ORBintel.io (OrbMB Technologies) – Current – Data Valuation & Compute Cost/Benefit (Internal ROI) Metrics Services: For-Profit with UN-SDG Impacts.
2017–2018 (WFC Services) – Watershed Freshwater Calculator Services, Data/Assets Acquisition. Innovation: Capturing ~100% (including groundwater). Standard method calculates surface drainage (3%). Achieved initial validation from engineers. Impact: Crown agencies & private sector are unfathomably satisfied with 3% method. Despite on-going droughts: No interest in Canada. Not even to help US Midwest¹ so shelved it, to pivot to OrbMB. ¹ https://www.scientificamerican.com/article/millions-of-groundwater-wells-could-run-dry/
2017 (David Huer Services) Tax Credits Innovator – “Labour Expense” to “Cash Asset” Conversion. Context: Compensating extraordinary volunteer costs using tax credits | Innovation: In 4 months, converted Labour Expense to Cash to obtain credits for real assets | Impact: Networked to Tax Minister’s Office, which claimed no power per Federal Court precedent.
2016-2017 (Marine Battery Services) – Emergency Marine Battery – Emergency Power Chemistry | Innovation: Scalable from small boats to largest naval vessels. | Solution: 2 PhDs validated: feasibility, scalability, safety, but there was no local market so shelved it.
2015-2016 (China Revestment Services) – [link] Constitutional Trade Arbitrage. Using the ambiguities of the One-China/Two-Systems Taiwan/China relationship to profit from foreigners after China closed VIE investor loophole. Tainwanese business visitors told me the method could cut 30% off the cross-strait shipping cost. It was more efficient than what they did. Ended venture at recommendation of Beijing lawyer (no guanxi).
2014 (Data Patent Prophylactic Services) – Developing NDA written with clauses that specifically exclude patent aggregators from seeing IP. After experiencing first-hand the dangers of talking to any university faculty, employees, and officials without protection of IP in place first. It was a good call, as a Tier-1 university demanded that the clause be stripped out of the NDA just to talk to me.
2008–2015 (WarriorHealth CombatCare, Phase I) – Combat PTSD NeuroMedtech Data/Medtech/Insurance. Social Enterprise, Triple Bottom Line. Goal: Serve Veterans & then extend aid to all sufferers of war, crime and disaster. Innovation: Military Healthcare – Force-multiplier Neurocare via Earbud & Smartphone >>> FOAK combat PTSD neuroscience — reformulating PTSD as a neurochemical addiction = Developing “audiological drugs” framework = using sound to shape neural uptake— Validated by a global audio leader as ‘far beyond the edge of academic neuroscience’. Major learning: There are academics and institutions who would compromise any ethical boundary to dishonestly attach their name to scientific work of this magnitude. Evidence of Value: Two Tier-1 universities attempted exactly this. They failed. Now I partner for ethics and integrity, not tassels. | Outcome: Open-sourced IP to protect the mission when commercialization became impossible.
2008–2012 (Phase I) – 1st (Canada) harvest attempt
2012–2015 (Phase II) – 2nd (EU) harvest attempt
Pending (Phase III) – 35-year Gedankenexperiment 7-word hypothesis — about mammalian neuroecology with off-Earth pharmacopeia implications (on shelf).
(a) WarriorHealth Pitch Deck [link] (video format, early version)
(b) Veteran Triage Service Consortium [link] Triage Supply Chain
(c) Cognitive Combat Risk Securities [link] Sovereign Financing
2014 (Gamma (γ) Prefluence Curve) – [link] Developing a framework to scope the technology and market horizon, precursoring alpha and beta market curves.
2012–2013 (Mychor Treatments) – White Nose Syndrome, Bat Health Data/Agric/Insurance: For-Profit, Triple Bottom Line. Innovation: Artificial, mass-produced caves to combat White Nose Syndrome (exterminating bats). Results: No interest from the authorities, and later the same innovation was introduced elsewehere.
2007-2008 (StakBLOC Affordables) (restarted after BCom) : Profitable Mixed-Rate Modular Apartments | Restarted post-BCom with Olympics timing in mind. Venture did not proceed.
2006-2007 Accelerated One-Year BCom Program, Royal Roads University, Canada.
2005–2006 (Our Community Parking) – Tax Revenue for Charities Operations. Innovation: Restructuring Social Enterprise Finance, Triple Bottom Line. Cutting our Net Income to change clients’ cost structure = Higher Revenue for Clients. Barrier: But agencies wanted established vendors. Their devil’s bargain: the vendors secure locked-in contracts.
2001-2002 (StakBLOC Affordables) (restarted after BCom) : Profitable Mixed-Rate Modular Apartments | Innovation: Repurposing standard shipping containers as affordable mixed-rate condos. Social Enterprise, Triple Bottom Line. | Solution: Available at $4 psf (a glut on the railways because China-bound ships went back as empties). | Impact: No local interest.
2001-2004 (Razor Slalom Data Services) (Wearable Data Logger for Whitewater Slalom Athletes): Huer is an expert whitewater kayaker. Leveraging senior Industrial Design project (1999). | Innovation: One of the first mobile social web data loggers: A 3D data-gathering tool for athletes AND spectators to boost popularity…Linking athlete/coach, data/officials, and data/media to spectators in a social web. | Solution: Created by pivoting 7 weeks before end of term, when realizing there was no purchasing market for original product. The new entrant was too early for the Canadian market.