A letter from out founder
I formed Kali Group after years of managing public-private partnership programs, specifically the Small Business Innovation Research (SBIR) Program and the Small Business Technology Transfer (STTR) Program. After nearly 20 years of working with the Army, Missile Defense Agency, DARPA, and the Office of the Secretary of Defense, some consistent themes emerged - most of them centered on communication. Small companies generally entered these programs without a concrete understanding of the complex requirements to transition or commercialize their technology - and the SBIR or STTR topics that articulated the Phase III applications were not often vetted by the topic author (nor are they required to be). The issue of alignment of R&D to transition and commercialization, especially within the DoD - but certainly within other federal agencies, continues to be a very real problem for small companies that much navigate acquisition lifecycles, work with prime integrators, or wrestle with the spiraling of their technical solution. This is an issue of communication because no one tells a small company this information - small companies cannot readily find this information, and the government often doesn’t provide it. In my experience in working with the government, across DoD, with the Department of Homeland Security, and the Biomedical Advanced Research and Development Authority - it’s also clear that these issues aren’t unique and specific to companies working with the SBIR and STTR programs, but any government funded R&D program where transition outcomes, paths, and partners are not explicit from the outset (which is extremely rare).
There are multiple approaches to try and solve this problem. My career demonstrates a deep commitment in working with the government to develop supplemental programs and strategies that bridge the entrepreneurial gap as well as the commercialization and transition gaps. Some of those programs include the DoD Velociter Program, a pilot accelerator program supporting 13 participating components (Army, Navy, Air Force, Missile Defense Agency, Defense Advanced Research Projects Agency, Joint Science and Technology Office for Chemical and Biological Defense, US Special Operations Command, Defense Threat Reduction Agency, National Geospatial-Intelligence Agency, Defense Logistics Agency, Defense Microelectronics Activity, the Office of Secretary of Defense, and the Defense Health Program). This pilot ran for 15 months and mentored over 250 companies, nationwide – representing over $400 million in DoD investments across a broad range of technologies including robotics, biotechnology, and nanotechnology. I also developed a virtual training and advocacy program for DoD focused on best practices for commercialization and transition, DoD acquisition efforts, DoD technology priorities, managing intellectual property, discussing technology information with Prime Contractors, and the DoD acquisition enterprise. This program served over 1,500 training attendees (across a range of technologies, such as cybersecurity, space tech, analytics, and artificial intelligence). Most recently, I assisted the in the establishment of the Division of Research Innovation and Ventures (DRIVe) under the Biomedical Advanced Research and Development Authority (BARDA) to accelerate the research and development and availability of transformative medical countermeasures to protect Americans from natural and intentional health security threats. Under DRIVe I managed and directed a nationwide accelerator network, operating globally to source and support health security innovators. While initiatives like this - which support government funded innovators - are important, they are often spotty, sometimes temporary, and not always guaranteed. We need more of them. These supplemental programs are one approach. Working with a consultant like the Kali Group, is another.
Working with a suite of experts in business, finance, IP, HR, creative communication, and commercialization - Kali Group is positioned to “fill the strategic gaps.” The government can only do so much to prepare a company for “life after R&D.” They can make introductions to other organizations (either government, other industry partners, or others in the private sector) to continue to invest in the technology. Under the SBIR and STTR programs, companies can be eligible for commercialization assistance programs to help them plan for transition or a go-to-market strategy. While both of these are important activities, they are not enough. Most government provided services do not adequately evaluate viability. Many small companies that graduate from government R&D funded contracts or grants with a technology that fails to commercialize or a company that fails to scale. If no one is vetting what you are doing - this is a fast way to failure, even if the solution you are funded for has met all the the government contractual requirements.
Many small companies are not ready for commercialization and transition activities because performing R&D activities and selling or transitioning the actual product are two distinct activities that require different skills. In R&D, the government is focused on feasibility of the proposed technical approach. The commercial sector is centered on market demand (does it fill a need, is it a competitive product, will it generate revenue). Transitioning technology within DoD is significantly more complicated - not only does the technology need to solve a problem, but it needs to fit within an acquisition lifecycle and typically prime integrators must be involved - timing is everything. A company can be very successful in R&D, in fact many are. This will not translate to success in commercialization or transition activities. Almost every single company I have worked with were awesome R&D performers who failed in their attempts to commercialize because they make incorrect assumptions based on their experiences as an R&D performer. The typical mistake was hastening into commercialization without considering the foundational strategy needed to succeed. Without a structure or strategy in place, any success is luck and unsustainable. The ideal time to think about your strategy is before the R&D has begun - we can help you through this process. But if you have completed the R&D process, we can help you navigate the next steps - including the hard questions you may need to ask yourself in terms of the evolution of your product or technology in order to raise capital to meet market needs - and when to walk away.
For those wondering about our name - I spent about 6 weeks in southern India studying yoga, during that time, I became fascinated by the history of the Hindu deities. In Hinduism, Kali is a “destroyer of evil forces and a protector of the innocent” - she is ultimately seen as a goddess of hope, as she is the goddess who won a major battle by literally using her tongue to destroy the most powerful demons (this is the reason she is depicted with her tongue sticking out - it is her most powerful weapon). I chose to name the business after Kali, partly because she is depicted with her tongue out. To me, this is a good reminder to be mindful of what you say - in life, but especially in business. How you communicate (use your tongue) is your most powerful weapon. I also chose the name because it’s a reminder about doing the right thing. While doing business isn’t exactly a Star Wars battle of good versus evil, it can certainly sometimes feel that way. I like to think we are in the business of enabling companies (who are often just getting started) to sift through the noise. There are a lot of businesses and individuals who seek to capitalize and take advantage of small companies in this space - we are not one of them. We charge reasonable prices for our services and will be very up front about what we can and cannot do - and we will also be very up front about what we perceive about your limitations. Sometimes most of our services begin and end with our free consultation call - that’s OK. Yep, we all want to make a buck - but as the founder, I am deeply committed to serving this community, even if it means not making a buck. On a closing note - I once worked with an SES who told me “hope is not a plan” - I promptly replied, it’s the building block for many small companies, that and endless drive. While hope isn’t a plan - it’s an awesome thing to have. We look forward to being part of your journey.
