Space Startup Accelerator Pilot

Abstract

This paper describes a 3-year accelerator pilot program with the objective of enabling or enhancing future science missions at the Jet Propulsion Laboratory (JPL) through infusion of commercial technologies from early stage companies. Success criteria for Year 1 that will support a decision to proceed to the second year are described. The pilot is funded by a consortium from government and industry. Techstars, a leading corporate accelerator operator, supported by Starburst Aerospace, manages the program. The program accelerates growth of ten early stage companies through seed investment, mentorship, networking, agile processes, and investor pitch development. The startups have not received prior significant investment but have core teams and some discriminating characteristics; e.g., a product with traction or a compelling technology with commercial potential. The pilot provides a pathway for maturing necessary relationships to ultimately infuse those technologies. The pilot is a pathfinder for JPL as well as future efforts sponsored by the National Aeronautics and Space Administration (NASA). The pilot meets the spirit of NASA's strategic objective to align partnerships with NASA missions and programs, increasing efficiency and effectiveness. The challenges JPL faces in developing partnerships with startups, in particular cultural barriers and minimal experience with the entrepreneurial sector are acknowledged. A set of specific success criteria that act as leading indicators of infusion are used to assess the efficacy of the pilot across two major categories: content and culture. A range of value propositions are discussed as well. Pre-program elements are described; these include formulation, identification of technical sub-themes, marketing and communications, recruiting, candidate review and selection, due diligence, and conflict of interest. Key roles including mentors, program management, and partner liaisons are detailed. The actual program takes place over 13 weeks in Los Angeles, with weekly objectives and key results tracked as a group to build relationships and opportunities across the class. During the first month, the companies receive product/market fit analysis, customer discovery, technical mentoring, hiring support, investor introductions, go-to-market strategy assistance, and market understanding. In the second month, the companies meet potential customers and push forward commercial opportunities. In the final month, the companies work closely with program management to develop a compelling story while pushing commercial deals and building traction as well as collaborations with consortium sponsors. At program end, each company works to secure at least one major partnership. Longer-term post-program activities lead to infusion of technologies into future missions. Other ongoing activities for class and consortium members are described. Over 300 applications to the accelerator pilot were begun with a high level of credible, applicable, and quality applications being considered in the selection. All but one success criteria met at least the threshold values, with some exceeding the goal levels. To date, JPL has engaged in multiple partnerships and commercial engagements with program participants. JPL has purchased an electric propulsion system from Morpheus Space, which may be included in future JPL missions if testing is successful. JPL is working with Zeno Power Systems to test the feasibility of their radioisotope power system, which if successful may be an enabling technology for upcoming missions. JPL has purchased multiple licenses for SciArt's topology optimization software to facilitate design engineer activities across the Lab. Other partnership opportunities continue to develop.