High points
Outlook
The outlook for 2026 focuses on portfolio management and further professionalisation. The central focus is on the development of a balanced valorisation portfolio with three interlinked pillars. First, the use of Amsterdam UMC’s knowledge through inside-out and outside-in processes, with the emphasis on measurable health benefits, implementation, spin-off development and strategic contracts. Second, the structural management of strategic PPP initiatives with clear positioning value and ecosystem reinforcement. Third, the explicit embedding of Societal Impact as a guiding principle for prioritisation and capacity deployment, with societal urgency and implementation potential providing a framework.
In summary, 2025 marks the year when valorisation at Amsterdam UMC actually became embedded in the institution and reached operational maturity. With the proposed formation of the Valorisation and Impact Department, the successful acquisition and implementation of large-scale PPP programmes, the concrete formation and further development of companies, and the explicit expansion into societal impact, a solid foundation has been laid for sustainable portfolio management in 2026 and beyond. Amsterdam UMC is therefore underlining its ambition not only to generate academic knowledge, but also to translate this in the long-term into health benefits, social value and system change.
A conscious decision was made in 2025 to broaden and deepen the societal impact approach. Valorisation is no longer primarily associated with economic or technological returns, but rather explicitly with implementation in healthcare practice, guideline development, prevention, population health and policy influencing. Initiatives concerning women’s health conditions and networks such as the Amsterdam Prevention Network are in line with our multi-year strategy. Valorisation is therefore evolving into a bridging function between academic knowledge and lasting system change, where societal urgency and scientific excellence meet.
In parallel with this institutional step, the development and implementation of large-scale public-private partnerships demonstrated a clear push towards greater professionalisation in 2025. The launch of Trinitas DX and the formal award of FemCure, both supported by substantial PPP grants from Health~Holland of € 5 million each, illustrate Amsterdam UMC’s ability to form complex consortia and successfully secure funding. These programmes confirm the growing maturity in PPP development, the strategic positioning in national ecosystems and the capacity to link societal impact to economic valorisation.
Concrete results were also clear to see in respect of inside-out valorisation in 2025. The Inside-Out Valoriation Sprint project is in the next phase; moving from exploration to implementation. Several companies have been developed further or formed within the prime selection. FlowSure B.V. made substantial progress towards CE certification of an innovative solution for urine production measurement that communicates directly with the EPD.
Caelus Lifesciences B.V. has relaunched with a new partner and is developing probiotics for diseases including diabetes. Pepper Tx B.V. is working on a therapy for pancreatic cancer based on the repurposing of an existing drug. Engager Bio B.V. was created as a spin-out from Lava Therapeutics and focuses on gamma-delta T-cell cancer therapy. Work is also underway to establish Injectable Implants as a necessary step towards securing external financing. These initiatives show that valorisation is not remaining limited to knowledge transfer or licensing, but does in fact result in entrepreneurship, the creation of businesses and scalable applications.
The most important long-term step in 2025 was the proposed decision to set up the independent Valorisation and Impact Department. This new department has its origin in the Strengthening Support for Valorisation process and merges the Societal Impact Team, PPP project management and the existing IXA organisation into a single integrated organisational unit. This brings together inside-out and outside-in valorisation, public-private partnerships and societal impact under a single governance umbrella. This institutional reorganisation is more than an organisational change: it marks the transition to a future-proof model where impact, knowledge use and collaboration with external partners receive comprehensive and professional support. The underlying final report details this development along five action lines, ranging from culture reinforcement and strategic policy development to the integration of valorisation in education and capacity building. This will not only give valorisation a firmer foundation in the administration, but will also strengthen its implementation capacity in the long term.
The year 2025 marks a clear turning point in the development of valorisation at Amsterdam UMC. Whilst in previous years the emphasis was on positioning and policy-making, the focus in 2025 was on implementation, institutionalisation and demonstrable impact. This means that valorisation is evolving from a strategic ambition into an integrated and professionally supported core task, with a specific portfolio of activities and results.
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