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Diagnostic Technologies of Yokneam is the only company in the world capable of predicting future cases of preeclampsia (toxemia in pregnancy) office of the Ministry of Industry, Trade and Employment. The PerkinElmer deal In December 2005 DTL signed an exclusivity agreement with PerkinElmer for the global distribution of tests based on PP13 for identifying women at high risk of developing preeclampsia. PerkinElmer’s announcement of the signing of the agreement noted that unlike other biomarkers for the development of preeclampsia, detectable only a few weeks before the appearance of clinical symptoms, whereas PP13 indicates a woman’s risk right from the beginning of the pregnancy. “Clinical trials to date demonstrate that measuring PP13 in the mother’s blood in the first trimester of pregnancy predicts risk with a 90-percent accuracy rate,” stated the announcement. DTL is the first company in the world that has developed a test for predicting the development of preeclampsia from the early stages of pregnancy. The test kit has been approved for use in Europe and approval in other countries, including the U.S. Food and Drug Administration (FDA), is anticipated soon. After signing the distribution agreement with PerkinElmer, which included an advance of $3 million, DTL moved into a newly equipped building in Yokneam, designed and operated according to GMP (Good Manufacturing Practices) regulations for manufacturing of medical products. DTL has established the European "Pregenesys" consortium whose aim is to advance the identification of early biomarkers to determine the risk for preeclampsia required to develop preventive treatment against preeclampsia. Prof. Nicolaides, head of the Fetal Medicine Foundation and a Pregenesys partner, illustrated the importance of the follow-up tests when he said that there is no proven method for preventing preeclampsia at present. “But there is evidence that taking low [daily] doses of aspirin from the first trimester can reduce its incidence,” said Nicolaides. DTL’s vision is to be the leader of biomarkers for preeclampsia and women’s health disorders. The company is developing methods to increase the accuracy of the PP13 test. One method being examined is the combination of the PP13 blood test and the blood flow in the mother’s arteries to the placenta, which is measured via a Doppler ultrasound and can detect changes in blood flow to the placenta. Another project currently under way at DTL is the development of a kit for detecting papiloma virus associated with cervical cancer. The company is about to sign up with Grant Life Sciences of Los Angeles an agreement to develop a new product for the early diagnosis of cervical cancer.
26 / 27 Strategies for Winning Proposals Take into account a full range of factors - from EU priorities to your own long-term goals - when you plan to present a project to the Seventh European Framework Programme / Dror Yeger The Seventh European Union R&D Programme will soon be launched, and Israel is prominent among the participating nations. Israeli companies provide added value in both technological innovation and entrepreneurship. In encouraging R&D, the European Framework Programme offers great opportunities for Israeli industry, including help in entering European markets, creating strategic partnerships with leading players, benefiting from grants and retaining full rights to intellectual property. The Seventh Programme will be conducted over the course of seven years, and its budget will reach over 50 billion Euros. Funding for small to medium companies has been increased by 75%. The Seventh Programme is continuing the Sixth Programme's efforts to simplify processes and allow more flexibility, especially in the expansion of the authority of project coordinators. Your first consideration is whether to aspire to be a coordinator, or participate as a partner. Although partners need not take on certain responsibilities and administrative task, coordinators have an inherent advantage. They can develop and conduct projects adapted to their own organization's development plan. They direct the planning and procgress, have an impact on partner selection, and oversee the budget. This decision is significant over the long term. It is easier to join a project if you can provide "evidence of European Union club activities." If you have been a coordinator, you will have access to more information and offers to join projects than partners. Strategy for project presentation A company with a strong and unique technology has two options in presenting a project proposal. The first is the top-down approach: from this perspective, projects are defined by their technological value and relevance to the technological objectives of the EU's programme. The downside is that this approach is less precise, and it may be difficult to link the project to EU priorities (transportation, education, health, etc.). For example, a company developing advanced wi-fi will have a difficult time selling the project, since it has no direct relevance to urgent EU issues. The project may not be conducive to building a consortium, since the focus is strongly linked with the initiator's As a result, the partners gain less added value, which makes the enterprise less viable. The solution to define your project's agenda more broadly. The wi-fi developer should develop a proposal to plan an entire system to provide wi-fi to all of Europe's major cities. This would include hardware, software and integration elements. This kind of project offers excellent leverage for the coordinator, since it can recruit potential clients and strategic partners, and lead to future collaborations through a 'pull', rather than 'push' method. The second option is a bottom-up approach. First you define the need, and then tailor-fit your solution via technological development. This makes it easier to market the project, since its value is relative to the cost of the problem. The consortium will also have a more attractive line-up of partners, because it will include a broader range of players. For example, for a Motorola Israel project, which specializes in communication systems, traffic was defined as a major European problem. An offer was made to develop a traffic monitoring system, consisting of smart communication boxes installed in cars alongside a central data processing system. The partners were a governmental traffic control company, a large auto manufacturer, two universities, a large telephone company and others. In practice, the "value" of a project can be perceived in several ways: lowering congestion would reduce wear and tear on roads, and reduce the number of lost work hours, decrease traffic accidents, reduce the volume of vehicular pollution (a priority of the Kyoto Accords), and improve European competitiveness with other world powers. Choose your partners carefully Upon reaching the partner selection phase, one must consider both the consortium's structure and the partners' core capabilities on the other. Partners are naturally assessed by qualities such as technological capabilities, core capabilities and potential for synergy in sharing and transferring knowledge. Thought must also be given to funding allocations (among countries, partners, universities and industry), and the type of partners that will be members of the consortium. To achieve a high rating in the clause on "quality and relevant experience of the individual participants" clause, it is helpful to include universities, small and medium-size entities and players from new EU nations, such as Poland and Malta. It is important to be attuned to the EU pulse, understanding the latest trends in Brussels is imperative to building a winning consortium. Of course, the people involved make all the difference. Consider the role of key players in the organizations and their commitment to the project's success. Too many projects have failed because not enough consideration was given to the human element. Personal relationships and networking is vital, whether you take on the role of a partner or a coordinator. Other factors include planning problems, a lack of compatibility between budgets and outcomes, lems with initiating and planning the proposal, lack of compatibility between budget and results, a strained, poor use of funds, and of course, overlap with projects approved in the past.
Page 1 and 2: November 2006 Science And Technolog
Page 3 and 4: Photo: Kobi Gideon BoBo agency / Gr
Page 5 and 6: INDUSTRY WINNERS 4Sight, Ergonomics
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Page 9 and 10: 10 / 11 European Framework Programm
Page 11 and 12: 12 / 13 Cars of the Future: Motorol
Page 13 and 14: 14 / 15 Smaller is better: Israeli
Page 15 and 16: 16 / 17 The European Framework Prog
Page 17 and 18: 18 / 19 Crytec: Frozen Food Quality
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Page 21 and 22: 22 / 23 Netherlands), the National
Page 23: 24 / 25 A simple new test predicts
Page 27 and 28: ≤∏ Ø ≤π Ten recommendations
Page 29 and 30: 30 / 31 However, under the auspices

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