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Strategic Plan 2025-2027 PDF Free Download

Strategic Plan 2025-2027 PDF free Download. Think more deeply and widely.

Strategic Plan

2025-2027

TRANSFORMING IDEAS INTO OPPORTUNITIES

ACKNOWLEDGEMENTS

This strategic plan is the culmination of months of

conversations and input from diverse stakeholders,

including one-on-one interviews, listening sessions,

membership surveys, and discussions at annual and

region meetings throughout 2024.

Thank you to all members of the AUTM community

who contributed to this effort. This plan reflects your

thoughts, feedback, and ideas for the future of our

organization, and we are deeply grateful for your time

and input.

We are also grateful for the guidance of the AUTM

Board of Directors in providing the strategic direction

that will serve the organization in the coming years.

• Andrew Maas, Chair

• Almesha L. Campbell, Immediate Past Chair

• Joy Goswami, Chair Elect

• Doug Aguilera, Treasurer

• Irene Abrams, Director

• Megan Aanstoos, Director

• Gaylene Anderson, Industry Representative

• Sadhana Chitale, Director

• Daniel Dardani, Director

• Becky Hernandez, Director

• Alice Li, Director

• Tatiana Litvin-Vechnyak, Director

• Ellen MacKay, Director

• Anji Miller, Director

This work would not have been possible without the

diligent efforts of the AUTM staff, whose support was

invaluable throughout this process.

Dear AUTM Community,

As we began the process to develop a new three-year strategic plan for AUTM, I couldn’t help but reflect on our last

strategic plan and the circumstances surrounding it.

The world was on lockdown due to the rapid spread of COVID-19. We cancelled our annual meeting in spring of

2020 for the first time in our history, making this difficult last-minute decision while some of our colleagues were

already enroute to the meeting we all look forward to each year. As our board of directors began meeting with

staff to determine our path forward as an organization, and hearing from our many members and stakeholders, we

adopted a simple but necessary mindset for the future as we knew it then – one that was focused on maintaining

what we had and doing our best to serve and engage with our members, as the world around us would allow.

Fast forward from then to now. We are seeing incredible innovation and activity among our universities and

inventors with the potential to truly change the world. Collaboration to spur such innovation is a hallmark of

our industry, where we are at our best when we can learn from one another and work together to advance

groundbreaking discovery with real applications for the world around us. Our annual meeting is a vibrant source

for thousands of professionals in knowledge exchange and technology transfer coming together to share ideas,

hear from experts in our field, learn from one another, network with new and old friends, and bring all voices and

perspectives into the conversation. Our regional meetings continue to grow their presence and impact. I am a firm

believer that AUTM members greatly appreciate and value the connections they have with one another and the

continued education they receive from AUTM in helping to grow their careers. And much more.

As we head into 2025 and the 50-year anniversary of our association, AUTM is in a much different place than we

were just three years ago, with our future underscored by opportunity and excitement as opposed to uncertainty

and a focus on maintaining the status quo. Those opportunities are vast, but with your help over the past year,

we have narrowed them to what you see reflected here in our strategic plan – from enhancing how we serve and

support our partners and members around the world, to better engaging our partners and stakeholders in industry,

to helping build more professionals interested in a career in technology transfer and knowledge exchange, to

bringing more members into our fold so they too can benefit from all AUTM offers, to continually improving how

we advocate for our profession.

On behalf of our AUTM board of directors and staff, I am deeply appreciative of all those who took the time during

this strategic planning process to share your thoughts, ideas, visions, and aspirations with our team – through

visiting with us at our annual meeting and each of our regional meetings this year, participating in a listening

session or focus group, completing our member survey, or speaking directly with our board and strategic planning

team. Over the past year, to gather feedback and hear from you, we held eight listening sessions with over

100 participants, fielded surveys gathering 360+ responses, and participated in countless conversations with

attendees at Annual Meeting and each of the 2024 region meetings. This plan is a direct reflection of your input

and the passion each of you have for the profession we all love.

It has been my sincere honor and a privilege to serve as the chair of AUTM’s board of directors while this strategic

planning process unfolded and our new strategic plan came together. I look forward to continuing to support and

grow our profession in new and exciting ways, guided by our exciting vision for the future of AUTM.

Sincerely,

Andrew Maas

Associate Vice President for Research – Innovation & Ecosystem Development

Louisiana State University

AUTM Board Chair, 2024

Letter from the Chair

EXECUTIVE SUMMARY .....................................01

INTRODUCTION .............................................. 03

MISSION, VISION, AND VALUES ....................... 05

STRATEGIC PRIORITIES................................... 07

IMPLEMENTATION ........................................... 21

Contents

Executive Summary

create more robust opportunities for industry

participation at our meetings and events,

develop targeted resources, and establish AUTM

as a vital connector between these groups. This

will help build more meaningful connections

among our members and position AUTM as a

clear convener of meaningful collaborations that

fuel economic growth and societal benefit.

As we think about expanding the focus of

engagement, equally important is the need to

continually evaluate and evolve our internal

programming and offerings to keep pace with

the rapidly changing landscape of technology

transfer and knowledge exchange. With

the demands on tech transfer offices only

continuing to grow, we must ensure that our

offerings are relevant, accessible, and designed

to help members navigate an increasingly

complex environment. By strategically investing

in programs that deliver high value and

integrating emerging technologies like artificial

intelligence into our training and educational

resources, we can better and more efficiently

equip our members with the knowledge and

skills necessary to remain agile and effective in

The AUTM Strategic Plan 2025-2027 sets forth

a bold vision for our organization’s future as

we approach our 50-year anniversary. This

milestone offers an opportunity to reflect on the

remarkable legacy AUTM has built in advancing

innovation, driving economic growth, and

fostering meaningful societal impact. At the

same time, it is a moment to look ahead and

position the organization for long-term success

as a global leader in technology transfer and

knowledge exchange. The plan outlines the

strategic priorities that will guide AUTM’s

efforts over the next three years, laying a strong

foundation for success in the second half of its

century of impact.

As the world of technology transfer continues

to expand and evolve, we recognize that we

must also broaden our scope and strengthen

its ability to support a diverse and globally

connected membership. To that end, one

of the core priorities in this plan includes a

focus on supporting technology transfer and

knowledge exchange globally. In an increasingly

interconnected world, technology transfer is

not bound by borders; it is a global enterprise.

We will formalize our international engagement

strategy, ensuring that our programs, resources,

and partnerships meet the unique needs of our

international members. By doing so, we aim to

build a more inclusive community and foster

greater knowledge exchange across diverse

innovation ecosystems around the world.

Another essential focus is in being more

intentional in how we engage our industry

stakeholders and members who represent

industry, acknowledging the vital role industry

partnerships play in advancing the impact of

technology transfer. Building strong, mutually

beneficial relationships among technology

transfer and knowledge exchange professionals

and industry stakeholders is essential to

driving successful commercialization of new

technologies and fostering innovation. We will

their roles. This ongoing evolution will enable

our association to maintain a leadership position

as a premier source of professional development

and guidance for technology transfer and

knowledge exchange professionals.

To support the long-term success of the

profession and those within it, we are also

committed to ensuring that our offerings provide

values to members across the career lifecycle.

Career paths in technology transfer and

knowledge exchange are no longer linear, and

professionals now enter the field from a variety

of backgrounds and at different stages of their

careers. It is vital for AUTM to develop tailored

pathways that provide relevant professional

development opportunities at every level, from

early-career entrants to seasoned leaders.

By strengthening mentorship and leadership

programs, creating a framework for targeted

skill-building, and exploring credentialing

options, we will help build a pipeline of future

leaders and ensure that members have the

resources they need to thrive in an increasingly

diverse and dynamic profession.

In addition to evolving our offerings, we will

take a close look at our membership models.

The traditional “one-size-fits-all” membership

structure no longer meets the needs of a

profession that now spans various roles

and organizational types. By reassessing

and reimagining membership models, we

will evaluate how best to offer more flexible,

inclusive options that make its resources and

community accessible to a broader range of

professionals. This strategic shift is not just

about expanding numbers—it is about ensuring

that AUTM’s membership accurately reflects

the diversity of the technology transfer and

knowledge exchange community and that the

organization remains fiscally sustainable in the

long term.

Finally, advocacy remains a critical need for the

field, and we are committed to continuing to

serve an active and visible role in advocating

for the technology transfer and knowledge

exchange profession. As policies affecting

technology transfer become more complex,

AUTM must be a strong, vocal advocate for

our members and their work. By building a

formal advocacy infrastructure, strengthening

coalitions, and engaging policymakers at both

the federal and institutional levels, AUTM will

ensure that the voices of technology transfer

professionals are heard and that the policies

shaping the field are supportive and enabling.

This work is not just about protecting the

profession—it is about promoting its value

and impact, ensuring that technology transfer

continues to serve as a driver of innovation and

economic prosperity.

This strategic plan is designed to guide AUTM’s

direction for the next three years, providing

a strategic roadmap that will strengthen the

organization and position it for continued growth

and success. As we build on AUTM’s legacy and

look ahead to the future, this plan will serve as a

foundation upon which the next 50 years of work

can be conducted, reinforcing AUTM’s role as

a leader in technology transfer and knowledge

exchange worldwide.

An accompanying implementation timeline

will ensure that progress is tracked and

accountability is maintained along the way,

reflecting AUTM’s deep commitment to serving

its members and advancing the profession. With

this plan, all of AUTM is poised to embrace the

challenges and opportunities of the future and

continue driving meaningful impact for decades

to come.

Over the past four years, our world has changed

significantly – in some ways because of the

COVID-19 pandemic and in others because of

the rapid forces of innovation and advancement

swirling around our profession and many others.

In the immediate months and years following

the pandemic, AUTM’s leadership team made

an immediate commitment to sustain the

organization, ensuring it continues to serve as

the preeminent technology transfer association

globally. With the world having emerged from

the pandemic, AUTM now stands at a pivotal

moment—one that calls for broad and strategic

thinking about what the future holds for our

organization and the field of technology transfer

and knowledge exchange.

Introduction

Our profession’s landscape is rapidly evolving

in many ways. To continue leading at the

forefront of innovation, we have the unique

opportunity to position AUTM for long-term

success and leadership. As we prepare for our

50-year anniversary in 2025, a milestone that

stands as a testament to the transformative

role AUTM has played in advancing

technology transfer and knowledge exchange,

we celebrate five decades of driving economic

growth, fostering societal impact, and

connecting professionals across academia,

industry, and government. This half-century of

progress is both a time for reflection on our

past and a chance to chart an ambitious and

forward-looking path for our future.

The next three to five years are critical

for AUTM, as we continue to evolve our

organization alongside the ever-changing

demands of this profession. The work our

members do is not just important; it is

essential to the well-being and progress of

society. The role of AUTM, as the leading

association in this space, must evolve

accordingly. This strategic plan represents

a commitment to expanding our community

and investing strategically in the programs,

services, and partnerships that will enable

both our members and the broader technology

transfer ecosystem to thrive.

Several foundational elements underpin this

work as we look ahead to the future of AUTM.

We are committed to developing a formal

international strategy to advance innovation

worldwide, expanding our reach beyond

traditional borders. At the core of our strategy

is the opportunity to intentionally grow

industry engagement, ensuring AUTM is not

only a resource for technology transfer and

knowledge exchange professionals but also a

valuable partner for industry representatives.

We are committed to continually evaluating

and refining our offerings to meet the

changing needs of our members and to help

them navigate the rapidly shifting landscape

of technology transfer and knowledge

exchange.

Equally important is AUTM’s role in supporting

the growth of the profession. As technology

transfer and knowledge exchange evolves,

so must the pathways for attracting

new talent and providing tailored career

development opportunities. From recruiting

new professionals to offering curated

learning experiences that address the specific

needs of members at different stages of

their careers, we are dedicated to fostering

professional excellence across the career

lifecycle.

Our 50-year anniversary is a testament

to AUTM’s legacy of innovation and

impact. Throughout the decades, AUTM

has continually pushed itself to grow and

adapt, always striving to meet the needs

of its members, which are vastly different

today than they were five—or even fifty—

years ago. As we look to the future, we

also recognize the imperative to reimagine

membership itself. AUTM will explore new

models to ensure our community remains

diverse, inclusive, and globally connected.

This includes reassessing our membership

structures and expanding opportunities for

engagement.

This is an exciting time to be a technology

transfer and knowledge exchange

professional and an even more exciting time

to be part of AUTM, as we redefine what it

means to be successful in our profession.

We invite you to join us in working together to

achieve this bold vision for the second half of

AUTM’s century of impact.

Mission, Vision,

and Values

The mission, vision, and values of AUTM serve

as the foundation of our organization, clearly

defining who we are and guiding everything

we do as we look to the future. Our mission

reflects our commitment to advancing

technology transfer and knowledge exchange

worldwide, while our vision sets forth our

goal to lead an inclusive and collaborative

community that drives innovation for a better

world. Grounded in our core values, these

principles represent what we care about most

and inspire the work of our staff, members,

and broader communication every day.

MISSION

To grow and advance

technology transfer and

knowledge exchange

worldwide.

VISION

To lead an inclusive and

collaborative community that

advances innovation for a

better world.

VALUES

Connection

We are a diverse, inclusive, and

collaborative community where members

support each other and openly share

knowledge to strengthen innovation

ecosystems.

Impact

We strive for impact in all that we do

because the work of our members is vital

for our changing world.

Continuous Learning

Ongoing professional development is

critical to continued excellence in our ever-

changing global field.

Integrity

Embodying integrity in all that we do helps

us create a transparent, open, ethical, and

equitable community.

Strategic Priorities

The strategic plan is organized around six

key areas of focus, or strategic priorities,

that emerged through the strategic planning

process. These areas represent the critical

priorities for AUTM over the next three years.

Each priority area includes specific strategies—

actions AUTM will take to drive progress

and ensure accountability to both AUTM’s

members and the profession as a whole.

These priorities are designed to focus our

activities over the coming years, helping to

ensure our efforts are purposefully aligned

with our mission to grow and advance

technology transfer and knowledge exchange

worldwide. Through them, we are laying the

foundation for long-term success and impact.

Technology transfer and knowledge exchange

are not bound by national borders; they thrive

in a globally connected world. As the world

has become increasingly interconnected, so

has the landscape of technology transfer and

knowledge transfer. While AUTM’s roots are

deeply planted in the U.S.-based technology

transfer system, we recognize and celebrate

the vibrant, growing global community

represented by our members. In the coming

years, AUTM is committed to formalizing

an international engagement strategy that

both strengthens our global partnerships

and expands the value of our offerings to

international members.

To achieve this, we will focus on building

partnerships with other technology transfer

and knowledge exchange organizations

around the world and crafting programs that

meet the specific needs of our international

members. A key part of this strategy will be

to clearly communicate the value of AUTM

membership to these global audiences,

ensuring that our services and professional

development opportunities are adapted to

their unique challenges and opportunities.

Expanding our reach beyond traditional

borders will not only diversify our membership

but also enrich the global exchange of

ideas and innovations.This international

focus is integral to achieving our mission

to grow and advance technology transfer

and knowledge exchange worldwide. If we

are to truly be an inclusive and collaborative

community advancing innovation for a better

world, we must focus on the "world"—not

just U.S.-centric areas. True inclusion means

considering and intentionally designing

offerings that speak to the needs of our

international members. By doing so, we will

continue to create a stronger, more diverse,

and more globally connected technology

transfer and knowledge exchange ecosystem

that benefits everyone.

Support Technology Transfer and

Knowledge Exchange Globally

STRATEGIES

• Design and implement a comprehensive

international engagement strategy across

all aspects of AUTM.

• Strengthen partnerships with other

worldwide technology transfer and

knowledge exchange organizations, as

relevant.

• Identify and communicate the value

proposition of AUTM membership for

international members.

• Adapt relevant materials and professional

development offerings to meet the needs of

global audiences.

• Build and introduce in-person and multi-

modal engagement opportunities tailored

for international members.

METRICS

• Number and geographic representation of

international members

• Number of partnerships with global

technology transfer and knowledge

exchange organizations

• Engagement rates with adapted materials/

offerings

• Participant satisfaction surveys

AUTM is committed to being the go-to

organization for both technology transfer

and knowledge exchange professionals and

industry stakeholders, recognizing the critical

role that collaboration between these groups

plays in driving innovation and economic

growth. These industry stakeholders engage

in academic innovation as potential licensees,

collaborators, and/or funders for sponsored

research, and as such, are an integral part

of the technology transfer and knowledge

exchange ecosystem.

As the technology transfer and knowledge

exchange landscape evolves, it is increasingly

important for AUTM to position itself as

not only a resource for its members but

also a valuable partner to these industry

representatives. The success of our members

and the impact of their work are often closely

tied to their ability to connect with industry

stakeholders, making these relationships

essential to advancing technology transfer

and knowledge exchange initiatives.

To achieve this, AUTM is dedicated to

developing and refining its offerings to meet

the specific needs of the industry. Whether

through in-person meetings, virtual programs,

or networking events designed to bring

together technology transfer and knowledge

exchange professionals and industry leaders,

AUTM strives to create valuable opportunities

for engagement and collaboration. Our goal

is to ensure that industry representatives

see AUTM as an essential partner—one that

understands their needs, provides targeted

resources, and fosters the kind of meaningful

connections that lead to successful

partnerships and innovations.

Intentionally Grow

Industry Engagement

STRATEGIES

• Develop and communicate the value of

AUTM for industry stakeholders and identify

and offer specific services or offerings

identified by industry as a value-add or

attractor.

• Expand opportunities for industry

participation at in-person and virtual

meetings.

• Build explicit industry/technology transfer

and knowledge exchange networking events

into in-person meetings.

METRICS

• Number of members representing industry

engaged yearly (includes industry-specific

program attendance)

• Proportion of events with industry-focused

component

• Number of new industry connections

facilitated through AUTM events

• Revenue from industry participation

By intentionally growing industry engagement,

AUTM not only strengthens its role within

the broader innovation ecosystem but also

enhances the value it offers to its members.

Industry participation in our meetings and

events is a key component of this strategy,

and we are committed to making these

opportunities even more robust and impactful

in the years to come. As we move forward,

we will focus on deepening relationships

with industry stakeholders, ensuring that

AUTM continues to be a leader in connecting

technology transfer and knowledge exchange

professionals with private industry and

driving meaningful progress that benefits all

stakeholders.

This strategic priority reflects AUTM's long-

term vision of being an integral connector

between technology transfer and knowledge

exchange and industry, while also ensuring

that we remain agile in addressing the

evolving needs of both groups. Through

targeted efforts, we will build a stronger,

more collaborative community that

fosters innovation and accelerates the

commercialization of new technologies for

the betterment of society.

The technology transfer and knowledge

exchange landscape is constantly evolving,

with new demands being placed on

technology transfer offices (TTOs) and

professionals. Just as our members are

expected to adapt to these shifting needs,

so too must AUTM as the preeminent

organization supporting technology transfer

and knowledge exchange. To remain a leader

in this dynamic field, we are committed

to continually refining and enhancing its

programs and services to align with the

evolving priorities of its members and their

institutions. As the profession grows more

complex, it is critical that AUTM remains

agile, responsive, and forward-thinking in the

development of its offerings, equipping its

members for success.

Recognizing that we, like all organizations,

operate with resource constraints, we must

focus on maximizing the impact of our work.

This requires a strategic and thoughtful

approach to investing in programs that

provide the greatest value to our members.

We will implement an ongoing process

for auditing all programs and services to

assess their cost, human capital investment,

usage, and revenue generation, ensuring

that resources are directed toward initiatives

that deliver meaningful impact. Our goal

is to continually streamline and improve

our services to ensure they meet the ever-

changing needs of our members.

In addition, we are committed to equipping

its members with the knowledge and skills

necessary to navigate the increasingly

complex regulatory environment,

including federal and non-federal contract

requirements. With special attention to

Bayh-Dole regulatory impacts, we aim to

ensure our members are well-prepared to

meet these challenges. Beyond regulatory

knowledge, we also recognize the importance

of offering more intimate, community-focused

experiences that foster collaboration and

knowledge sharing among our members.

Continually Evolve Programs

and Services

STRATEGIES

• Implement an ongoing process for auditing

all existing programs and services with

consideration of cost, human capital

investment, revenue, use, and medium.

• Equip members with the knowledge and

skills to navigate federal and non-federal

contract requirements, with consideration

for the Bayh-Dole regulatory impacts.

• Develop programs that provide smaller,

curated experiences that facilitate

knowledge sharing among members.

• Integrate emerging technologies (e.g., AI) to

improve the accessibility of existing training

and programmatic assets.

• Expand programming tailored to meet the

needs of underrepresented members and

groups.

METRICS

• Completion of program and service offering

audits

• Development of regulatory-focused

programming

• Utilization of current resources and tools

• Participation rates for new, smaller, curated

experiences and events

• Engagement rates with existing training and

programmatic assets online

A key part of this evolution will be leveraging

emerging technologies like artificial

intelligence (AI) to improve the accessibility

and effectiveness of our existing training

and programmatic assets. By integrating

these technologies, we can ensure that our

members have more flexible and enhanced

access to the resources they need to stay

ahead in a rapidly changing field.

By continually evolving our programs and

services, we are not only enhancing its

support for members but also reinforcing

AUTM’s position as a leader in the technology

transfer and knowledge exchange field. This

strategic priority ensures that we remain

nimble, adaptable, and ready to meet the

challenges of the future while providing

the highest level of value to our members.

Through intentional investments in high-

impact offerings and a commitment to

technological innovation, we will equip

our members with the tools and resources

necessary to thrive in an increasingly complex

and competitive environment.

Just as the world of technology transfer

and knowledge exchange is rapidly evolving,

so are the career paths to and within the

profession. Entry points into the field are

becoming more varied, and the once-linear

career trajectories of technology transfer

and knowledge exchange professionals

are now more dynamic and multifaceted.

As demands and expectations placed on

technology transfer and knowledge exchange

organizations continue to grow, it is essential

for AUTM to support members by recruiting

new professionals into the field and offering

tailored career development opportunities

that equip them with the skills they need to

succeed at every stage of their careers.

Beyond offering comprehensive programs,

it is especially important for AUTM to

develop curated offerings that address

the evolving needs of its members as they

progress through their careers. Early-career

professionals require different resources

and guidance than those who are mid-

career or exploring leadership opportunities.

To meet this demand, we are focused on

creating professional development pathways

that are intentionally designed to support

growth across the entire career lifecycle.

This includes specific attention to building

programs that provide broad knowledge in key

areas like compliance and operations for early

career professionals, providing them with a

broad understanding of the profession, as

well as exploring the viability of introducing

formalized credentialing to help professionals

distinguish themselves in the technology

transfer and knowledge exchange field.

In addition to structured programming, we

are committed to fostering mentorship and

leadership development opportunities that

can provide members with personalized

guidance and support as they advance in

their careers. Through formal mentorship

initiatives and leadership programs, we seek

to strengthen the professional growth of

its members, ensuring that they have the

tools and knowledge needed to navigate an

increasingly complex field.

By supporting career development across

the entire professional lifecycle, we reinforce

AUTM’s role as a leading advocate for the

growth and success of technology transfer

and knowledge exchange professionals.

Through strategic recruitment, tailored

programming, and a commitment to

mentorship, AUTM is building the foundation

for the next generation of leaders in

technology transfer and knowledge exchange.

Support Career Development

Across the Career Lifecycle

STRATEGIES

• Engage and support the transition of

students into careers related to technology

transfer and knowledge exchange.

• Recruit and support the attraction of new

professionals into the technology transfer

and knowledge exchange profession.

• Develop a framework to provide tailored

pathways with intentional professional

development across the technology

transfer and knowledge exchange career

lifecycle, with specific attention toward

mid-career offerings and career pathways

into technology transfer and knowledge

exchange and business development

professions.

• Prioritize programming that builds broad

knowledge of all components of technology

transfer offices, including compliance and

operations.

• Evaluate the viability of administering

a technology transfer and knowledge

exchange credential.

• Administer and grow formal mentorship and

leadership development programs.

METRICS

• Number of non-member-focused activities

and events

• Number of students who attend AUTM

events

• Number of new and mid-career

professionals who attend AUTM events

• Participation in mid-career development

programs

• Evaluation and, as applicable, pursuit

of a technology transfer and knowledge

exchange credential

• Number of mentor program participants

AUTM’s approach to membership must

continue to evolve to keep pace with the

changes in the field of technology transfer

and knowledge exchange. The makeup

of our organization is expanding, and it is

imperative that our membership models

reflect this growing diversity. To ensure that

our work remains accessible and inclusive,

we are committed to rethinking and evolving

AUTM’s membership structures. Recognizing

that technology transfer and knowledge

exchange organizations are inherently unique,

we understand that a one-size-fits-all model

cannot accommodate the full range of

professionals who are part of this dynamic

field. As a result, we are focused on building

membership models that meet individuals and

organizations where they are, offering flexible

options that provide inroads for participation,

even for those who may fall outside of our

traditional membership framework.

In addition to fostering inclusivity, fiscal

viability is essential to ensure that AUTM

continues to serve its members effectively.

By exploring alternative membership models,

such as group or organizational memberships,

and assessing the financial sustainability of

these approaches, we aim to secure AUTM’s

future while expanding its reach. This includes

identifying and marketing select on-demand

or a la carte offerings to non-members,

creating additional revenue streams while

broadening access to AUTM’s resources and

expertise.

By expanding and diversifying our

membership models, we are not only

enhancing AUTM’s ability to attract new

members—particularly from smaller

technology transfer offices—but also

ensuring the long-term financial health and

sustainability of the organization. These

efforts will allow AUTM to continue providing

high-quality programs and services that

support the ever-growing and evolving needs

of the technology transfer and knowledge

exchange community.

Expand Models for Membership

STRATEGIES

• Reassess current membership models and

structures for consideration of levels, titles,

effectiveness, and inclusivity.

• Explore the financial viability of alternative

membership models, such as group or

organization-based membership models.

• Develop transition plan and implement new

membership model, as appropriate.

• Expand members across each segment of

membership.

• Identify and market select on-demand or a

la carte offerings to non-members.

• Attract and grow members from smaller

technology transfer offices.

METRICS

• Completion of reassessment of

membership models and structures

• Overall membership numbers, including new

early career and mid-career members

• Year-over-year membership retention

• Engagement with on-demand offerings from

members and non-members

• Number of memberships associated with

smaller technology transfer offices

• Revenue from membership

The technology transfer and knowledge

exchange profession has always been

closely tied to the regulatory and policy

environments in which we operate. As policies

become increasingly complex, AUTM’s role

as a leading advocate for the profession

is more important than ever. To ensure

that technology transfer offices continue

to play a pivotal role in driving innovation

and economic growth, AUTM must not only

remain at the table but be a visible and vocal

participant in shaping the policies that directly

impact the profession. It is critical that we

take proactive steps to advocate for policies

that safeguard and advance the work of our

members, protecting the core functions of

technology transfer and knowledge exchange

and enabling professionals to navigate the

evolving policy landscape effectively.

In today’s world, it is no longer enough to

quietly do impactful work. We must actively

share the story of the transformative impact

technology transfer and knowledge exchange

has on universities, communities, industries,

and society at large. AUTM must lead the

charge in communicating these successes

to key stakeholders, from university leaders

to the elected officials who draft the policies

that shape how we operate. By telling our

story and highlighting the essential role of

technology transfer and knowledge exchange

in fostering innovation, we can help decision

makers understand the importance of

supporting this work through effective and

enabling legislation.

Beyond traditional policy development,

we recognize the importance of a broader

advocacy strategy. This includes educating

both policymakers and university thought

leaders about the critical contributions of

technology transfer and knowledge exchange.

By investing in a more formalized and

permanent advocacy infrastructure, AUTM

can more consistently engage in policy

development and legislative efforts, ensuring

that the profession remains well-positioned in

the face of shifting regulatory demands. Part

of this strategy will involve building coalitions

with other pro-technology-transfer and

innovation-focused organizations, allowing

AUTM to lead a broader network of advocates

who can push for policies that support the

long-term success of technology transfer

offices worldwide.

In addition to shaping formal policy, we will

also develop tailored materials and tools that

build awareness of technology transfer and

knowledge exchange's role and importance

among university leaders. Educating university

leadership on the critical contributions of

TTOs will help garner internal support for

technology transfer and knowledge transfer

Improve Advocacy for the Technology Transfer

and Knowledge Exchange Profession

initiatives and foster a better understanding

of the profession’s value within the higher

education ecosystem. Furthermore, AUTM

will continue to serve as a trusted partner to

federal officials, helping to craft and advocate

for policies that support the profession and

enable continued innovation.

Ultimately, AUTM’s advocacy efforts are

aimed at ensuring the profession’s growth

and sustainability in a complex and changing

policy environment. By fostering partnerships,

creating educational tools, and developing

a robust advocacy infrastructure, we will

not only protect the profession but also

strengthen its capacity to thrive. These

actions will position AUTM and our members

as key contributors to the advancement of

innovation, ensuring that technology transfer

and knowledge exchange continues to have a

profound impact on universities, communities,

and society at large.

STRATEGIES

• Invest in a more permanent and formalized

advocacy infrastructure for policy

development and implementation.

• Lead the development of a formalized

coalition of pro-technology-transfer

and innovation-focused organizations,

developing a network for advocacy efforts.

• Advocate for greater uniformity in

federal contract compliance and contract

requirements across federal funding

agencies.

• Develop tailored materials and tools to build

awareness of and support for technology

transfer and knowledge exchange among

university leaders.

• Serve as a trusted and active partner to

draft policy with federal elected officials

and offices.

• Be at the forefront of educating and

providing resources for members and

elected officials about the impact of

proposed technology transfer and

knowledge exchange related legislation.

METRICS

• Participation in advocacy efforts

• Engagement touchpoints with policymakers

• Impact of advocacy efforts on legislation

Implementation

This strategic plan is designed to guide

AUTM's direction over the next three years,

laying the groundwork for continued growth

and success as we build upon the foundation

of the last 50 years. In addition to setting

the broad strategic priorities outlined in this

plan, AUTM staff will develop a detailed

implementation plan and timeline to ensure

accountability to both the AUTM Board of

Directors and AUTM’s entire membership.

This timeline will help track progress toward

our goals, demonstrating our commitment to

advancing the organization and supporting

the betterment of the entire technology

transfer and knowledge exchange community.

712 H STREET NE

SUITE 1611

WASHINGTON DC 20002

+1.202.960.1800

INFO@AUTM.NET

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Strategic Plan 2025-2027 PDF Free Download

Strategic Plan 2025-2027 PDF free Download. Think more deeply and widely.

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