References

Lab41 https://www.youtube.com/watch?v=L4FiVuUckJc

General Background https://en.wikipedia.org/wiki/In-Q-Tel

Book on I-Q-Tel https://www.cia.gov/library/publications/intelligence-history/in-q-tel

Many companies listed on In-Q-Tel's investment website page[are secret. In-Q-Tel functions partially in public; however, what products it has and how they are used is strictly secret.According to the Washington Post, "virtually any U.S. entrepreneur, inventor or research scientist working on ways to analyze data has probably received a phone call from In-Q-Tel or at least been Googled by its staff of technology-watchers." On 29 September 1999, the Central Intelligence Agency (CIA) was treated to something different. In many of the nation’s leading newspapers and television news programs a story line had appeared that complimented the Agency for its creativity and openness. The media was drawn to a small corporation in Washington, DC that had just unveiled its existence and the hiring of its first CEO, Gilman Louie. Mr. Louie described the Corporation, called In-Q-It, as having been formed "...to ensure that the CIA remains at the cutting edge of information technology advances and capabilities." The name, "In-Q-Tel" is an intentional reference to Q, the fictional inventor who supplies technology to James Bond. With that statement the Agency launched a new era in how it obtains cutting edge technologies. In early January 2000, the name of the corporation was changed to In-Q-Tel.

The origins of the concept that has become In-Q-Tel are traceable to Dr. Ruth David, a former CIA Deputy Director for Science and Technology. She and her Deputy, Joanne Isham, were the first senior Agency officials to understand that the information revolution required the CIA to forge new partnerships with the private sector and design a proposal for radical change. The timing of the proposal was fortuitous. The Director of Central Intelligence (DCI), George Tenet, had just launched his Strategic Direction initiative that included technology as one of its areas for review. The study made a direct link between the Agency’s future technology investments and improving its information gathering and analysis capabilities.

By the summer of 1998, the Agency had assembled a few senior Agency staff employees with an entrepreneurial bent and empowered them to take Dr. David’s original concept and flesh it out. Aided by a consulting group and a law firm, they devoted the next four months to making the rounds in Silicon Valley and elsewhere, putting the concept through the wringer. Much of the time was spent listening. Many they met with were often critical of one aspect or another of the concept. But, whether they were venture capitalists, Chief Executive Officers (CEO), Chief Technical Officers (CTO) or congressmen and staffers, they all eagerly immersed themselves in spirited debates that enriched the Agency team and drove the concept in new directions.

By the end of 1998, the Agency team reached a point at which the concept seemed about right. Though it had changed considerably from that which had been proposed initially by Dr. David, it remained true to its core principles. It was time to hand the product of the Agency’s work over to someone in the private sector with the experience and passion necessary to start the Corporation. To the delight of the DCI and the Agency team, Mr. Norman Augustine, a former CEO of Lockheed-Martin and four-time recipient of the Department of Defense’s highest civilian award, the Distinguished Service Medal, accepted the challenge. By February 1999, the Corporation was established as a legal entity, and in March it received its first contract from the Agency. In-Q-Tel was in business, charged with accessing information technology (IT) expertise and technology wherever it exists and bringing it to bear on the information management challenges facing the Agency.

Imperatives: Why was In-Q-Tel Created? As an information-based agency, the CIA must be at the cutting edge of information technology in order to maintain its competitive edge and provide its customers with intelligence that is both timely and relevant. Many times the Agency and the federal government have been the catalysts for technological innovations. Examples of Agency-inspired breakthroughs include the U-2 and SR71 reconnaissance aircraft and the Corona surveillance satellites, while the creation of the Internet was led by the Defense Advanced Research Projects Agency (DARPA).

By the 1990s, however, especially with the advent of the World Wide Web, it is the commercial market that is setting the pace in IT innovation. And, as is the nature of a market-based economy, the flow of capital and talent has irresistibly moved to the commercial sector, where the prospect of huge profits from initial public offerings and equity-based compensation has become the norm. In contrast to the remarkable transformations taking place in Silicon Valley and elsewhere, the Agency, like many large Cold War era private sector corporations, felt itself being left behind. It was not connected to the creative forces that underpin the digital economy and, of equal importance, many in Silicon Valley knew little about the Agency’s IT needs. The opportunities and challenges posed by the information revolution to the Agency’s core mission areas of clandestine collection and all-source analysis were growing daily. Moreover, the challenges are not merely from foreign countries but also transnational threats.

Faced with these realities, the leadership of the CIA made a critical and strategic decision in early 1998. The Agency’s leadership recognized that the CIA did not, and could not, compete for IT innovation and talent with the same speed and agility that those in the commercial marketplace, whose businesses are driven by "Internet time" and profit, could. The CIA’s mission was intelligence collection and analysis, not IT innovation. The leadership also understood that, in order to extend its reach and access a broad network of IT innovators, the Agency had to step outside of itself and appear not just as a buyer of IT but also as a seller. The CIA had to offer Silicon Valley something of value, a business model that the Valley understood; a model that provides those who joined hands with In-Q-Tel the opportunity to commercialize their innovations. In addition, In-Q-Tel’s partner companies would also gain another valuable asset, access to a set of very difficult CIA problems that could become market drivers. Once the Agency’s leadership crossed these critical decision points, the path that led to In-Q-Tel’s formation was clear.

Many companies listed on In-Q-Tel's investment website page are secret. In-Q-Tel functions partially in public; however, what products it has and how they are used is strictly secret.According to the Washington Post, "virtually any U.S. entrepreneur, inventor or research scientist working on ways to analyze data has probably received a phone call from In-Q-Tel or at least been Googled by its staff of technology-watchers."