I would complement that and say make a difference between the start-up zones and the innovation zones versus the research zones. The research zones are the ones that are having a hard time creating value. If you look at the numbers of the start-up zones. they are creating value. I submit they create two values, one of which is creating straight economic value for sales and returns.
Out of the 50 companies that I had the chance to coach for the last year and a half, the top 10 raised about $2 million and created many jobs. I don't have the exact numbers; I can send them to you. The most important part is they created a huge labour pool. They created 500 engaged students who are walking out with their diploma with a track record. When Google comes in and says they're looking for people, not only do they want 4.0 GPAs, and social skills, and multiple languages, but they also want them to have gained experience in what they call the open source market. You have to realize you're also creating a huge labour pool by doing this with the knowledge that those corporations need, and they don't even know they need it yet, but I do because I can see they need it.
I think when you're giving a mission for that sphere zone to develop—it has to do a mission—you have to give a mission of creating labour for the bigger guys because they're going to need it faster than they know it yet. The day they need it, the competition is fierce. The biggest competition they have in Silicon Valley is keeping their employees within their startups. As soon as I create anyone remotely smart in the District 3 phase, a lot of them get hired. Now we've started by training them on how to do their LinkedIn profile, because I know they're going to get hired anyway. We've decided to be two steps ahead of the ball because it's going to happen to us anyway and we might as well manage the process. It's a very complex thing. These sphere zones need to be thought of as labour zones and knowledge zones, knowledge transformation zones.