Heui Jae Pahk R&D Strategic Planning Director Exclusive Interview<?xml:namespace prefix = "o" ns = "urn:schemas-microsoft-com:office:office" />

R&D support on earning foreign currency … Active cradling of Car, IT, Semiconductor, and Materials

"Why does our college only focus on papers published in SCI level journals and not recognize technologies that improved revenue for export SMEs as proper journals even when the most important aspect of R&D is earing dollars?"

The national CTO Heui Jae Pahk’s (52) - R&D Strategic Planning Director who handles 3.4 trillion won in national R&D – voice was full of commitment.

Appointed as CTO last 18^th, He revealed in his first interview on the 25^th that he will focus his R&D support in technologies that help in earning foreign revenue. He said “ We will lay on the table what SMEs need for commercialization and match them with laboratories. Through this, we will make a consortium of over 100 school-companies and help link them will actual revenue”

-       The concept of the optimal purpose of R&D being earning foreign currency is refreshing

è   I was selected as a nationally funded exchange student in 1986, and studied in Manchester until 1990. I was essentially funded by dollars made by citizens. Through a start-up, I succeeded in my first export to Sweden and 10 thousand dollars were deposited into the company account. The 1 dollar I withdrew from this is my N.O 1 treasure. Through development of technology, making jobs and paying taxes to grow the nation is the greatest job an engineer can do.

-       You’re the protagonist of the success legend of SNU Precision. What’s your secret?

è  I started up SNU precision during the IMF. The IMF happened because we couldn’t substitute imports and lost a lot of foreign currency. As an engineer I felt shame. As a SNU professor at that time, while guiding academics were important as well, I felt that what was more important was to go face to face in the markets. The best motivation was the fact that I could compete as long as I had differentiated technology.

-       How are you going to commercialize precedents like SNU precision

è  What’s important is providing support for companies to research of technology that is market friendly. The core is in the people. Primarily, the national R&D research ability lies in the nation’s colleges and laboratories. We have to think of ways to contribute this research to the merchandising of SMEs. I will help build a company-college, lab consortium from the first stages of product development. We also have to share the news that what we need is this whereas the current global situation is this to colleges. We also have to link it with thesis and dissertations. First we will make about 100 school-company consortiums by projects. I feel that with this we can lay the foundations of technology commercialization.

-       An environment that focuses on success can be toxic

è  We have to change what constitutes as a success rate in the national R&D support. Instead of treating preliminary research and success on reports as part of the success rate, we should use the success rate of commercialization. Long term revenue contributions, exports and employment progress should be linked with R&D evaluation.

-       Last year, SMEs reduced investments in equipment by 18% but increased investment to new products by 12%. How are you going to influence this spontaneous movement.

è  It is an elastic effect. To revive this ember, we need a ‘Big Push’ strategy. On an icy surface, if a person who can skate well give people who are stumbling in front a push, both of them can go at a great speed. This is the big push. In a field where a certain amount of competitiveness already exists, if we employ the big push strategy that field can amplify its competitiveness. It fields such as cars, it, semiconductors, displays, materials and others, we will focus funding, manpower, and infra support.

-       Listed CEO, SNU Professor, etc, there are criticisms following each profession you have.

è  I fell that knowing both the industry and the academic fields comes as a great advantage. Of course the most important part is my work as CTO. I will discuss matters with the school and adjust my lecture schedules in the 2^nd semester. Even for economics in SNU precision, I will only participate in big decisions and leave the rest to the economic professionals.

è  He is…

Known as the ‘Midas’ Hand’ of the technology commercialization field. Coming from Gimpo, Gyeonggido in 1961, he graduates SNU Mechanical Design. After his doctorate in mechanical engineering from Manchester post-grad, he worked as an assistant professor in POSTECH and as a professor of SNU after that. He established SNU Precision, a display equipment firm, with his students in 1998, the first lab venture start-up from SNU. He managed to get SNU Precision listed in KOSDAQ in 2005.

Article : http://news.mk.co.kr/newsRead.php?year=2013&no=320919

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