Search
site map
IP Handbook Blog
Your source for expert commentary on IP management issues.
Go to the blog
About
MIHR
PIPRA
Fiocruz, Brazil
bioDevelopments- Institute
|
SANDELIN, Jon
Jon Sandelin graduated from the University of Washington with a degree in Chemistry in 1962, served four years as a Naval Officer on the U.S. submarine Ronquil, and then earned an M.B.A. from Stanford University in 1968. He returned to Stanford University in 1970 as the Financial Officer of the Stanford Computer Center; he later became the Associate Director of the Center. He joined Stanford’s Office of Technology Licensing (OTL) in 1984. At the OTL, he was responsible for licensing all forms of intellectual property, including inventions, computer software, and university trademarks. Mr. Sandelin has served as a consultant for the licensing of research-related inventions to other universities, nonprofit research organizations, and governments. He is the author of many articles on technology transfer through licensing, and has given numerous workshops and presentations on this topic in the United States and overseas. Mr. Sandelin served two terms as a vice president of the Association of University Technology Managers (AUTM), where he was responsible for developing AUTM’s overseas relationships. He is also past president of the Association of Collegiate Licensing Administrators (ACLA). On July 1, 2002, he was selected to serve a three-year term on the Public Advisory Committee for the U.S. Patent and Trademark Office (USPTO). This Committee prepares an annual report for the U.S. President and Congress on the operations of the USPTO. He was granted emeritus status in March 2003, and now devotes most of his time to consulting projects, primarily for overseas clients.
Abstract
Dealing with Spinout Companies
Abstract:
This chapter provides a practical guide for organizations seeking to transfer their intellectual property (IP) rights to a spinout company (normally through a licensing agreement) so that the company can convert the IP into products or services that benefit the public. Based on experiences at Stanford University over the past three decades, key issues have been identified for negotiating transfer to a spinout, and guidance on best practices for reaching a successful agreement is provided. The chapter briefly reviews potential conflict-of-interest and conflict-of-commitment issues that inevitability arise when employees of public research organizations become involved in spinout companies.
|