Sitting, waiting for his presentation at TNano2, Larry Bock looks nervous. He fidgets. A Styrofoam cup in front of him has been chewed all the way around the edge, displaying a nice even pattern of tooth marks. What does Bock have to be nervous about?
Bock is, after all, the most serial of serial entrepreneurs; he is founder or co-founder of Neurocrine Biosciences, Athena Neurosciences, Argonaut Technologies, Onyx Pharmaceuticals, Genpharm International, Caliper Technologies, and Illumina, not to mention Pharmacopoeia, Vertex Pharmaceuticals, and Ariad Pharmaceuticals. These are all successful biotechnology companies. His latest company is
Nanosys, Inc. The fact that Bock has now shifted his focus to nanotechnology is as good a reason as any to take nanotech seriously.
Later, in an e-mail exchange, I ask Bock for the personal characteristics common to successful entrepreneurs. I offer that one personality quirk of such people is an almost pathological optimism. Bock lists only one--”fear of failure.” So maybe that’s it; the yin and yang of entrepreneurship. An overwhelming optimism lets the entrepreneur face the long odds of starting a successful company, the money hassles, the vulture capitalists and all the obstacles along the way. It’s the fear of failure that drives one to put in the twelve hour days, checking all the details, avoiding the technology risk, running through all the possible scenarios.
Bock looks more poised when speaking than while waiting to speak. Still, he seems more geek than businessman. His presentation lacks that smooth, hucksterish quality of so many tech CEOs.
Some tech companies, he points out, start with a single good idea and one good application. But these are not Larry Bock companies. His companies have:
1) A platform technology
2) Multiple corporate partners through which to leverage the platform
3) Not one product to develop, but a product portfolio to diversify risk.
PLASTICS!
The model for the nanotechnology is not semiconductor industry or even the biotech industry, as many have said, but the chemical industry, says Bock. He plays a clip of The Graduate to make the point that nanotech is the “plastics” industry of the 21st century. Nanotech is even more plastic than plastics as it lets you control the physical, magnetic, optical thermal and electrical properties of a material.
Early on, Nanosys raised some eyebrows with its aggressive acquisition of intellectual property from many of the best and brightest scientists in the nanotech pantheon: Louis Brus, Charles Lieber, James Heath, Hongkun Park, Paul Alivisatos, Piedong Yang, and Moungi Bawendi. That investment has yielded over 400 patents and patent applications licensed to Nanosys, most revolving around inorganic thin films, nanowires, quantum dots.
No one, says Bock, knows yet what the killer app for nanotechnology will be.
However, Nanosys seems to be focused on components and subsystems for the electronics industry: LEDs, transistors, oscillators and computer memory. The nanocomponents of the future will be incorporated into devices in an easy manufacturing technology like reel-to-reel manufacturing; something like the way wallpaper is printed. Nanosys hopes to have revenue-producing products by next year.
One Nanosys product that is near to commercial development is a chemical analysis chip that features a nanostructured surface that enables small molecule analysis with high sensitivity.
Another potential high value application for nanotech in the near future is a flexible solar cell. According to Bock, nano-enabled solar cells will soon produce electricity at $1.00/watt and be competitive with fossil fuels. I only hope you can run an SUV with them.
Nanosys doesn’t plan to live on licensing revenues from its extensive patent portfolio—it intends to be the GE or IBM of the future—by capturing 25% to 50% of the value added through its nanotech products and processes. It will be a manufacturer. How do you do that in Palo Alto? Isn’t that the most expensive place in the world to manufacture anything? Not to worry, explains Bock, the whole point of nanotech is small size. It doesn’t take a multibillion dollar fab to make a whole lot of nano-sized components.
Nanosys kept the nanotech community on edge most of last year when its IPO was first put on hold and then finally shelved. Bock claims it costs $3 million a year just to satisfy the regulatory requirements of being a public company and so doesn’t plan to tap the public markets until he can get a big payoff.
Do you want to grow up to be a serial entrepreneur?So, do you want to be the next Larry Bock? I ask him for the secret of creating a successful tech company. Here is the recipe: 1) a powerful platform technology; 2) a sense of urgency; 3) scrappiness; 4) employee empowerment; and 5) an ounce of dumb luck.
As for Bock, when asked whether he would start a series of nanotech companies to go with this stable of biotechs, he replies “I don’t have enough hair left.”