Waterloo’s IP model sparks global research commercialization recognition

When it comes to innovation, the University of Waterloo has long stood out — not only for its world-class research and entrepreneurial ecosystem but for a distinctive intellectual property (IP) policy that puts creators in control. This creator-owned IP model fosters an environment for innovation to thrive and has become a catalyst for global conversations about how to empower researchers while driving commercialization responsibly. 

The Waterloo Commercialization Office (WatCo), which provides the expertise needed to help transform research breakthroughs into commercially viable products and services, is an integral contributor to Waterloo's broader innovation ecosystem success. Operating with staff who have a depth of private-sector experience, WatCo supports creators as they navigate the path from discovery to market impact.

“Every member of the WatCo team brings substantial private-sector experience in industry, startups, venture or professional services,” says Scott Inwood, director of commercialization. “This allows us to engage with creators, investors and corporate partners as peers, and to provide advice grounded in how businesses actually operate.” 

WatCo's impact is amplified by the stability and depth of experience within the team, making it one of Canada's most experienced commercialization groups. WatCo currently manages 168 technology projects supported by 387 active patent filining and 125 issued patents, with 76 patents tied to commercial agreements. The office also supports the launch of two to three startups annually and oversees 204 active licensing agreements. 

Internationally, Waterloo's model has drawn attention from institutions seeking to modernize their own commercialization frameworks. In 2025, the New Zealand Government announced a national IP management policy inspired by Waterloo's principles. While not a full adoption of creator-owned IP, the policy gives researchers a first right to commercialize their work, signaling a major shift toward researcher empowerment. 

The University of Auckland played a key role in this transformation. Through its commercialization arm, UniServices, the university invited Inwood to share insights on operationalizing researcher-centric commercialization. “New Zealand institutions weren’t looking to replicate Waterloo’s model wholesale,” Inwood explains. “They wanted to understand how to empower researchers while managing institutional risk and maintaining safeguards.” 

The conversations were timely. As New Zealand finalized its policy, Waterloo's experience offered a practical blueprint for aligning incentives, trust and expertise. “Across jurisdictions, what's becoming clear is that effective commercialization depends less on who owns IP on day one, and more on how incentives and support are structured,” Inwood says.

For Waterloo, the global interest underscores the strength of a model that prioritizes choice and accountability. “Researchers and students are not required to work with us — they choose to,” Inwood says. That dynamic forces the office to compete on the quality of its advice and execution, creating a service-oriented culture that resonates internationally. 

As other countries explore reforms, Waterloo’s example demonstrates that empowering creators — backed by seasoned commercialization expertise — can accelerate research impact worldwide. 

WatCo is part of a broader entrepreneurship ecosystem alongside our flagship Velocity incubator, the Conrad School of Entrepreneurship and Business and the GreenHouse Social Innovators in Training program. Aspiring student entrepreneurs can access for-credit programs along with support, mentorship and funding. Learn how entrepreneurship thrives at Waterloo.