In deciding to license or venture, accept that, either way, you will have to give up a measure of ownership and control. In a sense, therefore, you’re not deciding whether to get out, but when, how completely, under what circumstances, and by what method. In other words, you’re looking for an exit strategy at the same time you’re looking for a commercialization strategy.

No matter which commercialization strategy you follow, you will increasingly have to involve yourself with people who wear suits. They have different imperatives, have different expectations, and speak different languages. Many care nothing about you or your technology except as possible money-spinners. Like it or not, you do need such people—and you will need more of them as you go through the process—so learn to deal with them pretty much on their terms. They’re no more inclined to translate their professional language for you than Parisians are to speak English to American tourists.

If you decide you aren’t cut out to be an entrepreneur or you do not want to be one, that does not mean you cannot create a business around your invention. It does mean you will have to get an entrepreneur on your team. They do not come easy, and you will have to work to turn up enough evidence to persuade one to cast his or her lot with you and your invention.

And entrepreneurs do not come cheap, either. He or she will want a piece of the action—probably a big piece. But it may be worth it: Chester Carlson was an inventor who couldn’t balance his checkbook, much less run a company, but an entrepreneur named Joe Wilson made him a multimillionaire by building a company called Xerox.