The responsibility to return "value" to those who support basic research is an obligatory part of accepting funds to support the research. This reality should, but now does not, impact planning and execution of all basic research from its earliest stages. Universities are becoming ever more important in their role in the accelerating quest of a national goal of transition to a "knowledge-based economy." As such, the complex organizational format of a university, laden with entrenched procedures of questionable utility, should be adjusted to identify the means to commercialize the small subset of projects that appear suitable for further development. Of special concern is the growing tendency to encourage academic "innovators" to develop spin-out companies "on the side." While seductive in perceived simplicity, this is a difficult step and we believe that most such individuals are ill-suited to these activities. Not because of technical ability but because of lack of relevant management experience. We attempt to address that situation through a brief listing of some reasons why people "do research" and outline phases (steps) in moving from concept to application, including an overview of start-up and funding early-stage spin-outs. A discussion of the limits to applying results of basic research to enhancing sperm fertility in commodity and companion animals and humans is provided. Hurdles are so daunting that there is concern as to why anyone would attempt to translate basic observations into practical solutions; which in turn raises the question of why funding agencies should fund basic studies in the first place.