Wednesday, 15 February 2012

Eulogy for semiconductors in Canada


The last two nails were hammered into the semiconductor business in Canada recently with the acquisition of GENNUM  by Semtech and ZARLINK by Microsemi (both out of California). This follows the recent acqusition of SiGe Semiconductor by Skyworks and earlier TUNDRA by IDT. For all practical purposes we are left with no significant size Canada-based and Canadian controlled semiconductor company in the country - back to chopping woods, digging minerals and pumping oil (not that there is anything wrong with that... :-)

Oh, sure, there are still some left-overs and a few pocket-size and interesting niche-y microelectronics firms but nothing of the scale that would make a difference at the national level. Does it matter? History will tell but it sure is a bit sad for those of us who were part of the ride and, well, after all, who really wants his future to be just about running a branch-plant?

Thus, appropriately here is a nostalgic look back and a brief crash course in the history of the semiconductor industry in Canada.

The beginnings of it go back to the early '70s and the story of MicroSystems International Limited (MIL), initially a government inspired venture with Northern Telecom (Nortel). When MIL was winding up in 1974 it spun out two important seeds: Semiconductor Components Group (SCG) as part of Nortel/BNR and a pair of two budding entrepreneurs Terry Mathews and Mike Cowpland. They started MITEL whose semiconductor division (Mitel Semiconductor) later on became ZARLINK. At about the same time Wally Pieczonka and Doug Barber started Linear Technology Inc (LTI) in Burlington, Ontario which was renamed GENNUM later on. These three companies became pillars of the foundation on which pretty much all the rest (with an exception of PMC-Sierra) of Canadian semiconductor industry was built.

The golden age lasted about two decades (1980-2000) with the '80s being particularly heady days as the industry was young and rapidly growing. When I joined Nortel's SCG in the early '80s as a member of its R&D team, Nortel had a vertically integrated semiconductor operation. It involved not just the chip design but also manufacturing of silicon, process and device technology, packaging, testing and design automation. The synergies in such an environment were just immense. We were doing world-class engineering and, most of the time, money was no object. As a young manager I was nevertheless able not just to collaborate but also sponsor leading-edge research at Stanford University, Carnegie Mellon and a number of Canadian schools. 

In this fertile environment a number of world-class inventions and products were developed such as the CCD imagers technology by Jim White and Joe Ellul, some of the industry-first CAD tools such as AUTOLAY and SYNFUL by Stan Jedrysiak, as well as a number of first complex telecom chips that powered the digital world. Some memorable management figures from that time were Lloyd Taylor, Graham Sadler, Geoff Shrank, Dave Lawrence, Adam Chowaniec and later on Ken Bradley and Claudine Simson. Similarly Mitel Semiconductor (ZARLINK) built its own semiconductor fab in Bromont, Que and moved into the merchant semiconductor business led by Doug Smeaton, David Brown and later on Kirk Mandy. At the same time Linear Technology (GENNUM) led by Wally Pieczonka achieved a dominant world market share of 65% as a supplier of hearing aids chips.

The spillover effect of this critical mass on the broader Canadian scene was quite substantial as it fed a large thriving supply chain, stimulated world-class research at the universities including funding university Chairs (Carleton U) and spun off a number of startups. Some of the better known included Siltronics (Gyles Panther), Mosaid Technologies founded by Dick Foss and Bob Harland, DALSA founded by Savas Chamberlain, CALMOS (later on transformed into Newbridge Microsystems and finally TUNDRA, acquired by IDT) founded by John Roberts, Genesis Microchip founded by Paul Russo, and many others. Among them was ATMOS Corp which I founded in mid-nineties. There is a famous chart, created and supplied by Doyletech, showing the family tree of locally-generated technology companies and pretty much 90% of them can be traced back to NORTEL.

In the '90s there was an important joint industry-government initiative at the time called Strategic Microelectronics Consortium (SMC) run by John Roberts. It really provided a strong boost to the growth of the fledgling microelectronics industry in Canada. In addition, the Canadian Microelectronics Corporation (CMC - currently run by Ian McWalter), mostly government funded,  was created to stimulate and support electronics research in Canadian universities.

Unfortunately most of it started to slow down around the year 2000. After a good, long 40 year run, the semiconductor industry was maturing (not unlike what happened to the automotive industry). Some players, such as Mitel Semiconductor (ZARLINK), caught the change and transformed themselves from captive suppliers into merchant semiconductor players. Unfortunately, the largest of them, Nortel's SCG, failed to achieve that, mostly due to lack of management leadership. As a result, this primary engine of semiconductor growth and expertise in the country was sold off to STMicroelectronics and following a classic pattern drifted away never to be seen again :-(

There is no doubt in my mind that the failure of the leadership of Nortel's SCG at that time to spin off its microelectronics business as something like "Telecom Semiconductor Inc", was a main trigger for the subsequent decline and slow disappearance of the semiconductor industry in Canada. We have simply lost critical mass. A number of talented highly specialized engineers and researchers moved away in search of the jobs in California's Silicon Valley and other places around the world. It's a pity but that is what lack of foresight, vision, circumspection does to a country...

For a little while though "Times they were a-changing" we got a bit of a second backwind towards the end of the '90s with the days of mushrooming semi start-ups nourished by the multi-million dollars investments from the burgeoning VC firms. This was the era of a new type of semiconductor company, no longer large capital intensive and vertically integrated, but so called fabless semiconductor company. Among the better known started at that time were: SiGe Semiconductor (founded originally by John Roberts), Skystone (Antoine Paquin & Stefan Opalski), Solidum (Feliks Welfeld), Quake (Dan Trepanier), ATMOS (Paul Slaby), Lumic/Atsana (Luc Lussier), Philsar, Extreme Packets and IceFyre. All of these companies have been acquired since and are mostly gone from the Ottawa scene.

So, what have we got left? What is the landscape after the battle? What we have is a number of small and medium size firms built up on the remnants of the previous firms. They are mostly profitable and sometimes hugely so. They usually do not forge new product frontiers or aggressive innovation. Instead they tend to provide services and capitalize on the know-how and expertise developed by their predecessors.

The most successful is definitely a cluster of what one could call "Semiconductor IP protection and licensing". This includes:  MOSAID (founded by Dick Foss, later on run by George Cwynar and currently by John Lundgren), Wi-LAN (Jim Skippen), UBM TechInsights (previously Semiconductor Insights - a spin-off from MOSAID built-up by Terry Ludlow and Doug Smeaton), Chipworks (Terry Ludlow), Global Intellectual Strategies (GIS - Pierrette Breton). It is interesting to note that all of these companies can be traced back to MOSAID - clearly Dick Foss must have done something right laying down this foundation!

In addition, there is a sprinkle of design services and IP product companies such as TSMC Design Centre (as a result of EMT (Sreedhar Natarajan) acquisition with its origin in ATMOS Corp), Kaben Wireless Silicon (which we have built-up significantly during my recent 3 year CEO run), SiDense (founded by Wlodek Kurjanowicz and run by Xerxes Wania), CogniVue (with its origin in Lumic/Atsana and currently run by Simon Morris). Outside of Ottawa the significant players include PMC-Sierra in Vancouver, DALSA, Fresco Microchip (Lance Greggain) and ViXS (Sally Daub) in the Toronto area. The industry has its representation through the ITAC SMC Council currently coordinated by Iain Scott.

So, now, what does the future hold for semiconductors in Canada? The business has changed and the glory days appear to be over and are not likely to come back. It is a different world now and no amount of nostalgia is going to change that. In particular, the old business model of fabless semiconductor companies is, for all practical purposes, dead,  when it comes to start-ups and emerging companies (you can find more about it in this presentation: http://www.design-reuse.com/exclusive/kaben/). There is a need for new approaches that have a chance to bring significant ROI justifying investments.

Just because the old ways of doing business are no longer applicable, this does not mean there is not a need or a demand for semiconductor start-ups and their innovation - quite contrary! But the way we go about it has to be different. To avoid repeating myself, I refer you to this article: http://www.eetimes.com/electronics-news/4074052/Letter-to-the-editor-IP-cars-share-common-ground


PS
Here is a bit of an inside scoop on the Zarlink story:
And here is an info on the GENNUM acquisition:

Sunday, 15 January 2012

5 Leadership lessons from Argentine tango



Can managers learn anything from the old fashioned tango? Isn't this musty stuff relegated to dustbins of the previous generation and of little interest to the modern crop of today's MBAs?

In the spirit of the carnival season this post is on a lighter note. In preparation for my upcoming vacation trip to Buenos Aires I have been exposing myself to the delights of the Argentine tango by way of dance classes. Now, I have never been really into dancing and so I am pleasantly surprised at the charms, depth and the unexpected management lessons (!) one can derive from this enjoyable and occasionally passionate pastime.

NOTE to the un-initiated: Argentine tango is a very different dance from your typical ballroom, Latin or disco-style dancing. It does not have a fixed rhythm or a step flow but instead relies on a "close embrace" connection between partners to execute an individual, free-flowing step structure nevertheless tuned to the played music.

Leaders lead, the followers follow (and don’t you try to change that!) - One of the first things you learn from the Argentine tango is that the dancing couple  has  prescribed roles (leader and follower) which are to be acknowledged, accepted and executed each in their own way. There can only be one leader (one pair of hands on the steering wheel) with his vision and objectives for the dance (organization). The follower's job is to be fine-tuned to that vision as well as to the directions coming from the leader. There is no bigger disaster than the case of followers attempting to out-guess the leader or impose their own vision in the dance (company). I had such a case of "founderitis" in one of the ventures I was running when the founder had a really hard time to let go and attempted to run the shop from the back seat. This can not be successful and only leads to problems. Trust and mutual respect are the foundation of a well executed dance :-)

It's about connecting - The most critical part in executing Argentine tango is to establish a close and firm connection (embrace) between partners right from the start. The partners need to feel connected in an intimate way - secure, trusting and working together. The followers may feel well taken care of, but led in a firm way.

You don’t tell, you show the direction - As soon as the movement starts, the tango dance becomes a series of small collaborative step projects. The leader's job is to navigate the dance floor (market) looking for free space (opportunities) and avoid collisions (competition), while tuning the performance to the music played (economic environment) with an ultimate objective of ensuring a beautiful and satisfying experience (commercial success). To execute well, the leaders and the followers need to be collaborating harmoniously through a series of gentle interactions: the leader extends an invitation and the follower issues an acceptance moving in the way and the direction selected.

Listen to the music - Even the best learnt dancing technique (technology) is useless if it does not fit well with the music played (market requirements). The leader's job is to ensure that the partners dance to the music played and do not in futile attempt to force the music (the world) to fit what they know and do.

Enjoy yourself! - Why do we dance (live and work)? Beauty, love, romance, graceful moves, scent of roses, fresh-cut grass, slender limbs, taste of honey, that's the stuff that dance and life is made of. We all spend most of our waking hours at work. Let’s make sure we make it a bit more like the tango :-)


PS
I have stumbled upon this brief video which helps to illustrate some of my points:

If you would like to see a brief sample of master tango, here is a clip of Gabriel Misse and his partner Alejandra Martinan. It starts off slow, but note the amazing footwork as they progress. Most amazing? It's ALL improvised on the spot (yes, market conditions can change quickly :-)

Finally, if, after all of the above :-) you are in need of tango instruction, here is a website of my favourite master teachers:

Monday, 5 December 2011

Ottawa start-ups suck?

Out of the 20 winners of the "CIX Top 20" competition at the recent Toronto conference (www.canadianinnovationexchange.com) there was only one, bitHeads - not exactly a young start-up, out of Ottawa this year. Most of the presenting companies were from Toronto, Waterloo or Montreal area. What's wrong with us, guys?

Here are some of my observations and impressions from this event which covered most of high-tech, focusing on ICT and Digital Media, but without clean-tech.

·         There is still an acute sense of a shortage of capital pools for high tech investments in the country. 2010 data shows ~ $1.1B VC capital deployed in Canada versus ~$6B spent in the year 2000. In comparison, this year, US-based VCs will invest ~ $26B.

·         There is a growing pressure to push the governments to institute policy-based incentives, such as angel investment tax-credit and even a corporate VC tax credit, to help address the shortage of risk capital.

·         The times, they are a-changing… It is much easier now than ever to get a start-up going. 10 years ago it used to be $0.5M to start plus $5M and 2 years to see if you got anything. Now it is $50K to start plus $0.5M and 6 month to sell for $3-5M.

·         For high-tech veterans like myself, there is a remarkable shift in the composition of start-ups from 10 years ago and even from 2008 when I pitched my last time - winning the "CIX Top 20" for KABEN. Practically all the companies this year are from the internet and mobile apps space. I have not spotted a single hardware-oriented start-up. As an example of what folks are doing these days, here a sample of some of companies which caught my attention:

Wave Accounting - online, banking integrated accounting software for SMBs (<9 staff)
TribeHR - HR software for SMBs
Recoset - mining data for ads
Vanilla Forums - weeding out "bad" comments and users from online forums
Massive Damage - location-based mobile gaming
Achievers - rewarding employees web-based software
NexJ - CRM software
Polar Mobile - publish to mobile media apps
Quick Mobile - mobile event apps for smartphones
Shoplogix - real time manufacturing data software

Going back to the lack of Ottawa-based start-ups presence, perhaps the reason in the above context, is that the former strength in telecom and hardware, due to the presence of Nortel, Newbridge, etc is no longer in vogue while at the same time Ottawa high-tech has not yet developed software, mobile and internet critical mass to spin out new-style innovative start-ups.

Friday, 18 November 2011

Early Exits - way to go!

"Today, the optimum financial strategy for most technology
entrepreneurs is to raise money from angels and plan an early
exit to a large company in just a few years for under $30 million."

That's the essence of the message from Basil Peters' book "Early Exits" which I have discovered for myself recently. Coming from the Vancouver-based well experienced entrepreneur, operator, CEO and investor, this is one of the best reads for  high-tech entrepreneurs and early-stage CEOs that I have come across in the last decade.

This book, available in hardcover or as an eBook here: http://www.early-exits.com/, is brief, no BS, to the point - almost like an instruction manual for high-tech start-up operators, providing blueprints on how to design your venture for today's economic environment.

The book is entirely focused on the end game: the exit. It provides a succinct background of the current economic climate for early-stage companies as well as the evolving business models for both traditional venture capital and individual angel investors, with an honest disclosure and discussion of their conflicting interests.

Having lived and managed through several M&A transactions myself, I have found interesting examples, debunked myths, dirty M&A industry secrets exposed as well as several useful case studies of real life exits which are good lessons for investors and entrepreneurs interested in selling companies for more money, sooner and with a greater chance of success.

Thursday, 27 October 2011

The Jenkins Report - risks for refundable SRED

Recently, the so-called Jenkins Report, "Innovation Canada: A Call to Action," was released by the Independent Panel on Federal Support to Research and Development (R&D). Its purpose was to provide "advice in respect of the effectiveness of federal programs to support business and commercially oriented R&D, the appropriateness of the current mix and design of these programs, as well as possible gaps in the current suite of programs and what might be done to fill them."
 
The full report is available on line and in various summaries as well as commentaries such as this one:
 
 
Of particular interest and concern to start-ups, early-stage companies and small business, is this innocently sounding recommendation of:
 
"simplifying the Scientific Research and Experimental Development (SR&ED) tax credit and redeploying funds from the credit to direct initiatives that support small and medium-sized enterprises (SMEs)".
 
Apparently, what's behind this recommendation is an idea of replacing or reducing the "refundable R&D tax credit" by direct "initiatives" (read: grants, investments, etc). This is a huge RED FLAG and RISK for early-stage companies which often rely on cash from SRED refunds as a substitute for the shortages of venture investment funding in the current dismal climate. We can only applaud the idea of simplifying the existing system, but reducing or replacing the "refundability" aspect of it would be a killer and the serious blow to many high-tech startups which rely on this cash to fund their R&D work.
 
Direct funding initiatives, such as the popular IRAP program, are much more finicky, uncertain, bureaucratic, and frequently run out of money. In truth, we need both programs: refundable SRED and direct initiatives.
 
In any case, we can not afford to allow for the cancellation of  the refundable SRED credit - This would really hurt innovation and the creation of knowledge-based companies.
 
We need to lobby our politicians hard to improve the existing system but with an utmost care of not hurting the cashflow of newly-born fledgling enterprises.

Thursday, 13 October 2011

CIX - you need to be there!

Canadian Innovation Exchange (www.canadianinnovationexchange.com) taking place this year on December 1st, 2011 at MaRS Discovery District in Toronto, is a cross-breed between a traditional VC Fair, a conference and a giant networking event. You can expect a mixed crowd of hungry company founders and entrepreneurs, jaded investors who have heard it all, benevolent government folks, some media and a variety of hanger-on service providers.
 
The purpose of the event and the reason you may want to be there is well captured in the organizers pronouncement:
 
"Every early-stage company needs exposure and not just in the customer space. Young companies need to establish a profile and promote themselves in the investment community and support industries as well. Even if you are not currently in an aggressive fundraising it is still a useful move to get your company on the radar screen. You are essentially laying down a foundation on which you can build in the future."
 
At the heart of the event is, the so-called 'CIX Top 20 competition', which is essentially a public pitch contest by a number of pre-selected companies. The deadline for the CIX Top 20 applications is October 14 this year, so, you may want to go for it now before you miss it.
 
I participated in the first CIX event in 2008 and have managed to win CIX Top 20 for Kaben Wireless Silicon Inc (www.kabenwireless.com). You get a commemorative plaque plus some media exposure as well as the associated bragging rights.
 
The biggest value for your $495 registration is mostly the exposure and the contacts you establish as a result of your heavy networking. It is well worth the money.

Thursday, 6 October 2011

Seed funding and Ontario politics

No matter what your personal political convictions or choices are, if you are a technology entrepreneur you need to be paying attention to what is being proposed, if anything, by the major parties in the current provincial elections in Ontario. What is at stake here is the dismal state of capital funding for high-tech startups which has dropped down by a factor of 10 over the last decade.

What is the essence of difficulty with seed funding? It all has to do with risk and risk management. It goes without saying that at the seed stage risks are enormous and, what is worse, they are hard to mitigate. For all practical purposes, it means therefore that the risk will stay high and is unavoidable. Now, on the other hand, many, though certainly not all, innovative early-stage companies hold an allure of "changing the world" and bringing high financial pay-offs to their investors.

Certainly from the societal standpoint it is a good thing to create and invest in innovative companies. In fact, there seems to be some hard economic data for Canada, which indicates that "40% of new jobs is created by young companies which make up about 4% of businesses." Clearly, finding a workable mechanism which would ease the pain of raising seed funding and provide practical incentives to investors, should result in increased new business formation and therefore significant economic benefits which would contribute to the prosperity of all of us.

So, what is happening on the political stage in Ontario in this context? Well, it appears that just about the only proposal to address these issues is coming from the Liberals. Glen Murray, the Ontario Minister of Research and Innovation, recently proposed
the "angel investment" incentives program which would offer tax credits for individuals contributing seed capital to fledgling startups. The details are somewhat vague and will need to be worked out but, as an example, someone investing $100,000 in a startup could get a 25-per-cent tax credit.

Apparently, this plan is modelled on a similar one which has been in operation for 10 years in British Columbia and has proven to be successful while costing the province something like $30 million a year.

If implemented sensibly and within a reasonable time this plan could really make a difference and help immensely. It would provide incentives to people willing to take a risk - and seed funding new companies is all about risk management and sharing.

To illustrate principles, let's say I need to raise $0.5M for my startup. If I go to you and ask you for the whole $0.5M or just a $100K chunk, even assuming you have the means, you are going to ponder this and agonize over the decision endlessly. However, if I go and ask you to invest $10-15K, you are going to spend far less time worrying about it and will be much more predisposed to take flight. Thus by employing this tactic, an entrepreneur will likely raise their $0.5M because the risk is shared among many investors and each of them does not risk that much individually.

This is exactly how I had raised angels financing for ATMOS Corp by bringing in about 20 private investors, each of whom on average contributed anywhere between $10K and $25K. The beauty of this approach is that nobody is going to lose sleep and the entrepreneur gets his/her objective accomplished. In fact, this is the same principle in action that powers the IPOs and syndicated VC rounds, albeit in a smaller scale. It works, therefore, use it. Of course, there are some pitfalls to watch, such as government regulations, accredited investors requirements etc., but these can be navigated around.

The key in seed funding is to incentivize and reward risk taking. It is disappointing that other political parties are not paying attention to this important issue. The current Ontario Liberals proposal is addressing this need well. Let's hope we shall see it implemented without much delay.