The imperative to commercialize academic research in the modern economic and political climate has led to universities consolidating their knowledge transfer activities in technology transfer offices. Pooling knowledge transfer resources enables universities to better exploit and protect their intellectual property. This knowledge transfer structure, separating the knowledge transfer activities from the academic research, can be detrimental to realizing opportunities for the commercialization of both outcomes and research capabilities/processes. This article reflects on the advantages of having a structure whereby the knowledge transfer professional, by having responsibility for the management of an academic project, is an integral member of the research team.