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“scales of innovation”

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C O N T E N T S 2012 issue 05 Letter from the President 06 Change: Discourse. Debeate. Deliver. 08 innovative trauma care 11 voices of Innovation and Commercialization 12 Filling up on savings 14 Our Oceans. Our Fate. Our Choice. 16 Social Collisions 18 Visaisouk + Tzoganakis = start up


20 Real food. Real Close. 22 cleaning up climate change


25 the business of innovation 26 stepping stones to commercialization 28 endetech 31 fueling a great project 33 the innovation ecosystem 40 Overview: Canadian Research & Technology parks 47 Directory: canada’s research & Technology Park Tenants

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Publisher: AURP Canada Editor & Creative Director: Karalee Clerk, Footprint Communications Design: Ruth Demandt Writer: Karalee Clerk

COVER “scales of innovation” cover artwork created by artist Andrew Kolb.

2012 Canada NOW magazine is an annual publication of the Association of University Research Parks (AURP) Canada. All rights reserved. Reproduction without written permission from AURP Canada is strictly forbidden.



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LETTER FROM THE PRESIDENT Beyond Borders Welcome to Canada Now 2012, the magazine of the Canadian Association of University Research Parks (AURP Canada). The magazine is a collective entity representing 27 research parks and thousands of voices across Canada. All are focused on one singular, shared goal: creating a better Canada, inside and outside our boundaries. The world of this millennium began as a world beyond borders. Technology took us from big to small in a heartbeat; we see and know everything in the moment. We understand implicitly that when something happens, that action has immediate implications, rippling and refracting without geographic, economic or cultural regard. Whether we are coping with the fallout from extreme weather events or from political uprisings or from human failings or fortune, we cope or we celebrate as citizens of the Earth.

flow back and forth within communities of like-minded individuals, wherever they originate in thought, location or expertise. This community extends beyond and through boundaries that are there to frame the discussions rather than to create parameters. This third edition of Canada Now and the stories brought to life within it illustrate that our world is where it should be in its dialogue, and where it needs to be to solve the problems it faces. As the voice of Canada’s research parks, AURP does not and will not shy away from telling the stories that need to be shared to solve tough challenges or from sharing the wins that need to be celebrated. In this issue, discover what Canada’s research parks are working on as they help take Canada’s innovation out into the world at large.

The AURP collective comes from this place of consciousness. The voices in this issue speak about innovation and discovery that

Carol Stewart, President, association of university research parks canada David johnston research + technology park, university of waterloo


University of Guelph Research Park, Guelph, Ontario

Change: Discourse. Debate. Deliver. Alastair Summerlee is a man who refuses to shy away from taking on and speaking truths - and the University of Guelph is a better place for it. In 1988, Alastair Summerlee was lured away from his native Britain to the University of Guelph as a professor in the Department of Biomedical Science. Since his arrival, he has gone on to fill in the years with incredible depth, breadth and variety, taking on myriad roles including scholar, professor, researcher, and university administrator. For the last nine years, he has been known as President and Vice-Chancellor of the university. How things change with time... The university’s origins were grounded in three areas - agriculture, veterinary science and domestic science. In the 60s, there was a general push to be like everyone else - a generalist more than a specialist. So we expanded our focus into the humanities and social sciences, moving away from our roots. Recently, we’ve re-examined this shift. We have acknowledged that what the world needs us to be now is different from other universities based on our unique roots and what we do well. We acknowledge our strengths are food, health, environment and communities, as well as a pre-eminent approach to teaching and learning. This is what we will take with us moving into the future.


“Innovation means change. It begins with a willingness to debate and take a leadership position that challenges the process.”

Not shying away from truths...

I am proud of this university’s DNA.

I land in tough situations sometimes.

We attract the type of person who wants to make a real difference in the world. One of the principle reasons students apply to Guelph includes a desire to be involved in the community. Volunteering is a part of what we are. This university draws and creates people who understand the value and importance of volunteering.

Front and centre, we are an institution that works aggressively on genetics. This causes immediate and complete friction inside and outside the institution. But it is imperative for universities and their leaders to speak out - however challenging, awkward or difficult. And that is what I do.

What that means is we have a campus that is engaged beyond studies and research. In fact, over 70% of the university’s students, staff and faculty spend more than five hours of their time per week volunteering. If you use the number of hours in minimum wage dollar value, that equates to a value of $10.6 million dollars within the Guelph region.

We must always stand up and be accountable for the things that are good or need explaining. When we make mistakes, we need to say sorry and learn from the experience, knowing there are no right or wrong answers today that will be the same tomorrow.

This has incredible long-term repercussions. Just imagine the social and economic impact that results every time Guelph graduates leave the campus, spending the rest of their lives giving of themselves wherever they end up in the world.

The underlying meaning of innovation... This university has had a research park for over 20 years. It started in one place and has evolved beyond its beginnings, becoming an integral outreach entity for the campus. Its changes are entirely in line with how we approach innovation. Innovation means change. It begins with a willingness to debate and take a leadership position that challenges the process. This doesn’t always mean things are always broken. If they are working well, people will tell you and there will be reason not to change. But by constantly asking the right questions, by challenging the status quo and by rethinking the old ways, new ideas will arise. The path towards doing things differently or better will ultimately spark innovation.

Rethinking volunteerism... In doing our own rethinking about how we deliver education and asking ourselves where the fit is for our inclination toward volunteerism, we’ve sparked our own new ideas. We have begun a conversation around the establishment of a school for civil society. Our vision re-imagines how education and community engagement for credit can create more active learning, going beyond traditional teaching models.


University of Guelph’s DNA...

It is the confrontational, complex discussions that will take us nearer the truth.

Talking to tough topics... As Canadians, we pride ourselves as being peacemakers, even though there a lot of things we have done lately that say otherwise. Then there are water, climate change, and genetic modification to think about. These are all big topics society needs to discuss. Yet universities have abdicated on these discussions, leaving the heavy lifting to the media, who have their own motivation. We need everyone inside the tent when we talk about these things and all voices talking. We need to value debate and discourse in a productive, respectful and professional manner.

What keeps you up at night... As an individual who does not sleep much in the first place, I don’t worry about the things that might keep me up, with one exception. What most distresses me is when I have a level of trust in people and that trust is betrayed. I am not speaking about failing at all. This is about trusting a person or a process will be taken seriously and someone deliberately and willfully lets me down. That is what turns over and over in my mind.

Understanding the things you will never do... The one life ambition I will never realize is that I will never sing opera on the stage. I am fascinated by music and in particular, opera. I still find it hard to understand how people can look at a score and not hear the music. The very first time I was taken away by the “Ring” cycle, I was in the library in Bristol, still a young veterinary student. I was reading the music, and suddenly, as I read, it was as if the score leapt off the page and became a full orchestra. The music I heard from those pages was so loud, I had to abandon the book and exit the library.


Innovative Trauma Care, Edmonton Research Park, Edmonton, Alberta

Innovative Trauma Care A simple looking device is sitting on the precipice of a medical revolution. The inventor behind the device, Dr. Dennis Filips, Chief Executive Officer of Innovative Trauma Care, has spent the last two years designing this invention because he knew there had to be a better way. His fortitude in following his instinct will provide a solution to one of the most common causes of preventable death: Bleeding. As a Combat Trauma Surgeon with the Canadian Navy, including five tours of duty in Afghanistan, Dr. Filips saw first-hand how much difficulty physicians experience trying to control bleeding in the field at the moment of injury. The best solution is to temporize the situation by a trained physician sewing the wound closed. But that is difficult, often impossible, to do at the moment or place of injury.

Dr. Filips explains, “In the field, you are faced with a choice. Suturing a wound takes time, experience and a trained doctor. Faced with a choice between doing things in the field or getting to a hospital, time wins out. In a combat zone or mass disaster scenario, things are even more complex. Physicians assess the injured using a triage approach, seeing everyone first before even deciding on treatments.” More often, one of three treatments is used to stabilize a wound until the person can be transported to a medical facility. The stabilizing treatments include using tourniquets, applying direct pressure or packing the wound with blood clotting agents. Depending on the severity of the wound, treatments are stopgaps that may provide only a few precious extra minutes to get people the help they need. Incredibly, these in-field treatments have not changed since World War 2, which begs the question - why? Dr. Filips admits that typically, “When people try to envision a better way of doing things, they usually see this as an improvement of what already exists versus doing it a different way. We get used to doing things a particular way, and we assume these treatments are the best we can do.” 8

So what changed his thinking? Four years ago, Dr. Filips retired from the military, but not from trauma medicine. He took on volunteer work with the Red Cross as well as contracts in trauma medicine where he taught, assessed and recommended other treatments. It was during this time that he started to seriously consider that there might be a better treatment - a way to instantly close a wound effectively and efficiently. He began to think about the best solution for trauma wounds - suturing. Dr. Filips shared his thoughts with a close friend, Dr. Ian Atkinson. Atkinson had 15 years experience commercializing products in the bio-tech space in California, and he got very excited when Dr. Filips shared his idea. They launched Innovative Trauma Care in 2010, personally funding the first product development cycle. Today, Atkinson is Chief Operating Officer of the company. During the next two years, Dr. Filips broke down the process of what a surgeon does when he closes a wound, building those precise movements into a device that could do the job. At first glance, the device looks simple enough. It employs curved suture needles with a rotational movement that lifts the skin instead of pushing it down, which is crucial to successful suturing. Pressure is applied to create a seal, and the product remains stable until removal. The end result is an inexpensive intuitive device that seals wounds within seconds, which almost anyone can be trained to use. With field testing done, they are set to launch the product this year. The interest in the device is high and the applications for it vast. Dr. Filips has identified 14 market segments, which include First Responder, Military and Hospital Emergency rooms. He is working with both Canadian and US military, as well as physicians, medical associations, veterinarian schools and professionals, among others.

“As a surgeon, I was only able to help people one person at a time. With this device, I have created the potential to help thousands - and then some.”

How revolutionary is the product? The combination of effectiveness, ease of use and the fact that anyone can be trained to use the device means others can apply the treatment in the field or during triage, freeing up physicians’ time for other treatments while saving lives. Dr. Filips believes once the word is out and the concept seen in the field, the treatment will catch fire. It may change first aid protocol and perhaps become yet another medical device waiting next to defibrillators for emergency use. The company is located in the Advanced Technology Centre in the Edmonton Research Park. Dr. Filips and Dr. Atkinson are currently raising private financing to move the product to the rollout phase. They are also thinking about different products and devices that will address other life threatening problems. As a man who knew from a young age he wanted to be a surgeon, Dr. Filips’ entrepreneurial drive has taken his desire to help others up a notch. Says Dr. Filips, “As a surgeon, I was only able to help people one person at a time. With this device, I have created the potential to help thousands - and then some.”



Discovery Parks

many MINDS today’s technology playground

How many minds will the world need to solve the challenges of tomorrow? That number may be an unknown, but the place where many will gather to work on the answers is not. That place is the David Johnston Research + Technology Park at the University of Waterloo. The park is a hotspot that attracts intelligent voices, inquiring minds and unlimited imaginations. They are the many minds of tomorrow.

Voices of innovation and commercialization

Reaching out and collaborating has never been more important to economic success. In fact, it is imperative to the global economy. And that is exactly why the Association of University Research Parks is forming partnerships and collaborations that answer that need.

“Moving into the future means being part of a global plan”

Stewart believed partnering with DFAIT on the tenant needs of research parks had win-win potential. DFAIT works on building relationships and awareness of Canadian innovations inside and outside the country, while focusing on making Canadian offerings more comprehensive. Building partnerships in science and technology with different countries worldwide requires a comprehensive approach beyond government-to-government interactions. Research parks connect business to academia with a focus on commercialization of research. A partnership means plugging real business, as well as university-based academics and research via the parks, directly into DFAIT’s value proposition. At the same time, DFAIT has plenty to offer AURP.

Recently, AURP invited another organization into the fold, the Canadian Commercialization Consortium (C3). A committee of the International Commercialization Alliance (ICA), the initiative is designed to accelerate the commercialization process in Canada through national and international partnerships and sharing of best practices - a perfect fit for AURP Canada and its mandate. C3 is comprised of a host of technology associations, government representatives and academic researchers and innovators linked to a particular geographic region. These groups participate in different capacities in the commercialization of IP developed in their region via universities, technology companies and the public sector. All are experts in their particular node of technology and innovation. C3 brings all the intellectual capacity together to share best practices and international contacts with the mutual goal to advance the country in start up activity. Explains Stewart, “Working closely together, the goal is to open up a communication highway that spans the country and reaches beyond all borders. The collective voices of AURP reflect a comprehensive story of Canadian commercialization and innovation from coast to coast. We are taking these voices beyond our borders and doing everything we can to have those voices heard throughout the world.” Creating Communities of Innovation ASSOCIATION OF UNIVERSITY RESEARCH PARKS



Explains Ms. Carol Stewart, President of AURP Canada, “The ultimate goal for all research parks is to build and sustain cluster development in the regions they are located. Part of that is about helping companies with the commercialization process, which all the parks do, and another is building tenant capacity and identifying lead generation opportunities. For both goals, there are partners out there who can act as a funnel for us in this process. Two very important ones are Canada’s Department of Foreign Affairs and International Trade (DFAIT) and the International Commercialization Alliance (ICA).”

“Moving into the future means being a part of global plan,” explains Stewart, “and DFAIT is working towards that already. A large focus for their work is in and around innovation in science and technology with an important tie-in: fostering R&D partnerships within the country, and abroad, by leveraging partnerships within Canada. Working together, we offer DFAIT a soft landing spot to bring foreign investors that want to be connected to business, academia and innovation, and they offer us a pipeline to incoming investment.”

‘ ‘

Five years ago, the Association of University Research Parks (AURP) brought 26 park voices together to speak as one. The power of that one voice is helping Canada with an important mandate: accelerating the commercialization process. AURP is working smarter at the task by leveraging entities that already exist and partnering where it makes sense.

Creer des communautes d innovation


GasBuddy, Innovation Place, Regina, Saskatchewan

Filling Up On Savings Entrepreneur Jason Toews always knew that someday he would have his own business. He has many fond memories of his younger years, sitting on a combine on the family farm brainstorming possible business ideas with his father. But when he and his friend, Dustin Coupal, launched the website that eventually evolved into their company, GB Internet Solutions, Toews wasn’t thinking business at all. He was thinking solution.


When Jason Toews moved from Saskatchewan to Minneapolis for his first job, he quickly noticed something. Gas stations worked very differently in the US as compared to Canada; fuel prices varied wildly due to competitive factors. Stations, literally blocks apart, could be selling gas for significantly less or more. As a new grad just beginning his career, Toews felt that paying more when he could have paid less was like throwing away money he couldn’t afford. What most frustrated Toews was that he had no way to know, usually until he had already filled up, where to get the best deal. Toews pondered how people were supposed to know that gas prices were different just down the street. Realizing that many others were also driving by stations, likely feeling the same frustration, Toews had an idea. What if there was a way to post gas price information and search it in real-time to make filling up the gas tank into a savings proposition? In 2000, Toews along with a friend, Dustin Coupal, started a search engine-based website where people could post gas price information and locations then search for the best deals. They called it GasBuddy. They looked at the site as a useful tool where people could connect to share information that would make a big difference in their daily commute by saving money.

Being connected was the new normal. The next generation had grown up with Smartphones as more than communication or convenience devices; Smartphones were simply the go-to choice they turn to for everything, convenience trumping all other devices such as desktop, lab top, tablet and even camera. The two believed the shift would be absorbed into the culture and society as Smartphones continued to dominate the market. Eventually, it would be harder for hold outs not to change their habits. Their decision to develop a Smartphone app was bang on. At the start of 2012, GasBuddy had 16 million downloads and Toews estimates the number will reach 30 million by the end of 2012. Towes and Coupal are also expanding their business via other solutions, such as Open Store. Launched in 2009, it offers a website and Smartphone

“When you are young, you aren’t really sure how you are going to get there,” says Toews. “But when you start something and work hard, suddenly you find yourself there.”

Both Toews and Coupal kept their day jobs as they developed the site, viewing it more as a service than a business. Each put in an initial investment of $2000 and worked on the site from their homes during evenings and on weekends. Through a combination of word-of-mouth and leveraging search engines, they attracted users, early press coverage and revenue via Google and other ad networks. By 2005 their business had grown enough for them to quit their full-time jobs and return home to Regina, Saskatchewan, and set up a full-time business. As Toews explains, “When we started the company - it wasn’t to start a business. We thought of it as a cool thing to offer people, but it didn’t take long to get bigger. We saw right from the beginning that it had potential. What we learned was if you put your nose down and do the work, a good idea can become a business from its own momentum.” Today their company, GB Internet Solutions, located in Innovation Place, Regina, has 38 employees and over 1 million volunteer spotters inputting gas price information on a daily basis into a network of gas pricing websites throughout Canada and the US. In addition to the advertising revenue stream, with 12 years experience watching gas prices, they now sell data to organizations with large fleets of vehicles. Not bad for a small idea on how to save money at the pumps. Through the years, the partners have added features to the GasBuddy site including trip costs calculators, maps charting gas prices, local statistics and more. To encourage the volunteer gas spotters who provide the gas price data, they’ve also gamified GasBuddy, creating a point system users can exchange for opportunities to win free gas. In 2010, they also created a new delivery system for GasBuddy, a Smartphone application.

application for convenience stores that provides an online industry solution. Says Toews, “With GasBuddy, we created a whole new market. Taking the GasBuddy concept and the idea of working with localized data, we created a web solution custom-branded for specific convenience stores, allowing them to highlight their gas information and run contests and coupons to attract or increase business.” The business proposition is different from GasBuddy in that the software is licensed to companies. The app is downloaded by travellers, allowing them to find the nearest convenience store location on the road. Convenience stores use the app to send electronic coupons to potential customers that can be cashed in at the location. The partners secured their first client before they actively marketed the software. In 2011, they secured Love’s Travel Stops, which have over 300 truck stops across the US. As with GasBuddy, Open Store has created a brand new market. “A lot of application development is cost prohibitive to do it one-off with a developer,” explains Toews. “We offer a theme solution. The cost of development is lower because we don’t redevelop from the ground up. It’s a win-win in that we can offer a cost-effective solution to customers and develop a new product line for us.” While Toews and Coupal continue to grow their business across North America, they are also harvesting mind power to fuel their expansion with a local flavour. In their research park office location, they are near the University of Regina, which offers easy access for university talent. The park also offers a great space in a like-minded entrepreneurial environment, which is exactly the kind of place Toews envisioned himself during his days back on the farm.

Creating a Smartphone app was a logical next step. The duo had observed a fundamental transformation was changing the way people accessed and generated information, especially the younger generation. 13

Neptune Canada, Vancouver Island Technology Park, Victoria, British Columbia

Our oceans. Our Fate. Our choice. Ready to get her hands back into real science and earth observation, worldrenowned ocean engineer, Dr. Kate Moran, joined Neptune Canada as Director in 2011, after two years in the White House Office of Science and Technology Policy in Washington, DC, advising the Obama administration on the oceans, the Arctic and Global Warming. Dr. Moran’s research focuses on marine geotechnics and its application to the study of paleoclimate, tectonics and ocean floor stability. Moran has led several major oceanographic expeditions, including the first drilling expedition to the Arctic Ocean in 2004. Dr. Moran shares some difficult truths on climate change, our oceans and the fate of humankind. Can you explain why experts attribute climate change to humans’ activity on earth? The measurements on our planet clearly demonstrate the entire planet is warming. As paleontological science shows, ice ages and warming trends have come and gone, but these are not random events. The trends are a result of slight changes in the earth’s orbit around the sun, affecting the way solar energy hits the earth. The phenomenon is measurable and predictable. The warming trend we are experiencing now is not due to the earth’s orbit. What we are seeing is an extreme event resulting from carbon dioxide entering the atmosphere at a pace eight times faster than ever before.

How is the warming trend affecting North America? Many ways, but one of the most obvious is a large reduction in perennial white sea ice in the Arctic Ocean. The ice acts as a thermostat for the planet, reflecting sunlight particularly in the summer. Likely, summertime sea ice may disappear entirely within the next 15 - 18 years. The ice is an important piece of the climate system. Its loss may be a tipping point with far-reaching impacts.

Can you explain some of the impacts of the ice loss? The oceans are taking over the Arctic ice’s job. As ice melts, sunlight going into the oceans is accelerating. It is easily observed, and there is no question it is occurring. Warmer water actually expands. This warm water expansion combined with the entry of fresh water, formerly captured in glaciers, into ocean waters is helping coastline levels rise by 3 millimetres/yr. Fifty percent of the world’s population live within 50 miles of coastal areas. As coastlines become waterlogged or submerged, how we live will have to change.

Talking Neptune Canada Neptune Canada was designed by scientists for scientists to address some of the key challenges and questions in the oceans. Traditionally, ocean scientists have relied on infrequent ship cruises or space-based satellites to carry out their research. Neptune Canada is the world’s first regional-scale underwater observatory network plugged directly into the internet. Research at the centre and data collection covers changes in deep water temperatures, tsunami wave modeling, plate tectonics and ocean volcanoes, marine life movement, acoustics and species, gas hydrate activity, and much more. Located off the west coast of Vancouver Island, British Columbia, in the Vancouver Island Technology Park, the network 14

PH levels are also changing because the ocean has been absorbing 1/3 of the carbon dioxide created through the burning of fossil fuels. Ocean life forms rely on a certain environment. Small animals that grow shells and are an integral part of the food web may not be able to survive. We are observing some this already at scallop fisheries.

What can we do now? Even if we changed everything we are doing right now, the warming trend is locked in. We are left with three choices: we can mitigate, we can cope or we can suffer. Mitigation begins by accepting climate change and our responsibility for causing it as truth. This is sometimes difficult. Even as scientists attempt to alert the population, they are up against a very well-funded industry campaign that trades truth for economic gain; data is wrong, misrepresented and/or manipulated. Climate change is not something we want to be true, so it is very easy to believe that which puts our mind at ease. We need to turn things around and see things differently. We start when we admit that yes, humans have caused this. Fortunately, humans have a unique ability to think, respond and make change. Change will happen when the costs of ignoring the situation and the catastrophic outcomes of extreme weather, tsunamis, moving cities or loss of lives outweigh the economics of complacency. It is exciting - albeit scary - times. Our human ability is being challenged to determine what the world can and will look like. We have the capacity, the ingenuity and the unrelenting drive. Now we need to accept, move on and get to it.

extends across the Juan de Fuca Plate, gathering live data from an array of instruments deployed in a broad spectrum of undersea environments. Data is transmitted via high-speed fibre optics from the sea floor to a data archival system at the University of Victoria, providing live and archived data. With continuous data, interactive laboratories and remotely operated vehicles (ROVs) positioned in multiple sites spanning a full range of marine environments, NEPTUNE lets researchers study processes previously beyond the capabilities of traditional oceanography. Via the web, people can view ocean floor views direct from Neptune’s underwater cameras while ocean scientists can run deep-water experiment from labs and universities anywhere in the world.

Amit Chakma, University of Western Ontario Research and Development Park, London, Ontario

“It’s important to understand what is beneath the ocean. It is the biosphere of our planet; it takes up 70% of the earth’s surface and contains 99% of all life forms. The ocean also gives us 15% of the protein we consume and new life forms are being discovered every day. Within the ocean is a river that begins in the coldest, deepest part of the North Atlantic and travels south around the world, ending up in the North Pacific. This river helps moderate the temperature of the world while the waters absorb the extra heat

generated by greenhouse gases, helping to mitigate climate change. From tectonic activity of the plates of the ocean floor to the movement of the waves at the top, the ocean has much to tell us about what is happening and what is to come. We need to know more about the sea beneath the surface to help us make decisions about managing greenhouse gases, assessing changes to marine life, creating better models to predict the impact of natural disasters such as earthquakes and tsunamis and much, much more.” Kate Moran, Executive Director, Neptune Canada

U nderstanding our O ceans


Pond-Deshpande Centre for Innovation and Entrepreneurship, University of New Brunswick, Fredericton, New Brunswick

Social Collisions

How does listening give rise to change? By someone putting together all the stories and envisioning a new ending. That is exactly what University of New Brunswick President, Eddy Campbell, did. And his new ending culminated into the PondDeshpande Centre, a new home for present and future entrepreneurs. Eddy Campbell is a university president intimately aware of the many goings-on at his campus. Appointed to a five-year term, one of his first jobs was leading the university through the development of a strategic plan. As he led the team through the process, Campbell heard many interesting stories. His ears perked up listening to an entrepreneur, Robert Morrow tell his tale about his MBA at UNB. In one of Morrow’s classes in the Activator Program (a course for those specifically interested in start ups) a professor came in to talk about an idea he had to create paper-wrap that would not carry an electrical charge. Morrow thought this was a great idea and eventually the two spun that idea into Morrow’s current company, Knowcharge. Campbell also heard stories from the social side. He cites a unique promise partnership UNB made with 150 K-8 students in St. John. All of the students have mentors from the St. John campus who commit an hour a week to meet with and talk to their assigned students. There are homework camps, reading camps and healthy snack camps. A local company, New Brunswick Pipeline, has donated $80,000 in scholarships for those students who go on to postsecondary education. Then there was the work of the Community Health Clinic where a group of nurses noticed that certain parts of the population - new immigrants and those experiencing homelessness or addictions - were being under-served by the health system. The nurses put together a “jump in and do it - worry about the details later” solution to the problem, creating a healthcare clinic for these individuals. Everywhere he looked, Campbell noticed the get up and go attitude distinctive to innovative and entrepreneurial individuals, no matter the sector. 16

A notion began to crystallize in his mind. “From my perspective, the social and economic development of our province includes everything. Innovation is about more than technology; it is about an entrepreneurial culture. And that was exactly the culture I found at UNB.” “The university was very good at resisting fads and really great at developing areas of expertise,” continues Campbell. “Through our Engineering and Business Faculties, we had developed great strength in supporting innovation and entrepreneurship, with a unique spin that came from our teaching and learning environment. Other Faculties, such as Arts on both campuses, had similar features. We were in a great position to integrate social innovation with entrepreneurship.” Working with colleagues, ideas began to bubble up on how they could more formally create a culture of entrepreneurship, with entrepreneurship as a defined career choice during a student’s experience in any degree program. To help with this task, Campbell brought together a group of both traditional and social entrepreneurs to explore these ideas and embed them in the Strategic Plan. One of the entrepreneurs who made such a contribution is Gururaj (Desh) Deshpande, an influential technology entrepreneur based in Boston who is widely respected also for his contributions to education and community.

A big part of the conversation revolved around social entrepreneurship. “We wanted to create a synergy between business and social concerns,” explains Campbell. “Social entrepreneurship addresses social problems with innovations, new ways of thinking. We believed we could create an environment where new commercial enterprises could be created that are scalable and measurable, but also allow entities that are intended to effect significant positive social change.” At a meeting on April 22, 2011, Campbell visited Deshpande in Boston to deliver the result: UNB’s new strategic plan. But the meeting was hijacked by Deshpande. Desh Deshpande had been doing some thinking about UNB and the strategic plan, and he


“We wanted to create a collision between business and social concerns.”

had his own plan to present. As Campbell recalls, “Desh explained he wanted to create a centre at UNB that encompassed traditional economic forms of innovation and enterprise as well as their analogues on the social side. He offered to donate $2.5 million, told me he wanted his contribution matched, and he wanted the centre to be up and running by the fall. After my shocked faded, I was left wondering if we had been given a gift or a problem!”

Campbell didn’t spend much time wondering. Rather, he got busy. The first person that popped into his mind to match the funds was Gerry Pond. Pond was known as the godfather of hi-tech start-ups in New Brunswick, and he was also extremely interested in the social good and the role social enterprises could play. Once Pond heard the proposal for the centre, not only was he interested, he was ready to put up the matching funds. In record time, Campbell had the concept through and approved by university senate and board, ready for fall start up, as requested

by Deshpande and as delivered by Campbell and his team, with the mandate for the centre in place. Goals for the Pond-Deshpande Centre for Innovation and Entrepreneurship at the University of New Brunswick include providing funding and support to advance commercializable ideas that will have a real impact on society and/or create a social good. Programs for the centre will foster a culture of innovation, providing tools and resources necessary to get ideas off the ground. Says Campbell, “The prospect of taking social sector values around doing good and the survival instincts of the private sector, then marrying those with innovation and entrepreneurship is exciting. There is, of course, a potential for a clash of values from both sides, and it will be important to monitor and mediate the exchanges that take place across that divide.” He has confidence they will get there. They have hired their first Executive Director, Karina LeBlanc. ”Karina is charged with creating this entity,” continues Campbell. “In essence, the centre itself is actually a start up. We know we are going to probably make mistakes getting there, but just like a start up, we will fix them on the fly.”

Karina LeBlanc, Executive Director Karina LeBlanc, Executive Director at the Pond-Deshpande Centre, is hard at work starting up the new centre - for start ups. Goals for her first 90 days on the job included clarifying the vision for the centre and communicating that to faculty, students, successful and experienced stakeholders, and as she explains, a little bit more. “I see the centre as playing a role in two key areas,” says LeBlanc. “We want to generate a greater culture of entrepreneurship as a career choice, so if someone has the bug, they know to come to us to help incubate that educational process. We’re also here to help inventors get their ideas off the ground because often the inventor is not necessarily the person to navigate invention to market. So part of what we will offer is our knowledge of the innovation landscape in the province to find a match that can help commercialize the ideas.” To date, deliverables from the centre are proposed to include a new activator program developed in conjunction with UNB’s International Business and Entrepreneurship Centre focusing on social entrepreneurship, microfinancing opportunities for non-profits, grant opportunities for students with social innovation ideas, match-making between innovators and those with commercialization skill-sets, entrepreneurial boot camps, a traveling road show educating high school students on the centre and entrepreneurial thinking, and more. Already, people are pointing to the centre and noting work is far beyond planning and well into doing. Not bad for an idea that is barely a year old. “Right now, our scale is small but active,” LeBLanc continues. “We are a start up, and it is important that we act as one. We need to be testing, changing and following the same path of entrepreneurship we are promoting. We’ll learn what works best to develop the triangle - people, money and ideas - that helps innovation take off. And then we will take it and duplicate it in other places.”


Tyromer, David Johnston Research + Technology Park, University of Waterloo, Waterloo, Ontario

Visaisouk + tzoganakis = Sam Visaisouk helped make two plus two equal a technology start up, Tyromer. While reviewing the University of Waterloo’s tech transfer files, he recognized the potential for UW professor Costas Tzoganakis’ patented process. The world will be a little cleaner for it.

Inventions don’t always become products, no matter how much good they might do the world. Unfortunately, the cost involved in taking an idea to market is often not a profitable exercise. And at universities, where innovation and invention are natural outcomes to new knowledge, many answers to big problems end up gathering dust. Innovations constantly fall through the cracks. The gap between discovery and sale is wide and expensive and, for universities, not a defined mandate. Making ideas into product often requires years of research and testing, notwithstanding time for government compliance, regulations and more. But if a university’s contribution to the world is to take the knowledge its members produce and convert that to societal good, at some point that entails commercialization. Sam Visaisouk, Entrepreneur in Residence at the University of Waterloo, is the current middle man helping UW do just that. “There exists a true disconnect between academia and business,” explains Visaisouk. “Research happens without a commercial end goal. Universities are about proving concept, not about selling or developing research for a specific business market.” Conversely, in business, although many companies want innovation, either they don’t know where to find it or don’t have the funds required for research and development. More often, they are positioned to make a product for sale


rather than find new solutions. Without a direct line to research, finding and integrating potentially radical technology is difficult, if not impossible. Visaisouk’s job at the university is to create connections between the two. His role is to search amongst UW’s IP for technology that has problemsolving potential and business viability. Successful match-making initiates the commercialization sequence. “We work towards spinning off a start up with the skills to take the IP out of academia into the world for future sale and good. Once a concept is sound, someone has to verify it works, can be built and can be scaled up for the market. That takes funds and people.” Visaisouk does know that “nothing happens overnight and there a lots of no’s before a yes.” But he also recognizes, “the potential for success is certainly helped by the fact that it starts at a university in tune with where the world is going.”

“I’m not the brain, but I have good peripheral vision.”

s = startup A single tire weighs about 25 pounds. A billion tires are thrown out every year. 95% of this waste can’t be recycled. So what happens? 50% is burned to generate cheap, but dirty, energy while the balance is destined for landfills. University of Waterloo professor Costas Tzoganakis is working to change that story.

Tires are manufactured with virgin rubber subjected to a vulcanization process using sulphur to harden the material, giving it the properties required in tire production. Until now, there was not a process to reverse the vulcanization that was not expensive or did not require toxic materials. Instead, tire recycling operations focused on grinding tires into tire crumb, which is energy intensive and has few applications. While working at the University of Waterloo, Professor Costas Tzoganakis had a visit from a tire recycling operation. They wanted to know if there was a way to improve rubber. That visit began Tzoganakis’s exploration into the use of carbon dioxide to help break sulphur bonds. He found a method that worked and filed a patent in 2003 for a revolutionary rubber devulcanization process. The rubber from the process could be mixed with virgin rubber during tire production. After that, Tzoganakis got back to the business of teaching. Tzoganakis explains, “When the patent was originally filed, the university did not have any part of it. But technology requires a vast array of expertise and money to bring it to birth. I elected to turn it over to the university because I could not take it to the next level, but I thought someday the university could.” Then Visaisouk arrived on campus. Nosing around the technology transfer office, Visaisouk reviewed Tzoganakis’ patent, saw its potential and knew what to do. Utilizing relationships with the R + T Park, government funding agencies and business partners, he got the funding to launch a company that could take the patented process to market.

economical, while Sam focused on the business end.” Today, Visaisouk and Tzoganakis are already working to install their first plant. Their efforts will make a huge impact on the recycling and reuse of rubber. The timing is right. Aside from obvious environmental benefits, the price of natural rubber has surged due to too many rainy years and ever-increasing demand. It also happens not to be an offshore option, with the cost of moving rubber making shipment prohibitive. Plants must be local, recycling rubber at the place of origin. That’s an extra win for a world where offshore thinking is commonplace, regardless of environmental cost. You can take the research out of this professor, but in Tzoganakis’ case, you can’t take him out of the classroom. Even as he works on revolutionizing the rubber business, he continues to teach full-time. To fit it all in, Tzoganakis says, “You have to be a multitasker, very efficient and well-supported. And you need to work with good people. Those - I’ve got.”

“You have to be a multi-tasker and very efficient. But you also need to work with good people. Those - I’ve got.”

“Sam saw the value in the technology,” recalls Tzoganakis. “Before I knew it, he had launched Tyromer. I became re-involved working on technology and optimization to increase the production rate, ensuring the process was


Imagine having access to locally grown, clean and sustainable produce 365 days a year. 20

TruLeaf Sustainable, AgriTECH Park, Bible Hill, Nova Scotia

Real food. Real close. Few would disagree that Canada is facing a looming healthcare crisis that needs fixing from the bottom up. The question is where and how to start tackling the problem. Entrepreneur Gregg Curwin has begun to face the situation head on with a new twist to a tried and true saying: “You are what you eat - and where it comes from matters.” If things work out, his Nova Scotia-based venture may start a wave of change in how and what we eat that will roll across the country, providing nutritious, economically-priced foods grown in the same region they are consumed - year round. Gregg Curwin, Founder, President and Chief Executive Officer of TruLeaf Sustainable Agriculture Limited, became aware of the healthcare crisis from the inside out. After being in the clinical and surgical field for 18 years with his own medical distribution company, he saw crisis hitting overdrive. Curwin observed there were significant issues around chronic disease that could not be solved with prescription pills. What he also noticed was a profound amount of evidence that indicated the consumption of bad food combined with lack of exercise and toxic environment generated a lot of illness. With a growing desire to help, Curwin sat on boards covering topics such as health, food strategy for hospitals and schools, and food projects to better understand the missing link between healthcare and nutrition. Eventually, that link led him to the source of medical funding: private, profit-based industry. What Curwin saw was a system that was incapable of and resistant to change. What it needed was direct and blunt discussions. Yet speaking contrarian viewpoints was not enough for him.

Finding a way to grow nutritious food locally, year round was the carrot Curwin was chasing.

“Once I immersed myself in the health system,” explains Curwin, “it mattered that it bothered me. I quickly saw the issues and problems as I watched budgets continue to rise to treat increases in disease. But focusing the solution on treatment is backwards and cost-prohibitive, especially when there is a logical solution: prevention. Food can help - bad food can cause problems, but good food can fix problems.” In 2009, Curwin left the medical field to launch TruLeaf Sustainable Agriculture. His intention was to give healthcare the medicine he thought could help: nutrient rich, locally grown, and economically priced food. “I made a decision that I was going to start a company that could help solve the problem, skipping over working within the system,” says Curwin. “I believe everyone wants to eat clean, nutritious food, and many understand the importance. I wanted to focus on the problems of people who eat too much of the wrong foods in western societies and those who do not eat enough at all in the developing world.” Curwin also kept Canada’s short growing season in mind. His challenge was how to meet growing demand for fresh nutritious food without environmental disaster and food

degradation. Far away foods spend an average of 7-10 days in transport. By the time food reaches the table, nutrient value is compromised, not to mention carbon cost incurred to the environment. “Getting good food to the table faster makes more than good sense,” says Curwin. “When you add in climate change and its impact on agricultural production, it is almost like the perfect storm is brewing in a very worrisome way.” What that meant was finding a way to grow nutritious food locally and year round. That was the elusive carrot he was chasing. He worked on the assumption that the world is going to need a predictable supply of plants - all demanding safer compounds in a cost effective, efficient, pesticide-free and controlled environments closer to the place of consumption with maximum efficiency in resources of land and water. Curwin felt it was important to work with a partner. Working in development with the Nova Scotia Agricultural College, they developed a smart plant system. The system integrates current growing technology from the hydroponic world, with new innovations with LED lighting, underpinned with IP around precision control growing of specific plants through light, water, temperature and nutrients in a high yield multi level format. “We went to the Agricultural College to create an optimal R&D partnership,” he explains. “To make nutrition a part of the solution will require government policy firmly behind it. Government is just starting to look at it and understand the business case for local sustainable foods - economically and health wise.” Currently, TruLeaf has an R&D facility operating as a microfirm to demonstrate the value proposition of growing plants commercially on a large scale with their system. The company plans to open their first large-scale Vertical Farm in 2013 in Atlantic Canada, working in tandem with a large supermarket chain. They also have active conversations going in Moscow, the Arctic, and the Bahamas, locations that import foods from far distances. In his heart, Curwin believes medical policy and knowledge will eventually move to food as a line of treatment, segueing with a self-care tide as individuals come to their own similar conclusions about the role food and nutrition play in good health. He believes the consumer will begin to demand change. He plans to make sure his company is working one step ahead of that movement. 21

Cleantech Fund LP, MaRS Discovery District, Toronto, Ontario

Cleaning Up Climate Change Two successful Toronto businessmen met at a crossroads in their careers and discovered a mutual passion to make a difference. That culminated into the MaRS Cleantech Fund LP, a new model of collaboration between MaRS Discovery District and the private sector. If things work out as they hope, the cleantech businesses they help fund and support may one day provide solutions to some of the biggest problems the world is now facing.

Tom Rand has been passionate about the environment for as long as he can remember. And after founding two successful businesses, Voice Courier and VCI Funds, he understood the many challenges entrepreneurs face. In 2005, after selling his company, Rand joined MaRS as a Practice Lead, founding a cleantech practice that married his entrepreneurial experiences and his passion. The cleantech sector focuses on ventures that are based on low-carbon technologies and supporting infrastructures like energy and energy efficiency. The new practice at MaRS provided support and a range of services to help entrepreneurs in the sector launch and grow their companies. It wasn’t long after the launch of the practice that companies came flocking, along with someone else. In 2011, Murray McCaig was looking to make a positive contribution to the world. He had first-hand experience with the toll modern society was taking on the environment. In his youth, McCaig was on the Canadian Wind Surfing Olympic team. Out on the ocean, he saw up close the amount of garbage in the waters and the destruction of natural wetlands due to general development of coastlines. Once he was working, he travelled to developing countries where he noticed extremes in pollution levels. McCaig went on to found and sell two successful start ups, Spotnik and Envirotower, before working in private equity in New York building a global water business. He returned to Toronto for good.

Murray McCaig, senior cleantec advisor, Mars


Looking to make a postive contribution by assisting with early stage cleantech companies, McCaig connected with MaRS as a volunteer advisor, sharing his experiences as a start up CEO. MaRS was the perfect place to realize his goal to help clean technologies get to market and create meaningful change. McCaig and Rand met at MaRS and discovered they shared similar philosophies around start ups in the cleantech space. McCaig was very impressed with the number of interesting companies in the cleantech sector coming through the doors at MaRS. But he also noticed something that bothered him. “There was a common issue around venture capital in the cleantech sector,” explains McCaig. “Not many investors want to take the risk investing in early stage companies. Tom noticed this too. As former entrepreneurs, we quickly figured out this was due to a combination of factors. But showing value was a conundrum for the emerging field. Entrepreneurs needed to bring value, but in order to do that, they required the capital to get to the next stage and to market.

Too many venture capitalists are financial, with little experience or understanding of early stage companies, let alone a new sector like cleantech. They needed to see real economic value in the sector.” It soon became apparent to Rand and McCaig that no one in the venture capital world was willing to fund the capital needed to get there. And that was a problem. But Rand and McCaig soon thought up a solution. Working with MaRS, they had access to enormous firepower and connections to capital, corporate partners, a pipeline of cleantech start ups as well as the knowledge and experience to broker meetings to create a qualified deal flow. Explains Rand, “Murray and I both saw that cleantech was a large and growing piece of the economy, and we needed to support and develop it. We came up with the idea to establish a strategic fund that would fill the gap for early stage companies in the MaRS

Cleantech Economics pipeline. The fund is a reaction to the risk adversity of investors, and we’re using the fund to help solve that problem.” In 2012, Rand and McCaig formally launched the $30 million MaRS Cleantech Fund LP. The fund sits outside of but is in partnership with MaRS, a new model for collaboration between MaRS and the private sector. The privately backed fund will focus on early-stage cleantech companies in the MaRS Cleantech Practice pipeline. Already, the fund has some wins, providing support to cleantech companies such as Green Mantra, developers of a proprietary catalytic process to economically produce commercial quality waxes and fuels by recycling plastics, and Smart Energy Instruments, developers of game-changing measurement technologies for the burgeoning “Smart Grid” to address energyenvironment challenges.

Rand and McCaig acknowledge that they have a couple of strong advantages with the networks they bring with them as well as their relationship with MaRS. They are able to take advantage of a pipeline that is ready to go while relying on the assistance of MaRS in nurturing the company, essentially de-risking the investment.

Tom Rand is Senior Cleantech Advisor at MaRS Discovery District and author of Kick the Fossil Fuel Habit: 10 Clean Technologies to Save Our World. He has also helped to build North America’s greenest hotel, Planet Traveller. Rand talks to Canada Now about the current climate situation, why no one is listening and how change will arrive. “We are facing the potential heat death of our planet. We are currently on track for six degrees of warming in this century. The experts are talking about it, but nobody is listening with much attention or interest. The question is why? The reality is that it is hard to take on a real belief because it gives us no pleasure or comfort in admitting the truth. Our fundamental belief is the world of tomorrow will be better; climate change threatens that belief. The mind will look for any and all ways it can to avoid beliefs that make it uncomfortable. That natural human inclination is amplified by a well-paid and sophisticated industry using PR to whitewash the truth about climate change. It is not difficult to understand that sowing seeds of doubt falls on fertile minds. But even when we open our eyes to the truth, the problem in front of us is so deep and so endemic that fixing it will be the hardest thing we have ever done. Once you realize how big and difficult it is to solve - considering the capital and coordination required to change a fossil fuel-powered society throwing your hands in the air and choosing to ignore the situation seems a fitting response.

Where to start? Climate change is a systemic problem that will impact everything including current economics. And the traditional economic model deeply embedded in everything is a system incapable of dealing with the situation. Economic models have not caught up to the big problem. It is complex and non-linear. It is our generations’ turn to make the world a better place. There are not two sides to this story; decarbonizing our economy is not optional. We have to make moral decisions about our future. With enormous problems come enormous solutions and incredible new economic possibilities. Innovative companies with research and IP can be the sources of enormous economic possibilities and the solutions we need to clean up the world. Those organizations who understand the value of new markets in a cleantech space are where and how we will start to build the solutions.”

Tom Rand, Senior Cleantech Advisor, MaRS

23 24

Government of Canada, Ottawa, Ontario

Minister Goodyear Talks the Business of Innovation The Honourable Gary Goodyear, Minister of State (Science and Technology) (Federal Economic Development Agency for Southern Ontario), spoke with Canada NOW on the country, innovation and the role of research parks in the mix. Our long-term economic competitiveness depends on supporting businesses that innovate and create jobs. Our government has invested in science and technology, not only to create jobs and growth at home, but also to encourage ingenuity for the benefit of this country and the world. The competition today for research, talent and ideas is global. A successful innovation system requires a mix of complementary elements. The role of government is to establish marketplace policies and frameworks that provide the climate for private-sector competition and investment. We are as a Government committed to supporting advanced research at universities and other leading research institutions to remain at the forefront of technological changes and innovation. In the 21st century economy, it is increasingly important to create high-performing and dynamic hubs of innovative activity, where innovative ideas can emerge and be brought into use through practice and commercialized goods and services.

University research parks provide companies with specialized research facilities and expose them to a critical mass of ideas, expertise and a pool of highly qualified talent. Research parks play a key role in promoting a given institution’s research and development through industry partnerships and facilitating the transfer of technology and business skills between university and industry teams. Engagement with firms within research parks could shorten the time for technology commercialization for universitybased innovations. As the activities of these research parks grow, I expect we will see a positive impact in terms of the commercialization and application of new knowledge and facilitating the entry of highly qualified people into industry. Working in such close proximity reduces costs, but more importantly it creates the opportunity to share strategic information on topics from technology and business development to investment and funding support. Given the increased focus on research partnerships, Canada’s research parks may play a valuable role in providing a hub to facilitate new partnerships, to foster research collaborations, and bring new ideas to market.

The competition today for research, talent & ideas is global.


Green Imaging Technologies Inc., Knowledge Park, Fredericton, New Brunswick

Stepping Stones to Commercialization Being imaginative has a lot to do with doing what others are not doing, especially in a research environment. Often, one lone person starts the engine. But commercializing the ideas that spin out of doing things differently takes a team. Step One: Passion

Step Two: People

Dr. Bruce Balcom

Jill and Derrick Green

In the late 1980s, when Dr. Bruce Balcom started to think seriously about Magnetic Resonance Imaging research, the field was blossoming in the medical world. MRI technology was exceptionally well-suited to imaging people. But what Balcom wanted to explore was imaging other materials, on less obvious subjects than humans. He was thinking about porous materials, such as concrete. But then, he began to think about porous rocks.

In 2005, Balcom made a call to Derrick Green to propose a start up venture to commercialize the technology coming out of the lab.

At first glance, rock seems a far less suitable subject matter compared to humans. But although analytical analysis might be difficult, it was not impossible. Because rock cores are porous, often containing water and oil, the possibility for imaging existed. Left to right: Derrick Green Jill Green Dr. Bruce Balcom

In 1993, Balcom was charged with developing a state-ofthe-art MRI lab at the University of New Brunswick. As Balcom established the lab, he brought in research and infrastructure funding allowing further, more in depth exploration of alternate MRI applications. Balcom’s early ideas were well recognized academically, and he was also awarded the prestigious NSERC Steacie Fellowship for 2000/2002, of which only four were awarded nationally per year. “One of the outcomes of university research is research papers,” explains Balcom. “If the ideas that are the subject of these research papers have commercial or potential merit, at a very early stage we apply for patent protection. If the idea is good, we can follow up with it later.” Balcom’s thriving lab began turning out papers, students and ideas. Many of the ideas generated in the lab had potential, and a few in particular seemed almost ready to go. Balcom and his colleagues recognized that potential, and they were also astute enough to know inventing IP and commercializing IP requires entirely different skill sets. Luckily, Balcom happened to know just who to reach out to get things moving in a commercialization direction, Derrick Green, a former PhD student Balcom had supervised in the UNB MRI lab.


Derrick and wife Jill, both engineers, were well established in promising careers in Cleveland, Ohio. But they had stayed in regular contact with Balcom on return visits to their home province. Although they were taken aback at his pitch, they were interested enough to mull over the concept of coming back to launch an entrepreneurial venture. The couple visited UNB to explore how a business arrangement might work between a start up and the lab as well as what support was available to help launch. Together with Balcom, his lab, and the university, they developed a framework agreement that laid out how research from the lab would flow into a company. The agreement allowed for open communication necessary to commercialize research. The Greens then examined the lab’s IP and honed in on one idea in particular, visualizing rock core samples with MRI technology.

Delving into market potential, the Greens saw the idea held a lot of promise in real-world application as a product for the oil and gas industry. The process for locating and developing new oil reservoirs involves core sampling, and analysis takes a lot of time, money and industry expertise. In hard to reach locations or difficult extraction materials, the oil harvested from a reservoir needs to justify the upfront infrastructure investment. Using MRI on rock core samples had potential to offer new measurements for the industry that were faster, shortening the analysis time frame while providing more accurate data The Greens selected the IP knowing there was a sound business case for further development. In 2006, they moved back to New Brunswick and launched Green Imaging Technologies Inc. They hit the ground running. Their first task was to develop the product concept; proof of concept is a stop-gap process that sits between research and getting a product to market. Jill Green explains, “There is a lot of heavy lifting in the middle that requires a team and a lot of expertise. We worked in tandem with Dr. Balcom and UNB to do test measurements. That trial gave us the technical standing that would give us a product to sell.” When they achieved that goal, the Greens spent the next six years developing a software product to operate the MRI instrument and convert data acquired in core analysis specifically for the oil and gas sector. Working in partnership with Oxford Instruments, who hold the largest share of MRI instrumentation in the rock core market, they launched their first product in 2011.

Step Three: Product Green Imaging Technologies Inc. Today, Green Imaging Technologies Inc. is making a mark in the oil and gas industry with Jill Green, Chief Executive Officer, and Derrick Green, President and Chief Technology Officer, at the helm. To date, Green Imaging is the first and only company in the industry to employ MRI technology for rock core analysis. The technology is most useful in rock formations, such as shale, where extraction is difficult. The analysis is not only more accurate and detailed, it is faster than other analysis methods and does not require experts to analyze the data. Rock core samples are put in the MRI instrument to provide data to help determine how much petroleum is in the ground and how best to get it. The MRI measures the quantity of fluid present, water and hydrocarbons, and the porous environment. In an industry that is losing scientific expertise to retirement demographics, the product also solves yet another problem. Explains Jill Green, “Right now there is a growing gap in the sector, with fewer experienced scientists and new hires yet to make up the deficit. Our software fills that gap. It takes complicated MRI information and allows non-experts to do the measurements and compile useful information for the companies, freeing up experts to work in other areas.” Working in partnership with UNB, Balcom and Oxford Instruments, the Greens are currently looking at other IP from Balcom’s lab to develop into products.

“It is difficult for one person to do everything - you really need the whole package to achieve a worthwhile end. We connected the university and lab to business and industry.”

Balcom and the Greens agree the credit for Green Imaging’s success must be shared with the university. As Balcom points out, “It is difficult for one person to do everything - you really need the whole package to achieve a worthwhile end. We connected the university and lab to business and to industry. Green Imaging’s success shows and will continue to show the importance of pure research and how it keeps the whole commercialization system fed from the ground up.”


Endetech, Innovation Park at Queen’s


It is often said that adversity and tragedy are fertile breeding grounds for innovation. The events at Walkerton, Ontario in May, 2000 - in which a pathogenic strain of E. coli bacteria contaminated the town’s water distribution system, causing 7 deaths and thousands of illnesses - led to one of the most significant public health investigations in Canada’s history.

In 1999 Dr. Stephen Brown, professor at Queen’s University, became a part of a new, informal research collective comprised of individuals from across the campus. Each member shared a common interest: water. Shortly after the group’s first few meetings, the Walkerton tragedy occurred, setting off a series of events that eventually resulted in a new approach to water testing. The measurement of bacteria in drinking water is a tricky proposition at the best of times. Part of the Walkerton story involved a time lapse between noticing, confirming and analyzing the problem. Essentially, it came down to the people and time elements around water testing. When a problem occurs at a water plant, a water sample is taken to a lab for analysis, which requires 18 24 hours to complete, not including the transportation time. As per government water safety regulations, tests can only be conducted in certified labs. In remote communities, samples have to travel further to a lab, delaying testing.

This tragedy fueled the search for new technologies to monitor water systems and better protect public health. Dr. Peter Gallant


Analysis is also subject to a lab’s hours of business, often regular Monday to Friday day hours, a phenomenon particularly common in smaller communities. When problems occur on weekends or during the night, delays can create health havoc. The process is also impacted by other factors. At the lab, samples are placed in an incubator for 18 - 24 hours. Once incubation is complete, the sample must be analyzed visually. The process is just complicated enough that the analysis must be conducted by a trained technician who is experienced in checking the water for glow, specks, colour and other criteria. What happened in Walkerton involved a sequence of delays that culminated in catastrophic consequences. It was clear something had to happen to avoid future tragedies. Canada thought the same thing, and they put the quest for a solution into overdrive. Precarn, a non-profit group in Ottawa that had been funding other high-tech research, was one of the organizations charged with finding and funding water testing research projects to respond.



University, Kingston, Ontario Dr. Brown’s collective put a proposal together applying for funding. Their goal for the project was to explore whether current research on toxicity of oil spills on fish could be reworked via analysis equipment to detect bacteria in water. By the summer of 2000, Precarn had approved their proposal. Soon after, Dr. Brown’s group had additional resources and funds committed, bringing the total to 6 million for the 3-year project. They also had a second well-defined goal in place commercialization. “Because of Walkerton, we were working in one direction,” explains Dr. Brown. “By 2002/2003, we had our first proof-of-concept prototypes and formed a separate company, Pathogen Detection Systems (PDS). Then we had to make a decision - did we want to learn to become business people or did we want to bring someone in? We realized we could not afford the wait for one of us to learn the business skills. We needed to find someone.” The group was sitting on important technology, and the faster it got to the market the better for public health. Also, others were working on water technologies, and they wanted to get there first. Working with each other’s contacts and Parteq Innovations, Queen’s commercialization arm located in the institution’s research park, they eventually found Peter Gallant. Gallant was an electrical engineer who also had experience with his own start ups. In fact, he had everything they needed to take the technology the next step - a PhD plus business and research experience. Once Gallant was in place as their president, they were able to focus exclusively on developing the technology. Dr. Brown and the group acknowledged there were many potential break-down points during the water analysis process. They wanted to decrease those risks by automating the process while ensuring results were quick and accurate. By 2003, they had attained their goal, developing a prototype advanced water quality testing system with the potential to revolutionize water monitoring. The system is comprised of a machine that performs the full analysis process. A water sample is poured into a cartridge, and then inserted into the machine where it is incubated and results are then interpreted by the machine. With an automated system, water can be monitored as effectively, but without limitation to how often, when or where. The machine can be located anywhere, and since it doesn’t require a technician for

analysis, that location could be onsite at water treatment facilities, in close proximity to sample sources. On the business end, PDS developed in tandem with the technology. Although PDS still remains located at the Queen’s Innovation Park, the company was acquired by multi-national water leader, Veolia Water Solutions & Technology, and now operates within a separate unit in the company called ENDETEC. Next step is waiting for regulation to catch up to the technology, so the solution can be put to work. Currently, all water analysis must occur in government approved labs. Because the new method is automated and does not require a lab expert, it can be located anywhere. But that is not how things work from a regulatory perspective. Dave Dolphin, Managing Director at ENDETEC explains, “The trend towards more innovation in the water sector has been driven by many factors - pharmaceuticals and other contaminants in water, intensity of resource usage for treating and pumping of water, chemicals and more. But even as we face these increased stresses, we have to apply innovation safely, making sure we never put public health at risk. Integrating innovation requires government to adapt regulations carefully and prudently. This is a must.” Dolphin is working closely with federal and provincial governments to work through changes that will include technology adoption. In 2009/20010, Ontario developed the Water Opportunities Act to enable legislation for water technology acceleration. Dolphin is a member of the board. He continues, “The government’s job is to protect health, so you want a regulator that works on a process that does not lower the bar in order to move forward. I have found there is an incredible level of openness with the government to adopt technology and work on the compliance laws that will allow change to happen - without risking public health.” Things have been progressing very well. Dolphin’s conversation with the province now includes discussion beyond their newest innovation, making room for what is yet to come.

An IP evolution 2000: In response to the Walkerton tragedy, a team at Queen’s University developed an innovative approach to detecting E.coli and coliform bacteria in drinking water supplies, dramatically improving the often lengthy turnaround time of microbiological test results on samples sent to laboratories by enabling automated, on-site analysis. 2003: Pathogen Detection Systems, Inc. was formed in 2003 to commercialize the technology licensed to them on an exclusive, worldwide basis by Parteq Innovations, the technology-transfer office at Queen’s University. ELORIN (the forerunner to Kingston-based Launch Lab) provided access to critical research support funding to develop the core technology from proof-ofconcept to prototypes that could be demonstrated to potential customers and investors. 2003 - 2006: Angel investor and venture capital funding enabled the company to achieve several critical start-up milestones, including refinement of the technology, successful field trials of a prototype instrument, first patents, and initial approvals of the new method by the Ontario Ministry of the Environment, one of the most influential drinking water regulators in the world. 2009: The company had a viable technology, but faced several major, capital-intensive challenges to enter the marketplace, challenges that venture investors can be wary of - such as often long and unpredictable regulatory approval processes and the potential for long sales cycles in the notoriously conservative drinking water industry. The company was acquired by global water leader, Veolia Water Solutions & Technology, in 2009. 2011: With the support of Sustainable Development Technologies Canada (SDTC) and the Ontario Ministry of Economic Development and Innovation, the company is now ENDETEC™. Based at the Queen’s University Innovation Park, ENDETEC has become the global sensor platform for Veolia Water, engaging a global marketplace for its technology. The company recently completed development of its lead microbiological testing instrument and is developing global demonstration sites and sales channels through the Veolia network. 2012: ENDETEC continues to execute major research contracts in conjunction with researchers at Queen’s University, and recently completed a successful project with the support of Kingstonbased Green Center Canada. The expertise in water quality monitoring developed within ENDETEC™ and the broader company has led to joint development of additional water quality monitoring solutions that will soon be protecting drinking water for Ontarians, Canadians, and ultimately the world. By: Dr. Peter Gallant 29

Manufacturing the future London, Ontario, Canada’s new Advanced Manufacturing Park will reinvent the way we manufacture in the renewable energy, transportation, building materials and medical device sectors. Strategically located on North America’s busiest highway, the 130-acre Park specializes in emerging technologies related to solar energy, wind engineering, lightweight composite materials and advanced manufacturing processes. It builds on 20 years of successful economic impact by Western’s multicampus Research Park – home to more than 100 innovative organizations and two of Canada’s largest commercialization centres. Having already attracted more than $50 million to establish the Fraunhofer Project Centre and the WindEEE Research Institute, the Park assembles in one place the world’s premiere facilities for developing, validating and industrial-scale testing of lightweight materials, products and related applications. Our team includes a growing list of private-sector companies and partner institutions from around the world who are committed to working in real-time on industry projects that have impact on job creation, wealth, the environment and quality of life for Canadians. Join our team. Transform your company. Visit us today.

Saint-Hyacinthe Science Park, Saint-Hyacinthe, Quebec

Fueling a

With the support of these institutions, as well as the business conditions developed by the park organization,



great project By Donovan St-Hilaire

Great news for the City of Agrifood, Veterinary and Agroenvironment Biotechnology in, Saint-Hyacinthe is

great news for the world. At the Association of University Research Parks’ (AURP) 2011 international conference in New Orleans, Quebec-based organization, Saint-Hyacinthe Science Park, was presented the excellence award for the Best Emerging Research/Science Park Award. Ten other science parks worldwide were nominated for the award. In winning, the park became the first in Quebec and the third in Canada to be granted an award at the prestigious competition, which marked its 16th anniversary this year. AURP President Harold Strong explained at the awards that,”The strength of a university research park is its impact on the community and its ability to drive economic growth, create jobs and improve the quality of life.” In recognizing Saint-Hyacinthe Science Park as the 2011 award winner, Strong said of the park, “We know that the progress of the park has only just begun and look forward to the continued success and community impact of Saint-Hyacinthe Technopole.” The Saint-Hyacinthe Science Park, covering biotechnology, agri-food, veterinary and agri-environment, is one of North America’s first technology parks exclusively dedicated to the bio-food sector. Launched in 2007, the park’s goals are to build synergy between the spheres of research and industry while supporting innovation in the sector. The park was developed around two major research and higher education institutions, Université de Montréal’s Faculty of Veterinary Medicine (off the main campus) and the federal Food Research and Development Centre. Although still in its early years, the technology park already includes two business incubators, a biotechnology development centre, 22 research chairs and centres, and 17 development support organizations, all associated with the agri-food industry.

have resulted, creating approximately

580 JOBS

one of the highest development rates among technology parks in Canada

adding up to approximately



Additionally, two tiers of government as well as the institutions operating in the park, equate to over

494 96.8

in the last year

million $ in investment

million $ in investment





phase 2 Opening September 2013

N ow L e as iNg: 416-673-8122 /


MaRS advert2.indd 1

12-03-05 5:42 PM

5:42 PM

His Excellency Governor General of Canada, David Johnston, Ottawa, Ontario

The innovation ecosystem In 2012, former University of Waterloo President, David Johnston, was appointed the Governor General of Canada. As a strong advocate for and belief in research and innovation, His Excellency recently shared his thoughts and opinions on the role of research parks in Canada’s present and future with the Association of University Research Parks. “Research parks are an essential component of an innovation ecosystem. I call it an ecosystem because innovation is very complex. I liken it to the metaphor of a synchronized gear with many parts that also acts as a magnet. Innovation drives discovery. Canada’s research parks have established themselves not as experiments, but as a vital part of what we are attempting to do to increase the prosperity and competitiveness of this country through innovation.

Research parks are two-way streets that allow innovation to happen. They draw talent and build with that talent. I am committed to parks being connected to universities and colleges because they are the producers of talent. Parks erase the expectations of what talent needs to do and opens it up to the wonderful curiosity of how we can do things better.”

Research and technology parks create a clustering phenomenon that brings proximity and a host of other positives. The business of technology transfer is a contact sport; it happens best when people are in proximity with one another and have regular formal and informal engagement in a culture that is constantly asking “Why?”

At the same time, by nature of their association with universities, government and business, parks move back and forth between as needed, resulting in people + institutions + talent + business all working together on all sides of the street. That is the magnet effect.

“Research parks are an essential component of an innovation ecosystem.” Anna Epp Photography

Innovation can be the brilliant idea that comes from looking at things in a different way. But 99% of the time, it comes from the relentless day-to-day improvement of processes by adding new technology or patents - tempered with the constant quest to be better. This quest is encouraged by a culture that drives an organization with an intent to build - all the time. These are the gears.


Going small in a



Come celebrate with us! September 2012 | Grand Opening

Mike & Ophelia Lazaridis Quantum-Nano Centre Two world-class institutes: The Institute for Quantum Computing and the Waterloo Institute for Nanotechnology One state-of-the-art research facility at the University of Waterloo.

Friday, September 21

Ribbon Cutting Special Guests VIP Reception

Saturday, September 29

Community Open House Guest Lectures Public Tours


s The Institute for Quantum Computing and the Waterloo Institute for Nanotechnology will soon expand into the new Mike & Ophelia Lazaridis Quantum-Nano Centre. The state-of-the-art facility is constructed to the most stringent scientific standards — anti-vibration, humidity and temperature controls — to enable research and innovation at the forefront of science. An architectural marvel at the heart of the University of Waterloo, the building is designed to foster cross-disciplinary collaboration between researchers, and will be a magnet to Waterloo for the world’s top minds.

Institute for Quantum Computing

Waterloo Institute for Nanotechnology





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Industry - health - ad re-size 12-0114_Layout 1 3/9/12 11:39 AM Page 1

Keeping hospitals healthy

It starts with an idea


Dr. Michael Shannon, colleague Kelly Brown and Dr. Dick Zoutman test the efficiency of ozone in killing harmful bacteria.

Fuel cells for cleaner energy Kill C. difficile and E. coli

Make production greener

Working together at Innovation Park at Queen’s University, Dr. Dick Zoutman, an expert in microbiology and infectious diseases, and Dr. Michael Shannon of Medizone International are collaborating to develop and test AsepticSure, a technology that uses ozone to kill deadly bacteria such as C. difficile and E. Coli in hospitals and other public spaces. This important innovation, developed through collaboration in commercialization, has the potential impact of saving thousands of lives each year and significantly reducing health care costs.


Keep drinking water safe

And ends with an impact.

Industry - water - ad re-size 12-0114_Layout 1 3/9/12 11:39 AM Page 1

Safe water runs deep

At Innovation Park, clean energy and production, eliminating water contamination and keeping hospitals healthy are just a few of things we’re working on every day.


R. Stephen Brown, David Dolphin, Eric Marcotte (seated), Tom Radcliffe (L to R)

Researchers from Queen's have partnered with Endetec, the global sensor platform of Veolia Water Solutions and Technologies to commercialize Queen's water testing technology on a global scale. This groundbreaking technology – based on fibre optic sensors – is faster and more effective than traditional manual methods of water monitoring. It's important technology that’s already in place in cities around the world, ensuring drinking water is safe and protecting lives.




Fredericton knows that teamwork wins the game.

In Fredericton, we don’t just lay out the welcome mat. We’ve rolled out a world-class business park, built for smart companies looking to grow and succeed in Atlantic Canada’s most award-winning small city for business. • 1 (506) 462-5021

The Knowledge Park, home to the national Centre of Excellence in Advanced Learning Technology, provides the intellectual infrastructure and innovative environment for businesses to thrive. This is where companies come to catalyze their ideas into game-changing products and services. Named one of the most cost-competitive places to do business on the eastern seaboard by KPMG, Fredericton can add international recognition from the prestigious fDi Magazine for best business investment strategy in the Americas to their impressive list of awards. 1- 877- 460-8326

So if you’re ready to build on our success, contact us at: or







Canada NOW ad_final PRESS.pdf 1 09/03/2012 11:01:43 AM









O V E R V I E W Canadian research & technology parks



AgriTECH Park is Atlantic Canada’s “Bio-economy Village” serving as the commercialization wing of its neighbouring academic institution, the Nova Scotia Agricultural College (NSAC). The Park’s mandate is to provide the fertile environment necessary to grow and develop innovative bio-economy products, services and technologies within the agri-food, marine and environmental sectors. Located on a 65 hectare section of rural property, the park offers flexible leasing and business support services for new bio-science enterprises and growing businesses.

The Knowledge Park is designed to grow the knowledge industry in the Province of New Brunswick. Its principle objective is to provide clustering opportunities for companies that are engaged in the research, development and application of technologies related to such fields as information technology (IT), biotechnology, education, engineering, health care, forestry and agriculture.

A f f i l i at i o n :

Nova Scotia Agricultural College

A f f i l i at i o n :

University of New Brunswick L O C A TI O N :

Fredericton, New Brunswick

L O C A TI O N :

Bible Hill, Nova Scotia



TMQ is intent on creating a stimulating environment for the sustainable development of marine resources, sciences and technologies by promoting and reinforcing the capabilities and competencies of the Quebec Maritime’s institutions and industries. TMQ plays a leading role in developing the network by building bridges between researchers, entrepreneurs, innovators and experts to convert marine know-how into high added value products, goods and services.

The Innoparc is a new park in science and technology in Levis and the first space of higher learning both of which are part of a sustainable development perspective in Quebec. The Innoparc is designed to offer businesses an advance site resolutely distinctive with an unsurpassed quality of work/life environment. The Innopark offers a total of 2 million pc in the first phase of development and 5million pc term. Organizations of the following areas are preferred, although the city of Levis is open to any company contributing to the economic development of science and technology sectors: energy efficienty, robotics, agricultural biotechnology, nutraceuticals and functional foods, and transport logistics.

A f f i l i at i o n :

L’Université du Québec à Rimouski L O C A TI O N :

Rimouski, Québec

A f f i l i at i o n :

Ville De Lévis L O C A TI O N :

Québec 40



The Quebec Metro High Tech Park is where people work, live, and create. The park boasts nearly one hundred business and research centres. The focus of expertise in the park encompasses optics, phototonics, electronics, life sciences, new materials, environment technology, information technology, and wood technology. With its partnerships, the park is able to provide profound research and development services and support the development of new and recognizable organizations.

The Technopole de la région de Thetford facilitates the development of strategic partners by fostering new research opportunities and technological development with the ultimate goal to advance discoveries through the commercialization process. The park creates new possibilities by collaborating with different researchers, evaluating technological transfer opportunities, and protecting the intellectual properties of researchers.

A f f i l i at i o n :

Cégap de Thetford

L O C A TI O N :

Thetford Mines, Québec



The Saint-Maurice Valley Technology Park’s mission is to support and promote technological innovation. The park supports and promotes technological innovation and focuses on the development of new responsive business practices. Actions are guided through the supporat and development of innovating companies, networking initiatives with key players, contributions to the development of regional technological procedures, and the promotion of innovation within Trois-Rivières.

The Innovation Park provides a hub for regional, national, and international scientific research and development activities. The Park’s networking efforts between private companies, government entities, and researchers from Université de Sherbrooke have stimulated and created unprecedented breakthroughs in the clean tech, sustainable development, environment, IT, communication technology, and micronanotechnology sectors.

A f f i l i at i o n :

A f f i l i at i o n :

Université Laval

Quebec City, Québec

University of Quebéc at Trois-Rivières L O C A TI O N :

Trois-Rivières, Québec

A f f i l i at i o n :

L O C A TI O N :

Université de Sherbrooke L O C A TI O N :

Sherbrooke, Québec


O V E R V I E W Canadian research & technology parks



Located in the region with the highest concentration of employment in the microelectronics sector in Québec, the Technoparc is home to businesses in microelectronics, aeronautics, environment, nanotechnology, new materials, and renewable energy. Committed to establishing an environment conducive to the consolidation and development of leading edge companies, the Technoparc acts as a planned research and prototyping centre, provides incubation programs, and places high priority on IP protection.

The Saint-Hyacinthe Science Park supports and promotes over 150 businesses involved in agricultural production and processing, equipment manufacturing and distribution, and specialized agri-food services. The park aids 16 organizations involved in such operations as economic development and technology transfers, and has opened thousands of specialized agrifood employment opportunities. With more than 20 advanced research and development centres and over 200 internationally renowned researchers on permanent staff, to name a few; Saint-Hyacinthe is sure to be a world-class science park.

A f f i l i at i o n :

Université de Sherbrooke

A f f i l i a t i o n : The Université de Montréal, the ITA and the Cégep de Saint-Hyacinthe

L O C A TI O N :


L O C A TI O N :

Saint-Hyacinthe, Québec



The Varennes Novoparc is a green and renewable energy innovation centre. The Novoparc merges the vision of its executive team with the scientific and industrial know-how of leading sustainable development corporations. Novoparc’s expertise in this sector, combined with its world-class infrastructure, available land, tailored regulations, and support for new businesses has allowed the area to become a North American leader in alternative and renewable energies.

Mandated by the City of Laval, Laval Technopole promotes economic development by attracting new investments, hosting companies and supporting those in its region. Services offered to businesses in Laval include internationalization, real estate development, financing, marketing, consulting and training. Laval Technopole’s goal is to promote and ensure economic development.

A f f i l i at i o n :

Centre d’études collégiales de Varennes (Sorel-Tracy CÉGEP) L O C A TI O N :

Varennes, Québec


The mission of Longueuil Economic Development (LED) is to strengthen its role and economic significance in the Greater Montreal area by maintaining, developing and attracting businesses, and creating quality jobs. A f f i l i at i o n :

University of Quebec at Trois-Revières, Champlain Regional College, University of Laval, McGill University, Université de Sherbrooke, University of Quebec at Montreal L O C A TI O N :

Boucherville, Québec

A f f i l i at i o n :

Collège Montremorency, McGill University, University of Montreal, University of Quebec L O C A TI O N :

Laval, Québec



Technoparc Montreal at St. Laurent is the City of Montreal’s research and development site and Canada’s largest operating R&D park. It has achieved one of the highest rates of growth in North America over the past few years. Technoparc Montreal is also a strategic partner with the City of Montreal and is helping to realize Montreal’s vision of being a world-class, knowledgebased city and a hub of creativity and innovation.

The University of Waterloo is committed to creating a unique community-based Research Park, whose mandate is to foster radical innovation. The high ambition of the park is supported by a comprehensive partnership among the University, the Government of Canada, the Province of Ontario, the Region of Waterloo, the City of Waterloo, Communitech Technology Association, and Canada’s Technology Triangle.

A f f i l i at i o n :

A f f i l i at i o n :

L O C A TI O N :

Waterloo, Ontario



Innovation Park at Queen’s University is a community of innovators and specialists where academic, industrial and government researchers work together to cultivate ideas, identify and transform important technological discoveries and, with the aid of commercialization and market development experts, propel innovations onto the marketplace. Innovation Park has emerged as the vehicle to drive and accelerate university-industry interaction and create vibrant research and innovation forums.

MaRS Discovery District began with a vision to foster social and economic prosperity by creating Canada’s next generation of high-growth technology companies. MaRS works closely with entrepreneurs to grow and scale their ventures into global market leaders in life sciences and health care, information, communications and digital media technologies, clean tech, advanced materials and engineering, as well as innovative social purpose business. The innovations that have emerged from MaRS have stemmed from the collaboration and exploration of like-minded people sharing new ideas to create new technologies.

Concordia University, McGill University, Collège Vanier, Cégep Saint-Laurent Montreal, Québec

A f f i l i at i o n :

Queen’s University L O C A TI O N :

Kingston, Ontario

University of Waterloo L O C A TI O N :

A f f i l i at i o n :

University of Toronto L O C A TI O N :

Toronto, Ontario 43

O V E R V I E W Canadian research & technology parks



McMaster Innovation Park is the place where visions are realized, and ideas are transformed into commercial opportunities. Branching off its reputation as a prestigious research centre, McMaster University is transforming vacant fields and warehouses into a research centre of excellence. McMaster Innovation Park will create an environment that facilitates innovation, encourages successful collaboration and aligns with the research strengths of McMaster University.

The Sault Ste. Marie Innovation Centre acts as a catalyst for change in the Algoma District. Committed to strengthening and diversifying the regional economy, the Centre supports science and IT start-ups in the alternative energy, bio-economy, water, video gaming, GIS and health informatics sectors, directs leading edge research between academia, industry and government, and develops strategic sectors aligned with areas of community strength.

A f f i l i at i o n :

McMaster University L O C A TI O N :

A f f i l i at i o n :

Algoma University L O C A TI O N :

Hamilton, Ontario

Sault Ste. Marie, Ontario



Sunnybrook Research Institute (SRI) is dedicated not only to leading world-class research, but also to ensuring that the results of that research lead to tangible positive impactrs. We are actively engaged in moving our technology from the lab to the mainstream by parterning with industry, licensing technolgoy to companies and creating spinoff companies..

University of Toronto

The University of Guelph Research Park is anchored by three key institutions, including the University of Guelph, one of Canada’s most acclaimed and research intensive universities. The University’s research influence, partnered with provincial and federal support, has impelled strong and manageable growth. Park tenants’ interests include medical and pharmaceutical research and development, agriculture, technical services, environmental services and information technology.

L O C A TI O N :

A f f i l i at i o n :

A f f i l i at i o n :

Toronto, Ontario

University of Guelph L O C A TI O N :

Guelph, Ontario




UOIT’s founding mission called on the university to advance the highest quality of research in order to create the highest quality intellectual property. Consider it mission accomplished to date as UOIT has exceeded all expectations in building a strong reputation for research excellence. The University’s commitment to research excellence has resulted in millions of dollars in research awards and grants, including five prestigious Canada Research Chairs (CRCs), with another four in development, and six industrial research chairs. Since 2006, UOIT has had more than 80 invention disclosures; submitted more than 35 patent applications, four of which have been issued; entered into five licence agreements and supported two spinoff companies.

Western University’s Research Park supports innovation from three locations: the 50-acre London Campus, the 80-acre Sarnia-Lambton Campus, and the new 130-acre Advanced Manufacturing Park. The Research Park is home to 100 organizations and operates two of Canada’s largest technology incubators: the award winning Stiller Centre in London, focused on life sciences, and the Bowman Centre in Sarnia, Canada’s largest cleantech incubator, focused on industrial biotechnology. The Advanced Manufacturing Park is home to the Fraunhofer Project Centre for lightweight materials and to the world’s most advanced wind tunnel. From turnkey labs to serviced industrial land, the Research Park supports entrepreneurs from startup to full-scale production.

A f f i l i at i o n :

University of Ontario Institute of Technology

A f f i l i at i o n :

L O C A TI O N : Oshawa,

L O C A TI O N :


University of Western Ontario

London, Ontario & Sarnia, Ontario



Smartpark’s high-tech focus contributes to an environment and culture that encourages entrepreneurs and university graduates across many disciplines to stay in Winnipeg and Manitoba. Over the last five years, Smartpark Research and Technology Park has stimulated over $100 million in capital developments. The park is home to 20 growing companies in various high-tech sectors.

Established in 1980, Innovation Place is one of the most successful university-related research parks in North America. The main park is located in Saskatoon, Saskatchewan, on 80 acres adjacent to the University of Saskatchewan. The park builds on the institution’s strengths in agriculture, information technology, and environmental and life sciences. Innovation Place in Regina is home to 33 clients and employs more than 1,000 people.

A f f i l i at i o n :

University of Manitoba L O C A TI O N :

Winnipeg, Manitoba

A f f i l i at i o n :

University of Saskatoon & University of Regina L O C A TI O N :

Saskatoon, Regina and Prince Albert, Saskatchewan


O V E R V I E W Canadian research & technology parks



The Edmonton Research Park (ERP) is a world-leading hub of innovation. The park is set in a beautiful, spacious campus in south Edmonton, 15 minutes from the centre of Alberta’s capital city. More than 1,500 people work for nearly 55 companies at ERP, engaged in advanced research in medicine, biotechnology, software, petroleum research, nanotechnology and clean energy.

Innovate Calgary is a full service organization offering technology transfer and business incubator services to researchers, entrepreneurs and businesses within the advanced technology sector. We support commercialization by providing a variety of services and programs including: business and technical advice, workshops, screening of technologies for commercial potential, access to sector resources and networking events, licensing and intellectual property protection strategy, company creation/incubation programs and office and lab space tenancy and business resources and facilities for technology companies.

L O C A TI O N :

Edmonton, Alberta

A f f i l i at i o n :

University of Calgary L O C A TI O N :

Calgary, Alberta



Great Northern Way Campus (GNWC) is an emerging digital village destined to change the way people think about art, science, learning and commerce. GNWC is a collaboration of British Columbia’s best educational institutions and some of the most creative businesses in the world. GNWC will act as a catalyst that generates jobs, ideas and applications.

The Park is a major centre for technological activity, and is easily accessible from Vancouver, Seattle, Portland, San Francisco and other Pacific Rim locations. VITP concentrates on partnerships with organizations such as the IDC, VIATeC, NRC-IRAP, and universities and colleges to better assist the hi-tech community. VITP remains passionate about creating jobs for the people of the province.

A f f i l i at i o n :

A f f i l i at i o n :

University of British Columbia, Simon Fraser University, British Columbia Institute of Technology, Emily Carr University of Art + Design L O C A TI O N :

Vancouver, British Columbia


University of Victoria L O C A TI O N :

Victoria, British Columbia A University of Victoria Enterprise

D I R E C T O R Y Canada’s research & technology park tenants





AgraPoint International Incorporated


Atlantic Bio-Venture Centre Atlantic New Technology Development Inc. asp

ADA editions INC AET Films Air Liquide

Solmax International

Esterline CMC Électronique

Pro-Algue Marine Inc.

Soudures Duphily Inc.


REFORMAR Incorporated

Groupe Maritime Verreault Inc.

Réparations maritimes B.N.R. Inc.

Soudure Deguise Soudures Varennes Structures Gialay Transax Technologies inc. Tyco Valves & Controls Canada Inc.

Christmas Tree Research Centre

Bauval Tech-mix

Nova Scotia Federation of Agriculture

Biogaz EG

Usinage Revitech Inc. index.html

Canmet ÉNERGIE http://canmetenergy.nrcan.


Clic Demix

ADRA Groupe Conseil (Université du Québec à Rimouski (UQAR)

Nova Scotia Department of Agriculture Pizza Me asp TruLeaf Sustainable

NEW BRUNSWICK KNOWLEDGE PARK Acceleration Centre Centre of Excellence for Advanced Learning Technology


DOW Enerkem html FATI Steel Greenfield Éthanol INRS Kemira

CGI Group Incorporated

Kronos Canada Inc.

CMS Enterprise Fredericton

Mometal Structures Inc.

Mother’s Care Education Centre

NUVO Research

New Brunswick Health Research Foundation

Praxair Canada Inc.

Groupe SYGIF Inc. - SYGIF International Inc. Groupe TRIFIDE Inc.

Lockheed Martin

Innovation maritime

St-Pierre Pinsonnault Young Consultants Maritimes


Institut des sciences de la mer de Rimouski - UQARISMER

Institut Maurice-Lamontagne de Pêches et Océans Canada

C.B.E.M Ltd

Le Groupe Internationl www.legroupeinternational. com Les Industries FILMAR Inc. Les Industries Rilec Inc. Méridien Maritime réparation et inspection Métal en Feuilles de Matane (1989) Inc. Multi-Électronique (MTE) Inc.

Precicor inc. Provalcid Inc.


NutrOcéan Inc.


Rail Cantech Inc. Recyc RPM Inc.

Cogema - Chermins de fer Canadien National

Observatoire global du Saint- Laurent (OGSL)


Refrabec inc.

Contrôle Électrique R.K. Inc.

Ocean NutraSciences


Sanexen sevices environnementaux Inc.

Département de Biologie, chimie et géographie à l’UQAR

Océanide Inc.


Bluedrop Inc CAE Inc

S.C. Johnson & Fils Ltée home.aspx Scène Éthique Inc. Services Mécanique Taschereau

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Chaire de recherche en transport maritime Université du Québec à Rimouski) transportMaritime

Research In Motion

Genetec Inc.

innoVactiv Inc.

Atelier Daniel St-Pierre Biocean Canada Inc.

Centre Interdisciplinaire de Dé veloppement en Cartographie des Océans (CIDCO)

Garderie K.I.D.S.

Roche Ltd. Groupe conseil (Succursale Rivière-du-Loup)

Institut maritime du Québec (IMQ)

Centre de recherche en biotechnologies marines (CRBM) R&D

Roche Ltd. Groupe conseil



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Oceatec Inc. OpDAQ Systèmes Inc. OrganicOcean Inc. PESCA Environnement

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Maxxam Mecachrome Canada MethylGene Inc Otsuka

Verreault Navigation Inc.

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Smith & Nephew http://global.smith-nephew. com

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Security Governance Group

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Snapsort Inc. Sober Steering Sensors Sweet Tooth Sybase, An SAP Company TechTown Café TechTown Dentistry Tyromer, Inc.

JADsoftware Inc.

Universal Quantum Devices

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14 Theories Inc.

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Ontario Government Innovation Lab @ MaRS

Master’s Insurance

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McMaster Credit Union

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Transition Therapeutics Drug Discovery Group www.transitiontherapeutics. com

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Fluid Media global_login

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INO (National Optics Institute)

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Beckhoff Automation Canada Ltd.

Ontario Association of Veterinary Technicians

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Canada’s Outdoor Farm Show Canadian Animal Health Institute Canadian Food Inspection Agency Delta Guelph Hotel & Conference Centre eBiz Professionals Inc. Elanco Animal Health

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Azule Fuel

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International Credential Assessment Service of Canada Inc

Continuing Medical Education, Schulich School of Medicine & Dentistry Education/CME

Ontario Problem Gambling Research Centre

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Institute of Agri-Food Policy Innovation

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TD Canada Trust

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Redox Technologies Inc.

Traxion Consulting

ProfitMaster Canada

Return the Landscape

UnLab (UnLondon)

RIA Labs

Veritagen Inc.

Richardson Centre for Functional Foods and Nutraceuticals


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RedCat Film

Renix Inc. REO Energy

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The National Diabetes Management Strategy The NCO Group

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TransGrid Solutions Inc.

Business 2 Business E-Commerce Systems


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BioMark Technologies Inc. Cangene Corporation DiaMedica Inc.

Sustainable Chemistry Alliance

Global Wind Group Inc.

The Family Counselling Centre, social Service Bureau of Sarnia-Lambton

GE Healthcare IITS

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DMT Development Systems Group Inc.

Thames Valley Family Practice Research Unit

Bretech Engineering

Innovation Place Saskatoon

Stroke Editorial Office Surface Science Western www.surfacesciencewestern. com

TechAlliance of Southwestern Ontario

RTDS Technologies Inc.

XLR Imaging Inc

BASF Canada

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IDERS Inc. Industrial Technology Centre Manitoba Rural Adaptation Council MERLIN

Garven and Associates GB Internet Solutions Inc.


Apptius Computer Solutions Inc.

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Ag-West Bio Incorporated

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Allyn Development Group

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Bayer CropScience Incorporated

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Ritenburg & Associates Rochon Associated Sakina Information Sciences

Terrance Café

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University of Regina Faculty of Social Work

ESRI Canada

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Saskatchewan Pulse Growers Saskatchewan Research Council Saskatchewan Research Council - Analytical Laboratories Saskatchewan Watershed Authority

Schulte Industries Ltd.

Phenomenome Discoveries Inc.

SED Systems Ltd.

Rescan Environmental Services Ltd.

Asmoteknologies Ltd.

eHealth Saskatchewan ehealth-saskatchewan

Pharmalytics Ltd.

Radiation Safety Institue of Canada - National Laboratories


TinyEYE Technologies Corporation

Saskaweb IT Solutions

Quantum Genetics Canada Inc.

Acrodex Inc.

Saskatchewan Cancer Agency

Petro-Find Geochem

Prairie Farm Rehabilitation Administration

Sprossil Industries Inc.

Telecommunciations Research Laboratories (TRLabs)

Saskatoon Police Service K9 Unit

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Technology Management Corporation (TMC)

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Communities of Tomorrow www.

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ISM Canada

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Kingsland Energy Corp. Mera Group Office of Energy Consevation research_technology/energy_ conservation/index.cfm

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University of Saskatchewan - VP Research

Petroleum Technology Research Centre (PTRC) Praxis

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Alberta Innovates Technology Futures (AITF)

University of Saskatchewan - SK Population & Research Unit

Public Policy Forum/Forum des politiques

Association of Saskatchewan Forestry Professionals

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Vantec Design and Manufacturing Inc.

Saskatchewan Disease Control Laboratory

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Saskatchewan Research Council (SRC)

Enterprise Saskatchewan PA Regional Offices www.enterprisesaskatchewan. ca

Saskatchewan Telecommunications (SaskTel)


BioNeutra Inc.

Government of SK Ministry of Energy and Resources, Forestry Development Division

Bramm Technologies Inc.

VDC Virtual Data Corp. Viterra Western Ag Innovations Inc. Western Grains Research Foundation Williams Engineering

Science Applications International Corporation (SAIC Canada) SpringBoard West Innovations Inc.

Government of SK Ministry of Environment

Apex Engineering Inc. AVAC Ltd. Bentley Nevada

C-FER Technologies Inc.


D I R E C T O R Y Canadian research & technology park tenants Cliniysis

Quantiam Technologies Inc.

Blubrown Communications Inc

Hybrid Wireless Inc.

Orpyx Medical Technologies

CSA International

QUEST Quality Management

Brightsquid Inc.


Coole Immersive Inc.

Quest PharmaTech Inc.

Business Maestros Information Technology Inc

Impac Canada

Osborne Interim Management

Digital Fracture Technologies

Schlumberger DBR Research Centre

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InfoTech Alberta

SciMed Technologies Inc.

Calgary Council for Advanced Technology (CCAT)

Dycor Technologies Ltd. EMD Serono Canada Inc. Epsilon Chemicals Ltd. Fission Media Group Frontech Solutions Inc. GlycAlta Chemical and Technical Services HeadCount Corporation IMBiotechnologies Ltd. Innovative Trauma Care www.innovativetraumacare. com Innovotech Intellimedia Intertek Testing Intriga Mobility i-Wellsite Technology Inc. Learn Energy Koradian Trade Logican Technologies Inc.

Serene Tech Inc. SinoVeda Canada Inc.

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Syncrude Canada Inc. Syngar Technologies Ltd.

CLINICARE Corporation

iNovia Capital - Calgary

TC Scientific

Coalese Corporation

Intellog Inc.

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Micralyne Inc.

AMIS International Agriculture Consulting


MiTAB Inc.

Area 51 Machine Design

Obsidian Research OSEEDS Inc. Phytovox PKL Technologies Project 39 PureInbox 52

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Fame Biorefinery Corp.

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Clear View Communications Canada Corp

Alberta ICT Council

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Inico Technologies Ltd.

Argon Venture Partners Asequa Inc. ASTech Foundation Axial Information Technologies Baseband Technologies Inc. Betach Solutions Inc.

Gennum Corporation Genome Alberta Globegeti Enterprises Glue Solutions Goforth Institute Graham Davies Geological Consultants Harvest Ventures Inc. Hatsoft Inc.

ITRES Research Ltd. Kirchner Private Capital Group Level Up Society MacKenCo Consulting Marketing Directions MathWit Maxima Divestitures Group Inc Mirano Systems Inc Mobile Dexterity Inc Mobizou

PCCabling (Canada) Limited Pontis Energy Inc. Pragmatic Solutions Ltd. Preo Software Inc. PricewaterhouseCoopers LLP (PWC) - Calgary

The Centre for Innovation Studies (THECIS) TheraCarb Inc. Trusted Positioning Inc. Tycrid Platform Technologies Inc. Udax Ulistic Inc.

Process Pathways

Van Horne Institute

Protroleum Technologies Ltd.

Venture Alberta

Psyko Audio Labs Inc.

Wedge Networks

PYXIS Innovation - Calgary

Wmode Inc.

QuIC Financial Technologies Inc.

Xpan Interactive Ltd.

Rad3 Communications Redwood Technologies Resverlogix Corp. RightsX Inc. RxWave International Inc. Smart Muffler Coporation SMB Phone Society for Technical Communication (STC Alberta)

Nalco Canada Inc.

Solar Engineering Group Ltd. www.solarengineeringgroup. com

National Research Council (NRC) - Calgary

Sparta Capital Ltd.

New Energy Corporation Inc.

Standing Stones Consulting Ltd.

North Loudoun Corporation

Synovate International Inc.

O.G.C. Inc.

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Tech Avenue Ventures (TAV)

Yaletown Venture Partners ZST Holdings Inc. (Zephyr)

BRITISH COLUMBIA DISCOVERY PARKS 1-800-GOT-JUNK? 3AG Systems Inc. Acuere Consulting Augurex Life Sciences Corp Awesense Wireless Backbone Systems BC Aquatic Food Resources BioteQ Environmental Technologies Inc. Bishop & Company BN Pharmaceuticals Inc.

OME Group Consultants

Technology Tax Credits Ltd.

Business Alliance Technologies

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Conquer Mobile

OptEM Engineering Inc.

Telligent Corporation

Danz Gourmet

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SterileCare Inc.

Fuseforward Goodall Rubber Corporation of Canada Hothead Games Industrious Nature Technologies Innovative Targeting Solutions Inc. JML Biopharm Inc. Lifebank Cryogenics Corporation Lignol Energy Corporation Mark Anthony Group

Superna Life Sciences SustaiNet Software Solutions Inc. Synganix Science Inc. Tech BA Vancouver

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RevenueWire Inc.

Welichem Biotech Inc.

SOHO Computer Services Ltd.



MyArtChannel Canada

CISCO Systems Inc.

Nanocritical Corp.

Compugen Inc.

Qu Biologics Rayonnant Imaging Systems Inc.

Cebas Visual Technology Inc Youneeq Personalization Engine Fixstars Canada Gas Power Technologies Geffen Gourmet Catering and the HardDrive CafĂŠ Genologics Life Sciences Software Inc. Gerbrecht Consulting Services


HP Advanced Solutions Inc. www.hpadvancedsolutions. com

SFU Venture Labs

HP Enterprise Services Canada

Shailah Interactive Inc

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Boardwalk Communications Canadian Gene Cure Foundation

QLT Inc.

The new speed of business demands a new breed of architect

Poncho Wilcox Engineering


Methylation Sciences Inc. (MSI)

Philips Ledalite architectural Products

Maxxam Analytics

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OA Solutions

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New Energy Corporation

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ImmunoPrecise Antibodies Ltd.


Bringing like-minded people and organizations together Phone: 506.462.5021• Fax: 506.444.2470 E-Mail:


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Modern evolution melds the explorations of academia, the interests of government and the market savvy of business. These three pillars balance the scales of innovation, making great things become possible.




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