Mike Hess Vice President, Innovation Medtronic Inc

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1 Mike Hess Vice President, Innovation Medtronic Inc

2 Medtronic Today World headquarters Minneapolis European headquarters Lausanne Asia/Pacific headquarters Singapore $40-60 Billion market capitalization Revenue ~$15 Billion in 2009 R&D $1.5 billion in ,000 Medtronic Employees 120 countries

3 A History of Innovations Foley Catheter Artificial Kidney Dental Implants Heart- Lung Bypass Starr- Edwards Valve PTCA Aortic Endograft Deep Brain Stimulation 1930s 1940s 1950s 1960s 1970s 1980s 1990s 2000 Total Hip Iron Lung Intraocular Lens External Pacemaker Implantable Pacemaker ICD Total Disc Palmaz Stent Percutaneous Valves FDA created Medicare established FDA oversight over devices DRGs created

4 External Innovation - VC Investing $300M / 50+ companies Typically pfd. stock investment with Board seat Investment size varies; on average ~ $5M investment Selected Investments Ardian Series B investment Catheter-based hypertension treatment Weigao Largest China-based medical device company $200M+ investment & joint venture in spine/ortho Inspire MDT spin-out; Kleiner Perkins / USVP led Series A Provide IP license in exchange for equity interest

5 Innovation Through Internal Ventures FY10: ~$80M DISEASE STATES DISEASE STATES Alzheimer s Parkinson s Movement Disorders Pain Management Hypertension Periodontal/OMF Infectious Diseases Drug Delivery Heart Failure Hypertension Metabolic Diseases DISEASE STATES Metabolic Disease Hepatitis-C Drug Delivery Hospital Glucose Monitoring Monitoring Biologics for Periodontal Disease

6 Internal Collaboration Across Geography, Businesses and Functions Technician Scientist Information Research Mfg. Engineer Systems Engineer Scientist Program Mgr. IP Portfolio Challenge Owner R&D Engineer Quality Engineer Process Eng.

7 Global Idea Sourcing Through InnoCentive Open Innovation - Accessing Expert Networks around the world Actual Map of activity recent Medtronic Challenges

8 Markets / Patients Existing New Allocate Resources Toward New Growth Leverage Existing Technology to Enter New Markets New Technology for New Markets 10-15% 10-15% DBS - Depression Hospital CGM Active Leadless Pressure Sensor Dental Biologics Grow Market Share in Existing Markets Expand Currently Served Markets with New Technology 40-45% 30-35% Protecta Next Gen ICD Resolute DES Transcatheter Valves Patch Pump Existing Technologies New

9 Thank You

10 INNOVATION U: a new approach on campus Mark Crowell Vice President, Business Development The Scripps Research Institute La Jolla, CA, and Jupiter, FL Innovation Ecosystems for the Creative Economy April 25-27, 2010

11 Personal background 23 years tech transfer director 22 in Research Triangle Park Portfolio has evolved to include new ventures, corporate research, seed capital, research parks, entrepreneurship, economic development, innovation management Key national/international roles and partnerships (AUTM, BIO, National Academies, AAAS, others)

12 Innovation U: just what does it mean? Moving from culture of invention to culture of innovation (from tech push to market pull) Addressing risk, adding value, creating impact translating good ideas into enterprise Connecting across silos, disciplines, campuses, regions and worldwide Incessantly revolutionizing from within (Schumpeter) Solving the problems of the world!

13 Innovation U in action (case studies) Proof of Concept Fund (Scripps) partner with corporate VC groups to create fund for spanning gap UNC Center for Integrative Chemical Biology and Drug Discovery de-risking leads, advancing to clinic, positioning for market Partnering with venture philanthropy groups and nonprofits to advance promising technology opportunities Reaching across campus to leverage resources available to support innovation supporting creation of network of innovation intermediaries Seed capital fund - $$ from endowment Reaching across campus, including arts/humanities, social causes, to make innovation / entrepreneurship part of weave and fabric of university (James Moeser)

14 Innovation U: critical issues Develop stable sources of funding for innovation and translational initiatives Proof of Concept Centers, seed funds, entrepreneurship education, and related programs essential Develop more scholarship around innovation and entrepreneurship to identify/disseminate best practices and useful metrics Align campus policies and state/federal laws/regs with innovation agenda Instead of following the money, we need to lead the money to find more effective ways to invest in innovation (Greg Simon, former President, Faster Cures)

15 Josh Makower, MD Founder & CEO, ExploraMed, Inc. Consulting Associate Professor of Medicine, Stanford University Biodesign Venture Partner, NEA

16 My background:

17 IMPLEMENT INVENT IDENTIFY 1. NEEDS FINDING 2. NEEDS SCREENING AND SPECIFICATION 1.1 Strategic Focus 1.2 Observation & Problem Identification 1.3 Need Statement Development 2.1 Disease State Fundamentals 2.3 Stakeholder Analysis 2.5 Needs Filtering Need Statement 2.2 Treatment Options 2.4 Market Analysis Need Specification 3. CONCEPT GENERATION 4. CONCEPT SELECTION 3.1 Brainstorming 3.2 Concept Screening 4.1 Intellectual Property 4.3 Regulatory 4.5 Early Stage Design & Prototyping 4.6 Concept Selection Multiple Concepts 4.2 Reimbursement 4.4 Business Models Final Concept & Prototype 5. DEVELOPMENT STRATEGY 6. DEVELOPMENT PLAN 5.1 IP Strategy 5.2 Reimbursement Strategy 5.5 Clinical & Marketing Strategy 5.3 Regulatory Strategy 5.4 Stakeholder / Political Strategy 5.6 Competitive Advantage & Value Proposition Competitive Advantage Statement 6.1 R&D / Engineering Plan 6.2 Clinical Trial Design 6.3 Sales & Marketing Plan 6.4 Operating Plan & Milestones 6.5 Financial Modeling & Proxy Validation 6.6 Funding Sources 6.7 Business Plan Development Business Plan

18 Full year fellowships in biodesign innovation Stanford based (8 Fellows) India (8 Fellows) Singapore (4 Fellows) 2 quarter master class biodesign innovation Approx. 80 graduate students (med/bus/eng) d-school partnerships: extreme affordability Innovators Workbench Series Faculty, Industry & Community Ed Programs

19 Fellow and student companies. Biodesign Year Clinical Status OUS, US OUS, US OUS, US OUS, US OUS OUS, US OUS Pre-Trial OUS OUS Business Status Acquired Acquired Acquired Acquired Series B Series B Series B SBIR Ph. 1 Series A Series A

20

21 ExploraMed is a medical device incubator dedicated to significantly improving patients quality of life through paradigm shifting cost effective device solutions. 4/29/

22 1995 ExploraMed I ($850K) 1996 EndoMatrix 1996 TransVascular, Inc ExploraMed II ($4M) 2004 Acclarent, Inc NeoTract, Inc ExploraMed III ($7M) 2006 Vibrynt, Inc Moximed Inc. 4/29/

23 1995 ExploraMed I ($850K) 1996 EndoMatrix ACQ. C.R. BARD $14MM TransVascular, Inc. ACQ. MDT $90MM ExploraMed II ($4M) 2004 Acclarent, Inc. ACQ. JNJ $785MM NeoTract, Inc ExploraMed III ($7M) 2006 Vibrynt, Inc Moximed Inc. 4/29/

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