA_2018-2019.pdf. Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 43
ISSUE 4: Development and Allocation of Human Capital in a U.S. Economy How Technology Can Affect Jobs and Workers Disrupted by Rapid Technological, Market, and Competitive Changes • Changes skills needed on the job In our advanced, market-based economy, businesses • Changes the way work is organized and organizations that develop and/or adopt new • Changes tasks performed and improved products, services, and processes grow and displace those that don’t, shifting capital, • Makes workers more productive so fewer labor, and markets away from less productive to are needed or jobs eliminated more productive and competitive businesses. • Changes mix of human capital/ skills needed Moreover, the reorganization of the economy and • Drives expansion of existing industry’s society around powerful technologies is inherently employment disruptive, creating and destroying businesses, mar- kets, and jobs, as well demonstrated by the massive • Creates new industries with growing changes that have occurred during the digital revolu- employment; drive declines in other industries tion. These disruptions can have a variety of impacts • Creates new or eliminates existing on labor markets, and what people do on the job. occupations For example, new technologies may replace workers, make occupations or skills obsolete, or create new • Changes what skills or occupations are types of jobs and demands for new skills. Countries in demand and communities can face disruption as industries • Changes supply of skills/occupation fade or new industries rise, and as new technologies in the labor market alter the ways in which humans carry out activities across society. • Changes labor market value of skills It may not be a good time for those whose skills limit them to routine work, as smart systems, sensors, and software are increasingly capable of doing that work. Higher-skilled workers are better able to use new technologies when they are introduced, and better employment growth (high tech, high R&D industries) prepared to move to new industries, new jobs, new over 2005-2017, increasing their share of innovation occupations, or new skills when displaced by techno- employment from 17.6 percent to 22.8 percent.11 logical, labor market, or market disruptions. Workers Some of these at-risk workers think they are too old with less knowledge and fewer skills, many in rural to go back to school and may not have the basic and rust belt areas of the country, are at greater risk computer or math skills to enter training programs of being left behind in an era of frequent technologi- for jobs that require more advanced skills. Also, cal disruption, shrinking numbers of jobs with routine many of these workers have built social capital in a tasks performed by humans, and fewer jobs outside community that makes them reluctant to leave for of metro areas. For example, a recent study found greener pastures. that five metro innovation hubs—Boston, San Fran- cisco, San Jose, Seattle, and San Diego—accounted for more than 90 percent of U.S. innovation-sector
11 https://www.brookings.edu/research/growth-centers-how-to-spread- tech-innovation-across-america/. 44 Council on Competitiveness Commission Community Launch Conference
There is little consensus on how many jobs could be also increases the importance of employers and job automated in the years ahead. One review showed matching mechanisms making it easy to identify dramatically different predictions about jobs that organizations that are recruiting job candidates and automation could create and destroy, for example, jobs for which they are hiring. with estimates for job losses in the United States As greater knowledge and higher-level education 12 ranging from 3.4M by 2025 to 80M by 2035. become necessary for employment for many, the But the studies also indicated that millions of new cost of higher education in the United States is soar- jobs would be created. An OECD study across 32 ing, often leaving students with a heavy debt bur- countries indicated that, in the United States, about den. New technology has transformed almost every a quarter of jobs are at risk of being significantly other knowledge and service industry in the United affected by automation based on the tasks they States. Yet, the basic model of education provision involve, and about 10 percent are at high risk for has changed very little, remaining largely a face-to- automation.13 face delivery of service with limitations on scaling Many Americans are worried. In recent surveys, and limited modes for consumption. In addition, with around three-quarters of American adults anticipate rapid technological change, many young students more negative than positive effects from widespread are being prepared for jobs and technologies that do job automation, including more economic inequality, not exist today. and about half say automation has already hurt U.S. workers.14 Key Questions to Address The impacts of disruptive technologies on the econ- • Is industry adequately engaged in giving omy and their rising frequency may increase the direction to education and training need for greater labor market flexibility, job-switch- institutions in terms of the knowledge and ing, and moving around the county, raising the skills employers need? What are the best importance of the U.S. ability to retool, relocate, mechanisms for achieving that exchange of and reallocate its human capital. Every year, a large information? Are universities listening? number of workers moves between employers. The gross flow of workers (worker churn) is much larger • Is the U.S. education system preparing U.S. relative to the net change in employment. These job students and workers for the advanced flows are important indicators of reallocating human economy ahead, (when AI and other capital. However, evidence suggests that labor mobil- automation perform routine tasks), and with ity—job reallocation, worker churn, and geographic the ability to respond to frequent disruptions labor mobility—has been on the decline for the past in the labor market? 20 years or more.15 • Do we need to reevaluate the baseline of Increasing labor market dynamism raises the impor- what people need to know and be able to do? tance of labor market signaling—employers con- And how do we balance the new baseline— veying to education and training institutions, and including the rise of multidisciplinarity in workers the knowledge and skills they will need. It business and innovation—with the need for specialization? Is higher education structured to address these new needs? 12 MIT Technology Review, 2018. 13 Nedelkoska L, Quintini G. OECD Social, Employment and Migration Working Papers: Automation, Skills Use and Training. OECD iLibrary. March 8, 2018. No. 202. Available online: https://doi.org/10.1787/2e- 2f4eea-en. 14 https://www.pewresearch.org/fact-tank/2019/04/08/how-americans- see-automation-and-the-workplace-in-7-charts/. 15 https://fas.org/sgp/crs/misc/IN10506.pdf. Working Group 2: Exploring the Future of Sustainable Production and Consumption, and Work Guide 45
• What levers do we have to reduce the • Metropolitan areas are the most dynamic cost and improve the productivity of higher and innovative in the American economy. education? How do we change the cost Can we afford to continue subsidizing structure? What is standing in the way of the infrastructure, public services, etc., to transformation in education? support the continued existence of declining • How do we incentivize universities to link industrial areas in the country, or should their teaching with the needs of the economy investment instead be focused on more and labor markets to provide career- and dynamic and growing areas, and getting life-relevant curricular experiences and people to move to them? Should investment credentials? be made to revitalize industrial metros in decline? What is an honest outlook for the • Universities often stake their reputations on revitalization of dying industrial communities? exclusivity, behaving as customers evaluating what prospective students are “selling.” How do we democratize higher education, creating 1:30 Working Group Innovation an education and training system that is inclusive regardless of current education Immersion Tour and skills, age, income, work status, time for ASU leaders will guide Commission Community learning, etc.? How do we get universities members on a tour of a relevant innovation hotspot to treat students as customers looking to on campus to inspire and engender further conver- buy knowledge and skills, and to compete to sation. provide those? • Generally, higher education institutions 2:45 Return from Tour, Wrap-up deploy the same education system model Conversation and Prep Plenary and bestow a credential recognized by employers and society. The power to Report Out bestow the credential serves as a barrier to non-traditional forms of education and 3:00 Return to Plenary training, reducing competition in the sector and pressure to reduce costs and improve productivity. Could alternative forms of credentialing create new entrants to and competitors in the education sector? • The U.S. science and engineering workforce is aging, which could have important implications for the supply of science, engineering, and technological expertise in the economy. The number of science and engineering degree holders in the United States far exceeds those working in science and engineering jobs. What could draw these professionals back into innovation and to replace those aging out of the workforce? 46 Council on Competitiveness Commission Community Launch Conference
Working Group 3: Optimizing the Environment for the National Innovation System Community Breakout Session Mini-Agenda and Discussion Guide
Memorial Union Turquoise Room Working Group 3: Optimizing the Environment for the National Innovation System Guide 47
Working Group 3: Optimizing the Environment for the National Innovation System Community Breakout Session Mini-Agenda and Discussion Guide
Moderator National Commissioners—who first met on Mr. William Bates August 7, 2019—have provided general guidance Executive Vice President to the Working Groups for their study of issues, Council on Competitiveness challenges, and opportunities, and the develop- ment of recommendations to address them (see Launch for more details):
• Examine challenges and opportunities from an ecosystem perspective inclusive of the broader economy, (e.g., if considering opportunities related to disruptive technology in the agriculture space, MORNING also consider linking the cost-benefit outcomes of agribusiness technology-enabled solutions to 10:30 Working Group Introduction and improvements in efficiency and productivity, and to Role of the Working Group their impacts on consumers, healthcare systems, and the environment). Role of the Working Group • Recommended actions should create opportuni- Working Groups are the Commission’s “ideas and ties that uplift as many stakeholders—business, policy recommendation generation engines,” charged labor, education, research, and consumers—as with framing and developing actionable recommen- possible, and improve outcomes for broader dations to achieve specific goals. The recommenda- segments of the population, especially for those tions will likely have many audiences; many will be at the lower end of the socioeconomic scale. Be geared towards policy makers to spur new legisla- specific about the economic impacts to families tion, executive orders, or public-private initiatives to and individuals of investments in R&D, physical achieve specific goals. Many other recommendations infrastructure, intellectual property, and industry will be designed to encourage businesses and orga- and academic sectors. Convey the socioeconomic nizations to take their own steps to promote competi- benefits to people and communities whose liveli- tiveness and innovation in their company, region hoods the recommendations will directly affect. or industry. 48 Council on Competitiveness Commission Community Launch Conference
• Recommendations need to center on National Commissioners’ guidance specific to Work- competitiveness, while also recognizing that ing Group 3 includes: any recommendations may have unintended • Need to identify a specific roadmap with attributes consequences in potentially lowering competitive of an optimized environment for innovation advantage or negatively impacting some elements that provides competitive advantage. Because of the workforce. the innovation landscape is so broad, yet • Recommendations should lead to action-oriented interconnected, what does competitive advantage measurable outcomes—policy recommendations, look like across industries and geographies, as as well as those the Council’s membership and resources and investments needed to sustain an affiliated constituencies could put into practice advantage will vary greatly. and track results. • Consider different actions to achieve desired • Public attitudes toward science and engineering outcomes based on particular inputs and should be incorporated into the Commission’s environmental factors that affect the ability to assessment. innovate. For example, some actions may spur large change over time, while others may be • Identify which decision-makers can act on important “quick wins;” some may operate in the recommendations, and consider how to shape a current system, while others are more appropriate compelling narrative that will encourage them to for a new innovation system model. listen and act. • Consider how changes to a venture capital or • Other considerations in prioritizing challenges, federal funding model could impact the value or solutions and recommendations to address could protection of intellectual property. include: Is the issue or challenge urgent? Is the issue, challenge, or potential solution pivotal in • A sole focus on a singular national innovation terms of its impact or the number of other issues system could lose sight of the complexity of the or factors affected? Is the recommendation innovation ecosystem, or how different factors actionable, and what is the vehicle for advancing affect different stakeholders and industries. For the recommendation? example, some industries are highly sensitive to regulation, while start-ups in some industries 11:30 Focus of the Working Group— are less sensitive to the availability of capital, for example software compared to the energy and Conversation Kick-off industry. The working group could consider multiple innovation systems. Working Group 3, Optimizing the Environment for the National Innovation System, focuses on the physical • Consider the impact of different government and policy structures that support innovators—includ- funding streams, rules, and policies, as well ing intellectual property protection, business regu- as norms in the United States and in other lation, capital availability, standards, and emerging countries on the ability to advance a portfolio of trading systems—and how to optimize the entire sys- key emerging technologies, their applications, tem in which the Nation’s innovators and enterprises and in bridging the “valley of death” toward the operate. This includes the roles business, and local, marketplace. This includes funding for federal state, and federal governments must play. labs and universities, and the rules, policies, and practices under which they operate. • Explore how the United States can better protect publicly-funded and industry-developed intellectual property from theft and foreign acquisition. Working Group 3: Optimizing the Environment for the National Innovation System Guide 49
This discussion guide will focus on four funda- Venture Capital mental threads, and a series of interconnected Venture capital plays an indispensable role in fund- questions to consider in shaping actionable ing U.S. innovation and supporting the development policy recommendations: of some of the most innovative and successful U.S. companies. However, the U.S. lead in venture capital • Capital Availability for Investment in Innovation is shrinking. While the absolute level of venture cap- from Start-up to Scale-up ital coming to the United States has increased, the • Shaping Standards and Regulation Around U.S. share of the growing global pool of venture capi- Technologies Critical to Innovation tal has eroded sharply from more than 90 percent in the 1990s, to about half in 2018. Moreover, venture • Protecting U.S. Intellectual Property capital investment is highly concentrated in a handful • Trade Systems, Policies, and Trade Barriers of geographic regions of the United States—partic- ularly California, New York, and Massachusetts— ISSUE 1: Capital Availability for which, together, accounted for 79 percent of venture Investment in Innovation from Start-up dollars invested in the United States in 2018. Also concentrated, more than half of venture capital in the to Scale-up United States goes to software (36 percent) and life science (18 percent) companies. While the U.S. financial system for innovation, busi- ness investment, and expansion is considered among U.S. venture capital appears to be shifting, with cap- the very most, if not the most competitive in the ital increasingly concentrated in bigger funds and world, obtaining capital at critical junctures in the bigger investments, with fewer companies receiving innovation development life cycle can be challenging, investments. For example, the number of companies and not just for innovating entrepreneurs and smaller receiving venture capital has been on a downward enterprises. Even in large corporations, investments trend since 2015, reaching a six-year low in 2018. in innovation of even a few hundred thousand or a Large investments are taking a significant share, with few million dollars often must be sold to corporate investments of $100M or more in venture-backed finance based on ROI thresholds and return time- companies accounting for 47 percent of venture lines, rather than on technical promise. capital invested in the United States in 2018; uni- corns—venture-backed companies valued at $1B or There are two key innovation investment gaps. In the more—accounted for 35 percent of the total venture first, entrepreneurs and small firms—including those dollars invested, but only 2 percent of the deals. developing technologies transferred from universi- ties and federal labs—often lack funding to develop prototypes, and to test and validate their innovations. Key Questions to Address This step is crucial for generating the performance • Does the geographic concentration data needed to attract commercial financing. Lack- of venture capital prevent the United ing adequate resources at this critical juncture in States from harnessing its full capacity the innovative life cycle, these technologies may fall for innovation? Do we need a more into the “valley of death,” stalling or terminating their geographically inclusive venture financing development and passage to commercialization, system? If so, how do we attract venture and increasing their vulnerability to foreign acquisi- capital to other U.S. regions? tion. A second investment gap is securing adequate financing to scale-up to full production in the United States, when risk has been significantly lowered, but investment needs are significantly higher. To capture the full fruits of the U.S. innovation ecosystem, the United States must bridge both gaps. 50 Council on Competitiveness Commission Community Launch Conference
Efforts to advance innovations by start-ups and small • Does the industry concentration of venture firms are supported by some government funding, capital prevent the United States from fully but that funding can decrease abruptly after a tech- exploiting a broader range of emerging nology is created, right when funds are needed to technologies that could result in additional test and begin commercializing the technology. For jobs and industrial expansion? Do we need example, the Small Business Innovation Research a more industry inclusive venture financing Program (SBIR) is a three-phase, merit-based R&D system? grant program. In Phase I, small businesses can receive up to $150,000 to establish the technical • Does the shift in venture capital to larger merit and commercial feasibility of their innovations. investments in fewer firms have the potential In Phase II, those who have participated in Phase 1 to undercut U.S. innovation by reducing the may compete for up to $1M to further their R&D or venture capital available to a broader, more to develop a prototype. In Phase III, SBIR awardees technologically diverse set of start-ups? Or, pursue commercialization, but there is no SBIR fund- does the U.S. benefit from larger infusions ing. Federal departments and agencies have authority of capital into new firms that are perceived to offer financial support beyond the first Phase II as more attractive to drive their scaling more award, however, matching funds may be required. quickly? Through the SBIR program in 2018, federal depart- ments and agencies awarded or obligated $3B in more than 5,600 awards to about 3,000 small firms. Federal Funding for Innovation The federal government provides financial support In another example, the Department of Energy for innovation through a number of channels: awards merit-based grants for research and devel- opment to advance clean energy and energy effi- • Grants to principal investigators and companies ciency technologies. Grants can range from several for research and technology development hundred thousand dollars to $10M or more. However, projects; cost-sharing is often required and grant applications • Grants, often cost-shared, for research consortia, are complex, a challenge to cash- and time-strapped and research and technology development small businesses and start-ups. centers, and large-scale demonstration projects; Most federal support for research and technology • Loans and loan guarantees; development has typically been provided for basic research or in the context of government missions. • Challenge competitions; However, over the past few decades, more federal • Developmental competitions among defense investment has supported projects with broader contractors, for example, for next generation economic, job creation, and competitiveness objec- vehicles or weapons systems; tives, or to address the “valley of death” funding gap. Federal support is said to be justified because the • Government procurement; and R&D is important to the Nation, but too risky for the • Direct appropriations and grant competitions private sector to invest. Some non-mission-related for work at federal laboratories. federal funding has also migrated further down- stream in the innovation lifecycle. The degree to which funding has migrated downstream has varied; over the past few administrations, federal investment has expanded downstream or retrenched based on the philosophy of the political party in power. This tension is less prevalent in some U.S. competitor nations. Working Group 3: Optimizing the Environment for the National Innovation System Guide 51
Differing Philosophies on the Federal Role in Innovation and Cautionary Tales The Perils of “Picking Winners and Losers”
Developing and scaling emerging technologies found that the company had provided DOE with involves risk. Some projects will be wildly suc- statements, assertions, and certifications that cessful, but at the leading edge of technology, were inaccurate and misleading, and, in some many will fail. The question of who decides which instances, omitted information that was highly technologies are worthy of investment and who relevant to key DOE decisions about making bears this risk has produced differing philosophies the loan award. among the Nation’s policymakers and economists on federal support for innovation beyond basic • A123 Systems—an MIT advanced lithium ion research and government mission-related work. battery technology spinout—received several Periodically, this divergence in views has produced million in federally-supported technology political debate over the government role vs. the development grants and a $250M DOE grant free market—in shorthand, in “picking winners and to build production facilities in Michigan. A123 losers.” Two recent cases provided fodder for this was expected to create 3,000 new jobs, and debate: help establish the United States as a leader in the manufacturing of electric vehicles. A123 • Solyndra, Inc. secured a $535M Department of had problems scaling its technology and relied Energy (DOE) loan guarantee for construction heavily on a single company—Fisker, which had of a photovoltaic manufacturing facility. The secured a $529M DOE loan—that failed to new plant was expected to initially create 3,000 bring its electric vehicle to market on time and construction jobs, as many as 1,000 jobs at the cut its orders for batteries. A123 stock value plant, and hundreds more as the company’s fell dramatically, the company took financial solar panels were installed on U.S. rooftops. losses, filed for bankruptcy, and its assets were But, two years later, undercut by a flood of acquired in 2013 by the Chinese Wanxiang cheap, Chinese government-subsidized solar Group. In 2012, dogged by recalls, other panels and European cuts to incentives for problems, and the A123 bankruptcy, Fisker— installing solar power projects, the company after receiving nearly $200M in U.S. taxpayer laid off 1,100 employees, ceased operations funds—suspended production and its assets and manufacturing, and filed for bankruptcy were acquired in 2014 also by the Wanxiang protection—at a loss to U.S. taxpayers in excess Group. of $500M. In addition, DOE’s Inspector General 52 Council on Competitiveness Commission Community Launch Conference
Key Questions to Address Intel Capital • Given U.S. interests in both national security Intel Capital was established in 1991 to back and global competitiveness, how do we start-ups in a range of digital technologies. balance the risk of losing critical technologies Since then, Intel Capital has invested $12.4B to foreign competitors with the need for in 1,544 companies in 57 countries. In that funds for U.S. fast-growing industries, start- timeframe, 670 portfolio companies have gone ups, and other companies advancing new public or been acquired. In 2018, Intel Capital technologies? invested $391M in 88 companies, including • How far should the federal government go in 38 new companies. This includes small invest- support of commercially-relevant technology? ments in emerging technologies that are expected to be more mature and potentially • How should the federal government balance useful to the company in three to five years. the need for investment in advancing key or strategic technologies—including those not related to its missions, or those that may require large investments for demonstrations or multidisciplinary initiatives—with risk to the Other Sources of Funds for Innovation taxpayer? (For example, federally-supported U.S. research, technology development, and innova- biorefinery demonstrations included DOE tive start-ups have been supported by several other single project awards in the $30-$45M types of funding models. For example, philanthropic range, and as high as $97M, with a separate foundations have provided support for biomedical industry cost-share). research, space technology development, and non- • How does the Nation balance cycles of profit research institutes. Platforms such as Kick- expansion and retrenchment that come with starter, EquityNet, and Crowdfunder crowdsource changes in political power with the need funding for new technology, inventions, innovation for both long-term stability in federal R&D projects, and start-ups. For example, Kickstarter investment, and the need to open new or has raised $888M in its technology category, and successfully funded 8,350 technology projects. reduce funding streams based on technology Oculus VR—acquired by Facebook for $2B—used developments? Kickstarter to raise $2.4M to fund development of • Should the federal government play a larger its virtual reality headset for gaming. In connection role in providing capital at critical stages of with their economic development programs, some the innovation life cycle, for example, to help state governments have supported seed funds and bridge “the valley of death?” start-up funding. • Are current federal programs—such as SBIR, Some corporations provide funding for innovations Department of Energy R&D grants, and the and innovators outside of the company. For exam- Manufacturing USA Institutes—the right ple, General Mills’ 301 INC. identifies and nurtures kinds of tools to accelerate U.S. innovation by emerging food brands, and includes a venture cap- providing critically-timed financial support? ital fund. Kellogg established the 1894capital fund for early stage venture investments in food related technology, packaging, etc. These investments allow companies to selectively identify and mature technol- ogies and innovations outside of the company that may be useful for their business lines without having to establish an internal research or innovation effort. Working Group 3: Optimizing the Environment for the National Innovation System Guide 53
Key Questions to Address Key Questions to Address • Do crowdsourcing models have greater • Is this basic tax structure adequate and/or potential? Should we find ways to expand the optimal for getting the most innovation out of scope of U.S. investors in innovation, or does the U.S. system as possible? that present too much risk? • Do we need to do more to inform U.S. small • How can more private companies take businesses about the benefits available to a greater role in investing in innovations them through the R&E tax credit, given the developed outside of the company that could wide range of research, development, testing, potentially be of future interest and utility? manufacturing process advancements, and • Many state and local economic development other activities that qualify for the credit? agencies seek foreign investment to create • Are there other opportunities for using tax new jobs. How should those needs be or other financial incentives to encourage considered? innovation? • What other kinds of investment tools—both public and private—are needed? ISSUE 2: Shaping Standards and Regulation Around Technologies Critical Tax Incentives and Tax Treatments that Foster to Innovation Innovation While other nations have steadily lowered their corpo- The disruptive technologies that will shape the rate tax rates since 2001, the United States had a tax economy for decades to come will require the devel- rate highest among all OECD countries. The Tax Cuts opment of a wide range of standards and some and Jobs Act of 2017 reduced the corporate income regulations. Examples of emerging technologies and tax rate from 35 percent to 21 percent—making their regulatory and standards challenges and issues doing business in the United States significantly more include: attractive and potentially freeing more private sector funds for investment. However, there are questions Autonomous Systems and Vehicles as to whether investments are increasing due to the Autonomous systems will require technical standards rate reduction, and there is some political pressure for safety, interoperability, human factors, privacy, to increase the rate. transparency, and to protect these systems from The U.S. Research and Experimentation Tax Credit malicious attacks and cyber intrusions that could is a significant incentive for investment in R&D. The have profound consequences for security. Since they tax credit was permanently extended in 2015, and its will be used in transportation, health care, and the provisions were expanded to further reach U.S. inno- military, failures could be catastrophic. For example, vators. For example, prior to the changes, the R&E standards must support the safe and effective oper- tax credit did not benefit start-up firms with no fed- ation of automated vehicles that may not have steer- eral corporate income tax liability. Now start-up busi- ing wheels, pedals, mirrors, or human controls; may nesses with no federal income tax liability and gross have drastically different passenger seating; may receipts of less than $5M can take the R&E tax rely on networks for their operations; must adhere credit against the employer portion of payroll taxes, to rules; and must react to unpredictable roadway creating a refundable credit capped at $250,000 for conditions, interaction with other vehicles and pedes- up to five years. In addition, some states and locali- trians who may not always adhere to traffic laws or ties have additional tax benefits and inducements for behave in unexpected ways. These may require new investing in R&D, and to attract R&D facilities and approaches to motor vehicle safety standards and high-tech companies. regulations, and for when humans are and are not 54 Council on Competitiveness Commission Community Launch Conference
present in the vehicle. Also, as intelligent highways deploy and smart cities develop, standards will be “The pace of innovation in needed to integrate into these platforms. automated vehicle technologies Robots is incompatible with lengthy Robots have been used for years in controlled indus- trial settings. As robots become more commonplace rule-making proceedings and in a wide variety of venues—such as homes, hospitals highly prescriptive and feature- and retail establishments—their exposure to humans specific or design-specific will increase substantially in more intimate interac- tions, with implications for standards in areas such as safety standards. Future motor safety, trust, and human interfaces. vehicle safety standards will Nanotechnology need to be more flexible As nanotechnology advances and is used more and responsive, technology- widely, there are implications for standards and regulations throughout the product life cycle—in raw neutral, and performance- material production, consumer product manufactur- oriented to accommodate rapid ing, worker exposure, industrial emissions, consumer use and exposure, ecological exposure, and at prod- technological innovation.” uct end-of-life in landfills and incinerators. Workers Source: Preparing for the Future of Transportation, within nanotechnology-related industries have the Automated Vehicles 3.0, U.S. Department of potential to be exposed to uniquely engineered Transportation materials with novel sizes, shapes, and physical and chemical properties.
Gene-Editing health is based on a range of an individual’s spe- Concerns have increased about ethical guidelines cific characteristics and will increasingly include a and safety standards for gene-editing, and the person’s unique genetics. This is expected to lead scientific and international communities are getting to an era of individualized diagnostics, therapy, and discussions underway. Areas include the use of medication, with dramatic implications for the devel- gene-editing in health care and disease mitigation, opment of standards of care. food production, and environmental applications. Focus is particularly strong on germ-line editing and Implicit with these dramatic technological transfor- genetic enhancement. International guidelines and mations is the fact that as the pace of development standards could be used for countries to set their accelerates, government may struggle to keep pace. own national regulations. However, ethical principles For example, the U.S. Department of Transportation that could underpin domestic guidelines and stan- has acknowledged that the pace of federal rule-mak- dards vary across countries and regions, and the ing is incompatible with the speed of advancement in roles of public institutions and private companies in automated vehicles. different countries. In another example, with two cultures colliding, the Federal Aviation Administration has struggled for Personalized Medicine more than a decade developing policies and regu- Standards of care have been developed based on lations for using drones (or unmanned aircraft sys- the effects of treatments and medicines as observed tems (UAS). For the most part, development of small in clinical trials involving large cohorts of individuals. drones is not being driven by the traditional aviation But, in personalized medicine, addressing a patient’s industry, but by new participants in the field—innova- Working Group 3: Optimizing the Environment for the National Innovation System Guide 55
tors from the electronics and IT industries—who are entrepreneurial, more comfortable with risk, value Key Questions to Address speed to market, and subject to minimal regulation, • Are standards and regulations for new, where traditional aviation is conservative, concerned disruptive technologies being developed about safety, tightly regulated, and avoids risk. The in a timely fashion to match the rapid pace National Academies concluded that the FAA risk of technological advancement, and to fully culture is too often overly conservative with regard capture the economic opportunities and to UAS technologies. In the Academies’ view, this societal benefits these technologies present? has prevented safety-beneficial UAS operations from Where are we lagging, where are we leading? entering the airspace, and that these two cultures • Is greater government leadership and need to merge to establish an appropriate balance in the regulatory approach. Currently, for commercial coordination needed to drive, accelerate, operators, waivers must be secured, for example, to and optimize standards development and operate a drone from a moving vehicle or at night, deployment in the United States—to match to operate a drone out of visual sight, or to operate the pace of new technology development and multiple drones. the challenges from strong competitors? Standards are often embodied in national regula- • How do we manage and/or prioritize both tions. While conforming to standards is voluntary, cross-cutting standards development for compliance with regulations is mandatory. Nations new technologies and for sector specific can craft unnecessary or discriminatory technical applications? standards and embody them in regulations to dis- • How do we balance risk in promoting safety advantage competitors, impeding market access or and rapid innovation? sometimes requiring excessive testing or redesign of products. • What is the degree to which we can draw from current standards to accelerate U.S. innovation and its global competitive position standards development for these new will benefit from an international environment of disruptive technologies? standards and regulations that reduces barriers and underpins open markets for the use and commer- • Will new R&D be required? If so, in what cialization of emerging technologies. This involves areas? both regulatory and non-regulatory approaches. • What is the role of U.S. values and societal Since the U.S. system of standards development is issues in developing standards, for example, distributed and private sector-led, the development in biotechnology and gene-editing? of U.S. standards and U.S. participation in interna- tional standards development will involve numerous • Will the willingness to push the envelope actors, including government, industry, academia, beyond internationally accepted guidelines and society. Standards-related bodies are beginning and standards be a determinant in a country’s to address these new needs, and the administration global competitiveness? is exerting greater pressure on countries to reduce non-tariff standards-related barriers to trade. 56 Council on Competitiveness Commission Community Launch Conference
AFTERNOON sequence or chimeras. Recently, the world’s first pig-monkey chimeras were born in a Chinese lab 12:00 Working Lunch (but died several days after their birth). The U.S. patent system is “one-size-fits-all.” But the needs of intellectual property (IP) holders and the 12:45 Working Group Innovation ways in which they use IP protections are increas- Immersion Tour ingly diverse. For example:
ASU leaders will guide Commission Community • The microelectronics industry, where product life members on a tour of a relevant innovation hotspot cycles have collapsed, requires speed and shorter- on campus to inspire and engender further conver- term protection before products are commoditized sation. and it turns to the next generation technology, while the pharmaceutical industry needs long- term protection to recover the billions spent on 2:00 Return from Tour and Focus of R&D, clinical trials, long-term studies, regulatory the Working Group—Continuing approvals, and project failures. the Conversation • Securing patent protection is a complex and costly process that large firms are financially equipped ISSUE 3: The Protection of Intellectual to handle, while many small firms and start-ups Property in a Hyper-diverse Innovation without such resources tend to seek protection for trade secrets because it is cheaper and simpler. Economy • Some entrepreneurs, small firms, and start-ups The U.S. patent system was established and evolved secure IP protections to attract financing or for a for a simpler economy that was very different from stronger position when seeking out a joint venture. today’s hyper-competitive, hyper-paced, knowl- Others do not intend to commercialize their edge-driven global economy. This is reflected in the innovations, but seek IP protection for a stronger 1790 U.S. Patent Act’s very definition of the subject negotiating position in attracting potential suitors matter of a U.S. patent: “any useful art, manufac- for an acquisition or licensing agreement. ture, engine, machine, or device, or any improvement • Large firms may use patents to keep competitors thereon not before known or used.” Rather than at bay. built simply on mechanical devices, today’s econ- omy, its growth industries—such as microelectronics, • Different forms of IP protection may be important software, and biotechnology—company value, and at different stages of the innovation life cycle, for competitive advantage are based on the generation, example, trade secrets during R&D, before it is control, and use of knowledge. known if a new technology is worth patenting. These knowledge-based technologies and indus- In addition to the challenge of a “one size fits all” tries also enable a wide range of other industries U.S. patent system, different countries have differ- in the economy, contributing to their growth and ent ideas about IP rights, for example, what can be competitiveness. For example, retail industries gain protected, as well as the balance between what advantage from big data and software that manage should be free to society and what can be sold by logistics, while the oil and gas industry depends on the private sector. computing and seismic imaging. Moreover, emerging technologies—such as gene editing and synthetic biology—have the potential to create new types of intellectual property, for example, a new gene Working Group 3: Optimizing the Environment for the National Innovation System Guide 57
business partners with universities on only a small Key Questions to Address percentage of its research, about 1 percent of busi- • Is the U.S. intellectual property regime out of ness research funding. date—configured as a “one size fits all” model While a few U.S. universities are state-of-the-art in in a world riddled with diversity? negotiating with start-up companies and established • Is it time to remake the U.S. system of firms, there are often mismatches between the goals IP protection more aligned with today’s of a firm and a university, and over how each party knowledge economy and diverse needs? values the IP in question. The entrepreneur or firm What would be some of a new system’s key often has to acquire, license, or create several pat- features? ents in order for the whole IP package to generate value, and it is often difficult to determine the royalty • Should greater consideration in IP protection stream appropriate for each IP component. This is be given to the benefits of faster, more pointed to as a significant barrier to industry-univer- widespread distribution of new knowledge sity collaboration. Many universities employ master and technology? Where is the balance agreements that are “one-size-fits-all,” despite vast between faster, more widespread distribution differences in the market realities of different indus- and incentives for the private sector to tries. Company-university collaboration may also advance technology? suffer from current laws that incentivize universities • Would faster dissemination drive greater to pursue more rigid profit-making IP strategies than ancillary and associated innovations, new firm would be best for commercialization. Most research entry, and speed up the transformation of the universities overseas have a greater bias for com- economy around new technologies? mercialization, far fewer IP barriers to collaboration, and many of them offer greater IP flexibility.
Challenges Businesses Face in Engaging Universities in Technology Transfer and IP Key Questions to Address Universities spend about $79B for R&D (2018) and • How can we reduce costs and delays perform 13 percent of U.S. R&D, including 47 percent in negotiating and transferring IP from of the Nation’s basic research, and 18 percent of universities and federal laboratories to U.S. applied research. The federal government pro- businesses? vides about $42B dollars to support this research, • What can we do to encourage even more $20B comes from universities themselves, and about flexible and attractive IP terms in corporate- $5B comes from private enterprises. university partnerships? Universities and small businesses can retain patent • Should the federal government use its rights, and license the inventions and IP they cre- leverage in funding university R&D to ate with federal funding. National laboratories can encourage more R&D engagement with enter into cooperative R&D agreements with private industry and more favorable IP terms? enterprises. These U.S. technology transfer laws are considered a U.S. competitive advantage. However, • Can we create model master agreements the challenges of negotiating IP agreements with that offer greater flexibility for different universities—while being ameliorated across many industries and different types of projects? campuses—remains a continuing trouble spot for U.S. • Should we show preference to potential industry. In the Council’s Technology Leadership and licensees in the best position to Strategy Initiative, many participants confirmed that commercialize federal research and industry-university collaboration falters most often technology, even if that means a waiver to the over IP differences. Due to IP or other issues, U.S. small business preference? 58 Council on Competitiveness Commission Community Launch Conference
A recent Department of Justice Examples of Measures to Require or Pressure Technology Transfer from indictment reveals China’s U.S. Companies efforts to steal technology from • Requiring technology transfer as a condition Micron Technology, Inc., a global for obtaining investment and regulatory leader in semiconductors and approvals, securing access to a market, or for allowing a company to continue to do the only U.S.-based company business in the market that manufactures DRAMs. • Directing state-owned enterprises in According to the indictment, innovative sectors to seek non-commercial terms from foreign business partners, a Chinese individual illegally including with respect to the acquisition, use, obtained Micron’s trade secrets, or licensing of IP valued at up to $8.75B. • Providing national firms with an unfair competitive advantage by failing to effectively USTR 301 Report enforce or discouraging enforcement of U.S. IP rights • Failing to take meaningful measures to prevent or deter cyber intrusions Protecting U.S. Intellectual Property Intellectual property is foundational to economies • Requiring use of, or providing preferences and companies built on knowledge and technology, to, products or services that contain locally and its theft can be a serious blow. The Commis- developed or owned IP sion on the Theft of American Intellectual Property • Manipulating the standards development estimated that the annual cost of IP theft to the U.S. process to create unfair advantages for economy could be as high as $600B. national firms Pressure to Transfer Technologies • Requiring submission of unnecessary or The U.S. Trade Representative reports that IP rights excessive confidential business information holders operating in other countries report an for regulatory approval purposes and failing increasing variety of government measures, policies, to protect such information appropriately and practices that require or pressure technology transfer from U.S. companies. While these mea- sures are sometimes styled as means to incentivize These actions deny U.S. companies reciprocal domestic “indigenous innovation,” in practice, they opportunities to access foreign markets relative to disadvantage U.S. companies, requiring them to give foreign companies operating in the United States. up their IP as the price of market entry. Cyber-Enabled IP Threat For example, the 2018 China Business Report of Cyber-enabled economic collection and industrial the American Chamber of Commerce in Shanghai espionage is a significant and growing threat to U.S. reported that 21 percent of member companies had companies. Collectors are especially interested in felt pressure to transfer technology in exchange technologies vital to competitiveness and national for market access. This pressure was particularly security including information and communications notable in high-tech industries, with 44 percent of technologies, military systems, marine systems, aero- aerospace and 41 percent of chemical companies space and aeronautic technologies, clean energy reporting pressure to transfer technology. Working Group 3: Optimizing the Environment for the National Innovation System Guide 59
China’s Strategy of Introducing, Digesting, Absorbing, and Re-innovating Foreign Intellectual Property and Technology Source: Office of the U.S. Trade Representative
China’s National Medium- and Long-Term Sci- • Absorb: The Chinese government and China’s ence and Technology Development Plan Outline domestic industry should collaborate to develop (2006–2020) (MLP) is the seminal document products using the technology that has been articulating China’s long-term technology develop- acquired. The Chinese government should ment strategy. It identifies 11 key sectors, and 68 provide financial assistance to develop products priority areas within these sectors, for technology using technology obtained through IDAR. To development, and designates eight fields of “fron- absorb foreign technologies, authorities have tier technology,” within which 27 “breakthrough established engineering research centers, technologies” will be pursued. Section 8(2) of the enterprise-based technology centers, state MLP calls for “enhancing the absorption, diges- laboratories, national technology transfer tion, and re-innovation of introduced technology.” centers, and high-technology service centers. Subsequent policies articulate the concept of • Re-innovate: Chinese companies should Introducing, Digesting, Absorbing, and Re-inno- “re-innovate” and improve upon the foreign vating foreign intellectual property and technology technology. (IDAR): Since first articulated in 2006, China has con- • Introduce: Chinese companies should target tinued to emphasize the IDAR approach in and acquire foreign technology. Methods broad-ranging five-year plans and technology of “introducing” foreign technology that are plans issued by China’s State Council, central referenced include: technology transfer government ministries, provincial and municipal agreements, inbound investment, technology governments, and China’s Communist Party. The imports, establishing foreign R&D centers, IDAR approach also has been incorporated into outbound investment, and the collection of numerous economic development plans for spe- market intelligence by state entities. cific sectors, such as integrated circuits. • Digest: Following the acquisition of foreign technology, the Chinese government should collaborate with China’s domestic industry to collect, analyze, and disseminate the information and technology that has been acquired. technologies, health care technologies and pharma- headquartered in the United States, Europe, and ceuticals, agricultural technology, advanced materials, Asia that are involved in the manufacturing of semi- and manufacturing techniques. conductors and chemical components used in the For example, the cybersecurity firm FireEye observed production of semiconductors.” 262 cyber intrusions from late 2015 through mid- China, A Strategic Competitor to the United States 2016, conducted by 72 different China-based groups Seeks Foreign Technology whose identities range from “government and military China is employing a range of strategic and aggres- actors, contractors, patriotic hackers, and even crim- sive, licit and illicit practices around the world to inal elements.” Of the 262 intrusions, 182 involved acquire foreign technology. the networks of private and public U.S. entities. FireEye recorded that, in April and May 2016, “three groups compromised the networks of four firms 60 Council on Competitiveness Commission Community Launch Conference
The United States does not have Indictments for Theft of Autonomous Vehi- a comprehensive policy to address cle Trade Secrets this massive technology transfer In July 2018, the U.S. Department of Justice to China…The U.S. government announced an indictment against a former Apple, Inc. employee for theft of trade secrets. does not have a holistic view of The former employee is alleged to have taken how fast this technology transfer a confidential 25-page document containing schematic drawings of a circuit board designed is occurring, the level of Chinese to be used in the critical infrastructure of a por- investment in U.S. technology, or tion of an autonomous vehicle. Apple learned what technologies we should be the former employee was hired by X-MO- TORS–a company focused on electric auto- protecting. mobiles and autonomous vehicle technology headquartered in China. The former employee China’s Technology Transfer Strategy, Defense Innovation was arrested at the airport prior to boarding a Unit Experimental flight to China.
The U.S. Trade Representative reports that China As China is committed to industrial policies that has engaged in a range of unfair and harmful con- include maximizing the acquisition of foreign technol- duct, including investment and other regulatory ogies, particularly in high-tech sectors, these policies requirements that require or pressure technology could drive even greater IP theft, and pressure to transfer, and direction or facilitation of the acquisition transfer technology. of foreign companies and assets by domestic firms China has sent an increasing number of students to to obtain cutting-edge technologies. China’s National the United States for academic study. In 2017, there Intelligence Law requires private companies to coop- were 266,000 Chinese foreign nationals studying erate with its national intelligence agencies, raising at U.S. colleges and universities, one-third of all concerns that this law could require companies to foreign students. Most do not have visas to stay in turn over sensitive data, trade secrets, or IP to the the United States and will return to China. Chinese Chinese government or military. companies seek research partnerships with U.S. China remains the world’s principal IP infringer, and universities, and are setting up research centers in most active and persistent perpetrator of economic the United States to access U.S. talent and technol- espionage. The U.S. Trade Representative (USTR) ogy. State-backed Chinese enterprises increasingly reports that China has engaged in supporting unau- finance joint research programs and the construction thorized intrusions and theft from computer networks of new research facilities on U.S. campuses. of U.S. companies to obtain unauthorized access In addition, Chinese State actors are building to IP. According to USTR, the U.S. government has research centers in innovation hubs such as Silicon evidence that the Chinese government provides Valley and Boston. At the U.S. national laboratory competitive intelligence through cyber intrusions to level where leading-edge defense research takes Chinese state-owned enterprises through a process place, open source reporting indicates Chinese that includes a formal request and feedback loop, as nationals working at some top laboratories have well as a mechanism for information exchange via a classified communication system. Working Group 3: Optimizing the Environment for the National Innovation System Guide 61
of more tariffs to compel China to respect IP rights Indictments for Theft of U.S. Biotech Trade and curtail IP theft. After the G20 Summit in Buenos Secrets Aires in December 2018, where President Xi and In October 2018, the U.S. Department of Jus- President Trump said they would begin negotiations tice announced indictments against former on IP protection, China announced a crackdown, employees of Genentech for stealing biophar- releasing a list of 36 punishments for companies that maceutical trade secrets, alleging they stole engage in IP theft. confidential information to help a company in The new U.S.-China trade agreement announced Taiwan create and sell drugs similar to those in December includes stronger Chinese protection that were created by Genentech. and enforcement of IP rights, and China’s agreement to stop forcing or pressuring foreign companies to transfer their technology to Chinese companies as a condition for obtaining market access or admin- returned to China with expertise and knowledge istrative approvals. China committed to refrain from transferrable to the development of systems with directing or supporting outbound investments aimed military applications. at acquiring foreign technology in support of its China’s “Thousand Talents Plan,” a recruitment pro- national industrial plans and technology strategies.16 gram launched in 2008 by the central government, The National Institutes of Health (NIH) has iden- targets scholars who are leaders in their respective tified failure by some researchers at NIH-funded fields with top-level research capabilities, and who institutions to disclose substantial contributions of may hold intellectual property rights, key technol- resources from other organizations, including foreign ogies or patents in technological fields desired by governments; diversion of IP in grant applications or China. produced by NIH-supported biomedical research to Despite proposed revisions to IP laws and reg- other countries; and, in some instances, sharing of ulations, China has failed to make fundamental confidential information by peer reviewers with others structural changes to strengthen IP protection and including, in some instances, with foreign entities, or enforcement. otherwise attempting to influence funding decisions. In 2018, NIH sent a letter to more than 10,000 uni- China is not the only county where IP protection versities outlining these findings, and urging them to and enforcement are inadequate. For example, long be vigilant in addressing these problems. Last year, standing IP challenges facing U.S. businesses in NIH director Francis Collins testified that investiga- India include those which make it difficult for innova- tions of NIH-funded foreign scientists are underway tors to receive and maintain patents in India, particu- at more than 55 institutions. To help address this larly for pharmaceuticals. Numerous other countries issue, NIH has developed a list of recommendations present a variety of IP protection and enforcement for the agency and grant recipient organizations in problems such as patentability criteria, inadequate areas such as communication and awareness, risk protection for trade secrets, and lack of IP enforce- mitigation, monitoring, and consequences. ment. In other examples, under National Science Founda- Recent Government Actions to Protect U.S. Intel- tion (NSF) policy, NSF personnel and those serving lectual Property in Intergovernmental Personnel Act (IPA) assign- The Trump Administration has focused on the pro- ments at NSF are not permitted to participate in tection of U.S. IP as a top-tier priority and made foreign government talent recruitment programs. it a top goal of U.S.-China economic negotiations. For some grants, the Department of Defense has The administration has used tariffs and the threat
16 USTR Fact Sheet, December 13, 2019. 62 Council on Competitiveness Commission Community Launch Conference
included restrictions on foreign participation, access, and transfers, as well as direct or indirect partic- Key Questions to Address ipation, collaboration, communication, or accep- • Is the level of theft of U.S. IP and emerging tance of funding with non-U.S. programs such as technologies a threat to U.S. global the Thousand Talents Program. NASA cannot use technology leadership and national security? appropriated funds to enter into or fund any grant • Is the federal government giving the issue or cooperative agreement to participate, collab- appropriate priority? orate, or coordinate bilaterally with China or any Chinese-owned company at the prime recipient level • Given the landscape of global commerce and at all subrecipient levels, whether the bilateral and scope of U.S. business transactions involvement is funded or performed under a no with foreign entities known to pose IP risks, exchange of funds arrangement. how can we help U.S. businesses better The Foreign Investment Risk Review Moderniza- understand the level of risk they face when tion Act of 2018 (FIRRMA) and the Export Control doing business with a foreign entity? Reform Act of 2018 are measures expected to • How can we use market mechanisms to increase protection of U.S. IP. The Committee on encourage foreign companies to comply with Foreign Investment in the United States (CFIUS) laws and values that protect IP? oversees the national security implications of foreign direct investment. Among other things, FIRRMA • Are there other sources of leverage the expands CFIUS’s jurisdiction to review investment United States has to seek to compel foreign transactions—whether or not they convey a con- entities to provide adequate and effective trolling equity interest—where a foreign person has protection and enforcement of U.S. IP rights? access to information, certain rights, or involvement • Should the government take greater punitive in the decision-making of certain U.S. businesses measures against foreign entities that are involved in critical technologies. In reviewing invest- directly benefitting from U.S. IP theft, such as ment tractions, FIRRMA also allows CFIUS to dis- denying access to the U.S. market or banking criminate among foreign investors by country of system, or public reporting of the use of origin by labeling some as “a country of special con- stolen IP when foreign entities seek to be cern”—a country that has a demonstrated or declared listed on U.S. exchanges? strategic goal of acquiring a type of critical technol- ogy that would affect U.S. leadership in areas related • What other kinds of sanctions could be levied to national security. FIRMMA states that emerging against foreign entities that steal U.S. IP? and foundational technologies are among those • Are other countries concerned about IP theft controlled, as pursuant to the Export Control Reform adequately engaged in showing a unified Act of 2018. front in confronting IP thieves and enforcing To begin specifying emerging technologies, the IP laws? U.S. Department of Commerce issued an Advance • Should there be harmonized national Notice of Proposed Rulemaking (in connection with and international legal and regulatory implementing the Export Control Reform Act), which approaches? included a list of more than three dozen examples of emerging technologies in categories such as • How can we improve coordination, biotechnology, artificial intelligence, microprocessor intelligence gathering, and information technology, advanced computing, data analytics, sharing on IP threats and incidents among quantum information and sensing technology, addi- nations, and the public and private sectors? tive manufacturing, robotics, brain-computer inter- faces, and advanced materials. Working Group 3: Optimizing the Environment for the National Innovation System Guide 63
domestically produced digital goods. The rule is Non-tariff Barriers Faced by the U.S. product-specific and stipulates which stages of Pharmaceutical Industry the manufacturing process must be carried out The United States is a world leader in pharma- in Brazil in order to be considered produced in ceuticals and medical device innovation. The Brazil. China’s onerous requirements on the use of pharmaceutical industry invests about $75B encryption include, in many cases, mandatory use annually in R&D. In addition, the federal govern- of indigenous encryption algorithms (e.g., for WiFi ment invests about $33B annually in life sci- and 4G cellular products). ence R&D, which has supported the U.S. com- • Internet-based Service Activity: China’s petitive edge. U.S. pharmaceutical firms have restrictive Internet regulatory regime affects a raised concerns about policies and practices in broad range of commercial services conducted several trading partners, for example, pressure via the Internet. China continues to engage for compulsory licenses, which can undermine in extensive blocking of legitimate websites. incentives to invest in R&D, be used to advan- According to the latest data, China currently tage domestic companies, or to gain leverage blocks 10 of the top 30 global sites, and U.S. in pricing negotiations. Other challenges faced industry research has calculated that more than include unreasonable regulatory approval delays, 10,000 domains are blocked, affecting billions and outright bans on some imported pharma- of dollars in business, including communications, ceutical products and medical devices in favor networking, app stores, news, and other sites. of local products. China prohibits foreign companies from directly supplying cloud computing services, including ISSUE 4: Trade Systems, Policies, and computer data and storage services, and software application services over the Internet. Trade Barriers • Agricultural Biotechnology: The EU’s lack of The United States has long championed free and predictability, excessive data requirements, and fair global trade, including fair and equitable market delays in the approval process for genetically access, and the reduction of non-tariff trade barri- engineered (GE) crops have prevented GE crops ers. When small countries deploy trade barriers, the from being placed on the EU market even though impact is relative to the size of their market. It is a the agricultural biotechnology products have been different story entirely when a large, strategic com- approved (and grown) in the United States. USDA petitor to the United States deploys barriers to trade. estimates that the lengthy EU approval process (average 7.5 years) and resulting asynchronous Non-tariff Barriers approvals has resulted in an annual loss of Non-tariff barriers can pose significant competitive approximately $2B per year to U.S. agriculture. and business challenges to U.S. firms and global- In 2015, the EU adopted a directive that allows ly-leading U.S. industries, putting them at a compet- Member States to ban the cultivation of GE plants itive disadvantage. Examples of these barriers that in their territories for non-scientific reasons. can affect U.S. firms’ access to foreign markets for Nineteen Member States “opted-out” of GE crop emerging technologies include: cultivation for all or part of their territories, and 17 have opted out of cultivation using biotechnology • Telecommunications: Brazil requires testing of seeds. telecommunications products and equipment by a designated testing facility in Brazil. This redundant • Digital Data: The free flow of data has been testing increases costs for U.S. exporters and can critical to the continued growth of digital trade. delay the time to market for their products. Brazil The EU’s new and sweeping General Data provides tax reductions and exemptions on many Protection Regulation restricts the transfer of 64 Council on Competitiveness Commission Community Launch Conference
the personal data of EU citizens outside of the Challenges to U.S. Leadership in Shaping the EU, except to specific countries that the EU has Environment for Global Commerce determined provide adequate data protection under China seeks to shape large swaths of the 21st EU law or when other specific requirements are century global economic and trading system. China’s met, such as the use of standard contract clauses Belt and Road Initiative is staggering in scope, a new or binding corporate rules. Restrictions on the flow Silk Road of railways, energy pipelines, highways, of data have a significant effect on the conditions shipping lanes, and special economic zones, fueled for the cross-border supply of numerous services by $1 trillion in Chinese investment. The initiative and for support to the functionality embedded in would touch more than 4 billion people, 65 countries, intelligent goods (i.e., smart devices). The EU has and $23 trillion in GDP. so far found only a handful of countries to provide Dovetailing Belt and Road, China has establishing adequate data protection under EU law; the United a major new foreign policy framework—the 17+1— States has received an EU determination of partial a cooperative platform of Central and Eastern Euro- adequacy. pean countries—potentially creating a new regional Under the GDPR, which took effect on May 25, context that could undermine the EU’s unity, given 2018, fines of up to 4 percent of annual global that 12 of the 17 are members of the EU. revenue can be imposed on firms that breach the Among the three priority areas for increasing coop- new data protection rules. For multinational corpora- eration in the 17+1 are advanced technologies and tions, such fines could amount to billions of dollars. green technologies, areas that would contribute to The GDPR creates joint liability for controllers (the China’s goal of global technology leadership. China entity that determines the purpose and means for has already contributed around $15.4B toward infra- processing personal data) and processors (generally structure and other investments in these countries contractors hired to process personal data on behalf since 2012. of the controller). The regulation requires compa- nies to have a data protection officer or represen- On the one hand, the initiative has the potential to tative present in the EU. It adds new requirements develop the infrastructure needed to drive trade, for accountability, data governance, and notification investment, and economic development in regions of a data breach. In addition, the GDPR provides where it is desperately needed. But, the initiative also expanded rights to EU data subjects, including data serves China’s economic and geopolitical goals, and portability, more stringent consent requirements, could align a large part of the world economy toward and the right for EU citizens to demand that search China, and position China to shape the rules and engines remove information that is inaccurate, inad- norms of economic activity in the region. equate, irrelevant, or excessive for the purposes of For example, there are suggestions that its strength- data processing. ening economic ties to China were a key factor in The day the GDPR went into effect, complaints Greece blocking joint EU statements unfavorable to were filed against Google and Facebook—compa- China—one on respecting the International Law of nies with data at the core of their business—as well the Sea, and the other calling on China to respect as WhatsApp and Instagram which are owned by freedom of speech and human rights. Also, there Facebook. Google and Facebook are the subject of are growing concerns about debt trap diplomacy. numerous investigations; Amazon, Apple, Netflix and Secretary Pompeo has warned of the potential that Twitter are also under scrutiny in the context of this China will use “economic means to coerce countries regulation. Numerous U.S. news web sites withdrew into lopsided deals that benefit Beijing and leave its from European countries finding it too cumbersome clients mired in debt.” and too costly to comply. Working Group 3: Optimizing the Environment for the National Innovation System Guide 65
Key Questions to Address • Is the U.S. approach to dealing with trade, non-tariff trade barriers, and pressures to transfer U.S. intellectual property the right approach; is the level of pressure appropriate? What are the alternatives? • Are we confronting new trading (mercantilist) systems in our global competitors? • Can we compete with those systems? If not, what do we need to do as a nation to ensure U.S. made goods and services can compete in the global marketplace? • How concerned should the United States be about China’s Belt and Road Initiative? Does the United States need more aggressive investments and policies in that part of the world to counter-balance China’s actions?
2:45 Wrap-up Conversation and Prep Plenary Report Out
3:00 Return to Plenary 66 Council on Competitiveness Commission Community Launch Conference
National Commissioners (as of February 18, 2020)
Dr. Mehmood Khan, Co-Chair Dr. Mark Becker Dr. Wayne A. I. Frederick Chief Executive Officer President President Life Biosciences, Inc., and Georgia State University Howard University Chairman Council on Competitiveness Mr. John Chachas Dr. W. Kent Fuchs Managing Partner President Dr. Michael Crow, Co-Chair Methuselah Advisors University of Florida President Arizona State University, and Mr. Jim Clifton Ms. Joan T. A. Gabel University Vice-chair Chairman and CEO President Council on Competitiveness Gallup University of Minnesota
Mr. Brian Moynihan, Co-Chair Mr. Mark Crosswhite Dr. Sheryl Handler Chairman and Chief Executive Officer Chairman, President and CEO President and CEO Bank of America, and Alabama Power Company Ab Initio Industry Vice-chair Dr. Steven Currall Mr. Charles O. Holliday, Jr. Council on Competitiveness President Chairman Mr. Lonnie Stephenson, Co-Chair University of South Florida Royal Dutch Shell plc International President Dr. Victor Dzau Mr. G. Michael Hoover IBEW, and President President & CEO Labor Vice-chair National Academy of Medicine Sundt Construction Council on Competitiveness Dr. Taylor Eighmy Ms. Jacqueline Hunt The Honorable Deborah L. President Member of the Board of Wince-Smith, Co-Chair The University of Texas at San Antonio Management President & CEO Allianz SE Council on Competitiveness The Honorable Patricia Falcone Deputy Director for Science and The Honorable Steven J. Isakowitz Dr. Steven Ashby Technology President and Chief Executive Officer Director Lawrence Livermore National Laboratory The Aerospace Corporation Pacific Northwest National Laboratory Mr. George Fischer Dr. Keoki Jackson Dr. Dennis Assanis Senior Vice President and President, Chief Engineer and Vice President of President Global Enterprise Engineering and Program Operations University of Delaware Verizon Business Group Lockheed Martin Mr. Thomas Baruch Ms. Janet Foutty Dr. Robert Johnson Managing Director Chair of the Board Chancellor Baruch Future Ventures Deloitte University of Massachusetts Dartmouth Working Group 3: Optimizing the Environment for the National Innovation System Guide 67
Mr. Edward Jung Gen. Richard Myers Mr. Sridhar Sudarsan Founder and CEO President Chief Technology Officer Xinova, LLC Kansas State University SparkCognition, Inc.
Dr. Paul Kearns Dr. Scott Parazynski Mr. Andrew M. Thompson Director Founder and CEO President & Chief Executive Officer Argonne National Laboratory Fluidity Technologies Inc Proteus Digital Health
Mr. Shahal Khan Dr. Mark Peters Dr. Satish Tripathi Chief Executive Officer (Interim) Director President Economic Transformation Technologies Idaho National Laboratory The University at Buffalo
Dr. Pradeep Khosla Dr. Edward Ray Dr. Marty Vanderploeg Chancellor President Chief Executive Officer and President University of California, San Diego Oregon State University Workiva
Dr. Timothy Killeen Mr. Rory Riggs Dr. Kim Wilcox President Managing Member Chancellor University of Illinois System Balfour, LLC University of California, Riverside
Dr. René Lammers Dr. M. David Rudd Dr. Wendy Wintersteen Chief Science Officer President President PepsiCo, Inc. University of Memphis Iowa State University
Dr. Laurie Leshin Dr. Cathy Sandeen Dr. Michael Witherell President Chancellor Director Worcester Polytechnic Institute University of Alaska Anchorage Lawrence Berkeley National Laboratory
Dr. Thomas Mason Dr. Kirk Schulz Dr. W. Randolph Woodson Director President Chancellor Los Alamos National Laboratory Washington State University North Carolina State University
Dr. Gary May Dr. Elisa Stephens Dr. Thomas Zacharia Chancellor President Director University of California, Davis Academy of Art University Oak Ridge National Laboratory
Dr. Jonathan McIntyre Dr. Claire Sterk Chief Executive Officer President WITH ADDITIONAL SUPPORT FROM: Motif FoodWorks, Inc. Emory University FedEx Mr. Chris Musselman Mr. Steven Stevanovich Head of U.S. Commercial Business Chairman and CEO Palantir Technologies SGS Global Holdings 68 Council on Competitiveness Commission Community Launch Conference
Launch Conference Participant Bios National Commissioners
Mr. Thomas R. Baruch and a member of the Steering Committee of its Managing Director Energy, Security, Innovation and Sustainability Ini- Baruch Future Ventures tiative and the U.S. Manufacturing Competitiveness Initiative. Tom is an advisor to Eight VC, ClearSky Tom Baruch currently invests in Power & Technology Fund and KCK Fund, a family early-stage companies focused on office from the U.K. Tom has an engineering degree resource-scarce and climate-sen- from Rensselaer Polytechnic Institute, where he sitive markets out of his family currently serves as a Trustee, and a J.D. degree from office, Baruch Future Ventures Capital University, and is a registered U.S. Patent (BFV). Tom founded Formation Attorney. 8 in 2011, a venture capital fund with $950M under management and currently serves as an Emeritus Partner. Tom Dr. Mark P. Becker earlier formed CMEA Capital in 1988 with New President Enterprise Associates (NEA) and 3M Corp. Tom was Georgia State University responsible for managing a total of $1.2B of capital Since beginning his tenure as across seven funds at CMEA, where he person- Georgia State University’s sev- ally led investments resulting in 15 IPO’s, including enth president in 2009, President Aclara Biosciences, Codexis, Inc.; Entropic Commu- Mark P. Becker has led Georgia nications; Flextronics, Inc.; Intermolecular; and Symyx State through a dynamic period Technologies; and eight M&A transactions, including of growth and advancement, and Silicon Spice, acquired by Broadcom (BRCM). put it on a trajectory to reshape Earlier in his career, Tom worked at Exxon Mobil for itself and its region. Under his 12 years and later founded Microwave Technology, leadership, the university has pursued a 10-year Inc., where he served as CEO for 6 years. Currently, strategic plan through which Georgia State has he serves on the boards of Codexis, Inc. (NASDAQ: emerged as one of the nation’s leading higher edu- CDXS) and numerous privately held companies and cation institutions. public service entities. Georgia State’s consolidation in 2016 with Georgia Tom was a founding member of Obama’s National Perimeter College, a two-year institution with five Advisory Council on Innovation and Entrepreneurship, campuses in metro Atlanta, raised its student popu- where he advised the U.S. Department of Commerce lation to 53,000 and made it the largest university and the White House. He is a member of the Exec- in Georgia and one of the largest in the nation. utive Committee of the Council of Competitiveness Participant Bios: National Commissioners 69
One of the most diverse universities in the United Dr. Becker attended Harford (Md.) Community States, Georgia State is a national model for student College, earned his bachelor’s degree in mathemat- success, setting records for its graduation rates and ics from Towson State University in 1980 and his the number of students it graduates, and leading the doctoral degree in statistics from Pennsylvania State country in eliminating disparities in student achieve- University in 1985. He grew up in Havre de Grace, ment based on race, ethnicity and income. In 2017, Md., near Baltimore. Dr. Becker was honored by the Carnegie Corpora- tion of New York with their Academic Leadership Dr. Michael M. Crow Award in recognition of the University’s achievements President in “eliminating disparities in graduation rates based Arizona State University, and on race, ethnicity, income level and first-generation University Vice-chair status.” Most recently, President Becker was the 2019 Council on Competitiveness recipient of the TIAA Institute Theodore M. Hesburgh Award for Leadership Excellence in Higher Education. Michael M. Crow became the sixteenth president of Arizona Under Dr. Becker’s leadership, Georgia State has State University on July 1, 2002. built a burgeoning research enterprise, growing An academic leader and edu- sponsored research at more than twice the national cator, designer of knowledge rate. Through the rapid development of its campus enterprises, and science and and its engagement with civic and business leaders, technology policy scholar, he is the university has been recognized as a major cata- guiding the transformation of ASU lyst for the revitalization of downtown Atlanta and the into one of the nation’s leading public metropolitan economic vitality of its region. research universities—an institution that combines Adding to Georgia State’s increasing national profile, the highest levels of academic excellence, inclusive- Dr. Becker has fostered the development of NCAA ness to a broad demographic, and maximum socie- Division 1 athletics. The university’s intercollegiate tal impact in a model he terms the “New American teams have won nine conference championships University.” since rejoining the Sun Belt Conference in 2013, Under his direction, the nation’s youngest major and Georgia State’s football team made its first bowl research institution and largest university gov- appearance in 2015. With MLB’s Atlanta Braves’ erned by a single administration pursues teaching, decision to vacate Turner Field in downtown Atlanta, research, and creative excellence focused on the he led the university’s acquisition and renovation of major challenges of our time, as well as those central the stadium that became the home for Georgia State to the quality of life, sustainable development, and football in 2017. 70 Council on Competitiveness Commission Community Launch Conference
economic competitiveness of Arizona and the nation. In national service, Crow has been an adviser to the He has committed the university to academic enter- U.S. departments of State, Commerce, and Energy, prise, transdisciplinarity, sustainability, social embed- and various defense and intelligence agencies on dedness, and global engagement, and championed matters of science and technology policy related to initiatives leading to record levels of diversity in the intelligence and national security. He is a fellow of student body. the American Association for the Advancement of Under his leadership, ASU has established more Science (AAAS) and National Academy of Public than a dozen new transdisciplinary schools and Administration, and member of the Council on For- large-scale research initiatives such as the Biodesign eign Relations and U.S. Department of Commerce Institute; Global Institute of Sustainability (GIOS), National Advisory Council on Innovation and Entre- incorporating the School of Sustainability (SOS); preneurship. The author of books and articles ana- Mary Lou Fulton Teachers College; Learning Sci- lyzing science and technology policy and the design ences Institute; and initiatives in the humanities and of knowledge enterprises, Crow received his Ph.D. social sciences, including the Center for the Study in Public Administration (Science and Technology of Religion and Conflict. During his tenure the uni- Policy) from the Maxwell School of Citizenship and versity has tripled research expenditures, completed Public Affairs, Syracuse University. an unprecedented infrastructure expansion of more than 11M square feet, and announced the eight Dr. Mehmood Khan largest gifts in the history of the institution, including Chief Executive Officer three $50M gifts endowing the W. P. Carey School Life Biosciences, Inc., and of Business; Ira A. Fulton Schools of Engineering; Chairman and Mary Lou Fulton Teachers College. Council on Competitiveness Crow was previously executive vice provost of Mehmood Khan, M.D., is Chief Columbia University, where he also was professor Executive Officer and Board of science and technology policy in the School of Member of Life Biosciences Inc. International and Public Affairs. As chief strategist In his role as CEO, Dr. Khan of Columbia’s research enterprise, he led technol- provides strategic direction and ogy and innovation transfer operations, establishing operational oversight across Life Columbia Innovation Enterprises (renamed Science Biosciences and its six daughter and Technology Ventures), the Columbia Strate- companies. His vision of a more gic Initiative Program, and Columbia Digital Media efficient and effective drug development pathway Initiative, as well as advancing interdisciplinary pro- will drive innovation in the science and technology gram development. He played the lead role in the Life Biosciences advances. By leveraging his diverse creation of and served as the founding director of experience in pharmaceutical, clinical, and consumer the Earth Institute at Columbia University, and in industries, Dr. Khan is the ideal leader for Life Bio- 1998 founded the Center for Science, Policy, and sciences through its evolution and emergence as Outcomes (CSPO) in Washington, D.C., a consortium a global leader in longevity research and product of scholars and policymakers dedicated to linking development. science and technology to optimal social, economic, Dr. Khan previously served as Vice Chairman and and environmental outcomes. In 2003, CSPO was Chief Scientific Officer of Global Research and reconstituted at ASU as the Consortium for Science, Development at PepsiCo, a Fortune 50 company Policy, and Outcomes, based in both Phoenix and employing upwards of 250,000 employees across Washington. Participant Bios: National Commissioners 71
22 brands. At PepsiCo, Dr. Khan played a pivotal role Mr. Edward Jung in the company’s global R&D efforts to create break- Founder and CEO through innovations in food, beverages and nutrition, Xinova, LLC including the incorporation of healthier and more Edward Jung is one of the top nutritious offerings across its portfolio. Dr. Khan 15 inventors in history, holding also oversaw PepsiCo’s global sustainability initia- more than 1,000 patents world- tives based on the belief that success in business is wide across healthcare, com- inextricably linked to the sustainability of the world puting, networking, energy and we share. Prior to joining PepsiCo, Dr. Khan served material sciences. As an entrepre- as President of Global R&D at Takeda Pharmaceuti- neur, he founded or co-founded cals, leading the global efforts of one of the largest multiple companies, including pharmaceutical companies in the world by revenue. Terrapower, Kymeta, Vigilance and Benemilk. He Before moving into industry, Dr. Khan had a dis- advises several others. tinguished medical career as a faculty member in Edward founded Intellectual Ventures in 2000 after endocrinology at the Mayo Clinic and Mayo Medical leaving Microsoft, where he was Chief Architect. School where he served as Director of the Diabetes, At Microsoft, he founded projects in semantic web, Endocrine and Nutritional Trials Unit. He also spent adaptive UI and artificial intelligence, and co-founded nine years leading programs in diabetes, endocri- Windows NT, Office, Microsoft Research, mobile nology, metabolism and nutrition for the Hennepin and consumer products. While leading Microsoft County Medical Center in Minneapolis. Research, he oversaw a budget of $4.5 billion. Dr. Khan is a member of the Board of Directors of Before joining Microsoft, Edward founded Deep Reckitt Benckiser, Indigo Ag, the Foundation for Thought Group (his third startup), working on neu- Food and Agricultural Research at the U.S. Depart- ral network chips. In the 1980s, he was personally ment of Agriculture. He also serves as Chair of the recruited by Steve Jobs to work on projects at Apple U.S. Pakistan Business Council and Chairman of the and NeXT. His biomedical research has been pub- Council on Competitiveness in Washington, D.C. lished in Proceedings of the National Academy Dr. Khan earned his medical degree from the Uni- of Sciences, Journal of Biological Chemistry and versity of Liverpool Medical School, England, and others. Edward continues to be a sought after key- completed a fellowship in clinical endocrinology and note speaker globally, discussing innovation strategy, nutrition in the Department of Medicine and Food technology trends and mega-scale, cross-border Science and Nutrition at the University of Minnesota, collaboration. Minneapolis. He is a Fellow of the Royal College of Edward currently serves as the CEO at Xinova, Physicians, London and a Fellow of the American where he visits innovators, companies and govern- College of Endocrinology. ments around the world connecting problems to solutions. In 2005, Edward founded the predecessor to Xinova and co-managed it until 2008. Xinova is based in Seattle, with offices in Seoul, Beijing, Ban- galore, Israel, Singapore, Sydney and Tokyo. 72 Council on Competitiveness Commission Community Launch Conference
Mr. Chris Musselman a five-year period, $164M has been raised. More Head of U.S. Commercial Business than $500M is being invested on campus and in the Palantir Technologies University Neighborhood District (more than $140M in private funds). Under Rudd’s leadership, the cam- Chris Musselman is the Head of pus has continued to expand, with the Laurie-Wal- U.S. Business at Palantir Tech- ton Family Basketball Center; the nearly-completed nologies. Palantir Technologies Pedestrian Cable Bridge, Parking Garage and Plaza; partners with companies to trans- and the forthcoming Scheidt Family Music Center form business decision making and Center for Wellness and Fitness. He has a bach- and operations through combining elor’s degree from Princeton and master’s and Ph.D. the power of data with human degrees in psychology from the University of Texas. expertise.
He started out at the Naval Academy, after which he Dr. Elisa Stephens served for over 21 years with the Navy SEALs. He President holds a Master’s in International Public Policy from Academy of Art University The Johns Hopkins University. Dr. Elisa Stephens became Pres- ident of the Academy of Art Dr. M. David Rudd University in 1992, the third-gen- President eration Stephens to lead the University of Memphis university since its founding by her Beginning his sixth year as presi- grandparents in 1929. dent, Rudd’s tenure has witnessed Under her leadership, Academy record-breaking improvements in of Art University has become the student retention and graduation largest accredited private university of art and design rates. He has spearheaded efforts in the United States, with more than 11,000 under- to create a new division of Student graduate and graduate students on a unique urban Success; developed the Univer- campus in downtown San Francisco, and throughout sity’s first integrated enrollment, the world online. retention and graduation plan; and offered need- based funding for the first time in U of M history. Dr. Stephens has pioneered the creation of online Rudd has led efforts to grow community partner- education programs in art and design, and expanded ships, including the LiFE: Learning Inspired by FedEx the curriculum to stay on the leading edge of new program, which offers eligible FedEx Hub employees technologies and industry trends. Her visionary work a chance to earn a potentially tuition-free degree has propelled Academy of Art University to be the online; the UMRF Research Park; and launched first choice for students seeking a world-class educa- UMRF Ventures, a private company held by the tion and the first choice for those seeking to employ U of M Research Foundation. Ventures hosts several artists globally. FedEx Call Centers, a data analytic center, and During Dr. Stephens’s tenure, Academy of Art Uni- an IT command Center. It employs 300 students, versity has helped thousands of aspiring artists and and its gross revenue approached $4M in only its designers pursue their educational goals through second year. The U of M set a record for total fund- its scholarships programs, like the popular Pre-Col- raising in his first year at $37.9M and broke that lege Art Experience that gives high school students record this past year, with a total over $41M. The last two years have seen consecutive records for academic fundraising at $23M and $26M. During Participant Bios: National Commissioners 73
a tuition-free opportunity to jump-start their art and ment of Commerce in the administration of President design education while earning money toward their George H.W. Bush, and as the Assistant Director college degree. for International Affairs in the White House Office Dr. Stephens actively supports a wide spectrum of Science and Technology Policy in the Reagan of community outreach programs and makes it pos- Administration. She served as a Senate-confirmed sible for students from the Academy of Art University member of the Oversight Board of the Internal to contribute their artistic and community efforts Revenue Service in the administrations of President for maximum impact. Current and past beneficiaries George W. Bush and President Barack H. Obama. include Fleet Week, KIPP Schools, SFMOMA, MoAD, Ms. Wince-Smith is also the President and Founder and the de Young Museum. of the Global Federation of Competitiveness Coun- Dr. Stephens is a Smithsonian National Board Alumni cils (GFCC). She previously served on the Smith- Member and served on the Smithsonian Institution sonian National Board, the Secretary of State’s National Board from 2014-2017. She is a member Committee on International Economic Policy, the U.S. of the Prince of Wales Foundation, Young Presidents Naval Academy Foundation, and the Board of Gov- Organization Gold, Vistage International, the Council ernors of Argonne National Laboratory. She served on Competitiveness, Committee on Jobs, San Fran- as Chairman of the World Economic Forum’s Global cisco Chamber of Commerce, Belizean Grove, San Agenda Council on Competitiveness and as a Public Francisco City Club, Metropolitan Club and the San Director of NASDAQ-OMX. Francisco Opera Guild. Ms. Wince-Smith currently serves as a Commissioner Dr. Elisa Stephens received a Bachelor of Arts degree on the Commission on the Theft of American Intel- in political science from Vassar College and a J.D. lectual Property and as a member of the Council of from the University of San Francisco. She is a member Japan’s Science and Technology in Society (STS) of the California Bar Association. She also completed forum. As an expert in technology commercialization, the Foundations curriculum at the Academy of Art Ms. Wince-Smith serves on the Board of Directors of University. Aerolase, Inc., and Q-Net Security, Inc. Ms. Wince-Smith graduated magna cum laude and The Honorable Deborah L. Wince-Smith Phi Beta Kappa from Vassar College and earned President & CEO a Master’s Degree in Classical Archaeology from Council on Competitiveness King’s College, Cambridge University. She has received Honorary Doctorates from Michigan State The Honorable Deborah L. Wince- University, the University of Toledo, the Queens Uni- Smith is the President & CEO of versity Belfast, Worcester Polytechnic Institute and the Council on Competitiveness, a the University of South Carolina. non-partisan leadership coalition of CEO’s, University Presidents, Labor Union Leaders and National Laboratory Directors, all commit- ted to developing policy solutions and national initiatives to drive future productivity growth, prosperity for all Americans and the global success of American business. She has more than 20 years of experience as a senior U.S. government official, as the first Senate-confirmed Assistant Secretary for Technology Policy in the U.S. Depart- 74 Council on Competitiveness Commission Community Launch Conference
Launch Conference Participant Bios Advisory Committee
Dr. Bernard Arulanandam are demonstrated by his funding from the National Vice President for Research, Economic Development, Institutes of Health, U.S. Department of Defense and and Knowledge Enterprise U.S. Department of Homeland Security; extensive list Jane and Roland Blumberg Professor of Biology of research publications; and issued patents. Dr. Aru- The University of Texas at San Antonio lanandam has successfully mentored many students and post-doctoral fellows who have now developed Dr. Bernard Arulanandam is the independent productive careers in government, Vice President for Research, Eco- industry and academia. nomic Development, and Knowl- edge Enterprise (REDKE) at The From 2012 to 2016, Dr. Arulanandam served as the University of Texas at San Antonio Director of the South Texas Center of Emerging (UTSA). Since 2016, Dr. Arula- Infectious Diseases, and currently is the Scientific nandam has directed the research Director of the Vaccine Development Center of San enterprise at UTSA, leading to Antonio. Dr. Arulanandam serves as the Councilor for its highest research expenditures to date, and in the Oak Ridge Association of Universities, a member 2018, added economic development to his portfolio. of the Board of Directors for Biomed SA, and rep- The same year, he fostered the creation of UTSA’s resents UTSA at the UT System Office of Federal National Security Collaboration Center. Relations National Security Advisory Group (NSAG). He is an established Immunologist and directs a Dr. Arulanandam was appointed the Assistant Vice research program that is focused on elucidating President for Research Support. He was named the host-microbial interactions, and the cellular and Interim Vice President for Research in June 2016, molecular mechanisms involved in the induction and was selected as the official Vice President for of immune responses against infectious diseases. Research Economic Development, and Knowledge Work from his laboratory has provided new insights Enterprise in October 2019. In this capacity, he is into the development of vaccines against Chlamydia involved in promoting and supporting research and trachomatis, the leading cause of sexually transmit- scholarly activities at UTSA. In 2015, Dr. Arulanandam ted bacterial disease, and the creation of a potential was named a fellow of the American Association for live attenuated vaccine against multidrug-resistant the Advancement of Science (AAAS) and received Acinetobacter baumannii, identified as an import- the Fulbright International Education Administrator ant nosocomial pathogen. His research has also Award in 2016. In 2017, Dr. Arulanandam was elected advanced several animal models for vaccine devel- as a fellow of the American Academy of Microbiology opment against Francisella tularensis. Dr. Arulanan- (AAM). Most recently, he was inducted as a fellow dam’s interdisciplinary research accomplishments to the National Academy of Inventors (NAI) in 2019. Participant Bios: Advisory Committee 75
Dr. Bernard Arulanandam obtained a Ph.D. in Micro- scientific research and entrepreneurship. Mike has biology and Immunology at the Medical College of advised technology-based economic development Ohio, and received a postdoctoral fellowship at the organizations throughout the United States and Albany Medical College in New York and an execu- frequently speaks and contributes opinion pieces tive M.B.A. at The University of Texas at San Antonio. on the workings and issues of American innovation and entrepreneurial science. Mike is a Senior Fellow Mr. C. Michael Cassidy with the Council on Competitiveness and serves Director, Emory Biomedical Catalyst on the boards of the SSTI (emeritus), the Health Woodruff Health Sciences Center Care Ethics Consortium, The Primary Care Innova- Emory University tion Fund, the Global Center for Medical Innovation, Atlanta Emerging Markets Inc., and Georgia’s Bio/ Mike Cassidy joined Emory Uni- Med Investor Network. He is a Past Commodore of versity in October of 2018 in a the Lake Lanier Sailing Club. He holds a master’s new position designed to provide degree in Technology and Science Policy from Geor- vision and leadership in promot- gia Tech and a BBA in Marketing from Georgia State ing biomedical innovation and University. enhancing the university’s eco- nomic engagement in the Atlanta Dr. Lee Cheatham region and beyond. As director of the new Emory Biomedical Catalyst, Cassidy leads Director, Technology Deployment and Outreach efforts to enhance innovation, entrepreneurship and Pacific Northwest National Laboratory development of intellectual property. Lee Cheatham has an exten- Previously, Mike engineered and led the emergence sive track record of leadership of the Georgia Research Alliance (GRA) as one of the in advancing science, technology nation’s premier organizations for technology-based and commercialization in the economic development. In his 25-year tenure with U.S. Department of Energy GRA, Mike developed the vision and charted the national laboratory system, aca- strategic direction of the public-private organization, demia and private industry. He expanding its role and the potential of university (re)joined Pacific Northwest research and entrepreneurship as a strategy to grow National Laboratory (PNNL) in 2017 as Director Georgia’s economy. He generated broad-based sup- of Technology Deployment and Outreach, focusing port for GRA’s mission, building and sustaining the on industrial partnerships to expand the economic nonprofit’s powerful relationships with companies, impact of PNNL’s science and technology. economic development organizations, universities, Previously, Lee launched and led Brookhaven and leaders at the local, state, and national levels. National Laboratory’s (BNL) Office of Strategic In 2009, he co-founded the GRA Venture Fund, LLC, Partnerships, where he expanded and diversified a public-private investment fund that invests in the BNL’s research portfolio and oversaw technology most promising start-ups launched around scientific commercialization and economic development. discovery at Georgia’s research universities. Prior to BNL, he served as Chief Operating Officer On the national level, Mike has been instrumental and General Manager of Commercialization for the in strengthening the policy and practice of technol- Biodesign Institute at Arizona State University. Lee ogy-based economic development. As a member also served as Executive Director of the Washington of the SSTI board of directors, he played a defining Technology Center, connecting Washington State role in launching the Innovation Advocacy Council, companies with research institutions to promote which advances the cause of public investment in economic growth. 76 Council on Competitiveness Commission Community Launch Conference
Lee began his professional career at PNNL as a Clifford previously held a senior executive position at computer engineer and manager, including leading Booz Allen Hamilton Inc. in Washington, D.C., where a $40M-a-year, nationwide, joint industry-govern- she served on the leadership team responsible for ment research project addressing supply chain performance of the firm’s Justice and Homeland efficiencies. In the private sector, he has served Security business. as VP of worldwide engineering for a market-leading Clifford received a BA in international business from software company and launched businesses in com- The George Washington University and an MBA mercialization consulting and software sales. from Northwestern University’s Kellogg School of Lee holds degrees in electrical engineering: a Ph.D. Management. from Carnegie-Mellon University, an MS from Wash- ington State University and a BS from Oregon State Dr. William E. Conaway University, where he is a member of the Academy of Director of Planning, Analysis, and Evaluation Distinguished Engineers. He serves on the National Lawrence Livermore National Laboratory Science Foundation Director’s Business and Opera- tions Advisory Committee. Bill Conaway provides the Labora- tory Director and senior manage- ment team with analyses to better Ms. Megan C. Clifford inform institutional planning, policy Chief of Staff formulation, and decision making. Argonne National Laboratory As the Director of Planning, Anal- Megan C. Clifford is Chief of Staff ysis, and Evaluation, his respon- at Argonne National Laboratory. sibilities include conducting tech- She serves as an advisor to Labo- nical reviews, organizing strategic and operational ratory Director Paul Kearns to drive assessments, developing and applying quantitative forward the laboratory’s vision and models, evaluating alternatives, and communicating stakeholder relationships. Working results to a variety of internal and external stake- with leaders across the labora- holders. Recommendations are intended to identify tory, Clifford stewards Argonne’s factors, opportunities, and trends with the potential change initiative to deliver lasting impact through to impact the Laboratory and to develop options, science and technology leadership, research and mitigations, and strategies. He brings an extensive operations excellence, and people development. She program execution perspective to his position, having promotes a culture of diversity and inclusion within the previously served in a variety of technical manage- laboratory through values-based leadership. ment and scientific roles at the Laboratory. Clifford joined Argonne in November 2013. Prior to Conaway has more than 33 years of experience at becoming Chief of Staff, she served as Director of the Laboratory, joining LLNL as a staff scientist in Strategy and Innovation for the Global Security Sci- November 1986. Prior to his appointment as Director ences division. In this role, she developed strategies of Planning, Analysis, and Evaluation, he served as a and programs with multidisciplinary teams to address deputy program manager responsible for applying the a range of energy and global security challenges. Laboratory’s technical capabilities to address current, Clifford’s career of 20 years has focused on national high-priority challenges facing the intelligence, mili- security and resilience policy and analysis, strategic tary, and foreign policy communities. His professional planning, and program design. Her involvement in the experience includes representing the Laboratory on national security mission dates back to the establish- temporary duty assignments in Washington, D.C., at ment of the U.S. Department of Homeland Security, the U.S. Department of Energy, the National Nuclear where she helped to create the foremost national Security Administration, and other federal agencies. preparedness doctrine. Participant Bios: Advisory Committee 77
Conaway earned a B.S. in chemistry from Case A. P. Sloan Foundation Fellow, National Science Western Reserve University in 1982 and a Ph.D. in Foundation CAREER Fellow, and the ACS-ExxonMo- physical chemistry from Stanford University in 1987. bil Faculty Award in Solid State Chemistry.
Dr. Peter K. Dorhout Ms. Michele Fite Vice President for Research Chief Commercial Officer Kansas State University Motif FoodWorks, Inc. Dr. Peter K. Dorhout serves as Formerly President of Kerry’s Professor of Chemistry and Vice Dairy and Culinary segment, President for Research at Kansas Michele brings nearly 30 years State University, where he had of diverse experience across food also served four years as dean of and consumer goods, including the College of Arts & Sciences. infant formula, weight manage- Prior to coming to Kansas State ment, sports nutrition, medical in 2011, he served as the Interim foods and dietary supplements. Provost at Colorado State University-Pueblo, pre- She has held leadership roles at a number of com- ceded by 20 years at Colorado State University-Fort panies, including DuPont, Solae and Nestle. Fite was Collins as Vice Provost for Graduate Studies, Assis- the founding CEO at Cadena BioSciences, a start-up tant Vice President for Research, and Professor of focused on gut microbiomes. Michele has deep, Chemistry. He has served as a collaborator at Los proven experience heading global strategy, plan- Alamos National Laboratory since 1987. He has ning, operations and P&L responsibility for multi-bil- led professional organizations and foundations as a lion-dollar portfolios. member of the Boards of Directors for the American Chemical Society, where he was the 2018 President; Dr. Alex Fowler the Research Corporation for Science Advancement; Associate Provost for Research and Economic the Kansas State University Research Foundation; Development Colorado Nanotechnology Alliance; and the Coro- University of Massachusetts Dartmouth nado Council BSA Executive Board. Dr. Fowler joined the faculty at He is a recognized expert in solid state and nuclear UMass Dartmouth in 1994, where materials science and environmental chemistry. He he received tenure in 2000 and has had active research programs in solid-state was promoted to Professor of f-element and radiochemistry, and nanomaterials Mechanical Engineering in 2007. science. He has published more than 120 peer- During that time, he also served reviewed journal articles, book chapters, and as a Research Fellow in the reviews, and has presented more than 130 interna- Department of Surgery at Harvard tional and national invited lectures on his chemistry. Medical School and as a Faculty Affiliate for the Dr. Dorhout earned a bachelor’s degree in chemistry Center for Engineering in Medicine at Massachusetts from the University of Illinois at Urbana-Champaign General Hospital. and a doctorate in inorganic chemistry from the Uni- versity of Wisconsin-Madison. His list of professional His prior administrative experience includes serving awards includes Fellow of the American Chemical as Chairperson of Mechanical Engineering, as the Society, Fellow of the American Association for the founding director of the Biomedical Engineering and Advancement of Science, Research Corporation Biotechnology Ph.D. program, as Associate Provost Cottrell Scholar, Camille Dreyfus Teacher-Scholar, for Graduate Studies and as Associate Provost for Graduate Studies and Research Development. 78 Council on Competitiveness Commission Community Launch Conference
Dr. Fowler also served brief periods as the Interim tives for both authorization and appropriations pro- Provost and Vice Chancellor for Academic and Stu- cesses. He also helps coordinate ASU’s approach dent Affairs and as Interim Director of the Advanced to various federal agencies. Technology and Manufacturing Center. He received education from Iowa State University and Arizona State University Mr. Joseph K. Goodwin Senior Vice President, Public Policy Executive I Mr. William Haldeman Bank of America Senior Assistant to the President After graduating college in 2001, University of Minnesota Joe joined the U.S. Army in the days following 9/11. After training, he spent time deployed in Iraq and Afghanistan and was awarded the bronze star for exemplary perfor- mance in combat. Between mili- tary tours, Goodwin was selected to join the General Electric Company’s elite Junior Officer Leadership Program (JOLP). Goodwin is a recent graduate of Harvard Law School. He ran for the Massachusetts State Senate seat that opened Mr. Jovan N. Jovanovic as a result of Susan Fargo’s retirement. He is the Founding Partner son of Pulitzer Prize-winning presidential historian The Watson IP Group, PLC Doris Kearns Goodwin and presidential advisor and Jovan N. Jovanovic is a founding speechwriter Richard N. Goodwin. He received a partner of the Watson IP Group. Doctorate in Law from Harvard in 2013 and a BA He focuses his practice on U.S. from Harvard in History and Literature in 2001. and International patent, trade- mark, copyright and unfair com- Mr. Stuart Hadley petition matters. His practice is Associate Vice President and Deputy Chief of Staff heavily involved with patent and Arizona State University trademark portfolio management and development, risk assessment and mitigation, Prior to his current position, Stuart and serving as outside general counsel. For more Hadley was the Assistant Vice than 25 years, Mr. Jovanovic has prosecuted patents President for Policy Affairs and and trademarks in the United States and directed Executive Director of Federal prosecution internationally. Additionally, Mr. Jovanovic Relations. For the Office of Pol- is actively involved in litigation matters, post grant icy Affairs, he was charged with procedures and opposition/cancellation matters. coordinating and managing ASU’s relationships with various national Mr. Jovanovic holds a law degree (JD) from the Uni- organizations and represents President Crow when versity of Illinois, College of Law (1994), and a B.S. needed at national organization events. He was in Mechanical Engineering from the University of ASU’s registered lobbyist with the U.S. House and Illinois, Urbana-Champaign (1991). He is admitted Senate and was in charge of ASU’s Hill advocacy to practice law in Illinois and Michigan. Additionally, efforts and assists in facilitating ASU specific initia- he is a registered patent attorney, admitted to prac- tice before the U.S. Patent and Trademark Office. Participant Bios: Advisory Committee 79
Mr. Jovanovic has appeared as lead counsel in a Mr. Don Medley number of courts throughout the United States, and Head of Government and Community Relations is admitted to the Court of Appeals for the Federal Lawrence Berkeley National Laboratory Circuit, as well as the Northern District of Illinois (trial Don Medley has more than bar), the Western District of Michigan and the East- 25 years of experience in federal ern District of Michigan. government relations with He is a frequent speaker, both in the United States a particular focus on research and internationally, on topics of interest in intellectual and development funding and property. Most recently, Mr. Jovanovic spoke in Dubai strategic program development. at two different IP conferences and in San Francisco As the senior government and at a Venture Capital event. Mr. Jovanovic is also an community relations official at advisor to ACRE Ag Tech. Lawrence Berkeley National Lab, Don manages Mr. Jovanovic is fluent in several languages of the a great team focused on local, state and fed- Former Yugoslavia (Serbian, Croatian, Bosnian and eral government issues, community relations, and Montenegrin), and has a working knowledge and K-12 STEM education programs. He is the Lab’s understanding of the Spanish language. main liaison to the U.S. Congress and other key policymaking entities. Don earned his undergrad- uate degree from the University of Alabama and Mr. Raaj Kurapati received a Master of Arts in Law and Diplomacy Executive Vice President for Business and Finance, from the Flethcer School of Law and Diplomacy and Chief Financial Officer at Tufts University. University of Memphis Mr. Kurapati is Executive Vice Dr. Prasant Mohapatra President for Business and Vice Chancellor for Research Finance and Chief Financial Offi- University of California, Davis cer at the University of Memphis. Before joining the University of Dr. Prasant Mohapatra is serv- Memphis, Raaj Kurapati previously ing as the Vice Chancellor for held the positions of Vice Presi- Research at University of Cali- dent for Finance and Chief Finan- fornia, Davis. He is also a Distin- cial Officer for Texas A&M University—Kingsville and guished Professor of Computer Associate Vice Chancellor for Financial Services and Science. He served as the Dean Business Operations for the University of Alaska in and Vice-Provost of Graduate Fairbanks. He also served as Vice President & Chief Studies at the University of Cal- Financial/Compliance Officer/Vice President & ifornia, Davis during 2016-18, Associate Chancel- Chief Internal Auditor for the Bank of FSM in Pohn- lor during 2014-16, and the Interim Vice-Provost pei, Micronesia, and Senior Auditor for Deloitte & and CIO of UC Davis during 2013-14. He was the Touche in Saipan and Guam/Micronesia. Department Chair of Computer Science during 2007-13, and held the Tim Bucher Family Endowed Kurapati earned his bachelor of business administra- Chair Professorship during that period. tion (BBA) from East Texas Baptist University with a concentration in management and accounting. He In the past, Dr. Mohapatra has been on the faculty is an accredited investment fiduciary, as well as an at Iowa State University and Michigan State Uni- accredited investment fiduciary analyst, and serves versity. He has also held Visiting Scientist positions on various finance and education boards. at Intel Corporation, Panasonic Technologies, Insti- 80 Council on Competitiveness Commission Community Launch Conference
tute of Infocomm Research (I2R), Singapore, and Mr. Greg Pellegrino National ICT Australia (NICTA). He has been a Vis- Principal, Customer & Marketing Strategy iting Professor at the University of Padova, Italy, and Deloitte Consulting LLP Yonsei University, and KAIST, South Korea. Greg Pellegrino designs break- Dr. Mohapatra was the Editor-in-Chief of the IEEE through business strategies for Transactions on Mobile Computing. He has served public sector clients and for private on the editorial board of the IEEE Transactions on industry entering and operating Computers, IEEE Transactions on Mobile Comput- in the public sector. Leaders from ing, IEEE Transaction on Parallel and Distributed Capitol Hill to the global C-Suite Systems, ACM WINET, and Ad Hoc Networks. He know Greg as a business innovator has served as the Program Chair and the General and seek out his creative insights Chair and has been on the program/organizational to address persistent and emerging challenges, from committees of several international conferences. He national security to economic competitiveness. has been a Guest Editor for IEEE Network, IEEE Greg is a Customer Strategy & Applied Design Transactions on Mobile Computing, IEEE Commu- Principal at Deloitte Consulting, LLP, and serves as nications, IEEE Wireless Communications, and the the Lead Client Service Principal responsible for IEEE Computer. Deloitte’s relationships with the U.S. Department of Dr. Mohapatra received his doctoral degree from Veterans Affairs (VA) and the White House. Greg Penn State University in 1993 and received an Out- is also leader of the Government & Public Service standing Engineering Alumni Award in 2008. He is industry election planning and government relations a recipient of the Distinguished Alumnus Award from liaison to Deloitte’s Policy & Government Relations the National Institute of Technology, Rourkela, India. office in Washington, D.C. With more than 35 years He also received the Lifetime Scientific Excellence working with clients in government and private Award from the State of Odisha, India. industry, his roles include responsibility for business Dr. Mohapatra received an Outstanding Research operations, client delivery and business performance. Faculty Award from the College of Engineering at He focuses on helping his clients navigate complex- the University of California, Davis. He received the ity, boost performance and anticipate change. HP Labs Innovation awards in 2011, 2012 and 2013. Greg’s work shifts paradigms, driving performance He is a Fellow of the IEEE and a Fellow of AAAS. improvements with models that break the mold and Dr. Mohapatra’s research interests are in the areas of answering uncertainty with entrepreneurial endeavor. wireless networks, mobile communications, cyberse- He has led large-scale, system-wide transformation curity, and internet protocols. He has published more efforts in critical areas such as public safety, cyber- than 350 papers for reputed conferences and jour- security, transportation, and counter-terrorism. Greg nals on these topics. Dr. Mohapatra’s research has helped to redesign and consolidate the civil avia- been funded through grants from the National Sci- tion security systems for the U.S. government after ence Foundation, the U.S. Department of Defense, 9/11, and his team was also tasked with leading the U.S. Army Research Labs, Intel Corporation, Sie- creation of the web portal for the U.S. Department of mens, Panasonic Technologies, Hewlett Packard, Homeland Security. Raytheon, ARM Research, and EMC Corporation. In 2016, Greg led a team serving the VA in an effort to create a Chief Veteran Experience Office, along with the accompanying strategy to transform the VA to become more veteran-centric through improved veteran customer experiences. Participant Bios: Advisory Committee 81
Throughout his career, Greg has demonstrated a rare Mr. Jeff Peoples ability to take a strategic, systems-based approach to Senior Vice President of Employee Services and big, complex issues in order to mitigate risk, improve Labor Relations, Alabama Power; governance and break new ground. He has helped Executive Vice President, Chief Administrative to remodel highway and motor-vehicle transportation Officer and AGL Services President, Southern systems across the nation to shorten wait times and Company Gas; and save human lives. His contribution to the overhaul of Senior Vice President of Operations Services, the national organ transplantation system received Southern Company the prestigious Smithsonian Award for the applica- tion of technology to the public sector. A coalition of Jeff Peoples is senior vice pres- leading philanthropists engaged Greg to develop a ident of Employee Services and strategy for community-based approaches to safe Labor Relations for Alabama drinking water. He was also a pioneer in early efforts Power. Peoples also serves as at e-government and helped to bring the nation’s executive vice president, chief classrooms online. administrative officer and AGL Services president for Southern Greg has earned a deep appreciation for the dynam- Company Gas and senior vice ics of the public sector, the opportunities it presents president of Operations Services for Southern Com- and the resilience it requires. He has written widely pany. In addition, Peoples provides leadership for on the theme, advising companies and governments West Region Human Resources at Southern Com- around the world on political and economic shifts. As pany, which includes Alabama Power, Mississippi Chairman of the Board of Directors of the Homeland Power, Southern Power and Southern Company’s Security and Defense Business Council, Greg helped Operations organization. strengthen the role of private industry in meeting the needs for national security and disaster response; At Alabama Power, Peoples is responsible for labor and for the Council for Excellence in Government, relations, safety, wellness, health and disability man- he co-chaired a group for the U.S. Department of agement functions and delivery of human resources Homeland Security to look at privacy and security products and services to Alabama Power employ- issues from the citizen’s perspective. He has also ees. At Southern Company Gas, he is responsible played a key role in establishing Deloitte’s own pres- for labor relations, environmental health and safety, ence in the federal market. technical training and corporate services. In his role with Operations Services, Peoples is responsible As a leader, Greg takes a collaborative, consen- for Southern Company’s Safety and Health Council, sus-driven approach, always challenging teams to human performance and the industrial and contract get beyond polarizing issues so they can focus on relations organizations. In addition, Peoples leads the choices they have to make. He attracts and men- Southern Company system efforts for labor relations, tors high potential, diverse professionals who seek to safety, and Power Delivery and Generation technical create their own impact on the market and the world. training. Greg has advised both business and governments on Peoples began his career with Southern Company how to gain advantage from changing talent demo- in 1984 as a chemical technician at Alabama Pow- graphics and presented his research on the eco- er’s Plant Miller. He progressed through a number nomics of women in the workforce at such places as of positions of increasing responsibility in the areas Harvard University and the United Nations. of compliance, human resources, training, workforce He always challenges the teams he leads as well as development and technical field services. In 2017, the clients he serves to define the leading edge and Peoples facilitated the negotiation of a national labor create what’s next. agreement between North America’s Building Trades 82 Council on Competitiveness Commission Community Launch Conference
Union and local contractors. The agreement provides multi-billion dollar procurement, risk and regulatory, favorable working conditions, significantly increases eCommerce/marketing leadership, product develop- opportunities to build political capital with national ment leadership at the enterprise and start-up levels, labor partners and allows for stronger governance and venture capital/Silicon Valley experience. at the local level with state labor leaders and con- tractors. In 2018, Peoples became a founding mem- Ms. Mary Remmler ber of the Alabama Power Council on Culture and Vice President for Strategic Planning and Analysis Inclusion, which focuses on strengthening a work- University of Delaware place environment of inclusion, respect and fairness, leveraging the diverse talents of all employees. Currently, at the University of Del- aware, Remmler works with Presi- Peoples serves on the board of directors for the dent and Vice Presidents to imple- Alabama Power Foundation, the Southern Company ments the goals and objectives as Gas Charitable Foundation, Southeast Labor and outlined in the Strategic Plan. She Management Public Affairs Committee, the National also oversees the Office of Institu- Utility Industry Training Fund, CPWR—the Center for tional Research and Effectiveness Construction Research and Training, and the Ala- (OIRE), which is responsible for bama Governor’s Labor-Management Conference. supporting executive decision-making and university He continues to serve as a leader on the Alabama planning by providing the president, provost, senior Power Council on Culture and Inclusion. administrators and deans with timely information and Peoples holds a bachelor’s degree in chemistry and data analysis. In addition, OIRE provides a variety biological science from Lee University in Cleveland, of statistical information, such as reports and data Tennessee. He and his wife, Rhoda, live in Hoover, about the university. Alabama. They have two daughters, Katelyn and At Stony Brook University, Remmler oversaw the Caroline. fiscal operations and financial planning of academic affairs. She was responsible for developing, reviewing Mr. Toby Redshaw and managing multiple budgets, advised the provost SVP, Enterprise Innovation & 5G Solutions on fiscal policy matters and worked closely with the Verizon provost and deans on preparation of the annual and Toby Redshaw is a global IT long-term budgets in collaboration with the universi- business transformation leader ty’s central budget office. She was also responsible who impacts P&L and improves for analyzing financial, enrollment and other planning business process and perfor- data to track progress toward the institution’s strate- mance across multiple industries. gic objectives. He is known for driving compet- Remmler worked at Stony Brook since 1990, when itive advantage through innova- she was first hired as an instructional support techni- tive, real-world IT strategy and cian in the Pulmonary Division of the School of Medi- speed-of-execution in high growth, high service, cine. After serving as assistant to the chief in the and high technology environments. With expertise Pulmonary Division, she became assistant dean of in modernizing IT and driving innovation across large biological sciences in 1994 and then assistant dean scale, complex, global channel and retail environ- for operations in the College of Arts and Sciences in ments, he consistently demonstrates that transfor- 1996. She joined the Provost’s Office in 1997. mation anchored in technology creates sustainable growth. Toby’s business and operational expertise includes hands-on M&A, acquisition integration, Participant Bios: Advisory Committee 83
At Stony Brook, she chaired and served on numer- Rosen earned her bachelor’s and master’s degrees ous committees, including committees on campus from the University of North Carolina at Chapel Hill. information security and on implementation of the She holds a Ph.D. in linguistics and cognitive science campus budget model, among others. She served from Brandeis University. on the Provost’s Advisory Group, a senior leadership Her primary research is in theoretical syntax, focusing team focused on strategic planning within Academic on the clausal functional architecture and its contri- Affairs, and a number of committees associated bution to argument and event interpretation. Her most with the Project 50 Forward Operational Excellence recent work has been on the inflectional agreement initiative, which aimed at supporting the university’s patterns and the structure of the verb phrase and future growth through administrative efficiency and noun phrase across diverse languages, but partic- incentivizing academic entrepreneurship. ularly in Blackfoot, a Plains Algonquian language Remmler holds an undergraduate degree in history spoken in northern Montana and southern Alberta. and a master of science degree in management and policy, all from Stony Brook University. Dr. John Sarrao Deputy Director—Science, Technology & Engineering, Dr. Sara T. Rosen and Chief Research Officer Dean, College of Arts & Sciences Los Alamos National Laboratory Georgia State University John Sarrao serves as the Deputy Sara T. Rosen, Ph.D., is dean of Director—Science, Technology, and the College of Arts & Sciences Engineering, and Chief Research and professor of applied linguis- Officer at Los Alamos National tics at Georgia State University. Laboratory (LANL). He leads the Dr. Rosen’s career in academic Laboratory’s mission and enabling leadership began at the Univer- science, technology, and engi- sity of Kansas, where she served neering capabilities. DDSTE spans as chair of the Department of the Laboratory’s directorates for Chemistry, Earth & Linguistics (2000–2007), dean of graduate studies Life Sciences, Global Security, Physical Sciences, (2007–2011), senior vice provost of academic affairs and Simulation and Computation. John also has (2011–2016), and interim provost and executive vice programmatic responsibility for LANL’s global secu- chancellor (2016) before coming to Georgia State rity (non-proliferation, counter-proliferation, emerg- in August 2016. As an academic leader, Dr. Rosen ing threats), DOE-Office of Science, and applied is known for promoting innovation in strategic plan- energy programs. John stewards LANL’s Laboratory ning and implementation, academic program review, Directed Research & Development (LDRD) program student support and administrative services, career and other institutional capability initiatives, including preparation, undergraduate curriculum reform, the Laboratory’s student and post-doc programs. graduate education, supporting growth of impactful Previously, John was the Principal Associate Director research across the disciplines, and diversity and for Science, Technology, and Engineering (PADSTE) equity initiatives. at LANL, leading the Laboratory’s STE capabilities in At Georgia State, Rosen has led the College of Arts supporting the Laboratory’s national security mission, & Sciences through organizational change in the and prior to PADSTE, was Associate Director for dean’s office to support strategic direction and faculty Theory, Simulation, and Computation. development, developed a comprehensive five-year strategic plan, and launched corporate partnerships to enhance student experiential learning opportunities. 84 Council on Competitiveness Commission Community Launch Conference
John has also held a number of leadership positions Dr. Schuette joined Lockheed Martin after 33 years within LANL’s materials community. His primary of federal service in the U.S. Departments of Defense research interest is in the synthesis and character- and Health and Human Services, the last ten as ization of correlated electron systems, especially a member of the Senior Executive Service. Most actinide materials. recently, he was the Director of Research (DOR) John was the 2013 winner of the Department of at the Office of Naval Research (ONR), where he Energy’s E.O. Lawrence Award and is a Fellow of the led the Discovery and Invention portfolio for the American Association for the Advancement of Sci- U.S. Navy and U.S. Marine Corps. In this capacity, ence (AAAS), the American Physical Society (APS), he led a $1B/year investment portfolio of basic and and Los Alamos National Laboratory. applied research and sponsored research in aca- demia, government and industry labs in the United John’s personal research and technical leadership States and across the globe. He also served as the career has emphasized national security science Science, Technology, Engineering and Math (STEM) from plutonium physics research to advanced mate- Director for the Department of the Navy, providing rials design and discovery to stewarding LANL’s high leadership and management of the department’s performance computing resources and simulation STEM investment. Prior to this role, he was the capabilities. Director of Innovation at ONR, where he success- John received a Ph.D. in physics from the University fully delivered high-payoff game-changing technol- of California, Los Angeles, based on thesis work per- ogy for the warfighter through management of the formed at LANL. He also has a M.S. in physics from Navy’s high-risk science and technology portfolio. the University of California, Los Angeles, and a B.S. He earned a bachelor’s degree, master’s degree and in physics from Stanford University. a doctorate in Electrical Engineering from Catholic University of America and is a 2009 Seminar XXI Dr. Lawrence C. Schuette Fellow from the MIT Center for International Studies. Director of Global Science and Technology His awards include the Secretary of Defense’s award Engagement for Exceptional Civilian Service, the Department of Lockheed Martin the Navy Distinguished Civilian Service Award, the Dr. Lawrence C. Schuette cur- Department of the Navy Superior Civilian Service rently serves as the Director of Award, the Department of the Navy Meritorious Global Science and Technol- Civilian Service Award, the Naval Unit Commenda- ogy. He joined Lockheed Martin tion, the Naval Meritorious Unit Commendation and on September 11, 2017, as the the American Red Cross Certificate of Extraordinary Director of Global Science and Personal Action. Technology Engagement. In this position, Dr. Schuette is respon- sible for creating and utilizing a global network of technical relationships to enhance Lockheed Martin’s engagement in the worldwide science, technology and innovation ecosystems, transition advanced tech- nology into the corporation, and accelerate customer technology adoption to create new and disruptive mission capabilities. Participant Bios: Advisory Committee 85
Dr. Edward Seidel Professor in the Department of Physics and a profes- Vice President for Economic Development sor in the Departments of Astronomy and Computer and Innovation Science, and at the Institute for Sustainability, Energy, University of Illinois System and Environment (iSEE) at Urbana-Champaign. Edward Seidel is the Vice Presi- Prior to returning to the University of Illinois, Seidel dent for Economic Development served as the senior vice president for research and Innovation for the University and innovation for the MIT Skoltech Initiative at of Illinois System. The System the Skolkovo Institute of Science and Technology is the state’s largest and most in Moscow. Previously, he directed the Office of comprehensive public university Cyberinfrastructure and served as assistant director system, with universities in Urba- for Mathematical and Physical Sciences at the U.S. na-Champaign, Chicago, and National Science Foundation. He also led the Center Springfield. The System’s three universities offer more for Computation and Technology at Louisiana State than 500 academic programs to more than 80,000 University and directed the numerical relativity group students. The System’s interactions with state, federal at the Max Planck Institute for Gravitational Physics and local governments, and the private sector are (Albert Einstein Institute) in Germany. significant and diverse. It is a $5.6B enterprise, with Seidel is a fellow of the American Physical Society an economic impact of almost $14B annually, and a and of the American Association for the Advance- sponsored research portfolio of nearly $1B. ment of Science, as well as a member of the Institute As Vice President for Economic Development and of Electrical and Electronics Engineers (IEEE) and Innovation, Dr. Seidel works closely with the presi- the Society for Industrial and Applied Mathemat- dent of the System to engage potential public and ics. His research has earned a number of awards, private partners and strengthen the links between including the 2006 IEEE Sidney Fernbach Award, higher education, research, and business to drive the Association for Computing Machinery’s Gordon innovation and stimulate economic development Bell prize, and the Heinz Billing Prize of the Max across the state of Illinois. He oversees the Sys- Planck Society. He received his Ph.D. in relativistic tem’s commercialization pipeline that helps bring astrophysics from Yale University, earned a master’s ideas to market, which includes the Offices of degree in physics at the University of Pennsylvania, Technology Management at Urbana-Champaign and received a bachelor’s degree in mathematics and Chicago; the early-stage technology invest- and physics from the College of William and Mary. ment firm, IllinoisVENTURES; EnterpriseWorks, the business incubator in Urbana-Champaign; and the U of I Research Park. Seidel is an award-winning researcher with a long record of leadership experience that includes three years as director of the National Center for Super- computing Applications in Urbana-Champaign, where he was among the original co-principal investiga- tors for Blue Waters, a federally funded project that brought one of the world’s most powerful supercom- puters to Urbana-Champaign. He is also a Founder 86 Council on Competitiveness Commission Community Launch Conference
Dr. Rodolfo H. Torres use of machine learning techniques to automatize Vice Chancellor for Research and Economic an award classification process related to the Higher Development Education Research and Development Survey University of California, Riverside (HERD) collected annually by the National Science Foundation (NSF). Torres’ research has been sup- Rodolfo H. Torres is the Vice ported by grants from the NSF, and he has given Chancellor for Research and numerous lectures and taught short courses around Economic Development at the the world. He has also received several awards for University of California, Riverside his efforts with students, including a Kemper Foun- (UCR). Before arriving to UCR in dation Excellence in Teaching Award. In 2013, Torres 2019, he was University Distin- was elected to the inaugural class of Fellows of the guished Professor of Mathemat- American Mathematical Society (AMS); in 2017, he ics at the University of Kansas was featured in the Lathisms Calendar of Latinxs (KU), where he served for more than six years in the and Hispanics in Mathematical Sciences and the Office of Research—first as Associate Vice Chancel- AMS; and in 2019, he presented a Congressional lor and then as Interim Vice Chancellor for Research Briefing, invited by the AMS and the MSRI. and President of the Kansas University Center for Research Inc. (KUCR). He is also a former Faculty Senate President at KU. He is currently co-chair of Dr. Marianne Walck the Human Resources Advisory Committee and a Deputy Laboratory Director for Science and member of the Board of Trustees of the Mathemat- Technology, and Chief Research Officer ical Sciences Research Institute (MSRI), Berkeley, Idaho National Laboratory California; and member of the Board of Directors of Dr. Marianne Walck provides the Institute for Research on Innovation in Science strategic leadership, direction and (IRIS), Ann Arbor, Michigan. Torres did his under- integration for research, science graduate studies at the Universidad Nacional de and technology at Idaho National Rosario, Argentina, received his Ph.D. in Mathematics Laboratory in her role as dep- from Washington University in St. Louis, and held uty lab director for Science and postdoctoral positions at the Courant Institute of Technology and Chief Research Mathematical Sciences of New York University and Officer. Formerly vice president the University of Michigan, Ann Arbor, before moving of Sandia National Laboratories’ California labora- to KU. tory, she has more than 25 years of DOE national Torres’ research interests include Fourier analysis laboratory technical leadership experience, including and its applications in partial differential equations, technical program leadership; research leadership; signal analysis, and biology. He specializes in the and line, personnel and site management. As vice study of singular integrals, function spaces, and president of Sandia’s California laboratory, Dr. Walck decomposition techniques and is most recognized was responsible for principal programs including for his work with various collaborators on several nuclear weapons stewardship; homeland secu- foundational aspects of the multilinear Calderón-Zyg- rity with a focus on defending against weapons of mund theory. Torres has collaborated with biologists mass destruction; combustion, transportation and to explain structural coloration phenomena in the hydrogen energy research; biology; and advanced tissues of animals, a work that received considerable computational and information systems. Dr. Walck scientific media attention, including articles in The also served as vice president in charge of Sandia’s New York Times, Science Magazine, and Discovery Energy and Climate Program, which encompasses a Channel online. In addition, he recently collaborated wide variety of energy technology programs, includ- with an economist and computer scientists on the ing renewable energy systems and energy infrastruc- Participant Bios: Advisory Committee 87
ture, climate and engineered systems, fossil energy, Brian also chairs the OSU Venture Development nuclear and fuel cycle, and transportation energy Fund Advisory Council. Over the past nine years, he systems. Earlier, she held a variety of research and has worked collaboratively with the OSU Foundation management positions at Sandia. She served on the to raise more than $6M in gap funding and sup- Sandia Research Leadership Team; created and led ported 35+ projects inside and outside of OSU. the Geoscience Research Foundation; was direc- Previously, he led the Office for Commercialization tor of the Geoscience, Climate and Consequence and Corporate Development (OCCD) at OSU, as well Effects Center; and was director of the Nuclear as holding numerous other roles since 2001. He cre- Energy and Global Security Technologies Center. ated OSU’s first equity policy, negotiated OSU’s first Dr. Walck serves on several advisory boards for equity license, built a team whose agreements have universities and technical institutes, including the quadrupled license revenue in the past ten years Texas A&M Energy Institute, and is a Senior Fellow and another team who have completed agreements of the California Council on Science and Technology. generating tens of millions in research, implementing She holds memberships in the American Geophysi- national best practices throughout the office. He also cal Union, the Seismological Society of America, the co-developed and launched OSU’s Accelerator as Association for Women Geoscientists, the American its first Interim Co-Director, bringing ideas to market Nuclear Society, and the American Association for by connecting innovators and entrepreneurs to the the Advancement of Science. She earned Ph.D. resources they need for success. In 2013, Entre- and M.S. degrees in geophysics from the California preneur named Corvallis as one of the top five best Institute of Technology and a bachelor’s degree in cities for entrepreneurs, citing the OCCD as a driver. geology/physics from Hope College. Brian has a passion for maximizing OSU’s innovation She and her husband have two sons. She volunteers and economic impact through educational programs, as a mentor, and enjoys judging student science fairs start-up commercialization and industry engagement. and performing as a violinist in community orchestras.
Mr. Brian Wall Associate Vice President for Research, Innovation & Economic Impact Oregon State University Brian is OSU’s Associate Vice President for Research, Innovation, and Economic Impact. In this role, he oversees the OSU Advantage initiative, a leading resource and steward for creating a strategic innovation economy in Oregon and beyond. He provides strate- gic leadership and directs operational oversight for innovation and entrepreneurship, intellectual prop- erty licensing and corporate agreements for Oregon State University’s research enterprise. 88 Council on Competitiveness Commission Community Launch Conference
Launch Conference Participant Bios Outreach and Engagement Committee
Ms. Diane Brown Business Group Global Business Operations team. Vice President, Global Business Operations Her responsibilities include Global Sales Operations Verizon Business Group. across all B2B Business Units (SMB, Large Enter- prise and Public Sector), Global CRM and Sales Diane is an accomplished exec- Technology and Automation, Global Strategic Cus- utive with extensive experience tomer Segmentation, Business Transformation and in leading global operations for Enablement, Global Sales Recognition Programs, Verizon Business Group, a $32B and Customer Engagement. business unit within Verizon. Ms. Brown’s achievements span Diane constantly fosters strong teamwork across the across 30 years at Verizon, and organization and has a strong ability to bring people she has delivered proven success together to work toward a common goal—dedicated in leading cross-functional teams of executives to ensuring that the right people across the business to drive breakthrough results and strategic transfor- are working and collaborating to produce the best mation in operations across all business segments. outcomes. Diane’s overall mission is to drive a cul- She gained expertise in B2B sales, marketing and ture of professionalism, financial discipline, success operations across the SMB, Public Sector and substantiated by measurable results, while managing Enterprise Markets. During her tenure at Verizon, customer growth and continuity across key business Diane has served as a thought leader and advised development initiatives. C-level executives during pivotal moments of stra- Diane is dedicated to driving employee engagement tegic transformation. As an effective communicator initiatives, embracing diversity and inclusion and across all levels of the organization, she demon- believes that a transparent organizational culture strates the ability to listen and respond to a wide is the key to evolving Verizon’s business model and variety of stakeholders to build trust, cultivate effec- processes to deliver value for customers and shar- tive strategic relationships across lines of difference eowners. She earned her Bachelor of Science in and conflict, and bring people together to operate in Marketing and Human Resource Management from an efficient way in pursuit of Verizon’s mission. Since the McIntire School of Commerce at the University joining Verizon, Diane has accumulated 19 years of of Virginia. In addition, she completed Project Man- Director-level and above experience in a variety of agement courses through George Washington positions, including Sales Leadership, Segment Mar- University. Diane is an executive mentor in Verizon’s keting, Marketing Operations, Business Intelligence Diverse Supplier Program, and she serves as the and Analytics, and Global Operations. Executive Chair for the Northeast Boys & Girls Club In her current role, Diane is leading the Verizon Youth of the Year Gala. Participant Bios: Outreach and Engagement Committee 89
Mr. Glenn Carter positions with the Abernathy MacGregor Group Vice President for Marketing and Communications Inc., the Charles A. Dana Foundation and the Paley University of Delaware Center for Media. A cum laude graduate of Vander- bilt University with a degree in English, Carter earned Glenn Carter currently serves as his master of science degree in integrated marketing the Vice President for Commu- communications, with a specialty in corporate public nications and Marketing at the relations, from Northwestern University. University of Delaware. Reporting directly to the President, he is responsible for the vision, imple- Ms. Sarah Chilton mentation and management of the Governmental Affairs Specialist University’s overarching communi- Idaho National Laboratory cation operations, including a recent institution-wide rebranding initiative. In this capacity, he oversees an Ms. Mary Larson Diaz enterprise-wide team responsible for storytelling and Interim Vice President for University Relations content development, design, editorial, brand strat- and Chief of Staff to the President egy, publicity, issues management, executive commu- The University of Texas at San Antonio nications, media production, digital amplification and Diaz served on the executive engagement. leadership teams at several of Prior to his current position, Carter was at 3M Com- her past institutions, including the pany in St. Paul, Minnesota, where he held several University of Missouri Kansas City leadership positions in global marketing communica- (UMKC), where she was Chief tions at the product, brand and corporate levels. Most of Staff from 2005–2007, and recently, he was responsible for elevating external Texas Tech University, where she and internal visibility of design as a competitive was Associate Vice President for global platform to strengthen 3M product quality, External Relations and Chief Communications Offi- business growth, customer experience and brand cer from 2009–2012. reputation. Previous roles focused on enhancing 3M More recently, Diaz served as Special Assistant to corporate brand awareness/relevance among target the President for External Relations at The Univer- audiences, as well as division-level B2C and B2B sity of Alabama, and Vice President for Marketing strategic and creative communications responsibil- and Communications at Baker University in Baldwin, ities supporting and driving customer acquisition, Kansas. At earlier points in her career, Diaz worked retention, brand loyalty and sales. He earlier held as a special assistant to Kansas City’s mayor (now 90 Council on Competitiveness Commission Community Launch Conference
U.S. Congressman) Emanuel Cleaver, and in various advises corporate leadership and the directors of the community affairs roles at Kansas City Power & Battelle-affiliated national laboratories on relevant Light Company. policy and budget matters. Currently Diaz is Vice President for Strategic Part- Before joining Battelle in 2008, Paul was Legisla- nerships at Two West Advisors, a financial services tive Director and science and technology advisor firm in Overland Park, Kansas. Her work there to U.S. Representative Judy Biggert (R-IL), a senior involved assisting with the launch of their higher member of the House Science and Technology education division and developing partnerships with Committee, former chairman of its Energy Subcom- the National Association of Intercollegiate Athletics mittee during the 108th and 109th Congresses, (NAIA) and statewide higher education associations. and co-founder of the House Research and Devel- Diaz’s career distinctions include serving as the pres- opment Caucus. In this capacity, Paul worked idential representative on committees of the Associ- closely with senior scientists and management at ation of Public and Land Grant Universities (APLU) Argonne National Laboratory—located in Biggert’s and The Coalition for Urban Serving Universities. district—to identify and advance the laboratory’s Her ability to build relationships within the university legislative priorities. community and among local civic leadership has Paul joined Biggert’s staff in 1999 after serving as a had impactful results, including the creation of Time legislative aide in the Washington, D.C., office of Illi- to Get it Right, a strategic plan for UMKC’s role as nois Governor Jim Edgar, where he was responsible Kansas City’s urban serving university. for state-federal relations on energy and environmen- While at UMKC, Diaz worked under Dr. Guy Bailey— tal issues. Originally from Rochester, Minnesota, and UTSA’s Provost from 1998–2005 and current pres- now residing in Alexandria, Virginia, Paul received a ident of The University of Texas Rio Grande Valley— Bachelor of Science in Business and Public Admin- where she first become familiar with UTSA. istration in 1997 from Drake University, and now serves on its Board of Trustees. Diaz holds a Masters of Science in Management from Baker University, and a Bachelor of Arts from Mr. Mark Harris Hastings College in Nebraska. She and her husband Director of External Engagements and Partnerships, Paco Diaz have a 21-year old son, Ryan, who is Discovery Partners Institute attending college in Kansas City. University of Illinois, Chicago
Mr. Paul Doucette Mark Harris is the director of Executive Director of Government Relations external engagements and part- Battelle nerships at the Discovery Partners Institute (DPI)—a collaborative Paul Doucette is Executive Direc- institute led by the University of tor of Government Relations Illinois System striving to be a cen- at Battelle, the world’s largest tral hub for R&D and talent. nonprofit research and develop- ment organization. In addition to Previously, Mark served as pres- managing Battelle’s government ident & CEO of the Illinois Science & Technology relations team and overseeing the Coalition (ISTC), a member-driven nonprofit that operation of the Battelle Washing- measures, connects and advocates for the Illinois ton Office, he is responsible for issues related to the innovation community. He also led the creation and U.S. Department of Energy’s Office of Science and growth of the affiliated Illinois Science & Technol- the National Nuclear Security Administration, and ogy Institute (ISTI), which runs impactful education Participant Bios: Outreach and Engagement Committee 91
programs that connect companies and universities Ms. Sarah Higgins with high school youth through research and prob- Deputy Director of Government Relations lem-based learning. Argonne National Laboratory Mark also served as deputy chief of staff for the Sarah Higgins is the Deputy State of Illinois, was an associate director for the Director of Government Relations Polsky Center for Entrepreneurship at the University at Argonne National Laboratory. of Chicago Booth School of Business, and served Based in Washington, D.C., Sarah in senior positions at the Illinois Department of Com- interacts with government agen- merce and Economic Opportunity (DCEO). cies, congressional offices and Mark holds a BS from the University of Illinois Urba- committees and assists in the na-Champaign and a MA from the University of development of collaborations Chicago. He serves on the board of Energy Foundry between industries, universities and other organi- and the Albany Park Theater Company, is a founding zations. Prior to joining Argonne, Sarah worked on member of the Steering Committee of the Illinois Capitol Hill in the U.S. House of Representatives Business Immigration Coalition, and is a member of and the U.S. Senate as a senior advisor for appro- the Economic Club of Chicago. priations, as well as science, technology and energy policy. She received a BA in Political Science and Mark is also an adjunct lecturer at the University of International Studies from Loyola University Chicago. Illinois-Chicago Department of Public Administration. In 2019, Sarah was selected to participate in the Strategic Laboratory Leadership Program at the Uni- Dr. Pam Henderson versity of Chicago Booth School of Business. Founder and CEO NewEdge, Inc. Mr. Rob Le Bras-Brown Pam Henderson, Ph.D., is founder Founder and CEO of NewEdge, Inc, a MaisonLBB Consulting growth strategy and design firm Rob is the founder of MaisonLBB strategizing in Opportunity Think- Consulting, working alongside ing to create growth opportunities CEOs in Europe and the United for start-ups through to Fortune States to help develop their busi- 500 companies. Pam pioneered ness strategy—delivering market- Disruptive Market Research, a ing leadership with a focus unique approach to identifying opportunities for dis- on brand purpose, positioning ruptive innovation. and narrative that informs emo- Originally on the faculty at Carnegie Mellon Univer- tive storytelling, exceptional communications and sity, Pam later worked with the national laboratory brilliant creative. system and Washington State University to commer- Rob teaches a masterclass on marketing and is an cialize early stage technologies. She publishes widely advisor at The Refiners in San Francisco and The on market insight, business and innovation strategy, Camp in Aix-en-Provence. He is an angel investor to and design and has received recognition in the a number of start-ups he advises in Boston, Silicon Harvard Business Review, Wall Street Journal and Valley and Los Angeles. NPR, and speaks internationally. Pam lives with her husband, three children, and dogs in Washington State. 92 Council on Competitiveness Commission Community Launch Conference
Previously, Rob was a member of the leadership Ms. Sophia Magill team of Nokia Technologies, a global leader in Director of Federal Relations, Office of the President creating the technologies at the heart of the con- Iowa State University nected world. Rob led Nokia’s consumer digital Sophia Magill serves as Director health business based in Paris as a product-focused of Federal Relations in the Office General Manager responsible for all product market- of the President at Iowa State Uni- ing, engineering development, operations, sales and versity. She advocates on behalf marketing, overseeing one of the broadest ranges of University priorities involving of consumer-connected health devices. Prior to this, federally sponsored research and Rob was CMO of Nokia Technologies with responsi- higher education policy, traveling bility for the overall marketing & design strategy. regularly to from Ames to Wash- Before joining Nokia, Rob was Global Head of Mar- ington, D.C. keting, Digital Experience and Innovation for HP Inc., Before joining the Office of the President in 2013, a $50B+ business that includes 3D and 2D printers, Sophia served as Special Assistant at the U.S. graphics solutions, managed-print services, personal Agency for International Development’s Bureau for computers and workstations. Rob was responsible Management in Washington, D.C. Sophia has pro- for global marketing of PCs and Print across con- fessional experience in government, higher educa- sumer and commercial channels, leading a 600+ tion, and the non-profit sector, including work in the marketing team activating end-to-end programs in Office of Admissions at Iowa State University, the 100+ markets across all major brands. In addition, Iowa House of Representatives, Iowa’s Office of the Rob led Customer Experience & Design developing Governor, and the White House. ID, UI and UX across all print platforms. She has an undergraduate degree in Political Sci- Prior to joining HP, Rob was Vice President at Pep- ence from Iowa State University, where she had siCo in R&D and marketing, and before that, he was the pleasure of serving as Student Body President. Vice President of Marketing at Revlon Cosmetics in Sophia also holds a Master of Public Administra- New York City. tion from the University of Illinois at Chicago. She is Rob studied Mechanical Engineering to Master’s active in a variety of university and civic boards and Level at Birmingham University in England and organizations, holding a variety of leadership roles. completed his post graduate studies in Advanced Sophia is Chair-Elect of the APLU Council on Gov- Design, Manufacture and Management at Cambridge ernment Affairs (CGA) and serves as the CGA Liai- University. son to the Board on Human Science. Rob holds numerous patents in functional utility and design. He works between Aix-en-Provence, New York, and San Francisco. Participant Bios: Outreach and Engagement Committee 93
Ms. Katie Paquet Relations, Sue works with the campus to establish Vice President of Media Relations and Strategic K-State’s state and federal legislative requests and Communications priorities in consultation with the President. Arizona State University Sue is a founding member of the Kansas Board of Katie Paquet is the Vice President Regents Council on Governmental Relations. She of Media Relations and Strategic also helped found the Big XII Council of Governmen- Communications at Arizona State tal Relations Officers. Sue serves as a member of University. She has responsibil- the Association of Public and Land Grant Universi- ity for planning, developing and ties Council on Governmental Affairs (CGA), includ- implementing strategies to further ing three terms on the Executive Committee and two the awareness and appreciation of terms as Secretary. Sue also served as the Agricul- ASU with diverse constituencies ture Authorization Team Lead and as a member of through a variety of mediums. the Agriculture Committee on Legislative Planning, which provides recommendations to Congress for Prior to joining ASU, Paquet was the Vice Presi- upcoming Farm Bills. In 2012, Sue was awarded the dent of Public Affairs and External Relations for the Marvin D. “Swede” Johnson Achievement Award, Arizona Board of Regents. She oversaw all commu- which is administered by the AACC, AASCU, APLU nications and government relations activities for the and CASE. board, serving as liaison with media, policymakers and the business, civic and educational community. Since the fall of 1992, Sue has served as an instruc- tor in the Kansas State University Political Science She previously held leadership positions with AT&T Department. Inc., the Chicago-based public affairs firm Jasculca Terman and Associates, and the Office of the Illinois Sue earned a Bachelor of Science degree from Lieutenant Governor. She graduated from DePaul Kansas State University, a Masters in Public Admin- University with a bachelor’s degree in political sci- istration from the University of Kansas, and a Doctor ence. of Philosophy from Kansas State University. Sue is married to Charlie, Senior Associate Athletic Dr. Sue Peterson Director for K-State. They reside in Manhattan. Chief Government Relations Officer, Assistant to the President Dr. Melanie Roberts Kansas State University Director of State and Regional Affairs Sue serves as Chief Government Pacific Northwest National Laboratory Relations Officer, Assistant to Melanie joined Pacific Northwest the President of Kansas State National Laboratory (PNNL) in University. She has served in this 2018 as director of state and capacity since 1989, moving to regional affairs. She interfaces her alma mater from the Office of with state government, associa- Kansas Governor Mike Hayden. In tions, and other partners to boost her role at K-State, Sue has direct regional leadership in science, responsibility for all Kansas State University liaison technology, engineering, and activities with the Kansas Legislature, Kansas execu- mathematics (STEM) research, education, and inno- tive branch agencies and the Kansas Congressional vation and to identify opportunities for the region delegation. As K-State’s Director of Governmental to help advance PNNL’s mission. 94 Council on Competitiveness Commission Community Launch Conference
Roberts began her career as a scientist. However, seven years in several capacities related to federal she soon transitioned to policy after being awarded food and nutrition policy. She focused primarily on a science and technology policy fellowship by the child nutrition program and policy development. Her American Association for the Advancement of tenure with the USDA culminated in a year assign- Science (AAAS) to work in the U.S. Senate and the ment serving as a policy advisor and special assis- National Science Foundation. During the last decade, tant to the Under Secretary of Food, Nutrition, and Roberts has helped scientists and engineers collabo- Consumer Services, with responsibilities related to rate across disciplines and sectors to tackle complex administering the 15 federal nutrition programs and challenges. She founded and directed an AAAS- the Center for Nutrition Policy and Promotion, as well hosted national leadership program that recruited as engaging with the U.S. Congress and the admin- teams of graduate students to address issues in istration. Gabrielle then went to the House of Repre- their communities. She also spent time as assistant sentatives, where she served for the 111th Congress director of the BioFrontiers Institute at the University as a policy advisor to the Chairman of the Committee of Colorado and as an independent consultant. on Education and Labor. During this time, Gabrielle Roberts has served on numerous advisory commit- oversaw the development and enactment of compre- tees, including the Committee on Graduate STEM hensive legislation authorizing the federal child nutri- Education for the 21st Century at the National Acad- tion programs. And, after leaving the Hill, Gabrielle emy of Sciences. She is a 2018 graduate of Leader- oversaw federal government relations for a national ship Tomorrow, a program that cultivates civic leaders non-profit organization focused on public health. in the Puget Sound region. Originally from Florence, Oregon, Gabrielle graduated Roberts earned her Ph.D. in neuroscience from the from OSU in 2003 with a degree in public health. University of Washington. She holds a master’s degree in food policy and eco- nomics from Tufts University, the Friedman School of Nutrition Science and Policy. Ms. Gabrielle Serra Director of Federal Affairs, Government Relations Ms. Dana Topousis Oregon State University Chief Marketing and Communications Officer, Gabrielle Serra joined Oregon Strategic Communications State University’s Government University of California, Davis Relations team in fall of 2014 to serve as Director of Federal Dana Topousis is chief marketing Affairs. In her role, Gabrielle works and communications officer at with the administration and federal the University of California, Davis. agencies and federal legislators, She leads the Strategic Commu- as well as national partner organi- nications department for the Davis zations. Her focus is to engage federal policy makers campus, including undergradu- and program officials on issues and opportunities ate admissions marketing, and important to the success and potential of OSU and oversees UC Davis Health Public our community, including priorities ranging from stu- Affairs & Marketing on the Sacramento campus. She dent access, fundamental and applied research, to is a member of the Chancellor’s Leadership Council. outreach and extension. In 2018, Dana’s team was recognized with four Gabrielle brings more than a decade of experience national Circle of Excellence awards (one gold, working with the federal government in Washington, two silver and one bronze) and 11 regional awards D.C. She began her career with the U.S. Depart- (six gold, three silver, two bronze) from the Council ment of Agriculture, where she served for nearly for Advancement and Support of Education (CASE). Participant Bios: Outreach and Engagement Committee 95
Dana serves as chair of the Association of Public Ted previously served as Deputy Commissioner & and Land-grant University’s Council on Strategic Chief Operating Officer for the State of Tennessee Communications. Department of Economic and Community Develop- In her previous role leading public affairs at the ment (TNECD), where he oversaw the department’s National Science Foundation in Arlington, Va., Dana day-to-day affairs. During his nearly seven years with and her team launched and expanded a variety the Haslam Administration, TNECD announced over of science communication and social media plat- 1,100 projects committing 155,000 new jobs backed forms, created the agency’s first free iPad app, and by more than $32B in private sector capital invest- developed the agency’s first public communications ment. and media policy. She also accompanied journalists Prior to his becoming Chief Operating Officer, Ted to Antarctica and participated in the launch of was Assistant Commissioner of Strategy, where a $200M research vessel. he provided management over multiple divisions She worked as the first communications director to include Innovation, Small Business, Rural Devel- for the National Oceanic and Atmospheric Admin- opment, Federal Programs and the department’s istration (NOAA) National Marine Protected Areas Center for Economic Research in Tennessee Center. She is proud to have served as a Peace- (CERT). Governor Haslam appointed Ted as his Corps volunteer in Kenya, where she worked with board designee to the Delta Regional Authority and a microcredit organization in a small community out- the Appalachian Regional Commission. Governor side Nairobi. Haslam also appointed Ted as his proxy to the State Workforce Development Board where he served for Dana earned her master’s degree in writing fro two years in that capacity. Mr. Townsend also served Johns Hopkins University and her bachelor’s degree the department as TNECD first Regional Director in business and communication from the College of over the Greater Memphis Region. St. Scholastica in Duluth, Minnesota. Before joining TNECD, Ted was the co-founder and Chief Operating Officer of arGentis Pharmaceuticals, Mr. Ted Townsend Inc., of Memphis, a privately-held bio-pharmaceutical Chief Economic Development and Government company involved in the licensing, development and Relations Officer commercialization of therapies for auto-immune and University of Memphis ophthalmic diseases. During his tenure, the company Ted Townsend joined The Univer- successfully raised $2M in capital from angel and sity of Memphis in 2018 as the first institutional investors, obtained Orphan Drug Desig- ever Chief Economic Development nation in the United States and EU, and assisted in and Government Relations Offi- the build-out of the company’s international patent cer and serves on the President’s portfolio. Council. Ted leads the University’s He is a proud graduate of the University of Memphis economic development activities and was a member of Leadership Tennessee Class in Memphis and Jackson to include V and the Leadership Memphis Executive Program attracting and retaining university-area businesses 2019. Ted presently serves on the board of directors that provide internship and workforce opportunities for of arGentis, as Secretary/Treasurer of the Economic students. He also oversees the University Neighbor- Club of Memphis, the YMCA of Memphis & The hoods Development Corporation, the UMRF Research Mid-South, Leadership Memphis, the Memphis Urban Park and the Government Relations and Policy Divi- League Guild and is the current Chairman of the sion. In this role, Ted leads a team that is dedicated Board for Life Science Tennessee. to the vibrancy and mission fulfillment of the university through business and policy development. 96 Council on Competitiveness Commission Community Launch Conference
Launch Conference Participant Bios Working Group 1: Developing & Deploying at Scale Disruptive Technologies
Dr. Ramprasad Balasubramanian omy. He has worked on several externally funded Associate Provost for Decision Support projects focusing on integration of wireless sensors and Strategic Initiatives into decision-support systems, sensor processing, University of Massachusetts Dartmouth sensor fusion and autonomous underwater vehicles autonomy. His research work has been well funded, Dr. Ramprasad Balasubrama- primarily by the Office of Naval Research (ONR), nian (Ram Bala) is the Associate the National Science Foundation (NSF) and the Provost for Decision Support and U.S. Department of Transportation (USDoT). He is a Strategic Initiatives at the Univer- member of IEEE, IEEE Computer Society and ACM. sity of Massachusetts Dartmouth. He received his BSc in Mathematics from the Uni- In his capacity, he is implement- versity of Madras, Chennai, India, an MS in Applied ing evidence-based decision Mathematics from the University of Toledo, an MS processes on all aspects of the in Operations Research from the University of Ken- university operations from enrollment, retention, bud- tucky, and Ph.D. in Computer Science and Engineer- get-allocation and program evaluations. He created ing from the University of South Florida, and holds and leads the University’s Marine and UnderSea the rank of Professor in the Department of Computer Technology (MUST) Research Program. MUST was and Information Science at UMass Dartmouth. created in collaboration with the Naval Undersea Warfare Center (NUWC), Newport, RI, in an effort to unify academic research and industry collaborations Ms. Margaret Brooks to meet the needs of the U.S. Navy. He has exten- Sr. Manager, Enterprise Innovation and 5G Solutions sive academic administrative experience serving as Verizon an Associate Dean and Interim Dean of the College Margaret Brooks is currently a Sr. of Engineering at UMass Dartmouth, overseeing Manager in the Enterprise Inno- all aspects of academic administration and taking vation and 5G Solutions team seven programs through ABET accreditation in responsible for working with our the fall of 2016. He has built an externally-funded customers and partners on how research program in excess of $5M. His specializa- 5G solutions will improve their tions include Artificial Intelligence, Computer Vision business in the future, enhancing and Mobile Robotics. He specifically works on data customer’s innovation capabilities visualization methods, decision support systems, with customer labs, assisting with sales enablement pattern recognition, computer vision, autonomous and planning for the future horizons with 5G. Prior systems, mobile robotics and multi-vehicle auton- to joining the 5G team, Margaret was responsible Participant Bios: Working Group 1 97
for developing and leading the governance, risk and Mr. Dave Copps compliance program for direct sales and channel CEO partners in a newly formed Operational Assurance Hypergiant Sensory Sciences team. Margaret initiated and executed an integrity Dave Copps is a self-described program experienced by more than 5,000 employees serial entrepreneur, technologist in Verizon Enterprise Solutions, resulting in excellent and start-up guy focused on the feedback and improvements in integrity awareness role that Machine Learning and AI and willingness to call for help. Margaret’s initial role will play in transforming markets at Verizon was as the customer success lead for and the world. For the past 15 the sales SVP, turning around challenged accounts, years, he has founded, launched improving relationships and resolving customer and sold two companies focused issues on assigned accounts. on machine learning and artificial intelligence. Margaret has 25+ years of senior leadership experi- Today, he serves as CEO of Hypergiant Sensory Sci- ence. While at CA Technologies, she held Vice-Pres- ences (formerly BamAI!). He is re-joining long-time ident Positions in solution sales, pre-sales, customer time business partner, Chris Rohde, in a company success, technology partners, product management that is on a mission to change the way machines see and professional services. While responsible for and sense the world. more than 40 global online communities, Margaret was a co-author of a book on developing B2B social Sensory Sciences is an independent software com- communities. pany that is part of the Hypergiant AI industrial complex, a syndicate of AI companies dedicated Margaret has her B.S. in Health Education from to building the world’s best brand for AI products and the University of Alabama. She has participated on services. Both the commercial and federal practices the Advisory Council for the Council on Competi- of Hypergiant Industries will be partners with Sen- tiveness’s Energy and Manufacturing Competitive sory Sciences, helping to take our products to mar- Partnership Cybersecurity initiative and is a member ket. They are also building a shared services layer of the Working Group team for the National Commis- across the companies helping with sales, marketing, sion on Innovation & Competitiveness Frontiers. Mar- PR and solutions services. Dave’s good friend Ben garet is the Chairman of the Scholarship Committee Lamm, who founded Hypergiant, is also a founding for the local Bama in Atlanta Chapter, awarding five member of Sensory Sciences and a member of our scholarships each year. Board of Directors. 98 Council on Competitiveness Commission Community Launch Conference
Dave Copps received his BA from the University extensively adopted by both commercial and open of North Texas in Industrial Anthropology/Corpo- source CFD software packages. She is a Fellow rate Culture. He is an invited member of the Aspen of AAAS, AIChE and ASEE. Major awards include Institute’s Roundtable on AI and a frequent speaker AIChE’s Particle Technology Forum’s Lifetime at MIT’s EmTech conferences and other events Achievement Award, a Fulbright Senior Research centered around machine learning, AI, Augmented Scholar Award, AIChE’s Thomas-Baron Award in Intelligence and disruptive technologies. Fluid-Particle Systems, ASEE’s Chemical Engineer- He is an active mentor of the Partner Fund at Capital ing Lectureship Award, ASEE’s CACHE Award for Factory, an investor at the Health Wildcatters, and Excellence in Computing in Chemical Engineering Dallas Entrepreneurs Center (DEC) and an Entrepre- Education, ASEE’s Sharon Keillor Award for Women neur in Residence at the University of Texas, Dallas. in Engineering, and the NSF Presidential Young Investigator Award. Professor Curtis received her Ph.D. in Chemical Engineering from Princeton Uni- Ms. Candace Culhane versity (1989) and her BS in Chemical Engineering Program/Project Director from Purdue University (1983), where she has been Los Alamos National Laboratory awarded Distinguished Engineering Alumnae. Candace Culhane is an employee of Los Alamos National Labs and Mr. Eric Cylwik provides strategic coordination of Virtual Construction Engineer, Sr. the National Strategic Computing Sundt Construction Initiative for LANL. She previously worked at DARPA to help launch Eric Cylwik is a virtual construc- the High Productivity Computing tion engineer for Sundt Construc- Systems Program, which stimu- tion. Before working exclusively lated industry to produce the Cray CASCADE line for the Heavy Civil division, Cylwik of supercomputers. focused on adapting Building Information Modeling (BIM) mod- She obtained her MS in Computer Science from els from the office to the field for the University of Maryland at College Park and is a Sundt’s Concrete Group. He now member of the Advisory Board for the ACM’s Spe- focuses on creating virtual construction models that cial Interest Group on High Performance Computing highlight technology’s capability to enhance the way (SIGHPC). construction is performed in the field. Focusing on infrastructure, Cylwik has been able to capitalize on Dr. Jennifer Curtis parametric modeling to create construction-quality Distinguished Professor of Chemical Engineering models that are used in the office and on the jobsite. and Dean of the College of Engineering Cylwik helped Sundt procure more than $1B University of California, Davis of alternative delivery method projects. He graduated from Arizona State University with a degree in design Jennifer Sinclair Curtis is Distin- studies with an emphasis in digital visualization. guished Professor of Chemical Engineering and Dean of the College of Engineering at the University of California, Davis. Her research focuses on the devel- opment and validation of particle flow models which have been Participant Bios: Working Group 1 99
Mr. Andre Doumitt Embassy in Paris; and positions at the U.S. Depart- Director of Innovation Development, iLab ment of Commerce and with the Coordinating Com- The Aerospace Corporation mittee for Multilateral Strategic Trade Control. Andre Doumitt is the Director of Innovation Development in the Dr. Gloria Gonzalez-Rivera iLab at The Aerospace Corpo- Professor of Economics ration. Previously he served as University of California, Riverside president and founder of Digi- Gloria Gonzalez-Rivera is Profes- tal AdopXion LLC, a consulting sor of Economics at the University company focused on transitioning of California, Riverside. She has R&D technology in the airborne been the Chair of the Econom- and space-based data collection and processing ics Department (2003–2008) domain into new commercial and military programs. of UC Riverside, and she is the Doumitt served as President and CEO of Geosem- President and elected director ble Technologies, an In-Q-Tel funded start-up spun to the board of the International out of the University of Southern California’s Com- Institute of Forecasters. Professor Gonzalez-Rivera puter Science department. Geosemble developed received her Ph.D. from the University of California and sold technology to automatically integrate open San Diego, where she wrote her dissertation under source text into satellite imagery and maps, and was the supervision of 2003 Nobel Laureate Professor acquired in 2012. Robert F. Engle. Her research focuses on the devel- Previous to that role, Doumitt spent five years with opment of econometric and forecasting methodol- BAE Systems in a variety of executive management ogy, with applications in financial markets, volatility roles focused on fly-by-wire flight control systems, forecasting, risk management and agricultural mar- integrated GPS/navigation sensor systems and dig- kets. Her research has been published in top venues ital map systems with U.S. and international aircraft such as Journal of Econometrics, Journal of Busi- operators. Before that, Doumitt spent two years with ness and Economic Statistics, Journal of Applied the Italian/U.S. joint venture Bell Helicopter/Agusta Econometrics, International Journal of Forecasting, Aerospace, and four years with The Boeing Com- and the Handbook of Empirical Economics and pany developing industrial relationships with inter- Finance, among others. She has also written a national suppliers for Boeing’s military and civilian textbook in forecasting, Forecasting for Economics helicopter programs. and Business, published by Routledge/Taylor and Francis Group, which has received great reviews. Doumitt spent three years as a principal of technol- ogy start-up company Ecotech International where, Professor Gonzalez-Rivera is a Fulbright Scholar, as Director of Business Development, he created and she was awarded the UC Riverside University new joint ventures and licensing agreements for his Scholar distinction (2007–2011) for her research U.S.-based commercial customers. As a technology and teaching contributions as well as several teach- start-up, Ecotech was part of the Arizona Technol- ing awards at UC San Diego. In 2015, she was ogy Incubator and successfully graduated from that awarded an honorary Chair of Excellence by Banco program. Doumitt has also held several international de Santander/Universidad Carlos III, Madrid (Spain). positions, including a market research consulting She is Associate Editor for the International Journal role at an Australian research firm based in Hong of Forecasting and for The American Statistician, Kong; a Japanese prefectural government position and a guest co-editor for Advances in Economet- in Tokyo; a consular support staff role at the U.S. rics. Her research has been funded by the National 100 Council on Competitiveness Commission Community Launch Conference
Science Foundation, the California Native Indian Ms. Maggie Hallbach Gaming Association, the International Institute of Vice President—State, Local & Education Markets Forecasters/SAS, the University of California ANR, Verizon Business Group and the A.P. Giannini Foundation. She is also a mem- Maggie Hallbach is vice presi- ber of the Scientific, Technical, and Modelling Peer dent of state, local, and education Review Advisory Group to the South Coast Air Qual- markets for Verizon. In this role, ity Management District in Southern. California. She she manages a nationwide team is an active referee and reviewer for many economic, responsible for developing solu- business, and statistics journals and for national and tions to address the increasingly international agencies such as the USA National Sci- complex requirements of state ence Foundation and the European Research Coun- government, local government, cil. She has been a consultant for the hedge fund and education clients. Maggie and her team focus on industry, and the government-sponsored enterprise using Verizon’s industry-leading portfolio of advanced in topics such as mortgage securitization, subordi- communications and IT solutions, including cloud, nated debt, and risk management. security and networking, to meet the needs of these public sector customers and the citizens they serve. Mr. Ryan Haines Virtual Construction Application Developer With more than 20 years with Verizon, Maggie has Sundt Construction held a variety of roles where she has responsibility for delivering customer experience enhancements Ryan Haines is a Virtual Construc- and increasing shareholder value. She also headed tion Developer with Sundt Con- Verizon’s Lean Six Sigma efforts to drive ongoing struction, building and delivering business transformation and process improvement frontline solutions to the business. across Verizon Enterprise Solutions. He is an innovator and builder at heart. Ryan’s career in construc- Maggie earned a Master of Business Administra- tion began some 15 years ago, tion in marketing and finance from the University working in the field with his father of Maryland’s Robert H Smith School of Business on residential and commercial projects. He went and holds a Bachelor of Arts in history from Brown on to achieve his BS degree in Mathematics from University. Arizona State University. Now coupling his formal education in mathematics with his field experience in construction, Ryan enjoys connecting the digital to the physical. He believes in automating tradition- ally pain-staking tasks to drive business results, including worker engagement. Outside of work, Ryan enjoys being in nature, includ- ing hiking, hunting and fishing. Participant Bios: Working Group 1 101
Dr. Alan R. Hevner Dr. Nathan Hillson Distinguished University Professor and Eminent Computational Staff Scientist and Department Head Scholar of Biodesign Citigroup/Hidden River Chair of Distributed Lawrence Berkeley National Laboratory Technology Dr. Hillson earned his Ph.D. in Information Systems and Decision Sciences Biophysics from Harvard Medical Muma College of Business School. He did his postdoctoral University of South Florida work in Developmental (Micro) Alan R. Hevner is a Distinguished Biology at Stanford University University Professor and Emi- School of Medicine. Dr. Hillson’s nent Scholar in the Information work has spanned the realms of Systems and Decision Sciences the private (notably as co-founder Department in the Muma Col- and Chief Scientific Officer at TeselaGen Biotech- lege of Business at the University nologies, Inc.) and public biotechnology sectors. As of South Florida. He holds the Department Head of BioDesign within the Biological Citigroup/Hidden River Chair Systems & Engineering Division, Dr. Hillson leads of Distributed Technology. Dr. Hevner’s areas of scientists and engineers within Lawrence Berkeley research interest include design science research, National Laboratory whose domain expertise spans digital innovation, information systems development, synthetic biology, metabolic engineering, microbiol- software engineering, distributed database systems ogy, microbial communities, software engineering, and healthcare systems. He has published more than and laboratory automation engineering. As overall 250 research papers on these topics and has con- Principal Investigator of the U.S. DOE Agile Bio- sulted for a number of Fortune 500 companies. foundry, Dr. Hillson leads an even broader group of scientists and engineers distributed across seven Dr. Hevner received a Ph.D. in Computer Science U.S. DOE National Labs toward the development from Purdue University. He has held faculty positions of a public infrastructure that enables the private at the University of Maryland and the University of sector to reduce the cost and accelerate bioprocess Minnesota. Dr. Hevner is a Fellow of the Ameri- commercialization timelines (from conception to pro- can Association for the Advancement of Science cess scale up and deployment). This infrastructure (AAAS), a Fellow of the Association for Information complements discovery engines (such as the Joint Systems (AIS), and a Fellow of IEEE. He is a mem- Genome Institute, to which Dr. Hillson also contrib- ber of ACM and INFORMS. Additional honors include utes), by enabling the discovered (yet small scale, selection as a Parnas Fellow at Lero, the Irish soft- lo titer/rates/yields) pathways to be more quickly and ware research center, a Schoeller Senior Fellow at reliably optimized and scaled. Efforts are supported Friedrich Alexander University in Germany, and the by DOE-funded entities, including the DOE Agile 2018 Distinguished Alumnus award from the Pur- BioFoundry, DOE Joint BioEnergy Institute and DOE due University Computer Science Department. From Joint Genome Institute, as well as by industry-spon- 2006 to 2009, he served as a program manager sored collaborations. at the U.S. National Science Foundation (NSF) in the Computer and Information Science and Engineering (CISE) Directorate. 102 Council on Competitiveness Commission Community Launch Conference
Mr. Raaj Kurapati engineering from Princeton and both his M.S. and Executive Vice President for Business and Finance, Ph.D. in chemical engineering from Caltech. He also and Chief Financial Officer completed a postdoc in Caltech’s Biology Division University of Memphis and spent several years at the Biotechnology Insti- tute at the ETH in Zurich Switzerland. Mr. Kurapati is Executive Vice President for Business and Previously, he was on the faculty at Cornell Univer- Finance and Chief Financial Offi- sity, where he held the titles of Samuel C. and Nancy cer at the University of Memphis. M. Fleming Chair Professor, Professor in the School Before joining the University of of Chemical and Biomolecular Engineering, Director Memphis, Raaj Kurapati previously of the Cornell Institute for Biotechnology, and Direc- held the positions of Vice Presi- tor of the New York State Center for Life Science dent for Finance and Chief Finan- Enterprise. cial Officer for Texas A&M University—Kingsville and He is a Fellow of the American Association for Associate Vice Chancellor for Financial Services and the Advancement of Science and of the American Business Operations for the University of Alaska in Institute for Medical and Biological Engineers. His Fairbanks. He also served as Vice President & Chief research expertise is in systems and synthetic biol- Financial/Compliance Officer/Vice President & ogy applied to biopharmaceutical manufacturing, Chief Internal Auditor for the Bank of FSM in Pohn- as well as in the diagnosis and treatment of Alzhei- pei, Micronesia, and Senior Auditor for Deloitte & mer’s disease. Touche in Saipan and Guam/Micronesia. Kurapati earned his bachelor of business administra- Dr. Edlyn Levine tion (BBA) from East Texas Baptist University with Lead Physicist, Emerging Technologies Group a concentration in management and accounting. He The MITRE Corporation, and is an accredited investment fiduciary, as well as an Research Associate, Department of Physics accredited investment fiduciary analyst, and serves Harvard University on various finance and education boards. Edlyn V. Levine, Ph.D. is a Lead Physicist in the Emerging Tech- Dr. Kelvin H. Lee nologies Group at the MITRE Gore Professor of Chemical and Biomolecular Corporation. Her research at Engineering MITRE focuses on tackling University of Delaware, and advanced technical challenges Director and expanding scientific fron- National Institute for Innovation in Manufacturing tiers in the interest of National Biopharmaceuticals Defense. She leads MITRE’s Academic Engagement Dr. Kelvin H. Lee is Gore Profes- effort, focused on building research relationships sor of chemical and biomolecular across universities and Federally Funded Research engineering at the University of and Development Centers. She holds these positions Delaware. He currently serves as jointly with a Research Associateship in the Depart- Director of the National Institute ment of Physics at Harvard University. for Innovation in Manufacturing Dr. Levine has been awarded for her scientific work Biopharmaceuticals (a Manufac- with nationally competitive fellowships—the NSF turing USA Institute), and he previ- Graduate Research Fellowship and the National ously served as director of the Delaware Biotechnol- Defense Science and Engineering Graduate Fel- ogy Institute. Dr. Lee received a B.S.E. in chemical lowship—and is a multi-year awardee of the MITRE Participant Bios: Working Group 1 103
Innovation Program grant. She serves as a member Board focusing on investment of University technol- of the Executive Committee for the American Phys- ogies. A Phi Beta Kappa graduate of the College ical Society (APS) Forum for Industrial and Applied of Wooster, Dr. Margida received a Ph.D. in organic Physics, and as an Associate Editor of the Harvard chemistry from the University of Akron and his busi- Data Science Review. ness education from the University of North Caroli- na’s Kenan-Flagler Business School. Dr. Anthony J. Margida CEO Dr. Carolyn C. Meltzer TechGrit William P. Timmie Professor Dr. Anthony J. Margida, Ph.D., Chair of Radiology and Imaging Sciences Founder & CEO, visionary and Executive Associate Dean of Faculty Academic accomplished entrepreneurial eco- Advancement, Leadership and Inclusion system architect, brings energy Emory University School of Medicine and expertise to customizing Dr. Meltzer is the William P. Timmie start-up programing for communi- Professor and Chair of Radiology ties, universities and corporations. and Imaging Sciences and Exec- His depth of experience spans utive Associate Dean of Faculty business accelerator design, equity investment, Academic Advancement, Leader- private/public partnerships, company formation, and ship and Inclusion at Emory Uni- organization sustainability. As CEO of Akron Global versity School of Medicine. She Business Accelerator, he envisioned and spear- is a neuroradiologist and nuclear headed its transformation into an entrepreneurial medicine physician whose translational research super-hub, creating 450 new jobs and securing has focused on serotonin-mediated brain function $75M in equity investment while winning $10M in normal aging, dementia and other late-life neuro- in grant funding to ensure multi-year operations. psychiatric disorders. She is also involved in onco- logic imaging research and, while at the University His career in innovation has focused on developing/ of Pittsburgh, oversaw the clinical evaluation of the commercializing new technologies and the creation world’s first combined PET/CT scanner. Dr. Meltzer of companies spanning the specialty chemical, has authored approximately 200 publications and advanced material, cleantech/energy, nano-tech, IT lectured nationally and internationally. and medical device industries. As Director of Tech- nology at HB Fuller, he led development and global Reflective of her commitment to academic medicine, commercialization of a water-based footwear adhe- Dr. Meltzer has served in numerous national lead- sive offering an alternative to a highly abused toluene ership roles and professional and advisory boards, based staple. His Magnetorheological Fluid (MR) pat- including the administrative board of the AAMC ents are widely cited and are core to GM’s Magneride Council of Faculty and Academic Societies, Advi- suspensions on more than one million vehicles. sory Council for the National Institute for Biomedical Imaging and Bioengineering, American College of A nationally recognized thought leader, Dr. Margida Radiology Board of Chancellors, Radiological Society serves on the Council on Competitiveness, a non-par- tisan recommending organization for U.S. policy. He of North America R&E Foundation Board, Secre- is President of LaunchTown Experience™, a program tary-Treasurer for the Society for Chairs of Academic designed to promote entrepreneurship for Ohio’s Radiology Departments, and Executive Committee college and university students. He has served on the of the International Society of Strategic Studies in Akron ARCHAngels Deal Flow Committee and the Radiology. She is a past president of the American University of Akron Research Foundation Spark Fund Society of Neuroradiology and Academy for Radiol- ogy and Biomedical Imaging Research. Her contri- 104 Council on Competitiveness Commission Community Launch Conference
butions to academia have been recognized with the Prior to Argonne, Mr. Morin worked with Gillum Strat- AUR Gold Medal, ASNR Outstanding Researcher egy Partners, leading a variety of client engagements Award, ASNR Gold Medal, and RSNA Outstanding solving business strategy and commercialization Contributions in Research Award. challenges; was a Program Manager for Northrop Grumman on the P-8 Poseidon program, and com- Highly engaged in professional and leadership pleted a Navy career as a P-3 Orion flight officer, development and promoting inclusion, Dr. Meltzer leading a variety of research and development has individually mentored more than 60 pre- and activities on advanced P-3 avionics and software post-doctoral trainees and junior faculty. Under her programs. leadership, the Emory Radiology Leadership Acad- emy was founded and has now graduated more than Mr. Morin holds a B.S. from the U. S. Naval Academy, 100 professionals. an M.S. in Aeronautical Engineering from the Naval Postgraduate School and an M.B.A. from the Univer- Dr. Meltzer received her medical degree from The sity of Chicago Booth School of Business. Johns Hopkins School of Medicine and completed her postdoctoral medical training at The Johns Hopkins Hospital in Baltimore, Maryland. She is Mr. Marcus Owenby board-certified in both Diagnostic Radiology and AVP Innovation and Customer Experience Nuclear Medicine, with subspecialty certification AT&T VRIO Corporation in Neuroradiology and advanced training in positron Marcus Owenby is responsible for emission tomography (PET), and participated as a Product Management and Devel- Fellow in the prestigious Hedwig van Ameringen opment at AT&T’s VRIO Corpora- Executive Leadership in Academic Medicine Pro- tion. VRIO Corporation is focused gram for Women (ELAM). She is a fellow of the on bringing the highest quality American College of Radiology and the American Sports and Entertainment to all of College of Neuropsychopharmacology. Latin America. Marcus has devel- oped and built a high performing Mr. Gregory Morin teams and platforms that drive adoption of Multi- Director for Strategy Screen Over The Top Television, Addressable Adver- Argonne National Laboratory tising across Latin America. With regionally popular mobile & web applications such as DirecTV Sports Greg Morin is the Director for and Play and the newly launched DIRECTVGO this Strategy for Argonne National role is critical for Revenue Growth and Market Pene- Laboratory, a U.S. national labo- tration for PayTV in Latin America ratory located outside Chicago, Illinois. Mr. Morin leads Argonne’s Marcus continues to promote and evangelize an strategic planning, institutional Agile framework into non-traditional areas such as investment, and risk programs. He Product Management and Product Development. He is responsible for ensuring devel- has built responsiveness, agility, and execution speed opment and implementation of Argonne’s strategic into all areas of his responsibility. efforts and positioning the laboratory as a world-class destination for scientific discovery and innovation. Participant Bios: Working Group 1 105
Dr. Sethuraman Panchanathan Dr. Panchanathan is a Fellow of the NAI, Ameri- Executive Vice President can Association for the Advancement of Science ASU Knowledge Enterprise Development, and (AAAS), the Canadian Academy of Engineering Chief Research and Innovation Officer (CAE), the Institute of Electrical and Electronics Arizona State University Engineers (IEEE) and the Society of Optical Engi- neering (SPIE). He was the editor-in-chief of the Sethuraman “Panch” Panchana- IEEE Multimedia Magazine, and is also an editor/ than leads the knowledge enter- associate editor of several international journals and prise development at Arizona transactions. State University, which advances research, innovation, strategic Dr. Panchanathan’s research interests are in the partnerships, entrepreneurship, areas of human-centered multimedia computing, global and economic development haptic user interfaces, person-centered tools and at ASU. His leadership has led to ubiquitous computing technologies for enhancing the many accomplishments at ASU, including quintupling quality of life for individuals with disabilities, machine research performance over the last decade (to over learning for multimedia applications, medical image $635M in 2018), placing it as the fastest-growing processing, and media processor designs. Dr. Pan- research university in the United States. ASU has chanathan has published more than 485 papers also been ranked as the most innovative university in refereed journals and conferences and has men- in the nation by U.S. News & World Report for the tored more than 150 graduate students, post-docs, last five years, ahead of Stanford and MIT. research engineers and research scientists who occupy leading positions in academia and industry. In 2014, Dr. Panchanathan was appointed by the He has been a chair of many conferences, a program U.S. President to the U.S. National Science Board committee member of numerous conferences, an (NSB) for a six-year term. He is the first American of organizer of special sessions in several conferences, Indian origin to be appointed to the NSB. He served and an invited speaker and panel member in confer- as Chair of the Committee on Strategy and currently ences, universities and industry symposiums. serves on the External Engagement and National S&E Policy committees of NSB. Additionally, he was appointed by the former U.S. Secretary of Commerce Lieutenant Colonel Stewart Parker to the National Advisory Council on Innovation and Senior Military Fellow Entrepreneurship (NACIE). Dr. Panchanathan is Vice Center for a New American Security President for Strategic Initiatives and Membership of Lieutenant Colonel Stewart J. the National Academy of Inventors. He was Chair of Parker is a Senior Military Fellow the Council on Research (CoR) of the Association at the Center for a New American of Public and Land-grant Universities and Co-Chair Security (CNAS). of the Extreme Innovation Taskforce of the Global Federation of Competitiveness Councils. (GFCC). Colonel Parker is a career Special Dr. Panchanathan was appointed Arizona Governor Tactics Officer who was previously Doug Ducey’s Senior Advisor for Science & Tech- assigned to the Joint Staff. He nology in 2018, and in October 2019, he was asked prepared briefings and position to testify before the U.S. Senate Subcommittee on papers for the Deputy Director for Special Opera- Science, Oceans, Fisheries and Weather during a tions, Counterterrorism and Detainee Affairs, and hearing titled, “Research and Innovation: Ensuring he advised senior leaders on employment of Special America’s Economic and Strategic Leadership.” Operations Forces. 106 Council on Competitiveness Commission Community Launch Conference
Colonel Parker was commissioned through the U.S. Bill is a passionate advocate for data-driven decision Air Force Academy in May 2002. He is qualified as making and has helped organizations enhance their a jumpmaster, combat diver and joint terminal attack innovation performance and strategic planning pro- control instructor, and he was previously designated cesses through new analytics and data products. His as the subject matter expert on fire support for Air division has also been a leader in STEM outreach by Force Special Operations Command. He also served innovating new ways to help computing professionals as Director of Operations, 23rd Special Tactics share their knowledge and passion with students Squadron, and as Commander, 21st Special Tac- and educators. tics Squadron. He has conducted multiple combat Prior to his role as Division Director, he was the deployments, performing reconnaissance, strike and Technical Group Manager for Visual Analytics at personnel recovery missions. PNNL and the R&D coordinator for the National Visualization and Analytics Center, where he led Dr. William A. Pike research in human-computer interaction and orga- Division Director, Computing and Analytics nized R&D strategies across a portfolio of university Pacific Northwest National Laboratory partners. He has served as General Chair of the Bill Pike is the Director of the IEEE Visualization Conference and IEEE Visual Ana- Computing and Analytics Division lytics Science and Technology Symposium. at Pacific Northwest National Bill’s technical background is in information visual- Laboratory (PNNL). His division ization. He holds a Ph.D. from Penn State and a B.A. leads research and development from Carleton College. in advanced computing, data ana- lytics, cybersecurity and software Dr. Albert (Al) P. Pisano engineering. As Division Director, Dean and Walter J. Zable Distinguished Professor he is responsible for technical strategy, talent devel- Jacobs School of Engineering opment, capability growth, and facilities and infra- University of California, San Diego structure across PNNL’s national security computing portfolio. His division also maintains a growing foot- Albert P. Pisano was appointed print in downtown Seattle and works to connect U.S. Dean of the Jacobs School of government missions with the innovation ecosystem Engineering at UC San Diego in the Pacific Northwest. on September 1, 2013, where he holds the Walter J. Zable Chair. Bill advises government organizations on emerg- He was elected to the National ing technologies and on R&D and talent develop- Academy of Engineering in 2001. ment strategies to address national challenges that require advanced computing capabilities. He has led Previously, Pisano served on the R&D programs in threat discovery, energy reliability, UC Berkeley faculty for 30 years where he held disaster response, cyber situational awareness, and the FANUC Chair of Mechanical Systems and was identity management, and has commercialized many co-director of the Berkeley Sensor & Actuator of these capabilities. He also launched early stage Center. Since 1983, Pisano has graduated more research investments in streaming analytics and than 70 Ph.D. and 75 M.S. students. From 1997 human-computer interaction, and leads an internal to 1999, Pisano was a program manager for the Laboratory effort around accelerating innovation MEMS Program at DARPA. in a dynamic geopolitical environment. Pisano earned his undergraduate (’76) and graduate degrees (’77, ’80, ’81) in mechanical engineering at Columbia University. Prior to joining academia, Participant Bios: Working Group 1 107
he held research positions with Xerox Palo Alto at Arizona State University (ASU) from 2005–2013, Research Center, Singer Sewing Machines Cor- where his research was funded by the National Sci- porate R&D Center and General Motors Research ence Foundation and the Office of Naval Research. Labs. Ravi has published more than 90 archival journal Pisano’s research interests include: micro electrome- papers in top science and engineering journals such chanical systems (MEMS) wireless sensors for harsh as Nature Nanotechnology, Physical Review Letters environments (600°C) such as gas turbines and and Journal of Heat Transfer. He holds more than geothermal wells; and additive, MEMS manufacturing 35 patents in the areas of thermoelectrics, micro- techniques such as low-temperature, low-pressure channels, heat pipes, thermal interface materials, nano-printing of nanoparticle inks and polymer nanostructured materials and devices. He has served solutions. He is a co-inventor listed on more than on the Ph.D. committee for students at Stanford 36 patents in MEMS and has co-authored more and ASU. He is a fellow of the American Society than 400 archival publications. of Mechanical Engineers, and a senior member of the Institute of Electrical and Electronics Engineers Dr. Ravi Prasher (IEEE). He was the recipient of an Intel achievement Associate Laboratory Director, Energy Technologies award (the highest award for technical achievement Area, and Division Director, Energy Storage and in Intel). He is also a recipient of the outstanding Distributed Resources Division young engineer award from the components and Lawrence Berkeley National Laboratory packaging society of IEEE. He has served on the editorial committee of Annual Review of Environ- Ravi is the Associate Lab Direc- ment and Resources, Nano and Microscale Ther- tor of the Energy Technologies mophysical Engineering, the IEEE Components, Area and Division Director of the Packaging and Manufacturing Technology Society Energy Storage and Distributed and ASME Journal of Heat Transfer. He has given Resources Division at Lawrence multiple invited talks all over the world on nano to Berkeley National Laboratory macroscale thermal energy process and systems. (Berkeley Lab). He is also an More information about Ravi’s research can be found adjunct professor in the Depart- on his group website, prasherlab.lbl.gov ment of Mechanical Engineering at the University of California, Berkeley. Ravi obtained his B.Tech. from the Indian Institute of Technology Delhi and Ph.D. from Arizona State Ravi joined Berkeley Lab in June, 2015. Previously, University. he was vice president of product development of Sheetak Inc., a start-up developing solid state ther- Dr. Gary Pratt moelectric energy converters. He relocated to India for a while to develop these technologies for the Chief Information Officer rural Indian market. Ravi earlier worked as one of Kansas State University the first program directors at the Department of Gary L. Pratt is the Chief Infor- Energy’s Advanced Research Projects Agency-En- mation Officer at Kansas State ergy (ARPA-E). While there, he created the Building University. Joining K-State in Energy Efficiency Through Innovative Thermodevices October of 2017, Gary is charged (BEET-IT) and the High Energy Advanced Thermal with leading strategic change Storage (HEATS) programs. Prior to joining ARPA-E, across the institution’s technology Ravi was the technology development manager of environment and is responsible for the thermal management group at Intel. He was also all information technology opera- an adjunct professor in the school of engineering tions throughout the university, including enterprise 108 Council on Competitiveness Commission Community Launch Conference
systems, network and telecommunications, data Dr. Arun Rai center, information security, technology support func- Regents’ Professor tions, academic and research technology, application J. Mack Robinson College of Business, and development, business intelligence and analytics, Director, Center for Digital Innovation emerging technology and innovation, enterprise Georgia State University architecture, and technology planning. Arun Rai is Regents’ Professor of Prior to KSU, he served as vice president for Infor- the University Systems of Georgia, mation Technology and CIO at Eastern Washington holds the Robinson Chair, and is University for 10 years; associate provost for Infor- Director of the Center for Digital mation Technology and CIO at Northern Kentucky Innovation at the Robinson Col- University for seven years; and director for Informa- lege of Business at Georgia State tion Technology and CIO, Registrar, director of Insti- University. He has held visiting tutional Research, and math faculty at Front Range appointments at universities in Community College in Colorado for 13 years. Australia, France, Germany, Hong Kong and Slove- Gary has reorganized technology units into compre- nia. He is a Fellow of the Association for Information hensive organizations; led IT and institutional strate- Systems, Distinguished Fellow of the INFORMS gic planning; implemented smart classrooms, enter- Information Systems Society, and recipient of the prise resource planning (ERP) systems, customer Association for Information Systems LEO Award for relationship management (CRM) systems, media lifetime exceptional contributions to the Information production systems, data center and network oper- Systems discipline. ations, and cloud-first solutions. In addition, he has Arun’s research for more than 30 years has focused volunteered for many statewide leadership positions on the development and deployment of information in Washington and Kentucky. systems to drive innovation and create value. His In 2006, he was awarded with the Best Collabora- research has contributed to understanding the digital tion in IT Award in Kentucky and was commissioned transformation of organizations and supply chains; by the Governor as a Kentucky Colonel, a statewide governance of IT investments and digital-platform award for service and collaboration. In 2012, his ecosystems; and deployment of digital innovations team won a CASE award for best website develop- at scale to empower individuals and address thorny ment. In 2015, he won a CASE award for excellence societal problems, including poverty, health dispari- in communication for the development of the Eastern ties, infant mortality and digital inequality. His current Washington University Institutional Strategic Plan. work examines the behavior of AI systems arising In 2019, his team won a national award for Lead- from the interactions of AI with human and other ership in Cloud Innovation from E&I, and a CSO50 machine agents, and the digital transformation of award for innovation in research data security (will be innovation ecosystems and value-creation processes. awarded in early 2020). His research has involved close engagement with Pratt has a Doctor of Management and Organiza- organizations across sectors (e.g., Apollo Hospitals, tional Leadership from the University of Phoenix, China Mobile, Daimler-Chrysler, Emory Healthcare, a Master of Arts from the University of Denver, and Gartner, Georgia-Pacific, Grady Hospital, IBM, Intel, a Bachelor of Science from Colorado School of Mines. SAP, SunTrust, UPS), and has been sponsored by gov- ernment agencies, corporations and thought leader- ship forums. His work has been published extensively in premier journals in Information Systems and other disciplines, has received several best paper awards, and has been extensively cited across disciplines. Participant Bios: Working Group 1 109
Arun has played leadership roles in developing Dr. Gene E. Robinson research programs and curricula related to digital Director, Carl R. Woese Institute for Geonomic innovation, supply chain management, analytics and Biology artificial intelligence. He is serving as Editor-in-Chief University of Illinois at Urbana-Champaign of the MIS Quarterly, widely regarded as the pre- Gene E. Robinson is the Director mier scholarly journal in information systems. He has of the Carl R. Woese Institute served as Senior Editor and Associate Editor for top for Genomic Biology. He holds a scholarly journals such as MIS Quarterly, Information Swanlund Chair at the University Systems Research and Management Science; as of Illinois at Urbana-Champaign, Panelist for the National Science Foundation; and on where he has been since 1989. the Board of Directors of major corporations. He also holds affiliate appoint- ments in the Department of Cell & Dr. Charles G. Riordan Developmental Biology, the Program in Ecology, Evo- Vice President, Research, Scholarship and Innovation lution and Conservation Biology, and the Beckman University of Delaware Institute of Science and Technology. He received his Charles (“Charlie”) G. Rior- Ph.D. from Cornell University and was an NSF Post- dan serves as the University doctoral Fellow at Ohio State University. of Delaware’s Vice President Dr. Robinson’s research group uses genomics and for Research, Scholarship and systems biology to study the mechanisms and evo- Innovation, with responsibility for lution of social life, using the Western honey bee, advancing the research enter- Apis mellifera, as the principal model system along prise, including oversight of seven with other species of bees. The research is integra- research institutes, numerous core tive, involving perspectives from evolutionary biol- facilities, technology transfer and business devel- ogy, behavior, neuroscience, molecular biology, and opment, the University’s federal relations office and genomics. The goal is to explain the function and developing public-private research partnerships to evolution of behavioral mechanisms that integrate drive economic development. the activity of individuals in a society, neural and Riordan is a chemist, whose laboratory has been neuroendocrine mechanisms that regulate behav- supported by the National Institutes of Health and ior within the brain of the individual, and the genes the National Science Foundation, the latter includ- that influence social behavior. Research focuses on ing a National Young Investigator Award. He is an division of labor, aggression and the famous dance elected fellow of the Royal Society of Chemistry language, a system of symbolic communication. and the American Association for the Advancement Current projects include: 1) nutritional regulation of of Science (AAAS). Riordan serves on a variety of brain gene expression and division of labor; 2) gene boards, including the Delaware Innovation Space, regulatory network analysis in solitary and social Inc., the University of Delaware Research Founda- species to determine how brain reward systems tion and the EPSCoR/IDeA Coalition. He earned his change during social evolution; 3) brain metabolic bachelor’s degree at the College of the Holy Cross, plasticity and aggression; 4) automated monitoring his Ph.D. at Texas A&M University and was a post- of bee behavior with RFID tags and barcodes; and doctoral fellow at the University of Chicago. 5) learning and memory in relation to division of labor. In social evolution, the sophistication of neu- ral and behavioral mechanisms for the essentials of life—food, shelter and reproduction—stems from increased abilities to communicate and synchronize behavior with conspecifics. Social insects, especially 110 Council on Competitiveness Commission Community Launch Conference
honey bees, are thus exemplars for the discovery Mr. Guy Snodgrass of general principles of brain function, behavior and CEO social organization. Defense Analytics In addition to serving as IGB Director, Dr. Robinson is A native of Colleyville, Texas, Guy also the director of the Bee Research Facility, as well Snodgrass graduated from the as serving as director of the Neuroscience Program U.S. Naval Academy in 1998 with from 2001–2011, leader of the IGB research theme a Bachelors of Science degree in Neural and Behavioral Plasticity from 2004–2011, Computer Science. Immediately and interim IGB Director from 2011–2012. He is the following graduation, he attended author or co-author of more than 275 publications, the Massachusetts Institute of including 27 published in Science or Nature; has Technology, where he earned been the recipient or co-recipient of over $50M Masters of Science degrees in both Nuclear Engi- in funding from the National Science Foundation, neering and Computer Science while conducting National Institutes of Health, U.S. Department of research at Los Alamos National Laboratory on Agriculture and private foundations; led the effort nuclear weapon design and testing. Previously a to gain approval from NIH for the sequencing of Navy F/A-18 Pilot, Mr. Snodgrass led combat sorties the honey bee genome; pioneered the application in support of forces on the ground during OPERA- of genomics to the study of social behavior; and TION IRAQI FREEDOM. Subsequently selected as founded the Honey Bee Genome Sequencing Con- a U.S. Navy Fighter Weapons School (TOPGUN) sortium. Dr. Robinson serves on the National Institute Instructor, he served as the Air-to-Air Mission Plan- of Mental Health Advisory Council and has past and ning subject matter expert for the U.S. Navy and current appointments on scientific advisory boards Marine Corps. Mr. Snodgrass then transferred to for academic organizations and companies with sig- Atsugi, Japan, where he served as a Training Officer nificant interests in genomics. and Department Head with the “Diamondbacks” of Dr. Robinson’s honors include: University Scholar VFA-102, supporting multinational operations in the and member of the Center of Advanced Study at the Asia-Pacific region. During this tour, the Diamond- University of Illinois; Burroughs Wellcome Innovation backs were awarded the Safety “S” and Battle “E” Award in Functional Genomics; Founders Memorial awards for command excellence. Award from the Entomological Society of America; Mr. Snodgrass was also selected as the 2008 Fulbright Senior Research Fellowship; Guggenheim Strike Fighter Wing Pacific Pilot of the Year, 2009 Fellowship; NIH Pioneer Award; Fellow, Animal Strike Fighter Wing Pacific Tactical Aviator of the Behavior Society; Fellow, Entomological Society Year, 2010 Naval Air Forces Pacific Michael G. Hoff of America; Fellow, American Academy of Arts & Attack Aviator of the Year, and for the peer-awarded Sciences; member of the U.S. National Academy of 2010 Naval Air Forces Pacific Navy and Marine Sciences and the U.S. National Academy of Medi- Corps Leadership Award. After his overseas deploy- cine; and recipient of the Wolf Prize in Agriculture. ment with Carrier Air Wing FIVE, Mr. Snodgrass attended the U.S. Naval War College in Newport, Rhode Island. Selected as a Mahan Scholar, he com- pleted additional studies in areas of national strate- gic significance, including nuclear deterrence, cyber warfare, and the employment of space systems. At the completion of his studies, he graduated first in his class, earning a Masters of Art degree in National Security and Strategic Studies (Highest Distinction). He was also the President’s Honor Graduate and Participant Bios: Working Group 1 111
was selected for the Admiral William Sims Award as Dr. Roland Stephen the college’s Distinguished Graduate. Director, Center for Innovation Strategy and Policy Mr. Snodgrass was subsequently selected for the SRI International U.S. Navy’s 2014 Quadrennial Defense Review Roland Stephen, Ph.D., has more team, where he assessed U.S. Navy force structure than 20 years of leadership and and made recommendations regarding future fleet project management experience design. During this tour, he was selected to serve as in policy analysis, strategic plan- Speechwriter to Admiral Jonathan Greenert, the U.S. ning, and program design and Navy’s 30th Chief of Naval Operations. evaluation. His work employs Following his tour in the Pentagon, then-Commander mixed methods to address com- Snodgrass returned to Atsugi, Japan, where he had plex questions in the areas of command of an F/A-18E Super Hornet squadron. technology-based innovation and technology-inten- During this tour, he created the 2015 Far East Com- sive skills. Recent projects include an evaluation of a manders Conference; the Commander, U.S. Pacific national program that supports energy audits, and a Fleet’s 2016 Pacific War fighter Symposium; and the national program that supports innovation and entre- “Benkyoukai Initiative,” a tactical-level partnership preneurship. He has also used a novel skills-based with Japanese Air Self Defense Force squadrons. analysis to understand the impact of a STEM educa- During this period, the men and women of the “Dam- tion initiative, and to measure a specialized engineer- busters” earned the 2017 Battle Efficiency award ing workforce. Other work has focused on economic as the finest Super Hornet squadron in the Western development, including recommendations for a state- hemisphere. wide economic development strategy, and a diversifi- cation plan for an industrial city in the Middle East. After his command tour, Mr. Snodgrass reported to the Pentagon as Director of Communications and His international work supports governments and Chief Speechwriter to Secretary Jim Mattis, the 26th large enterprises who want to invest wisely in applied Secretary of Defense, where he was responsible for research programs and institutions. He provides leading the Speech Team and coordinating all testi- guidance on the design, management and measure- mony and public remarks. In this role, he served as ment of advanced research. Prior to joining SRI, the Senior Advisor to the Secretary of Defense for Dr. Stephen lead several programs at the Institute for Communication, assisting the Secretary of Defense Emerging Issues, at North Carolina State University, and senior Department of Defense leaders as they where he was an associate professor in the School formulated, articulated, and refined strategic mes- of Public and International Affairs. Dr. Stephen holds sages and policies. a Ph.D. in international and comparative political economy from UCLA, and a B.A. in history and eco- During his time as a Naval Officer, Mr. Snodgrass nomics from the University of Cambridge (UK). logged more than 2,784 total flight hours, 2,390 F/A-18 flight hours, 719 carrier landings, and was presented with the Defense Superior Service Award at retirement. Mr. Snodgrass is a member of the U.S. Naval Institute’s Board of Directors, a member of the U.S.-Japan Leadership Program, and is a member of the MIT Seminar XXI Cohort for the 2018-19 academic year. 112 Council on Competitiveness Commission Community Launch Conference
Dr. Gilroy Vandentop Dave has held leadership positions in development Director, Corporate University Research and research groups while at Rockwell. He managed Intel the Distributed Control Research lab, where agent- based control systems and digital twins were first Gilroy Vandentop is the Director developed and successfully deployed in industrial of Corporate University Research, applications. He managed the Architecture Devel- where he is responsible for univer- opment group and contributed to the development sity investments and working with of the Control Logix Architecture and CIP (Common students and professors across Industrial Communication Protocol/IEC 61158), disciplines toward optimizing their which is currently used by more than 300 vendors impact on industry through part- in more than 20M industrial devices. He led the team nerships with Intel. that developed the international standard for func- He previously joined the SRC management team tional safety networking, the CIP Safety communica- in 2012 and served as the Executive Director of tion protocol (IEC 61784-3). STARnet. Gilroy was on assignment from Intel since Dave is a member of the NIST VCAT (Visiting Com- 1990 and most recently formed the Novel Materials mittee on Advanced Technology). He is on the group, within the Components Research organiza- boards of the Smart Manufacturing Leadership Coa- tion. Gilroy managed Intel’s EUV program from 2006 lition (SMLC) and the Milwaukee Institute. He is a through 2011 and transferred the program from the member of the Wisconsin Technical Council, the U.S. research stage into technology development. From National Committee, and the MForesight Leadership 2000 to 2006, he was responsible for the Packag- Council, and serves on Technical Advisory Groups ing Research group in Chandler, AZ. During his first in the U.S. National Committee for industrial control 10 years at Intel, Gilroy worked in Logic Technology and communications. He serves in leadership posi- Development on silicon process development in the tions within the IEC and is a senior member of both etch and photolithography areas. the IEEE and ISA. Gilroy completed his Ph.D. in physical chemistry at He holds more than 130 U.S. and international pat- U.C. Berkeley and his B.Sc. in honours chemistry at ents in industrial communications, distributed control, the University of Alberta. agent technology, security and functional safety; has authored 20 papers, and contributed to three books. Mr. David Vasko He was recognized as Rockwell Automation’s Engi- Director, Advanced Technology neer of the Year in 2005 for his contribution to the Rockwell Automation development of a CIP Safety communication protocol. Dave is director of Advanced Technology at Rockwell Auto- Dr. James Weyhenmeyer mation. He is responsible for Vice President for Research and Economic applied R&D and Global Product Development Standards and Regulations within Auburn University Rockwell. He is responsible for James Weyhenmeyer, Ph.D., developing and managing technol- joined Auburn University in April ogy to enable the future of indus- 2019 and serves as the institu- trial automation—this includes Augmented Reality, tion’s vice president for research Artificial Intelligence, Digital Twins, Digital Transfor- and economic development. In this mation, IoT, Collaborative Robotics and Blockchain role, Dr. Weyhenmeyer provides leadership to various research and economic development units, Participant Bios: Working Group 1 113
including sponsored programs, proposal services and lead an effort for the American Heart Association to faculty support, research compliance, the university launch a Science and Technology Accelerator Fund veterinarian, the electronic research administration, to reduce the time to market for groundbreaking innovation advancement and commercialization, discoveries impacting the diagnosis and treatment external engagement and support, and universi- of cardiovascular disease and stroke. ty-based start-ups. Dr. Weyhenmeyer has published widely in the areas Working with the university’s administration, includ- of cardiovascular disease and stroke. He has been ing academic units, research centers and institutes, funded by the National Institutes of Health, the the Alabama Agricultural Experiment Station and the National Science Foundation, the American Heart Alabama Cooperative Extension System, Dr. Wey- Association, the PHARMA Foundation and private henmeyer directs the strategic development and industry. He has received many awards and honors implementation of university-wide, research-related for his research, most recently the American Heart programs and creative activities. Association’s Meritorious Achievement Award for Dr. Weyhenmeyer joined Auburn from Georgia State research and service. He is a professor of neuro- University (GSU), where he served as vice president science and biology at Georgia State and continues for research and economic development and as chair to hold an appointment as adjunct professor of cell of the Research Foundation board of directors. At biology, neuroscience and pathology at the University GSU, Dr. Weyhenmeyer managed the university’s of Illinois. He is professor of anatomy/physiology/ research portfolio, economic development activities pharmacology, biological sciences, and chemical and information technology operations. Before join- engineering at Auburn University. He is also a mem- ing GSU, he was the senior vice provost for research ber of several honorary societies, including the Royal and economic development at the State University of Academy of Engineering Sciences. Weyhenmeyer New York and the vice president for research at the received his B.A. from Knox College, a Ph.D. from State University of New York Research Foundation. Indiana University and did his postdoctoral training in the Departments of Medicine and Physiology and Dr. Weyhenmeyer also has held several executive Biophysics at the University of Iowa. administrative appointments, including posts as the vice president for technology and economic develop- Dr. Neal Woodbury ment at the University of Illinois. He was the founding Professor and Director, School of Molecular managing director and CEO of Illinois VENTURES, Sciences, and LLC, an early-stage venture capital firm focused on Chief Science Officer, Knowledge Enterprise the development of technology-based companies. Arizona State University His area of investment expertise is in the life sci- ences sector, including therapeutics, diagnostics and Professor Neal Woodbury medical devices. received his B.S. degree from UC Davis and his Ph.D. degree A serial entrepreneur, Dr. Weyhenmeyer has served from the University of Washing- in management positions for companies in the med- ton, Seattle, in 1986. He then ical device, drug delivery and drug development sec- performed postdoctoral research tors. He continues to serve as a scientific advisor for at the Carnegie Institution of technology-based companies and a consultant for Washington, and later at Stanford early-stage investment due diligence and business University. He joined the Chemistry and Biochemistry start-ups. Dr. Weyhenmeyer currently serves on a Department (now the School of Molecular Sciences) number of public and private boards of directors and at Arizona State University in 1988. 114 Council on Competitiveness Commission Community Launch Conference
Neal Woodbury advises the executive vice president Another aspect of Woodbury’s work involves the on issues related to major research activities on collaborative study of photosynthetic systems, with campus. He is responsible for developing new, large- the goal of understanding the role that protein scale, collaborative research projects. Additionally, dynamics plays in protein-mediated chemistry. His he facilitates broader interactions between the group works to translate some of the ideas that have Knowledge Enterprise and ASU’s academic units. come out of the study of photosynthesis and enzy- Woodbury is director of and professor in the School mology to create nanoscale devices based on DNA of Molecular Sciences in the College of Liberal Arts nanostructures and nanophotonic systems. This work and Sciences, a Senior Sustainability Scientist with has made it clear that mimicking biology’s ability to the Julie Ann Wrigley Global Institute of Sustain- organize catalysis at the nanoscale is a very powerful ability, and a faculty member in both the Biodesign approach to directing both chemical and photochem- Center for Innovations in Medicine and the Global ical reactions in specific ways Security Initiative at ASU. Woodbury is also the co-founder of HealthTell with Professor Stephen Johnston. HealthTell is a company based on a diagnostic technology called immunosig- naturing and involves fabrication of large numbers of peptides or related heteropolymers on silicon wafers. The resulting peptide arrays are the basis of a diag- nostic platform that generates a comprehensive profile of circulating antibodies. Participant Bios: Working Group 2 115
Launch Conference Participant Bios Working Group 2—Exploring the Future of Sustainable Production and Consumption, and Work
Ms. Charlotte Alexander She is a former Skadden Fellow and staff attorney Associate Professor of Law and Analytics at the Farmworker Rights Division of the Georgia Connie D. McDaniel WomenLead Chair, Institute Legal Services Program. for Insight J. Mack Robinson College of Business Dr. Carlotta M. Arthur Georgia State University Director, The Clare Boothe Luce Program Charlotte Alexander is an Asso- for Women in STEM ciate Professor of Law and Ana- Henry Luce Foundation lytics and the Connie D. McDaniel Carlotta M. Arthur, Ph.D, is Direc- WomenLead Chair in the Institute tor of the Henry Luce Founda- for Insight, the data analytics tion’s Clare Boothe Luce (CBL) unit at Georgia State Universi- Program, one of the most signif- ty’s J. Mack Robinson College of icant sources of private support Business. She holds secondary for women in STEM higher edu- appointments in the Department of Risk Manage- cation in the United States, having ment and Insurance and the College of Law. She awarded more than $200M in founded and directs GSU’s Legal Analytics Lab, grants to support 2,500+ women at 200 institutions. which brings together data science and law faculty Dr. Arthur has worked to significantly increase the to take on legal questions and problems using number of minority-serving institutions supported by the tools of data analytics. For this work, she was the program. She also provides strategic leadership selected one of 2019’s Fastcase 50, which recog- in identifying initiatives with the potential to trans- nizes the top legal innovators of the year. form STEM higher education, such as the National Alexander’s scholarship focuses primarily on employ- Academies of Sciences, Engineering, and Medicine’s ment law and civil litigation, and she uses a variety Sexual Harassment of Women study and related of empirical and computational methods in her activities, which Luce has supported since the initial research. She is a graduate of Columbia Univer- scoping workshop. Prior to joining Luce in 2012, sity and Harvard Law School, and has published in Dr. Arthur directed the Mellon Mays Undergraduate a wide variety of journals, including the NYU Law Fellowship and Diversity Initiatives Programs at the Review, Minnesota Law Review, Indiana Law Andrew W. Mellon Foundation. While at Mellon, she Journal, American Business Law Journal, Industrial led the crafting of the Foundation’s diversity, equity Relations, Yale Journal of Law and Technology, and and inclusion (DEI) grantmaking strategy. the Harvard Civil Rights-Civil Liberties Law Review. 116 Council on Competitiveness Commission Community Launch Conference
Dr. Arthur was the first African American woman to She received a Master in Urban Planning and Policy earn a B.S. in Metallurgical Engineering from Purdue from the University of Illinois at Chicago and a Bach- University. Following nearly a decade in the aerospace elor of Arts in economics and international studies and automotive industries, she went on to complete from the University of Iowa. Cara lives in the East a Ph.D. in Clinical Psychology (Psychophysiology Humboldt Park neighborhood in Chicago. emphasis) at SUNY Stony Brook. Dr. Arthur was a member of the inaugural cohort of W.K. Kellogg Mr. Leslie Boney Scholars in Health Disparities at the Harvard School Vice Provost, and of Public Health, examining psychosocial determi- Director, Institute for Emerging Issues nants of health with a focus on translation of research North Carolina State University to policy and practice. She has also served as an Assistant Professor at Meharry Medical College, an Leslie Boney leads the Institute’s Historically Black College in Nashville, TN; and as an efforts to identify key issues Adjunct Assistant Professor at the Dartmouth Geisel of importance to the state and School of Medicine. develop consensus for action to address. Prior to joining the Dr. Arthur is a Licensed Psychologist and founder Institute, Leslie was Vice President of a professional LLC which provides strategic for International, Community and expertise and guidance on diversity, equity and inclu- Economic Engagement at the UNC sive excellence, including psychosocial determinants system office, coordinating efforts to extend university of, and life course perspectives on, inequity. expertise and services throughout the state. Further interests include DEI and social and behav- While serving in the NC Department of Commerce ioral sciences in the innovation ecosystem. Dr. Arthur and Governor’s Office, Leslie coordinated the state’s is a member of the Society of Women Engineers efforts to redesign rural development policy, increase Research Advisory Committee, and a member of the volunteerism and reform welfare. At the nonprofit American Psychological Association Leadership Insti- MDC, he managed a two-state effort to help rural tute for Women in Psychology Advisory Committee. communities recover from manufacturing job loss. A former teacher and reporter, Leslie serves on the Ms. Cara Bader boards of the Food Bank of Central and Eastern Senior Economic Advisor North Carolina and the Rural Economic Development Illinois Department of Commerce & Economic Center. He received a B.A. from Amherst College. Opportunity Cara Bader is Senior Economic Dr. Marcelle Chauvet Advisor at the Illinois Department Professor of Economics of Commerce and Economic University of California, Riverside Opportunity (DCEO), which strives Marcelle Chauvet is a Professor to support and maintain a climate of Economics at the University that enables a strong economy by of California, Riverside. Prior to keeping, attracting and growing that, she worked at the Ministry businesses, maintaining a skilled of Industry in Brazil, where she workforce and enhancing communities. Prior to join- served as a research economist ing DCEO, she served in a variety of roles in policy and policy adviser. She has also and operations for Chicago Mayors Rahm Emanuel worked as a senior economist and Lori E. Lightfoot and at World Business Chicago. and associate policy adviser for the Research Divi- sion at the Federal Reserve Bank of Atlanta. She Participant Bios: Working Group 2 117
has served as a consultant and visiting scholar for facial Dynamics in Radioactive Environments and several international institutions and corporations, Materials (IDREAM), funded by the Department of including the Central Bank of Brazil and the Interna- Energy’s Office of Science. This Center is a partner- tional Monetary Fund. Marcelle has been one of the ship between PNNL, WSU, University of Washington, seven members of Economic Cycle Dating Commit- Oak Ridge National Laboratory, Georgia Institute tee in Brazil since 2005. Marcelle is also the direc- of Technology, and Notre Dame University that is tor of the Center for Research on Economic and providing a strong technical foundation to support Financial Cycles. advances in nuclear materials processing. Marcelle Chauvet’s research focuses on macroeco- Prof. Clark is a Fellow of both the American Associ- nomics and econometrics, and she is particularly ation for the Advancement of Science (AAAS) and interested in measuring and predicting business the American Chemical Society (ACS). She is the cycles and financial markets, and in modeling and recipient of the 2020 Glenn T. Seaborg Award for predicting the interactions between monetary policy, Nuclear Chemistry and the 2012 Francis P. Gar- financial markets, and the real economy. Marcelle van-John M. Olin Medal (both from ACS). She is an has an extensive list of publications in major aca- elected member of the Washington State Academy demic journals and is serving or has served on the of Sciences, where she currently serves as a Board editorial board of several journals. She has recently Member. She has served on the National Research been appointed as one of the Fellows of the Inter- Council’s Nuclear and Radiation Studies Board, and national Association for Applied Econometrics, and has served on numerous National Academies com- serves as one of its directors. mittees on topics ranging from radioactive waste Marcelle received her BSc in Economics and MSc in management to isotopes for medical applications to Economic Policy from the University of Brasilia, and nuclear security. Prior to joining PNNL in her current an MA and Ph.D. in Economics from the University of joint appointment, Prof. Clark held a Presidential Pennsylvania. appointment to the U.S. Nuclear Waste Techni- cal Review Board, appointed by President Barack Obama (2011–2014). She earned a BS degree in Dr. Sue Clark Chemistry from Lander College (Greenwood, SC) Chief Science and Technology Officer, Energy and and MS and Ph.D. degrees in Chemistry from Florida Environmental Directorate State University (Tallahassee, FL). Pacific Northwest National Laboratory Sue Clark, Ph.D., holds the Ms. Martha Delehanty positions of Chief Scientist and Senior Vice President, Human Resources Technology Officer and Battelle Verizon Operations Fellow in the Energy & Environ- ment Directorate (EED) at Pacific Martha Delehanty is senior vice Northwest National Laboratory president of human resources for (PNNL). She also holds the title of Verizon Operations. In this position, Regents Distinguished Professor she leads a team of HR profes- of Chemistry with tenure at Washington State Uni- sionals responsible for imple- versity (WSU) in Pullman, Washington. In this joint menting and managing human appointment, she advances innovation in PNNL’s resources policies and programs energy and environmental sectors by driving discre- for 135,000+ Verizon employees tionary investments in emerging technology areas. around the globe. Delehanty provides strategic coun- She also serves as the Director of the PNNL-led sel and guidance to the business on HR-related mat- Energy Frontier Research Center focused on Inter- ters to support our talented workforce and strengthen our winning culture. 118 Council on Competitiveness Commission Community Launch Conference
Prior to her current assignment, Delehanty was vice motes interdisciplinary research clusters, corporate president of human resources for Verizon Wireless, engagement and technology commercialization. with responsibility for all human resources strategies He also leads strategic innovation priorities for the and programs, including employee relations, com- President’s Office to modernize the university’s pensation and benefits, training and development, academic and research culture. He provides strategic staffing, diversity and human resources for 80,000 leadership to the University of Memphis Research employees. Delehanty joined Verizon Wireless in Foundation in his role as its executive director and is 2000, serving as executive director of employee the founding president of its wholly-owned innovation relations and overseeing employee workplace pro- subsidiary, UMRF Ventures, Inc. Prior to these roles, grams and policies, including all human resources he served the university as its Vice Provost of Aca- communications. demic Affairs and the Dean of the Graduate School, Previously, Delehanty was a field director for GTE overseeing all aspects of the university’s portfolio Wireless. She joined GTE in 1991 through their of 122 graduate programs that enroll about 4,500 Leadership Development Program and held a variety graduate students in studies at the doctoral, masters of positions of increasing responsibility and authority and graduate certificate levels. with the company’s products, directories, telephone His research has appeared in scholarly journals such operations and wireless groups. as Information Systems Research, IEEE Transac- tions on Engineering Management International She serves on the board of trustees for 180 Turning , Journal of Electronic Commerce International Jour- Lives Around, a non-profit organization dedicated to , nal of Production Economics Journal of Orga eliminating domestic violence. , niza- tional Computing and Electronic Commerce, Knowl- Delehanty holds a bachelor’s degree in psychology edge Acquisition, Information & Management, as from Mount Holyoke College and a master’s degree well as in the proceedings of numerous international in business from the University of Texas at Austin. research conferences. He has also co-authored a book on E-Business Innovation that is published by Dr. Jasbir Dhaliwal Prentice-Hall/Pearson Education and has served as Executive Vice President for Research Program Chair of the Pacific Asian Conference on and Innovation Information Systems. University of Memphis His diverse international academic management As the chief research and inno- experience includes: being the founding director of vation officer of the University, the first Canadian university-based research center/ Dr. Jasbir Dhaliwal is responsible incubator for electronic commerce at the Technical for the planning and implemen- University of British Columbia (now Simon Fraser tation of the university’s strategic University); serving as Deputy Director of the Cen- research plan. He provides lead- tre for Management of Technology at the National ership to all efforts relating to University of Singapore; directing a graduate pro- the university’s goal of being an gram in information management at the Norwegian internationally recognized research institution with School of Management in Oslo; and serving as the highest level of research activity with a special Chair of the Department of Information Systems at focus on leading through innovation in relation to its Northern Kentucky University, where he launched urban metropolitan context. This includes serving an offering of the university’s Master of Science in as the executive director of the FedEx Institute of Information Systems program in Moscow, Russia. Technology which, as the front door to the univer- He has also served as Associate Dean for Research sity’s research capabilities and infrastructure, pro- and Academic Programs of the Fogelman College Participant Bios: Working Group 2 119
of Business & Economics, and prior to that, as the in research, teaching, extension and outreach, and Chair of the Department of Management Information maintaining strong relationships with the broad range Systems at the University of Memphis. of stakeholders in California, nationally and globally. He is also active internationally as an executive In addition to her responsibilities as dean, Dr. Dillard trainer and technology advisor, completing projects has programmatic responsibilities for the college’s for organizations such as FedEx, the U.S. Depart- Agricultural Experiment Station and Cooperative ment of Defense, Johnson & Johnson, Dehart Group, Extension. Dillard has national and international Medtronics, Unilever, Cynergy, Trans-link Logistics, leadership experience, including invited consulta- Anderson Consulting, Ericsson Telecommunications, tions, presentations and scientific exchanges in Asia Sapura Advanced Systems, IBM, Port of Singapore (China, Thailand, Singapore and Philippines), Central Corporation, Norsk Hydro, Kontena Nasional, Alca- America (Honduras and Nicaragua), South America tel Bell Shanghai, McDonnell-Dettwiler Canada, (Argentina, Brazil and Chile), the European Union Guiness Anchor, Den Norsk Bank, Asia Pacific (Netherlands, Sweden and United Kingdom) and Institute for Information Technology, Canadian Feder- Zimbabwe. She has collaborated extensively with ation of Innovation and the ASEAN-European Union U.S. Department of Agriculture programs and the Management Center. National Institute for Food and Agriculture (NIFA). His other interests focus primarily on modern immi- Prior to her appointment at UC Davis, Dillard served grant narratives, post-national identities, nurturing on the faculty at Cornell University from 1984 to global mindsets, and investing in new technology 2014 as a professor of plant pathology, carrying ventures. a 50 percent research and 50 percent extension assignment. Her research focused on the biology, Dr. Helene R. Dillard ecology and management of fungal pathogens that Dean of the College of Agricultural and cause diseases in vegetable crops. Her interests Environmental Sciences include sustainable disease management strategies, University of California, Davis integrated pest management, epidemiology and host/pathogen/environment interactions. Dillard Helene R. Dillard was appointed was recognized for her contributions in plant pathol- dean of the College of Agricultural ogy by the American Phytopathological Society and Environmental Sciences at UC (APS), receiving the Excellence in Extension Award Davis in January 2014. Dr. Dillard in 1992 and being named an APS fellow in 2006. is the chief academic and admin- She received the New York Farmers Medal and the istrative officer of the college and Outstanding Faculty Award from CALS in 2013. oversees fourteen departments, While on the faculty at Cornell, Dillard served in lead- several centers and institutes with ership capacities as Chair of Cornell’s Department more than 7,400 undergraduate students, 1,100 grad- of Plant Pathology in Geneva, as Director of Cornell uate students, 800 staff and 380 faculty. The College Cooperative Extension for the State of New York, has achieved a No. 1 ranking in agriculture in the and as Associate Dean in the College of Agriculture nation the past five years. Global challenges of food, and Life Sciences at Cornell and in the College of health, ecosystems and human communities require Human Ecology. concerted coordinated efforts to effect innovative and transformative solutions. Faculty expertise in the col- Helene Dillard was born and raised in San Francisco, lege lies at the nexus of many of the most pressing California. She completed her B.S. degree in biology and critical crosscutting issues facing society. Dillard of natural resources at UC Berkeley, an M.S. degree is actively developing the strengths of the college in soil science at UC Davis, and a Ph.D. degree in plant pathology at UC Davis. 120 Council on Competitiveness Commission Community Launch Conference
Mr. Frank Frontiera and public service unit based in the College of Arts Director of Supply Chain Operations and Sciences and affiliated with its Department Verizon of Public Policy. An interdisciplinary applied public policy research and technical assistance provider, Frank Frontiera is the Director of the Center seeks to inform evidence-based policy- Supply Chain Operations at Veri- making at the state, regional and local level through zon, responsible for manufacturing collaborative engagements with public, private and quality, capacity and operations for non-profit partners. Professor Goodman joined the the Network and Fios products. faculty at UMass Dartmouth in 2009 after serving He has 25 years of telecommuni- for eight years as the Director of Economic and Pub- cations experience encompassing lic Policy Research at the UMass Donahue Institute. center operations, special ser- Between 2009 and 2014, he served as the Chair vices, finance and supply chain. of the Department of Public Policy and the Gradu- Frank is currently driving sustainable manufacturing ate Program Director of the Master of Public Policy efforts by introducing post-consumer recycled (PCR) (MPP) program. A leading analyst of the Massachu- plastic into the build of Fios products. He is also look- setts economy, he has authored or co-authored more ing to incorporate ocean-bound plastics along with than 50 professional publications on a wide range the PCR to greatly reduce the amount of virgin plastic of public policy issues, including regional economic used in Fios routers and set-top boxes. Additionally, development and housing policy as well as demo- Frank is focused on removing all plastic packaging graphic and other applied social science research from Verizon’s reverse supply chain processes. topics. He has supported this research by generating With respect to risk mitigation, Frank has been driv- more than $5M in external grant and contract fund- ing the effort to move product manufacturing out of ing from a diverse array of public and private sources. China in order to reduce tariff impact and geopoliti- An economic sociologist, Professor Goodman is a cal risk. He is also working with the DoD and DHS three time past president of the New England Eco- to identify and reduce hardware security risk for Veri- nomic Partnership, a nonprofit organization made up zon’s network supply chain. of leading regional analysts that produces semi-an- nual economic forecasts of the economic outlook Frank holds a master’s degree in data communica- for each of the six New England states. He currently tions from Boston University and a bachelor’s degree serves as Co-Editor of MassBenchmarks, the jour- in Economics from the University of Massachusetts nal of the Massachusetts economy published by Lowell. the UMass Donahue Institute in cooperation with the Federal Reserve Bank of Boston. Dr. Goodman Dr. Michael Goodman earned his MA and Ph.D. at Boston University. Professor of Public Policy, and Executive Director, Public Policy Center University of Massachusetts Dartmouth Michael Goodman is Professor of Public Policy and Executive Director of the Public Policy Center at the University of Mas- sachusetts Dartmouth. The Public Policy Center is the Uni- versity’s applied social science research, technical assistance, Participant Bios: Working Group 2 121
Dr. Gary T. Henry Prior to joining UD in August 2019, Henry was the Dean of the College of Education and Human Patricia and H. Rodes Hart Chair and Professor of Development, and Public Policy and Education and Director of Gradu- Professor, School of Education and the Joseph R. ate Studies in the Department of Leadership, Policy Biden, Jr. School of Public Policy & Administration and Organization at Vanderbilt University. University of Delaware He also held the Duncan MacRae ’09 and Rebecca Gary T. Henry is dean of the Kyle MacRae Distinguished Professorship of Pub- University of Delaware’s College lic Policy in the Department of Public Policy and of Education and Human Develop- directed the Carolina Institute for Public Policy at the ment and professor in the School University of North Carolina at Chapel Hill. of Education and the Joseph R. A Kentucky native, Henry became a first-generation Biden, Jr. School of Public Policy college graduate, earning bachelor’s and master’s & Administration. degrees from the University of Kentucky before A renowned researcher in the field attaining a Ph.D. from the University of Wisconsin. of education, Henry specializes in education policy, From there, he began conducting evaluations for the educational evaluation, educator labor markets, and Virginia General Assembly and ultimately served as quantitative research methods. He has received the state’s deputy secretary of education and chief more than $27M dollars of sponsored research deputy superintendent of education. funding from the Institute of Education Sciences, U.S. Department of Education, Spencer Foundation, Ms. Ciannat Howett Lumina Foundation, National Institute for Early Child- Director of Sustainability Initiatives hood Research, Walton Family Foundation, John and Emory University Laura Arnold Foundation, and numerous state legis- latures, governors’ offices and agencies. Howett became Emory’s first Director of Sustainability Ini- He is currently examining the effects of state tiatives in 2006, managing a efforts to reform their lowest performing schools. university-wide effort to ensure In Tennessee, he has evaluated the effectiveness that Emory’s actions and policies of the state’s Achievement School District and local support environmental, social and Innovation Zones, finding the latter to have positive economic systems that provide a effects on student average achievement gains in healthy, productive and meaningful all subjects over six years. In North Carolina, he life for current and future generations. She is also recently evaluated the effects and implementation an Adjunct Professor at Emory’s Rollins School of of the state’s third round of reform of its lowest Public Health. performing schools. Howett networks with and facilitates internal and He has also published several articles on teacher external resources to the goals of Emory OSI. She preparation, including a study that finds Teach For leads the development, implementation and evalua- America teachers to be effective in raising students tion of sustainability initiatives across the University, test scores. Other research found negative effects while also building partnerships with surrounding on student achievement from teacher turnover, mainly communities and key Atlanta institutions. due to teachers who leave during the school year. 122 Council on Competitiveness Commission Community Launch Conference
Howett attended Emory University as an undergrad- versity of Chicago and a doctorate in anthropology uate, receiving her B.A. in 1987. She then worked from Columbia University. He taught urban studies at in fundraising at Emory until 1989, and then earned Barnard College and Columbia’s School of Interna- a law degree from the University of Virginia. She tional and Public Affairs. practiced environmental law with Kilpatrick Stockton and the U.S. Environmental Protection Agency and Ms. Amy Lientz served as Director of the Southern Environmental Director for Energy Industry Supply Chain Law Center’s Georgia and Alabama office. She is a Idaho National Laboratory frequent regional and national speaker on sustain- ability issues and serves on many community leader- Amy Lientz is an executive with ship boards and commissions. Idaho National Laboratory (INL) responsible for university, work- force and economic development, Dr. Chauncy Lennon regional affairs, communications, Vice President for the Future of Learning and Work governmental affairs and policy. Lumina Foundation She leads teams in Idaho Falls, Workforce expert and New York- Washington, D.C., and Boise. based leader in corporate philan- Lientz has helped lead INL’s transformation to a thropy, Chauncy Lennon joined multipurpose laboratory fostering growth in energy Lumina Foundation in the newly research and national security interests by providing created role of vice president for leadership in public policy; promoting and building the future of learning and work in upon INL STEM interests; leading public affairs and 2018, helping build out new ideas emergency communications; assisting in lab strategy; to advance the foundation’s attain- hosting visitors from around the globe; standing up a ment agenda. new events center; growing partnerships with indus- Lennon came to Lumina after nearly five years as trial clients; and securing and nurturing relations with a managing director and head of workforce strat- elected of coals. egy at JPMorgan Chase & Co., where he drove the Prior to INL, she served as senior vice president firm’s $350M investment in philanthropic initiatives. of government, outreach and project management He previously led large portfolios of work at Ford for CH2M Hill, where she successfully led high-pro- Foundation related to economic advancement and file projects in business development, energy sit- workforce development. Since 2015, Lennon has ing, municipality projects, sustainability and waste served on the national advisory board of the College management, and natural resource and restoration Promise Campaign, a nonpartisan national initiative initiatives. She also held senior project management to build public support for funding the first two years and research positions with Northrop Grumman and of higher education for working students, beginning EG&G. with community colleges. He also serves on the New Her successful track record of managing difficult York City Workforce Development Board, providing and “never-been-done-before projects” and attract- oversight of the city’s policies and services for youth, ing new multimillion-dollar business interests have adult learners, job seekers and employers. led to long-term, trusted relationships statewide, Lennon is a graduate of Williams College, where he nationally, locally and with partners in education, earned a bachelor’s degree in anthropology. He was community and industry. awarded a master’s in social sciences from the Uni- Participant Bios: Working Group 2 123
When her busy schedule allows, she enjoys guest Dr. Kathleen Merrigan lecturing on energy policy at universities and has Executive Director, Swette Center for Sustainable developed and delivered curriculum for courses in Food Systems industrial engineering and sustainability. When not Arizona State University working, you can find her fly fishing, skiing, rafting, Kathleen Merrigan is the inaugural hiking and golfing. Executive Director of the Swette She is currently on the board for Idaho Public Televi- Center for Sustainable Food Sys- sion, McClure Policy Center, Idaho Technology Coun- tems at Arizona State University cil, Idaho Falls City Club, Elks, The Nature Conser- and the Kelly and Brian Swette vancy in Idaho and Idaho Business for Education. Professor of Sustainable Food Ms. Lientz earned a B.S. from Boise State University Systems, with appointments in the in environmental science, and an M.S. from the Uni- School of Sustainability, College of versity of Idaho College of Engineering in industrial Health Solutions, and School of Public Affairs. She technology. came to ASU after four years as Executive Director of Sustainability at George Washington University, where she led the GW Sustainability Collaborative, Ms. Stacy Lippa GW Food Institute, and was Professor of Public Pol- Group Vice President, Food Supply Chain icy, with appointments in the schools of public policy Target and public health. Stacy Lippa is Group Vice Pres- From 2009–2013, Dr. Merrigan served as U.S. ident, Food Supply Chain for Deputy Secretary and Chief Operating Officer of the Target. She oversees supply-chain U.S. Department of Agriculture, a $150B, 110,000 optimization and holds fiscal employee institution. As Deputy Secretary, Dr. Mer- responsibility for five Food Dis- rigan created and led the Know Your Farmer, Know tribution Centers and for man- Your Food Initiative to support local food systems; agement of a third-party logistics was a key architect of First Lady Michelle Obama’s provider. She builds strong part- Let’s Move! campaign; and made history as the nerships across the enterprise to ensure efficient first woman to chair the Ministerial Conference of and consistent freight flow and proactively identify the Food and Agriculture Organization (FAO) of the challenges. Previously, Stacy held various operational United Nations. Before joining the USDA, Dr. Merri- positions with escalating leadership roles at Target gan was a professor at the Friedman School of Nutri- and led logistics, replenishment and supply chain tion Science and Policy at Tufts University, where she initiatives. directed the M.S./Ph.D. Agriculture, Food and Envi- Prior to joining Target in October 2002, Stacy was ronment Program. Her prior career includes a variety the General Manager for J&L Structural Steel, of agriculture policy positions, including Administra- Crossmember Division, with responsibility for oper- tor of the USDA Agricultural Marketing Service and ational performance, fulfillment and transportation senior staff on the U.S. Senate Committee on Agri- of semi-finished products and specialized structural culture, Nutrition and Forestry, where she wrote the steel beams. law establishing national standards for organic food. Stacy earned a bachelor’s degree in International Currently, Dr. Merrigan serves as Co-Chair for AGree, Business/Marketing from Grove City College. Board Director for the World Agroforetry Centre, Stone Barns Center for Food and Agriculture, Food- Corps, and Center for Climate and Energy Solutions (C2ES), as well as a Steering Committee member 124 Council on Competitiveness Commission Community Launch Conference
for the United Nations Environment Programme-led Surgeon for the U.S. Navy’s Third Fleet, director of initiative TEEB AgriFood. Dr. Merrigan is a partner an Intensive Care Unit, and Chairman of an academic in Astanor Ventures and an advisor to S2G Ventures, department of medicine in Seattle. two firms investing in ag-tech innovations. While on active duty, Dr. Rasmussen was selected Recognizing the history and scope of her work, Time as a Principle Investigator by DARPA, the Defense Magazine named Dr. Merrigan among the “100 most Advanced Research Projects Agency. His work, on influential people in the world” in 2010. machine-based language translation, civil-military support to humanitarian operations, and soft-power Dr. Eric Rasmussen operations for the reduction of social unrest in con- CEO flict zones, led to his selection as Principal Investiga- Infinitum Humanitarian Systems tor of the Year for DARPA in 2003. Eric Rasmussen is the CEO for His wartime deployments included Bosnia three Infinitum Humanitarian Systems times, Afghanistan twice, and Iraq for nine months. (IHS), a multinational consulting Lessons from those deployments informed his group built on a profit-for-purpose Directorship of three international disaster response model. He is an internal medicine demonstrations called the Strong Angel series. physician with both undergraduate Those events reproduced, in a remote setting, chal- and medical degrees from Stan- lenges faced by both civilian and military participants ford University and a European in both disasters and wars. Lessons from those Master’s degree in disaster medicine from the UN events were later incorporated into civil legislation, World Health Organization’s affiliate CEMEC (Centre DoD policy, and military training. European pour la Medecin des Catastrophes) in Italy. After retiring from the Navy, he was appointed the He was elected a Fellow of the American College Founding CEO for the TED Prize awarded to Dr. Larry of Physicians in 1997 and a Fellow of the Explorer’s Brilliant, then Executive Director of Google.org. Club in 2014. Since 2014, Rasmussen has also led the Global Rasmussen is also a Research Professor in Environ- Disaster Response Team for the Roddenberry Foun- mental Security and Global Medicine at San Diego dation, supported by the Star Trek franchise and State University and has been an instructor in disas- in partnership with MIT’s Lincoln Laboratories and ter medicine at both the International Disaster Acad- Schweitzer Engineering Laboratories. That team emy in Bonn, Germany, and the Institute for Disaster provides permanent water purification and renewable Preparedness at Tsinghua University in Beijing. He power to displaced populations and has deployed to holds an additional appointment as Core Faculty Supertyphoon Haiyan in the Philippines, the Nepal at Singularity University (within the NASA Ames earthquake, Hurricane Mathew in Haiti, and three Research Center) for Disaster Resilience and Global times to Puerto Rico after Hurricane Maria. Health, focused on issues associated with Human Security and with a special interest in climate adap- He has an appointment as a Senior Fellow at the tation for vulnerable populations. Rocky Mountain Institute with Amory Lovins, and serves pro bono as Chairman of the Board for two He served in the U.S. Navy for 25 years aboard NGOs—one specializing in anti-slavery/anti-traf- nuclear submarines, amphibious ships and aircraft ficking efforts for refugees and the recipient of the carriers. His positions included Joint Task Force Sur- UN’s ID2020 award in 2018, the other focused on geon (Forward) for the Hurricane Katrina response, outbreak epidemiology for One Health initiatives in Team Lead for the Banda Aceh Tsunami Response Southeast Asia. He’s a Permanent Advisor to the from the Office of the Secretary of Defense, Fleet Participant Bios: Working Group 2 125
UN Secretary-General’s High-Level Expert Panel on Dr. James R. Stock Water Disasters and has been a member of the U.S. Co-Director, Monica Wooden Center for Supply National Academy of Science’s Committee on Grand Chain Management & Sustainability, and Challenges in Global Development since 2012. Distinguished University Professor and Frank Harvey Endowed Professor of Marketing Mr. Jason Smith Muma College of Business President & CEO University of South Florida Manhattan Area Chamber of Commerce James R. Stock is Co-Director Smith most recently had worked of the Monica Wooden Center since August 2015 at Norman for Supply Chain Management (Okla.) Economic Development & Sustainability and USF Distin- Coalition. NEDC is a joint effort of guished University Professor and Oklahoma University, City of Nor- Frank Harvey Endowed Professor man, Moore Norman Technology of Marketing at the University of Center and Norman Chamber of South Florida. He was elected as Commerce. an AAAS Fellow of the American Association for the Advancement of Science in 2017. Professor Stock Smith was president/CEO for NEDC. His extensive was also the Fulbright-Hanken Distinguished Chair economic development and Chamber experience of Business & Economics at the Hanken School of extends to Abilene, Texas; Lincoln, Nebraska; and Economics in Helsinki, Finland, on a flex Fulbright McAlester, Oklahoma. He spent nearly 10 years with Award in 2016 and 2017. He has been an invited the Lincoln Chamber as VP Economic Development speaker on programs in more than 45 countries. He and cooperated jointly with a 14-member oversight is the author or co-author of over 150 publications committee to Lincoln Partnership for ED, as well as including books, monographs and articles. Professor President of the Abilene Chamber of Commerce, Stock has co-authored several textbooks on sup- where he oversaw economic development, tourism ply chain management, logistics management and and military affairs. reverse logistics. He received the CSCMP Distin- Smith has led award winning programs, including in guished Service Award in 2011, Armitage Medal 2012 when Business Facilities named Lincoln the (1988) and the Eccles Medal (2003) from SOLE— top economic development program in the country The International Society of Logistics, and Lifetime and ACCE, Association of Chamber of Commerce Achievement Awards from the Reverse Logistics Executives, named Lincoln as a national finalist for Association (2016) and Yasar University/IX Inter- Chamber of the Year. He has served in a variety of national Logistics and Supply Chain Congress in leadership roles, including President of the Nebraska Turkey (2011). His research interests include reverse Economic Developers Council and on the board of logistics/product returns, supply chain sustainability the Oklahoma Economic Development Council. and customer satisfaction. His background includes holding faculty positions at the University of Notre He has a Bachelor’s degree in Communication, Dame, University of Oklahoma, Air Force Institute Journalism and Related Programs from Cameron of Technology and Michigan State University. He University. received B.A. and M.B.A. degrees from the Univer- sity of Miami (FL) and a Ph.D. from The Ohio State University. 126 Council on Competitiveness Commission Community Launch Conference
Mr. Luke Tate Dr. Michelle R. Weise Associate Vice President and Executive Chief Innovation Officer Director, Opportunity Initiatives, Office of the Strada Institute for the Future of Work, and President SVP, Workforce Strategies Arizona State University Strada Education Network Luke Tate serves as associate Michelle R. Weise is Strada Edu- vice president and executive cation Network’s Senior Vice director of opportunity initiatives at President of Workforce Strategies Arizona State University, leverag- and serves as Chief Innovation ing emerging scientific and tech- Officer for the Strada Institute for nological innovations to expand the Future of Work, which is dedi- economic opportunity for all cated to advancing understanding Americans. He is also professor of of the future of learning and work practice in ASU’s School for the Future of Innovation to build the learning ecosystem of the future. Weise’s in Society, a senior sustainability scholar at ASU’s research focuses on the future of the workforce and Julie Ann Wrigley Global Institute of Sustainability, how to connect learners more directly to meaningful and a non-resident fellow at the Urban Institute. employment pathways throughout their working lives. Professor Tate most recently served as Special She is a senior adviser to Entangled Solutions and Assistant to the President for Economic Mobility on serves on the Commission on Digital Innovation and the White House Domestic Policy Council, where Lifelong Learning for Massachusetts Gov. Charlie he ran a team working on economic mobility, urban Baker, the Commission on the Future of Higher Edu- policy, poverty, technology and access to opportunity, cation for the American Academy of Arts and Sci- open data, housing, homelessness, and long-term ences, and the education advisory board for Village disaster recovery. He previously served at the U.S. Capital. Department of Housing and Urban Development Before joining Strada, she designed and led the (HUD) as senior advisor for urban policy, and as Sandbox ColLABorative, the innovation lab of South- special assistant to the U.S. Secretary of Housing ern New Hampshire University. Earlier in her career, and Urban Development. Luke was a member of Weise was the senior research fellow in higher the Presidential Transition team. Prior to joining the education at the Clayton Christensen Institute for Obama Administration, he worked on community pol- Disruptive Innovation, vice president of academic icy in the Office of the Governor of Arizona. He grew affairs at Fidelis Education, and taught at Skidmore up in central Phoenix, Arizona, and is a graduate of College and Stanford University. Her book, Hire Edu- Harvard University. cation: Mastery, Modularization, and the Workforce Revolution, co-authored with Christensen, describes the disruptive potential of online competency-based education aligned to workforce needs. Weise’s commentaries and research have been featured in The Economist, The Wall Street Journal, Harvard Business Review, Bloomberg Businessweek, The Boston Globe, Inside HigherEd, The Chronicle of Higher Education, and on PBS Newshour. She is a former Fulbright Scholar and graduate of Harvard University and Stanford University. Participant Bios: Working Group 3 127
Launch Conference Participant Bios Working Group 3: Optimizing the Environment for the National Innovation System
Mr. Aditya Bhasin seeking solutions to the security and economic CIO, Consumer & Small Business & Wealth challenges facing the nation. Building on a relation- Technology ship fostered over the past three years with U.S. Bank of America Special Operations Command, the IAE has a clear mission and vision that is captured in their motto Ad veritatem velociter (translated as “seeking truth at high velocity”). As an active researcher and scholar, Dr. Bishop is a specialist in the area of systems theory, guidance and control of spacecraft, and navigation and estima- tion theory with applications across a broad range of aerospace challenges. His current research interests are in the area of small satellites, advanced naviga- Dr. Robert H. Bishop tion algorithm development with fast-to-flight char- Dean of Engineering, and Founder, President acteristics, integrated navigation and guidance for & CEO of the Institute of Applied Engineering planetary precision landing, and the development of The University of South Florida navigation and communication strategies applicable to spacecraft formation constellations. He co-au- Dr. Bishop is the Dean of Engi- thors one of the world’s leading textbooks in control neering and the Founder, President theory, and has authored two other textbooks, edited & CEO of the Institute of Applied two handbooks, and authored/co-authored more Engineering (IAE) at the University than 135 journal and conference papers. of South Florida, where he holds a full professor position in the Dr. Bishop received his Ph.D. from Rice University Department of Electrical Engineer- in Electrical & Comptuer Engineering and his MS ing. He has been in academia for and BS from Texas A&M University in Aerospace 29 years, including 20 years in leadership positions. Engineering. He is a Fellow of the American Institute Prior to academia, he was a member of the technical of Aeronautics and Astronautics (AIAA), Fellow of staff at the Charles Stark Draper Laboratory. the American Astronautical Association (AAS), and Fellow of the American Association for the Advance- An entrepreneurial-minded academic leader, ment of Science (AAAS). Dr. Bishop founded and leads the IAE as a research and education center of excellence dedicated to 128 Council on Competitiveness Commission Community Launch Conference
Dr. Gerald C. Blazey Dr. Branden Brough Vice President for Research and Innovation Deputy Director, The Molecular Foundry Partnerships Lawrence Berkeley National Laboratory Northern Illinois University Branden Brough is the Deputy Gerald (Jerry) C. Blazey received Director of the Molecular Foundry, his doctoral degree in experi- a U.S. Department of Energy mental particle physics from the (DOE) supported nanoscale University of Minnesota in 1986. science research facility at Law- He is an author of over 500 rence Berkeley National Labora- papers and is a Fellow of the tory. As a national user facility, the American Physical Society. Since Foundry provides cutting-edge joining Northern Illinois University expertise and instrumentation to ~1,000 visiting in 1996, he has been appointed a Distinguished researchers a year from academia, national labo- Research Professor and Director of the Northern ratories and industry from around the world. In this Illinois Center for Accelerator and Detector Devel- role, Dr. Brough oversees the organization’s opera- opment and has been a principle investigator for tions, as well as the development of scientific plans federally funded grants from the National Science and initiatives. Prior to joining the Foundry in 2013, Foundation, the U.S. Department of Energy (DOE), Brough worked at the National Institutes of Health the U.S. Department of Education, and the U.S. (NIH), where he led strategic policy and planning Department of Defense. activities, as well as Congressional and public out- reach efforts. Brough received his Ph.D. in Mechan- Dr. Blazey has extensive experience in scientific ical Engineering—focusing on micro/nanotechnolo- administration and policy. While participating in the gies—from UCLA before becoming a AAAS Science Fermi National Accelerator Laboratory collider pro- and Technology Policy Fellow in 2007. gram, he served from 2002 to 2006 as co-Spokes- person of the DZero collaboration comprised of more than 600 physicists from more than 20 countries. Mr. Jim Carlisle From 2007 to 2010, he was the Program Manager Senior Vice President, Federal Government Relations for the International Linear Collider in the Office Bank of America of High Energy Physics at the DOE. More recently, Jim Carlisle is a Senior Vice Pres- from 2011 to 2014, he was the Assistant Director for ident in the Federal Government Physical Sciences in the Office of Science and Tech- Relations Department of Bank nology Policy in the Executive Office of the Presi- of America. In this role, Jim has dent of the United States. Since 2015, he has served responsibility for managing the as the Vice President for Research and Innovative bank’s relationship with federal Partnerships at Northern Illinois University. elected officials, working closely with business units to analyze the impact of pending legislation, and developing strategies to promote public policies that benefit the bank’s customers, associates and shareholders. Jim focuses primarily on tax issues. Prior to joining Bank of America in 2008, Jim was a Director with the Federal Policy Group, a consulting firm representing businesses before Congress and the U.S. Department of the Treasury on federal tax legis- Participant Bios: Working Group 3 129
lative and regulatory matters. From 1991 to 2002, Jim Dr. Lee Cheatham served in the Washington National Tax Services office Director, Technology Deployment and Outreach of Price Waterhouse and PricewaterhouseCoopers, Pacific Northwest National Laboratory where he consulted with corporate tax executives Lee Cheatham has an exten- and Washington representatives on emerging U.S. sive track record of leadership tax developments affecting businesses. in advancing science, technology Jim began work in Washington in 1989 as a reporter and commercialization in the and news editor with the Prentice Hall Information U.S. Department of Energy Network’s Daily Tax Update and Prentice Hall’s national laboratory system, aca- weekly Tax Bulletin, covering Congressional tax and demia and private industry. He budget developments. Jim was born in Greensboro, (re)joined Pacific Northwest North Carolina. He has a B.A. and an M.A. in English National Laboratory (PNNL) in 2017 as Director from the University of North Carolina. He lives in of Technology Deployment and Outreach, focusing Alexandria, Virginia, with his wife Kim and their three on industrial partnerships to expand the economic children, Grace, James, and John. impact of PNNL’s science and technology. Previously, Lee launched and led Brookhaven Dr. Russell Carrington National Laboratory’s (BNL) Office of Strategic Chief Technology Transfer Officer Partnerships, where he expanded and diversified Lawrence Berkeley National Laboratory BNL’s research portfolio and oversaw technology Dr. Russell Carrington is the Chief commercialization and economic development. Technology Transfer Officer of Prior to BNL, he served as Chief Operating Officer Lawrence Berkeley National and General Manager of Commercialization for the Laboratory. In this role, Russell Biodesign Institute at Arizona State University. Lee oversees Berkeley Lab’s technol- also served as Executive Director of the Washington ogy transfer activities, including Technology Center, connecting Washington State managing the lab’s IP portfolio companies with research institutions to promote of inventions and software, and economic growth. partnering with the private sector to commercialize Lee began his professional career at PNNL as a the IP portfolio. He’s also responsible for developing computer engineer and manager, including leading an entrepreneurial ecosystem for lab scientists and a $40M-a-year, nationwide, joint industry-govern- implementing commercialization programs funded ment research project addressing supply chain by the U.S. Department of Energy and others. efficiencies. In the private sector, he has served Prior to Berkeley Lab, Russell co-founded a start-up as VP of worldwide engineering for a market-leading developing thermal energy storage technology and software company and launched businesses in com- headed operations at another start-up offering mercialization consulting and software sales. behavioral economics-inspired financial incentives Lee holds degrees in electrical engineering: a Ph.D. for health and wellness. He started his career with from Carnegie-Mellon University, an MS from Wash- a tour of duty with a management consulting firm. ington State University and a BS from Oregon State Russell holds a Ph.D. in Mechanical Engineering, University, where he is a member of the Academy of a certificate in Management of Technology from UC Distinguished Engineers. He serves on the National Berkeley, and a BS in Mechanical Engineering from Science Foundation Director’s Business and Opera- Rice University. tions Advisory Committee. 130 Council on Competitiveness Commission Community Launch Conference
Ms. Ji Mi Choi Mr. Thomas Dailey Associate Vice President, Entrepreneurship Founder and Innovation, Office of Knowledge Enterprise Dailey Strategic Advisors LLC Development Tom Dailey is an innovative busi- Arizona State University ness strategist, policy pioneer and Ji Mi Choi is an associate vice general counsel with more than president at Arizona State Uni- 25 years of expertise in internet versity leading Entrepreneurship law and regulation focused on + Innovation in service to schools content and technology conver- and units across the institution, gence, regulatory reform, cyberse- and the greater community. curity, privacy and compliance in the U.S. and abroad. With a unique ability to connect Previously, Ji Mi served in var- dots across the legal, regulatory and geopolitical ious fast-paced and evolving landscape, he sees issues holistically and synthe- roles at New York University: early in her career sizes complex matters to create a path that adapts at the Interactive Telecommunications Program to rapidly changing technology and regulatory envi- at the Tisch School of the Arts before new media ronments, while providing pragmatic, results-oriented was new media; later at the Polytechnic University business and legal advice. He is a proven leader on (now the Tandon School of Engineering at NYU), the forefront of internet, security, supply chain, and first serving as the chief of staff to the president 5G technology and policy development who builds and vice president for strategic initiatives, then later consensus across organizations and industries. A serving as the senior director of integration, leading creative and insightful thinker, he is a trusted advisor the merger between the two institutions; and sub- at the highest levels of business. sequently serving as the assistant vice president for global programs planning. Ji Mi has also served As Verizon’s SVP and General Counsel for Interna- at the world-renowned Earth Institute at Columbia tional, Tom was responsible for all legal, regulatory, University, ultimately as chief of staff and assistant policy and compliance matters affecting business deputy director. operations outside the United States. He led a diverse team of more than 75 lawyers and profes- A long-time New Yorker by way of Seoul and an avid sionals, located on five continents around the globe. internationalist, Ji Mi has served in a leadership role Living in London for more than 3 years, Tom gained for the United Nations Development Programme and perspectives into the international cultural, political, in various capacities for numerous start-up organiza- trade and regulatory issues that drive business and tions, both not-for-profit and for-profit (helping take policy. He helped lead a variety of new technologies a company public in the days of the dot-com boom), to market, including international enterprise 5G. He and has been involved in political campaigns. also represented the company as a global spokes- Ji Mi serves on the board of the StartupAZ Foun- person and developed responses to major geopolit- dation and numerous advisory boards locally and ical issues, including U.S.-China cybersecurity and nationally. trade relations issues and Brexit preparations. Ji Mi received her B.A. in English literature and Tom previously served as lead counsel to Verizon’s communications from Marymount Manhattan Col- Chief Strategy Officer as Vice President and Dep- lege and her M.S. in strategic communications from uty General Counsel from 2010–2014. He provided Columbia University. strategic guidance in critical areas, including media convergence and content distribution, as well as on net neutrality and other key regulatory and policy Participant Bios: Working Group 3 131
issues. To help protect the exponential growth of Dr. Peter K. Dorhout digital content, in 2011 he helped create and chaired Vice President for Research the Center for Copyright Information, the first-ever, Kansas State University industry-wide collaboration between content owners Dr. Peter K. Dorhout serves as and distributors focused on innovative anti-piracy Professor of Chemistry and Vice awareness and education initiatives. He also devel- President for Research at Kansas oped and evolved Verizon’s international public policy State University, where he had function, working with the U.S. State and Commerce also served four years as dean of Departments and major international regulatory bod- the College of Arts & Sciences. ies, including the ITU and ICANN, among others. Prior to coming to Kansas State As General Counsel for Verizon Online from 1998– in 2011, he served as the Interim 2006, Tom played a key role in driving the rapid Provost at Colorado State University-Pueblo, pre- growth of the company’s start-up internet access ceded by 20 years at Colorado State University-Fort and ISP services from 40,000 dial-up subscribers Collins as Vice Provost for Graduate Studies, Assis- to more than 6M broadband customers. He served tant Vice President for Research and Professor of as lead counsel on every major transaction and Chemistry. He has served as a collaborator at Los reviewed cutting-edge product development efforts. Alamos National Laboratory since 1987. During this pivotal time, Tom recognized the need for He has led professional organizations and founda- a corporate voice in the creation of national internet tions as a member of the Boards of Directors for the policy and regulation. He helped develop Verizon’s American Chemical Society, where he was the 2018 internet public policy practice and co-founded and President; the Research Corporation for Science served as Chair of the U.S. Internet Service Provider Advancement; the Kansas State University Research Association to assist in shaping laws and policies Foundation; Colorado Nanotechnology Alliance; and with a focus on cybersecurity, online safety, and data the Coronado Council BSA Executive Board. protection for the then nascent internet. He is a recognized expert in solid state and nuclear Throughout his career, Tom has focused on under- materials science and environmental chemistry. He standing the business and technologies that underlie has had active research programs in solid-state the policies on which he advocates, which allows f-element and radiochemistry, and nanomaterials him to distill and communicate complex information science. He has published more than 120 peer- to a variety of audiences. He is a frequent public reviewed journal articles, book chapters and reviews, speaker around the world on topics including the 5G while presenting more than 130 international and industrial revolution, regulatory reform and technol- national invited lectures on his chemistry. ogy convergence. He has testified before Congress three times on copyright and internet safety issues Dr. Dorhout earned a bachelor’s degree in chemistry and has been deeply engaged with law enforcement from the University of Illinois at Urbana-Champaign regarding online child protection. and a doctorate in inorganic chemistry from the Uni- versity of Wisconsin-Madison. His list of professional Tom and his wife Mia have two adult sons. An avid awards includes Fellow of the American Chemical outdoorsman, he has climbed Mt. Rainier and enjoys Society, Fellow of the American Association for the cycling, tennis, back-country skiing and traveling to Advancement of Science, Research Corporation out-of-the-way locations around the world to learn Cottrell Scholar, Camille Dreyfus Teacher-Scholar, more about global cultures. A. P. Sloan Foundation Fellow, National Science Foundation CAREER Fellow, and the ACS-ExxonMo- bil Faculty Award in Solid State Chemistry. 132 Council on Competitiveness Commission Community Launch Conference
Ms. Laure Bachich Ergin uty for Operations of the Life Sciences Division. He Vice President and General Counsel was named Senior Advisor to the Deputy Laboratory University of Delaware Director in 2012. Laure Bachich Ergin joined the Bill served from 2004–2006 as LBNL’s delegate University of Delaware in 2010 to the Council of UC Staff Assemblies (CUCSA). and was appointed Vice President He also served as the Chair of CUCSA’s Policy and and General Counsel in November Procedures Committee from 2005–2006. In 2006, 2015. Prior to joining the Univer- he was unanimously elected to serve on CUCSA’s sity of Delaware, she served for executive board, one year as Chair-Elect followed by 13 years as an attorney in the a year as Chair. During his tenure in CUCSA’s lead- General Counsel’s Office at Drexel ership, the Council focused its efforts on vital issues University, also serving for four of those years as to the University, including examining staff diversity Drexel’s chief compliance officer. as well as looking at succession planning through leadership training. In 2007, Bill served as the inau- Laure is an arbitrator for the Philadelphia Court of gural CUCSA representative to the UC Staff Diver- Common Pleas, has lectured for Drexel’s School of sity Council. Education, and is a member of the Philadelphia Bar Association, the National Association of College and In 2007, Bill was appointed by then-UC President University Attorneys and the Association of Govern- Bob Dynes to serve as 2007–2009 Staff Advisor ing Boards. She earned her undergraduate and law to the Regents. During his time as Staff Advisor, degrees from Saint Louis University. the scope and role of the Staff Advisor continued to grow including by expanding its presence on addi- Mr. Bill Johansen tional permanent and ad hoc Regental Committees, Senior Advisor to the Deputy Laboratory Director such as Long Range Planning. Lawrence Berkeley National Laboratory Bill continues to be very proud of the opportunities Bill Johansen is currently Senior he had to provide a voice for staff to the entire Uni- Advisor to the Deputy Laboratory versity community during his time with CUCSA and Director at Lawrence Berkeley also as Staff Advisor to the Regents. National Laboratory (LBNL). Dr. Robert K. Kazanjian A proud second generation UC Asa Griggs Candler Professor of Organization employee, Bill first started work- and Management, and ing at LBNL in 1987 as a student Senior Associate Dean for Strategic Initiatives assistant in the Technical Informa- Emory University tion Department when he was a junior in high school. He continued to work in various positions while Robert K. Kazanjian is the Asa attending UC Berkeley, where he received a BA in Griggs Candler Professor of Political Science in 1991. In 1993, he left LBNL to Organization and Management, work in Washington, D.C., first on Capitol Hill and having served on Emory Univer- later as Deputy Director for the Council of State sity’s Goizueta Business School Administrators of Vocational Rehabilitation. When he faculty for more than 30 years. returned to California in 1996, he returned to LBNL, Prior to his appointment at Emory, initially supporting the Life Sciences Division Direc- Rob was a faculty member at the tor before taking on a series of new roles, including Graduate School of Business, University of Michi- Manager of the Biosciences Proposal Development gan. More recently, he was a Visiting Professor at Center, Senior Business Manager and Division Dep- the Amos Tuck School of Business at Dartmouth Participant Bios: Working Group 3 133
College. He is currently serving as Senior Associate Ms. Vickie Lonker Dean for Strategic Initiatives, and earlier served as Vice President, Global Networking Product Interim Dean and Vice Dean for Programs at Goizu- Management eta. Rob received his Ph.D. in Organization and Strat- Verizon Business Group egy, as well as an MBA from The Wharton School Victoria Lonker is the Vice Pres- of the University of Pennsylvania. He has a BA in ident of the Product Manage- economics (with honors) from Hamilton College. ment organization responsible Rob has authored a number of articles in such for delivering global products journals as Management Science, Strategic Man- on and above the network layer agement Journal, Academy of Management Journal, leveraging technologies such as Academy of Management Review, Journal of Busi- 4G/5G, internet, MPLS, wave ness Venturing, and the Organization Studies. He and ethernet. Her portfolio sup- is the co-author of Strategy Implementation: Struc- ports all routes to business markets—Public Sector, ture, Systems and Process with Jay R. Galbraith Enterprise, Small Business and Wholesale—and (West Publishing) and co-editor of The Search for encompasses wireless/wireline connectivity, wireless Organic Growth with Ed Hess (Cambridge Univer- business products (including Private LTE, 5G mobile sity Press). Since 1999, he has received 15 Teaching and 5G fixed wireless access), Edge Solutions, and Excellence awards from MBA and Executive MBA managed and virtualized services, including SDN and students at Goizueta. Rob is a member of the edito- Software Defined Perimeter. Her team of outstand- rial board of the Strategic Management Journal and ing humans have innovation and life-cycle respon- previously was on the editorial board of the Journal sibilities for these portfolios and deliver integrated of Business Venturing. He is also a member of the service offerings to enable business outcomes for Strategic Management Society and of the Academy Verizon Business Group customers. of Management. Prior to this role, Vickie held other Product Man- His research interests center broadly on the inter- agement roles, including VP Integrated Network & face of strategic intent and organization design. This Security Solutions, Executive Director of Network includes issues of organizational capability creation, & Virtual Services, and Director of PIP, SCI, Mobile innovation processes and entrepreneurship. He Private Network and Access. Vickie’s career has has a continuing research interest in the organiza- included leadership roles in Product Management, tional issues associated with growth in firms at early Finance (Pricing & Contract Management), Solutions stages of development. This has extended into the Architecture/Deal Development (GID), Marketing, role of founder background and experience in the Sales and Sales Engineering. Her tenure at GTE and success of new enterprises. Bell Atlantic included roles in Customer Network Rob has consulted and done executive education Engineering, Network Planning, Transmission Engi- work in the areas of strategy, strategic change, orga- neering & Switching Engineering. nization design and innovation with firms such as General Electric, General Motors, The Home Depot, Boston Scientific Corporation, Goldman Sachs, Hon- eywell, Singapore Airlines, IBM, Acer, Westinghouse, Abbott Labs, Exxon, SunTrust, Lockheed Martin, International Paper, Tyco and Siemens North Amer- ica. He has regularly taught in senior executive pro- grams across the United States, as well as in Asia. 134 Council on Competitiveness Commission Community Launch Conference
Dr. Sorin Lungu A naturalized U.S. citizen, he also attended the Professor, National Security and Industrial Base Vienna-based Austrian Diplomatic Academy (1994– Department, Eisenhower School of National Security 1995) and was awarded research fellowships by and Resource Strategy the WEU Security Studies Institute (Paris, 2001) National Defense University and the Konrad Adenauer Foundation (Germany, 2001–2002). He was a fellow in MIT’s Seminar Dr. Sorin Lungu is a Professor XXI program (September 2007–May 2008). During in the Department of National 2006–2018, he was a member of the London-based Security and Industrial Base at the International Institute for Strategic Studies. His arti- Eisenhower School of National cles appeared in The RUSI Journal, Comparative Security and Resource Strategy Strategy, Defense and Security Analysis, American at the National Defense Univer- Diplomacy, and Strategic Insights. From 1992– sity (Washington, D.C.). During 1994, he was a broker at the Romanian Commod- August 2010–July 2017, he was ities Exchange (Bucharest), and then a member of the faculty lead for the Aircraft Industry Study pro- the Romanian diplomatic corps (1994–1998). During gram (where he taught also Industry Analytics and the 2012–2013 academic year, he was on sabbatical the International Comparative Defense Business as a William C. Foster Fellow with the U.S. Depart- Environments modules). He also developed and ment of State (in the Regional Security and Arms leads (since fall 2010) the (Indo-Pacific focused) Transfer Office, Bureau of Political Military Affairs). Long-Term Strategy electives concentration program, He participated in the 2013 SAIS Hertog Summer where he teaches courses in diagnostic net assess- Study and completed executive education programs ment, defense strategic planning, military technol- focused on global strategic management (Harvard ogy diffusion and Asian defense markets dynamics, Business School) and competitive strategies (Whar- and directs research. He served as the Chair of the ton School of Business). He has very good working Department of National Security and Industrial Base proficiency in German and French. during August 2017–July 2019, when he advised, led and implemented the redesign and refocus of the Industry Studies program and Industry Analysis Dr. Cheryl Martin course in support of the strategic imperatives of the Founder 2017 NSS and 2018 NDS. During AY 2019-2020, Harwich Partners he will serve as an HQE on a detail at the Pentagon Dr. Cheryl Martin currently leads supporting the J7 Joint Force Development Director- Harwich Partners, a consulting ate. firm she founded to engage Before joining the National Defense University in public and private sector entities October 2006, he previously taught at the U.S. Air on implementing solutions for War College in the Department of Joint Military complex problems, especially Operations (July 2005–October 2006). He earned those related to energy, sustain- his Ph.D. in International Affairs from the Fletcher ability, urban development and School of Law and Diplomacy at Tufts University technology adoption. Until November 2018, she (1999–2005), with a dissertation titled European was a member of the Managing Board at the World Defense Market Integration: The Aerospace Sector Economic Forum, where she was responsible for a in 1987–1999. He holds an MA in National Secu- range of business and innovation initiatives. Previ- rity Affairs (Western Europe concentration) from ously, Dr. Martin served as the Acting Director of the U.S. Naval Postgraduate School at Monterey the U.S. Department of Energy (DOE) Advanced (1997–1998) and a BS/MS in Mathematics from the Research Projects Agency–Energy (ARPA-E). University of Bucharest, Romania (1987–1992). In addition, she was the Deputy Director for Com- Participant Bios: Working Group 3 135
mercialization at the agency where she developed ic-industry collaboration. The Centers include Buffalo the Technology-to-Market program, which helps Institute for Genomics and Data Analytics, New York breakthrough energy technologies succeed in the State Center of Excellence in Bioinformatics and Life marketplace. Sciences, and New York State Center of Excellence Prior to joining ARPA-E, Dr. Martin was an Execu- in Materials Informatics. tive in Residence with the VC firm Kleiner Perkins Prior to joining UB, she provided strategic direction Caufield and Byers, and interim CEO of Renmatix, a for the Western New York Regional Economic Devel- start-up company focused on renewable materials. opment Council and played an integral role in NYS She also spent 20 years with Rohm and Haas Com- State Governor Cuomo’s Buffalo Billion economic pany in roles ranging from technology development development plan. Both initiatives focused on build- to finance and business management and where, ing Western New York’s economy in three targeted most recently, she had been the General Manager industry sectors advanced manufacturing, life sci- for the Paint and Coatings business in Europe, Mid- ences through strategic investments in workforce dle East and Africa. development, smart growth and entrepreneurship. Dr. Martin earned a B.A. in chemistry from the Col- Her leadership as Regional Director of WNY Empire lege of the Holy Cross and went on to earn a Ph.D. State Development was instrumental in attracting in organic chemistry from MIT. She is a non-resident new businesses, encouraging entrepreneurial ven- Fellow at the Center on Global Energy Policy at tures, focusing job training and transforming the Columbia University. Dr. Martin serves on the board region by capitalizing on its assets. During her tenure of Enbala, an early stage company focused on mak- at Empire State Development, she oversaw more ing the electric grid more sustainable by harnessing than $1B in New York State financial assistance to the power of distributed energy. leverage $8B in private investment and help create and retain more than 12,000 jobs. Notable projects Ms. Christina P. Orsi include the launch of 43 North, the nation’s largest Associate Vice President for Economic Development business plan competition, and Buffalo Manufactur- University at Buffalo ing Works, a one-stop shop to help manufacturers grow through innovation, process improvement and Christina Orsi serves at the Asso- launching the Better Buffalo Fund to support revital- ciate Vice President for Economic ization in distressed areas. Development at the University at Buffalo (UB). UB is among the Prior to Empire State Development, Orsi was part largest and most comprehensive of the leadership team at Buffalo Niagara Enter- research Universities in New York prise, a regional business attraction development State. Bringing strong leadership organization, where she helped companies including skills and more than two decades GEICO, Yahoo, Fed Ex Trade Networks, New Era of experience, she guides university-wide economic Cap Company and Citicorp to invest and grow in development efforts. Orsi oversees the Business and Western New York. Entrepreneur Partnerships office to help businesses Buffalo Business First has recognized Orsi as a connect with UB researchers and resources, and “Woman of Influence” in the public policy category leads UB’s technology commercialization, all with a and, for the past four years, also has named her to goal of having a positive impact on the region’s inno- its Power 250 list, an annual ranking of influential vation economy. Her portfolio at UB includes: leading people who live and work in Western New York. technology transfer, entrepreneur support services, including an investment fund and incubators, as well Orsi serves on the boards of 43 North, Excelsior as several technology centers focused on academ- Growth Fund, Evans Bank, Invest Buffalo/Niagara and The Racial Equity Roundtable. She holds an MS 136 Council on Competitiveness Commission Community Launch Conference
in public affairs and urban planning from the Uni- In 2016, Greg led a team serving the VA in an effort versity at Buffalo and a BA in political science from to create a Chief Veteran Experience Office, along Fredonia. with the accompanying strategy to transform the VA to become more veteran-centric through improved Mr. Greg Pellegrino veteran customer experiences. Principal, Customer & Marketing Strategy Throughout his career, Greg has demonstrated a rare Deloitte Consulting LLP ability to take a strategic, systems-based approach to Greg Pellegrino designs break- big, complex issues in order to mitigate risk, improve through business strategies for governance and break new ground. He has helped public sector clients and for private to remodel highway and motor-vehicle transportation industry entering and operating systems across the nation to shorten wait times and in the public sector. Leaders from save human lives. His contribution to the overhaul of Capitol Hill to the global C-Suite the national organ transplantation system received know Greg as a business innovator the prestigious Smithsonian Award for the applica- and seek out his creative insights tion of technology to the public sector. A coalition of to address persistent and emerging challenges, from leading philanthropists engaged Greg to develop a national security to economic competitiveness. strategy for community-based approaches to safe drinking water. He was also a pioneer in early efforts Greg is a Customer Strategy & Applied Design at e-government and helped to bring the nation’s Principal at Deloitte Consulting, LLP, and serves as classrooms online. the Lead Client Service Principal responsible for Deloitte’s relationships with the U.S. Department of Greg has earned a deep appreciation for the dynam- Veterans Affairs (VA) and the White House. Greg ics of the public sector, the opportunities it presents is also leader of the Government & Public Service and the resilience it requires. He has written widely industry election planning and government relations on the theme, advising companies and governments liaison to Deloitte’s Policy & Government Relations around the world on political and economic shifts. As office in Washington, D.C. With more than 35 years Chairman of the Board of Directors of the Homeland working with clients in government and private Security and Defense Business Council, Greg helped industry, his roles include responsibility for business strengthen the role of private industry in meeting the operations, client delivery and business performance. needs for national security and disaster response; He focuses on helping his clients navigate complex- and for the Council for Excellence in Government, ity, boost performance and anticipate change. he co-chaired a group for the U.S. Department of Homeland Security to look at privacy and security Greg’s work shifts paradigms, driving performance issues from the citizen’s perspective. He has also improvements with models that break the mold and played a key role in establishing Deloitte’s own pres- answering uncertainty with entrepreneurial endeavor. ence in the federal market. He has led large-scale, system-wide transformation efforts in critical areas such as public safety, cyber- As a leader, Greg takes a collaborative, consen- security, transportation, and counter-terrorism. Greg sus-driven approach, always challenging teams to helped to redesign and consolidate the civil avia- get beyond polarizing issues so they can focus on tion security systems for the U.S. government after the choices they have to make. He attracts and men- 9/11, and his team was also tasked with leading the tors high potential, diverse professionals who seek to creation of the web portal for the U.S. Department of create their own impact on the market and the world. Homeland Security. Participant Bios: Working Group 3 137
Greg has advised both business and governments on • Federal economic and workforce how to gain advantage from changing talent demo- development agencies (e.g., U.S. NIST graphics and presented his research on the eco- Manufacturing Extension Partnership, U.S. DoD nomics of women in the workforce at such places as Office of Economic Adjustment, U.S. Economic Harvard University and the United Nations. Development Administration, Appalachian He always challenges the teams he leads as well as Regional Commission, U.S. Treasury Department, the clients he serves to define the leading edge and U.S. Census Bureau, U.S. Bureau of Economic create what’s next. Analysis); • State economic and workforce development Dr. Kenneth E. Poole agencies (e.g., Arizona Commerce Authority, Chief Executive Officer/President North Carolina Department of Commerce, Georgia Center for Regional Economic Competitiveness Governor’s Office of Workforce Development, Dr. Kenneth (Ken) E. Poole is the Louisiana Economic Development, Pennsylvania Department of Labor & Industry, Virginia Chief Executive Officer of the Economic Development Partnership, Wisconsin Center for Regional Economic Economic Development Corporation); Competitiveness. Dr. Poole has managed economic development • Regional economic and workforce research, analysis and technical development organizations (e.g., 7 Rivers assistance efforts for 35 years. Regional Alliance WI, Centralina Council of Dr. Poole co-founded CREC in Governments, Momentum West Wisconsin EDC, January 2000 as an independent non-profit focused Nashville Area Chamber of Commerce, Western on assisting policy-makers use data to develop Piedmont (NC) Council of Governments, Texoma a stronger understanding of how state and regional Regional Consortium, Roanoke Valley-Allegheny economies can compete effectively in the evolving, (VA) Regional Council); knowledge-based economy. • Educational institutions (e.g., Henry Ford Dr. Poole manages the organization’s strategic Community College, Catawba Valley Community planning, information sharing, research and profes- College, Western Iowa Technical and Community sional training activities, including the development College, University of North Carolina); and of customized training in regional economic research • Local government agencies (e.g., Erie techniques. At CREC, he has assisted in dozens of County PA Planning, City of El Paso Planning research, planning and technical assistance con- and Economic Development, Knox County sulting projects for clients across the United States, Metropolitan Planning Organization). including: In those projects, Dr. Poole has conducted quan- • National foundations (e.g., Pew Charitable titative and qualitative analyses of economies and Trusts, Ewing Marion Kauffman Foundation, program impacts and facilitated strategic leadership Lumina Foundation, Laura and John Arnold planning sessions, as well as provided technical Foundation, U.S. Chamber of Commerce assistance on economic and workforce development Foundation); program design and strategy. 138 Council on Competitiveness Commission Community Launch Conference
As Executive Director of the national nonprofit mem- a Doctor of Philosophy degree in Public Policy with bership organizations, the Council for Community a concentration in Regional Development Policy and Economic Research (C2ER), the Labor Market from George Mason University, a Master in Public Information Institute, the Association of Public Data Administration degree from American University and Users and the Projections Managing Partnership, a Bachelor of Arts degree from UNC at Chapel Hill. Dr. Poole oversees all program development activi- In 2016, he received the Innovation in Local Employ- ties, including information dissemination about news ment Dynamics Award from the U.S. Census Bureau. related to the federal statistical agencies, and the development of research and professional training Ms. Irene Qualters activities, as well as organizing national conferences Associate Laboratory Director for Simulation for the different professional networks. Building on and Computation his vision and leadership, C2ER and the LMI Institute Los Alamos National Laboratory have become national leaders in providing regional economic analysis training to economic and work- Irene Qualters serves as the force development analysts serving federal, state and Associate Laboratory Director local agencies. At the same time, APDU has become for Simulation and Computation a national resource for the federal statistical system. at Los Alamos National Lab- oratory. She is responsible for Before establishing CREC, Dr. Poole served six years directing programs that provide as the Director of Domestic Economic Development cutting-edge tools to guide and for the National Association of State Development interpret experiments and further Agencies and eight years as the Director of Techni- the fundamental understanding and predictive capa- cal Assistance and Research for the National Coun- bilities of complex systems. cil for Urban Economic Development (now the Inter- national Economic Development Council).He serves Prior to her tenure at Los Alamos she served in on the editorial board of Economic Development leadership roles at the National Science Founda- Quarterly (EDQ) and on the Bureau of Labor Statis- tion (NSF). In her nearly nine years at NSF, she had tics’ Data Users Advisory Council. In 2017–2018, responsibility for developing NSF’s vision and portfo- Dr. Poole edited a special issue of the EDQ focused lio of investments in Advanced Cyberinfrastructure on manufacturing policy issues. Dr. Poole also to enable science and engineering at the frontiers speaks frequently to national and state-level audi- of research. She also played a leadership role in ences of policy-leaders and economic development interagency, industry and academic engagements professions on the challenges of data-driven regional to advance computing. economic planning and development. Ken obtained Participant Bios: Working Group 3 139
Prior to her NSF career, Irene had a distinguished online; the UMRF Research Park; and launched 30-year career in industry, with a number of executive UMRF Ventures, a private company held by the leadership positions in research and development U of M Research Foundation. Ventures hosts several in the technology sector. During her 20 years at Cray FedEx Call Centers, a data analytic center, and Research, she was a pioneer in the development of an IT command Center. It employs 300 students, high performance parallel processing technologies and its gross revenue approached $4M in only its to accelerate scientific discovery. Subsequently as second year. The U of M set a record for total fund- Vice President, she led Information Systems for raising in his first year at $37.9M and broke that Merck Research Labs, focusing on international record this past year, with a total over $41M. The last cyberinfrastructure to advance all phases of pharma- two years have seen consecutive records for aca- ceutical R&D. demic fundraising at $23M and $26M. During a five-year period, $164M has been raised. More Dr. M. David Rudd than $500M is being invested on campus and in the President University Neighborhood District (more than $140M University of Memphis in private funds). Under Rudd’s leadership, the cam- pus has continued to expand, with the Laurie-Wal- Beginning his sixth year as presi- ton Family Basketball Center; the nearly-completed dent, Rudd’s tenure has witnessed Pedestrian Cable Bridge, Parking Garage and Plaza; record-breaking improvements in and the forthcoming Scheidt Family Music Center student retention and graduation and Center for Wellness and Fitness. He has a bach- rates. He has spearheaded efforts elor’s degree from Princeton and master’s and Ph.D. to create a new division of Student degrees in psychology from the University of Texas. Success; developed the Univer- sity’s first integrated enrollment, retention and graduation plan; and offered need- based funding for the first time in U of M history. Rudd has led efforts to grow community partner- ships, including the LiFE: Learning Inspired by FedEx program, which offers eligible FedEx Hub employees a chance to earn a potentially tuition-free degree 140 Council on Competitiveness Commission Community Launch Conference
Ms. Sara Sutton remote working and work flexibility. So in addition Founder and CEO to FlexJobs, she has also launched an advocacy FlexJobs initiative, 1 Million for Work Flexibility; a resource for integrating remote work into business models, Sara Sutton has long been pas- Remote.co; and The TRaD* Works Forum (*Tele- sionate about helping people find commuting, Remote, & Distributed), a conference jobs. She started her career in that brings together thought leaders, policy makers 1995 when she co-Founded Job- and organizations looking to further leverage the Direct, the first online entry-level diverse benefits of remote and distributed teams. job service (sold to Korn|Ferry International in 2000), and for the For her work in the employment and technology past 12+ years, she has been the fields, she was named as a Young Global Leader CEO and Founder of FlexJobs, the leading service (YGL) by the World Economic Forum and is honored for professional remote and flexible job opportunities. to serve on the Advisory Group for the YGL pro- gram. Sutton holds a BA in Society, Technology, and Sutton is an expert and speaker on a wide variety the Environment from the University of California at of topics related to the future of work, such as the Berkeley and resides in Boulder, Colorado, USA. impact of remote work, the hybridization of the work- force (freelance v. employee), gender equity, eco- nomic development, unemployment and underem- Ms. Anne Tucker ployment, and entrepreneurship. On these topics, she Professor of Law has appeared in hundreds of media pieces, including Georgia State University with Time, Marketplace Money, The Wall Street Anne Tucker, Professor of Law, Journal, Fast Company, CNN, NBC, Forbes, Inc., and researches corporate law, recently many others. focusing on issues related to Sutton believes a modern workplace should institutional investors and retire- address the needs of today’s workforce, and that ment investors. Tucker’s research utilizing workplace technology to support tele- focuses on how pooled invest- commuting, freelance, part-time and flexible work ments are regulated, but also on will achieve societal, environmental and economic their power to achieve important benefits for both employees and employers. As personal and social ends, such as retirement security a result, she is committed to providing education and private funding for social entrepreneurship. and awareness about the viability and benefits of Participant Bios: Working Group 3 141
Her most recent work incorporates traditional Dr. Rao Unnava empirical methodologies, as well as new techniques Dean of the UC Davis Graduate School available through data science (Legal Analytics). of Management Professor Tucker’s current projects examine impact University of California, Davis investing contract terms and cash flows, Index ESG Dean and Professor H. Rao Unna- funds, investment companies’ risk and investment va’s research focuses on issues strategy disclosures, and text mining docket sheets related to brand loyalty, consumer to understand litigation pathways. Professor Tucker response to advertising and sales has published more than 20 book chapters and arti- promotions, and consumer mem- cles, including in journals such as Harvard Business ory. His work has appeared in the Law Review, the Yale Law Journal: Forum, Journal Journal of Marketing Research, of Corporate Law, and the Columbia Business Law Journal of Consumer Research, Review. Marketing Letters, Personality and Social Psychol- Professor Tucker serves as the Faculty Director of ogy Bulletin, Journal of International Consumer the Legal Analytics & Innovation Initiative (LAII) at Marketing and Advances in Consumer Research. the College of Law. Through the LAII, Professor He is on the editorial review boards of the Journal Tucker teaches innovative courses on law and tech- of Consumer Research and Journal of Consumer nology, including the Applied Legal Analytics Lab, Psychology. which is a part of the Legal Analytics Certificate. Unnava’s teaching experience includes courses Professor Tucker conducts onsite workshops and at the undergraduate and graduate levels, including information audits for community legal partners, as marketing management and strategy, marketing well as engages in sponsored research through the research, consumer behavior, promotional strategy, Legal Analytics Lab in partnership with the at the human memory processes and international mar- J. Mack Robinson College of Business Institute for keting. He was named Outstanding Undergraduate Insight. She has a secondary appointment with the Teacher by the student chapter of American Mar- Institute for Insight. keting Association seven times, won the Wester- beck Undergraduate teaching award twice and was awarded the Bostic-Georges service award in 2014. 142 Council on Competitiveness Commission Community Launch Conference
Unnava joined the Graduate School of Management The Honorable Olin Wethington in June 2016 following 32 years at The Ohio State Founder and Principal University’s Fisher College of Business, where he Wethington International LLC earned his Ph.D. and most recently served as the An expert in economic policy, W. Arthur Cullman professor of marketing. At the Wethington has served in a vari- Fisher College of Business, Unnava also served ety of senior positions in the U.S. as the associate dean of undergraduate programs, Treasury Department, including associate dean of executive education and director special envoy on China in 2005, of doctoral programs in business. counselor to the secretary of the Unnava is also one of the founders of Angie’s List. treasury and assistant secretary He is on the board of directors of the American Mar- for international affairs. In addition, keting Association and serves on the board of the he was director of economic policy for the Coalition Bay Area Council, the largest business-centric public Provisional Authority in Baghdad, Iraq, special assis- policy organization in the San Francisco region tant to the president and executive secretary to the Unnava earned his Ph.D. in business administration Economic Policy Council (President George H.W. from The Ohio State University’s Fisher College of Bush), and deputy undersecretary for international Business, his Post Graduate Diploma in management trade at the U.S. Department of Commerce. from the Indian Institute of Management Calcutta, Wethington is a member of the Council on Foreign and his B.Tech. in electronics engineering from Relations, the author of various publications on finan- Jawaharlal Nehru Technological University. cial markets and recipient of the Alexander Hamilton Award, the highest honor of the U.S. Department of the Treasury. He currently heads an investment and business advisory firm and is also a Senior Fellow at the Atlantic Council and its Scowcroft Center for Strategy and Security. Participant Bios: Working Group 3 143
Ms. Julie Meier Wright She currently serves on the Board of Directors of Strategic Advisor Sharp HealthCare, San Diego’s largest healthcare Collaborative Economics system, where she serves on the Nominating and Governance Committee (former chair), the Audit and Julie Meier Wright is the retired Compliance Committee, and the Advocacy Commit- chief executive of the San Diego tee. Earlier she served on the Board of Directors of Regional Economic Development Maxim Systems, a privately held defense systems Corporation, formerly California’s engineering company sold to Accenture in 2007, and first Secretary of Trade & Com- the Advisory Board to Retirement Capital Group, an merce and a member of Governor executive compensation and benefits company, and Pete Wilson’s Cabinet. She is a its successor company, Clark Bardes Consulting. She Senior Fellow of the Council on was named Director of the Year for Not-for-Profit Competitiveness and the California Council on Sci- boards and Director of the Year for Companies in ence & Technology. Transition by the Corporate Directors Forum. Since her retirement in 2011, she has consulted on She has also served on a wide array of university, public affairs, marketing and advocacy, serving as not-for-profit and civic boards, and continues on the Strategic Advisor to Collaborative Economics of San board of the Jacobs School of Engineering as well Mateo, California, and for five years as a consultant as the California Institute for Advanced Information to the California Council on Science & Technology. Technology at the University of California San Diego. With the founder and chairman of Collaborative Economics, she conceived the California Economic Ms. Wright is a graduate of the University of Mary- Summit, now in its ninth year. She is an advisor to land (BA in Criminology) and the Stanford University the Okinawa Institute of Science & Technology and, Advanced Management College. earlier, to the STS forum, both founded by Japan’s former Minister of Science & Technology Koji Omi. She is currently CEO of a San Diego start-up spun out of the University of California San Diego Super- computer Center, Integrative Insights, that provides deep data analytics, and is an advisor to Ceresti Health, a San Diego startup that provides technol- ogy, coaching and analytics to empower family care- givers for dementia and Alzheimer’s patients. 144 Council on Competitiveness Commission Community Launch Conference
Launch Conference Participant Bios Council on Competitiveness and Other Staff
Mr. Chad Evans He has also helmed C-suite innovation summits, Executive Vice President and Secretary to the Board dialogues and immersions across Latin America, Council on Competitiveness Europe, Asia and Oceania. Has focused, in particular in Brazil and Australia—having created 4 U.S.-Brazil As Council EVP overseeing all Innovation Summits and 20+ innovation learning lab- programs and initiatives, Chad oratories across both nations; and having launched develops and manages the Coun- the first-ever U.S.-Australia CTO Dialogue series. cil’s policy agenda and work- stream, including: development Chad holds an M.S. from the Georgetown University of the Council’s new, flagship School of Foreign Service, with an Honors concen- National Commission on Innova- tration in International Business Diplomacy from tion & Competitiveness Frontiers; Georgetown’s Landegger Program. He has a B.A. creating both the Building University-Industry-Lab in Political Science and International Affairs from Dialogue for Advanced Computing effort and the Emory University. Exploring Innovation Frontiers Initiative with the He is Secretary to the Board of the Council on Com- National Science Foundation; forming the American petitiveness; Treasurer to the Board of the Global Energy & Manufacturing Competitiveness Partner- Federation of Competitiveness Councils; a member ship with the U.S. Department of Energy; and, help- of the Texas A&M Engineering Experiment Station ing to shape and launch the National Engineering Advisory Board; an ARCS Foundation National Sci- Forum. ence and Engineering Advisory Council member; a In addition, Chad has built and shepherded over the U.S. German Marshall Fund Fellow; and a past mem- past decade the Council’s Technology Leadership ber of the Lawrence Livermore National Laboratory and Strategy Initiative, engaging Fortune 500 chief Industry Advisory Council and the World Economic technology officers, university vice presidents of Forum Advisory Board on Russian Competitiveness. research, and national laboratory deputy directors to make the policy and business cases for America’s innovation-enabling investments in talent, technology and infrastructure. Participant Bios: Council on Competitiveness 145
Mr. William C. Bates He managed the Council’s role as the secretariat to Executive Vice President and Treasurer to the Board the GFCC, oversaw membership engagement and Council on Competitiveness outreach and directed the development of annual policy reports, including Best Practices in Competi- Bill Bates is Executive Vice Pres- tiveness Policy. ident of the Council on Compet- itiveness and was the founding Executive Director of the Global Dr. Roberto Alvarez Federation of Competitiveness Executive Director, Global Federation Councils. Recently, he led multi- of Competitiveness Councils year initiatives to explore the eco- A recognized expert in interna- nomic opportunity for advanced tional development and innovation, manufacturing in the United States and the develop- Dr. Roberto dos Reis Alvarez is the ment of a national cybersecurity agenda. Bill is the Executive Director of the Global chief architect of the Council’s National Competitive- Federation of Competitiveness ness Forum (NCF), the annual C-suite conversation Councils (GFCC), a global net- that sets a pro-growth agenda for U.S. policymakers. work of more than 30 organiza- He is a frequent speaker both nationally and inter- tions around the world devoted to nationally on a range of competitiveness and inno- accelerating global competitiveness and prosperity. vation topics, from education to technology policy to Dr. Alvarez is the co-creator of the GFFC’s Compet- advanced manufacturing. itiveness Decoder™ (decoder.thegfcc.org), a first-of- Beginning in 2019, Bill will be spearheading a new its-kind, data-based tool to visualize the key drivers Council initiative, the University Leadership Forum, of national competitiveness. to draw greater attention to higher education’s role Prior to joining the GFCC and ASU, Dr. Alvarez was in driving U.S. competitiveness through collaboration the Senior Manager of the Analysis and Strategic on game changing technologies and development Projects Unit with the Brazilian Agency for Industrial of the next generation of entrepreneurs. Development (ABDI)—an organization that he joined As the first Executive Director of the Global Fed- in 2005 and where he held several other positions. eration of Competitiveness Councils (GFCC), Bill During his time at ABDI, Dr. Alvarez coordinated helped establish and build a network of more than ABDI’s bilateral innovation initiatives with the United 30 competitiveness councils from around the world. States, Sweden and Germany, as well as economic 146 Council on Competitiveness Commission Community Launch Conference
integration initiatives with Africa and Latin America. Prior to joining the Council, Kathy served in multi- He co-developed the C-Suite U.S. Brazil Innovation ple U.S. Department of Defense offices and most Summits and Innovation Learning Laboratory series, recently at the Joint Chiefs of Staff. She concen- designed to spark business and research partner- trated on advanced and emerging capabilities, ships between the western hemisphere’s two largest research and development and acquisition cycles, economies. industrial base trends and competitive strategies. Dr. Alvarez has worked as a management and oper- Her experience in the aerospace and defense sec- ations consultant for manufacturing and logistics tor focused on long-term future technology trends and has co-founded three tech companies. He has in domestic and international markets. She devel- taught graduate courses at various Brazilian universi- oped corporate-level strategic plans and competitive ties and appeared in the media in Brazil and abroad assessments of commercial and military investments (including in India, Sweden, Uruguay, the United and capabilities. States, and Venezuela). She is a Distinguished Graduate from the Eisen- He currently sits on the boards of Global Urban hower School at National Defense University, where Development, a global network of thought leaders she received a Masters of Science in National concerned with world’s urban problems. He is an Resource Strategy. Kathy was also a Seminar XXI active angel investor and a former columnist for Fellow with the Massachusetts Institute of Technol- Startupi, Brazil’s leading media vehicle on start-ups ogy. She received her undergraduate Bachelor of and technology. He is also a research scholar at Science of Foreign Service degree from Georgetown Arizona State University (ASU). University. Kathy volunteers and serves as the Direc- tor for National Programs at the Defense Entrepre- Dr. Alvarez was trained in Quality Control and Pro- neurs Forum. ductivity Technique at the Japan Productivity Center and in exponential technologies and entrepreneur- ship at the NASA AMES-based Singularity Univer- Mr. Michael Bernstein sity. He holds a B.S. degree in Civil Engineering and Senior Policy Director, Innovation Policy and an M.Sc. in Industrial Engineering from the Federal Programs University of Rio Grande do Sul, as well as a Ph.D. in Council on Competitiveness Industrial Engineering from the Federal University of As Senior Policy Director at the Rio de Janeiro. Council on Competitiveness, Michael is responsible for man- Ms. Kathy Trimble aging Council initiatives in its Vice President innovation portfolio, including Council on Competitiveness the Exploring Innovation Fron- tiers Initiative(EIFI) funded by the Kathy Trimble is Vice President, National Science Foundation, the Council on Competitiveness, National Engineering Forum, the American Energy focused on numerous innovation and Manufacturing Competitiveness Partnership initiatives, including the National (AEMC) and the Technology Leadership and Strat- Commission on Innovation & egy Initiative (TLSI). This is Michael’s second stint Competitiveness Frontiers. She at the Council on Competitiveness, having interned brings more than 20 years of gov- at the Council between 2009 and 2010. ernment and private sector expe- rience at the intersections of technology, innovation, policy and industry. Participant Bios: Council on Competitiveness 147
Prior to joining the Council, Michael worked with an advisor to labor leaders, she engaged in high- CEB to uncover, hone and develop exportable level negotiations on a national and European level management practices as part of the Applications with employers and multi-national corporations, and Leadership Council. Before CEB, Michael worked in is regularly invited as a contributor to meetings of Management Consulting supporting the work of the labor, business and government leaders in Germany, U.S. Department of Energy, the U.S. Department of the UK and the EU as a whole. She is an expert on Defense, the American Council for an Energy Effi- metropolitan and regional development, innovation cient Economy, and regional resilience and emer- infrastructure and sustainable industrial policy. gency planning firms. Yasmin holds a Masters from Humboldt University Michael holds an MS in Environmental Policy from Berlin and is graduating with her Ph.D. thesis in the Bard Center for Environmental Policy, where he Spring 2020 from Humboldt University Berlin and focused on the changing definition and interpreta- George Mason University. tions of “sustainability” over time and wrote his thesis on Advancing the Role of High Performance Com- Mr. Joshua Oswalt puting in Sustainable Energy Solutions. Policy Analyst Michael holds an M.S. in Environmental Policy from Council on Competitiveness Bard College and a B.A. in Geology from Colgate Joshua Oswalt has been a Policy University. Michael also organized the Council’s soft- Analyst at the Council on Com- ball team. petitiveness since August 2018, where he provides senior execu- Ms. Yasmin M. Hilpert tives with research, and strategic Senior Policy Director and operational support to facilitate Council on Competitiveness the development of policy reports, Yasmin Hilpert is joining the multilateral national and interna- Council on Competitiveness from tional partnerships, and stakeholder engagement its sister organization, the Global in key technology and economic policy issue areas. Federation of Competitiveness He additionally manages membership and participa- Councils (GFCC), where she has tion records for all innovation portfolio programs and served as the Senior Director assists with the creation of comprehensive political, of Policy and Engagement since economic and programmatic briefing materials for 2017. Yasmin comes from an C-suite delegations attending major international extensive labor background, with experience in stra- summits and conferences to amplify key strategic tegic development, labor issues and workforce devel- relationships with innovation partners in Brazil, Japan opment. She brings close to ten years of experience and Australia. as a trainer and educator with a vocational training Mr. Oswalt received his Master of Public Policy institute in Germany. With an interdisciplinary back- from George Mason University in May 2018 and his ground in political science and metropolitan industrial Bachelor of Arts from the University of Virginia with policy with a focus on Industry 4.0, she worked as a a history major and astronomy minor in December strategic advisor to human rights and labor organiza- 2015. tions to develop strategies for Industry 4.0 and work- force automation in light of technology innovation. As 148 Council on Competitiveness Commission Community Launch Conference
Mr. Timothy Planert Ms. Carmel Lynn Policy Analyst Customer Success Manager Council on Competitiveness Hivebrite Tim Planert joined the Council Carmel Lynn is a Customer on Competitiveness as a Policy Success Manager for Hivebrite. Analyst in October 2019. He Carmel helps customers enhance comes to the Council from the their presence by building power- Congressional Research Service, ful online communities with global where he served as an intern on reach. By turning business needs tax and fiscal policy. Prior to that, into technical solutions, Carmel he interned at the Committee for ensures customers continue to a Responsible Federal Budget as a policy analyst gain maximum value within the product. A veteran and at the U.S. Government Accountability Office as in the start-up environment, Carmel helps budding an analyst in Strategic Issues. He has also performed companies dominate the U.S. marketplace. consulting work on workforce development policy for Associated Equipment Distributors, a trade associ- ation of dealers of agricultural and heavy machinery. Mr. Planert attended the College of William & Mary, where he graduated with bachelor’s degrees in Eco- nomics and History and a master’s degree in Public Policy. He served as an editor of the William & Mary Policy Review in graduate school, and as an under- graduate, he designed and conducted a research project on political and economic institutions in East- ern Europe. Council on Competitiveness Members, Fellows and Staff 149
Council on Competitiveness Members, Fellows and Staff
BOARD Mr. William H. Bohnett Mr. James B. Milliken Chairman President Chancellor Dr. Mehmood Khan Whitecap Investments, LLC The University of Texas System Chief Executive Officer Dr. James P. Clements Gen. Richard B. Myers Life Biosciences, Inc. President President Industry Vice-chair Clemson University Kansas State University Mr. Brian T. Moynihan Mr. Jim Clifton The Honorable Janet Napolitano Chairman and Chief Executive Officer Chairman and CEO President Bank of America Gallup The University of California System—Regents University Vice-chair Mr. Mark Crosswhite Mr. Nicholas T. Pinchuk Dr. Michael M. Crow Chairman, President and CEO Chairman and CEO President Alabama Power Company Snap-on Incorporated Arizona State University Dr. John J. DeGioia Professor Michael E. Porter Labor Vice-chair President Bishop William Lawrence University Professor Mr. Lonnie Stephenson Georgetown University Harvard Business School International President Mr. George Fischer Mr. Robert L. Reynolds IBEW Senior Vice President and President, Global President and CEO Chairman Emeritus Enterprise Putnam Investments Mr. Samuel R. Allen Verizon Business Group Dr. Mark S. Schlissel Chairman Ms. Janet Foutty President Deere & Company Chair of the Board University of Michigan President & CEO Deloitte LLP Mr. Steve Stevanovich The Honorable Deborah L. Wince-Smith Dr. William H. Goldstein Chairman and Chief Executive Officer Council on Competitiveness Director SGS Global Holdings Lawrence Livermore National Laboratory Mr. Larry Weber FOUNDER Mr. James S. Hagedorn Chairman and Chief Executive Officer Chairman and CEO Racepoint Global John Young The Scotts Miracle-Gro Company Former Chief Executive Officer Ms. Randi Weingarten Hewlett Packard Company Dr. Sheryl Handler President President and CEO American Federation of Teachers, AFL-CIO Ab Initio Dr. W. Randolph Woodson EXECUTIVE COMMITTEE Mr. Charles O. Holliday, Jr. Chancellor Chairman North Carolina State University Mr. Jim Balsillie Royal Dutch Shell, plc Co-founder Mr. Paul A. Yarossi Institute for New Economic Thinking The Honorable Shirley Ann Jackson President President HNTB Holdings Ltd. Mr. Thomas R. Baruch Rensselaer Polytechnic Institute Managing Director Dr. Robert J. Zimmer Baruch Future Ventures Dr. Farnam Jahanian President President The University of Chicago Dr. Gene D. Block Carnegie Mellon University Chancellor University of California, Los Angeles Dr. Pradeep K. Khosla Chancellor University of California, San Diego 150 Council on Competitiveness Commission Community Launch Conference
GENERAL MEMBERS Mr. Bill Cave The Honorable Patrick D. Gallagher Mr. Jonathan R. Alger CEO Chancellor President Prediction Systems University of Pittsburgh James Madison University Mr. John Chachas Dr. E. Gordon Gee Dr. Michael Amiridis Manging Partner President Chancellor Methuselah Advisors West Virginia University University of Illinois at Chicago Mr. John Chisholm Dr. Amy Gutmann Dr. Joseph E. Aoun Chief Executive Officer President President John Chisholm Ventures University of Pennsylvania Northeastern University Dr. Steven Currall Ms. Marillyn A. Hewson Dr. Aziz Asphahani President Chairman, President and CEO Chief Executive Officer University of South Florida Lockheed Martin QuesTek Innovations, LLC The Honorable Mitchell E. Daniels, Jr. Mr. G. Michael Hoover Dr. Dennis Assanis President Chief Executive Officer President Purdue University Sundt Construction University of Delaware Mr. Ernest J. Dianastasis The Honorable Steven J. Isakowitz Dr. Eric Barron CEO President and Chief Executive Officer President The Precisionists, Inc. The Aerospace Corporation The Pennsylvania State University Dr. Michael V. Drake Rev. John I. Jenkins The Honorable Sandy K. Baruah President President President and Chief Executive Officer The Ohio State University University of Notre Dame Detroit Regional Chamber Dr. Taylor Eighmy Dr. James R. Johnsen Dr. Mark P. Becker President System President President The University of Texas at San Antonio University of Alaska Georgia State University Mr. Robert Ford Dr. Paul Johnson Dr. Richard Benson President and Chief Operating Officer President President Abbott Colorado School of Mines The University of Texas at Dallas Mr. Kenneth C. Frazier Dr. Robert E. Johnson The Honorable Rebecca M. Blank Chairman and Chief Executive Officer Chancellor Chancellor Merck & Co., Inc. University of Massachusetts Dartmouth University of Wisconsin—Madison Dr. Wayne A. I. Frederick Mr. Edward Jung Dr. Lee C. Bollinger President Founder and CEO President Howard University Xinova, LLC Columbia University Dr. Julio Frenk The Honorable Alexander A. Karsner Dr. Robert A. Brown President Managing Partner President University of Miami Emerson Collective Boston University Dr. W. Kent Fuchs Mr. Shahal Khan Mr. Al Bunshaft President Chief Executive Officer (Interim) Senior Vice President, Global Affairs University of Florida Economic Transformation Technologies Dassault Systèmes Americas Ms. Joan T. A. Gabel The Honorable Sylvia M. Burwell President President University of Minnesota American University Council on Competitiveness Members, Fellows and Staff 151
Dr. Timothy L. Killeen Dr. Edward Ray Dr. Elisa Stephens President President President University of Illinois System Oregon State University Academy of Art University Dr. Laurie A. Leshin Dr. L. Rafael Reif Dr. Claire Sterk President President President Worcester Polytechnic Institute Massachusetts Institute of Technology Emory University Dr. Michael R. Lovell Mr. Rory Riggs Dr. Elizabeth Stroble President Managing Member President Marquette University Balfour, LLC Webster University Dr. Larry R. Marshall Mr. John Rogers Dr. Kumble R. Subbaswamy Chief Executive President and CEO Chancellor CSIRO Local Motors University of Massachusetts Amherst Dr. Gary S. May Dr. Rodney Rogers Dr. Satish K. Tripathi Chancellor President President University of California, Davis Bowling Green State University University at Buffalo Mr. Sean McGarvey Mr. Clayton Rose Dr. Marty Vanderploeg President President Chief Executive Officer and President North America’s Building Trades Unions Bowdoin College Workiva Dr. Jonathan McIntyre Mr. Douglas Rothwell Dr. Ruth Watkins Chief Executive Officer President and Chief Executive Officer President Motif FoodWorks, Inc. Business Leaders for Michigan University of Utah Brig. Gen. John Michel Dr. David Rudd Dr. Adam S. Weinberg Director, Executive Committee President President Skyworks Global University of Memphis Denison University Mr. Jere W. Morehead Vice Admiral John R. Ryan Dr. Kim A. Wilcox President President and Chief Executive Officer Chancellor University of Georgia Center for Creative Leadership University of California, Riverside Mr. Christopher Musselman Dr. Cathy Sandeen Dr. Wendy Wintersteen Head, U.S. Commercial Business Chancellor President Palantir Technologies, Inc. University of Alaska Anchorage Iowa State University Mr. Eloy Ortiz Oakley Dr. Timothy D. Sands Chancellor President California Community Colleges Virginia Polytechnic Institute and State University NATIONAL LABORATORY PARTNERS Dr. Christina Hull Paxson Dr. Kirk Schulz Dr. Steven F. Ashby President President Director Brown University Washington State University Pacific Northwest National Laboratory Dr. Neville Pinto Mr. Frederick W. Smith Dr. Paul Kearns President Chairman and Chief Executive Officer Director University of Cincinnati FedEx Argonne National Laboratory Mr. John Pyrovolakis Dr. Joseph E. Steinmetz Dr. Martin Keller CEO Chancellor Director Innovation Accelerator Foundation University of Arkansas National Renewable Energy Laboratory 152 Council on Competitiveness Commission Community Launch Conference
Dr. Thomas Mason Dr. Anthony Margida Director Chief Executive Officer Los Alamos National Laboratory TechGrit AMX2 LLC Dr. Mark Peters Dr. David W. Oxtoby Director President Idaho National Laboratory American Academy of Arts and Sciences Dr. Michael Witherell Mrs. Sandra Robinson Director President Lawrence Berkeley National Laboratory IEEE-USA Dr. Thomas Zacharia Director Oak Ridge National Laboratory STAFF Mr. William Bates Executive Vice President CORPORATE PARTNERS Mr. Chad Evans Intel Corporation Executive Vice President PepsiCo, Inc Ms. Marcy Jones Special Assistant to the President & CEO and SparkCognition, Inc. Office Manager Ms. Patricia Hennig UNIVERSITY PARTNERS Vice President for Finance The Texas A&M University System Ms. Kathy Trimble Vice President University of California, Irvine Mr. Gourang Wakade Vice President
NATIONAL AFFILIATES Mr. Michael Bernstein Senior Policy Director Dr. Dean Bartles President & CEO Ms. Yasmin Hilpert National Center for Defense Manufacturing and Senior Policy Director Machining Ms. Ta Tanisha Scott Baker Mr. Jeffrey Finkle Director for Information Technology and Services President and CEO Mr. Joshua Oswalt International Economic Development Council Policy Analyst Ms. Sherry Lundeen Mr. Timothy Planert President Policy Analyst ARCS Foundation Inc.
National Commission on Innovation & Competitiveness Frontiers
National Commission on Innovation & Competitiveness Frontiers
About the Council on Competitiveness Commission For more than three decades, the Council has championed a competitiveness agenda for the United States to attract investment and talent, and spur the commercialization Community of new ideas.
While the players may have changed since its founding in 1986, the mission remains as vital as ever—to enhance U.S. Commission Community Launch Conference Launch productivity and raise the standard of living for all Americans.
The members of the Council—CEOs, university presidents, labor leaders and national lab directors—represent a powerful, Conference nonpartisan voice that sets aside politics and seeks results. By providing real-world perspective to Washington policymak- Arizona State University ers, the Council’s private sector network makes an impact on decision-making across a broad spectrum of issues—from the January 16, 2020 cutting-edge of science and technology, to the democratization of innovation, to the shift from energy weakness to strength that supports the growing renaissance in U.S. manufacturing.
The Council’s leadership group firmly believes that with the right policies, the strengths and potential of the U.S. econ- omy far outweigh the current challenges the nation faces on the path to higher growth and greater opportunity for all Americans.
Council on Competitiveness 900 17th Street, NW Suite 700 Washington, D.C. 20006 T 202 682 4292 January 16, 2020