Visions of Tomorrow

Roz Goldmacher

NYIT Opens Entrepreneur & Technology Innovation Center

Where’s the Money for your IT Start-up?

Cornerstone Interview:Peter Goldsmith, Godfather of Tech

Foreword by Russell ArtztDr. Satya Sharma

Dr. AnnMarie Scheidt on

A Conversation With

Long Island’s Digital Economy

3-D Makes a Come-back Economic

Development

CEWITof Software and Electronics on Long Island

of Mashable

HISTORY

Lance Ulanoff

Vol. 2 Issue 05

TM

©

Editorial—Barbara Kent

CEWIT Foreword, Russell Artzt

History of the Software and Electronics Industry on Long Island, Dr. Satya Sharma

Message from The Dean, Dr. Yacov Shamash

Economic Development, Dr. AnnMarie Scheidt

Vision 2025--Computer Science, Dr. Arie Kaufman

Cornerstone Interview—Peter Goldsmith

VOICES: LISTNet’s Angels, Partners and Alumni

GREAT IDEAS:3-D is Back! 3-Doo—John Sitilides MEDICINE: Wireless Medicine, Dr. Shmuel Einav TeleHealth, Dr. Craig Lehmann

ENERGY:Smart Grid-Emerging Technology, Dr. Eugene Feinberg

Future Power Grid Monitoring, Dr. Serge Luryi

THE DIGITAL ECONOMY:Quantitative Finance, Drs. James Glimm and Zari Rachev

Dreamers, Pioneers and Entrepreneurs/ Tech Start-ups

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Vivian Leber, EditorVivian@TheCorridorLI.com

Thank you, Contributors for your expertise, Thank you staff, for your dedication.

This magazine may not be copied in whole or in part without the written consent of the publisher.© The Corridor Journal of Strategic Alliances, 2014 - POB2203, Halesite, NY/11743

631-683-4660

Barbara Kent, Publisher/ Editor –in-Chief

Barbara@TheCorridorLI.com

Thank you to our sponsors: Center for Excellence in Wireless and Information Technology/Stony Brook University, Carter, DeLuca, Farrell &

Schmidt LLP, New York Institute of Technology, The Alcott Group, Stony Brook University College of Business, Webair

PhotographyCover Photo, Teri Herzog

Small2Z@Aol.comCEWIT Articles, Bin Zhang

ContributorsRussell Artzt, Petar M. Djurić, Shmuel Einav, Eugene Feinberg, Joseph Fusaro, Roslyn D. Goldmacher,

James Glimm, Arie Kaufman, Craig Lehmann, George Likourezos, Serge Luryi, Zari Rachev, Peter Rothman, Jon Rudes, John Sitilides, AnnMarie Scheidt, Yacov Shamash, Satya Sharma

Chris Kent, Creative DirectorChris@TheCorridorLI.com

A division of

Friday, November 21st8:00am-4:00pmMelville Marriott

THE 13TH ANNUAL SMART GROWTH SUMMIT

Sponsors

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Leader

Featured Speakers

Hon. Robert KennedyFreeport

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Hon. Scott StraussMineola

Village Mayor

Joye BrownNewsday

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Hon. Frank PetroneHuntington

Town Supervisor

Hon. Ed RomaineBrookhaven

Town Supervisor

Hon. Anna Th rone-HolstSouthampton

Town Supervisor

Hon. Peter CavallaroWestbury

Village Mayor

Hon. Antonio MartinezBabylon

Deputy Supervisor

Hon. Judi BosworthNorth Hempstead Town Supervisor

Please join us for our annual State of the Towns and Villages panel

Thank you to our early Sponsors:

We will be hosting 24 workshops, including...

24 Woodbine Ave, Ste. 2 - Northport, NY 11768 - 631-261-0242 - info@visionlongisland.org - www.visionlongisland.orgVisit us on:

Fair Housing/Segregation on LIComplete Streets

Youth Vision for LI’s FutureFinancing TOD

Renewable Energy & Effi ciencyRetail Opportunities

Public SafetyDowntown Showcase Nassau

Downtown Showcase-Suff olkEconomic Development & Infrastructure Nassau

Sandy RecoveryNew Town Centers

Smart Growth Around the RegionArts & Destinations

Parking, Design and CodesLI REDI

Economic Development & Infrastructure Suff olkFuture of Energy on Long Island

Tourism & DowntownsTransit Opportunities

WaterJobs, Taxes, Small Business

Healthy CommunitiesSchools and Economic Development

Hon. Ralph ScordinoBabylon

Village Mayor

Hon. Jim WootenRiverhead

Town Councilman

Hon. Ed AmbrosinoHempstead

Town Councilman

Hon. Steve FlotteronIslip Town

Councilman

Opening Remarks

Ken DalyNational Grid

Hon. Steve BelloneSuff olk County Executive

Hon. Ed ManganoNassau County Executive

CO

NTE

NTS

Where’s The Money for your IT Start-Up? Dr. Roz Goldmacher

Tips from the Top/What we look for in a Tech Investment

Conversation with Lance Ulanoff—

IMAGING: Visual Computing, Dr. Arie Kaufman

Quantum Well Diode Lasers, Dr . Gregory Belenky

SUPPORT SERVICES:

5 Steps to Better Data Security, Peter Rothman

Who Owns Your Invention? George Likourezos

The Cloud Lives on Long Island

Huntington Village Innovation District,Jon Rudes

MANUFACTURING: Stealth Technology That Enables Everything—Signal Processing, Dr. Petar M. Djurić,

Lean Manufacturing Works, Joseph Fusaro

EDUCATION:NYIT Launches Engineering & Technology Center

Dr. Nada Anid Profile

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Wireless technology is ubiquitous to the point that the end user invariably becomes intimately involved with it. Our “Personal Devices” have become the next step in human evolution, adding terabytes of knowledge to our mainframe flesh and blood brain with an auxiliary hard drive packing unlimited Internet access. From here, we can catch a glimpse of the Infinite Universe.

Although Long Island is small, within a distance of 100 miles between New York City and the East End we have a beautifully diverse population of intellectuals, academics, scientists, inventors, artists, writers, trades people, government, entrepreneurs and a stellar collaboration between the State University system, private education and commerce. We also have a new digital economy that enjoys robust growth and attracts the attention of private and government investors. Silicon Island. New products and new markets from the people creating them right now.

I am honored to have had the opportunity to spend time in the presence of world class thought leaders like our cover features, Russell Artzt, Dr. Satya Sharma, Dr. Yacov Shamash, Dr. AnnMarie Scheidt and Dr. Arie Kaufman, and even more so to be able share them with you. Together they are the soul of CEWIT, the powerhouse research and education facility at the Stony Brook Research and Development Technology Park.

The CEWIT mission statement is to “Conduct first-class interdisciplinary research and development in wireless and information technology; foster new enterprise development; and address the skilled technology worker shortage.” Since its inception in 2003, it is clear that CEWIT has exceeded its goals. A quick run by the numbers show:

Over $160 M in industry commitments match $50 M state capital awardAlmost 700 jobs created/saved by CEWIT and industry partnersAlmost 400 industry and federal projects completed 123 Invention disclosures40 US patents issued23 licenses Over 680 research publications4 new startup companies based on CEWIT innovationsMore than 50 industry, academic and research partnersMore than $150 M received from federal and industry sponsors

Articles from CEWIT are threaded and related to other articles in this issue. Some edited so that we non-technologists can understand their importance to society and the economy.

Our Cornerstone Interview is Peter Goldsmith, Long Island’s “Godfather of Tech” and President of LISTnet; the Corridor Conversation is with Lance Ulanoff, Editor-at-Large with Mashable, a popular social media blog.

We invited investors to tell us what they look for when making a tech investment-- in “Tips from the Top”. We’ve also invited inventors and entrepreneurs to show us what they’re working on in “Tech Start Ups”.

We are also pleased to feature Dr. Roz Goldmacher, whose column adds so much to The Corridor; and more too from our partners at LIFT. The creation of this issue has been an intense and exciting time. I hope you enjoy it.

We regret the following errors in the CORRIDOR’s Transportation & Infrastructure 2014 Issue: Page 11-- Vernonica Vanterpool, Executive Director of the Tri-State Transportation Commission, mentioned to us that about 200 pedestrians have died on Long Island roads in the three year period studied; the 700 figure we reported applies to the wider region Page 20--Kerry Gillick-Goldberg’s name was misspelled as the author of “Top 9 Apps.”

Barbara KentPublisher/Editor-in-Chief

From the Editor’s Desk

54

Long Island has always been at the forefront of innovation. In the second half of the 20th century, Long Island had a vibrant defense manufacturing base and pioneered major breakthroughs in defense aerospace and the race to the moon. In the mid-80’s, it also planted the seeds of the software and electronics sectors that are now becoming critical drivers of future economic growth.

Information technology, particularly software, and electronics are hugely significant factors in our economy at all levels, national and state as well as locally. National demand for highly skilled IT workers and competent electronics engineers leads all other occupations and is expected to continue at this high level for the foreseeable future according to state and national studies. The rapid growth of this demand has accelerated in the last decade as IT has diffused through virtually every segment of the American economy because of the productivity improvements it brings to traditional business functions as well as the new capabilities it makes possible. IT accounted for 75% of U.S. productivity growth from 1995 to 2002 and almost half to 2006. The shortage of skilled workers for the information technology sector and in electronics is a widely recognized national problem.

The need extends throughout the core IT occupations, including computer scientists, computer engineers, systems analysts, and programmers. The nation will need millions of new IT workers in these core occupations to fill the new jobs that will be created by this extraordinary economic engine and almost a quarter of a million more will be needed to replace those who leave. Our region cannot compete on the basis of cost but must compete based on our brain power. The State of New York established its Center of Excellence in Wireless and Information Technology (CEWIT) here to capitalize on this

asset and create a next generation research and educational facility to harness our intellectual resources and keep our state at the forefront of this continuing technology revolution. CEWIT’s mission is three-fold: to become recognized as a world leader in interdisciplinary research in emerging, critical technologies of the information age; to address the skilled technology worker shortage; and to foster new enterprise development. Companies and academic researchers work side by side to help drive economic growth by quickly moving the products of research from the lab to the marketplace.

To illustrate the last point: Two-thirds of the 500 fastest growing U.S high-technology firms in Deloitte’s 2011 Technology Fast 500 were in IT. The mobile app sector generated almost $20 billion in revenue that year, and in 2012 there were almost half a million U.S. jobs related to mobile apps, up from zero in 2007.

The power of information technology, including electronics, to address the challenges our nation faces in the global economy has never been more important than it is now. CEWIT’s industry partners are delighted that this issue of The Corridor highlights some of the emerging technologies that will have a profound effect on the future and the key role of Long Island researchers in bringing them to life.

Russell Artzt, a recognized expert in software development and project management. is Vice Chairman and Founder, CA Technologies. He serves as the Chair of the Advisory Board of Stony Brook University’s Center of Excellence for Wireless and Information Technology (CEWIT) and is a member of the Board of Directors of the Advanced Energy Research & Technology Center.

by Russell ArtztForeword

On behalf of the CEWIT Advisory Board, it gives me great pleasure to acknowledge the acumen of The Corridor in bringing out this special issue on Long Island’s software and electronics industries to coincide with CEWIT’s 11th International Conference and Expo on Emerging Technologies for a Smarter World.

Visit www.cewit.org to view research or project areas. For further information, contact CEWIT at (631) 632-4633 or info@CEWIT.org.

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Software and Electronics Industry on Long IslandSatya Sharma, Ph.D.The information revolution, which has become a principal driver of the global economy, has been propelled by a succession of disruptive technologies. New York State’s economy has also been influenced greatly by this information revolution. The presence of over 22,000 software and IT companies and 450,000 workers at these companies alone, not to mention the existence of over 200,000 IT workers at non-IT firms confirms New York’s arrival as a major destination in the global information technology market.

According to Gartner, New York City is home to 39 percent of the State’s IT companies and 34 percent of the State’s IT industry employees and ranks 1st with more than 10,000 companies. Long Island accounts for 18% of IT companies and 20% of total IT-related employees and ranks 2nd in the state with more than 4,500 companies. There are close to 14,000 software and IT companies that employ 10 or fewer people in New York State. As these companies blossom into mature organizations, there is no doubt the need for skilled information technology employees will surge.

The Center of Excellence in Wireless and Information Technology (CEWIT) and LISTnet (the Long Island Software and Technology Network) provides support to software companies in the Long Island region for their continued growth in all of the sub-segments of IT industry. The employees of these companies represent some 10% of the total regional workforce, the largest segment with the highest average salary. It is for this reason that the software industry cluster is critical for the Long Island economy.

Long Island has always been known for innovation. Grumman’s recognized expertise in aircraft building created a dominant defense industry that contributed to countless air battles in 2nd World War. Grumman built a new generation of flying machines, including the Lunar Module that landed the first astronaut on the moon. Scientists from all over the world at Brookhaven National Lab continue to explore the mysteries of the universe, while biologists and chemists at Cold Spring Harbor Labs continue to explore the secrets of the human genome resulting in a long list of Nobel laureates

at both labs. Long Island is home to some of the world’s best public schools and most prestigious research institutions.

In the 1980s and 1990s, Long Islanders re-invented their economy by diversification, including software and electronics. The firm now known as CA Technologies was started by Charles B. Wang and Russ Artzt in the mid -1970s. It is now a global IT management software company serving the majority of the Forbes Global 2000. From the mainframe to distributed to virtualized and cloud, CA has a history of developing and delivering powerful, integrated software to help customers improve performance and better compete, innovate and grow their businesses. In 2011, CA Technologies was named to the Forbes “100 Most Innovative Companies” list and in 2010, it was ranked among the top 50 greenest companies in the U.S. by Newsweek magazine. CA is a leading enterprise in infrastructure management, IT governance, service management, data center automation, and security management for both the mainframe and distributed environments.

Another major IT company on Long Island also emerged in 1980. Symbol Technologies was founded in 1973 by

Jerome Swartz and Shelley A. Harrison. Symbol patented the first hand-held barcode laser scanner, a data capture productivity tool now common in myriad applications across diverse global markets, and became a leader in handheld laser bar code scanning devices. Symbol also patented the world’s first hand-held scanner-integrated wireless computer and the first spread spectrum wireless LAN (WiFi), enabling real-time mobile data transactions. Symbol also led the development of the first commercially accepted wearable computer, which combines a ring scanner worn on the finger and a wireless LAN-based, wrist-mounted computer for handling intensive barcode and voice over IP applications. Symbol dominated the Enterprise Mobility Management market and its laser scan engines became the engines for data capture worldwide having more than 55% of the world market share. Most of symbol’s competitors also used Symbol’s scan engines in their products. Symbol was instrumental in the ratification of the IEEE 802.11b standard for Wi-Fi communication and dominated the IEEE 802.11b market for years and designed and created the first chip sets for Intel’s Wi-Fi offering. In 1999, Symbol won the National Medal of Technology, the highest honor for technology innovation given by the US Government becoming only the third electronics company to have this coveted honor. In 2003, it won the Shingo Prize for Operational Excellence, which Business Week has called the Nobel Prize in Manufacturing. Symbol is now part of Motorola Solutions. Now, new companies are emerging on Long Island to shape the software landscape in various segments of the IT space.

Verint is a global leader in Actionable Intelligence solutions. In today’s dynamic world of massive information growth, Actionable Intelligence is a necessity for empowering organizations with crucial insights and enabling decision makers to anticipate, respond and take action. Verint helps organizations address customer engagement optimization, security intelligence, and fraud, risk and compliance—by capturing large amounts of information from numerous data types and sources, using analytics to glean insights from the information, and leveraging the resulting intelligence to help achieve their customer engagement, enhanced security, and risk mitigation goals.

Dealertrack was established in 2001 to provide web-based software solutions and services for all major segments of the automotive retail industry, including dealers, lenders, OEMs, third-party retailers, agents, and aftermarket providers to enhance their efficiency and profitability. The company operates the largest online credit application network in North America. Its solutions include a Dealer Management System (DMS); an interactive web-based network for arranging vehicle transportation and shipping; electronic motor vehicle registration and titling applications; paper title storage; and digital document services.

Softheon was established in 2000 and has become a major player in the healthcare marketplaces being established under the Affordable Care Act. Its software allows flawless enrollment of subscribers in the various Obamacare health insurance exchanges. In turn, Softheon’s software empowers its clients to improve their competitiveness and regulatory compliance. Their client list includes some of the nation’s leading healthcare payers, providers, and government agencies, including Centene, MDwise, Affinity Health, Horizon Blue Cross Blue Shield of New Jersey, HIP Health Plans of New York, GHI, Sentara Health Plans, WellCare, Vytra Health Plans, ConnectiCare, and the Commonwealth of Massachusetts Connector Authority – the nation’s first state health insurance exchange (aka “Romneycare”).

Founded in 1994, SVAM International is a global information technology services provider that delivers value and competitive advantage to its clients by delivering technology-enabled results quickly. Headquartered on Long Island, with offices also in California and development centers in India and Mexico, SVAM’s global network of highly experienced and knowledgeable technology consultants is focused on meeting their clients’ needs for the highest quality, most cost effective technology services and solutions. Among the industries SVAM serves are government, manufacturing, healthcare, pharmaceuticals, finance, retail, transportation, and high-tech. SVAM has implemented hundreds of projects worldwide using an agile approach to reduce the project cycle time and fostering excellent quality. The company has partnerships with best-in-class technology providers including IBM, Microsoft, and Oracle.

To leverage the diverse talents available at CEWIT, some companies have created innovation centers onsite. These innovation centers are focused on achieving rapid development and delivery of innovative, market-disrupting products and services through strong, ongoing collaborations with the extraordinary talent base that the university has created. The future well-being of New York State’s economy will depend on its ability to train sufficient numbers of workers who can provide the intellectual fuel to power and sustain the growth of these software and electronics companies.

Satya Sharma, Ph.D., MBA, leads the Center of Excellence in Wireless and Information Technology (CEWIT), and is a faculty member of Stony Brook University’s Department of Mechanical Engineering.

Visit www.cewit.org to view research or project areas. Contact CEWIT at (631) 632-4633 or e-mail info@CEWIT.org.

8 9

IT Drives Productivity and GDP Growth. Over the last two decades, IT has made the U.S. economy over $2 trillion larger in annual GDP; it accounted for 75% of U.S. productivity growth from 1995 to 2002 and 44% from 2000 to 2006.

IT Provides a Competitive Advantage in the Global Economy. As of 2010, U.S. firms were the world’s largest producers of IT goods and services. In 2011, IT products comprised a third of U.S. advanced technology product exports.

IT Helps Build High-Growth Companies and New Sectors. In Deloitte’s 2011 Technology Fast 500 Ranking, two-thirds of the 500 fastest growing U.S high-technology firms were in IT. The mobile app sector generated almost $20 billion in revenue in 2011, and in 2012 there were almost half a million U.S. jobs related to mobile apps, up from zero in 2007.

IT Drives Innovation. No major sector of the U.S. economy invests more in R&D than the computer and electronic products industry; it invests 10.1% of sales in R&D, more than three times the U.S. average.

CEWIT was created because these critical economic impacts don’t come about by accident. They result from visionary leadership, significant tangible support and ongoing collaboration among academia, government and the private sector. Each of these three partners plays a key role that is unique to its capacities and not readily achievable by either of the others. In the case of CEWIT:

The State of New York built a $50 million state-of-the-art facility, with more than 40 new and highly diverse laboratories, in order to house and foster leading edge IT research and academic-industrial collaboration.

Stony Brook University used new SUNYwide resources to recruit top class faculty and students to conduct frontier research and to help staff CEWIT partner companies with top level talent. As this region’s only research university, Stony Brook has the unique capacity to foster innovation on and off campus by engaging in discovery and invention, training future generations of inventors

and knowledge workers and making its academic and research resources available to assist industry in innovating – all within the University’s mission.

Industry invested – at a multiple of 4X of the state contribution – in developing future generations of technology by collaborating with CEWIT researchers, while also using its own unparalleled sensitivity to the marketplace to identify not only where the needs of society are today but where they will emerge tomorrow. As hockey player Wayne Gretzky used to say, they skate to where the puck is going to be, not where it is.

Leaders at every level of government, as well as our private sector institutions, recognize the immense value of this three-way collaboration and are developing novel approaches to exploit and complement its results for job creation and sustainable economic growth. We are grateful for their leadership, their support and their ongoing commitment to excellence in all that we do together.

CEWIT’s extraordinary reach across the information technology industry waterfront– from software to hardware, communications systems and networks, and applications including medical devices and smart energy – attracts partner companies of all sizes and stages of development, from multinationals with thousands of employees and offices in dozens of countries to one-person startups whose founders haven’t quit their day jobs yet. As everyone knows who has watched the IT sector’s explosive growth in recent decades, the industry’s giants frequently emerge from those tiny startups. To the extent that resources permit, the Center endeavors to assist all of the companies that seek its collaboration.

Its efforts have been highly successful. Since inception, CEWIT has worked with more than 150 companies, who have obtained almost $100M in joint project funding, largely from the federal government, enabling them to create or retain almost 1,300 jobs.

Two key factors have helped CEWIT record this impressive record of success. One is the quality of CEWIT’s leadership. CEWIT leaders have resolutely maintained the highest standards of excellence in Center R&D programs and in the Center’s interactions with all of its industry partners – regardless of size or maturity. At the same time they continue to be flexible in their modes of interaction with industry. For example, the industry innovation center model was created in response to industry demand for ongoing, rather than finite project-

based interaction with CEWIT researchers.

The payoff has been substantial. For example, CA Technologies says that the new products it introduced at the Mobile World Congress in Barcelona this year – the world’s largest exhibition for the mobile industry combined with conference sessions featuring industry leaders – were based on R&D originally conducted at CEWIT. For companies at the other end of the spectrum – companies that aren’t fully formed yet – CEWIT offers an Incubator Without Walls program, modeled on a program initiated by the Long Island High Technology Incubator

on campus, to allow companies-in-formation to interact with CEWIT researchers and use CEWIT facilities without investing their scarce resources in a physical location in the Center.

CEWIT’s success can also be attributed in part to its setting: it is one of an array of industry assistance programs that all report to Vice President for Economic Development and Dean of Engineering Yacov Shamash. These programs are funded by SUNY, other state government sources, primarily by NYSTAR in the Empire State Development Corporation, and federal dollars. The heads of the programs meet regularly and they, too, are consistently open to new modes of interaction on behalf of the industry constituencies they serve. In addition to the University’s 106,000 square feet of incubator space in four facilities, these programs include:

New York State Centers of Excellence. CEWIT and the Advanced Energy Research and Technology Center house 150,000 sf of R&D space for leading edge research and industry collaboration.

New York State Centers for Advanced Technology (CATs). The Center for Biotechnology and the Sensor CAT facilitate collaboration with researchers in academic departments and provide business strategy and development advice.

Strategic Partnership for Industrial Resurgence (SPIR). With the other SUNY colleges of engineering, Stony Brook performs advanced technology projects with companies across the span of engineering disciplines.

New York State Small Business Development Center. The SBDC provides confidential one-on-one advising on all aspects of business startup and management at no cost.

Center for Corporate Education and Training and Advanced Energy Training Institute. Provides non-credit-bearing credentialing and management specialties on-campus or on-site, and expertise in accessing state training funds.

Center for Operational Excellence. Long Island’s only partner with the Northeast’s only Educational Affiliate of the Shingo Institute for Operational Excellence, whose annual award Business Week calls “the Nobel Prize of manufacturing”

Outside the realm of the Vice President for Economic Development, the College of Business provides options for its MBA program and access to student interns for projects. The Office of Technology Licensing and Industry Relations is the contact for licensing University discoveries and inventions for commercialization.

With its industry partners and its partner programs, CEWIT is in great company!

AnnMarie Scheidt, Ph.D., is Director of Economic Development, Stony Brook University, and Adjunct Assistant Professor of Technology and Society at the University. She also serves as Executive Director of Long Island Angel Network, and as a Director of Brookhaven Industrial Development Agency, Hauppauge Industrial Association and Long Island High Technology Incubator Inc.

I want to thank The Corridor for not only pointing up the continuing economic leadership of the IT sector, but also showcasing the role of Long Islanders in creating the new technologies that will create its future generations. Its pervasiveness tends to mask its importance. These data points are valuable reminders of its significance in our national economy:

Dr. Yacov Shamash is Vice President for Economic Development and Dean of the College of Engineering and Applied Sciences at Stony Brook University. He supervises the University’s incubators and workforce development program , two New York State Centers for Advanced Technology, CEWIT and The Advanced Energy Research & Technology Center, and the Small Business Development Center. In 1994 he led the effort by the SUNY Engineering Schools to establish the now highly successful statewide SPIR program. Dr. Shamash is a Board member of LISTnet, LIFT, and the Long Island Angel Network.

AnnMarie Scheidt, Ph.D.

CEWIT and Economic Development

FromThe Dean

Yacov Shamash, Ph.D.

1110

--Vision 2025Computer Science

The Department of Computer Science (CS) is consistently ranked among the top 10% of research CS departments in the United States and among the top five research departments at Stony Brook University. CS faculty are the founding and foremost players in the Center of Excellence in Wireless and Information technology (CEWIT) at Stony Brook University, which is one of only two such applied R&D centers in wireless and information technology in the United States. The CS department and CEWIT plan to continue this positive exponential trajectory of creativity and innovation excellence–in research, education, outreach, and community and economic development.

Computer hardware and software significantly impact every aspect of daily living and play a key role in every research and development discipline. The CS Department is in the best position for interdisciplinary collaboration with every Stony Brook University department and with Long Island industry, while acting as the primary force to advance software, hardware and user interaction technologies. The CS department boasts internationally renowned faculty with a diverse portfolio of innovative thinking who are poised, in the next decade, to add to their already significant contributions to currently available technologies and interdisciplinary research. The department plans significant growth in research funding, faculty size and diversity, and graduate and undergraduate majors in CS and Information Systems.

The research and development strengths of the CS department and CEWIT lie in computer systems and networks, cybersecurity, visual computing, algorithms, concurrency and verification, and intelligent computing. Several of these disciplines are significantly resourceful with very successful centers: National Security Institute (NSI), Center for Visual Computing (CVC), Smart Energy Technology (SET), and Consortium for Digital Arts, Culture and Technology (cDACT), as well as interdisciplinary clusters in Big Data in Social Science (BDSS) and in Genomics.

In the next decade, we will solidify our core strengths and increase strategic impact on the broader computing and engineering communities, the NYS region, the University, the College of Engineering and Applied Science (CEAS) and SUNY. Planned research and development directions closely follow the Computing Research Association (CRA) Computing Visions 2025. Stony Brook’s CS Vision 2025 was adapted from the CRA steering groups of computing leaders from the National Science Foundation (NSF) Computer and Information Science and Engineering (CISE) Directorate Advisory Committee and the Computing Community Consortium (CCC) and associated visions workshops. These also follow several of the grand challenges for engineering outlined by the National Academy of Engineering.

The CS Vision 2025 will inspire the CS department, CEWIT, the University, industry, and the community to envision future trends and opportunities in

CS research and development. This vision answers the question: Now that digital technologies are fundamentally integrated into virtually every aspect of modern life, what does the new digital renaissance look like? Where is the CS field going over the next decade and by association what will be the impact on our lives and on practically every discipline of science, engineering and medicine? The CS Vision 2025 includes the following research themes:

• Interacting with the Computers All Around Us•Programmable Things and Matter •The Smart World

Interacting with the Computers All Around UsComputers, computing appliances, and computing components (termed together as computers) are ubiquitous. Embedded sensors and devices are everywhere, smartphones are in every hand, daily life includes wearable computers and gadgets, tablets, laptops, server and supercomputers, as well as computer conglomerates referred to as “flocks of computers”. This research and development area includes new direction, innovations, frontiers and technological challenges in ubiquitous and pervasive computing, communications, and computer-human interaction. Creating computer interaction that assists people with health, education, work, and family life will empower individuals and communities to collaborate and communicate as they work toward resolving quality of life challenges. Innovation should include novel natural interfaces between humans and computers; computers

and the environment; among humans using computers to build social communities; and among flocks of computers without human intervention that use innovative wireless mechanisms and intelligent computing. Computational fundamentals in application areas such as multi-modal/fusion, connectivity, big data, and trust should lead to great benefits in computer research.

Programmable Things and Matter Computers have a profound impact on still objects and matter that surround us. Similar to the industrial revolution, the next decade of “manufacturing” in the broad sense will experience a mutational revolution which includes a substantial transformation in the way objects and things are being designed, produced, delivered and used. Computer interaction will see a substantial rise in the kind of material, matter, artifacts, tools, and applications; and a primary shift in who crafts objects from the factory to the individual and to the Internet crowd. This vision research and development area includes new direction, innovations, frontiers and technological challenges in digital fabrication, open-access to CAD/CAM, universal 3D printing, 3D faxing, rapid prototyping, mass customization, crowd-manufacturing, printable electronics and sensors, synthetic biology and medicine, organ manufacturing, programmable objects and matter, intelligent objects and matter, and ubiquitous robotics. On the precipice of a “maker movement,” the success of the initiative relies on capturing its energy and passion by involving local communities in problem solving and innovation efforts.

The Smart WorldAs computers are universally embedded in every object around us, computers and their systems and environments have become reliant on smart technology. Smart technology will be found in the future home, building, city, energy grid, utilities, transportation system, national security, healthcare system, adaptive education, manufacturing facility, warehousing, and even smart development and discovery. The smart world includes new directions, innovations, frontiers and technological challenges in intelligent information systems, embedded systems, cyber-physical systems, system instrumentation, big data and data analytics, data science, data-intensive science and engineering, green computing, and cybersecurity.As we work toward these and other research themes, the CS department and CEWIT are preparing their research enterprise and training students to address societal needs and analyze current and future opportunities.

Dr. Arie E. Kaufman is Distinguished Professor and Chair, Computer Science Department—Stony Brook University, and Chief Scientist, CEWIT. Dr. Kaufman is internationally recognized for his contributions to information technology and specifically to visualization and graphics. He has received a number of highest honors from IEEE. He also received the 2005 State of New York Innovative Research Award. His areas of research include visualization, graphics, virtual reality, user interfaces, multimedia, and their applications, especially in biomedicine. by Arie Kaufman, Ph.D.

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We’ve Got You Covered

Peter Goldsmithby Vivian Leber

CORNERSTONE INTERVIEW

LISTnet launched in 1997, Goldsmith its founding CEO. He had served on a task force to find a new jobs engine for LI in response to the downward spiral of the defense industry. The group put software on the shortlist as a growth sector and concluded that IT should no longer be viewed simply as an enabler for other industries, but rather deserved care and feeding as a distinct economic force. LISTnet soon became a nucleus for collaboration in the software-tech sector. Goldsmith recruited 1,000 sponsors and member companies and operated two successive tech incubators.

A self-described “good talker and a connector,” Goldsmith is still reaching into his virtual Rolodex of technology, business and academic giants to promote synergy among the region’s tech assets and business luminaries.

Goldsmith sees the buzzing startup hubs in New York City as instructive. Word of mouth, money and a Mayor who welcomed the tech community had coalesced over the last decade, he remarks. “I want to create the same buzz here. What Bloomberg did to create a tech environment, we have all the right people here to make that happen.” He believes that government can help by setting the stage. “We need more people in public service who come from the tech community, who ran businesses.” He notes that both County Executives and Congressman Steve

Israel are tech-savvy former businessmen who frequent LISTnet events, and he applauds some of LI’s innovative mayors.

The buzz grew louder on Long Island two years ago, when LaunchPad-LI opened as a co-working space and business accelerator, the idea being that early stage entrepreneurs would thrive on community energy and mentorship in such a hub, a mini version of NYC’s “Silicon Alley.” Goldsmith moved his office there and has worked closely with its CEO Andrew Hazen. In early 2015, LISTnet will move again into the newest Launchpad site at Great Neck Plaza, where Goldsmith also will run the franchise’s operations. “Launchpad is packed,” Goldsmith notes. “Entrepreneurs are getting out of their houses, as they should.”

Goldsmith recalls that Hazen sought him out in the late 1990s. The attorney and marketer had just started Prime Visibility, an internet marketing/SEO firm. Peter took him into his incubator at Briarcliff College. “I could see right away that Andrew would be a success. He didn’t need much mentoring, just the right introductions,” Goldsmith says. The firm grew from 3 to 76 employees. In 2011 Hazen completed a rewarding exit sale, and subsequently co-founded Launchpad.

The buzz became a roar when this past August, LaunchPad Huntington, with LISTnet support, hosted the first Long Island Tech Day. It offered the Long Island startup community a chance to

directly interact with established companies, investors and business experts. The expo went well beyond expectations, according to Goldsmith. Forty-five startups exhibited and 800 investors, businesspeople and tech enthusiasts attended. As a measure of its success, he notes, “more people kept arriving, so we extended closing time and ordered up more food.”

Goldsmith credits several others for enhancing LISTnet’s accomplishments. “The Dean” as Dr. Yacov Shamash is known, “has enormous breadth of responsibility but always makes the time for us and our mentorees,” Goldsmith says. Dr. Shamash steers Stony Brook University’s economic development initiatives and its School of Engineering, and is LISTnet board co-Vice Chairman.

Dr. Ann-Marie Scheidt, Director of Economic Development in Dr. Shamash’s department, has also invigorated LISTnet. She has taught LISTnet mentorees about the LEAN concept for startups, which advises entrepreneurs to closely research the market, gear its enterprise toward customers’ needs, keep costs low, and stand ready to alter its model.

One student in her 2011 class, Luis Gonzalez, took these lessons to heart. After LISTnet created the COMETS program, he took that opportunity to pivot his software firm’s business model. Barely two years later, Interconnecta is thriving (see sidebar). “I knew right away that Luis was the real deal,” says Goldsmith.

LI Tech COMETS took flight, when David L. Calone (see sidebar) came to Goldsmith in 2011 with the idea of recreating for Long Island the multi-city program TechStars, a hugely successful national model that he had helped create. Goldsmith was eager to get going, but had to tailor the particulars for Long Island. Selected entrepreneurs receive a $12,000 award and enter LISTnet’s rigorous 12-week

mentoring program, a time to research and develop their business. A new class with six startup founders is currently underway. With COMETS, “it’s not just about the $12,000 award. that’s the least of it. It’s having somehow like Steve Winick (Topspin Partners) and Yacov (Shamash) believe in and invest time with you,” Goldsmith says.

“COMETS paves the way with intensive support so a business is ready for funding. We select people who have fire in the belly and are willing to do the hard work.” They also have to be flexible. “The idea you have today may not be the company you end up with,” Goldsmith points out. “I’m honest if I think someone is going in the wrong direction.”

COMETS is an acronym for Connected Organization Mentoring Exciting Technology Startups. (Comet also happens to be the name of one of Peter’s three dogs; he has a facility for creating catchy names for LISTnet programs.)

Another standout that has benefitted from LISTnet is eGifter, a social gifting marketplace and mobile app, with an office at Launchpad-Huntington. “Do you know how many times he shifted the business model?” Goldsmith says of CEO/founder Tyler Roye. (He means that as a compliment.) Its success is marked by a third funding round that eGifter has underway. Peter had worked with Tyler before, when he ran Invision, one of the leading cloud services pioneers. Roye was among LISTnet’s founders and currently serves as Board Vice Chairman.

Long Island Angel Network is another close partner both of LISTnet and Launchpad. It supports LISTnet’s programs including COMETS, as do other local seed investor groups, Angel Dough Ventures,, Accelerate Long Island, Jove Equity Partners, NewLight Management and TopSpin Partners.

The LISTnet mission transcends any one industry sector. Embedded within manufacturers, e-commerce and retail, hospitals and health care, law and accounting firms, the IT staff alone is operationally equivalent in size and sophistication to many large corporations, Goldsmith points out. “So we welcome their leadership on our board. We publicly honor the CIOs along with the CEOs.”

LISTnet also provides the structure for top minds in IT-digital tech to collaborate through 15 SIGs—“Special Interest Groups”, CEO Forums and CIO Councils where solutions to shared challenges are considered. Goldsmith in turn actively serves on the boards of United Way, Energeia Partnership and Tuoro College, as well as those of the LI Angels Network and Launchpad.

Stars of the Global tech and VC world, come to LISTnet events. Each May, LISTnet holds the LISA-LISA Awards, which honors both established software leaders and great startups. On October 7, LISTnet held ”BEST” (Business Excellence Strategies & Techniques): “Build and Sell Your Biz,” in which LISTnet alumni shared tech business success lessons learned. Events planned for 2015 include the “Diamond Awards,” honoring women technology leaders, and “Launch Your Stars,” which recognizes business achievers age 35-and-under .

Asked about his future plans, Goldsmith says, “The people who work with LISTnet see the big picture for Long Island and they are also my friends. If I can help another business like Prime Visibility or Invision to grow, I’ll keep on enjoying and doing this work.”

Contact Peter Goldsmith at:Peter@listnet.org or 631-224-4400.

“I believe that technology is the savior for LI and that software and IT are the path forward for young people” says Peter Goldsmith. “So my mission is to mentor those who create technology in the startup world.” After 18 years at the helm of LISTnet (LI Software & Technology Network), Goldsmith is possibly Long Island’s single most identifiable evangelist for technology. “I want to see LI truly become Tech Island, to be recognized as a center for excellence for technology. But,” he adds, “we haven’t yet reached that milestone.”

12

VOICESLISTnet’s Angels, Partners, and Alumni

by Vivian LeberAnnMarie Scheidt, Director of Economic Development, Stony Brook University,Until LISTnet presented the first LISA awards program more than a decade ago, no one on Long Island -- including LISTnet’s founders, Stony Brook among them -- had any idea how big and vibrant the Long Island software/IT community was. With LISTnet at the forefront, it has grown in both size and importance. With our internationally distinguished resources in CEWIT and Computer Science, the University has welcomed its ongoing role in that great adventure. Delivering the Lean Launchpad curriculum, straight from Silicon Valley to the LI Tech COMETS, is the latest in a long train of collaborations and we look forward to many more.

Andrew Hazen, Founder/CEO Launchpad-LI, Vice Chair LI Angels Network and Angel InvestorIn under two years, Andrew Hazen’s concept for a startup community, Launchpad-LI, has made its mark on the region’s business culture. Inventors and entrepreneurs now have co-working and event space in Mineola and Huntington Village, and by early 2015, Launchpad will open in Great Neck Plaza. The next one, at Stony Brook University, is likely to be a designated Start-Up NY site—an auspicious advantage. While Launchpad links its people and downtown locations closely to LI’s universities and angel investors, it also facilitates deals with NYC as a capital source. Moreover, economic development groups and mayors, on and off Long Island, are courting Hazen to locate a Launchpad in their towns.

“Between Launchpad, LISTnet, the COMETS, the great success of LI Tech Day, and our Tech Job Fair, things are really happening. Companies are pitching us for capital. We have brought in awesome speakers, including

venture capitalists Jerry Colonna and David Rose, to give entrepreneurs real life lessons,” Andrew says. “There is plenty of capital on Long Island. We are starting to see more deal-flow. And the quality has dramatically improved in the last few months. However, investors want the deals cherry-picked and brought to them by someone like me or Peter (Goldsmith).”

Hazen and Goldsmith serve on one another’s boards and Goldsmith will operate Launchpad’s new Great Neck Plaza site. “Peter and I work well together and off one another. We are both big picture guys, not afraid to take risks. Through my early seed fund, Angel Dough Ventures, I put my own money where my mouth is.”

David L. Calone, CEO, Jove Equity PartnersDavid Calone is deeply invested in Long Island’s future-- as Chairman of the Suffolk County Planning Commission, a member of the boards of Launchpad, Long Island Angel Network and United Way of Long Island, and, not least, a venture capitalist.

As an investor in early stage companies around the U.S. and the world, he helped to create the business accelerator TechStars, which has grown into a nationwide network. Several years ago, he approached Peter Goldsmith about starting something like TechStars on Long Island. Together they formulated LISTnet’s COMETS program that began in 2012.

Seeing a treasure trove of untapped business potential ensconced in LI’s university research laboratories, Calone joined with Topspin Partners to create the Long Island Emerging Technologies Fund. “On LI, we need more small companies that have potential for high growth and employment—every big company started as a small one--so we provide

enough capital for a good start, to reach that next level.” Five companies were funded through August 2014, and another five will be funded before yearend.

Among the areas favored by the fund are bioscience and software; the two often intersect. One recent investment chosen was SynchroPET; based on technology from Brookhaven National Laboratory, it uses software to boost the capabilities of the next-generation PET diagnostic imaging device.

Calone works with LISTnet in another area, STEM education. “We want young workers prepared for the IT jobs of the future,” he explains. He secured a grant from United Way which enables LISTnet to provide disadvantaged Long Island school districts with robotics programs, designed to get 7th through 12th grade students excited about technology.

Calone was also part of a group that created the bipartisan US House Caucus on Innovation and Entrepreneurship, which promotes federal policies supportive of innovation. One initiative begun last year is Startup Day Across America. Visits are organized for members of Congress to learn firsthand what startup technology businesses in their own districts really need from government in order to thrive.

In his Planning Commission seat, Calone promotes county-level solutions to infrastructure issues such as sewers that increase economic capacity. “When I travel the US, I see one of the biggest success drivers comes from putting a lot of companies into a tight space,” he says. Without sewers and good transportation, that’s hard to do.”

Calone says he’s optimistic. “We have amazing assets on Long Island—high-performing research

institutions coupled with being next to the world center for capital.” He expects more city-people will be coming to live here, “because NYC is getting ridiculously expensive.”

Linda Chan, CIO and co-chair of LISTnet’s CIO Council, former Sr. IT Director, Veeco.Linda Chan co-chairs LISTnet’s CIO Council (together with Peter Scavuzzo of Marcum LLP), and serves on its board. She credits Peter Goldsmith for programs that raise public awareness of technology and enlist great mentors for entrepreneurs. “Peter is not afraid to try new things.”

Calling IT “the spine” that runs through an organization, she says, “There is so much you can do with IT to raise revenue, generate customer satisfaction and gain competitive advantage. Predictive analysis—being able to see where you are going by using analytics with both internal and external data—confers “a huge opportunity.”

“We need people to understand what the consumer wants, to create insights with analytics that business can use. But we also have to figure out how not to drown in information.”

Luis Gonzelez, Founder/CEO, Interconnecta, and Alumnus of The COMETSTwo years after Gonzelez started his company, LISTnet’s COMETS came along. He was one of five selected from among 60 applicants. While

there, using the Lean startup principles,

he continued to revamp, from being a service provider to being a technology company. “Peter (Goldsmith) met

with us daily and made sure we were

introduced to the best talent.”

L u i s ’ s a s s i g n e d m e n t o r was Adam

Famularo, then with CA Technologies. “I’m a big believer in Lean; we took it to heart and it works.”

Interconnecta is a centralized database and platform for small and midsize enterprises to manage sales and marketing across all devices,

more affordably than platforms that better serve large companies. As a “bootstrap” company—without investors or loans—he relied on aggressively making sales from the get-go, while also asking for direct customer feedback and thus adjusting his product. “The myth is that you make a few presentations and get funded. You need to do the fundamentals, and then pound the pavements for sales.”

Since the COMETS program, the company has increased its customer base threefold and is closing on six figure deals and hiring staff. The market is North and South America and Luis’s staff is bilingual.

The company has remarkable alliances. Webair, LI’s most advanced data center, located in Garden City, provides Interconnecta with office space and maintains and secures its computer hardware, while Interconnecta manages Webair’s sales-CRM system and marketing back-end. It has key alliances with other LI-based companies that Luis calls “solid technology gems,” one being Guerrila Toolz, which offers cloud-based sales-partner relationship software. Further cost-savings accrue from having some of its IT staff work from home, coming in at their discretion.

“We can confidently tell other startups that Long Island has plenty of partners and talent to propel you. Silicon Valley (CA) and Silicon Alley (NYC) may be more mature, but the atmosphere is more competitive. Long Island much more cooperation, we have Launchpad and LISTnet, the events, people helping each other.”

Kenneth Gatz, Founder/CEO, ProSeeder, at LaunchPad-MineolaHold on tight, this tells of one fast ride for a startup! Ken Gatz first worked as an attorney in the area of private securities, then in the life sciences company his father had founded on LI. In mid-2012, after the federal JOBS Act had opened new vistas for marketing securities, he visited former Wall Street clients. Gatz learned that the private securities market, over $1 trillion in size, hadn’t evolved much; it still was employing a hodge-podge of deal-management software, with no cohesive system.

Gatz launched ProSeeder using the “MVP” (minimal viable product) principle. To build a cloud-based software platform for efficient document storage, management and communication among funders and capital-seeking parties, Gatz used feedback from early adopters and hit the market quickly. The largest US angel network helped to find high-net worth investors who doubled as the sales reps. Upon landing a big client in the Fall of 2013, Gatz hired a business team. At the March 2014 Angel Capital Association show, ProSeeder’s booth drew “a tremendous response.”

As of today, most Angel Groups use the platform, another 90 financial groups and family offices do so as well. Next, will come licensing to broker dealers. “ProSeeder’s platform is configurable, flexible, user-friendly, and growth is scalable, as product can be deployed through automation,” Gatz explains.

The staff of 13 fills the largest room at LaunchPad-Mineola. A high proportion of Proseeder’s seasoned management team and board positions are held by women. “Launchpad and LISTnet offer that supportive entrepreneurial environment to make the journey from startup.”

14Luis Gonzelez

Linda Chan

16

GREAT IDEASGLOBAL 3DVIDEO-ON-DEMAND PLATFORMJohn SitildesAt a Manhattan reception in late 2011 an Oyster Bay Cove resident and founding chairman of one of New York’s largest HVAC construction companies first learned about a start-up company claiming to one day transform the global 3D media industry. He was intrigued by the ambitious vision of a new world of entertainment and leisure upended by the kind of innovative technologies that were disrupting so many other industries.

Nearly three years later, after successive angel investment rounds and his appointment to chair the board of directors, Peter J. Pappas Sr. was proud to announce in mid-July 2014 that 3doo Inc. had launched the first global 3D Video-on-Demand (VoD) platform.

“The global 3D media industry has been plagued by three major challenges,” Pappas explained. “3D television manufacturers have suffered from a lack of quality content to help drive sales to consumers; major studios and independent 3D content producers haven’t had an effective global distribution infrastructure; and 3D TV buyers felt that access to what little 3D content was available on their sets was complex and inconvenient.

“3doo solves all these problems with our free Player App and the launch of our truly global 3D Video-on-Demand platform,” said Pappas. “We are transforming the global distribution of media content by quickly and easily delivering quality 3D films and videos directly to Smart TV viewers on a global scale. At the same time, Hollywood studios and independent producers can now bypass traditional distribution and profitably monetize their 3D content in significant new revenue streams to viewers worldwide.”

The award-winning 3doo Player App is available pre-installed or downloadable on 100 million Samsung, LG & Panasonic Smart 3D televisions in 180 countries. Using the 3doo VoD platform, content producers and owners

d e t e r m i n e the price per viewing and the markets for distr ibut ion, and receive a significant share of net VoD revenues.

Based in New York City, with a European subsidiary in Cologne, Germany, where the software development team is based, 3doo is growing its 3D VoD catalogue to eventually include major Hollywood, Bollywood and Asian studio content, sports, theatrical productions, television series, live events, as well as gaming, simulators and educational programming. The company is also currently in negotiations with other major television manufacturers, and is pursuing the mushrooming mobile device sector.

Ingo Nadler and Oliver Rapp, two of the company’s three founders and currently President and Executive Vice President, launched 3doo in 2010 with a strategy of pursuing U.S. capital to fund the company’s start-up phase.

Pappas admits that he was initially quite hesitant. “My business is in the construction, installation, service and maintenance of HVAC systems,” said the Founder and Chairman of the Board of P.J.M. Holding Group, including P.J. Mechanical Corporation, and among the largest mechanical contracting firms in the United States. “What did I know about media technology, let alone the world of 3D?” After deciding to proceed with a major angel investment, he helped 3doo’s executives build a professional working board of directors, with diversified skills to complement the technology-focused company leadership.

“Walt Disney Chairman Bob Iger recently wrote about the centuries-old need for great story-telling, and how new technologies would continue to bring these stories to life in extraordinary ways,” said Pappas. “At 3doo, we believe that the immersive 3D experience, will be sought after not only in currently strong markets such as Germany, the UK, Japan and Russia, but also in China, where we are engaged in early talks with media industry leaders.

“We also anticipate significant U.S. growth when glasses-free 3D televisions hit the consumer electronics markets in several years, and we are planning for 4K and other Ultra HD opportunities, which 3doo has the architecture to stream, once there is enough 4K content to distribute,” Pappas said.

“Looking back now, yes, it was a huge risk in 2011. But I believed that with the right capital investment and leadership skills, that this small but visionary company could transform the way major studios and thousands of 3D media producers distributed their content and generated new revenue streams.

“In addition, the 3doo platform creates opportunities for significant revenue streams through the high-quality conversion to 3D of nearly limitless 2D media and entertainment content.

In September 2013, 3doo’s Player App, which dynamically generates channels and allows producers to distribute 3D content directly into Smart TVs, was awarded as a “Best 3D Product” by the International 3D & Advanced Imaging Society. 3doo has already begun to demo its mobile and desktop Player App for Android, iOS and MS Windows.

Producers and distributors interested in marketing and subsequently monetizing their 3D content can sign up at no charge at www.3doo.com.

“We are currently in a Series A finance round to support our growing VoD operations and pursue major studio content licensing,” Pappas said. “We will also be exploring technology opportunities in 3D social networking, advertising and video gaming. We welcome discussions with all serious investors and 3D content rights owners.”

Peter Pappas, Chairman of the Board of P.J.M. Holding Group

19

MEDICINE

Wireless Medicine Telehealth,the Catalyst for Technology Innovation

Shmuel Einav, Ph.D.

CEWIT Medical Division To best capitalize on the Information Technology (IT) revolution, spur economic growth, advance scientific research and develop the technologies of tomorrow, the Center of Excellence in Wireless and Information Technology (CEWIT) was created in 2003. Since its inception, CEWIT has worked to build strategic alliances and business partnerships among the academic, scientific, financial and business communities. Our partners include some of the world’s best known and most sophisticated giants of wireless and information technology. Recognizing the dominant role of CEWIT in modern medicine, the Medical Division was established in 2008.

The Goal of the CEWIT Medical Division (CEWIT-MD) is to conduct research and development that leads to the building, prototyping and marketing of medical devices, products and technologies that support patients and clinical care providers. The Medical Division will design and implement

solutions that can solve real health-care problems, simplify clinical IT operations and, ultimately, help improve patient care. The Division research areas are diverse and cover wireless medicine, the cardiovascular system, radiology, Clinical Pharmacology imaging modalities, virtual reality, telemedicine, wireless tracking, wireless ad hoc networks, home-care medicine, computational genetics and protein docking, implantable sensors and evidence -based medicine.

CEWIT-MD will combine related programs which are being researched and investigated on the campuses of the SUNY system and its Medical Centers. CEWIT-MD scientific staff will advise on the wireless infrastructure, regulation guidelines and market survey for its programs. CEWIT-MD wireless activities are planned to advance the knowledge, research and technologies in this most important branch of modern medicine.

For example, according to data reported by Medicare, heart failure patients were prescribed an average of 12 medications, and some were prescribed as many as 30 different types of medication. With half of these medications taken two or three times per day, this amounts to over 100 pills per day, all which need to be coordinated to be taken at specific times with specific instructions; such as taken with meals, with water, while fasting, etc. In the year 2000, the costs of medication-related morbidity in ambulatory care setting exceeded $177.4 billion. Moreover, lack of medication compliance after discharge from the hospital is a primary reason for patients being re-admitted.

Because of these issues and others, Stony Brook University’s School of Health Technology and Management along with the Center of Excellence for Wireless Technology (CEWIT) believe it is imperative that today’s technology provide appropriate clear directions on when a particular medication is needed and how it is to be taken (e.g. with food and/or water). Hence there is a need for portable home medication reminders, medication dispensers and devices that combine informing and dispensing functions that can help patients manage their medications and reduce the risk that a patient will miss taking his medication in the home or while traveling. Moreover, home medication management systems that provide guidance and maintain the integrity of the original packaging will limit the potential for a user to take a prescribed medication inadvertently, which may increase the possibility of adverse effects.

Whether a person resides in a private home or nursing home, integrated telehealth solutions that use the power of technology, combined with proven experience in healthcare support services, provides the ability to touch the lives of the aged, no matter where they reside.

With this in mind, Stony Brook University’s School of Health Technology and Management has created a medication manager (patent pending) to address the enormous burden that medication non-adherence places on the world’s health care system. For example, only half of the 3.2 billion prescriptions dispensed annually, in the United States, are taken as prescribed. Numerous studies have shown that patients with chronic conditions have only a 50-60 percent adherence rate for the medications they are prescribed, despite evidence that medication therapy improves life expectancy

and quality of life. In the United States, approximately 125,000 deaths per year are linked to medication non-adherence. Between 33 and 69 percent of medication-related hospital admissions in the United States are due to poor adherence, with total cost estimates for non-adherence ranging from $100-300 billion each year, including costs for additional doctor and emergency department visits, hospital admissions and additional medicines.

Additional catalysts for this type of technology is the ever growing aged population and average life expectancy. Individuals who are 65 today will have an additional 19.2 years (20.4 years for females and 17.8 years for males). A child born in 2011 could expect to live 78.7 years, about 30 years longer than a child born in 1900. The United States population 65 and over has increased from 35.5 million in 2002 to 43.1 million in 2012 (a 21% increase) and is projected to increase to 79.7 million in 2040. Approximately 28% (12.1 million) of non-institutionalized older persons live alone (8.4 million women, 3.7 million men) – (www.aoa.gov/Aging_Statistics/ Aug. 27, 2014). Many of these individuals have or will have over time multiple chronic diseases (e.g. diabetes, congestive heart disease), which in turn will continue to increase spending for the non-institutional population, thus challenging our health care system financially as well as structurally. Some of the primary issues are reimbursement (e.g. re-admission), declining presence of community primary care, economics, and the growing numbers of adults with chronic conditions. The prevalence of two or more chronic conditions in adults continues to increase notably (NCHS Data Brief #100, July 2012).

To help with compliance once in the home, the medication manager will identify medications and alert the patient with a simple vibration transmitted to a wireless wrist band. The medication manager was designed to take away the complexity of medication regimens by providing a clear communication pathway, both verbal and visual, between clinician and patient. The manager also was designed to automatically alert the pharmacy when a new prescription is needed and has the option of communicating medication compliance to physicians, caregivers and other patient-delegated individuals.

Craig Lehmann, Ph.D., CC (NRCC), FACB, is the Dean for the School of Health Technology and Management; Professor of Clinical Laboratory Sciences; Director for the Center of Public Health Education. Stony Brook University.

Often it is difficult for a patient to remember to take prescribed medications, especially for patients who are prescribed multiple medications that need to be taken at different frequencies and times of day. This problem can be compounded by patient confusion and reduced short-term memory. Missing a dose of medication, accidently taking a pill twice, and/or adverse interaction between prescribed medications are all significant causes of adult visits to emergency rooms.

The use of wireless technology is rapidly increasing. Now, more than ever, advances in wireless access, the Internet, mobile technologies, social networks, etc. have become relevant to the medical world. Yet, there is considerable room for growth: Only 15% of the 560,000 doctors in the United States use the Internet to order medication, and only about 5% of patients communicate with their health care providers through email. That these trailing edge e-medicine applications are so little used suggests that the promise of wireless medicine is only now being hinted at. Innovation in this technology presents significant opportunities for advancement in telemedicine ̶ the use of medical information communicated via electronics for the health and education of the patient or healthcare provider.

Sample of Current Projects

• E-Health and Developing Countries • Wireless and Information Technology Emergency Center • Specimen Tracking • Medicaid Utilization Threshold Modernization • Automatic Identification of Lost Dentures • Implantable Sensors • Glucose Monitoring • Adherence: Diabetics, Digestive • Field Deployable Biosensors • Computational Systems to Support Clinical Practice

• Patient Monitoring in Emergency Units • Evidence Based Medicine • Teleradiology • Health Management Systems• Cloud Computing and Health Care • Computer-Aided Diagnosis System for Fast, Accurate and Remote Evaluation of Acute Chest Pain •Computer Games and Virtual Reality Environment for Rehabilitation • Semantic-Based Medication History Analysis and Clinical Decision Support for Medication Reconciliation

We are developing an advanced, rule-based clinical decision support system (CDSS) to automate the generation of patient medication history and facilitate real-time medication reconciliation. This system will reduce the data overload faced by healthcare professionals by transforming disparate data into succinct, structured and actionable information.

Dr. Shmuel Einav is Director of the Medical Division, CEWIT (Center of Excellence in Wireless and Information Technology), and Professor of Biomedical Engineering, Stony Brook University. He is a world-distinguished expert on the cardiovascular circulatory system and in the field of biomedical engineering.

MEDICINE

Craig Lehmann, Ph.D.

18

20

According to the US Department of Energy, Smart Grids apply technologies, tools and techniques available now to bring knowledge to power – knowledge capable of making the grid work far more efficiently. One of the reasons for the efficiency and reliability improvements is that significant amounts of information on various conditions of the grid will be automatically monitored, transmitted, timely processed by using mathematical methods, and utilized in control decisions.

The electric grid we are using today was built starting from the end of the 19th century and improved upon as technology advanced. It consists of four major subsystems: generation, transmission, distribution, and consumption. The grid became one of the largest, most expensive and important man-made systems in the history of our civilization. At the same time, it is one of the major sources of air pollution. According to the US Energy Information Agency, between 2002 and 2012, the total electrical generation in the US increased from 3.86 billion to 4.05 billion MWh, while the total electrical generation from coal decreased from 1.93 to 1.51 billion MWh. In spite of the reduction of electricity generation from coal, 37.4% of electric energy was generated in 2012 from coal. According to the US Environmental Protection Agency, the electric power sector accounted for 32% of US total greenhouse gas emissions in 2012.

Building new power plants and transmission lines is very expensive especially in metropolitan areas including Long Island. As the above-provided numbers indicated, the demand for electricity significantly increased over the last decade. There are two current trends: (i) the existing technologies become more energy efficient, and (ii) new technologies lead to new sources of consumption of electric power. For example, bulbs, air conditioners, computers and cell phones become more energy efficient. At the same time, data centers, cell phone towers, and home computers created a significant demand that did not exist a few decades ago. It is expected that the emerging technologies of electric vehicles will significantly increase our use of electricity and decrease the use of gasoline. The development and deployment of Smart Grid technologies makes electric power systems more efficient and ecologically friendlier. Increased efficiency of generation, transmission, distribution, and consumption as well as their better coordination will reduce the need for building new transmission and distribution lines and new power plants. Building, installation, and integration of renewable generation, including solar and wind generation, reduces

the need for fossil fuel and nuclear power plants. This makes electric generation ecologically friendlier and safer.

What makes a Smart Grid smart? In short, the digital technology that allows for two-way communication between the utility and its customers, and the sensing along the transmission lines makes the grid smart. Like the Internet, the Smart Grid consists of controls, computers, automation, and new technologies and equipment working together.

What benefits can the Smart Grid bring? The benefits associated with the Smart Grid include:

1. More efficient transmission of electricity;2. Quicker restoration of electricity after power disturbances;3. Reduced operations and management costs for utilities, and ultimately lower power costs for consumers;4. Customers’ capabilities to control in real time their energy consumption taking into account energy prices, their needs and preferences, and time factors;5. Reduced peak demand, which will also help lower electricity rates;6. Increased integration of large-scale renewable energy systems;7. Better integration of customer-owner power generation systems, including renewable energy systems;8. Improved security.

Today many countries including the United States have started the deployment of smart grid pilot and demonstration technologies. For example, China’s State Grid Corporation outlined plans in 2010 for a pilot smart grid program that maps out deployment to 2030. Smart grid investments will reach at least USD 96 billion by 2020. Other countries, including Canada, members of the European Union, Japan, South Korea, Israel also were making smart grid demonstration and deployment efforts starting since 2009. These investments around the world have enabled hundreds of projects entirely or partly focused on smart grid technologies. Most of them focus on network enhancement efforts such as local balancing, demand-side management (through smart meters), distributed and renewable generation.

There is a substantial research and development program at the Stony Brook Advanced Energy Research and Technology Center (AERTC) and Center of Excellence in Wireless and Information Technology (CEWIT) on

Smart Grid technologies. This program mostly deals with development and demonstration of Smart Grid technologies for transmission and distribution networks.

First, jointly with Long Island Power Authority (LIPA) and Farmingdale State College, SBU has participated in a $25M project “Long Island Smart Energy Corridor” Smart Grid Demonstration Project, funded by the US Department of Energy. During this project, a Smart Energy Corridor located along Route 110 in Melville, South Farmingdale, and Huntington, NY, was created. This included deployment of Smart Grid technologies such as advanced metering infrastructure (AMI) and communication, substation and distribution system automation, digital control and communication devices on capacitor banks, wind and solar electricity generators, and end-use devices. Stony Brook researchers are conducting cyber-security and electric system efficiency studies. In particular, new algorithms for voltage control, load balancing, and automatic reconfiguration of the distribution system have been developed.

Second, the Department of Applied Mathematics and Statistics conducts the project “Enhanced Power System Operation and Control via High Performance Computing” funded by New York State Energy Research and Development Authority (NYSERDA) and New York Power Authority (NYPA) on the development of fast algorithms for control of a transmission system. The developed algorithms drastically improve solution times of control algorithms by the order of at least one magnitude. In addition, algorithms have been developed on deployment of Phase Measurement Units (PMUs) in order to provide fast solutions to estimation and control problems.

Several professors from the Departments of Applied Mathematics and Statistics, Electrical and Computing Engineering, and Computer Science conduct Smart Grid projects funded via Brookhaven National Laboratory on control of energy storage, sensor development and allocation, and cyber-security.

Smart Grid is an emerging technological development that enhances power systems with communication technologies, data processing, and intelligent decision making and control capabilities. Its implementation leads to solutions of important engineering problems including integration of renewable intermittent generation with the power grid. Smart Grid technologies make power systems more efficient, more reliable, and ecologically friendlier.

Dr. Eugene A. Feinberg, is Distinguished Professor of the Department of Applied Mathematics and Statistics, Stony Brook University. Since 1999, he has been working on electric energy applications. He is a recipient of the 2012 IEEE Charles Hirsh Award for developing and implementing on Long Island, electric load forecasting methods and smart grid technologies.

Smart Grid is an emerging technological concept in electric power systems whose importance some experts compare to the Internet. There has not been a uniform definition of Smart Grid, but what is commonly agreed is that a Smart Grid is a future generation of electric power grids that will use digital technology and two-way communication to deliver electricity to consumers. Using digital technology helps the grid to operate more efficiently and also helps consumers to save energy and costs while reliability of the grid is increased. Smart grids are considered to be “green technology” and are more environmentally friendly although often more prone to cyber attacks.

ENERGY

SMART GRIDby Eugene A. Feinberg, Ph.D.

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Future E lec t r ic Power Grid Moni tor ing Sys tems

ENERGY

Contemporary power grid distribution systems represent a legacy of more than 100 years of development. One of their most significant shortcomings is that the system does not know its own state. This is painfully felt during periods of massive failure caused by the fury of the elements or by a technical failure of a major component. Instead of taking automatic note of energy-flow disruptions, one deals with haphazard telephone reports of “no light in our house.” Making our power distribution networks robust and rapidly recoverable after natural disasters is perhaps the most urgent task in the on-going improvement of the national infrastructure.

The Stony Brook Center for Advanced Sensor Technology (Sensor CAT) together with CEWIT and the ECE Department are working on a novel electric grid monitoring system (EGMS) that requires no restructuring of the power distribution network and can be applied both to the existing grids and the future “smart grids.” The proposed system1 is based on a network of inexpensive sensors, installed on every connecting line and communicating measured data to a central processing unit (CPU). Our approach is topological in nature, based on the connectivity aspects of the power grid. When projected onto a geographical map, the topological information provides a full account of the state of the network.

Each power distribution network can be described by a graph represented by nodes of specified nature, their specified geographical position, and the topology of connecting lines. We argue that the state of the network can be adequately characterized by specifying the RMS (root-mean-square) currents and the direction of energy flow in all connecting lines. The grid connectivity is embodied in Kirchhoff’s current law that must be valid at every node of the network. It is essential that in this description one does not have to know the magnitude of the energy flow, only its direction. This eliminates the need to measure voltage, which would be prohibitively costly on the massive scale. In contrast, the relative phase between the current and voltage can be measured easily.2

Another essential point is that the instantaneous RMS currents are impractical to record and communicate, hence local averaging is required. Since Kirchhoff’s law should remain valid upon averaging, the latter must be carried out at each sensor synchronously over the entire network with global synchronization provided by the global positioning system (GPS). The reported data must include the direction of energy flow relative to the nearest node, the average RMS current and the geographical position of the sensor.

Our vision of the EGMS aims at collecting the minimum data necessary to reconstruct the topological organization of the network. This makes our system inexpensive both in hardware and installation. The two innovations that lead to this cost reduction are (i) abandoning instantaneous flow of data in favor of the average and (ii) eliminating all galvanic measurements, i.e. direct contact of sensors with the “hot” wire. This means that all the smart measurements must be based on sensing the magnetic field.

The sensor to be used must be cheap and safe. We expect that individual sensors will cost less than $50 and can be installed by the relatively unsophisticated electric utility personnel. Therefore, the EGMS can be contemplated to assume an utmost penetration of the power grid, down to single household units.

Individual sensors form a communication network that may be of different topology than the power network itself. Specification of the nature and properties of the required sensors, as well as their positioning within the power network, constitute an essential aspect of our work. The key requirement is efficient communication with the CPU. The preferred structure of the sensor network is the so-called mesh network, where different sensors collaborate to propagate the data.

The reported information about the distribution of the RMS currents and the directions of energy flow must enable the CPU to reconstruct the topological connections of the

power network. To accomplish this, the CPU will begin from any high-level node, e.g. from the main generator, and reconstruct the graph by branching from node to node with the help of Kirchhoff’s law. Note that in this way we obtain a purely topological description: we know how nodes are connected but not where they are positioned. Geographical placement of sensors will be accomplished again by using the GPS.

The global positioning system, a marvel of our times, is indispensible for the functioning of the EGMS. It provides two cornerstone signals, one pinpointing space, the other time. Our utilization of the spatial information (the “global positioning” proper) is to project the topological information onto the geographical map. The time signal is used to synchronize the sensors over the entire grid and thus enable the averaging process that retains the validity of Kirchhoff’s law. Synchronization also delegates the task of averaging to individual sensors, thus significantly lowering the communication budget.

The proposed monitoring system also provides the capability for apprehension of unwelcome leaks of the power, associated, for example, with unlawful tapping of the grid by an unrecognized party. Any unaccounted current leak will generate a violation of Kirchhoff’s law, immediately seen by the CPU with an easily pinpointed location. In a fully implemented version of our grid monitoring system,

with sensors installed at all lines down to every user, the EGMS will provide a nearly instantaneous automatic detection of the unlawful leak. In the case of an incomplete network, tampering with the power distribution at a level below the monitored level can be uncovered by comparing the total energy incoming into the last monitored node over a specified period with the sum of energies received by all legitimate customers from that node. A significant discrepancy will trigger investigation. This discovery, however, would not be instant nor automatic and this consideration may be a compelling incentive for the power grid owner to complete the sensor network down to every customer.

1 M. Gouzman, S. Luryi, S. Sharma, P. Shkolnikov, “Sensors for power distribution network and electrical grid monitoring system associated therewith,” U.S. Patent Application, filed May 21, 2014.2 M. Gouzman and S. Luryi, “Reflections on the Future Electric Power Grid Monitoring System,” International Journal of High Speed Electronics and Systems (2014).

Dr. Serge Luryi is Distinguished Professor and Chair of the Department of Electrical and Computer Engineering, Stony Brook University. He is also the founding director of the New York State Center for Advanced Sensor Technology (Sensor CAT).

by Serge Luryi, Ph.D.

1010010101010100100101001010111000100100100010011100110010$$$$$$$$$$$$$$$$$$$$$$$$$$$$$@SBU

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Quantitative Finance

The seeds of the current QF program at Stony Brook University were planted 40 years ago. At that time, the chair of the SBU mathematics department became interested in predicting the futures of currency trading. Pursuing his interests, Jim Simon went on to found what has become the most successful hedge fund in the history of investing. In recent years, he and associates have been generous to Stony Brook University in a number of ways.

Our story begins with one of these gifts, a generous donation by Robert Frey to Stony Brook University, to endow a Chair in Quantitative Finance in the Applied Mathematics and Statistics Department. The program began with three top professionals, Robert Frey himself, Andrew Mullhaupt and Zari Rachev. Following Robert’s vision, the program has two distinctive features, relative to other university based QF programs. The first is the inclusion of a PhD program along with the traditional Master’s program. The second is the involvement of the Department faculty in a substantive manner in all aspects of the program. Both visions are in contrast to a more common organization of QF programs, with a small core faculty, a number of adjuncts, and minimal interaction with the intellectual life of the host university.

Frey’s vision has succeeded beyond expectations. Most Department faculty are involved in one way or another with the program, teaching its courses, advising its students, writing papers with QF faculty and students and participating in the filing of QF patents. Likewise, at the University level, the success has been remarkable, with a multidepartment initiative to hire five new QF faculty and additional faculty lines contributed by participating departments. The result includes a major transformation of the Business school, which has added QF as a focus and is fully participating in this program. Today’s students, 75 strong and growing as new departments come on stream, are motivated and a pleasure to work with. It seems safe to assert that the QF program at SBU performs at a quality level which places it among the leaders worldwide.

An intellectual focus at SBU is towards shorter time horizons. One can think of different market participants, each with their own time scales. Pension and endowment funds might assess the market weekly and rebalance (trade) the portfolio monthly. Many banks and hedge funds assess markets within the day, but rebalance based on overnight (daily) decisions. True high speed traders, who often provide liquidity and make markets for the others, trade in seconds or milliseconds. These figures are subject to change, and always towards shorter time horizons. For example Basel III accords, which regulate risk for regulated banks and set the tone for major hedge funds, are moving to require risk to be assessed intraday.

Between the overnight investors and the millisecond high speed traders, there are three groups. Day traders make their profits on intraday fluctuations and usually exit the market at the end of the day to avoid overnight risk. Buy and sell side firms arrange the purchase and sale of large orders for major market participants, while the trading desks of hedge funds and major banks have a similar role relative to their internal

market. Conflicts of business objectives among these groups account for many features of financial markets. Here we include the cat and mouse game of hiding a large order by splitting in among many smaller ones in widely separated markets, and the inverse problem of integrating the dispersed information to assemble a picture of true actions driving market movements. Likewise the use of dark pools, in which large blocks of asset are traded directly between market participants without going through middlemen or market makers, is driven by the same divergent interests of different classes of market participants.

Major trends shaping the future of the markets and of QF are the increase of speed, i.e., reduced time horizons, reduction of transaction costs, automation of financial services, and the splitting of risk and opportunity into fractions for separate sales. Of course the fundamental driver is the search for profits (alpha) while avoiding risk (beta). Accompanying these trends is an increased use of more complex financial instruments and a securitization or application of DF methods to areas new to these ideas, such as the development of an overnight market for electric power consumption and generation. These same forces shape the intellectual life in the Stony Brook QF program, both in terms of the student courses and in terms of the faculty research.

A startup firm, High Frequency Analytics, with a lead product Avanti, was formed out of this program. Avanti specializes in intraday risk management, which is exactly the target of the Basel III accords. Statistical models which are useful for overnight risk generally have (or should have) heavy tails, meaning that bad things happen “more often than expected” (if simple and inaccurate models are used). Additionally, bad things happen in clusters, somewhat like earthquakes, which often are followed by aftershocks. The statistics of intraday risk has a further feature, long range dependence, meaning that time lag of correlations between events decreases rather slowly (when assessed on a rapid intraday basis). Avanti addresses these issues and has been backtested successfully with out-of-sample tests for frequencies of one minute to one hour.

The history of finance suggests a future with ups as well as downs. The SBU QF program appears to be robust enough to profit from the former and to survive the latter.

Dr. James Glimm is Distinguished Professor and Chair of the Department of Applied Mathematics and Statistics, Stony Brook University. He was the recipient of the National Medal of Science and has served as President of the American Mathematical Society. He has received additional national prizes for his contributions in nonlinear analysis, quantum field theory and computational fluid dynamics.

Dr. Zari Rachev is Co-Director of Quantitative Finance, Department of Applied Mathematics and Statistics, Stony Brook University. He is one of the world’s foremost authorities in the application of heavy-tailed distributions in finance.

by James Glimm, Ph.D. and Zari Rachev, Ph.D. Healthcare Capital Forum

Friday, November 7, 2014

8:00 AM to 11:00 AM 68 S. Service Road, Melville, NY, Lower Lobby

Presenting Healthcare Companies

• Advanced Medical Devices • Anschel Technology Inc. • PAXmed Inc. • Symbiotic Health • Traverse Biosciences

Investor and Industry Panelists

• David L. Calone, Jove Equity Partners LLC

• Delphine Mendez de Leon, Huron Consulting

• Clayton Besch III, Empire State Development

Register Online

http://www.licapital.org/event-908072

Continental Breakfast

Served

LICA Members and Investors: No Charge

Non-Members: $65

THE DIGITAL ECONOMY

26

The following companies were found at the “Long Island Tech Fair” hosted by LaunchPad, Huntington. They are among the thousands of fertile companies that add depth and volume to an ever-growing base of digital products. One of them may well be the next Facebook or Instagram!

Nomorobo is a free service that effectively blocks illegal robocalls and telemarketers from reaching consumers’ phones. Nomorobo employs a technology called “simultaneous ring” that is provided by most VoIP phone companies, that allows incoming calls to be routed to a second telephone line. Nomorobo uses this second line to identify and hang up on illegal robocalls before they can ring through to the consumer. To learn more about Nomorobo, visit www.nomorobo.com.

Aaron Foss is a serial entrepreneur and a leader in the Long Island entrepreneurial ecosystem. He’s a

Techstars alum (NYC 2011) and his prior startup, SideTour, was sold to Groupon this past September. His current startup, Nomorobo, was chosen as the winner of the FTC’s Robocall Challenge. “I actually didn’t even know that robocalls were a problem before I won the FTC’s Robocall Challenge” said Andy.

“But that’s the way my brain works – show me a problem and I have to solve it.” Since launching, it has prevented over 7 million illegal robocalls from reaching consumers. Aaron received both his BS and MBA from the Rochester Institute of Technology.Aaron@nomorobo.com

GhostPost, a new mobile app by Babylon based SynApps, is one of the newest start-ups to hit Long Island. Sibling co-founders Eddie McLaughlin, MD and Tara Jaworski describe their app, GhostPost, as a brand new line of communication. With Ghostpost, users can text or photo message other friends who have downloaded the app, but with a fun twist. Recipients of a message will see all the friends in the group who received a message but won’t know which friend in the group is the sender. The result: users let their guard down and swap embarrassing stories, seek honest advice, and joke about those fleeting thoughts that everyone thinks, but never mention. With GhostPost’s “Claim It” feature users can claim a message they previously sent anonymously. From random throwback pictures to engagement news, revealing a secret crush, GhostPost elevates the excitement of any message because anonymity breeds mystery.

Perhaps the most differentiating feature of the app and the company that built it, is the responsible attention to anti-bullying. With GhostPost any user who reads an offensive message can immediately remove the content with a click of a button. After the successful soft launch to the i-phone store 6 weeks ago, the GhostPost team is now geared up for an aggressive seed round. “Right now we are laser focused on building out reputation, community, and traction” says Jaworski, RPI graduate and 11 year IT Program manager, “but we do have line of sight on how to monetize in the future.” The GhostPost buzz, combined with an impressive co-founder team makes it a start up to watch.TaraJaworski@GhostPostapp.com

DigiTel - Every professional needs to document their work and activities. The key is to do that as quickly and efficiently as possible. Speaking your thoughts is many times faster than self-typing. Our dictation systems let you speak your thoughts and notes, so you can get to your next tasks quicker, while your secretary or transcriptionist turns your words into documents quickly and easily.

DigiTel easily connects to your pc’s USB Port and your Phone Line(s), or use our DigiCloud Call-In Dictation Service. Either way, simply call it and log-in to dictate your notes and reports. Your files are immediately sent to your transcriptionist for typing.

DigiTel’s and DigiCloud’s target markets reach all professions, from medical, to legal, to law enforcement, , to insurance companies, to educational facilities, to general businesses.

We sell directly as well as through dealers. There are over 3,000 installed DigiTel Systems. We offer a 30-day money-back guarantee, which we are proud to say no one has ever taken advantage of... the system is that good!

DigiTel has been in production for over 3 years. The physical hardware is the DigiTel Pod, which is a small box which houses the telephone line interface, voice digitizing

circuitry, and computer usb interface. The DigiTel software controls the Pod and all its functions, and provides the user interface to enroll users and to set various adjustments as desired. As the system developer, I can always answer all questions about my products. And as the system developer, marketer and salesperson, I’m very proud to do it all here in America, specifically on Long Island, for the benefit of American customers.

Andy Braverman, PresidentApptec Corporationwww.DigiTelStore.com/www.DigiTelSoftware.com

ExpertFlyer.com is an air travel information website that provides travelers with information to improve their travel experience and offers unique tools that are simply not found anywhere else. For example, their free Seat Alerts app allows travelers to get out of the middle seat and find a more desirable seat such as a window or aisle. Available for iOS and Android devices, users simply insert their airline, flight number and date of travel and select which type of seat (aisle, window, etc.) or specific seat (14B, 18C, etc.) they prefer, and Seat Alerts automatically searches and alerts travelers when it finds the desired seat.

In addition, its Awards & Upgrades feature shows travelers the exact number of Award tickets and Upgrades available on a specific flight – in real time -- to help them make better informed travel decisions. Subscribers can set a Flight Alert if an Award ticket or Upgrade is not currently available on a specific flight. Other features of ExpertFlyer include Aircraft Change Alerts, Fare Information, Seat Maps,

Mobile Access, Flight Availability and Multi-Day Searching, among others.

Chris Lopinto is the president and co-founder of ExpertFlyer.com and a lifelong Long Islander. A graduate of Rensselaer Polytechnic Institute, Chris established -- and later sold -- Hillcrest Technologies before starting ExpertFlyer.com. He has won numerous awards including making the list of “Twenty Top Techies” by LISTnet in 2007, “Top 30 Under 30 on LI” by the Huntington Chamber in 2009, and the “Top 35 under 35 Young Leaders in Travel” by PhoCusWright in 2010.

In addition, ExpertFlyer’s Seat Alerts app received the “Business Travel Innovation People’s Choice Award” from GBTA, and was a runner-up in the “Sabre Appy Award” which honors products and technology designed specifically for travel agents and corporate travel planners.

Chris Lopinto, President & Co-Founderwww.expertflyer.cominfo@expertflyer.com

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THE DIGITAL ECONOMY

TECH START UPSDreamers, Pioneers and Entrepreneurs

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R2SQ Inc. is an early stage technology startup that specializes in design and delivery of digital information for consumers who shop for sale items at indoor retail environments like malls and supermarkets where there is no GPS signal. The content of the digital information is often related to the products on store shelves that are in certain proximity to the the shopper. The content of the delivered media can be promotional deals such as exclusive coupons or health related information such as the number of calories in a bottle of soda. The same technology platform can be used as a navigation system to guide the shopper to a specific location within the building, i.e. “where is the restroom” or fast food court in this mall? Where is the detergents section in this store?

R2SQ is a hybrid software-hardware which intends to develop and manufacture its own products from ground-up. The main objective of the hardware platform is to provide network connectivity to the front-end sensory devices such as smart-phone or other wearable electronic devices that the shopper might be wearing.

Additionally the same hardware is used for keeping track of the precise location of the shopper inside the store - with the open consent of the user to avoid any violation of privacy. The hardware portion of the project

is currently in early R&D phase and the engineering team anticipates releasing a commercially viable prototype of the system by mid 2016. On the other hand R2SQ’s back-end software system, which is deployed in the cloud, is used for communicating that multimedia rich audio and visual content to the shopper through a simple app like front-end interface. The shopper in return interacts with R2SQ software with hand gestures and voice commands, in real-time, and receives visually rich graphical content in forms of 3D or Augmented Reality. The following is an oversimplified visual representation of data flow between a Smartphone enabled shopper and R2SQ’s datacenter.

Umit.Sami@R2SQ.com

SynchroPET brings a new platform PET Scanner technology (Positron Emission Tomography) developed at Brookhaven National Laboratory, that is smaller, cheaper, and MRI compatible for both human and small animal research, to the healthcare and research markets.

PET Scanners are used for detecting and mapping cancer and neuronal disease in humans. When it comes to researching new drugs, PET Scanners are used in studies on small animals during those drug trials.SynchroPET builds the world’s smallest PET Scanners, enabling uniquely useful devices, including the ability for the scanners to be inserted into an MRI device, enabling simultaneous imaging with both modalities. SynchroPET is the first company to enable this kind of imaging for both the human and the small animal research market. In addition to the PET/MRI insert, SynchroPET has a number of other unique devices:RAT CAP: which is the world’s first awake small animal neuronal imaging device. This device will enable neuroscientists to study neuronal disease without the confounding effects of anesthesia and the ability to monitor behavior while imaging the brain.

WristPET: wraps the human wrist and provides a non invasive input function for a traditional full body PET system- essentially makes all human PET Scanners more accurate and useful.BreastPET/MRI Insert: PET Scanners for the human

breast which are retrofitted into existing MRI’s to eliminate the false positives associated with MRI’s of the breast. Enabling more accurate and earlier detection of breast cancer than anything available today.

SynchroPET was founded by Marc Alessi, an attorney who has concentrated on start up enterprise and early stage finance. He is joined by the COO, David Smith a nuclear physicist and David Hertz an electrical engineer, both of whom have decades of experiencing bringing new devices to market. The company is actively recruiting more talent.

Marc@SynchroPet.com

Roslyn Goldmacher, CEO - Long Island Development Corporation

Funding The New Manufacturing Hybrid-Digital Technology

WHERE’S THE MONEY?

This issue of The Corridor examines the alliance of digital technology with manufacturers and how it is transforming production and, indeed, our Long Island economy. While there are numerous start up companies focusing on this digital world, even the most established of businesses is having to adapt its operations to use digital technology.

What does this mean for financing of these endeavors? Not much. Bottom line is that the same funding opportunities are in place whether the business is focused on or operating via digital technologies or other means. What has changed however, along with this conversion to digital processing, is the variety of funding sources and types available to businesses today. Technology itself has enabled a whole new world of additional financing- the “on line platform for funding”- whether it be crowd funding or other types. In addition to enabling these additional sources of funding for business, digital technology has figured prominently in how one applies for funding and how lenders or investors do their due diligence. Many applications for equity investment or debt financing are submitted on line today. At the very least, one has to be prepared to submit documents and information by email or other digital means. From the due diligence side, applicants’ information is more accessible than ever thanks to technology, including search engines and social media. In fact, one should be ever diligent in monitoring what information goes out. Once out there- whether on facebook or elsewhere in the digital world- it is almost impossible to hide from those seeking information about your company or you.

Types of funding will depend on multiple factors: use of proceeds, type of business, age and success of business, owners and managers’ skills, background, amount of funding, collateral available etc. First, you should determine how much money you need and for what purposes. That will help determine the best source- whether it is equity or an interest only debt facility or term loan. The use of proceeds will also help determine the best type of financing, including the appropriate term (length of time for payback) on a loan. The depth of experience of the owners and managers along with the success of the company (or lack thereof) will influence an investor or lender’s basic decision about whether to participate in the financing. It also makes sense to do some research about the proposed investor or lender before making formal application. If you are looking for a $50,000 financing, it doesn’t make sense to go to a lender whose minimum loan is $500,000. Likewise, if your business is a start up, don’t waste time with investors or lenders who don’t finance start ups.

The traditional sources of financing still exist for the digital technology need of your business. An initial step is to determine if your need is for an investor or a loan. If the former, there are venture capital firms, private investors, crowd funding sites with potential investors, government related equity programs and , of course, the most used- “friends and family.” If the need is for a loan, start with your bank of account seeking a traditional commercial loan product to suit your needs. There are also nonbank lenders including credit unions, nonbank institutions and others. If conventional financing does not suit the situation, try an alternative lender or a government

related program. On the federal level, the US Small Business Administration provides partial guarantees of loans made by banks and others- which can often induce the lender to make a loan it otherwise would not have made. Some areas have financing programs through the US Department of Commerce, Department of Agriculture, and other federal agencies- all designed to provide capital not otherwise available to businesses. New York State has several equity and loan programs available for businesses locating in or expanding in the state. On Long Island, the NYS Targeted Loan Fund is particularly keen on lending to technology related companies-ranging from manufacturers of all types to wholesale/btob businesses involved in environmental, transportation, electronics , computer hardware/software technologies.

A well thought out approach to financing includes an analysis of the need, what type of financing is most suitable and research into what investors or lenders are most likely to meet the needs. Your accountant, attorney, financial advisor, banker and local government economic development staff can help you in this analysis along with some hours spent researching on line. A good result, appropriate to your company’s needs, is more likely if you are well prepared before you approach an investor or lender.

The digital technology world has influenced the world of financing along with your business. It has produced new options for financing and new methods for obtaining that financing. Get to know all the alternatives in your search for business financing and focus your search. After all, you want your search for financing to be as productive as your business operations!

Roslyn D. Goldmacher, Esq. is President/CEO and founder of the 35 year old Long Island Development Corporation, family of economic development entities, providing low cost loans and free counseling and seminars to Long Island businesses. www.lidc.org.

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TIPS FROM THE TOPWhat we look for in a Tech Investment

Michael Lane Entrepreneurs are in constant state of fund raising. First there is seed money to build the business case and get the idea off the ground; then angel money to build the technology, product or solution set; then series a money to prove the model in the marketplace; then series b money to de-risk the business and grow – and sometimes several rounds in between and after! It is important that entrepreneurs are efficient with their time while (1) attracting the attention of potential investors, (2) getting them excited about being part of the opportunity, and then (3) getting through due diligence without impacting the momentum and draining the resources of the company. To make the process efficient, entrepreneurs need to be aware of what investors are looking for, and also be conscious of the fact that if the high level items

on the investor “checklist” are not met on first glance, they quickly move on to the next opportunity. First and foremost investors are looking for an intuitive idea that makes logical sense. Then that idea must be positioned against a very large addressable market. The technology employed behind the product or solution must be grounded in the latest generation platforms (hardware and software) and configured to meet development best practices, particularly around usability, scale, and compliance. Finally, they look for a team that has the knowledge and energy to make the idea come to life.

Mr. Lane is a LICA board member whose long career in financial services with executive positions in firms ranging from information technology and Software-as-a-Service (SaaS) solutions at early stage venture capital-backed companies to large publicly traded enterprises.

The Corridor asked several investors what they look for when choosing technology.Investment strategies range from very carefully investigated within the industry itself to the angel investor, who relies on prima facie evidence. The following words are from among LI’s top investors.

Michael Faltischek,Partner, Ruskin, Moscou, Faltischek “Investment decisions turn not merely on the idea but on the abilities of the people who will bring the idea to a successful business.”

George Likourezos, Esq.In making a tech investment, as an investor, it is important to understand the technology and identify if there any significant barriers to entry. You do not want to invest in a company that has technology which can be easily duplicated or its intellectual property can be designed around by others. Which then leads to asking yourself, prior to making an investment, whether the technology is adequately protected by patents and whether it can be commercialized without infringing the intellectual property rights of others. Another factor to consider

is whether the technology is disruptive. Companies with disruptive technologies often find it easier to get additional financing when needed to ensure the technology is developed and commercialized. As an investor, it is also reassuring to see other investors, during a subsequent founding round, invest in the same company you invested in, but at a higher valuation.

Partner, Intellectual Property Law Firm of Carter, DeLuca, Farrell & Schmidt, LLP and a Board Member, Long Island Capital Alliance

Andrew HazenWhen I am interested in investing in a tech company I look for a business that can easily scale and not require tons of people to fuel its growth.

More importantly, I look at the team; their background (failures/successes) and how they interact with each other. If you invest in the right people then they will ALWAYS pivot and change course if something goes wrong (and something ALWAYS goes wrong) as opposed to investing in a business idea/model that gets thrown a curve ball and now the team is “so-so” and cannot make the most of the situation.

I also try to avoid entrepreneurs who “know it all” and will not listen to others or be open to advice. There is nothing worse than a young close-minded entrepreneur who acts like they have the Midas touch...don’t get me wrong, confidence is important but there is a line between confidence and arrogance!

Mr. Hazen is Founder & CEO of Angel Dough Ventures; Co-Founder of LaunchPad Long Island; Board of the Long Island Angel Network and LISTnet.

Peter GoldsmithPresident, ListNetWhen I invest in a company I look for technology I understand and can see being used, but even more I look for a management team that is passionate and has the will to succeed. They must be driven and will not accept failure, but rather be willing to change to build their business. Having a team of other investors I respect, makes me feel more comfortable and also I know they will be able to give them the advice, guidance & contacts to guide them properly. There are so many startups looking for money, so for me to invest it has to have the whole package in order for me to feel confident.

For further information, please read his profile in this issue.

David CaloneStarting and growing companies requires a hard head and a bit of faith. When we look to start or invest in a company, we first focus on whether the product has the opportunity to disrupt what we believe is a growing or emerging market. We then look at the most important part of the equation – the team that is going to pursue the opportunity. Often, the specific strategy that a company initially launches with is not the one that brings it ultimate success. Having a strong team with industry background allows the company to be aware of new opportunities and to adjust its products as it engages with the market. On Long Island, we created the LI Emerging Technologies Fund with a double bottom line: to uncover promising research-oriented opportunities that are not getting access to the funding they need to make the leap from the laboratory to the marketplace, and to create more small high tech companies so that hopefully some of them will grow to be LI’s future large employers. David Calone is the CEO of Setauket-based Jove Equity Partners. Jove Equity manages five affiliated venture funds that start and build companies around the country, including the LI Emerging Technologies Fund which helps launch companies which are commercializing research created on Long Island.

THE DIGITAL ECONOMY

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Lance UlanoffQuestions9

The Corridor: What’s trending in social platforms for business communications, and what do small businesses need to do now to market themselves socially?

Lance: Besides the big guys like Twitter, Facebook and Linked-In, smaller platforms are important. Young people are using Vine, one of the newer creative platforms, where you put up six-second videos with animation that involve unusual subjects. Businesses are using it to create media content for their brands. With Snapchat, brands can doctor images in ways to propel their brand messages. Thus businesses need to adopt their message in specific ways for each platform. But it shouldn’t be a heavy lift for a small business to be open and try out new ones. Particularly those businesses targeting young people will want to be completely aware of all media options—Tumblr in another top choice—and to actively experiment and see the reaction they get by using them.

Mobile device use is changing. Whereas they used to hand you a company Blackberry, phone or pager, businesses are fine now with BYOD (Bring Your Own Device); that’s okay so long as they use two-factor identification when tunneling into services (i.e., a password sign-in plus a pin code for a second level for authentication).

The Corridor: How should small businesses that market

to businesses rather than consumers keep apace with social media?

Lance: Businesses still rely for B-to-B marketing on proprietary smaller publishing sites and print media. Businesses also need specific social media tools. For industry communications, groups are more tightly organized on Linked In, a primary tool, than on Facebook. Entrepreneurs can launch a new business using widely available tools—such as Amazon and Ebay-- to reach a sizable market without making a heavy investment. Amazon has just introduced a 3-D printing marketplace that entrepreneurs may utilize to buy and sell products.

The Corridor: What wearable devices have you tried?

Lance: I have lots of wearable devices, including Google Glass. Pebble Steel (the second Pebble design) I think is a good example of wearable done the right way; it’s fashionable but has just enough intelligence to be useful. It’s connected to my iPhone so I don’t need to take the phone out of my pocket to get a message. It’s hard to create a single device that will appeal to everyone because fashion is very user specific. Something you wear has to look good so devices need to have many options. And a big hurdle is battery life. Pebble created this watch with a low-powered

display so the charge lasts for five days. (Since this interview took place, Apple has announced a smart watch that will launch in early 2015.)

The Corridor: Where’s the wall now for social media privacy; does anyone still care about privacy?

Lance: I think we care desperately about privacy, but online people should start with the assumption that their digital life is public, so don’t put it out there if you don’t want something known. On Facebook, you have to tightly control the settings, which most people don’t do. The onus is on each person to manage their own privacy. While social media applications do lip service to privacy, everyone is looking to make your information public because your search history and what you shared on Facebook has value to them. At the same time, most people overstate their own importance. Social media cares about you only on a broad demographic level and they aren’t looking to steal from you. They sweep up a lot of data about a whole swath of people so they can target information to sell to you. Contextual ads are so much more valuable than general ads. Early on, the ads had terrible click-through rates so businesses had to discover a better way to target their market.

The Corridor: Do you have advice to someone who may have gone over the top on social media and now wants to rebrand themselves?

Lance: If you do nothing you have a problem. You can go back on Facebook and Twitter and do some cleaning. Or simply go forward, post a lot, refine, overwhelm the searches. Branding is brick by brick—social posts, tweets, and your actual work online.

The Corridor: What do you make of valuations of social applications? Facebook bought Instagram for $1 billion.

Lance: I was worried that they overpaid for Instagram. It set a precedent. You almost never hear of a price under $1 billion now. It’s about the potential growth and eyeballs. Does that speak to the power of social networks and the digital experience, or is it a kind of bubble? I don’t know. We’re in the midst of high-speed change. Everyone sees huge opportunity and doesn’t want to get beat. Companies that have made a lot of money are spending to acquire what they want. We could have a contraction and a pullback or bubble burst, but I don’t see that happening now.

The Corridor: What have you invested in?

Lance: Because I write about technology companies, I’m not allowed to invest in them, and never have done so.

The Corridor: You have said that you don’t believe in print media. Is that so and why?

Lance: I don’t. Take the New York Times, costs go up and circulation goes down. The generation coming up only knows reading online, and they don’t physically write, they type. I grew up collecting books. There’s something romantic about them. It’s not that I don’t have an affection for print but I don’t have a belief in its future. I’ve worked for print magazines and I’ve shut them down.

The Corridor: Final question: Why do you choose to live on Long Island?

Lance: I love our proximity both to the City and to the beach.

Hofstra University graduate Lance Ulanoff is Chief Correspondent and Editor-at-Large for Mashable, a digital news and commentary blog. He and the site specialize in technology and new media—the science, business and cultural angles of the digital world. As Mashable’s Editor-in-Chief from 2011 to 2013, he shaped its growth; today the site has 10 million followers, 30 million unique page views, and has recently begun to report and even break national and world news stories. A keen interest in the “smart home” and robotics are also reflected in Lance’s stories, which might be enhanced with Instagram and Vine videos, animation, comics and other digital tools. In the 80s, Lance was among the first to lay- out newspapers on a Mac; and, in the 90s, helped Ziff-Davis and CMP magazines transition to the web.

Students who participate in FIRST Robotics in 2015 will have access to over $20 million in college scholarships throughout the country. The students describe their robotics experiences as life-changing!

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Visual Computing

Arie Kaufman, Ph.D.

IMAGING

Stony Brook University has had a world class Center for Visual Computing (CVC) for the past three decades. During this time several seminal visual computing projects were developed, including:

1. 3D Virtual Colonoscopy: a technique for colon cancer screening that has been licensed, FDA-approved, commercialized, and has already saved thousands of lives. (See below for details.)

2. The Reality Deck: a 1.5 billion-pixel immersive display, which is the largest resolution immersive visualization facility ever built, enabling visual analytics of big data. (See below for details.)

3. Cube Hardware: architecture for real-time volume rendering, licensed and commercialized as the VolumePro PC Board, enabling 3D medical imaging on PCs.

4. RapidCT: This enables fast, accelerated 3D CT reconstruction in diagnostic imaging, radio-therapy, surgery planning, and electron microscopy at a fraction of the cost of proprietary devices.

5. Real-time Visual Simulation of Flow: Especially for airborne dispersion in rural and urban environments, this methodology supports battlefield training and homeland security, as well as pioneered the use of Graphics Processing Units (GPUs) and GPU-clusters, especially for accelerating visual simulation of flow.

6. 2D Barcode PDF417: Created jointly with Symbol Technologies, this is being used for New York State DMV documents and express carrier’s envelopes, among other applications.

7. Volume Visualization: pioneering volume visualization technologies which enable interactive display of 3D data. The comprehensive volume visualization software, VolVis, with an installed base of over 5,000, has been licensed and forms the basis for state-of-the-art volume visualization software.

8. Volume Graphics: pioneering the area and technologies of volume graphics, which were licensed and used in one of the early flight simulators.

Visual computing is a sub-field of computer science that encompasses the manipulation and display of images, visuals and geometric data using computational techniques. Image synthesis and image analysis are part of visual computing and include many disparate yet convergent areas of computer graphics, visualization, computer vision, user interfaces, virtual and augmented reality, computer-aided design, image and signalprocessing, and medical imaging.

Visualization is a unique method of computing which integrates many related techniques and it typically transforms data and information into visuals, enabling users to observe and query their data or information and see the unknown. Providing unforeseen insight, visualization has revolutionized the way scientists conduct research, engineers design systems, and physicians treat patients.

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Virtual ColonoscopyVirtual colonoscopy (VC) is one the most successful visualization systems ever developed. It employs computed tomography (CT) scanning and volume visualization, and is poised to become the procedure of choice in lieu of the conventional optical colonoscopy for mass screening for colon polyps–the precursor of colorectal cancer. The patient’s abdomen is imaged by a fast low-dose CT scanner. A 3D model of the patient’s colon is then reconstructed from the CT scan by automatically segmenting the colon out of the abdomen, followed by electronic cleansing – computer-based removal of residual material in the colon. The system, running on a PC, allows physicians to interactively navigate through the colon and view the inner surface using volume rendering, with tools for measurements and electronic biopsy, to inspect suspicious regions, as well as painting already-seen areas to help in visualizing 100% of the colon surface. The physician-user interface provides multiple linked views: 2D axial, sagittal and coronal views, a 3D colon model with current virtual position and orientation, bookmarks of suspicious regions, and the colon centerline, volume rendered endoscopic view with the centerline, and a flattened volume rendered electronic biopsy view. Unlike optical colonoscopy, VC is a non-invasive, patient friendly, fast, more accurate, and inexpensive procedure. Research and development of VC at Stony Brook University led to a license to Viatronix Inc. and CT manufacturers (e.g., Siemens) that have installed the VC systems in numerous sites around the world. Millions of patients have been screened, and the lives of thousands of people saved.

The Reality DeckIn 2012 Stony Brook University designed and constructed the world’s largest visual display, called the Reality Deck (RD). The RD is the first tiled display to surpass the gigapixel resolution barrier. It supports more than 1.5 billion pixels in aggregate and is five times larger than the next largest

tiled display in the world. It is built to tackle today’s big data problems, while providing users with 20/20 visual acuity. The uniqueness of this system is further bolstered by its immersive nature, as the displays are arranged in four surfaces, forming a rectangle and providing the users with a full, 360° horizontal field-of-view. The facility provides a visualization space of approximately 33̶×19̶×11̶ high. The RD is an engineering feat, comprised of 416 displays, but driven by a very efficient cluster with 18 render nodes and about 80 GPUs. It is equipped with a 24 infra-red camera tracking system that is used for head-tracking and gestural interactivity. Additionally, applications within the RD take advantage of a high-end positional sound system with 20 speakers and four subwoofers.

This one-of-kind display has already delivered advances in visualization and immersive data exploration. Its research platform offers natural user interfaces designed for intensive big data exploration. More than 30 different applications have been implemented on the RD. As a control center of the future, it offers users gigapixel surveillance and SmartGrid monitoring and control without the need for panning and zooming. The RD simultaneously provides context and details. Development of wide-angle G-pixel cameras for military and civilian applications allows monitoring of an entire city from a single aerial platform. Visualization of supercomputing experiments is possible through large-scale CFD. Other notable applications include medical imaging, such as immersive virtual colonoscopy in the RD, gigapixel telescope data to visualize the Milky Way in super resolution, and visualization of simulations of weather and storm events, which allows the real-time, highly-interactive exploration of advanced circulation simulations.

Dr. Arie E. Kaufman is Distinguished Professor and Chair, Computer Science Department and Chief Scientist, CEWIT.

IMAGING

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LASERSGaSb-based Type-I Quantum Well Diode

Gregory Belenky, Ph.D.

IMAGING

Compact and efficient high power laser sources operating in the spectral region from 2 to 3.5 µm are in demand for various applications. Those include pumping of novel mid-infrared solid-state and semiconductor lasers, pumping of mid-infrared nonlinear wavelength converters, LIDAR seeding, infrared scene illumination, infrared countermeasures, medical treatment and surgery, and spectroscopy. For many of these important applications, a laser source should operate efficiently at high continuous wave power levels at room temperature. Stony Brook University has developed GaSb-based type-I quantum well diode lasers that operate at room temperature in a wide spectral region from below 2 µm to 3.5 µm. The work is supported by in-house semiconductor device development facilities of the Optoelectronics Group. The facilities include Molecular Beam Epitaxial system, Class 100 clean room, advanced device characterization setups and complemented by device modeling software. High power lasers and their arrays as well as single mode and distributed feedback lasers with world record performance parameters were designed and fabricated.

Success in development of diode lasers operating at wavelengths above 2 µm is based on the fact that besides the intensification of the Auger recombination processes, the narrowing of the laser active region bandgap leads to the reduction of the density of states [1]. The conduction band effective mass near the band edge is directly proportional to the material bandgap while the in-plane valence band effective mass scales down with the compressive strain and quantum size effect. Since the transition matrix element does not show pronounced energy dependence in the diode laser wavelength operation range, the transparency and threshold carrier concentrations scale down with increasing wavelength. The probability of the spontaneous radiative recombination scales down quadratically with bandgap narrowing. Taking into account all these factors SB scientists developed the design of novel mid-IR lasers with high gain and low threshold current.

The breakthrough in the mid-infrared GaSb-based type-I QW diode laser performance was achieved after the quinternary AlGaInAsSb alloy was introduced to replace quaternary AlGaAsSb as a barrier material improving the carrier and optical confinement in the device active region. Metamorphic growth technology yields high crystalline quality materials with reference lattice constant becoming the design parameter further advancing

the band engineering capabilities. Finally, efficient cascaded injection in GaSb-based lasers can be implemented using broken gap band alignment between GaSb and InAs. Efficient interband tunneling at type-III interface requires neither high doping nor large reverse bias. Application of the cascaded injection scheme to type-I QW GaSb based lasers makes it possible to combine the advantages of the electron recycling and high optical gain of type-I QWs [2]. The cascade pumping scheme can address a fundamental challenge in the design of a mid-infrared diode laser heterostructure. It offers an efficient way to minimize the quantum well threshold carrier concentration and thus lessen the adverse effect of the Auger recombination on laser parameters. Series connection of multiple gain stages helps to improve the optical confinement factor. Minimization of the threshold current, reduction of its temperature sensitivity and multifold increase of the device internal efficiency are key factors making the cascade pumping an enabling design solution for high power efficient lasers.

Currently GaSb-based type-I quantum well cascade and standard type I diode lasers operate in continuous wave regime at room temperature and demonstrate watt level output power. This technology has already served many important applications and recent breakthroughs achieved after introduction of the cascade pumping scheme opens new opportunities.

References[1] G. Belenky, L. Shterengas, G. Kipshidze, T. Hosoda, J. Sel. Top. Quantum Electron. 17, 1426 (2011).[2] L. Shterengas, R. Liang, G. Kipshidze, T. Hosoda, S. Suchalkin, G. Belenky, Appl. Phys. Lett. 103, 121108 (2013).

Gregory Belenky is Distinguished Professor and Head of the Optoelectronic Group of the Department of Electrical and Computer Engineering. His research interests include physics of two-dimensional structures and physics and design of photonic devices.

Leon Shterengas is an Associate Professor in the Department of Electrical and Computer Engineering. His research is focused on development of novel mid-IR photonic materials and devices.Department of Electrical and Computer Engineering, Stony Brook University.

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For more than 25 years, our HR outsourcing solutions have helped Long Island business owners steer clear of these risks while giving them the fl exibility they need to grow their companies. Plus, we are one of only a select few in our industry to receive ESAC accreditation – a mark of fi nancial security, operational stability, and overall quality.

Our solutions include:

In 2015, there will be:

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Cyberattacks aren’t the only risks your company faces.

Learn more about how we can help your business. Visit www.alcotthr.com or call 631.420.0100.

Protect your company by partnering with Alcott HR.

• $400 million in fi nes paid by U.S. companies for HR issues

• 7,000 wage and hour lawsuits fi led by employees

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All companies, no matter how small or large, should be concerned about the security of the information they create, collect and consume as part of their day-to-day operations. That’s because no organization is exempt from data loss and theft. Individuals who want to steal your information do not care who you are, how big your company is or what products and services you sell; all they care about is getting your data and using it for their personal gain.

In the most recent Identity Theft Resource Center, small- and medium-sized businesses reported more incidents of data theft than other types of companies. While the volume of records stolen are typically fewer than 20,000, these losses are just as damaging to these smaller businesses as the big security breaches you read about in the media.

The problem many smaller companies face is that they either are not concerned enough about security to make a concerted effort to protect their data; they do not have the time or resources to undertake a security initiative; or they do not know how to start implementing one. The steps below will help guide your company through the process of creating a security program that protects your valuable information.

Step 1: Envision your security policy. In order to secure your information, you must first have a vision of how you want to protect your organization’s information. A general policy can be as simple or complex as your organization requires based on your industry, clients, vendors or regulations. This policy will be your guideline when creating the procedures to ensure you take the proper steps to secure your information.

Step 2: Identify your information.Individual companies – and even individual departments – store and maintain different types of information. This data can be related to such things as clients, employees, human resources, payroll, benefits, intellectual property and other areas.

Think about what pieces of information, if released to the general public, would be a liability to your organization. That’s the data you need to protect. You also need to evaluate how this sensitive information can be released. Do you let people email critical data? Do you allow employees to use thumb drives to copy files and take them home? Do you use services like Dropbox or Google Drive? Each of these mediums can provide a path for the release of confidential information.

Step 3: Classify your information assets.Different types of information assets need to be protected differently. Thus, properly classifying your data is essential to properly safeguarding it. As your company reviews the information it uses, create a classification grid to keep track of everything. A sample grid is provided below:

Peter Rothman, CPA, CITP, Chief Information Officer at Alcott HR

Steps to BetterData Security5

Classification Type Guideline Asset Type Examples

Prohibited

Confidential

Unrestricted

The above is a simplistic example; your classification grid can be as detailed as necessary for your data and your regulatory requirements.

Protection of this information is required by law or would cause harm to the organization if made public.

Information that may be shared with business partners based on contractual relationships.

Any information that is created for public use and disbursement.

Employee personal- or health-related information. Company financial information for public companies, trade secrets.

Contractual terms, payroll data shared with payroll providers, health care data shared with healthcare providers.

Published marketing materials, general business correspondence.

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Step 4: Review your information and place it in categories.Creating a simple table of information segmented by category will help you keep track of your data and develop the right types of policies and controls.

Your table should be as detailed as necessary to ensure proper policies are implemented and maintained. Please note that email is not a type of information; rather it is a means of communicating different types of information.

Step 5: Design your policies and controls.There are many types of policies your organization can implement, including:

•Antiviruspolicy •Emailpolicy •Acceptableusepolicy •Bringyourowndevice(BYOD)policy •Workfromhomepolicy •Andmanyothers

These policies will define the types of controls you implement in your environment. For example, an email policy may state that no one is permitted to send a Social Security number in an email or attachment that is not encrypted; a BYOD Policy may allow employees to use personal smartphones for business purposes but prohibit storing organizational data on them; and an antivirus policy may require all your employees to use specified software on their personal computers and mobile devices.When it comes to information such as social security numbers, phone numbers and other regulated information, your policies should include some kind of data encryption both when the data is on your servers (at rest) or being transmitted to another individual or organization (in transit).

Conclusion.There are many critical facets of data security, including policies, procedures, controls and monitoring techniques. But just as important is having the proper understanding – of the value of your information, how it is used, who uses it and where it is accessed from. This perspective will help you design the proper policies, procedures, controls and techniques for your organization, ensuring that your information will remain secure and your business can remain successful.

It is important to understand that the method of storage and communication should not be confused with an asset type. For example, email can contain both prohibited and unrestricted content.

Information

Health care

Payroll

Trade secrets

Sales collateral

System backups

Server logs

Voicemails

Prohibited Confidential Unrestricted

XX

X

X

X

X

X

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It is common for engineers who are hired to design new systems, circuits, etc.; invent new products, electrical devices, chemical formulations, etc.; or oversee pre-existing systems, projects, etc. to be required to sign an employment agreement agreeing to assign their inventions to their employer. These agreements are generally broad to cover inventions which are outside the scope of the employee’s or consultant’s job description but are reasonably related to technologies or areas of research the employee was hired to innovate or manage.

Investors should be diligent when investing in a company, especially an early stage company, to ascertain the intellectual property is owned by the company or licensed from an entity that is the true owner. The listed inventors on the company’s pending patent applications or patents (as well as current and former colleagues) should be interviewed or investigated to determine whether they previously worked for a company or institution that may have an ownership claim to the intellectual property. This is especially important when one or more inventors are former professors, research assistants, engineers, consultants, etc. of companies or academic institutions.

For example, an inventor may have performed his initial research at one academic institution; performed the experimentation at another academic institution which filed the patent application; and commercialized the invention by founding a company which licensed the now issued patent application from the second academic institution. It is possible that the first academic institution has ownership rights to the patent and is entitled to royalties as well. If it does, the first academic institution can license its patent rights to anyone, including competitors of the inventor’s company.

To lessen the chances of such outcomes, investors, officers, and directors should have legal counsel review employment and consultant agreements to ascertain if third parties can make a credible ownership claim to the intellectual property. Where the intellectual property has an identifiable assignee or owner, the assignee should be able to trace the ownership trail back to the original inventors who made the original assignment, and also be able to ensure that all former assignees were assigned all rights from their respective assignor (valid chain of title).

If investors, officers, or directors of a company disregard the possibility that employment and consultant agreements may exist, they may invest their time and money in a company which does not own the intellectual property; often the most important asset of a technology company.

Company officers and directors, including investors, should also be aware that even when there is no written employment or consultant agreement

between an inventor and a former employer, the former employer may own rights to pending patent applications and patents under a doctrine known as “employed to invent.” That is, if the inventor was hired by the former employer for the inventor’s inventing or designing skills, or was hired to create an invention, or was hired to improve the company’s innovative technology, the former employer would own all rights to the inventor’s subsequent inventions described in the pending patent applications and patents. This doctrine is derived from a US Supreme Court ruling that stated, “One employed to make an invention, who succeeds, during his term of service, in accomplishing that task, is bound to assign to his employer any patent obtained.” United States v. Dubilier Condenser Corp., 289 U.S. 178 (1933)

It is also worth mentioning that courts have also held that the employer may also have a “shop right” to use a current or former employee’s patent, even when the employer does not have any claim to ownership to the patent or other intellectual property. The employer may have the right to use the invention on a non-exclusive, non-assignable, royalty-free basis. That is, the shop right entitles an employer to use, without charge, an invention patented by one of its current or former employees without liability for infringement. The courts have acknowledged the existence of a shop right due to the employer’s presumed contribution to the invention through the use of the employer’s facility, equipment, time, employees, and/or materials.

In brief, it is prudent to investigate to determine if others may have ownership claims and non-exclusive use rights to patents and other intellectual property, and that the current owner of the intellectual property can trace its ownership back to the original assignee. George Likourezos, Esq. is a partner at Melville-based Carter, DeLuca, Farrell & Schmidt, LLP, the largest intellectual property law firm on Long Island with over 45 patent attorneys. Mr. Likourezos’ law practice is focused on trademark and patent law, with a concentration in the following technologies: wireless communications, sensors, electromechanical devices, cybersecurity, and home automation. He advises Fortune 100 companies, mid- and large-cap companies, investors, and early stage companies on intellectual property issues; writes and files patent applications with the US Patent and Trademark Office and foreign patent offices; and prepares clearance/freedom-to-operate, non-infringement, and other legal opinions. Mr. Likourezos is on the Board of Directors of the Long Island Capital Alliance (LICA), a member of Touro Law Center’s Alumni Advisory Council and Institute for Business, Law & Technology (IBLT), and on the Boards of several technology companies. He is a regular contributor to The Corridor and can be reached at:glikourezos@cdfslaw.com or 631-501-5706.

It is not always apparent who the owner of an intellectual property portfolio is. Typically, new technologies and innovations are discovered or invented after two parties have entered into an agreement, such as an employment or consulting agreement. These agreements almost always have a provision requiring one party (such as the employee or consultant) to assign any inventions, i.e., the corresponding intellectual property, to the other party (such as the employer). Typically, employment or consultant agreements are signed before the employee or consultant begins working under the terms of the agreement, and hence, before an invention is conceived or created.

By GEORGE LIKOUREZOS, Esq.

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NYIT STUDENTS ARE BRINGING GREEN ENERGY TO THE 71-YEAR-OLD AIRCRAFT CARRIER, INTREPID.WE’RE OUT THERE. JOIN US.

Students at NYIT’s Schools of Engineering & Computing Sciences and Architecture & Design designed a state-of-the-art green energy hangar for the Intrepid Museum. Using sustainable wind and solar energy, this historic aircraft carrier will continue to serve its country by reducing its carbon footprint on our environment. NYIT is committed to helping students prepare for the careers of the future and contribute to the community even before they graduate. We’re honored to be part of the Intrepid’s new era. Take the first step in changing your world. Visit nyit.edu or call 1.888.344.9851.

NEW YORK INSTITUTE OF TECHNOLOGYnyit.edu

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NYIT STUDENTS ARE BRINGING GREEN ENERGY TO THE 71-YEAR-OLD AIRCRAFT CARRIER, INTREPID.WE’RE OUT THERE. JOIN US.

Students at NYIT’s Schools of Engineering & Computing Sciences and Architecture & Design designed a state-of-the-art green energy hangar for the Intrepid Museum. Using sustainable wind and solar energy, this historic aircraft carrier will continue to serve its country by reducing its carbon footprint on our environment. NYIT is committed to helping students prepare for the careers of the future and contribute to the community even before they graduate. We’re honored to be part of the Intrepid’s new era. Take the first step in changing your world. Visit nyit.edu or call 1.888.344.9851.

NEW YORK INSTITUTE OF TECHNOLOGYnyit.edu

Who OwnsYour Invent ion?

Gerard Hiner, Webair Business Development Manager, seen in their state-of-the-art Data Center in Garden City.

The Cloud Lives on Long Island

When it comes to redundant power options, cost-effective, robust data center space and ample capacity, Long Island actually outperforms the highly constrained downtown New York market in all categories. Likewise, today’s Long Island businesses no longer have to be burdened with going to unfamiliar, big box providers like Amazon Web Services, Microsoft Azure or others in order to secure reliable cloud and managed services. The robust, tangible infrastructure, technical support and personal attention businesses need are in our own backyard. Webair, a Cloud Hosting and Managed Solutions provider on Long Island, offers these critical resources. After all, your business thrives on Long Island, so why should your provider be thousands of miles away?

Long Island Data Center for Cloud and Managed ServicesBecause businesses have different requirements when it comes to hosting their mission-critical infrastructure, selecting a data center provider with cloud and managed services that meet specific needs is key to succeeding in today’s evolving and increasingly competitive business landscape. With over 16 years in the business, Webair has brought to Long Island a one-of-a-kind data center, NY-1. The data center offers an ideal home for customized Colocation, Private, Public and Hybrid cloud solutions, Cloud Storage, CDN, Managed Services, and more to companies of all sizes. The company also maintains data center facilities in Los Angeles, Montreal and Amsterdam.

“What NY-1 means for the business community on Long Island is that organizations are no longer forced to rely on costly remote locations or large providers for their mission-critical infrastructure, cloud and managed services needs. With NY-1, they gain better performance, technology and flexibility with the added convenience and peace of mind that comes with having a reliable provider just a short drive away,”

explains Michael Christopher Orza, Webair’s Chief Executive Officer and Founder. “What we have done is to harness the unprecedented potential of Long Island in our state-of-the-art data center to allow businesses affordable and easy access to these necessary resources with a completely personalized service.”

Businesses must additionally consider increasing regulations and compliance mandates, selecting only data center facilities that maintain strict adherence to the highest security standards. Redundant power and competitive Service Level Agreements (SLAs) to ensure maximum uptime, as well as scalability to accommodate future growth should also be top of mind. Compounding the requirement of flexibility is businesses’ need for direct access to a comprehensive portfolio of proven cloud solutions and managed services, as well as a carrier-neutral facility, which allows for interconnection between multiple telecommunication carriers and/or colocation providers.

NY-1Webair’s NY-1 maintains multiple fiber entry points and offers connectivity from eight diverse carriers. To best serve the region, Webair’s network directly connects with Cablevision, and Verizon. Meaning any connections from residential FiOS or cable modems to Webair’s servers or data center connect directly without having to pass through slower Internet backbones. The company also owns and operates its own IP network via multiple Tier-1 providers and direct peering. Having its own redundant dark fiber ring that connects NY-1 to major exchanges in 111 8th Ave. and 60 Hudson St. in Manhattan, serves to extend customers’ connectivity options to over 1,000 networks located in these locations. Customers also gain direct access to trans-Atlantic fiber landing points on Long Island that lead East to Europe at lower latencies than those in Manhattan, as well as a comprehensive ecosystem of

Long Island is one of the most interconnected locations in New York and surrounding areas. Businesses benefit from direct access to virtually every major fiber provider as well as a wide variety of Manhattan bypass routes and trans-Atlantic routes to Europe. As a Long Island or New York-based business, you no longer need to consider Manhattan and Northern New Jersey as your only viable options when selecting a suitable location to host your digital assets.

44(continued on p53 )

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Last night some of your neighbors did not get a good night’s sleep. It happens on

Long Island more than you think. Last year, we provided over a thousand people

with shelter and served over 400,000 meals. But it isn’t easy. We need your help.

Give your time, give your gently used items, give what you can. It feels good.

Serving hungry and homeless Long Islanders with dignity, respect and love.516.486.8506 | www.the-inn.org

Ad created and donated by the EGC Group, Melville, NY. Advertising media donated by Newsday.

Huntington Village Innovation District

Tech Firms Cluster around LaunchPad Hub

Launchpad Huntington, a business accelerator and event space that was created and is run by entrepreneurs, now serves as Huntington’s hub, clubhouse and gathering place. It has, in a short time, become a magnet for tech industry professionals, serving both as a premier venue for start-up oriented events and as a collaborative workplace for like-minded entrepreneurs and tech community leaders. Last month, it was host to over 700 visitors who attended LI TECH DAY, an expo that exhibited startups.

Professionals frequent the conference facilities, co-working spaces, nightly meet-up conferences and CEO/Venture Capital “Fireside Chats.” I often find young entrepreneurs chatting with seasoned professionals about new ideas, and getting some free advice.

We have identified more than 30 tech-ready offices for technology companies to move into, in close proximity to Launchpad Huntington. We are working on numerous programs, venues, resources, economies of scale and other initiatives to benefit these companies. Planting

the seeds and hoping to attract start-ups and small businesses, we expect a bloom of entrepreneurial density that has never existed before on Long Island.

Huntington’s Innovation District, similar to ones in Boston, Boulder and Seattle, will be a vibrant collaborative environment that stimulates innovation and synergy as an important driver of LI’s Tech Economy. It is designed to reverse the “Brain Drain,” retain companies, attract new ones, and focus resources, capital, economic-development and industry initiatives on Huntington Village.

This surely will be a place where young, skilled, talented tech workers can live, work, and thrive.

To learn more go to http://www.affinityworkplace.comJonathan C. Rudes is Senior Vice President of CRESA Long Island. He has created accelerators, incubators and Technology Districts all over North America. Contact him at jrudes@cresa.com, 631-424-4888 x305.

Creation of an Innovation District in Huntington Village, Long Island, presents a great challenge as well as a great opportunity that will take a well-planned, coordinated effort. At its core, the district needs be a collaborative cluster of tech companies, run by people who actually live the entrepreneurial life.

by Jonathan C. Rudes

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Signal Processing: The Ubiquitous Stealth Technology

Signal processing is a field of activity that primarily derives from mathematics and engineering. With it, one aims at understanding acquired signals, modifying them, or extracting information from them. Signal processing has been vital not only for the advancement of science and engineering but also for the development of innumerable technologies. Communications, consumer electronics, medical diagnosis, astronomy, geophysics, scientific instrumentation, to name just a few, would not be where they are today without signal processing. Some call signal processing a stealth technology because it is always there in the background, quietly doing its job. It allows for recognizing objects in images, understanding patterns in biomedical signals, making human-computer interaction a reality, and predicting weather with high accuracy.

In todays’ world, we are all connected to cyberspace, and use smart phones to send emails, read the news or to listen to music. None of this would be possible without signal processing. When an email is sent wirelessly, it has to be converted to an electrical signal. Before transmission, the formation of the signal has to undergo processing. Similarly, when the email is received by the antenna of the receiving smartphone, the signal has to be processed again and converted to a text that is carried by the signal. When we go to a supermarket, at the checkout the products we purchase are scanned by a barcode reader. The reader acquires optical signals while scanning the barcode and processes them so that the information in the barcode can be pulled out and used. While we fly on an airplane, numerous signal processing tasks take place in the plane’s hardware so that the flight is safe and comfortable.

Science without signal processing would often be impossible. For example, in a quest to extend humanity’s understanding of the universe, radio astronomers probe the universe’s edge by scanning the skies, exploiting signal processing techniques. These techniques allow for simultaneous acquisition of signals from multiple directions, creation of radio images of high resolution, isolation of weak images from celestial sources, and reduction of distortion in incoming signals. Very recently,

researchers have thus detected an exoplanet. Though similar in size to the Earth, it orbits its host star in only 8.5 hours. New projects where signal processing is of key importance include the search for gravitational waves (predicted by the general theory of relativity) and the study of the universe in its very early stages, up to about 400 million years after the Big Bang.

The beginnings of signal processing can be traced back to 17th century numerical analysis techniques. More recently, in the years of World War II, there was a need to process weak radar and sonar signals, and the work of Norbert Wiener and Steven O. Rice laid out the foundation, leading to the annus mirabilis of signal processing in 1948. Then modern methods for

spectrum estimation were introduced, error correcting codes were invented, audio engineering received high recognition, and Claude Shannon published his “A mathematical theory of communication.” This was also the year that the transistor was announced and the first stored computer program was demonstrated. These two technologies have since been the engines of the explosive growth of signal processing.

In the 1950s, signal processing played a central role in audio engineering and telecommunications to deliver high quality sound and increased transmission capacity. Stereo records were introduced, all components of an audio system were improved, new types of modulations were invented, and the first commercial transmissions of computer data over phone lines were achieved. At the same time, seismic data analysis stimulated the design of the first digital computer for seismic signal processing.

The 1960s saw a rapid increase of computer use in science and engineering. Inventions in speech processing contributed to development of methods for speech compression, recognition and synthesis. In 1965, James Coley and John Tukey proposed a computer algorithm known as the fast Fourier transform (FFT). In the 2000 January-February issue of Computing in Science and Engineering (published by the American Institute of Physics and the IEEE Computer Society), the FFT was voted to be in the “top 10 algorithms with the greatest influence on the development of science and engineering

Dr. Petar M. Djurić

48

in the 20th century.” Not only was this achievement influential in general, it was also crucial in propelling many specific fields to unseen heights. The Fourier transform (named after the French mathematician Jean Batiste Joseph, Baron de Fourier), allows for transformation of signals from one to another domain (for example, from time to frequency domain). With the transformation, one can study signals and better understand them, improve their quality, suppress noise, and extract relevant information. With the algorithm, one can make many complex methods that rely on the Fourier transform practical in the real world.

Consumers became more aware of signal processing in the 1970s and 80s. The first personal computer appeared, videocassette recorders and then videodisks were marketed, and automatic teller machines were introduced. A toy to teach a child how to spell was introduced. Historical audio recordings were successfully restored. The CD player, one of the most popular products, was announced. Its technical features were based on the latest signal processing software and hardware. At the same time, image processing took off with applications in fax machines, camcorders and medicine. Telephony increased the use of satellites due to the invention of echo cancellers. This period was also a defining time for signal processing hardware, when single-chip signal processors and later the first single chip digital signal processors were introduced. The first photographs from the surfaces of Venus and Mars caught the public’s attention across the world. They could only be obtained by signal processing techniques like encoding, reconstruction and enhancement.

The last decade of the last century continued to witness progress. With the advancement of computers and plunging computing costs, researchers could tackle most difficult problems. Mobile communications emerged and cellular phones took an important place in the lives of ordinary people. Recording, processing, transmission and reproduction of audio were done by digital methods, with new standards for efficient coding and compression to meet the higher demands for bandwidth and storage. All this technology had great commercial success. The film industry switched from analog to digital formats. By the end of the decade, digital cameras were sold by all major manufacturers.

The new century brought us the smart phone, Google and Big Data. We became even more interconnected and overwhelmed with information and data. It goes without saying that these trends have further emphasized the need for signal processing.

The electrical power industry has started a major modernization with the goal of creating “smart grids.” They are envisioned to be more efficient and reliable and they require the use of acquired analog or digital information. At the center of these operations is signal processing, as it is exploited in both signal acquisition and information extraction and interpretation. Nowadays, doctors can

perform surgeries even if they are not physically with their patients. They rely on robot surgical systems, which in turn depend heavily on signal processing.

The Google Self-Driving Car caught the attention of the public with its ambitious goal of developing technology for autonomous cars. These cars are equipped with light radar systems and lasers, which collect data used to create 3D environmental maps that are combined with high resolution maps used for driving. It goes without saying that at the core of these operations is signal processing. Lately, unmanned aerial vehicles, also known as drones, have been in the news. We are witnessing a race between Google and Amazon to develop drones for delivery of small packages, where, again signal processing plays a central role.

Big Data Big Data is one of the main buzz-words in the data science community. It refers to our inundation with information from the Internet and global-scale information. The main challenges of big data involve information mining and analysis from huge volumes of data, curation and storage, as well as sharing and visualization of information. Signal processing is the natural workhorse for most of these tasks and it is expected that its tools and practices will be modified and developed in response to the challenges. Modern signal processing is also heavily used in problems related to microarray analysis for interpreting DNA, RNA, and protein microarrays data. The Holy Grail is to understand from the data the overall state of a cell or organism.

The Internet of ThingsOther trends of signal processing include computational imaging, where the computation plays an integral role in the image formation process. Signal processing over networks is another active area, with an interest in understanding how agents in a network learn from their neighbors and how information diffuses over networks. This research is propelled by the commercial development of wireless sensor networks and the Internet of Things. The former are used for monitoring physical and environmental conditions, and the latter is composed of things (objects) that form an Internet and interact with each other in a cooperative manner to achieve common goals. Applications of these efforts include industrial process monitoring and control, eHealth, security and emergencies, retail, agriculture, animal farming, and in general, creation of smart cities.

In summary, the increased dependence of humanity on computers and the information harvested by sensors place signal processing in an ever more important position, and the field should continue to progress with leaps and bounds.

Petar M. Djurić, Ph.D., is a Professor in the Department of Electrical and Computer Engineering, Stony Brook University. He has served on numerous technical committees for the IEEE, and is in demand as a guest lecturer worldwide.

49

Think LEAN.Medicine for Manufacturing…

More often than not, LIFT is faced with a tough predicament when implementing lean manufacturing techniques at factories: manufacturers are being absolutely choked by their new MRP systems. Maintaining teams of people dedicated to assisting with the MRP system is not helping the factory’s bottom line. Originally introduced to help take the human element out of scheduling, product movement, and ordering, MRP systems are often one-size-fits-all solutions that may require elaborate workarounds in order for a business to operate properly. Handling these tasks can be cumbersome for someone running a traditional manufacturing business and can add up to hundreds or thousands of transactions per day. Traditional manufacturing equates to big batch production and with big batch production comes many scheduling points, huge inventories, traceability issues, and the daunting task of coordinating product movements.

At face value, MRP may seem like a perfectly viable solution. While a computer-controlled MRP system will handle all the things that have left heads spinning in a factory’s production control department, MRP systems tend to be rigid and unable to bend around ever-changing schedules and, more importantly, the nuances of a particular business. Initially, the MRP must be fed every operation, part move, production step, outside process, in process inspection, and final inspection. Not all parts go through the same processes, even some of the same parts may not get the same treatment for different customers. This is an incredibly daunting task and often takes months or years to accomplish, not to mention that manufacturing breeds exceptions upon exceptions.

Prior to implementing a new MRP system, certain questions should be asked, such as: Once it is up and running, will it be necessary to hire someone, multiple people or a new team to assist with the MRP system? What happens when processes are changed? Can changes be made to the system on the fly? Will the addition of this system help grow the business or do the opposite? When will a return on the MRP investment be realized?

While every system has its place in business—computers are able to track the millions of transactions that are needed every year—careful analysis should be completed before implementing such a system. Other questions to consider include: Why are there so many things to keep track of? Why can’t we eliminate what is causing all of the transactions? Can we minimize what we need to keep track of?

Sometimes, modern businesses are so interested in a high-tech, state-of-the-art solutions, they lose sight of the fact that they are a manufacturing business. Time that should be spent on the manufacturing business—the source of revenue—should not be wasted on the support systems.

Implement Lean, Before Making Any Move to MRPIt is very prudent to explore lean manufacturing in your factory before you

purchase the latest MRP system. Lean techniques drastically simplify workflow and scheduling and can be extremely flexible and versatile. These attributes will inevitably make the transition to MRP much more palatable—assuming a complicated system is even needed after full lean implementation. Many case studies have proven that after lean implementation, the MRP systems were eliminated or scaled back to handle long-term planning and materials management. The ever-changing, day-to-day manufacturing schedules are handled with ease by simple, lean load leveling techniques.

There are many facets to a true lean enterprise. However, one key tool that can simplify a business, so that the support of a complex MRP system is no longer needed, involves implementing cellular manufacturing and one-piece-flow. Cellular manufacturing lines up all the machines, processes, and inspection steps that are needed to make one single piece. That one piece is processed until it is complete and ready to be shipped. The cell only makes exactly what the customer orders, eliminating large batches of incomplete parts and all of the tracking that is associated with batches. Eliminating batch production also removes the wait time between machines, departments and processes. All that is left is the exact known time it takes to actually produce one part, from start to finish. Therefore, the total lead time to the customer for the entire order is simple math: x minutes for y parts. Complex scheduling systems are not needed. Small inventory buffers to minimize bottlenecks are constantly being adjusted as more is learned about production. All processes are close and contained within the cell so there is significantly less variation and fewer unknowns that often plague companies producing in a batch fashion. Lean preaches simplicity—all scheduling for the cell can be done on a whiteboard at the machine.

While this practice requires a shift in mindset, it is very simple in theory and easily implemented with the proper training and forethought. Once a company has been successful with Lean, a simple, very high-level planning system may be considered, in lieu of a complex MRP system, which has bells and whistles that could convolute the end goal a business is trying to accomplish: concentrating on manufacturing, the heart of the business.

Whether or not you decide to go forward with an MRP investment, it makes sense to consider lean manufacturing practices first. It is much simpler to transition a lean manufacturing company. There is a simple, smart way that may work for your business: Lean.

Contact jfusaro@lift.org for further information. The Long Island Forum for Technology (LIFT), in Bethpage, is a non-for-profit economic development organization that collaborates with New York State agencies to foster an environment of technology innovation and business growth, and is designated as the NYSTAR® Regional Technology Development Center for Long Island.

If you are one of the many manufacturing companies interested in maximizing and growing your business with a new MRP system, you may want to consider implementing lean manufacturing before making such a large investment. (Material requirements planning –MRP- is a production planning and inventory control system used to manage manufacturing processes.)

by Joseph C. Fusaro, Jr., Project Manager, LIFT

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EDUCATION

The $2.4 million project, funded in part by a U.S. Department of Commerce Economic Development Agency award of $1.203 million in public works funds, is a rehabilitation of an existing facility at NYIT’s Old Westbury Campus. The renovated facility will offer an entrepreneurship program and house a small business accelerator, a collaborative maker space, a 90-seat smart auditorium with videoconferencing capability, meeting and lecture rooms, research and training labs in cybersecurity, bioengineering and energy. The overarching goal is to foster and assist business creation and growth in the region’s high tech sectors, create 65 new jobs, and leverage $425,000 in private investment. Additional funding for the Center was provided by a $400,000 New York State economic development grant from Empire State Development (ESD).

“The ETIC is the realization of a vision that will transform NYIT to a source for talent and ensure greater competitiveness for Long Island and the broader metropolitan region,” said Nada Marie Anid, Ph.D., dean of the NYIT School of Engineering and Computing Sciences, who is behind the project.

MEETING REAL-WORLD NEEDS OF OUR REGION The Dean’s Executive Advisory Board, made up of prominent members of industry and the venture capital community in the high-tech field, played a significant role in the ETIC development, determining its focus areas and reviewing plans to create programs that meet industry workforce demands and projections. As such, the ETIC will support regional economic development by focusing on the three critical areas: IT & Cybersecurity; Bioengineering, Medical Devices and Health Analytics; ad Energy and Green Technologies.

TAKING ON INNOVATION AND ENTREPRENEURSHIPTwo key NYIT initiatives are designed to support these industry-academe linkages in relation to the new ETIC. The first is an Industry-University Innovation Program, which links existing industries and businesses to university talent and resources, leading to applied faculty research that is relevant to the local and regional economy, and key skill sets ensuring the seamless transition of students from the classroom to the workforce. The second is an Entrepreneurship Program - Turning Ideas into Companies, which provides training for local entrepreneurs and startups to test ideas, leading to the creation of new viable companies.

To support these two initiatives and to speed the innovation process from laboratory to market, NYIT plans on expanding many of its educational programs and facilities over the next five years, including the ETIC.

“The ETIC is creating a paradigm shift in the way higher education is tied to economic growth and enhances existing programs at NYIT by infusing modern engineering tools and inventions in the classroom,” says Rahmat Shoureshi, NYIT Provost and Vice President for Academic Affairs. “Its principal role is to be a conduit for strategic partnerships between industry, entrepreneurs, venture capital/angel investors, on the one hand, and academia and the workforce on the other hand.”

This fall will also bring a new high-tech sputtering system, used to create thin-sensor films for the electrical and medical fields, to NYIT-Old Westbury. Funded by a $230,000 National Science Foundation Major Research Instrumentation Grant, the system will be made available to local universities as well as to NYIT students and industrial partners.

New York Institute of TechnologyUnveils New Entrepreneurship and

Technology Innovation Center

This fall, the NYIT School of Engineering and Computing Sciences will unveil its Entrepreneurship (ETIC) and Technology Center: an exciting new facility whose mission is to consolidate and expand the school’s industry-academic partnerships, foster innovation, and promote collaborations between industry, the academic community, professional organizations, and government.

52

EDUCATION

“This cutting-edge technology will provide our faculty and students invaluable hands-on educational and research opportunities at the interface of engineering and medicine at both the undergraduate and graduate levels,” says Dean Anid.

A HISTORY OF HIGH-TECHNYIT has long been at the forefront of high-tech entrepreneurial efforts. In fact, Pixar, DreamWorks, and Netscape are among the innovative companies founded by visionaries in NYIT’s Computer Graphics Lab, a pioneer in 3-D animation in the 1980s. In the past several decades, NYIT has led efforts in sustainability and energy management, including participation in two U.S. Department of Energy-sponsored Solar Decathlons and the development of solar carports.

Today, the School of Engineering and Computing Sciences is leading ground-breaking research, funded by grants from the National Science Foundation, the National Institutes of Health, and DARPA, on cybersecurity, robotics, water and energy management, and bioengineering, among others. And, NYIT’s annual Cybersecurity and Energy Conferences draw experts from around the world to discuss solutions to some of today’s most pressing challenges, as do its global conferences on water management and information technology challenges.

DEGREES OF CHANGE: EDUCATING TOMORROW’S INNOVATORS“In addition to all of these efforts, we are committed to educating the next generation of problem solving professionals,” says Dean Anid. “Our programs target real-world needs and give our students the tools to tackle 21st-century challenges. And we are particularly committed to ensuring that we bring women into the STEM fields.”The school’s undergraduate and graduate programs include: Computer Science; Electrical and Computer Engineering; Mechanical Engineering; Information Network, and Computer Security; Energy Management; Environmental Technology and Sustainability, Engineering Management, and Telecommunications.

This year, IBM, a leader in big data management and analytics and an NYIT partner, is assisting the School of Engineering and Computing Sciences in the implementation of the new Big Data Analytics concentration and courses. With its “System z Academic Initiative,” IBM will enable NYIT to use and teach IBM enterprise systems and connect IBM clients with NYIT to hire students who are learning these critical system skills. Thanks to this new level of partnership with IBM and the innovative addition of Big Data Analytics to the B.S. in Computer Science program at NYIT, graduates will be endowed with the inquisitive, analytical, and detail-oriented skills necessary to succeed in the ever-evolving technology market.

For more information about NYIT’s School of Engineering and Computing Sciences, visit http://nyit.edu/engineering.

53

Cloud Solutions and Managed infrastructure including routers, firewalls, switches, and load balancers, managed backups, and more.

The NY-1 facility is built to the highest security, power, cooling and fire prevention standards. A Tier III-rated, SAS SSAE 16 SOC I Type II Audit and HIPAA compliant data center, NY-1 encompasses 25,000 square feet of raised floor space with a load capacity of 300 pounds per square foot. The facility features security cameras, 24/7 on-site personnel, mantraps, card access and DDoS monitoring and mitigation services for customer networks. In addition, NY-1 boasts 4MW of direct utility power with A/B power density of up to 300 watts per square foot thanks to redundant uninterruptible power supplies (UPS) and power distribution units (PDU). In case of natural disaster or other causes of power loss, NY-1 maintains 1MW of backup power available via two redundant and paralleled generators. In fact, Webair NY-1 data center remained fully operational with 100% uptime in the wake of New York’s last hurricane and tropical storm, Sandy and Andrea. The facility also comes complete with 200 tons of N+2 cooling and well as Data Center Infrastructure Management (DCIM) systems that allow for real-time monitoring of PUE and all critical HVAC equipment. To detect and prevent fires, NY-1 boasts VESDA detection and Inergen gas systems.

“Our facility on Long Island just makes sense for local businesses and providers. It represents the path of least resistance between

companies, their connectivity and solutions partners, and their end-users, while also providing cost savings, and direct access to new services and solutions,” explains Sagi Brody, Webair’s Chief Technology Officer. “With access to Long Island’s technology and communications hub by way of NY-1, all of the pipes and reliable infrastructure needed by Long Island businesses are readily available.”World-class connectivity, a healthy economic and professional climate, tax incentives, and a robust and talented workforce are all key drivers on Long Island’s road to becoming New York’s newest hub of technical innovation. With facilities like Long Island’s NY-1, Webair is one provider paving the way.”

“We are proud to deliver the most advanced Cloud, Data Center and Managed Hosting solutions to the doorstep of the Long Island business community with NY-1,” says Gerard Hiner, Business Development Manager. “Webair is an ardent supporter of Long Island’s growth as a world-renowned connectivity hub in the United States. Realizing the boundless potential of this location, we highly encourage the Long Island business community to do the same.”

For further information, contact Gerard Hiner, Webair’s Business Development Manager, at 516-938-4100 or gerard@webair.com.

(continued from p44 )

EDUCATION

Financial IndependenceThrough Technology, Dr. Nada Anid

by Vivian LeberDr. Nada Marie Anid, Dean of NYIT’s School of Engineering and Computing Sciences (SoECS), oversees approximately 85 engineering and computing sciences faculty members and 3,000 graduate and undergraduate students at campuses in Manhattan and Old Westbury. Enrollment has nearly doubled over the past two years.

“My passion is education, which I realize through an economic development strategy. I have the personal mission to instill in students a sense that you start with an idea and turn it into something enormous. I also tell students that it is okay to fail, to learn from it and keep going.”

She sought and won state and federal competitive grants to build the Entrepreneurship and Innovation Technology Center by demonstrating how it would create economic growth and jobs in areas where Long Island already has resource strengths: the biosciences, clean energy technology, IT and cybersecurity,

“On Long Island we have to elevate high technology in order to compete globally, everything low tech will be made in China,” Dr. Anid says. Innovation occurs along the spectrum from entrepreneurs to big business, each important to growth, she notes. “Over time a new landscape

will emerge for LI, a new synergy between our academic research institutions and industry.”

Dr. Anid says that she has a soft spot for girls and mid-career women, which now includes veterans. Women realize financial independence through technology jobs and will benefit collaterally from an economic development strategy, she points out.

“It is my mission to break the mold,” she says, referring to women’s low participation in STEM fields, which drops further at advanced levels. Some classes have only one female. “It’s about fear and not being comfortable with risk. We have to talk with them separately, to mentor them, so they can imagine the results at the end after they have completed the curriculum.” She tells all students, “The material is challenging, ask questions, ask for help.”

Dr. Anid is a board member of the Greater Long Island Clean Cities Coalition (GLICC), the Long Island’s Cyber Defense Consortium, and LISTnet, and has leadership roles in several professional associations. She was trained as a chemical engineer, then earned a doctorate in environmental engineering.

54

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• Strategic IP Portfolio Development• Foreign and Domestic Patent Prosecution• Patentability and State-of-Art Studies• Freedom to Practice and Validity Opinions• Coordination with R&D in the Development of New

Products and R&D Agreements• Trademark and Copyright Prosecution• Managing & Licensing of Intellectual Property Assets• Due Diligence for Mergers, Acquisitions and Venture

Capital Investment

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