HiTech One is a eight-week-long program that supports R&D teams in the creation of value from the knowledge developed through their research activities.
So if you are:
A researcher in any Science & Technology fields (e.g., Engineering and Technology, Agricultural, Lifesciences or Natural Sciences).
And want to:
⚡️Assess the economic potential of your research;
⚡️gain skills in technology commercialization; and
⚡️acquire communication skills to convey research to a non-science audience.
Apply to HiTech One. Know more at http://hiseedtech.com
Dr Inmaculada Higueras, Social Sciences and Humanities Thematic Lead/ Norther...IrishHumanitiesAlliance
From the IHA Impact in the Humanities event 8 June held in QUB and co-sponsored by InterTradeIreland.
Panel Two: Impact in Horizon 2020 and the EU
How is Impact conceptualised and captured at the EU level, in programmes such as Horizon 2020, and how does this affect academics, research officers and policy makers at the national level?
1) The document discusses challenges with commercializing university research and proposes a new approach using design thinking and lean startup methods.
2) Current commercialization success rates are low because research is not designed with commercialization in mind and researchers lack entrepreneurial skills.
3) The proposed approach would apply design thinking to iterate from technologies to applicable customer needs and business models in order to increase commercialization success rates. It focuses on recognizing customer jobs that could provide competitive advantage.
The document discusses conducting an open innovation assessment for a company that has previously run open innovation activities but is dissatisfied with some of the results. It proposes that innovation-3 could help by defining metrics to measure success, analyzing past activities to identify strengths and weaknesses, benchmarking against other leading companies to find gaps, prioritizing the most promising opportunities, and developing an improvement program with milestones. This would provide clarity on how to evaluate activities, opportunities to improve existing approaches, additional open innovation approaches to pursue, and an action plan to operationalize them.
The Technology Strategy Board is the UK's national innovation agency that aims to accelerate economic growth through business-led innovation. It focuses on 5 key areas and invests in priority areas like agrifood and energy based on potential. It provides a range of tools to support innovation including grants, vouchers, and programs to support collaborations. Innovation Vouchers provide up to £5k for small businesses to access knowledge in areas like new products and intellectual property.
Systematic search for breakthrough innovationsinnovation-3
This document presents a service offering from innovation-3 to conduct a systematic search for breakthrough innovation opportunities. The service uses a unique tool and approach to identify opportunities through analyzing a company's identity, environment, innovation spirit, relevant dimensions and megatrends. The 5-step process produces consensus on opportunities and their transfer to the company's innovation funnel. It aims to address issues companies often face in generating convincing innovations through unsystematic ideation workshops that lack focus on breakthrough opportunities.
Collaborative technology management on Enterprise 2.0 platformsinnovation-3
This document outlines a service offering from innovation-3 to help companies better manage rapidly growing knowledge and technology through collaborative technology management. The service would implement an Enterprise 2.0 platform to foster continuous discussions among experts and systematically integrate insights into competence development. A controlled 5-step process is proposed to start with pilot teams, demonstrate benefits, expand participation, and ultimately align market and technology roadmaps across teams through collaborative ideation and management of opportunities.
Sean Burke, The SME Instrument Horizon2020 - Athlone June 5thei_Midlands
The document summarizes information about the SME Instrument under Horizon 2020. It describes the purpose of the instrument to accelerate market introduction of promising innovations from SMEs. Key features include funding of up to 3 million euros over 3 phases, with 70% funding provided. The phases focus on establishing a business idea, developing a business plan and commercialization strategy, and bringing the innovation to market. Applications are accepted on a rolling basis. To qualify, applicants must have an innovation-driven idea and ambition to grow internationally.
Innovate UK is to offer up to £10 million in loans to SMEs for innovative late stage projects. The aim of this competition is to provide loans to help SMEs to undertake game-changing innovations with strong commercial potential across any sector or industry. Innovation loans will offer affordable, patient, flexible, repayable funding for later-stage research & development projects with a clear route to commercial success.
More information can be found here: https://ktn-uk.co.uk/news/innovation-loans-open-competition-briefing-dates-announced
Or watch the webcast here: https://youtu.be/vAOV4tFHFmE
The deadline for registration for this Open Innovation Loans competition is 29th August and the application deadline is noon on 5th September 2018.
The document discusses the process of commercializing inventions, including defining commercialization, evaluating methods and prerequisites, protecting intellectual property through patents and NDAs, overcoming challenges, and maintaining secrecy. The commercialization process involves developing prototypes, conducting assessments of market potential and financial viability, determining commercialization goals, and approaching investors or marketing avenues. Challenges for inventors include lack of funding, marketing skills, and business knowledge, but various organizations can provide support throughout the process.
Presto4U - Commercialisation of Research Results - The Challenges and Issues,...FIAT/IFTA
This document discusses the challenges of commercializing research results. It notes that research differs from product development in its timescales, funding justification, and flexibility. Research outputs may or may not work as intended and their economic viability is uncertain. Commercializing research involves addressing technical readiness, investment needs, ongoing support requirements, and intellectual property licensing issues. Stakeholders in the commercialization process, including the researcher, commercial entities, and users, have different motivations that must be balanced.
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/review-of-round-2-events-from-the-global-challenges-research-fund-gcrf-demonstrate-impact-programme
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/webcast-gcrf-demonstrate-impact-competition-briefing-round-2-how-to-increase-impact-through-innovation-in-developing-countries
The Innovation Commercialization Process:A Case StudyCheryl Tulkoff
When people think of innovation, they frequently think of the “big idea” or product while overlooking the fact that innovation is really a process.
They think of innovation solely in the creative sense rather than considering the importance or even existence of an innovation methodology.
Countless examples exist of good inventions that never succeeded in the marketplace or failed to live up to expectations while lesser ones thrived.
Many of these failures could have been eliminated through use of an innovation commercialization process.
This presentation describes the process and demonstrates its application through a case study.
This document provides an introduction to technology commercialization. It discusses how the Innovations Group at the University of Toronto helps researchers commercialize ideas by assessing commercial potential, obtaining intellectual property protection, providing funding and business development support, and licensing or starting new companies. It then summarizes key factors to consider in evaluating a technology's commercial potential, including intellectual property, the technology itself, market opportunities, and the capabilities of the research team. Finally, it discusses options for commercializing a technology through licensing or starting a new company, and considerations for obtaining early-stage funding.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
This document discusses different processes for commercializing research and innovation from three universities: the University of Sheffield, the University of Oxford, and the Massachusetts Institute of Technology. It outlines the typical stages and resources required for commercialization, as well as common critical success factors and potential barriers. The document also differentiates between spin-outs, where a new company is formed, and licensing intellectual property to an existing company. It provides examples of each approach and recommends strategies like collaborating between universities and protecting intellectual property.
The document discusses determining when an innovation cluster is the best approach for open innovation. It outlines factors to consider, such as whether a value chain approach is needed, emerging industries are involved, and complementary skills are required. Innovation clusters provide benefits like shared costs, access to talent and facilities, and increased knowledge spillovers. However, a clear intellectual property framework and investment in establishing the cluster are also important factors to consider. The consulting firm innovation-3 can help companies evaluate whether an innovation cluster fits their needs and how to design an effective cluster arrangement.
HiValue - New product, service and process developmentHiSeedTech
HiValue is a hands-on training program designed for cross-functional teams that provides a comprehensive coverage of major topics in new product, service and process development (NPSPD) and allows participating teams to undertake a business project of strategic importance to the company.
The document describes the product design process, which includes key steps like product planning, concept development, embodiment design, and detail design. It discusses product planning in depth, including why it is important to determine the right mix of projects and provide each project with a focused mission statement. The document also covers gathering customer needs, generating concepts, and evaluating concepts to arrive at the best design.
This document discusses innovation strategies and technology transfer. It presents four broad innovation strategies that technology-intensive firms commonly use: leader/offensive, fast follower/defensive, cost minimization/imitative, and market segmentation specialist/traditional. It also discusses the differences between closed and open innovation processes. Open innovation involves using both external and internal ideas and paths to market to accelerate innovation. Technology transfer is then presented as an important part of open innovation, with various methods discussed like licensing, science park models, and hiring skilled employees. Limitations and barriers to effective technology transfer are also acknowledged.
Nina Simosko outlines the concept of full lifecycle innovation, which moves ambitious ideas from research and development labs through applied R&D with industry partners and into the development and commercialization of technology products and platforms. She describes the four phases of full lifecycle innovation as open innovation, applied R&D, product and platform development, and commercialization. Each phase requires different activities, partners, mindsets and criteria for progressing the ideas to the next stage, with the ultimate goal of transforming initial ideas into market realities that make a difference for enterprises.
The document discusses funding and support opportunities from the Technology Strategy Board (TSB) in the UK for driving innovation. The TSB funds collaborative R&D projects through competitions, provides grants for R&D through the Small Business Research Initiative (SBRI), and notes European funding opportunities through the Eurostars program. The TSB seeks projects that have a clear commercial opportunity and technical challenge requiring innovative R&D to solve and benefit the UK economy. Applications are assessed based on the commercial and technical merits of proposed projects.
The document summarizes the results and impacts of various companies' participation in the Accelerate project. The project aimed to identify needs for go-to-market acceleration in industry and collect metrics from use cases. Participating companies reported benefits like improved ability to bring products to market, establishing new ventures, increased networking and academic knowledge of acceleration best practices.
This document discusses acquisition and the acquisition process. It begins by defining acquisition as bringing resources from external sources when a company does not have all the necessary internal resources. It then discusses reasons for acquisition such as being competitive and gaining access to experts. The document outlines various ways to acquire, including internal R&D, mergers, and technology transfer. It also discusses requirements like identifying capabilities and negotiating terms. Finally, it provides an overview of the steps involved in external technology acquisition, including goal setting, finding suppliers, choosing a method, and managing long-term collaborations.
While open innovation is a defined concept, its methodology differs based on what companies are using it. Two cases - Inwido and Tetra Pak - take an open innovation approach to solving their internal challenges. Having chosen different approach to implement open innovation practices, both projects arrive to successful outcomes. Success factors for open innovation include involvement of top management, setting clear strategy for openness and participation and creation of open ecosystem. his presentation was held at the "Hands On - Open Innovation" one day workshop arranged by Ideon Open in Lund, Sweden.
More information about the event is at http://www.ideonopen.com/events
Research and Development and Information TechnologyPrashant Mehta
The document discusses research and development (R&D) strategy formulation. It notes that R&D personnel perform tasks like technology transfer and product adaptation for local markets. Developing new products requires significant resources that are often constrained. Technological improvements shorten product life cycles. R&D strategy should tie external opportunities to internal strengths and align with organizational objectives. The document discusses different approaches to R&D strategy regarding areas like basic vs applied research, leadership vs follower status, and conducting R&D internally vs externally. It also addresses matching R&D strategy to scenarios of technological and market change.
The document provides information about an optional briefing for applicants in London on May 19th regarding technology strategy board competitions. It discusses the competition process, criteria, and funding rules. Key points covered include understanding competition scope and objectives, the application and review process, criteria across business proposition, project details, and value add sections, and financial commitment and funding thresholds.
Transforming Accountancy, Insurance & Legal Services with AI & DataKTN
UK Research and Innovation will invest up to £12 million in innovation projects to support the application of artificial intelligence (AI) and data technologies. Projects should aim to transform the 3 target sectors:
Accountancy
Insurance
Legal services
Find out more: https://ktn-uk.co.uk/funding/transforming-accountancy-insurance-and-legal-services-with-ai-and-data-small-projects-strand
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
This document provides an overview of management of technology concepts. It discusses technological innovation as a conversion process with multiple factors that can contribute to successful innovation. It also covers research and development as a business, with elements of R&D strategies including objectives, resource allocation, and competitive advantage. Technological innovation is presented as a multi-step process involving invention, development, production, and more. The need for a conceptual approach to innovation is emphasized.
The document provides an overview of the product planning process outlined in Chapter 4 of the textbook "Product Design and Development" by Karl T. Ulrich and Steven D. Eppinger. It discusses identifying product development opportunities, evaluating and prioritizing projects, allocating resources and planning timing. A case study of Xerox's Lakes project to develop a digital copier platform is provided as an example. Key aspects of product planning include developing a portfolio of projects aligned with company strategy, market segmentation, technology roadmaps, and balancing fundamentally new vs. incremental projects.
The document discusses product design and development. It covers 6 categories of new products, the new product development dilemma, the new product planning system, design of the product, responsibility for design, stages of a design project, use of critical path analysis in design, reducing design costs, integrated management of new product development, and the 8 stages of new product development including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, market testing, and commercialization.
This document provides information about the Master in Business Innovation program offered in collaboration between CREA and OCTO Technology. The 16-month part-time program consists of courses, workshops, and a final project. Course topics include agile product development, corporate strategy, entrepreneurship, user experience design, business development, lean value proposition, design thinking, and growth hacking. Students will apply their learning through a final assignment to launch their own project. The program aims to develop skills in identifying factors that drive competitiveness and innovation.
Competition scope, competition eligibility conditions and application process...KTN
George Papadakis & Victoria Meredith from Innovate UK outline the details of the Digital Security by Design (DSbD) Business-led Demonstrators Phase 1 EOI competition, covering the competition scope, competition eligibility conditions and application process.
This presentation was provided by Shaina Lange of Kidney News, and Dianndra Roberts of the Royal College of Psychiatrists (RCPsych), for the fifth session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Five: 'DEIA in Peer Review,' was held July 11, 2024.
View Inheritance in Odoo 17 - Odoo 17 SlidesCeline George
Odoo is a customizable ERP software. In odoo we can do different customizations on functionalities or appearance. There are different view types in odoo like form, tree, kanban and search. It is also possible to change an existing view in odoo; it is called view inheritance. This slide will show how to inherit an existing view in Odoo 17.
Lecture Notes Unit4 Chapter13 users , roles and privilegesMurugan146644
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : USERS, Roles and Privileges
In Oracle databases, users are individuals or applications that interact with the database. Each user is assigned specific roles, which are collections of privileges that define their access levels and capabilities. Privileges are permissions granted to users or roles, allowing actions like creating tables, executing procedures, or querying data. Properly managing users, roles, and privileges is essential for maintaining security and ensuring that users have appropriate access to database resources, thus supporting effective data management and integrity within the Oracle environment.
Sub-Topic :
Definition of User, User Creation Commands, Grant Command, Deleting a user, Privileges, System privileges and object privileges, Grant Object Privileges, Viewing a users, Revoke Object Privileges, Creation of Role, Granting privileges and roles to role, View the roles of a user , Deleting a role
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
URL for previous slides
chapter 8,9 and 10 : https://www.slideshare.net/slideshow/lecture_notes_unit4_chapter_8_9_10_rdbms-for-the-students-affiliated-by-alagappa-university/270123800
Chapter 11 Sequence: https://www.slideshare.net/slideshow/sequnces-lecture_notes_unit4_chapter11_sequence/270134792
Chapter 12 View : https://www.slideshare.net/slideshow/rdbms-lecture-notes-unit4-chapter12-view/270199683
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
Codeavour 5.0 International Impact Report - The Biggest International AI, Cod...Codeavour International
Unlocking potential across borders! 🌍✨ Discover the transformative journey of Codeavour 5.0 International, where young innovators from over 60 countries converged to pioneer solutions in AI, Coding, Robotics, and AR-VR. Through hands-on learning and mentorship, 57 teams emerged victorious, showcasing projects aligned with UN SDGs. 🚀
Codeavour 5.0 International empowered students from 800 schools worldwide to tackle pressing global challenges, from bustling cities to remote villages. With participation exceeding 5,000 students, this year's competition fostered creativity and critical thinking among the next generation of changemakers. Projects ranged from AI-driven healthcare innovations to sustainable agriculture solutions, each addressing local and global issues with technological prowess.
The journey began with a collective vision to harness technology for social good, as students collaborated across continents, guided by mentors and educators dedicated to nurturing their potential. Witnessing the impact firsthand, teams hailing from diverse backgrounds united to code for a better future, demonstrating the power of innovation in driving positive change.
As Codeavour continues to expand its global footprint, it not only celebrates technological innovation but also cultivates a spirit of collaboration and compassion. These young minds are not just coding; they are reshaping our world with creativity and resilience, laying the groundwork for a sustainable and inclusive future. Together, they inspire us to believe in the limitless possibilities of innovation and the profound impact of young voices united by a common goal.
Read the full impact report to learn more about the Codeavour 5.0 International.
Postal Advocate manages the mailing and shipping spends for some of the largest organizations in North America. At this session, we discussed the USPS® July 2024 rate change. Postal Advocate shared all the important information you need to know for this coming rate change that goes into effect on Sunday, July 14, 2024.
We Covered:
-What rates are changing
-How this impacts you
-What you need to do
-Savings tips
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdfnservice241
The University of Ghana has launched a new vision and strategic plan, which will focus on transforming lives and societies through unparalleled scholarship, innovation, and result-oriented discoveries.
Open Source and AI - ByWater Closing Keynote Presentation.pdfJessica Zairo
ByWater Solutions, a leader in open-source library software, will discuss the future of open-source AI Models and Retrieval-Augmented Generation (RAGs). Discover how these cutting-edge technologies can transform information access and management in special libraries. Dive into the open-source world, where transparency and collaboration drive innovation, and learn how these can enhance the precision and efficiency of information retrieval.
This session will highlight practical applications and showcase how open-source solutions can empower your library's growth.
How to Manage Access Rights & User Types in Odoo 17Celine George
In Odoo, who have access to the database they are called users. There are different types of users in odoo and they have different accesses into the database. Access rights are permissions that can be set for the individual or group of users. This slide will show How to Manage Access Rights & User Types in Odoo 17.
2. 2
POWERED BY:
HITECH IS.
• for researchers from Portuguese R&D organisations;
• who have generated knowledge that can have a practical application
to solve a problem;
• a nationwide three stage Program aimed at:
• supporting the commercialization of technologies grounded on
scientific research; and
• providing skills to researchers in technology commercialization;
• highly experienced international team stubbornly focused on science
based projects.
3. 3
POWERED BY:
STAGES 1/3.
HITECH ONE
Opportunity analysis
• establishing the market need
• developing a product / service concept to fulfil the market need
• validating the superiority of the proposed solution
Outcome:
Value proposition for the proposed product/service concept
4. 4
POWERED BY:
STAGES 2/3.
HITECH TWO
Business case development
• validating the market and competitive advantage
• developing the business model
• sustaining the rationale for the financial projections
Outcome:
Business case for the selected product / service concept
5. 5
POWERED BY:
STAGES 3/3.
HITECH STARTUP
Into the market
• procure funding
• proof-of-concept development
• business / licensing plan development
Outcome:
Start-up / license / development partner(s)
6. 6
POWERED BY:
HITECH IS BROUGHT TO YOU BY.
HISEEDTECH
• not-for-profit association that aims to foster the creation of social and
economic value from R&D activities.
• founded in 2017 by a group of 19 private companies and nowadays has
27 member companies from a wide range of business sectors.
• provides a set of initiatives grounded upon a collaborative network (made
up of member companies, researchers and start-ups) that works as a
platform to link researchers and companies.
• HiSeedTech goal is to bridge the gap between science and the
market.
9. 9
POWERED BY:
FOR.
R&D teams from:
That have a science based project that can range from:
• an idea sustained on sound science up to
• a fully functional science based technology
J including that fantastic project that is getting dust in
the lab because we never found a sound
application for it J
Universities Laboratories Startups
10. 10
POWERED BY:
WHO WANT TO.
Assess
• the economic potential of their research
• the technology assumptions supporting the business model
Acquire communication skills to
• convey research to a non-science audience
• pitch to a business audience
Gain skills in technology commercialization
Gain access to HiTech Two
11. 11
POWERED BY:
WE OFFER.
• Eight weeks program (Six in-class sessions).
• Hands-on experience using real projects.
• Training and tutoring in the early stages of business development.
• Mentors to support and monitor the projects.
• Networking with HiSeedTech companies, entrepreneurs and investors.
• Seminars on relevant topics (e.g. intellectual property, licensing or
pitching).
• The participation in HiTech One does not involve any fees.
13. 13
POWERED BY:
HOW IT WORKS.
TIMELINE
Program starts
May 26 (Porto)
May 27 (Lisbon)
Selection Process
May 12-15
Selected projects
May 15
(up to 12 in each edition)
Call deadline
May 8
Open call
March 23
Peer review Interview Panel Program ends
July 14 (Porto)
14. 14
POWERED BY:
HOW IT WORKS.
APPLICATIONS
Key info to be provided in the application form:
i. Technology / scientific discover description.
ii. Technology uniqueness / innovativeness.
iii. Current status of development.
iv. Example of a possible application.
v. Statement of the team motivation.
15. 15
POWERED BY:
HOW IT WORKS.
INTERVIEWS
• Each team applying to the program is required to attend an interview.
• The aim of the interview is:
i. to assess the team motivation to participate in the Program,
ii. to make clear the team understands what entails the participation in
the Program and
iii. to answer any questions the team may have regarding the Program.
16. 16
POWERED BY:
HOW IT WORKS.
SELECTION
• Three main criteria:
i. Uniqueness of the technology and / or science discoveries.
ii. Broadness of the discoveries (i.e., support a range of product
concepts)
iii. Strength of the market need fulfilled by the discoveries
• The team motivation to participate, perceived from the interview, will
also influence the selection process.
17. 17
POWERED BY:
UNIQUENESS.
• Real start-up experience:
The Program emulates a real start-up experience and the set of
deliverables to be completed each week provide common goals,
language and framework for the team action.
• Uncovering business opportunities:
The approach supports the teams in identifying business opportunities by
matching technological capabilities to unmet (or ill met) market needs.
18. 18
POWERED BY:
PEDAGOGY.
• Researchers are fully involved
in the technology commercialization process and are required to interact
with the ‘business world’ to validate the assumptions they develop
throughout the process.
• Learning by doing:
to embed the technology commercialization and entrepreneurship skills it
is essential for participants to be engaged on real projects, leading to real
business proposals.
• Team based:
allowing for different skills (from business to technology) and experiences
to be brought to the project and enhancing the learning experience.
23. 23
POWERED BY:
Alameda da Empresa, n.º 64
Candal Park - Fração AL-18
4400-133 Vila Nova de Gaia
www.hiseedtech.com
contact@hiseedtech.com
CONTACTS.