IBJ Technology Power Breakfast transcript

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Indianapolis Business Journal gathered leaders in the state's technology industry for a Power Breakfast panel discussion March 13.

Panel members included Brad Bostic, president and CEO, hc1.com; Aman Brar, president, Apparatus; Elizabeth Hagerman, vice president, Rose-Hulman Ventures; Tim Kopp, advisor and venture partner, Hyde Park Venture Partners; Sally Reasoner, Xtern Talent Program lead, TechPoint; and Peter Servaas, president, Doublemap Inc.

The discussion was led by IBJ reporter Jared Council.

The following is an unedited transcript of the discussion.

                           COUNCIL:  So to kick things off here I want

                   to start with Tim.  Obviously big news earlier this

                   week about Hyde Park setting up an office here on

                   Monument Circle this summer.  What will it mean for

                   Indy, Tim?

                           KOPP:  Thanks, Jared.  It means continued

                   acceleration and continued innovation.  What is

                   really interesting, so Hyde Park is a seed stage,

                   series A venture capital firm and they had an

                   opportunity to really open up an office anywhere and

                   when they looked across the country they viewed

                   Indianapolis as kind of a metaphorical and literal

                   hub of what's happening throughout the tech ecosystem

                   in the midwest, so what you can expect from us is to

                   anchor down, to put down roots here to really help

                   with some of the funding gaps that we see, and to

                   continue to support the early stage entrepreneurial

                   system as much as we can with both financial capital

                   and human capital.

                           COUNCIL:  Awesome.  And, Peter, I want to go

                   to you.  You're a young entrepreneur in the city

                   that's really been garnering national tech attention

                   lately.  What do you like about Indy and where can it


                           SERVAAS:  Yes, so in terms of areas where we

                   excel, I think there's core competency, so everyone's

                   seen the success in life sciences, technology and

                   logistics, also the universities, as long as we tap

                   into those phenomenal universities, which I have to

                   give a shout-out to Indiana University, my alma

                   mater, and Brad Wheeler, who's here, is the CIO of

                   the school, but along with Rose-Hulman, Notre Dame,

                   there's an engineering school in Lafayette that's

                   pretty strong as well, and I think if the companies

                   and organizations can tap into these students when

                   they're still in college and help utilize them

                   through TechPoint or these other organizations into

                   full-time employees, that's a competitive advantage

                   that few other states have.  In terms of areas where

                   we can improve, fundraising is probably the largest

                   one I think that people in the tech community would

                   see a void that needs to be filled, so groups of

                   investors that can kind of ride out through all

                   series of investment.  I think the announcement from

                   Hyde Park is phenomenal and that's the kind of steps

                   we need to see.  And then the last one would be

                   office space, so seeing things like 1871 out of

                   Chicago and seeing some of these shared work spaces

                   where when we started our business three years ago

                   out of my grandparents' house, it's not a place you

                   can take clients, so finding places where you can get

                   groups together, let them bounce ideas off each

                   other, learn from each other, those are some of the

                   areas I think we can continue to improve on in


                           COUNCIL:  Now to you, Brad, you've been an

                   entrepreneur here for quite some time, what would you

                   say have been some of the biggest differences between

                   Indy's tech scene today versus five years ago, tell

                   us what's been going on.

                           BOSTIC:  It's interesting to reflect.  Aman's

                   making a lot of notes on my comments, I can tell,

                   here.  The 20 years that you cited, I think that's,

                   by my calculation, about 140 web years, so we've been

                   at it for quite awhile.  I think clearly five years

                   ago we were, in general, in a bit of an economic

                   slump, so that's an obvious observation, and I think

                   as we've seen, though, the development of some very

                   successful companies, including ExactTarget that

                   we've all watched, I think, and we've been extremely

                   excited to see that kind of successful outcome, and

                   Aprimo is another great example that had a very

                   high-profile outcome that created a lot of value, I

                   think seeing that kind of success really helps and

                   has helped in the past five years evolve the thinking

                   and it gets more people in the mindset of living in

                   this world of what's possible versus living in a

                   world of what's not possible, which is a huge

                   difference in terms of mindset, and I think that one

                   of the challenges when you come from a midwestern

                   background can be a bit of an aversion to that more

                   risk-taking living in a world of what's possible, and

                   when you see big successes that result in things like

                   building a 2.7 billion dollar company down the road

                   with a lot of people that you know, that is, I think,

                   a great way to accelerate additional opportunities,

                   and then the other piece is when you see that success

                   and you have people coming out of successes like

                   that, it's sort of like the four-minute mile where

                   until somebody ran it nobody thought you could do it

                   and then all of a sudden it happens and lots of

                   people start following that and achieving that level

                   of success, so to me I think the biggest difference

                   over the past five years is that progression toward

                   really seeing that you can do it here and that's

                   really generating a lot of additional activity and I

                   think we'll see more success as a result.

                           COUNCIL:  Just a quick follow-up to that, and

                   anybody can jump in on this, you know, we've also had

                   the ExactTarget — or excuse me, Salesforce's

                   acquisition of ExactTarget in the past few years, and

                   I'm curious to know what are some of the ripples that

                   we're still seeing from that?

                           REASONER:  I'll jump in.  Just to provide a

                   little bit of context to what Brad was saying, in the

                   past six years or so we've seen 12 tech acquisitions

                   and IPOs totaling 4.7 billion dollars in market value

                   infused right here in central Indiana, and I think

                   ExactTarget and Salesforce is a huge part of it, but

                   like Brad had mentioned, Teradata/Aprimo, those as

                   well, we're seeing lots of innovation, and so when

                   I'm on campus talking to students I love to share

                   that stat because when I can say "We have 4.7 billion

                   dollars flowing through our tech community," it means

                   that there's innovation and students' eyes light up

                   and it's true, I mean I think Tim could probably talk

                   a little bit more, but Geofeedia is one that came

                   right out of ExactTarget, R.J. Talyor, they're going

                   to be an Xtern host company next year, they're hiring

                   a lot of young talent and they're growing fast.  So,

                   Tim, do you want to elaborate?

                           KOPP:  Yeah.  I think I think the ripple

                   effects are going to be felt for a long time.  I

                   think we're just starting to feel them and I think

                   its going to reverberate for a long, long time.  If

                   you look at what's happened in other cities when

                   there's been one kind of company, you know, an Amazon

                   in Seattle or a Microsoft or other cities that have a

                   big exit, I think it creates a couple different

                   things.  No. 1 is it legitimizes that as a place that

                   other venture capitalists want to come into and

                   provide money and know that they can get a return.

                   So I think the secret is out, the hidden secret is

                   out on Indianapolis.  I think, you know, the coastal

                   venture capitalists know they can come here and find

                   outstanding companies.  The second ripple that I

                   think you'll really see is around talent.  I've been

                   in three different cities this week, traveled all

                   over the country.  Indianapolis has the best,

                   certainly, kind of B2B software tech ecosystem that

                   I've seen.  There's incredible talent and these

                   larger companies have drawn in that talent.  Some

                   people want to be part of the later stage opportunity

                   and some people want to be a part of the earlier

                   stage opportunity and now they have a chance to kind

                   of mesh.  There was a question 10 years ago "If I

                   come to work for this company, well, what does my

                   career progression look like?"  Now I think you can

                   point to dozens of different examples where you can

                   go and the ecosystem is so much more vibrant, so

                   there's been a lot of people who were at ExactTarget,

                   grew with the company, now know what's possible when

                   you see them at companies like hc1, Geofeedia,

                   TinderBox, and now you're seeing those companies

                   continue to accelerate, which I think is just a great

                   win for the city.  So I think it helps with capital,

                   it helps with people, and then just really helps

                   legitimize our city really on a national scale.

                           BOSTIC:  It's funny, Tim, I got a call

                   yesterday from a general partner at an east coast-

                   based venture fund that just closed a billion dollar

                   fund and so they're looking to invest 20 to 30

                   million in companies and he was literally apologetic

                   for not having investments in Indianapolis after he

                   had kind of tuned in, I think it was probably one of

                   his analysts who told him everything that's going on.

                   It was palpable how he was almost like "How did we

                   miss all of this?"  So I think it puts a fine point

                   to what you're saying.

                           COUNCIL:  Wow!  Interesting.  And speaking of

                   B2B, Tim, you brought this up, and, Aman, I want to

                   direct this question to you.  Indy is known for its

                   B2B start-ups, but are we seeing some traction in B2C

                   companies or is Indy, you know, trying to diversify

                   or are we really embracing our B2B-ness?

                           BRAR:  I suppose we're embracing it, but I

                   think it's up to all the individual founders out

                   there not to put lids on themselves, right, so I

                   certainly think we've got a great anchor core in the

                   B2B space and we ought to leverage that as much as we

                   possibly can, but as an individual entrepreneur, if

                   somebody's out there, I don't think they should limit

                   their thinking, right, at the end of the day.  Now,

                   there are unique challenges in B2C space and whether

                   you're trying to actually get paid or whether you're

                   going to try to drive an advertising-revenue model,

                   but businesses are great payers, right, so I think we

                   should continue to leverage opportunities in the B2B

                   space, but I'd just encourage the individual

                   entrepreneur, the kid out of college, not to limit

                   their thinking ultimately regardless of what the

                   inherent challenges might be in any of the space.

                           COUNCIL:  And, Sally, we can't talk about

                   tech without talking about talent and tech jobs are

                   some of the fastest growing in the nation.  What are

                   we seeing here?

                           REASONER:  Yeah, so tech jobs nationally are

                   growing at a rate two times faster than the job

                   growth and between now and the year 2020 they

                   estimate that across the US economy there will be 1.4

                   million net new computer related jobs and this is a

                   national estimate, and in that same time span they

                   estimate that 400,000 students will have graduated,

                   so that's a million person talent gap and we're

                   seeing even faster growth rates here in Indiana.  So

                   a year ago right now at the IBJ Tech Power Breakfast

                   TechPoint released our technology workforce report

                   where we found that tech jobs and computer-related

                   jobs here in Indiana were growing at a rate six times

                   faster than across all occupations, so that's huge,

                   and we're fortunate enough that we have universities

                   like Rose-Hulman, we have this home-grown talent

                   pipeline, it's just getting over the brand perception

                   gap and the marketing gap to draw students here and

                   to get that talent here, so, yes, we are seeing

                   incredible growth in talent attraction.  It's

                   becoming increasingly important, especially because

                   we, because of our talent pipelines like Purdue and

                   Rose-Hulman, students are being recruited away and we

                   need to enlighten them or open their eyes to the

                   opportunities that exist here in Indiana because once

                   we sell those opportunities they're in and once we

                   can show them the opportunities they love it.  I have

                   one more stat and then I'll open it up because I

                   think there are probably a lot of panelists who have

                   thoughts on this.  But just to prove that marketing-

                   perception gap that exists with students, so in the

                   Xtern program last year we had 50 students working

                   across 12 tech companies.  At the beginning of the

                   summer, 67 percent of the students reported that they

                   were not considering careers in Indianapolis, that it

                   was a stepping stone to careers elsewhere.  By the

                   end of the summer, through some placemaking, through

                   introducing them to the tech community, through their

                   work experience with their host company, 91 percent

                   of the students reported highly considering

                   Indianapolis for their careers.  So it's having that

                   opportunity to share that message with them, and

                   we're humble people, we're in the midwest, that's

                   part of our Indiana-ness, but we need to show off

                   what we have because there's a lot of incredible

                   things happening here.

                           HAGERMAN:  I can maybe piggyback on that a

                   bit from the educational perspective.  So just kind

                   of validating the fact that tech jobs are in high

                   demand and this is a hot market, the average student

                   who graduated from Rose-Hulman last year had 5.6 job

                   offers upon graduation and so the competition is

                   real.  That does mean that they will need to be

                   convinced in some cases about which opportunity might

                   be best for them, so it's great that they have all of

                   these opportunities, they can consider all of these

                   things, but it might demand great programs like this

                   that really feature the benefits of a community or

                   the benefits of a certain ecosystem.

                           COUNCIL:  Awesome.  This next question I want

                   to kick it to Brad first but anybody can jump in on

                   it.  It's almost impossible to predict the next

                   Indiana IPO or exit even via acquisition, but there

                   are some top candidates.  Who should we be keeping

                   watch on?

                           BOSTIC:  Well, this guy right here, he's got

                   size 17 shoes.  I think to get to an IPO really

                   requires a certain level of predictability in a

                   business and a certain level of scale, and so I think

                   those are the two biggest questions, and then super-

                   fast growth when you're in the technology world

                   especially helps, and I don't think there are more

                   than a few companies that are to that point in terms

                   of being able to prepare for an IPO.  I also think

                   that a lot of times people don't fully appreciate

                   what it really means to have an IPO, what that's all

                   about, and it's really generally, although there's

                   some liquidity there for owners, it's also really

                   about capitalizing and fueling that rocket for more

                   growth and more expansion, and I think the reality is

                   there is so much capital that's on the sidelines

                   today looking for great business opportunities with

                   high growth in private equity firms and other sorts

                   of financing vehicles that my suspicion is that we'll

                   see before IPOs a way of companies that are

                   partnering with larger private equity firms that are

                   able to bring 70, 100 and more million into the

                   business to help fuel that growth, and we saw that

                   with ExactTarget where the climate wasn't perfect to

                   go public but they basically went public without

                   going public by taking on this private equity

                   partner.  Who's going to do that next is tough to

                   say.  I think it's probably a couple years out before

                   we see another one, but, I don't know, Tim, you might

                   have a better perspective on companies that might be

                   getting to the IPO stage.

                           KOPP:  Yeah, I mean I think the literal

                   question around IPOs, you've got to move through

                   stages, you know, an A round of capital, a C round,

                   an A round, a B round.  You don't see many who have

                   raised kind of the really large chunks of money where

                   their investors are going to demand liquidity, so I

                   don't know that we're going to see an IPO in and of

                   itself in the next couple of years, but I also don't

                   know that the IPO is kind of the end-all-be-all or

                   the exact outcome, to Brad's point, that many people

                   want.  I think you're going to see more mergers and

                   acquisitions.  You see a lot of companies with really

                   big balance sheets and lean growth and they're going

                   to be interested in strategic combinations and those

                   kind of mergers.  I think when you look at, to Brad's

                   point, what are the attributes of a company that you

                   look for that's going public, you look for large

                   addressable markets, you look for steady predictable

                   revenue growth, and you look for really high growth

                   rate or big businesses, and what's really great as I

                   look across the ecosystem now, if I look forward ten

                   years, I could probably list ten companies that I

                   think have that possibility.

                           COUNCIL:  Like whom?

                           KOPP:  TinderBox I think is a phenomenal

                   company that's doing really great, great market,

                   great leaders, really has a chance to do phenomenal

                   things.  Geofeedia, another one on the Circle.  You

                   don't see many companies growing 8 or 900 percent a

                   year, so growing incredibly quick, really good

                   management team, locking up some of the best logos in

                   the space, really adding location to marketing.  I

                   think kind of what Brad is doing at hc1 is very

                   interesting in terms of health care IT is going to be

                   a phenomenal market.  So that's just a handful.  I

                   mean when you mention a few, I risk leaving out

                   others, but that's just a small sampling of those

                   that I think have terrific potential.

                           COUNCIL:  Peter, do you got any thoughts?

                           SERVAAS:  I think similar to the points

                   already made, you can follow these investment rounds,

                   so as you saw with Angie's List, ExactTarget, you saw

                   large investment rounds come in, those investors are

                   looking for a return in something like a three to

                   five-year timeline.  Additionally I think you can

                   look at top-line revenue growth, so if a company is

                   having incredible revenue growth, whether it's an

                   acquisition or an IPO, that's another leading

                   indicator that there might be a change in the near


                           COUNCIL:  Gotcha.  Now, Elizabeth, what kind

                   of skills are we seeing in high demand?

                           HAGERMAN:  That's a great question.  So just

                   as a reminder, our business model is that we act as

                   an engineering consulting firm for all types of

                   clients, large corporate clients, small start-ups,

                   and some of the trends that we've seen over time is

                   that it's specifically more in the IT space, of

                   course the development you see at the desktop base

                   and then move to web base and then now we have lots

                   and lots of app development going on for a wide range

                   of clients.  The other thing that goes with that is

                   that we see our projects increasingly have a software

                   component, so there's kind of a joke around Rose-

                   Hulman Ventures that every project is a software

                   project at some level and what that speaks to is that

                   there's this increasing demand that no matter what

                   business you're in your thing needs to be connected

                   to everything else, so sort of along the internet of

                   things idea.  I think this group is probably familiar

                   with the company Ecepticle (spelling?)  They've been

                   a client of ours.  So that's a "smart" trashcan that

                   tells the trashman when it's time to come empty it

                   and knows when to compact itself and all those

                   things, so that's an example.  We have even some

                   agricultural clients who they make planting equipment

                   but it's very important for the planting equipment to

                   talk to the farmer to let him know how the seeds are

                   being distributed, how the growth patterns of the

                   plants are working, and sending all of this

                   information back to both the designers of the

                   equipment and the farmers in real-time so they can

                   increase their yields, improve their business.  We

                   have others, they're kind of in the utilities

                   business similar to Ecepticle, but looking at

                   different ways to monitor sort of every-day systems

                   in a way that they can alert people in real-time, so

                   this idea of having a connectivity component to all

                   types of projects is a huge trend we're seeing now.

                   Our software department is consistently supplementing

                   the electrical engineers, the mechanical engineers on

                   all of these different types of projects we see.  So

                   you asked about skillsets.  There are certainly

                   technical skillsets associated with all of those

                   which people are picking up along the project route,

                   but what goes along with that is the ability for the

                   people to be able to connect with each other and

                   realize how all of these skillsets start to

                   intertwine from the technical and the personal

                   perspective.  There is no project in our building

                   anymore that sits in one place, everything must work


                           COUNCIL:  Aman, do you have anything to add

                   to that?

                           BRAR:  I think it was well spoken.  I suppose

                   I would add, you know, I think there's a trend at

                   universities that I believe needs to kind of head the

                   other direction, which is, and certainly probably not

                   at Rose-Hulman, but we're seeing kids get into like

                   technology degree programs but not really focusing on

                   what I call the rigor that's required to kind of keep

                   up over time, so a lot of avoidance of things like

                   calculus and mathematics and other pieces, and the

                   technologies keep changing, right, but if you have a

                   fundamental mastery of analytical skill and those

                   capabilities, you can keep up, and I think that we

                   really need to start encouraging kids to be more

                   prepared coming out of college by digging into rigor

                   versus just trying to optimize for the A plus in

                   every GPA segment and it's a real challenge that

                   we're seeing in the interview process where people

                   are coming in with an informatics degree but they

                   really have not done anything with rigor from an

                   analytical perspective, and just being in the

                   technology space is not enough, right, we're looking

                   to get that analytical capability and that rigor to

                   be expressed so we have proof that we keep up with

                   the technical shifts over time.

                           HAGERMAN:  I think that's a great point, and

                   I think many educational institutions are recognizing

                   that.  At Rose-Hulman, I can speak for sure, that

                   this experiential component is one of the keys to

                   starting to answer some of those needs.  When you're

                   working for a client who is really trying to achieve

                   something, of course you must achieve a deliverable,

                   you must achieve results and you won't be able to do

                   that without that technical rigor, so I think more

                   and more programs and especially that's a huge

                   conversation at Rose-Hulman and, of course, that's

                   what Rose-Hulman Ventures was built on was the idea

                   that students must engage in their market space and

                   in that environment that they will be in when

                   graduation comes around, so early on in those careers

                   gaining those skillsets, and that gets back, too, to

                   the issue of there are certain skills that are needed

                   at this moment but the larger skill of life-long

                   learning and figuring out how to work a problem even

                   if you don't know everything at the outset is

                   something that comes with these types of projects.

                           COUNCIL:  Gotcha.  Now back to venture

                   capital for a second here, and, Tim, you're the de

                   facto VC guru on this panel today, I want you to

                   describe for our audience here the state of

                   fundraising in Indianapolis.  I mean it's never easy,

                   but at what stages here is it more challenging than

                   others, talk about that.

                           KOPP:  Yeah, I guess here's how I think about

                   it, I think it's changed a lot over the last five

                   years and kind of what I'm seeing is a barbell or a

                   dumbbell.  So because of Shark Tank and Kickstarter

                   it seems like it's so in vogue to be kind of an angel

                   investor right now that there is what I'm seeing a

                   huge burst of capital that's coming into early stage

                   opportunities, kind of pre-revenue opportunities,

                   something that's just coming off the ground, there

                   can always be more capital but I'm seeing plenty of

                   capital right there.  I'm also seeing plenty of

                   capital at the very late stage when a company's been

                   fully de-risked and growing very quickly and people

                   are trying to pile in before the IPO, and if you

                   think about it that's when we've seen the coastal

                   investors really come in.  What I think has been

                   missing is in that middle and I think that's what we

                   really need to accelerate and compress so once

                   somebody gets that seed round and they've got minimum

                   viable product and they're starting to see great

                   product market fit, they're adding a sales rep or

                   two, they're starting to see momentum, how do you

                   really invest all in and not require an entrepreneur

                   to go around and tin-cup and try to get a small

                   amount of funding from three or four people but to

                   really compress that funding cycle quickly, write one

                   large check and let the CEO and the management team

                   get back to building their business and doing so very

                   quickly.  So I think it's right after the seed round

                   and kind of in the C plus, A, right in that middle,

                   and that's actually where our companies are in the

                   Indianapolis ecosystem, which is why, honestly, I in

                   part made this move.  I see a great opportunity to

                   partner with other great VC firms, like Allos and

                   Origin and other great midwestern VCs, and combine

                   and collaborate together, write bigger checks, and

                   come in and help really unleash the full potential of

                   the entrepreneurial ecosystem, so the way I see this

                   is really this kind of barbell or dumbbell that needs

                   to be evened out in the middle.

                           COUNCIL:  Peter, what's been your experience?

                           SERVAAS:  We actually did not raise any

                   formal capital in our three or four years.  We did go

                   through a couple processes just to evaluate the

                   option.  We've been fortunate just in terms of how

                   our clients were into our funding to stay boot-

                   strapped.  We also have a smaller market, so maybe

                   not the need there.  But I think in the history it's

                   been a positive thing because we've had businesses

                   that build themselves on conservative fundamentals,

                   but as we look going forward to stay competitive you

                   have to have this kind of financing and funding that

                   Tim's mentioned, so I think it's been really positive

                   historically.  I think it's great that it's in our

                   roots to build these conservative businesses, but as

                   we want to see competitive business on a national

                   level we need to see that shift and that movement.

                           COUNCIL:  Now, Brad, venture capitalists have

                   poured an average of 123 million a year into Indiana

                   companies, this is according to a recent study, but

                   between 2007 and 2012, defined in part by huge rounds

                   by ExactTarget and Angie's List before their IPOs,

                   but over the past two years we haven't seen more than

                   50 million and I'm curious to know has Indiana lost

                   its mojo or is this just part of a natural cycle of

                   highs and lows?

                           BOSTIC:  We talked about this a little bit

                   and I'm not sure where all of that data — I know it

                   came from a study that one of the big consulting

                   firms did, but I think there's actually probably more

                   funding that comes in through angel and other types

                   of investors in Indiana that maybe doesn't get

                   reflected in those numbers, that could be part of it,

                   but I think probably the more macroeconomic challenge

                   is definitely around attracting a higher number of

                   investors, institutional investors to Indiana and

                   getting more of those people to have Indiana on their

                   radar as a real hub for innovation and building great

                   companies.  So I think that there is some truth to

                   those numbers in that we aren't — the amount of

                   capital is not matching the amount of talent and the

                   amount of opportunity, and Tim's move is certainly

                   one of the examples that is a positive towards fixing

                   that challenge, and I think also Sally mentioned

                   earlier this idea of kind of this humility and this

                   humble nature that we have here.  If you look at

                   companies on the coasts, especially the west coast,

                   they are some of the best promoters that create this

                   kind of perception that almost becomes a self-

                   fulfilling prophecy in the deals that really work out

                   and the ones that don't they don't talk about so

                   much, and I think we need to do a better job and I

                   think IBJ and TechPoint and others are starting to

                   step up to the plate to say "How do we create this

                   megaphone here?" because I think actually probably

                   the biggest gap is a perception gap among the people

                   who will come in and invest those larger dollars and

                   I think that perception relates to do you have enough

                   talent there, can you hire enough people to build a

                   really big company, so it helps us in time to be able

                   to say "Hey, these ExactTarget folks right down the

                   street hired 2000 people here and built a 2.7 billion

                   dollar business, so there's not a problem with not

                   having the talent to grow big business," so I think

                   we need to solve that perceptual gap because I think

                   you've got plenty of talent here, you've got plenty

                   of great ideas, you've got lots of great business

                   stories, and I think as the numbers in those

                   businesses start aligning with how good their stories

                   are and all these other datapoints, if you combine

                   that with having the megaphone and the perception I

                   think you will see a meaningful increase in capital

                   coming in.

                           COUNCIL:  So I want to shift gears here a

                   little bit.  Sally, what's been going on in the tech

                   community from a legislative standpoint, what are you

                   guys keeping your eyes on?

                           REASONER:  Sure.  So our legislative agenda

                   through TechPoint and on behalf of the tech community

                   has really focused on three main areas, talent,

                   capital and digital infrastructure, so I'll go just

                   briefly into each one of those.  First is placemaking

                   and the talent aspect, how do we keep talent here,

                   how do we grow talent here and that's a lot in

                   placemaking, so House Bill 1403 and regional city

                   funds, so data has shown that talent clustered in

                   cities and they want the amenities of a city and

                   Indianapolis has those but how do we support other

                   cities around the state to have those amenities that

                   tech talent looks for when they're seeking job

                   opportunities, so that's the placemaking aspect.

                   Second is capital, how do we flow and drive capital

                   in our direction and we've kept an eye on the venture

                   capital investment tax credit in order to get that

                   capital coming to Indiana as we've been talking

                   about, and then third is building the digital

                   infrastructure and so streamlining the process and

                   the approvals to build fiber and wireless broadband,

                   so those are the three main aspects, placemaking,

                   directing investment our way and then building that

                   digital infrastructure.

                           COUNCIL:  Gotcha.  And to you, Elizabeth,

                   from a higher ed standpoint what can universities do

                   to better nuture entrepreneurship on campuses?

                           HAGERMAN:  Yeah, that's a great question.

                   That's a hot topic I think across many universities

                   right now and especially for scientists,

                   mathematicians and engineers, where Rose-Hulman

                   focuses, we've also really put a lot of priority in

                   that space.  So some of the things we're focusing on

                   take a few different tracks.  One of the things that

                   is a big idea at Rose-Hulman right now is that the

                   idea of entrepreneurship is really a mindset, so even

                   if you aren't out to start your own business you can

                   still enter the world with this entrepreneurial

                   mindset that's focused on seeing opportunity,

                   creating value in your environment and taking risks

                   to support those opportunities that you might see.

                   So through lots of efforts, we recently had a grant

                   through the KEEN Network and then also another grant

                   through the Lilly Endowment that kind of support

                   these efforts on campus as our startup initiatives to

                   support this entrepreneurial mindset, so we have that

                   going on, and I think it might be especially

                   important for these kind of engineering,

                   mathematician, scientist mindsets.  I heard a

                   presentation recently of a professor who had art

                   students, engineering students, and business students

                   all working together on projects and when it came

                   time for feedback on these projects each of those

                   types of students responded very differently, so the

                   business students, when they received maybe a piece

                   of negative feedback, their reaction was to tell the

                   person that they were wrong, "No, I'm right and

                   you're wrong and here's why."  The engineer would

                   shut down when they received the negative feedback

                   and just "Oh, I missed it, darn," you know, and it's

                   not unreasonable to think that because as a scientist

                   or an engineer you're kind of trained that there's a

                   right and wrong answer all the way through school but

                   then when you're out in the real world that's not the

                   case at all, you have to trial these things, you have

                   to get creative, you have to test hypotheses, and

                   science isn't so black and white in the real world,

                   and so that's another theme of training this

                   entrepreneurial mindset, that scientists really can

                   get creative, they can approach opportunities with a

                   more aggressive mindset and this ability to take

                   risks in a way that might not be engrained in them

                   through their education.

                           REASONER:  And to jump in on that, I think

                   something that universities, Purdue especially in the

                   state right now but I think it's growing on other

                   campuses, I know Ball State and University of Notre

                   Dame have participated in the statewide Hackathon,

                   but Hackathons are this in action.  I don't know if

                   anyone in the crowd has been to a college Hackathon,

                   but look up BoilerMake and mark it on your calendar

                   because it's incredible.  I think they had a thousand

                   students in a gym at Purdue University and they code

                   for 36 hours straight, many of them don't sleep, and

                   it's the opportunity for them to try out tech

                   innovation and if they fail it's okay, and it's that

                   perfect environment where they can jump in and learn

                   anywhere from a first-year student to a senior who's

                   graduating.  So I think that movement at least in the

                   computer science base towards Hackathons and making

                   them really cool and making them big events that

                   students want to go to nationally, so at BoilerMake

                   they bus in students from across the nation to

                   participate in the Hackathon, big prizes, big

                   opportunity to harness their brilliant minds and then

                   eventually see what they can build in 36 hours and

                   eventually build a company out of it and I think

                   we're starting to see that amongst the computer

                   science engineers on campus.

                           COUNCIL:  So speaking of hacking, I mean what

                   opportunities exist here for people who are, you

                   know, at the beginning stages of it or people who may

                   have a little bit of experience with coding, I mean

                   tell us how we can get into it.

                           REASONER:  Perfect.  Yeah, so there's a ton

                   on college campuses, these are ripe opportunity for

                   college students and that's something that the State

                   of Indiana learned from, they saw how popular they

                   were in clusters of technology students on campus and

                   they built the Hack Indiana Series, the Indiana

                   Chamber, TechPoint, the State of Indiana, AT&T, are

                   all involved in that effort and there is the

                   IndyCivicHack coming up June 6th, so if you've

                   dabbled in coding or want to learn how to program,

                   there's no better opportunity to learn than at a

                   Hackathon.  Actually, this past winter, I have to

                   plug it, it's just such a great story, but the Hack

                   Indiana versus Texas Challenge wrapped up a couple of

                   weeks ago and the winner of that challenge is an AT&T

                   employee, had been a telephone repairman, John

                   Schevola, and he won the Hackathon with a year of

                   programming experience from WGU, so he had been

                   learning online and this was his first real dive into

                   technology and he won $4000 and perhaps a contract

                   with the State, so that opportunity exists here and

                   that movement is growing here in the state of

                   Indiana, so check out the Hack Indiana Series, you

                   can find it on the TechPoint website, but the next

                   event will be the IndyCivicHack, that's where the

                   City of Indianapolis will open up a lot of public

                   data and allow individuals to use that data to

                   architect solutions and there's no better way to

                   learn than a Hackathon.

                           COUNCIL:  Awesome.

                           SERVAAS:  And, Jared, I was going to add to

                   that, the Eleven Fifty program up at Scott Jones'

                   house, I just saw a couple news articles on that, it

                   really looks like a phenomenal program for those who

                   have passed their college graduation or maybe didn't

                   go to college and are looking to get into a technical

                   skill-set and I think they focus primarily on apps,

                   but it's a great foundation for you then to go get

                   your first job.

                           REASONER:  And there's another program coming

                   to Indianapolis similar to Eleven Fifty, The Iron

                   Yard, and that's one to keep an eye out for.  So

                   we're making it in this state very easy to learn how

                   to program and to be part of the growing tech

                   community here.

                           COUNCIL:  Awesome.  Aman, what are some of

                   the tech trends that people should be keeping their

                   eyes on this year?  I mean we're hearing about the

                   internet of things, we're hearing about the clouds

                   that keep forming and subscriptions are even hot

                   outside of tech.  I mean you guys have seen what Crew

                   Carwash is doing.  Enlighten us.

                           BRAR:  Yeah, I'll try.  I think that we hear

                   a lot about — There's lots of categories there,

                   right, IT and data and cloud computing.  I think the

                   one that's getting a lot of buzz right now is this

                   whole notion of wearables, and I suppose I'd just

                   recommend to the audience that we don't underestimate

                   the impact that wearables are going to have in the

                   coming years and if we broaden our thinking about the

                   wearable space, I think you'll see it in action

                   today.  At the advent of the iPod, when everybody's

                   wearing white earbuds, if you said "Hey, five years

                   from now people are going to be walking around in the

                   streets with these giant Beats headphones wrapped

                   around their heads, everybody in the room would've

                   said "You're completely out of your mind, there's no

                   way that's going to happen," and then Dr. Dre went

                   and proved everybody wrong.  So wearables are

                   happening, and we are not the ones that actually get

                   to decide what's going to be cool and in vogue and

                   what's going to work, and I would've absolutely lost

                   $100 if you told me that we'd be walking around with

                   Beats headphones on, right, so I think if we expand

                   our thinking and really push ourselves to think about

                   this kind of confluence of fashion and design and

                   wearables, what that really means, right, whether

                   it's a blood sugar sensor on our contact or whether

                   it's giant, massive headphones that people like to

                   wear now, I think there's a coming storm on the

                   horizon with regard to the impact that's going to

                   have on all of us and it all ties together, right,

                   it's essentially going to be powered by the internet

                   of things, it's going to be leveraging cloud

                   computing.  What's amazing about this time right now,

                   Brad and I were talking about this last week, is that

                   if you want to you can open up your laptop and access

                   IBM Watson and start solving some of the world's

                   biggest problems from your couch, right, and it's

                   such an amazing time that we live in right now, and

                   cloud computing technology, what it does is we're

                   kind of on the new horizon of where that's taking

                   place.  If you look around this room, that chair will

                   be able to calculate your weight and you'll wake up

                   in the morning and you'll look in your mirror and

                   it's going to analyze your pupils to decide what your

                   blood pressure is and all of these things are

                   happening like right now and so there's going to be

                   an explosion and we all need to prepare ourselves for

                   I think what it's going to look like, but I would

                   start with don't use the past to predict the future,

                   right, because none of us would've gotten the Beats

                   headphones, right?

                           REASONER:  Just a quick shout-out.  I can see

                   my dad's eyes glazing over, pay attention to this

                   because it's real and it's going to be happening

                   within your lifetime.

                           COUNCIL:  So, Tim, I want to quickly touch on

                   marketing and technology.  You know, Indy is known

                   for its marketing and tech, specifically the growing

                   overlap between, you know, marketing and technology

                   at a variety of companies, you know, some CIOs are

                   dabbling in marketing and then you have some CMOs who

                   are making tech decisions.  You know, what's

                   happening there and how should CEOs respond?

                           KOPP:  Yeah, I think this is a big point and

                   a fun point, and I feel somewhat qualified to speak

                   on the experience because I started off my career in

                   IT, actually.  It turns out I'm the world's worst

                   Lotus Notes programmer you will ever find, so I

                   quickly made the shift into marketing, but I think

                   kind of what's happened is if you think about the

                   title "CIO," it's chief information officer.  Now, if

                   you think about what is the charter of a CMO today,

                   the charter of a CMO is to leverage data to better

                   chip-connect with their customers, they have many

                   other things they're responsible for, so then that

                   overlap becomes very palpable, I mean a CIO is

                   responsible for pulling together that data and

                   architecture and the CMO figuring out how to leverage

                   it, so if you look at objective industry stats,

                   somebody like Gardner, within the next two and a half

                   years CMOs will be spending more on the IT budget

                   than the CIOs will.  Now, does that mean that the CIO

                   will become irrelevant?  No, because if you look at

                   everything that's happening around data and

                   infrastructure and security and hacking and all the

                   issues that are happening there, I think there's

                   going to be a huge number of things that are

                   happening, but the CMO, if you don't understand how

                   to use technology-enabled marketing, you should not

                   be a CMO, there's no point for your existence, plain

                   and simple, so it pulls that overlap together kind of

                   in a very real way, so what you see, it's different

                   by organization, but I'm seeing much more overlap

                   between the two and I'm seeing the CMO play the role

                   in large part that a CIO used to, which is driving

                   the data and connectivity strategy for the company

                   and how they connect with their customers.

                           COUNCIL:  Gotcha.

                           BOSTIC:  In health care we see another kind

                   of CMO that relates to this conversation, which is

                   the chief medical officer, and so if you think about

                   where health care's been where historically I use the

                   example of you can order a teddy bear on Amazon.com

                   and they treat it like it's life or death if they

                   deliver it to you on time but you go through a health

                   care experience where it's life or death and you're

                   treated like a number and the reason for that is

                   there isn't this sort of personalization that needs

                   to exist and if you look at how that relates to

                   marketing automation and when you think about more of

                   this convergence of information and how you target

                   and tailor an experience for somebody, it doesn't

                   just relate to shopping cart abandonment on the

                   internet or selling more tennis shoes, it relates to

                   making sure that I instantly know if I've been

                   identified as pre-diabetic through my physical that I

                   should engage in this wellness program and I should

                   take these steps and I need to come every quarter to

                   get my A1C checked, and so I think you're seeing a

                   convergence in general around this idea that you

                   leverage all the data that's already there, and when

                   I hear "internet of things," really what I hear is

                   there's a lot of data in a lot of places and you need

                   to leverage it in a way that delivers some meaningful

                   result and I think that's where we're headed.  It's

                   not about the box and we see this big-time in health

                   care where these instruments that they spend hundreds

                   of millions on and back-office systems that they

                   spend hundreds of millions on, yet that does nothing

                   to improve the customer experience, all it does is

                   make it so that you can bill for and code for stuff

                   better and that's not really the end-all-be-all, so

                   the chief medical officer in the health care world is

                   getting into this game as well of how do I deliver an

                   amazing experience, so I can see actually a very

                   powerful combination of if you had the skills of a

                   chief marketing officer and a chief medical officer,

                   that would be awesome, we need more targets like


                           COUNCIL:  A CMMO, I gotcha.  Pete, I want to

                   throw this one at you, and we're starting to get some

                   audience and Twitter questions.  What's mentorship

                   like here in Indianapolis?  Describe the state of

                   that for us.

                           SERVAAS:  I do think mentorship is a place

                   where we've had some success.  On a personal level,

                   my grandfather had been involved with over 40

                   businesses from Indianapolis.  Unfortunately, if he'd

                   hear of software, I think he would've thought of

                   something soft to wear rather than being technology

                   related, but he still worked with us to give us our

                   first loan of $100,000 and I think that's really key

                   is that especially many in the crowd who may not have

                   the technical background and experience in tech

                   really trying to learn and understand what's going on

                   and to be able to be a mentor and apply some of what

                   you've learned in another industry into the newer

                   one.  For us again with DoubleMap we've had Mark Hill

                   and Mike over at TechPoint, great examples of two

                   people who have been entrepreneurs and successful and

                   now have really devoted all of their energy and

                   passion into helping others have that success, so

                   they've really helped us on our path from the early

                   days.  Jeff Kirk, our attorney with Taft, has been

                   really phenomenal believing in us since Day 1, so I

                   think finding these kind of people.  Lastly, Mike

                   Simmons with T2, which is a local success on the

                   software side, I think all of these individuals have

                   really helped to support us as we've made critical

                   decisions, as we've been wondering whether or not

                   we're doing something right.  I do think that some

                   formal programs which CheckPoint is leading help to

                   connect those who aren't lucky off the bat to have

                   mentors because it's so important in the early stage

                   to have somebody who has been through it, who has

                   seen the same problems and the ups and downs

                   supporting you as you go through all of those


                           COUNCIL:  We've got an audience question here

                   that has to do with cyber security and I don't know

                   if anybody's an expert on it but I'm going to throw

                   this one out and see who can swing at it.  What are

                   the lessons to be learned from the Anthem data hack?

                           BRAR:  I can talk to this a bit.  So to say

                   that security is extremely complicated would be the

                   understatement of the century and I think really a

                   lot of blame is being pushed into the CIO and the

                   kind of technology departments of these companies,

                   but the real issue is that the business really at the

                   CEO level, they're not approving the budget that's

                   required to secure these systems, right, at the end

                   of the day, so there's a lot of known threats and

                   known issues and 100 percent secure is also basically

                   impossible, right, it's asymptotic to infinity to

                   take all the risk out of your system, right, but I do

                   think there's a rude awakening happening particularly

                   at the Fortune 500, Fortune 1000 level where they're

                   going to reassess just what they think about their

                   technology teams that are enabling the business and

                   how much risk are they going to continue to try to

                   get out of the system and so I think we're going to

                   start to see that happening and you're seeing lots of

                   CEOs paying more attention, starting to want to have

                   more proactive discussions, they're asking the CIO

                   "Hey, what's going on?  What's our security

                   strategy?"  So unfortunately I think it took a series

                   of wallops for us to kind of get that conversation

                   started but I think we're going to see a lot of

                   momentum, but, you know, an analogy I use a lot with

                   cyber security is, and not to scare people, but if

                   your house is marked, right, if someone's marked your

                   home, the chances of them not getting in, they're

                   going to get in, they're going to get in your house

                   if they mark your house, right, and so if you think

                   about corporate infrastructure, the same exists.  The

                   thing you have to then do is how do you stop the

                   damage once they are in, right, so we really need to

                   think about how we think about security, it's not

                   actually that they'll never get in, it's what's

                   possible once they are in, right, and our homes are

                   all also just as insecure, right, and ultimately no

                   matter how many alarm systems you have, if somebody

                   really wanted to get in your house, they'd get in

                   your house.

                           COUNCIL:  Gotcha.

                           BOSTIC:  A quick follow-up to that, I think

                   when people talk about cloud computing sometimes they

                   have this thought that that creates vulnerability and

                   it's actually I think quite the opposite.  Most of

                   the vulnerabilities exist in the old-school

                   establishment.  I think there was an article the

                   other day again about some IT guy who had taken tape

                   backups of like 30,000 patients and put it in his

                   backpack and was driving it to the off-site secure

                   storage place and stopped off to buy some smokes or

                   whatever and somebody breaks in and steals his bag

                   and there goes 30,000 patient records.  When we

                   started hc1 and called it hc1.com, that was pretty

                   bold when you're going into a health care environment

                   where people are sensitive about their information,

                   right, and one of the early meetings we had I'll

                   never forget, we were down in south Florida and a big

                   health care business down there and their head of

                   compliance was in the meeting and she said something

                   like "I'm not sure I want all of our data up there in

                   the clouds" and we first pointed out it wasn't

                   actually "in the clouds," and then we talked about

                   "Well, where is your data now?" and the reality was

                   that their data was in this data center which is

                   basically like a closet down the hall and they're in

                   south Florida, so we talked a little bit about the

                   weather possibilities of that and "How's your

                   continuity going to hold up and what if somebody just

                   backed a truck into the wall and stole those servers,

                   you know, they'd have all of that data, whereas if

                   you take a true cloud model and you do it right,

                   you're encrypted at every level," and like Aman was

                   saying, if somebody's trying to go after you and you

                   know it and you're able to do something to strike

                   back versus just we have — like if you look at an

                   Anthem it's probably like a house with a thousand

                   additions on it and there are so many different gaps

                   there that it's really hard, so I think the

                   investment he's talking about a lot of it is probably

                   reinvention of infrastructure to take advantage of

                   the security that the cloud brings.

                           BRAR:  We oftentimes are faced with trying to

                   convince our clients to do a security assessment,

                   right, it's actually a really challenging sale.  Hc1

                   actually proactively signs up for them, they call us

                   and say "Hey, we want proactive security assessments

                   so we can keep getting ahead of this," and I think

                   you really have to change from a reactive kind of

                   perspective where you're begrudgingly paying for a

                   security assessment and so that would mean starting

                   to change and I think we'll see more of that.

                           COUNCIL:  Gotcha.  I think we've got time for

                   one more question here and somebody in the audience

                   wants to know what are some of the market

                   opportunities and business areas in which Indiana

                   companies can be particularly well positioned to

                   capture the lead nationally, anybody got any thoughts

                   on that?  No takers?

                           BOSTIC:  Can you rephrase the question?

                           COUNCIL:  What are some of the market

                   opportunities that Indiana companies, tech companies

                   in particular, would be well positioned to capture

                   the lead nationally?

                           KOPP:  I mean I think we can do anything we

                   want to do, honestly, I mean if you look at the

                   breadth and depth of our ecosystem, I think we can go

                   in a lot of areas, but one of the biggest gaps I see

                   in the market right now is most CMOs are still

                   driving as if looking in a rearview mirror instead of

                   out the windshield, so even if you think about today

                   as kind of e-mail marketing campaigns or setting up

                   communications, they're using it based on setting up

                   a campaign in advance and then creating an experience

                   and sending out a message.  I think there's a much

                   better opportunity for this emerging category called

                   predictive analytics to really look at, based on what

                   you've done in the past how do you best leverage that

                   data to deliver an experience to a customer and that

                   could be through the internet of things, it could be

                   in a number of different ways, but I don't think

                   marketers are doing a good enough job fully

                   leveraging all the data they have.  They're doing a

                   great job of collecting it all but they're not doing

                   a really good job at leveraging it all kind of end to

                   end throughout the experience in a way that is

                   predictive and really helpful to the end consumer.

                           BRAR:  One of the things I'd like to see out

                   of Indianapolis, I think we have some Walgreen's with

                   software capability and a lot of strength in medicine

                   and therapy areas, and it feels to me that there's a

                   conversation waiting to be had here in Indianapolis

                   where some of the world's great medical problems

                   start being solved with software.  Actually, we're

                   very well positioned for something like this given

                   the kind of talent we have in the local marketplace

                   and someone out there has to go do it, right, and I

                   think if you really think about being out in the

                   backyard, you know, software is leading the universe

                   and we have a tremendous background as a city and

                   state in health care and life sciences and if we can

                   bring those two worlds together I think there's a

                   tremendous amount of market opportunity.

                           BOSTIC:  That's a good point.  I was talking

                   to Titus from Regenstrief before we started the

                   discussion here and if you think about the hundred

                   plus terabytes of data that we have at hc1 that we're

                   using to personalize the health care experience and

                   you think about how fast that's growing and you look

                   at what Regenstrief has as their assets, I think

                   those kinds of collaborations, if you can get to the

                   focus that it takes and get everyone committed, there

                   are some big breakthroughs that can change not only

                   in America but the world.

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