Healthcare Venture Conference KYOTOPre-Conference
Challenge for Healthcare Innovation Eco-system in Kyoto
Healthcare Venture Conference Kyoto (HVC Kyoto) is specialized in very early-stage technology incubation, providing a platform that grows revolutionary inventions in the life science field at Japanese research institutions including Kyoto University, into products that help solve problems in world healthcare. The pre-conference was held at Kyoto Research Park (KRP) on Monday, August 1, 2016. In total 140 people from global and local companies including pharmaceuticals, manufacturers and finances, and academic institutions attended the event. Executive Director of the Kyoto industry-academia-government cooperative organization Mr. Makoto Fujita got it started with his opening remarks, "I would like collaboration between industry, academia, and government to go beyond Kyoto and to see it strengthened inside and outside of Japan, bringing even faster creation of new business from Kyoto to the world."
The pre-conference featured a case study on a successful venture originating from a university outside of Japan, business plan presentations for start-ups originating in Kyoto, and a discussion on generating innovation ecosystems and ventures through collaboration between industry, academia, and government in Kyoto.
2016.8.1（Mon）13:20-17:00 Kyoto Research Park Bld.4 Room1
13:20 - 13:40
Mr. Makoto Fujita, executive director , Kyoto Industryacademia-government Cooperative Organization
Challenge for Healthcare Innovation Eco-System at Kyoto Univ.Tomoyoshi Koyanagi,Ph.D, Graduate School of Medicine, Kyoto University
The first speaker was Associate Professor Tomoyoshi Koyanagi from the Kyoto University Medical Science and Business Liaison Organization. First he explained the importance of forming an ecosystem at Kyoto. Dr. Koyanagi said that everytime when he attend international conferences, he gets a strong feeling that the words " Kyoto" hold a lot of sway, and insisted that "the term 'Kyoto' should be used as an advantage to increase the value of eco-system of Kyoto in the global market."
Development of healthcare products takes long time and lots of funding. Dr. Koyanagi says “New findings from academic ‘Research’ requires huge efforts to image the shape of final products before starting ‘Development’ of that. We call the gap between R and D as ‘Devil Liver’. Start-ups or academic investigators has no or limited clues to sail Devil River, so quick and affordable solutions to shed light on their path is waited". He proposed to create a system in Kyoto such as SPARK, LabCentral, and JLABS by Johnson & Johnson, who are guests of this conference. At Kyoto University, new building with incubation laboratories is under development to be completed by summer, 2017, which is expected to help sailing Devil River . He closed by saying, "We truly wish companies from our new facility participate in HVC KYOTO and grow through approaching global market, obtaining appropriate advices and more funding. We hope startup companies from Kyoto, Kansai, and all through Japan take advantages of being parts of HVC KYOTO."
小栁 智義 氏京都大学大学院医学研究科「医学領域」産学連携推進機構 特定准教授より健康で豊かな社会の実現を目指し、大学発ベンチャー創出と、企業との大型連携に従事している。スタンフォード大学博士研究員時代にベンチャー起業を通じた研究成果の事業化に接し、バイオビジネスでのキャリアを選択。帰国後は創薬、再生医療ベンチャーでの事業開発、多国籍企業での営業/ マーケティング職を歴任。大阪大学大学院修了。
13:40 - 14:00
Startup presentationPocket Therapist for People with Low Back Pain -Remote Health Consultation Service-BackTech Inc.
For Naoto Fukutani and his venture company BackTech Inc. which launched at Kyoto University, the topic was back pain. Eight out of ten people worldwide suffer from it at least once during their lives, and in 85% of these cases the cause is unclear. BackTech offers a new type of medical treatment for this problem.
Back pain is also said to cause depression in a large number of people since it can easily recur or become chronic, and the pain lasts for a long time. For patients such as these, BackTech conducts remote consultations through media such as Skype to classify the type of back pain, and offers the appropriate services tailored to each type of patient. The company announced: "Using technology we are able to recommend the appropriate treatments based on medical guidelines. Teamwork is critical to success in a system such as this, and our team includes not only doctors, physical therapists, and other medical specialists, but also engineers and business specialists. We are looking for global partners so that we can come to the aid of people around the world."
Mr. Wu of Johnson & Johnson Innovation offered words of encouragement sprinkled with humor. "I also suffer from back pain, and I hope you can help me. The person in charge of excavating the seeds is also here today, so I hope later on we can sit down and talk about it."
福谷 直人 氏㈱バックテック 代表取締役京都大学大学院医学研究科の博士後期課程在学中に、膝の痛みや腰の痛みに関する研究を実施。博士後期課程修了後、その研究シーズを元に創業。創業までは、様々なビジネスモデルコンテストに参加し、Japan Business Model Competition 最優秀賞を受賞。リーンスタートアップの手法に基づき、サービス開発中。
Startup presentationDevelopment of unique products for regenerative medicine and
preventive medicineCORESCOPE Inc.
The next presentation was by Mr. Yasushi Okubo of Corescope Inc. who introduced a unique product for researchers of regenerative medicine backed by his own personal experiences.
"If researchers can cut down on the time they spend doing routine tasks, they can dedicate that time to more important work. Researchers can have more time to spend with their friends and family, which would improve their quality of life (QOL)." The products Corescope developed for that purpose include a simultaneous-suction style aspirator, and warmth-retention centrifuge tube rack, both of which significantly boost work efficiency. He emphasized that "Our company is about using simple ideas to enhance efficiency, rather than relying on expensive machinery as the only solution. We believe that boosting the QOL of researchers can improve the type of research findings they are able to produce. We want to continue designing more unique products for researchers."
Dr. Fruehauf of LabCentral graciously commented that "The sad truth about researchers is that they just end up putting any time they save back into doing more research, so I doubt we can ever improve their QOL (laughing). However, the products you introduced seem to have wide applications beyond just regenerative medicine so I think you should go after the global market."
The next speakers were three people at the forefront of nurturing industries in the life science field with their case examples of successful ventures originating at universities outside of Japan.
大久保 康 氏CORESCOPE ㈱ 代表取締役社長1998 年より医療関連機器メーカーにて電気・電子系エンジニアとして従事。2001 年より京都工芸繊維大学にてレーザー微細加工装置の開発に従事。2003 年より株式会社サンキにて機械・制御系エンジニアとして従事。2006 年より京都大学にて人工関節用材料の潤滑・摩擦特性に関する研究に従事、博士（工学）を取得。2012 年より株式会社サンキ代表取締役に就任。2015 年CORESCOPE 株式会社を設立、代表取締役に就任。
14:00 - 14:10
14:10 - 14:40
Open Innovation Strategy at Johnson & JohnsonMr. Dong Wu, Asia Pacific Innovation Center, Head, J&J INNOVATION
First to take the podium was Mr. Dong Wu, Head of the Johnson & Johnson (J&J) Innovation Asia Pacific Innovation Center.
Currently 70% of the products made by J&J, the largest healthcare company in the world, have a number one or two share in the global market, and 25% of sales have been generated by products introduced within the last five years. Mr. Wu explained, "This was made possible by the idea that innovation should not be strictly internal, and that it is important to have ecosystems that are more open. Innovation requires resources and ideas from both inside and outside the company, networks of talented people that combine technologies in new ways, and a unique approach."
"The mission of the Innovation Center is to approach early-stage researchers and start-ups, become involved with them while providing investment, and mitigate the risks borne by both the venture and J&J." This is to say that the J&J incubation model is to be a bridge for people who want to start a business, to establish companies, and get them operating. One such company is JLABS. They provide not only the tangibles such as laboratory space and infrastructure, but also various forms of support in areas including management and law.
He also recognized that "how to go about commercializing outstanding research is now a challenge that research institutions and universities face. That is why it is important to have private enterprises like us bringing out new value in ecosystems."
Mr. Dong Wu Head of Johnson &Johnson Innovation，Asia PacificDong is Head of Johnson & Johnson Innovation, Asia Pacific. He joined the Innovation team from Johnson & Johnson's Consumer business where he was Vice President of R&D, responsible for the Global Engineering Organization and leading the transformation of the emerging markets R&D groups. In that role he led the exploration of new product opportunities for Johnson & Johnson in global markets.
Dong joined Johnson & Johnson in 2007 as Senior Director, Head of Emerging Markets R&D where he focused on developing personal care products for emerging markets. During this time, he facilitated programs aimed at developing high value products and driving a culture of innovation.
Prior to joining Johnson & Johnson, Dong worked at Unilever where he held various positions in Quality Assurance, Manufacturing and Research & Development. Dong became part of the team that founded the Unilever Regional Innovation Center in Shanghai, where he was acting head of the Development Laboratory. He then became Manufacturing General Manager and Site General Manager of the Hefei plant, Unilever's largest manufacturing site worldwide. During his career at Unilever, he worked in China, the UK, the US and Japan.
Dong has a Bachelor's degree in Applied Chemistry from Fudan University and an MBA from China Europe International Business School.
14:40 - 15:10
Lab Central programDr. Johannes Fruehauf, Co-Founder & resident
Next up was Dr. Johannes Fruehauf, president of the "LabCentral Program" which originated in Boston. He shared how the program creates bio-ventures using its new business model. "Recently venture capital investments have gotten smaller, and large pharmaceutical makers have cut back on their internal R&D. On the other hand, it has become 'cool' for young people freshly graduated from universities to train as entrepreneurs and start their own companies." The success of the new model is also thanks to the spread of cloud computing and prevalence of shared economies such as co-working models, which have made it easier to launch new businesses.
The biolab system seizes opportunities that these trends present. In addition to satisfying all requirements in terms of physical space, LabCentral also provides support for everything from arranging infrastructure to facilitating a wide range of procedures such as permit applications, and also administers all types of training for creating business out of science.
"In the previous model you needed several million dollars of funding in order to start a company, and it would take several months to set things up. But with LabCentral you can get started in a matter of days, and simply by paying the rental fee you can have the environment at your disposal to go ahead and get started on research and development. We also have a rigorous screening process for becoming a tenant at LabCentral, and only 20% of applicants are approved. Since 80% of applicants are rejected, approval as a LabCentral tenant shows that you were among those selected, making you 'accepted' in the minds of partner companies and investors."
Dr. Johannes Fruehauf Founder & President of LabCentralHe is responsible for all aspects of LabCentral's operation. Johannes is a physician and successful biotech entrepreneur. Prior to LabCentral, he founded Cambridge Biolabs, a contract research facility serving startup and virtual companies in Kendall Square. He is also a co-founder of ViThera Pharmaceuticals, Deltix and Cequent Pharmaceuticals, and an advisor or board member to numerous life sciences companies and non-profits. Johannes earned his medical degree at the University of Frankfurt and his PhD at the University of Heidelberg (Germany).
LabCentral についてLabCentral は、マサチューセッツ工科大学やハーバード大学のあるマサチューセッツ州ケンブリッジの中心部に位置する民間NPO 運営のバイオベンチャー育成拠点である。最大25 社が入居でき、初期のバイオベンチャーに必要不可欠な研究開発・オフィススペース、経営・技術サポートなどを提供している。様々なバイオ実験に利用可能な設備を共同利用できるオープンラボを中心に、専用スペースも完備しており、入居と同時に研究開発に専念できる環境が整っている。
15:10 - 15:40
SPARK - 10 years of Translational Research in Academia.Prf. Daria Mochly-Rosen, Stanford Univ. School of Med.
Third in line was an introduction of SPARK by Professor Daria Mochly-Rosen of the Stanford University School of Medicine on the west coast of the United States. SPARK is the academic-industrial alliance program of the School of Medicine, established by Professor Mochly-Rosen in 2007. It provides the training and veteran mentoring needed for the translational (bridge) research that moves the seeds of new medicines from the basic research phase to the clinical testing phase. She provided a case study by explaining the ten year progression of the program.
Technology that changes the world starts with basic research in academia. However, this stage is still too early to bring in investment from pharmaceutical companies. The important thing is to "communicate information about the basic research to pharmaceutical companies and investors, or to carry out clinical trials and the like." In other words, to "take an idea, commercialize it, and make it available for patient care." That is the goal of SPARK, whose mission is to contribute to society by building bridges to industry, and to turn discoveries at universities into medical treatments.
SPARK has the following three criteria for the success of its projects: "1. To reach clinical trials within two years 2. For programs to be licensed out to external companies 3. To obtain the funding to launch new companies." The success rate is 60%. SPARK does things such as introducing experts and providing research facilities and funding, to lead to the success of the projects it accepts. It has taken on 110 projects to date, of which 73 have been completed.
Dr. Daria Mochly-Rosen is Senior Assoc. Dean for Research, Professor in Chemical and Systems Biology and the director of SPARK, a translational research program at Stanford University School of MedicinFounder and Director of Stanford University's SPARK program, Daria Mochly-Rosen helps academics navigate the so-called "valley of death" between drug discovery and development. Daria founded The SPARK Program at Stanford in 2006 after having to leave academia to start a pharmaceutical company to translate her groundbreaking protein kinase C research into cardiovascular therapeutics. Challenging the academic dogma of how scientific discoveries should reach the pharmaceutical industry, the SPARK model has been implemented internationally and has resulted in a book about drug development from academia. Currently a Professor of Chemical and Systems Biology at Stanford, Daria is originally from Israel, where she received her doctorate in chemical immunology.
SPARK についてSPARK は、創薬シーズを基礎研究から臨床試験まで推し進めていくトランスレーショナルリサーチ（橋渡し研究）を推進するために必要な教育やメンタリングを提供する米国スタンフォード大学の産学のパートナーシッププログラムである。産業的なスタンダードを用いてより低額にProof of Concept（POC：概念実証）を行うため、Daria Mochly-Rosen 教授により、2007 年に設立された。SPARK で医薬品・診断薬開発の専門家へのアクセスや専用の研究施設、そして研究開発を進めるための資金援助を提供している。これまでエントリーした110 プログラムのうち73 プログラムが完了しており、その59% が起業、ライセンスアウト、あるいは臨床試験へ進んでいる。
15:40 - 16:00
16:00 - 17:00
Panel Discussion—Recommendations for Kyoto from ecosystem pioneers(J&J INNOVATION, Stanford Univ. School, LabCentral)
Moderator: Mr. Steve Iwamura, Special Advisor,The American Chamber of Commerce in Japan
After a coffee break at a neighboring venue that featured an adjacent exhibit from participant companies and KRP tenants, there was a panel discussion. Special adviser to the American Chamber of Commerce in Japan Mr. Steve Iwamura served as moderator, and Mr. Dong Wu, Dr. Johannes Fruehauf, and Professor Daria Mochly-Rosen took the podium as the panelists.
In response to the question "What skills do you need to be successful as an entrepreneur in healthcare?" Professor Mochly-Rosen indicated her beliefs that, "First, you need flexibility and humility. You need to know what you know and what you don't. Also, strong determination and passion. To be successful in the environments that we provide, we want you to have strong belief in yourself and a desire to contribute positively to the world." Mr. Wu and Dr. Fruehauf replied that teamwork is also important. The three panelists also agreed that in principle, matches between industry advisers and the university side should not be made by individual people. There was also discussion of how new output can be generated through "chance encounters" and this output can lead to the sharing of new value, so it is important to provide as many opportunities as possible for "chance encounters." There was also mention of how the trust established by building long-term relationships can be another key to success.
Professor Mochly-Rosen recommended that in order to create ecosystems, Kyoto should "please start SPARK quickly here too." Dr. Fruehauf recommended "Having a long-term perspective. Think about what you want to create, and be thorough when making decisions. It is critical not to get frustrated when the results you're after don't materialize in the short-term." He also appealed, "I hope you can proactively build large networks of colleagues, take on a more open entrepreneurial spirit, and go on to change cultures." Mr. Wu emphasized that "If there are people who fit our strategy, we want to work with them. Early-stage innovation in Japan is different from our mechanism, but even just in Kyoto we definitely hope we can work together, and if there are any possibilities for collaboration in the future, we hope you choose us as your partner."
The HVC Kyoto Pre-Conference finished on a lively note. To facilitate the creation of innovation ecosystems in the field of healthcare, we aim to continue hosting it annually from next year on.
17:00 - 17:30
Business card exchanging party
12:00 - 17:30
Poster session Venue：Room2