ucp capability profile - general v401 14072014 capability profile - general...ucp!!...

COMPANY OVERVIEW BRIEFING DOCUMENT

Company Confidential

14th July 2014 V401

discover + innovate + commercialise +

UCP

This document is confidential. The information and data in the document is provided in good faith drawing on what are believed to be reliable sources. Any recipient of this document must not distribute, copy, broadcast or extract any information contained in this document without the expressed written permission from Ultima Capital Partners Pty Ltd.

ULTIMA CAPITAL PARTNERS ACN 151 293 140 Corporate HQ 250 St Kilda Road Melbourne VIC 3000 Australia PO Box R1574, Royal Exchange Sydney NSW 1225 Australia Phone +61 412 449960 E-‐mail [email protected] Web www.ultimacapital.net

Ultima Capital Partners -‐-‐-‐-‐ Company Overview

2 UCP Capability Profile -‐ General v401 14072014.docx Copyright © UCP 2014

Overview Information about Ultima Capital Partners

Confidential 14th July 2014

DOCUMENT PURPOSE

This document is a selection of information about Ultima Capital Partners Pty Ltd (UCP); and in particular a cross-‐section of assignments led by John Fick.

The information provided is a profile of UCP, some project samples and clients.

Further information may be obtained by contacting the Managing Director, John Fick.



TABLE OF CONTENTS

Document Purpose ............................................................................................................. 2

Table of Contents ............................................................................................................... 3

Overview ............................................................................................................................ 4

Corporate Expertise ........................................................................................................... 4

Project Focus ...................................................................................................................... 4

Core Competencies ............................................................................................................ 5

Experienced in Institutional Design .................................................................................... 5

Business Initiation and Management Experience .............................................................. 6

Project Implementation ..................................................................................................... 6

Key People .......................................................................................................................... 6

Landmark Projects .............................................................................................................. 7

Seeing Machines Ltd (incorporated July 2001) .............................................................. 7

National ICT Australia (Australia’s landmark ICT research centre) (2001/2), ongoing ........................................................................................................................... 8

CRC for Smart Internet Technology (2001/2) ................................................................. 8

Environmental Biotechnology CRC (2002) ..................................................................... 9

CRC for Contamination Risk Assessment and Remediation of Environments (CRC CARE) (2004/5) ....................................................................................................... 9

Review of research activities, structures and strategic directions – University of Wollongong : Oct 2004 completion ........................................................................... 9

Telcore CRC proposal 2004-‐2005 (funded by John Fick) wireless, broadband, all optical access and web services ........................................................... 10

Special Projects undertaken by John fick ......................................................................... 12

Selected Clients ................................................................................................................ 12



OVERVIEW

UCP focuses on technologies for infrastructure markets; including biomedical devices, energy, environmental engineering, finance and banking, industrial bio-‐technology, informatics, homeland defence, telecommunications, and transport.

CORPORATE EXPERTISE

UCP’s extensive Scoping Study and Business Planning experience within the science and technology domain is wide, and spans SMEs, Private corporate and Public Sector organisations:

• Capital Funding; • Corporate Advice; • Corporate Performance; • Finance and banking industry structure and operations; • Knowledge and Technology management. • New Venture Formation; and • Public-‐private partnership design and operation;

Additional information on UCP is provided as attachments and can be viewed at www.ultimacapital.net .

PROJECT FOCUS

Ultima Capital assembles project teams in accordance with the requirements of each assignment. Ultima Capital’s service is characterized by its:

• agile approach • rapid deployment • comprehensive range of commercial and management competencies • skills to ‘fit the mission’.

Clients benefit by being able to access the best skills available, scaled to their requirements, at a reasonable cost.



CORE COMPETENCIES

UCP specifically address these following core competency criteria in depth:

• Relevant expertise, qualifications and experience in undertaking the task in areas such as:

o business analysis; o commercialisation; and o financial engineering o innovation systems; o public sector funded projects; o public/private collaboration; o underwriting;

• Previous performance in similar projects. • Demonstrated knowledge and understanding of the subject matter. • Clear and verifiable project methodology to be used in conducting the study,

including the development of appropriate models and a detailed timeline for the study.

• The ability to complete the consultancy services within the stated time frame.

EXPERIENCED IN INSTITUTIONAL DESIGN

• Understanding of the organisational, stakeholder and governance issues associated with public-‐private partnership design;

• Understanding of the organisational, stakeholder and governance issues associated with the finance industry and related regulatory regimes;

• University benchmarking • Expert advisory board drawn from many international educational

institutions across Europe, Asia, Americas and Oceania • Understanding of the challenges and issues facing new institutions during

their start-‐up phase • Extensive Government, industry and finance experience, particularly in

regard to their interactions with Universities • Understanding of the needs for linkages from Research / Academic

Institutions / Government / Industry



BUSINESS INITIATION AND MANAGEMENT EXPERIENCE

• Financial modelling for business planning and business initiation • Knowledge of performance management methodologies and their potential

to influence behaviours • Stakeholder negotiation experience • Knowledge of corporate trusts, not for profits, government agencies and for

profit institutions • Experience in new enterprise design and development, including frameworks

for costing staffing, reporting structures, market / image development, HR programs and financial controls

PROJECT IMPLEMENTATION

• Selection, engagement and management of consultants • Programming, cost planning and budgeting • Development approvals • Value engineering • Performance monitoring • Financial reporting • Tender calling, receiving, evaluation, and negotiation • Procurement • Contract administration • Valuing and negotiating any variations or extension of time claims • Leasing programmes and tenancy refurbishment programme preparation • Assisting with public relations • Coordination of the securement of all authorities’ approvals as necessary • Ensuring all guarantees, warranties, as built drawings and operating manuals

are secured • Coordination of rectification of defects throughout defect liability periods • Reporting.

KEY PEOPLE

Senior managers with UCP have in the past filled various senior management positions in Australia, including:

• Technology Director, Aristocrat Leisure Ltd • General Manager, Telstra New Wave Technologies R&D Group



• General Manager, Financial Markets Asia Pacific, IBM • Global Strategy Manager, Financial Markets, IBM • Head, Motorola Research Centre, Australia • MD Telstra Research Laboratories, Management Company • Thales/ADI Major Projects • Australian Defence Force • CSL Ltd • Head, Global Data Mobility, Computer Sciences Corporation (CSC) • Chief of Division ICT, CSIRO

UCP has more than 30 employed personnel within its group companies .

UCP is a private company that maintains a discrete marketing profile. It works through long term corporate and political relationships, and usually indirectly through clients and special purpose venture companies. UCP has the relationships to make long term strategic partnerships work, including:

• Regulatory and Political contacts. • Syndicated R&D and leveraged funding. • Contacts with investors, customers and suppliers. • A track record of achievements.

LANDMARK PROJECTS

Successful University spin-‐off company delivered by John Fick.

SEEING MACHINES LTD (INCORPORATED JULY 2001)

• Leading company in automotive and ophthalmic vision based technologies

• UCP led spin out from ANU – providing all planning and overseeing of the venture. UCP is a key founding shareholder.

• UCP provided seed funding and next 2 rounds of funding; as well as secured external investors, including Volvo Group

• UCP founder was company Chair for first 3 years • Licensing of technology and volume product sales to most automotive

sector OEMs and Tier1 manufacturers in Asia, Europe, and North America



• Listed on LSE/AIM on 1 December 2005

Large joint ventures structured and delivered by John Fick on a turnkey basis with University stakeholders include:

NATIONAL ICT AUSTRALIA (AUSTRALIA’S LANDMARK ICT RESEARCH CENTRE) (2001/2), ONGOING

• Structured as a Public-‐Private Partnership (PPP), including corporations, and government agencies.

• The largest project completed by the Ultima Capital Group to date is NICTA, Australia’s premiere National Information and Communication Technology Centre for Excellence.

• National ICT Australia (NICTA) has a budget exceeding $1 billion over 10 years.

• UCP had the lead role as joint venture promoter, advisor, consultant and financial underwriter of the NICTA bid.

• Major competitive tender, against Telstra, Ericsson Asia Pacific, CSIRO, and other consortia.

• $459 million subscribed at commencement • Awarded $129 million Federal Government funding

CRC FOR SMART INTERNET TECHNOLOGY (2001/2)


• Competitive tender • Overall 7 year capital budget $122million subscribed at commencement • Awarded $22m Federal Government funding



ENVIRONMENTAL BIOTECHNOLOGY CRC (2002)


• Competitive tender • Overall 7 year budget $60 million subscribed at commencement • Awarded $19.5 million Federal Government funding

CRC FOR CONTAMINATION RISK ASSESSMENT AND REMEDIATION OF ENVIRONMENTS (CRC CARE) (2004/5)


• Competitive tender • Overall 7 year budget $135million subscribed at commencement • Awarded $35million Federal Government funding

REVIEW OF RESEARCH ACTIVITIES, STRUCTURES AND STRATEGIC DIRECTIONS – UNIVERSITY OF WOLLONGONG : OCT 2004 COMPLETION

This consultancy reviewed the extent, management and future of research opportunities at the University of Wollongong.

The motivation for this report was provided in part by the University of Wollongong advancing its planning for an Innovation Campus, and the need to review research management. There are several factors that flowed from the planning scenarios presented, including:

• A steady growth in funded research activity and supporting infrastructure.

• A growth objective in areas of research excellence, industry interaction, and commercialisation of outputs.

• “University of Wollongong has a reputation as a research intensive and student centred University” and this would be strengthened.

UCP reviewed in detail measures of

• Excellence. • Depth of resource. • Team structures. • Peer review.



• External reputation. • Growth opportunities. • Alignment with National Research Priorities.

UCP developed a revised “research roadmap” and a methodology for refining this on an ongoing basis was delivered. Key deliverables include a final report, working papers, presentations and an initial template for further refinement and development.

In undertaking the study, UCP reviewed not only the University of Wollongong, but many aspects of the environment in which it operates, including

• Australia’s National Research Priorities. • Benchmarking. • Best practice from a spectrum of international Research Universities. • Commercialisation Support. • Growing Research. • Industry Partnership. • Industry Trends. • Key Issues. • Portfolio Management. • Regional Development. • Research & the Innovation Campus. • Research Partnerships. • Research Strategy. • Views on Priorities.

TELCORE CRC PROPOSAL 2004-‐2005 (FUNDED BY JOHN FICK) WIRELESS, BROADBAND, ALL OPTICAL ACCESS AND WEB SERVICES

TelCore was created (by UCP) as a bidding company in January 2004 to form a $150M incubator, marketplace and R&D centre focusing on wireless, broadband, all optical access and web services. However by the time it submitted its preliminary business case to the Commonwealth Government on 31st March it had grown well beyond this initial vision. A final bid was developed and submitted. [this CRC bid was not funded. In the 2004-‐2005 round, NO ICT related bids were funded].

Research remains the basis for new innovation and development is the basis for commercialising new ventures. Therefore TelCore planned its



commitment to form a CRC and has increased its Commonwealth grant target to $35M. Similarly TelCore was committed to leadership by its industry partners and their nominee directors in the pursuit of commercial objectives as the ability to generate financial returns is the basis for conducting effective R&D.

TelCore’s research focus was on:

• Wireless including metro-‐scale Wireless-‐Data • Future Broadband Networks, including all-‐optical configurations. • Emerging (Web-‐based) Services & Applications • Other emerging key areas as required by Industry Partners

TelCore’s ability to capture emerging “industry value chains” allowed it to plan the role of leading Australian and global innovation beyond the laboratory research and field trials of its CRC. TelCore offered its partners a marketplace for IP and products commercialized by its researchers, the ability to outsource existing R&D and commercialisation work and market access.

The power of TelCore was in its partners who spanned the entire telecommunications value chain. They included: Operators, aggregators, middleware providers, integrators, network equipment vendors, handset manufacturers, software developers and content providers. Using this network, TelCore planned to engage customers as a consortium to sell existing products; integrate partner portfolios to create new end to end solutions; use the TelCore CRC to commission partner sponsored field trials of new innovation; as well as use the TelCore CRC to cooperatively research new products. Meanwhile the partners benefit from leveraging the broadband technology fund, commonwealth CRC funding and being part of the most powerful consolidated group of enterprises serving the telecommunications industry in Australia.

TelCore’s core mission was to provide R&D outcomes within a Cooperative Research Centre. TelCore’s objective was to generate financial returns to its shareholders who form its partner consortium. When these returns are best facilitated through new R&D, the TelCore CRC was the best structure available.

A Broadband Technology Incubator was planned to create new businesses arising from TelCore’s research or from the needs of TelCore’s partners independent of the CRC and funded from the Broadband Technology Fund. TelCore was a planned channel for market innovation accelerating its partners’ business development.



SPECIAL PROJECTS UNDERTAKEN BY JOHN FICK

• Listing companies on LSE-‐AIM and ASX • Trade sales • Reverse takeovers on ASX • Rehabilitation of stalled technology companies

o Privately held or traded on public exchanges o Key parameters sought include intellectual property portfolio and

accumulated tax losses • Outsourced operations of several companies and Government ICT research

institutes • Small acquisitions, including in electronic payment systems • UCP direct funding of research with University and public sector RDOs,

including in these areas: o Antenna design o Cryptanalysis o Emergency management systems for rail vehicles o Energy management o Environmental sensors o Knowledge management solutions for web environments o MEMS devices o Multiparty transaction protocols, for financial, auction and other

systems o Pathogen detection o Safety management sensors o Security systems and management o Telehealth devices and solutions o Ultra-‐wide band radio systems o Vision processing algorithms

SELECTED CLIENTS

John Fick has direct access to many of the top 500 companies and organizations in Australia, either as direct clients, or through joint venture projects established. UCP’s approach is to directly engage organizations with a specific value proposition and secure engagement on commercial terms, as and when called for by a client mission.

A selection of John’s direct commercial clients include these organizations (public and private):



• Department of Prime Minister & Cabinet (PMC) • National Security Division (NSD) • Department of Attorney General (AG) • Department of Defence (DoD) • Defence Signals Directorate (DSD) • Defence Science and Technology Organisation (DSTO) • Various other departments in Federal, State and local government • Department of Communications and Information Technology • Department of Environment and Heritage • Various State based utility companies (electricity and water) • Australian Defence Force Academy (ADFA) • State Police Departments • State Emergency Response Organisations • Adacel Limited • Agilent (Australia) • Alcatel-‐Lucent • Australian Defence Industries (ADI) • Australian Stock Exchange Limited • Avaya (Australia) • Bearing Point • Bovis Lend Lease • Computer Associates (Australia) • Computer Sciences Corporation • Hewlett Packard (Australia) • Lend Lease • Macquarie Bank • Many US based MNC’s • Microsoft (Australia) • Motorola • NortelNetworks (Australia) • Orica • Rio Tinto • SAS Institute (Australia) • Siemens Australia • Sun Microsystems Australia • Telstra Corporation • Tenix • Thales • Ticketek • TransAct • UniSys (Australia) • Visa International



In the past decade John Fick has advised over 600 small and midsize science and technology related companies, including with interests in:

• Advanced computing • Advanced computing (e.g., bio-‐computing and quantum computing) • CAN bus based products • Communications and networking • Creative industries • e-‐Health • Electronic warfare • Embedded systems • Energy management • Energy technology • GIS • Graphical user interfaces for embedded platforms • Green IT • ICT • ICT-‐enabled education • ICT-‐enabled entrepreneurship • ICT-‐enabled environmental and clean energy systems • Identify Management • Integrated Communications and Collaboration systems • Modelling and simulation • Modelling, Simulation and Virtual Reality • Photonics • Robotics • Safety management systems • Security • Sensors • Social networking • Software and web platforms • Software engineering • Sustainability • Systems and software engineering • Systems engineering and integration, and • Telecommunications • Telecommunications (including mobile technologies) • Telehealth • Vehicle telematics • Vision sensors



Many (most) Australian public sector research and development organizations have been John Fick’s clients, including:

• AC3 • ADFA • AGSM • APAC • Australian Catholic University • Australian National University • Australian Telecommunications CRC • Charles Sturt University • College of Fine Arts • CRC Care • CRC for Advanced Computational Systems (ACSys) • CRC for Environmental Biotechnology (CRCEB) • CRC for Microelectronic Systems • CRC for Smart Internet Technology (SITCRC) • CRC for Waste Management & Pollution Control (CRCWMPC) • CSIRO • Curtin University • DSTO • Edith Cowan University • Flinders University • Griffith University • I-‐Cinema Centre • Macquarie University • Melbourne University • Monash University • National ICT Australia Limited • RMIT University • Southern Cross University • Swinburne University • University of Adelaide • University of Canberra • University of New South Wales • University of NSW • University of Queensland • University of South Australia • University of Sydney • University of Tasmania • University of Technology Sydney • University of Wollongong • Victoria University of Technology

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