In 2006, the Big Ideas Contestlaunched at UC Berkeley to catalyze and support an interdisciplinary and diverse network of student entrepreneurs to develop game-changing innovations. No longer would entrepreneurship be ensconced within just engineering and business schools and accessible to only a few. The time had come to “open-source” entrepreneurship to include the range of perspectives and interdisciplinary expertise necessary to develop well-rounded solutions to the world’s greatest challenges.
Category: Big Ideas
Big Ideas Winner Po Jui “Ray” Chiu, co-founder of BioInspira Inc., named in the Forbes 30 Under 30 Energy category
In July 2014, a series of natural gas explosions ripped apart Kaohsiung, a Taiwanese city where Po Jui “Ray” Chiu, MEng ’14 (BIOE) had lived with relatives just a year before, while he was completing his compulsory military service.
Big Ideas Innovation Ambassadors Nurturing Ideas into Enterprises
By Lisa Bauer
Founded in 2005 at UC Berkeley, Big Ideas has become one of the largest and most diverse student innovation competitions in the country. The contest supports the next generation of social entrepreneurs–providing mentorship, training, and the diverse resources required to support big ideas from their earliest stages. In 2017, to ensure the contest remains accessible to the widest number of students across UC’s ten campuses, the Big Ideas team designed an Innovation Ambassador program.
Fletcher Lab CellScope Is Ready for Scaling
By Lisa Bauer
Nearly a decade ago, more than 80 global organizations came together to sign the London Declaration on Neglected Tropical Diseases, to control, eliminate, or eradicate at least ten of the diseases by 2020. Progress has been made on “NTDs” (neglected tropical diseases), but they still affect nearly one billion people, reinforcing poverty in low-resource regions.
UC Berkeley Professor of Bioengineering Dan Fletcher has been working to accelerate NTD diagnosis and treatment with a device so ubiquitous it’s probably in your hand: a smartphone. Fletcher, with a group of interdisciplinary scientists from in and outside his lab, have steadily proved that smartphone cameras can be repurposed as microscopes to identify disease-causing pathogens, such as the bacteria that cause tuberculosis and the parasites that cause River Blindness.
“Phones have enormous imaging and processing capabilities,” explained Fletcher at a recent faculty salon of the Blum Center, where he serves as chief technologist. “Our work has been to harness these consumer electronics to do the complex imaging and image interpretation tasks. We add lenses and automation to the mobile devices; then we capture, geotag and upload the image data we collect, giving us greater information about the spread of disease.”
By removing the need for a laboratory and highly trained technicians to perform image-based processing, the Fletcher Lab’s CellScope, as the family of devices is called, can dramatically expedite NTD treatment by enabling patients to receive rapid, low-cost, and highly accurate diagnoses, even in remote regions. Fletcher and others believe the device has enormous potential to contribute to NTD elimination efforts, because while the drugs to treat NTDs already exist–an efficient, systematic, and affordable diagnosis and treatment method does not.
“Thanks to the London Declaration, major pharmaceutical companies have pledged to contribute the drugs needed to treat many NTDs,” said Fletcher. “CellScope will help us tackle the missing ingredient: the way to identify those in need. For effective treatment and monitoring, we must know who’s infected, where they are, and whether there is reemergence. That’s where technology comes in.”
The latest version of CellScope, called LoaScope, has proven effective in Cameroon, where it is being used to combat a NTD called River Blindness or Onchoceriasis. Endemic in Sub-Saharan Africa, Onchoceriasis is a severely debilitating disease that results in human blindness. Although the antiparasitic drug, Ivermectin, is readily available, treatment via mass drug administration has been halted in some regions due to serious adverse effects caused by co-infection with a worm call Loa loa. Treatment in Loa-endemic regions is complex because if Ivermectin is administered to someone who is simultaneously infected with Loa Loa, the drug can lead to fatal complications.
To safely relaunch mass drug administration of Ivermectin, Fletcher and a team of medical professionals from NIH in the U.S., IRD in France, and CRFilMT in Cameroon launched a pilot project in Okola District of Cameroon, with funding from the Bill and Melinda Gates Foundation. Local healthcare workers collected small blood samples from patients and inserted them into the LoaScope to measure the number of parasites; if the number was below a certain safety threshold, then the patient was treated with Ivermectin. Patients with parasite loads above a certain threshold did not receive Ivermectin to reduce the possibility of complications from treatment.
With this approach, 96 percent of the 16,000 people examined in the Okola District pilot study had Loa loa levels below the safety threshold and were treated for River Blindness, while only 2 percent had to be excluded because of Loa loa levels that put them at risk of complications from treatment (the remaining 2 percent could not receive Ivermectin for other reasons such as pregnancy or illness). Findings from the Cameroon pilot were published in 2017 in the New England Journal of Medicine.
The Cameroon Ministry of Health approved the study and backed the use of the LoaScope technology to restart mass administration of Ivermectin for control of River Blindness. Prior to the pilot study, a public health education campaign to encourage citizens to seek safe diagnosis with LoaScope was carried out–including public testing of the Minister of Health with the LoaScope.
Although the Cameroon pilot was a success, the next challenge is scaling the technology so that the millions of people living in Loa-endemic regions can benefit from safe treatment of River Blindness with ivermectin.
“The problem is no longer that we don’t have the tools. We now do,” said Fletcher. “The problem right now is the funding, manufacturing, and distribution gap–how do we best scale this device and get it to the people who need it?”
Funds are needed to mass produce the device, establish a support infrastructure, and develop an IT system. Yet the cost benefits could be significant. For example, currently the cost of a single capillary for the LoaScope is $2; if the process was automated, the cost would decrease to just 30 cents. A similar reduction in cost of the device is possible.
In addition to River Blindness, the Fletcher Lab has identified five other NTDs for which CellScope could be applied. Schistosomiasis is the next disease the lab hopes to test and treat. Like River Blindness, schistosomiasis is a worm-based disease, but the parasites that cause it are detected in urine or stool samples. Thus, instead of taking a blood sample, CellScope would be adapted to analyze filtered urine and stool that is loaded into the same capillary and imaged with the same device.
“The basic technology–a mobile microscope with image processing capabilities–is already there, and with a few modifications we can adapt it to new diseases,” said Fletcher. “Increasing access to high-quality disease diagnosis is beginning to be within reach for low-resource settings with technologies such as these. But the same challenge remains: scaling.”
DOST— Fostering Early Childhood Development in India
By Veena Narashiman ’2020
Early years of childhood form the basis of intelligence, personality, social behavior, and capacity to learn and nurture oneself. Increasingly, child development researchers are also finding that brain development during the first eight years is the most rapid, with children who receive attention in their early years achieving more success in school.
Sneha Sheth (Berkeley Haas MBA ’2016) knew these facts, having designed international programs for women’s empowerment and education for Dalberg, Education Pioneers, and Teach For India. She understood that early education in India was often neglected due to high rates of poverty and illiteracy–and that the nation holds many of the 200 million children in developing countries at risk of not reaching their full potential.
“I met hundreds of mothers, who had never gone to school,” said Sheth of her time working in a Mumbai slum. “They were willing to do whatever it took to get their kids a great education, but they weren’t really sure how. They would often ask me, ‘Well, I didn’t go to school, what can I really do about this?’”
While pursuing an MBA at Cal, Sheth began to think about an education technology project that could serve low-income Indian parents. During the summer of 2015, she and Sindhuja Jeyabal, who was completing a master’s degree at the UC Berkeley School of Information, piloted DOST, meaning friend in Hindi.
Sheth and Jeyabal then turned to the Big Ideas student innovation contest for development and feedback. Their Big Ideas mentor, Anthony Bloome, a senior education technology specialist at USAID, encouraged their ambition to come up with a solution for early childhood development in India. Big Ideas allowed Sheth and Jeyabal to iron out their implementation plan. In May 2016, DOST won in the Mobiles for Reading category.
Soon after, DOST was named one of the Top Three Edtech Startups in 2016 by the Unitus Seed Fund, followed by an invitation to join Y Combinator. In 2017, the team returned to Big Ideas, winning third place in the Scaling Up competition. The nonprofit’s supporters now include the Mulago Foundation, the David Weekley Family Foundation, and the Chintu Gudiya Foundation, among others.
The path to creating DOST was iterative, said Sheth. “At first, we talked to parents about how those who can’t read can still have a lot of weight in early childhood education. We had to show parents that playing, singing, and talking with their kids was a form of education.”
Sheth and Jeyabal recognized a major challenge was getting busy families to come to DOST early education classes. “You can’t change behavior in one session, and you can’t see changes penetrate in a community in just one session,” said Sheth. Even if one parent was able to attend sessions—and it was often the mothers—DOST wanted to involve fathers, grandparents, aunts, and other extended family members in lesson plans. When the team was brainstorming ideas for a practical approach to this problem, they finally asked, What if we just call them?
Due to the widespread use of Nokia cellphones, Sheth and Jeyabal began to consider a technological approach to parent learning. Sending podcasts to parents, they realized, would allow DOST to serve many families and grow rapidly. Parents also wouldn’t need to make the tough decision of deciding between attending a parenting class or cooking dinner.
DOST began to develop 1- to 2-minute daily lesson plans and verbal activities as podcasts deliverable to parents’ phones, allowing busy mothers and fathers to integrate their child’s early development into their daily lives. The audio programs instruct parents to teach basic literacy and numeracy. The first audio program is 24 weeks long, and is targeted at parents of children who are two- to six-years of age. As of October 2018, there are 20,000 Indian caregivers using DOST every day, a figure that has grown 100 times in the last two years.
One of the first lesson plans featured how parents could speak to their children without intimidation. By trying a collaborative approach rather than a violent one, parents reported their children were more receptive to instructions and guidance. One of DOST’s most popular mini podcasts encourages mothers to make rotis in different shapes for dinner—fostering pre-numeracy skills at a young age.
To build awareness for DOST, the nonprofit has hired mothers from the communities it targets. “DOST Champions see the untapped potential in their own community and know how to convince their neighbors to join DOST,” said Sheth. “It’s also a plus to create employment in the areas we work in.”
Ultimately DOST’s mission is to provide uneducated parents with the resources to enable their children to excel. “Whether it’s by categorizing rotis as big or small during cooking or naming the colors in a sari,” said Sheth, “these kids will be more prepared for their future.”
Big Ideas Judge Ryan Shaening Pokrasso: A Commitment to Social Impact and the Law
Ryan Shaening Pokrasso (JD ’13), a San Francisco Bay Area attorney who specializes in assisting social entrepreneurs, has been a longtime judge and advisor for the Big Ideas student innovation competition.
Ryan entered the legal profession by way of nonprofit policy advocacy. He served as program director for New Energy Economy, a nonprofit organization in New Mexico, prior to attending law school at UC Berkeley School of Law. While with New Energy Economy, Ryan organized to support a cap on carbon emissions in New Mexico and he co-authored, lobbied for, and helped pass the New Mexico Green Jobs Act to provide funding for training programs in sustainable industries for disadvantaged individuals and families. He also led an effort that culminated in the establishment of the New Mexico Green Chamber of Commerce—an influential network of over 1,200 local businesses dedicated to strengthening local economies through sustainable business practices.
While at Boalt Hall, Ryan was a leader of Students for Economic and Environmental Justice and served as a board member for the Ecology Law Quarterly journal. Ryan worked with students, faculty, and legal practitioners to establish a student run Environmental Justice Clinic to provide pro bono legal services to communities disproportionately impacted by carbon intensive industries and to promote community-driven sustainable economic development in the Bay Area and California Central Valley.
Ryan’s diverse legal experience includes serving as: a law fellow for Accountability Counsel, where he supported indigenous communities impacted by large energy projects paid for by international financial institutions; a law clerk for Shute, Mihaly & Weinberger LLP, where he supported litigation on environmental issues on behalf of community groups, government agencies, and municipalities; and a law clerkship for U.S. Senator Dianne Feinstein’s Senate Judiciary Committee office where he provided extensive policy analysis of congressional proposals for the Senator.
Big Ideas sat down with Ryan to learn more about his career trajectory and commitment to supporting early stage social entrepreneurs.
Why did you found SPZ Legal?
My co-founder—Hash Zahed (UC Berkeley JD ’13)—and I had just completed legal fellowships when we decided to start SPZ. We were both in the process of thinking about next steps and “applying for a job” didn’t sound like it was the right fit for us. When we were in law school, we had talked about the possibility of starting some sort of business together, so that was on our radar. When our respective fellowships were ending, I texted Hash and asked him if he wanted to just start our own law firm. He wrote back, “Yes!”
We agreed that starting a firm would give us the opportunity to meet a lot of common goals. Specifically, we could structure our lives in a way that is often lacking from a career practicing law, we could have a great impact through using our legal knowledge and tools to assist social entrepreneurs in building business focused on social change and environmental stewardship, we could create a great place for others to work, and we could do all of this while making a good living for ourselves (which we did not do for the first couple of years!).
In law school, there is a common idea that you can either make a lot of money, work endless hours, and not be focused on having an impact on society, or you can not make money and have a societal impact. We thought this was a false dichotomy, so we started SPZ.
Can you talk about the dynamics between you and your co-founder? How do you complement each other? What advice do you have for students looking for a co-founder?
Hash and I were great friends prior to founding SPZ. You often hear that you should not mix friendship and business. And in working with our clients, we have definitely seen situations where friendships fell apart in the context of business relationships. But the reason that these friendships fall apart is a lack of communication—when friends were hesitant to have “hard conversations” with each other. Oftentimes, friends just assumed that they are on the same page about plans, roles, and responsibilities for the business, when they were not. However, when friends turned business partners are intentional about communication and focus on discussing things as they arise and as they are envisioned, then it can be the best type of business relationship. The reason for this is that friends have each others’ back in a way that business partners may not. When my son was born, Hash took on everything for a long time and never asked for anything in return. A business partner would not have done this. I am happy to say that Hash and I are still friends! And in fact, we recently added another partner to the firm—David De La Flor—who is also a great friend of ours.
So what I recommend to students looking for a co-founder is to focus on communication and personality fit. Skills, competency, and experience are obviously important, but if you do not enjoy working with your co-founder and spending A LOT of time with them, then it is not going to work.
What is it about working with startups that you’ve found most interesting?
Learning about our clients’ amazing work is by far the most interesting aspect of working with startups. We are learning about deep technology and innovative models for impact on a daily basis. It is really inspiring! And it is also so fun to be able to re-experience the excitement that comes with starting a company over and over again, as we work with first-time entrepreneurs.
Do you think more startup founders are trying to embed social impact into their business model from the start these days?
Absolutely! I don’t have the exact answer for why this is the case, but I feel like my generation and (even more so) the younger generation after me was raised with the idea that community is important and that there is a calling for each of us to be there for our community. And as community becomes more and more of a global concept, I think that the desire for folks to be there for the broader community around the world is increasing.
If you could give one piece of general advice to an early-stage social entrepreneur, what would it be?
Focus on communication—with co-founders, with customers, with vendors, with colleagues, and with anyone else who touches your business. If you have a perfect company and product but you don’t know how to be clear and friendly in communications, opportunities for success will fall by the wayside.
What’s one legal question that is never too early to start thinking about?
I would say that you should be thoughtful about protecting confidential information and IP as early as possible!
This is the first in a series of Q&As with Big Ideas judges and mentors.
VIDI—Another Way to See Surgery
By Veena Narashiman ’20
Basic surgeries are far from basic. They require approximately 50 tools, which take about 2 minutes each for an experienced technician to clean. Operations in a trauma unit require as many as 400 tools. And in both environments, surgical tools can be easily misplaced, thrown away, or misassembled. In fact in the U.S. alone, busy surgical teams inadvertently leave an instrument inside a patient about 1,500 times a year.
Solving the problem of surgical tool tracking is the focus of VIDI, a startup launched in November 2017 by Federico Alvarez del Blanco (’18 UC Berkeley MBA), John Kim (PhD ’18 UC Berkeley/UCSF Bioengineering), Hector Neira, (PhD ’18 UC Berkeley/UCSF Bioengineering), and Robert Kim (PhD candidate, UCSD MD/PhD, Neuroscience)—which received a Big Ideas 2nd place award in May in the Hardware for Good category.
The group of Cal students were inspired by a campus workshop on visual recognition sponsored by information technology company NEC. They began to realize that the same machine learning technologies being deployed for self-driving cars could be used to increase hospital efficiency by tracking the flow of sterilization tools used in operations and thus minimizing medical errors.
VIDI (which means “see” in Latin) is being developed to do the following: As technicians prepare instruments before a procedure, a camera facing the surgical tray tracks where each tool goes and ensures the number of tools present in the beginning remains constant throughout the process. When a tool goes missing, the technology alerts technicians of a possible error.
Neria, Kim, del Blanco, and Kim initially decided to target hospitals’ Central Processing Departments, where most tools are sterilized, since this area is more accessible than operating rooms. “We figured it was a good place to start. The less high stakes for a prototype, the better,” said John Kim. The team also realized sterilization operators are vastly underappreciated and underpaid, even though they are expected to enable fast turnover of surgical tools. “These technicians don’t stay in the same hospitals for a long time, because they burn out quickly. Also, every hospital has a different technique and different name for their procedures. It’s super easy to get confused and make a mistake as an operator,” added Kim.
Yet the focus on the Central Processing Departments did not yield enough information about tool loss. So the VIDI team members turned their attention to the surgical room. By placing a table top camera facing the surgical tray (filled with cleaned instruments), VIDI was able to automatically catalog the tools, a feature that cuts the operator’s time by half.
To further their idea, Hector Neria, John Kim, and Robert Kim participated in the National Science Foundation I-Corps, and conducted upwards of 100 interviews to understand the state of the medical field. From there, they entered the Haas NEC Innovative Solutions Fair, where they partnered with MBA student Federico Alvarez del Blanco, and subsequently won first place. Throughout the process, they explored new markets.
Said John Kim: “Our initial motivation was to tackle the issue of surgical tools being left in patients [a term called RSI], but that only accounts for 5 percent of all misuses… It’s not a huge market. We discovered that tracking the instruments was not well managed, and hospitals were having a hard time converting to new tools.”
At this stage, they were ready for Big Ideas ideation and mentorship. “Previous competitions were mainly focused on customer discovery,” said Kim. “We needed Big Ideas to receive feedback on our value proposition, and this feedback helped us understand more about our competitors and where they lie in the market.”
With the help of their Big Ideas mentor, product development specialist Bayan M. Qandil, they began to frame their business proposal. “One of our biggest hurdles was determining hospital workflow, and where VIDI fits in [it],” said Kim. “Big Ideas allowed us to experience the hospital atmosphere more intimately, so we could understand of how the day-to-day works. Their feedback was invaluable.”
One of their main takeaways and pivot points began with the realization that unlike other companies, VIDI users wouldn’t be the ones buying the product. In fact, the financial decision makers—hospital administrators—would never touch VIDI, yet they were still the people the team has to convince. “It’s a tricky situation to be in, but ultimately a good challenge,” said Kim. “Interviewing technicians from UCSF and the CEO of John Muir’s Medical Center helped us understand the balance of things. Hospitals realize the gravity of surgical mistakes and want to eliminate them. ”
VIDI now has the capability to detect 50 surgical instruments in a hospital setting. In September, they were chosen as finalists in the 2018 Collegiate Inventors Competition, which rewards innovation and research conducted by college students and their faculty advisers. They’ll be traveling to Virginia in November for the final round, in the hope to receive funding to advance their project.
The VIDI team, which chose its name from Julius Caesar’s saying veni vidi vici, is not shy about its excitement for the future. Said Kim, “The healthcare system desperately needs improvement— and our team wants to get our hands dirty as soon as possible to help hospitals with these unforced errors.”
MarHub: A Technology to Help Refugees Navigate Asylum
In 2016, as Sarrah Nomanbhoy was starting her MBA at the Haas School of Business, the refugee crisis in Europe was in its second peak year and over a million applicants applied for asylum to the EU.
Nomanbhoy, a native Californian, had been watching the refugee crisis unfold since her undergraduate days at Stanford, where she studied international relations. She understood that the forces behind the crisis were bound to exacerbate the situation and the number of displaced people would only increase. She also began to understand that only 2 percent of refugees have access to voluntary repatriation, resettlement, or local housing solutions; the rest face long-term encampment, urban destitution, or perilous journeys.
At UC Berkeley, Nomanbhoy learned from Law Professor Katerina Linos that many asylum seekers arriving in Europe lack adequate information about how to apply for asylum, particularly how to prepare for the arduous asylum interviews. This motivated her and fellow graduate students Jerry Philip (Haas MBA ’18) and Peter Wasserman (Haas MBA 18) to apply for a Hult Prize focused on the refugee crisis.
The Lemelson Foundation and the Blum Center Partner to Equip Students to Deliver on Big Ideas with a Small Environmental Footprint
The Lemelson Foundation, the world’s leading funder of invention in service of social and economic change, and the Blum Center for Developing Economies are embarking on a yearlong collaboration to enable students participating in the University of California Big Ideas Contest to increase their expertise in developing environmentally responsible inventions and innovations. The initiative exposes students to sustainable practices with the goal of increasing awareness around environmental impact throughout the invention and business model development process–from the materials used to the end of lifecycle implications.
The partnership between The Lemelson Foundation and the Blum Center will enhance the importance of environmental responsibility in the Big Ideas Contest, with special emphasis on the Hardware for Good category. Additionally, there will be an increased focus on engaging students from low-income and underserved backgrounds to participate in the contest.
Since 2006, the Blum Center has hosted the Big Ideas student innovation prize, to provide mentorship, training, and resources for budding social entrepreneurs across the University of California system. Hardware for Good encompasses everything from wearable and assistive technologies and devices to improve agricultural productivity to smart home systems that improve energy efficiency and safety. The 2017-2018 winner in the Hardware for Good category was Innovis Medical, a blood clotting prevention device for civilian and military trauma care that is being tested on cardiac patients at UC Davis Medical with the aim of FDA approval by 2021.
Said Phillip Denny, director of Big Ideas: “Since 2006, over 6,000 students from more than 100 majors have participated in the Big Ideas Contest, raising more than $2.4 million in seed funding that has been invested across 450 ventures. In this age of climate change and resource constraints, we need more students focused on planet-saving big ideas. We are thus immensely grateful to The Lemelson Foundation for making environmental responsibility an explicit element of the competition and for strengthening our outreach to low-income and first-generation college students. Diversity in innovators leads to diversity of innovations.”
With support from The Lemelson Foundation, Big Ideas 2018-2019 activities will include educational programs coupled with outreach to keep environmental responsibility top-of-mind as student inventors and innovators design new devices and ventures. Judging criteria will also be modified to reflect greater emphasis on environmental impact. Among the student education programs will be the “Inventing Green” workshop on October 22 to raise awareness and understanding of environmental responsibility in innovation and entrepreneurship among the University of California’s 240,000 undergraduate and graduate students and participating students from Makerere University in Uganda and Hebrew University in Jerusalem. The Lemelson Foundation funding will also support Blum Center practitioners-in-residence who will provide environmentally responsible design expertise to Big Ideas student teams and their projects.
“Students have the passion and drive to make the world better through inventions and entrepreneurship, and the Big Ideas program will better prepare them to ensure the solutions of today don’t become the problems of tomorrow,” said Cindy Cooper, program officer for The Lemelson Foundation. “Thinking holistically about environmental impact early on can also lead to more creative product ideas and put startups on a path to being more competitive and resilient as they grow to scale. We’re excited to see what students come up with.”
Big Ideas Winner Ricult Advancing Machine Learning for Improved Smallholder Farming
Globally, 1.5 billion people depend on small farms, which produce roughly 80 percent of the developing world’s food. Yet smallholder farmers remain some of the world’s most impoverished and food insecure people.
Aukrit Unahalekhaka, a co-founder of Ricult, a 2017 Big Ideas winner, knew this implicitly. He had grown up in a family of farmers in rural Thailand, and had witnessed firsthand his community’s struggles with the land. As a graduate student at MIT, he decided to put his education toward a critical piece of the global hunger challenge: financial inclusion for smallholder farmers.
Together with fellow MIT graduate student Usman Javaid, a native of Pakistan, Unahalekhaka has spent the last three years building a digital platform for smallholder farmers to access credit. The founders have been motivated by the fact that farmers who own less than two hectares are economically stuck; they have no means to invest in their properties or agricultural improvements–and often rely on loan sharks who charge exorbitant interest rates, trapping generations of farmers in cycles of debt and poverty.
Unahalekhaka and Javaid also have understood that access to credit is not the only problem for smallholder farmers. Credit is intertwined with other challenges, such as transportation logistics and precise weather forecasting. They thus designed Ricult to offer an integrated digital platform across the entire value chain, tracking end-to-end data and leveraging learnings to boost agricultural productivity and efficiency for all stakeholders, from farmers to input suppliers and buyers. Ricult is an apt name for their innovation. It underscores the importance of the middle of the agricultural value chain (“ricult” are the middle six letters of the word “agriculture”).
Since March 2017, the agtech startup has been working in Thailand and Pakistan, with plans to expand to neighboring countries. It also recently raised $1.85 million in seed funding, with the Bill and Melinda Gates Foundation as the lead investor. Further, Ricult is collaborating with the Telenor Group’s telecommunications company, DTAC, to expand across Thailand, and has caught the attention of seed investors such as 500 Startups.
Ricult is now taking off, but in the early years developing ideas for an effective platform was a challenge. Another challenge was finding funders. The team spent several years applying to student innovation contests, receiving awards from MIT Ideas and the DOW Sustainability Challenge. The founders turned twice to UC Berkeley’s Big Ideas Contest, to take advantage of its eight months of product development, advising, and mentorship. In 2016, Ricult won third place in the Food Systems category. In 2017, the Ricult team earned second place in the 2017 Scaling Up category.
“The exercise of writing a thorough business plan for the Big Ideas competition proved invaluable,” said Unahalekhaka. “It ensured that everyone on our team was on the same page and helped us think through the key points of running a business. We Skyped with Big Ideas staff and mentors several times and received prompt, detailed feedback that helped us strengthen our business.”
One early idea for the Ricult platform was to harness machine learning and predictive analytics for farmers, input suppliers, food processing companies, and banks alike. To do so, the Ricult team developed local and national partners along the agricultural value chain in Pakistan and Thailand. Services to farmers include: access to agricultural inputs, such as improved seeds, fertilizers, and pesticides that are synchronized with crop cycles and priced at least 30 percent below the market rate; and advanced agronomic analytics and insights, such as soil testing, optimal crop rotation, and microclimate weather analytics. By cutting out unnecessary middlemen and decreasing crop spoilage, Ricult is aiming to transfer cost savings to farmers and increase their profitability.
As important, farmers that work with Ricult are gaining access to formal credit and affordable loans at interest rates at least five times below market rate. Ricult links farmers directly with buyers and guarantees payment within 48 hours, a significant departure from the traditional 60- to 90-day turnaround. Timely compensation allows farmers sufficient time and capital to prepare for the next planting season without being trapped in debt to middlemen.
The model, driven by data analytics technology, has increased farmer productivity by 50 percent, according to Ricult reporting. The company also is selling its land data to banks, said Unahalekhaka: “It functions as a form of collateral, so that farmers can finally access formal loans. Basically, we are solving two problems in one.”
Ricult is one of a growing number of social enterprises in developing countries reaping the benefits of technology. While computational advancements have numerous applications for sustainable development, leveraging machine learning to boost agricultural productivity is among the most promising. Investments in agriculture are widely viewed as the greatest weapon against global hunger and poverty; and growth in the agriculture sector has proven to be two to four times more effective in raising income among the poorest compared to other sectors.
“We are a double bottom line company,” said Unahalekhaka. “We want to prove that you can operate a sustainable business, while also contributing to the social good. This model is rare in Southeast Asia, but it’s proven an attractive idea to Thai investors who are keen to give back to the rural communities they grew up in.”
By Lisa Bauer
Aiming to be the “Uber” of Fecal Sludge
Big Ideas Abroad
In February 2018, Big Ideas Contest Director, Phillip Denny, traveled to Kampala, Uganda to explore opportunities for Big Ideas expansion in Africa, in partnership with Makerere University. Makerere—one of Africa’s leading institutions of higher education—has been a key partner of Big Ideas since 2013. Over the last five years Makerere’s involvement in Big Ideas has grown steadily, as has its reputation as a regional leader in fostering innovation and entrepreneurship among students. Big Ideas is working with Makerere to advance the mission of the competition, which challenges students to dream big about how they might change the world, and supports them to execute that vision.
“Like Big Ideas, Makerere provides a supportive ecosystem that helps students, particularly those who are in the early stages of innovation, realize their dream of making a positive impact on society,” said Denny.
This year, over 50 student teams, representing over 150 students, from Makerere University submitted proposals to Big Ideas, and nine teams advanced to the final round—a record for Makerere. During his trip, Denny mentored teams as they worked to complete their final proposals. He was impressed by the creativity of their innovations, as well as the incredible energy and commitment shown by each team.
“What stands out to me in my work with Makerere students is that many of them are from communities that are directly impacted by the challenges the students are seeking to solve,” said Denny. “When you meet with them you immediately grasp their passion and dedication, which is undoubtedly fueled by their personal and first-hand experiences with the issues they’re trying to solve.”
Deborah Naatujuna, Engagement Manager for the Resilient Africa Network, which hosts the Big Ideas Contest at Makerere, noted the many ways Big Ideas has fostered student collaboration and innovation on campus.
“One of the requirements of the contest is to have a strong team, so students who ordinarily work alone have been able to onboard students from other disciplines. For example, engineering students will work with business students. We did not have this interdisciplinary engagement before, but the contest has improved collaboration between students from different disciplines,” said Naatujna.
The contest has also had a significant impact on students’ relationships with faculty members, breaking down barriers and fostering an innovator-mentor relationship that did not exist before.
“Big Ideas has fostered an innovator-mentor relationship that is not intimidating. Students at Makerere are used to working with academic supervisors in an environment that can often be intimidating for the student, but mentorship through Big Ideas is focused on constructive feedback and collaboration. Participating in the contest has helped students work with their professors in a more collegial way and develop close relationships with their mentors.”
When Big Ideas first launched at Makerere five years ago, the majority of proposals submitted were from male teams. Since then, the involvement of female students from Makerere has also grown.“In the beginning, we had very few females taking part in Big Ideas, but now we have more. Some of the teams are led by women while other teams are completely female. When female students worked with their male counterparts [before], the male students would do the majority of the work. Now we are seeing all-female teams as well as mixed teams in which everyone takes part,” said Naatujuna.
Innovations that were developed on Makerere’s campus include Mama-OPE, a cell-phone based lung monitoring device that helps diagnose pneumonia, and PedalTap, which won 3rd place in the highly competitive Global Health category. Mama-Ope was recently featured on CNN/Africa, and in 2017, PedalTap won Johnson & Johnson’s first Africa Innovation Challenge.
To learn more about the Big Ideas Contest, visit http://bigideascontest.org
ABC News Features Big Ideas Winner Tabla. Watch here!
The Today Show Features Big Ideas Winner Bolt Threads. Watch here!
How a Cellphone Could Save Millions From Disease
UC Berkeley changemakers built a cellphone-turned-microscope that detects parasites in the blood in just 30 seconds—without expensive equipment, a lab, or a clinic. Reporter Laura Ling meets with the team to discuss how the innovation could revolutionize the field of public health. Watch here.
Big Ideas Winners Increase Access to Extension Services in Rural Uganda
In rural Uganda, extension services help farmers apply cutting edge technologies and best practices that promote agricultural productivity and improve rural livelihoods.
By Francesca Munsayac and April Young
In rural Uganda, extension services help farmers apply cutting edge technologies and best practices that promote agricultural productivity and improve rural livelihoods. While most African countries have extension programs that arm local farmers with the agricultural information they need to succeed, limited resources often prevent extension workers from visiting more remote areas. Furthermore, the vast majority of technological solutions for agriculture are only offered English, limiting the reach of other IT innovations. To address this challenge, Big Ideas Contest winners, Linlin Liang and Daniel Ninsiima, developed “m-Omulimisa”, a phone-based platform that increases access to extension services for rural Ugandan farmers by providing critical agricultural information via SMS messaging in a local language. Through m-Omulimisa, any farmer in Uganda, regardless of location, can ask agricultural questions in any language via text message, and receive answers from a trained extension officer.
According to Liang, m-Omulimisa, which means “mobile extension officer” in native Luganda, bridges the access and information gap left behind by existing agricultural extension programs. The m-Omulimisa team teaches extension officers how to use the platform, and in turn, these officers train farmers how to submit their questions. The platform currently has over 100 registered extension officers and is being used by nonprofit organizations like World Vision, Sasakawa Global 2000, VEDCO, as well as local district governments, to reach underserved farmers.
“Our product utilizes SMS services as a vehicle to communicate between officers and farmers. We made our decision to use text messaging based on what was available and affordable for farmers. Over 65% of Ugandans own mobile phones, and most of these are basic phones which can be used only for calls and text messaging. Only about 5% of Ugandans own smartphones. Additionally, the cost of text messaging in Uganda is a fraction of the cost of calling or data for the Internet. ” Liang said.
While developing their platform, the team confronted various challenges, including mobile illiteracy in rural areas, lack of motivation on behalf of the officers to answer the farmer’s questions, and limitations in the last-mile distribution of agricultural inputs.
The team tackled the issue of mobile illiteracy by working with extensions services partners to integrate mobile phone literacy into every aspect of farmer training and, in the future, they plan on developing videos in local languages that will instruct users on the basic functions of a mobile phone. Next, they will create a reward system that incentivizes and increases extension officer engagement. Lastly, they plan on building a network of community based “agripreneurs” (agricultural entrepreneurs) that will help farmers get access to products by increasing distribution channels in rural communities.
When asked how Big Ideas contest helped the team translate their ideas into further action, Liang responded, “Before the contest, all we had were ideas, but no resources to change our ideas into action. The Big Ideas award made it possible for us to use our education, passion, and skills to start creating a tangible product to make a positive impact in the lives of smallholder farmers in Uganda. Even during the proposal stage, the training and mentorship from Big Ideas were phenomenal. We had a great mentor, Sean Krepp, who was connected through Big Ideas and helped us to rethink and reimagine the business model, partnership strategy, and product development. His guidance was vital in developing our winning proposal and starting a promising social enterprise.”
When asked if they had any advice for future students participating in Big Ideas, the m-Omulimisa team suggested the following:
(1) Identify the unique positioning of your product or service and how it adds value to prospective partners. In their case, many organizations are already providing agricultural extension services through the traditional face-to-face (in-person) approach, but there are not enough extension officers to serve every farmer. Their platform makes it possible to help more farmers in a timely manner at minimal cost.
(2) Human capital is critical in the early stages of developing your innovation. It is very helpful to have a team member who has extensive connections or experience with stakeholders in the industry or field where operations are taking place. Exploring potential partnerships with other existing products and services is also significantly helpful.
(3) Communicate with your team as regularly as possible. Fluid internal communication is a critical prerequisite for early-stage decision-making. If you are working with team members overseas, take advantage of both formal and informal communication tools (e.g., emails and Facebook).
Liang and Ninsiima are currently in the registration process of becoming a social enterprise. According to Liang, they will continue refining their business model to better reach underserved communities. In addition, they are looking to partner with university-based and agricultural researchers in order to build a coalition of experts who can respond to farmer’s questions. With this support, m-Omulimisa believes farmers will become vital actors in the movement to alleviate hunger and poverty in the developing world.
5 Questions with Ryan and Hash from SPZ Legal, advisors to social impact enterprises
By Peter Bittner
Hash Zahed and Ryan Shaening Pokrasso met at UC Berkeley Law and now are partners in their own firm, SPZ Legal, focusing on social enterprises that use business as a tool for positive change. Fed up with the paradigm that doing business and doing good are mutually-exclusive, their firm specializes in serving clients focused on the “triple bottom line,” measuring success in terms of people, planet, and profit. In their spare time, they give back to Berkeley — serving as judges and mentors for Big Ideas, providing legal advice to social start ups via the Blum Center’s Practitioners in Residence program, and guest lecturing in the Social Innovator OnRamp class, a course dedicated to nurturing social enterprises that are seeded in competitions like Big Ideas.
1) How did you get where you are today?
I was born in Iran. I’ve always had an international appreciation for the way I look at the world. I went to undergrad at Berkeley and then did consulting work at a small consulting firm in Oakland, Mason Tillman Associates, for a year to advocate for minority- and women–owned businesses in public contracting. I realized the challenges that small businesses face in competing with large corporations, and learned the importance of law and policy in leveling the playing field.
I went to law school and then did a one-year fellowship at UC Berkeley Law School through the New Business Counseling Practicum, which is the only way to get real hands-on experience at the law school outside of the litigation context – i.e. providing transactional legal services. At the Practicum, I assisted in advising non-profits and small businesses, who otherwise would not have access to sound legal advice, with navigating the legal landscape of starting a business. I enjoyed working with entrepreneurs so much, I decided to do it for a living.
I came to the legal profession by way of non-profit policy advocacy work. I originally studied ecology and evolutionary biology in undergrad. I became extremely concerned about climate change and started working at a non-profit in Santa Fe, New Mexico and talked with businesses about their role in helping solve the environmental crisis.
I went off to law school because I originally thought I wanted to study environmental law, but I found that businesses can play a large role in causing a lot of change. I also found that environmental law involves a lot of litigation whereas businesses, particularly in social impact, are all about trying to build something constructive. I saw law as a real opportunity to create and assist new businesses who wanted to impact the world in more positive ways.
On Hash and Ryan Meeting:
We met before law school started at Admitted Students Day, when prospective students come to the campus to learn about the school and get to know one another. We immediately got along and decided to live together, and did so all three years of law school. Being that we both came from entrepreneurial families, we always talked about starting our own practice one day. After our respective fellowships, we decided to take the dive instead of waiting around for the right time. Starting a practice recently out of law school is not the norm, so there was definitely some level of anxiety when we first got started. But we feel that having gone through the experience of starting a new business makes us better advisors to our clients.
2) How did you get involved with the Blum Center? What do you do?
Hash and Ryan:
We first met folks from the Blum Center last year at the Berkeley Entrepreneurs Expo, a few months before the Big Ideas contest was about to begin. We were Practitioners in Residence, which connects on-campus innovators and social entrepreneurs with a wide range of experts from Industry, non-profits, government, and social enterprises. We were also judges, and mentors in the Energy and Resource category and in the Global Health category in the 2015-16 competition.
3) Why do you volunteer with Big Ideas? What do you get out of it?
We get a lot out of it. We get inspired. The students really are thinking big about solving some of the biggest problems in the world.
When you’re starting an early-stage venture, there’s not a lot of resources out there to help you out. We’re happy to walk teams through the process of thinking where the money is going to come from – how are they going to make it as a sustainable venture – whether that’s as a for-profit or non-profit legal structure.
What keeps me excited is the novelty of the ideas from the teams. They come with idealistic energy, but they’re not unfeasible. I have to add that we also are amazed at some of the complex legal issues that come up for Big Ideas teams, whether it’s issues in international law or intellectual property rights. We’ve especially enjoyed helping several science-heavy teams navigate through the complex legal terrain.
4) As former judges, what are some tips you have for Big Ideas teams in the competition?
Hash and Ryan:
Really take advantage of the time and use the mentors and resources provided to you. The Big Ideas contest is an accelerator and the more students invest in the experience, the more they will get out of it—and the better they will do. We’ll also add that the teams that have the most realistic budgets and feasible plans for implementation have an advantage. The more detail you include and research you can put into the proposal, the better the outcome in our view as judges.
5) As the 2016-2017 competition gets underway, what are your hopes for the program?
Hash and Ryan:
We want to see the program continue to grow! We’re very passionate about entrepreneurship and, as alums, are still very involved at Cal. It’s exciting to see the Big Ideas contest gain such stature nationally—and even internationally—and to be a part of something impactful.
We also plan to hold a larger workshop on social enterprise organizational structure open to all teams to be able to share our expertise with more students. We have already delivered seminars to both the core Development Engineering class and the Social Innovator OnRamp course on legal forms for social start ups, and greatly look forward to our continued involvement with the Blum Center.