Podcasts about bio x

Today's episode is with a16z's American Dynamism team: Katherine Boyle and David Ulevitch. Katherine is a general partner focused on national security, aerospace and defense, public safety, housing, education, and industrials. David is a general partner focused on companies promoting American dynamism, as well as enterprise and SaaS companies. They are joined by a16z Bio + Health general partner Vijay Pande, and editorial lead Olivia Webb.Together, we talk about the idea behind American Dynamism, how the American Dynamism team thinks about building within highly regulated industries, how trust is key to the procurement process, and how the team thinks about the regulation of AI.

Dr. Amy Beckley, CEO and founder of Proov, joins the Optimal Bio podcast to discuss her studies and personal battle with infertility leading her to found Proov and help other women struggling with similar issues.

Can a game be both fun and therapeutic? Vijay Pande, the first employee at Naughty Dog Software and a current Bio+Health general partner at a16z, joins Jon Lai, a Games general partner, and Olivia Webb, the editorial lead for Bio+Health at a16z, to discuss this question. We talk about what constitutes a game, how games and bio can intersect, and what we called the “healthy dessert” problem — the challenge of building a game that's both fun and therapeutic.Additional reading discussed during the episode:a16z general partner Chris Dixon's essay “Strong and weak technologies” 

Phil Palmer, Executive Director of WarriorWOD, is a Marine Corps Veteran who deployed to Operation Iraqi Freedom numerous times where he received a Purple Heart and 2 Commendation Medals with Valor. Phil realized that physical fitness was helping him cope with his invisible wounds and strengthen his mental and emotional fitness.  With so many combat veterans struggling with these visible and invisible wounds, WarriorWOD was created to help those that served through physical fitness. 

Burn Bootcamp trainer and franchise partner Lindsay Gilbert joins the podcast to discuss her passion for health and wellness.

CEO and founder of Peace Advocacy Group, Claudia Cometa joins the podcast to discuss her journey as both a clinical pharmacist as well as a caregiver.

Listen to our podcast with Jeanine Finelli, National Board Certified Health and Wellness Coach and Functional Medicine Certified Health Coach. She talks about overcoming a traumatic experience which led her to focus on health and wellness. Through her passion, she supports and inspires people to achieve their health visions.

Listen to our podcast with Nishal Kumar, BSc, CEO and Founder of "No Days Wasted." Nishal joins the podcast to discuss his entrepreneur career and how his passion for science and solving problems ultimately gave him the drive to create "No Days Wasted."  Nishal discusses the importance of taking daily vitamins and how a personal science experiment turned into a business venture.

Dr. Fishman was an undergraduate chemistry major and then earned a Ph.D. from Stanford in Chemistry and Neuroscience working in the area of lasers, microfluidics, and neuroscience. Dr. Fishman then conducted post-doctoral research Neurobiology working in the field of retinal ganglion cell nerve regeneration. He earned an M.D. from Stanford and after his medical internship, Dr. Fishman joined Stanford Ophthalmology both as an ophthalmology resident and faculty and founded the Ophthalmic Tissue Engineering Laboratory (OTEL). As director of OTEL. he was awarded one of the first BIO-X grants and became the founder of the artificial retina prosthesis project which has recently gone into clinical trials for patients with macular degeneration. After completing his residency training in advanced eye surgery and medical treatment for eye diseases at Stanford, Dr. Fishman started his own concierge ophthalmology practice in Palo Alto where he continues to lead advancements in ocular surface disease and novel diagnostics for dry eye, cancer detection, and the ocular microbiome. Dr. Fishman has a special interest in digital health and has co-founded several silicon-valley start-ups. Dr. Fishman has co-authored 34 Peer-reviewed Publications, 11 U.S. Patents, and his research has been highlighted in Scientific American, The Economist, JAMA, and Ophthalmology Times.

Dr. Fishman was an undergraduate chemistry major and then earned a Ph.D. from Stanford in Chemistry and Neuroscience working in the area of lasers, microfluidics, and neuroscience. Dr. Fishman then conducted post-doctoral research Neurobiology working in the field of retinal ganglion cell nerve regeneration. He earned an M.D. from Stanford and after his medical internship, Dr. Fishman joined Stanford Ophthalmology both as an ophthalmology resident and faculty and founded the Ophthalmic Tissue Engineering Laboratory (OTEL). As director of OTEL. he was awarded one of the first BIO-X grants and became the founder of the artificial retina prosthesis project which has recently gone into clinical trials for patients with macular degeneration. After completing his residency training in advanced eye surgery and medical treatment for eye diseases at Stanford, Dr. Fishman started his own concierge ophthalmology practice in Palo Alto where he continues to lead advancements in ocular surface disease and novel diagnostics for dry eye, cancer detection, and the ocular microbiome. Dr. Fishman has a special interest in digital health and has co-founded several silicon-valley start-ups. Dr. Fishman has co-authored 34 Peer-reviewed Publications, 11 U.S. Patents, and his research has been highlighted in Scientific American, The Economist, JAMA, and Ophthalmology Times.

Dr. Fishman was an undergraduate chemistry major and then earned a Ph.D. from Stanford in Chemistry and Neuroscience working in the area of lasers, microfluidics, and neuroscience. Dr. Fishman then conducted post-doctoral research Neurobiology working in the field of retinal ganglion cell nerve regeneration. He earned an M.D. from Stanford and after his medical internship, Dr. Fishman joined Stanford Ophthalmology both as an ophthalmology resident and faculty and founded the Ophthalmic Tissue Engineering Laboratory (OTEL). As director of OTEL. he was awarded one of the first BIO-X grants and became the founder of the artificial retina prosthesis project which has recently gone into clinical trials for patients with macular degeneration. After completing his residency training in advanced eye surgery and medical treatment for eye diseases at Stanford, Dr. Fishman started his own concierge ophthalmology practice in Palo Alto where he continues to lead advancements in ocular surface disease and novel diagnostics for dry eye, cancer detection, and the ocular microbiome. Dr. Fishman has a special interest in digital health and has co-founded several silicon-valley start-ups. Dr. Fishman has co-authored 34 Peer-reviewed Publications, 11 U.S. Patents, and his research has been highlighted in Scientific American, The Economist, JAMA, and Ophthalmology Times.

Dr. Fishman was an undergraduate chemistry major and then earned a Ph.D. from Stanford in Chemistry and Neuroscience working in the area of lasers, microfluidics, and neuroscience. Dr. Fishman then conducted post-doctoral research Neurobiology working in the field of retinal ganglion cell nerve regeneration. He earned an M.D. from Stanford and after his medical internship, Dr. Fishman joined Stanford Ophthalmology both as an ophthalmology resident and faculty and founded the Ophthalmic Tissue Engineering Laboratory (OTEL). As director of OTEL. he was awarded one of the first BIO-X grants and became the founder of the artificial retina prosthesis project which has recently gone into clinical trials for patients with macular degeneration. After completing his residency training in advanced eye surgery and medical treatment for eye diseases at Stanford, Dr. Fishman started his own concierge ophthalmology practice in Palo Alto where he continues to lead advancements in ocular surface disease and novel diagnostics for dry eye, cancer detection, and the ocular microbiome. Dr. Fishman has a special interest in digital health and has co-founded several silicon-valley start-ups. Dr. Fishman has co-authored 34 Peer-reviewed Publications, 11 U.S. Patents, and his research has been highlighted in Scientific American, The Economist, JAMA, and Ophthalmology Times.

Dr. Teresa Purzner is a mother of three, practicing neurosurgeon, developmental neurobiologist and the Co-Founder of Cerebelly. While studying at Stanford, Purzner led the development of a new treatment for the most common type of infant brain cancer which is currently in human clinical trial and through this, found that various regions of the brain grow and peak at different times — each having their own nutrient needs to give children the best possible start in life. In 2019, Purzner developed Cerebelly which is the first and only baby food brand on the market that combines up-to-date early childhood nutrition with developmental neuroscience to provide veggie-first, science backed food with brain-supporting superior ingredients. Purzner ensures that Cerebelly employs robust processes to ensure the highest possible quality for all its products, and is the first ever shelf-stable children's food brand to receive The Clean Label Project Purity Award, an honor only bestowed after products are tested for over 400 contaminants and heavy metals and meet the organization's highest standard. In addition to Purzner's medical accolades, she has been recognized as a Bio-X and SIGF Fellow, as well as a SPARK Scholar. In today's episode, Dr. Purzner teaches about the relationship between nutrients in our food and children's brain development. She shares the importance of nourishing foods, and teaches what to look for, and avoid, when feeding your children. Instagram: @eatcerebelly For up to 35% off your first order of Cerebelly, plus an additional 15% off when you Subscribe and Save: Use code JUSTINGREDIENTS at https://cerebelly.com/?utm_source=instagram&utm_medium=influencer&utm_campaign=JUSTINGREDIENTS35

Listen to our podcast with Shaun Riney, CEO and Managing Partner of Qualgen. Shaun joins the podcast to discuss his entrepreneur career and how it has led him to owning and managing the leading manufacturer facility of BHRT pellets. In addition, listen to Shaun discuss the evolution of Bio-identical Hormone Pellets and differences between pharmaceutical and bio-identical compounding pharmacy FDA regulations. 

Are you thinking about applying for summer research or a Stanford-funded learning opportunity? If so, then you're in the right place. This episode features interview with various Stanford students who participated in Stanford programs during the summer of 2021; including BIO-X, EE REU, LSP, Chappell Lougee, and SIEPR. Producer(s): Sureen Heer, Lorenzo Del Rosario, Crystal Chen, Bhumikorn Kongtaveelert. Managing Editor: Lorenzo Del Rosario

Founder of Clean Kitchen Nutrition, Kyle Fitzgerald, joins the podcast to discuss discovering holistic healing and clean eating. He also shares the inspiration and journey of starting Clean Kitchen Nutrition, his social media account focused on reading food labels and choosing healthy, clean options.

We talked about the comparisons of optimal health at Optimal Bio compared to Dr. Rimka's practice as it relates to anxiety, PTSD, brain nutrition, and cholesterol and how we treat the whole person and not just the symptom.

Listen to our podcast with Megan Jones, owner of Pure Barre Raleigh and Pure Barre Crescent Commons (Cary). We discussed business, fitness, and nutrition.

Listen to our discussion with Emilie Blanchard, founder of @TastyAsFit, recipe developer, and owner of a grab-n-go storefront in Columbia, SC. 

Tune into our Wellness Podcast with CEO Tylar Brannon and Dr. Rimka, an Atlanta-based doctor who helps families struggling with mental health through genetics, nutrition, and biohacking.

Listen to our podcast with Shawn Baker, a lifelong multisport elite-level athlete and medical doctor who served as a combat trauma surgeon and chief of orthopedics while deployed to Afghanistan with the United States Air Force.

Listen to Optimal Bio talk with the owner of Juicekeys, an organic juice and smoothie bar in Raleigh, NC.

Listen to our discussion with Bevin Prince, founder of Recess by Bevin Prince - Wilmington's newest high intensity cycling workout studio. We discuss Bevin's journey to opening Recess, health and wellness, and much more.

We seem to have collectively accepted that we’re going to keep playing this rigged game of data harvesting because the playing of the game itself placates us, giving us just enough of that beautiful dopamine-serotonin-oxytocin combo to get us to keep pulling the lever on the slot machine.  There are thousands of entities that have thousands of pieces of data about you right now, and that’s just the tip of the iceberg. These same entities are selling that information to advertisers, political campaigns, and government agencies so that they can sell you what they want, make you believe what they want, or make you do what they want.  So, being the reasonable people that we all are, don’t we want to know the truth about this game? The truth that defines our modern world?    Featured guests this episode: Judy Estrin is an Internet pioneer, entrepreneur, business executive, and author in the United States. Estrin worked with Vinton Cerf on the Transmission Control Protocol project at Stanford University in the 1970s, often looked at as the project that our modern e-mail emerged from. Estrin is a serial entrepreneur who co-founded eight technology companies. She was the chief technology officer of Cisco Systems from 1998 to 2000. Estrin served on the boards of FedEx Corporation (1989-2010), Rockwell Automation (1994-1998), Sun Microsystems (1995-2003), as well as the being the first woman to serve on the board of Walt Disney Company, where she served for fifteen years (1998-2014). She served on the advisory boards of Stanford University School of Engineering and the Bio-X interdisciplinary program, and is a member of the University of California President’s Science and Innovation Advisory Board. Tim Shea is the founder and CEO of Latticework Insights.  Eric Sapp has managed successful democracy-building and advocacy campaigns on issues ranging from international peacekeeping, human rights, counterterrorism, and foreign assistance to domestic campaigns for pollution control, hunger alleviation, supporting veterans, and protecting victims of terrorism.   Through these efforts, his team developed one of the largest voter response databases and most sophisticated digital advertising platforms in the country, which they transformed into a Public Benefit Corporation, Public Democracy. Sarah Miller is Executive Director of the American Economic Liberties Project and formerly the Deputy Director of the Open Markets Institute. Eric Yang is the Founder and Executive Director at Junto. Junto is a new breed of social media founded in the spirit of authenticity, with the goal of rebalancing our relationship with technology and inspiring agency, privacy, and free expression

Think about where we were technologically just 10 years ago, when everybody was really excited about our utopian tech-driven future. Netflix used to mail you DVDs, now they spend $15 billion a year feeding their content algorithms. Google used to cutely offer you the “i’m feeling lucky” option, now they predict your searches before you finish typing them. Snapchat and Instagram didn’t exist yet, and Facebook was still a place where you could find someone under 45. With modern smartphones, we have more technology in our pocket than what NASA had to send humans to the moon. We have more information at the tip of our fingers than all the libraries of the ancient world. We can make a few taps and gestures and food or drugs or people show up to where we are.  But think about it. To the ancient world, we’d seem like a society of depressed wizards. This week I speak again to Judy Estrin, Internet pioneer and serial entrepreneur to better understand how this problem has metastasized. Then, I sit down with K Krasnow Waterman, who was the Chief Information Officer of the first post-9/11 data analytics facility established by the White House and, next, led the reorganization of the FBI's intelligence operations. K helped me form a deeper understanding of the dynamics of the problems we face.  Have questions? Let us know on Instagram or Twitter!   Featured guests this episode: Judy Estrin is an Internet pioneer, entrepreneur, business executive, and author in the United States. Estrin worked with Vinton Cerf on the Transmission Control Protocol project at Stanford University in the 1970s, often looked at as the project that our modern e-mail emerged from. Estrin is a serial entrepreneur who co-founded eight technology companies. She was the chief technology officer of Cisco Systems from 1998 to 2000. Estrin served on the boards of FedEx Corporation (1989-2010), Rockwell Automation (1994-1998), Sun Microsystems (1995-2003), as well as the being the first woman to serve on the board of Walt Disney Company, where she served for fifteen years (1998-2014). She served on the advisory boards of Stanford University School of Engineering and the Bio-X interdisciplinary program, and is a member of the University of California President’s Science and Innovation Advisory Board. K Krasnow Waterman Early in her career, K was on the design team for a new IBM outsourced services and storage business; an officer of Morgan Guaranty Trust managing data centers and special technical projects; she then became a trial attorney and in-house legal advisor. K returned to her technology roots when she became inception CIO of the first post-9/11 task force created by President Bush, served as the interim chief operations executive for the reorganization of FBI Intelligence infrastructure, and represented the Department of Homeland Security in high level negotiations to set the requirements for interoperability of federal data systems.  More recently, she served as Global Head of Anti-Money Laundering Infrastructure at Citigroup.

O coração do sábio o inclina para o bem, mas o coração do tolo, para o mal. Mesmo quando anda pelo caminho, o tolo age sem o mínimo bom senso, e mostra a todos que não passa de tolo. Eclesiastes 10:2, 3

Before Big Tech was the bad guy, we all had dreams of a digital utopia brought about by the democratizing power of the Internet. What happened? I spoke to Judy Estrin about her decades of experience as an innovator in Silicon Valley, and what she thinks might have happened to lead us astray. Then, I sat down with Andrew Keen, one of the earliest Internet naysayers, to understand why he saw (and was willing to call out) such a big potential problem and when others did not.     Featured guests this episode: Judy Estrin is an Internet pioneer, entrepreneur, business executive, and author in the United States. Estrin worked with Vinton Cerf on the Transmission Control Protocol project at Stanford University in the 1970s, often looked at as the project that our modern e-mail emerged from. Estrin is a serial entrepreneur who co-founded eight technology companies. She was the chief technology officer of Cisco Systems from 1998 to 2000. Estrin served on the boards of FedEx Corporation (1989-2010), Rockwell Automation (1994-1998), Sun Microsystems (1995-2003), as well as the being the first woman to serve on the board of Walt Disney Company, where she served for fifteen years (1998-2014). She served on the advisory boards of Stanford University School of Engineering and the Bio-X interdisciplinary program, and is a member of the University of California President’s Science and Innovation Advisory Board.   Andrew Keen is a British-American entrepreneur and author. In his book The Internet Is Not the Answer, Keen presents the history of the internet and its impact on psychology, economy, and society. He argues that the more the internet develops, the more detrimental it is to those who use it. Keen writes: “It is more like a negative feedback loop, a digital vicious cycle in which it is us, the Web’s users, who are its victims rather than beneficiaries.” Keen goes on to argue that the internet has allowed for the emergence of “new, leviathan-like monopolists like Apple, Google, and Amazon,” impeding economic competition and economic justice between the rich and poor. Follow him on Twitter here

Ayce Bio è un dj, producer e appassionato di musica elettronica, di base a Milano, membro fondatore del collettivo Funclab, ora presente quasi al completo su Ptwschool. Sì, perché dopo i Weekend Mixtape di Borbo, Turenne e quello super estivo del collettivo uscito l’anno scorso, il producer che manca all’appello in questa rubrica, per il momento, è Prev, l’ultimo entrato in Funclab Collective. Avremo sicuramente modo di ascoltare la sua selezione in autunno. Intanto però iniziamo a pensare alla vacanze, all’estate e all’amore con queste due ore di musica per cuori deboli selezionate da Giacomo Gugliemo Gorla a.k.a Ayce Bio. Si va con dolcezza dall’elettronica da riposo, al soul, ad alcune perle della canzone pop italiana degli anni ’70, a chicche di library music da ascoltare sul lungomare al tramonto in una domenica qualsiasi d’agosto. @a-y-c-e-b-i-o @funclab-collective Read more: https://www.ptwschool.com/blog/weekend-mixtape-63-ayce-bio.html

Dr. Jonathan Payne is a Professor and Chair of Geological Sciences at Stanford University. He also holds a courtesy appointment in Biology, is a Member of Stanford’s interdisciplinary biosciences institute Bio-X, and is an Affiliate of the Stanford Woods Institute for the Environment. Jonathan studies the history of life on Earth. He is interested in the interactions between the changes in earth’s environments and the evolution of life on earth. In particular, Jonathan focuses on large extinction events like asteroid impacts and volcanic eruptions, and how these impacted life in the oceans. When not working, Jonathan is often going to sporting events, traveling, and playing Nerf basketball in his house with his wife and two kids. He also enjoys hiking and working out at the gym. Jonathan received his B.A. in Geosciences from Williams College. Afterwards, he worked as a high school math and science teacher in Switzerland for two years before returning to graduate school. Jonathan was awarded his Ph.D. in Earth and Planetary Sciences from Harvard University, and he conducted postdoctoral research at Pennsylvania State University before joining the faculty at Stanford. Jonathan has received many awards and honors for his work, including the Stanford University Medal for excellence in advising undergraduate research, the Charles Schuchert Award from the Paleontological Society, and a CAREER Award from the National Science Foundation. He has also been named a Fellow of the Geological Society of America as well as a Fellow of the Paleontological Society. In this podcast interview, Jonathan spoke with us about his experiences in life and science.

2017-05-02 Special EnglishThis is Special English. I'm Ryan Price in Beijing. Here is the news.An international medical journal's retraction of 107 research papers from China, many of them by clinical doctors, has reignited concerns over academic credibility in the country. Tumor Biology, a journal published by Springer Nature, announced a couple weeks ago that it had retracted the papers after an investigation showed the peer review process had been compromised. Peter Butler, editorial director for cell biology and biochemistry at Springer Nature, said the articles were submitted with reviewer suggestions, which had real researcher names but fabricated email addresses.Butler told Shanghai-based news website The Paper that the editors thought the articles were being sent to genuine reviewers in the discipline. Following investigation and communication with the real reviewers, they confirmed they did not conduct the peer review. Peer review is an evaluation of work by one or more people of similar competence to those who produce the work, which helps validate research. The online notice about the retraction lists all 107 articles and 524 authors, nearly all of whom are clinical cancer specialists from China. The hospitals named are all top public institutions. This is Special English.Chinese citizens' personal information and the country's important data collected by Internet service providers may need evaluation and permission before being shared with non-domestic entities.A draft guideline has been released for public opinion by the Cyberspace Administration of China. According to the guideline, Chinese citizens' personal information should be kept within the country and be subject to security assessment before being provided to anyone outside China. The document says that to sell someone else's personal information, one must get permission from this individual.For data related to national security, the economy or public interest, the seller should coordinate a security evaluation with the authorities. The evaluation will ensure online data is managed legally. You're listening to Special English. I'm Ryan Price in Beijing. China's air quality monitoring network is to be expanded to cover a wider area, especially at the grassroots level, to facilitate scientific and effective control of airborne pollution. By March, more than 5,000 monitoring stations had been built across China. They are managed by the environmental monitoring authorities at four levels, namely State, provincial, city and county levels.The China National Environmental Monitoring Center operates 1,500 State-level monitoring stations nationwide. The center ensures that the data collected are independent of local government oversight to prevent interference and guaranteeing accuracy and authenticity. The 5,000-plus monitoring stations test for six "criteria" of airborne pollutants, including PM2.5, PM10 and sulfur dioxide, across different regions and locations. This is Special English.China imposes some of the world's toughest driving restrictions for cars, and now the checks and controls are expanding to the bicycle-sharing industry.Police in Shenzhen in south China's Guangdong Province have clearly said they are considering restrictions on the use of shared bikes, especially during the holidays, to prevent road congestion and public disorder.Police said that around 520,000 bikes have been put on the streets in the city in the year since bike sharing began.A growing number of people are taking the colorful two-wheelers to work or using them for recreation, which has brought some challenges. For example, over the Tomb Sweeping Day holiday last month, paths at a local park became seriously clogged with bikes, while careless parking of the bikes often blocks traffic as well.The police are partnering with bike-sharing companies to monitor the number of bikes in designated areas. Under the plan, if the accumulation of bikes in an area hits a certain number, a warning system will be activated that prohibits bikes from entering. Cyclists will be notified at the same time via a mobile app.A limit on the number of bikes will also be enforced, along with temporary bans in certain public areas during peak seasons.You're listening to Special English. I'm Ryan Price in Beijing. Australian researchers have compiled an unparalleled database detailing the almost 6 trillion tonnes of global fishing since 1950.The database was created by the Institute for Marine and Antarctic Studies at the University of Tasmania. It was based on more than 800 million fishing records from 1950 to 2014.During the 65 years covered by the records, fishers from 193 countries caught almost 6 trillion tonnes of fish of 1,400 different species. Among them, 900 million tonnes have been taken illegally.Reginald Watson, who collated the data, said the database illustrated that the global fish population was finite.Watson said the database brings together every major international statistical collection of fisheries data since comprehensive records began, providing unique insights into the industry.He said more than 860 million fishing records have been compiled into a single harmonized view and mapped down to tiny spatial cells, so people can see where fishing has been happening and how it's changed over time.Watson said despite a plateau in recent years, the annual rate of fishing has grown from 27 million tonnes of fish taken in 1950 to 120 million tonnes in 2014.Since 1950, fisheries have moved further offshore and greatly intensified. People now have more vessels of a greater size and larger storage capacity. They are spending longer time at sea and fishing in deeper waters.This is Special English.A new study suggests that the system of grid cells, known as the brain's global positioning system, is more complicated than anyone had thought before.While the brain needs some basic navigational instruments to get around, just like a driver in a car, researchers have found that brain cells are similar to speedometers, compasses, GPS and even collision warning systems.However, researchers with Stanford University in the United States report that human brains map out the world in a more complex way. Some of the neurons in the internal navigation systems look a lot like speedometers or compasses. Many others operate flexibly, each one encoding a dynamic mix of navigational variables, like a compass that somehow transforms into a GPS when driving downtown.The project began in 2014, when scientists got a Bio-X seed grant to take a closer look at how the brain finds its way around. The same year, a Nobel Prize was awarded for the discovery of grid cells, which are specialized neurons that help animals keeping track of where they are in their environments.The findings of that time said that while some neurons fell within the ballpark of how a grid cell was supposed to behave, most provided only noisy, error-prone navigation, like a GPS on the fritz. That led the researchers to wonder whether the brain had a way to correct those errors. In 2015, they reported that the brain does have a way: boundary cells, so named because they fire when nearing walls and other landmarks.You're listening to Special English. I'm Ryan Price in Beijing. You can access the program by logging on to crienglish.com. You can also find us on our Apple Podcast. Now the news continues.Car models supporting autonomous driving and Internet-based services are bright spots at the 2017 Shanghai International Automobile Industry Exhibition.A total of 113 models of car made their global debut at the auto show, which has attracted more than 1,000 exhibitors from 18 countries and regions. The 1,400 complete vehicle exhibitions included 160 new energy vehicles and 56 concept cars.The theme of this year's show is "Committed to a Better Life".The Shanghai-based electric vehicle startup Nio made its much-awaited domestic debut at the show. The company brought a model of its concept driverless car EVE, whose interior space is designed as a living room.Li Bin, founder of Nio, said that when humans are freed from driving, the car would be transformed into a space for relaxation and entertainment.Domestic auto maker Roewe unveiled its new model i6 16T, featuring a smart operation system that has access to mobile payment tool Alipay.When the driver gets on the car, the system tells them to bring an umbrella if it is going to rain. It can select routes based on real-time road conditions and the driver's habits, and can even help order and pay for take-away coffee.Another model of the carmaker, the RX5, carries a similar system. Sales of the new model have exceeded 140,000 since it was released eight months ago.German manufacturer BMW also brought new models to the show. The new models feature intelligent driving.This is Special English.Beijing is taking steps to improve its vehicle parking management by encouraging the construction of parking facilities and imposing stricter penalties for illegal parking.The Beijing Municipal Commission of Transportation released a draft of its new parking regulations recently. The document is available for public comment until May 10.A shortage of parking lots has become a serious problem in Beijing, as the number of cars in the city continues to grow. Researchers say it requires integrated efforts in planning and management to improve the situation.According to the draft regulations, police will set up parking areas along secondary roads near communities that have a shortage of parking lots.For residential communities and government buildings that can sufficiently meet their own parking demand, the authority encourages them to open their parking facilities to the public and charge fees.For existing parking areas, the government should work on raising their efficiency by improving charging systems and making full use of parking spaces in residential communities and commercial areas, as well as office buildings.Beijing's planning and transportation departments should work together to make use of spare land by building more parking facilities, especially multi-level garages, and install smart parking systems.You're listening to Special English. I'm Ryan Price in Beijing. Cameras captured images of a panda in a nature reserve in southwest China's Sichuan Province three years after it has been released into the wild.The pictures and videos of the panda were taken at a nature reserve in the Yi Autonomous Prefecture in late February.Researchers identified the panda as one they released into the wild in 2013 and its name is Zhangxiang. The panda is living in a suitable environment where it can find enough bamboo. After further investigation, researchers revealed that the panda was in a normal physical condition.The findings also prove that the panda has moved from one group to another. This marks another success in releasing pandas into the wilderness in China.Zhangxiang is a female giant panda born in 2011. It was released in 2013 following two years of wilderness training. This is Special English.Almost 20 years after being stolen, a 1,300-year-old stone Buddhist pagoda has been returned to its home of Shanxi province in northern China with help from pilgrims across the Taiwan Straits.The almost 2-meter-high item is part of a 3-meter-high pagoda. Based on inscriptions, scientists say the pagoda was built in 720 AD. It was included in the province's first list of key protection cultural relics in 1965. However, the top part of the relic was stolen away in 1996, and the rest became missing two years later. Only the foundation and certain parts were left at the site. The facade of the pagoda were carved with Buddhist scriptures and decorated with colorful paintings. （全文见周日微信。）

Professor Carla Shatz, Professor of Biology and of Neurobiology and the Director of Bio-X at Stanford University, discusses research results that show that Major Histocompatability Class I and PirB genes, thought previously to function only in immunity, act at neuronal synapses to limit how much - or how quickly - synapse strength changes in response to new experience. Changes in their function could contribute to developmental disorders such as Schizophrenia, and even to the synapse loss in Alzheimer’s Disease.

Carla Shatz, PhD, director of Bio-X and professor of neurobiology and of biology, reflects on the Clark Center and how the building embodies the spirit of the Bio-X initiative, which began 15 years ago.

During a six month field study in a cattle practice un Upper Bavaria, Germany, the incidence of neonatal diarrhea was determined in 519 calves on 36 farms. The objective was to discover the factors affecting the incidence of neonatal diarrhea in calves, in particular the housing during the first two weeks of age. The evaluation was performed by the clinical examiation of the animals (at least every 48 hours) and on the basis of a questionnaire the researchers completed with the farmers. For some questions depending on the personnel of the farms the three veterinarian researchers evaluated the situation on farm by experience. From each calf, a fecal sample was taken on the eighth day of life and in case of scours on the first day of illness from the rectum. Enteropathogens (Rotavirus, Coronavirus, ETEC and Cryptosporidium) were detected by BIO-X lateral immunochromatography test. For the detection of Giardia oocysts, fecal samples taken during the fourth week of age were sent to a laboratory.

Carla Shatz, professor of biological sciences and neurobiology and director of the Bio-X program at Stanford, and Krishna Shenoy, associate professor of electrical engineering and bioengineering and head of the Neural Prosthetic Systems Laboratory. (May 9, 2009)

Audio File:  Download MP3Transcript: An Interview with Judy Estrin President and CEO, Packet Design, LLC Date: September 13, 2007 NCWIT Interview with Judy Estrin BIO: Judy Estrin, CEO, JLABS, LLC. and author, Closing the Innovation Gap is a networking technology pioneer and Silicon Valley leader. Since 1981, she has co-founded eight technology companies and served as CTO of Cisco Systems. As CEO of JLABS, LLC, she is an advisor and speaker in the areas of entrepreneurship, leadership and innovation. In May 2000 she co-founded Packet Design, LLC, a network technology company. Prior to co-founding Packet Design, LLC, Estrin was Chief Technology Officer for Cisco Systems. Beginning in 1981 Estrin co-founded three other successful technology companies with Bill Carrico. Bridge Communications, founded in 1981, was a vendor of internetwork routers and bridges that went public in 1985 and merged with 3Com Corp. in 1987; Estrin served as Engineering Vice President and Executive Vice President of Bridge, and later ran the Bridge Communications Division at 3Com. Network Computing Devices, a maker of X terminals and PC-UNIX integration software, was founded in 1988 and went public in 1992; Estrin started with NCD as Executive Vice President and became CEO in 1993. Estrin served as CEO of Precept Software from the company's 1995 founding as a maker of streaming video software until Cisco Systems acquired Precept in 1998, and she became Cisco's Chief Technology Officer until April 2000. Estrin has been named three times to Fortune Magazine's list of the 50 most powerful women in American business. She sits on the boards of directors of The Walt Disney Company and The Federal Express Corporation as well as two private company boards -- Packet Design, Inc. and Arch Rock. She also sits on the advisory councils of Stanford's School of Engineering and Stanford's Bio-X initiative. She holds a B.S. degree in math and computer science from UCLA, and an M.S. in electrical engineering from Stanford University. Lucy Sanders: Hi, this is Lucy Sanders, the CEO of the National Center for Women and Information Technology, or NCWIT. Today we have another great interview with a fabulous woman entrepreneur. And with me is Larry Nelson from w3w3.com. Hi, Larry. Larry Nelson: Hello, I'm so excited to be here. Lucy: Why don't you tell us a little bit about w3w3.com, since the podcast series will be also syndicated on your site? Larry: Yes, and we've started already, and it's really popular so far. At w3w3.com, have it all set it where they can download it as a podcast, they can listen to it on their computer, and it's having great reception. Lucy: That's great! Also here is Lee Kennedy who is an NCWIT director and also, in an exciting new twist of events, is starting yet another new company called Tricallex. Welcome, Lee. Lee Kennedy: Thanks, I'm so glad to be here. Lucy: Well, and today we're interviewing somebody who is just somebody I'm thrilled to talk to because she loves data networking. Now you guys don't get on my case about this. I'm sure that she loves lots of other things, but I know she gets network congestion, and TCIP, and all those great packet protocols. Judy Estrin, welcome. Judy Estrin: It's nice to be here. Lucy: Judy is the co‑founder and chairman of Packets Design. And she sits on the board of the Walt Disney Company and also Federal Express. So, Judy, you know you certainly have done a lot in the area of networking, and not just networking but route analytics and all the different algorithms. Why don't you tell us a little bit about Packet Design first, and then we'll get into the interview? Judy: OK, Packet Design has actually evolved over the last five years. It started out in 2000 as a company that we started to target what we called medium term innovation. So we didn't want to just focus on one product area. We started a number of projects, and the idea was to either license technology or spin out companies. Now, we all know what happened in 2001 and 2002 in the networking market; actually and in the technology market, in general. So it was an interesting time to start a company like that. But we did spinout three companies: Verneer Network, Packet Design, Inc., and Precision IO. A couple of years ago, we changed the business model and stopped doing new projects and just focused our time on the spinouts that existed. So Packet Design, itself, is really somewhat of a shell company at this point. Packet Design, Inc., which I'm chairman of the board of (but not CEO), is in the route analytics business. Verneer is in the network security business. And Precision IO, unfortunately, ended up getting shut down because of, I would say, running out of patience in the eccentric community. Lucy: When you mention route analytics, tell us a little bit about what that entails. Judy: The products that Packet Design, Inc., which is really the spin off that most of the people from Packet Design, LLC went to, the products they provide, probably the easiest way to describe it, is allow you to get more information about an IP network, so that you can manage, diagnose, and plan more effectively. And it gives you information about the routing itself, which is why it is called route analytics, as well as the products that give you information about the traffic that goes on the network and correlates that traffic with the routing. And previously there'd not been products that understood the routing the way this product did. Lucy: Well, and that maybe gets us to our first question around technology because, certainly, I know enough about networking protocols to know that route analytics is an extremely difficult technology. How did you first get into technology? And as you look out into the future, what technologies do you think are going to be especially important? Judy: So, this is kind of a funny answer to have to how did I first get into technology, I would say I was born into it. And today it's common to have second‑generation computer scientists. But when I was growing up, it was not so common. But my father worked with Flid Noiman at the Institute for Advanced Studies, and they started the Computer Science Department at UCLA. My mother is also a Ph.D. in electrical engineering, and was one of the very early biomedical engineers. So I grew up in an environment filled with science and technology. I had a very strong aptitude toward math. And I used to joke that if computers hadn't been invented, I might have ended up being a statistician. So I'm very lucky that computers were invented. When I think of myself and what I really like to do, it's solving problems. And if you think of about technology and computer science, specifically, it really is about solving problems. And I, very early in my career, moved from being a dedicated engineer into management. And I was, in essence, an individual contributor for probably a couple of years before I started managing. And what I found is the same problem solving techniques that I learned in computer science worked very well in the world of solving overall problems, whether it was organizational or people or technological. So I was exposed to technology very early, and I loved it. When you ask me what technologies I think are cool today, as I look forward, some of the most interesting technologies I think are the ones that are, what I would call, interdisciplinary, essentially applying information technology to different things. So whether it's to the consumer market, when you look at entertainment or social networking or any of the other problems that technology is solving in that arena. The increase of mobility, so looking at the problems of trying to take everything we've done that runs so well on personal computers and make that information available on mobile devices. One of the areas that I'm very interested in, my sister happens to run this center at UCLA in this area, and I'm on a board of a startup, is something called sensor‑nets, which is the area of bringing the physical world, or being able to monitor the physical world, and bring information about the physical world into your information systems. Because you now can combine processors, sensors, and wireless together in a very small device that can be sprinkled around, and allow you to get information about the physical world that might be used for environmental needs, or energy, in data centers, in monitoring the elderly at home. There's a whole range of applications. So I think that is another interesting application. I think the application of information technology to healthcare and education will be very important areas, because both of those are areas we have big problems in. And I believe technology can really help solve them. And then last, it's a broad area, but anything having to do with what people call clean techs. So the whole area of energy efficiency as well as new forms of energy I think are going to be very interesting. And technology, information technology will play a role in solving those problems. Lee: Well, the area of sensors is also particularly interesting to me and us at NCWIT. Just a plug for a future NCWIT summit we're going to have at the University of Illinois, Urbana Champagne will be exactly, Judy, what you were just talking about. And we're talking about the future of computing and how it's driven from multiple disciplines. Judy: Great. Lucy: And Judy you may have already answered our next question when you talked about your love to solve problems. But the question is: why are you an entrepreneur? And what is it about it that makes you tick? Judy: You know it's interesting, a lot of entrepreneurs will tell you stories about how when they were kids they had a lemonade stand or they started a business, and I don't have any stories like that. When I was growing up, I don't think I ever imagined that I would become an entrepreneur. But when I graduated with my master's from Stanford, I had offers from a number of different technology companies. I was interviewing at Intel, at HP, Xerox, the classic large companies. But I also interviewed at a very small company with 50 people called XLog, which was a spinout of Intel. And I decided to go there, because a friend of my parents told me that the smartest people that he knew worked at that company. So I started off my career at a small company. And just became very passionate about what you could do in small groups. And how quickly we were able to move. And how innovative the environment was. And I realized, also, how much I enjoyed building my own culture, developing groups, developing an organization. So out of that XLog experience, I think, was probably what made me start to think that, you know, maybe I'd like to start something on my own. And the other thing is, because I went to a small company, I was able to move into management much more quickly than I think if I'd gone to a larger, more hierarchical company. And I found I loved managing and so the non‑technical side. I always stayed deep in the technology. But the business side of entrepreneurship, I've found that I really enjoyed. One benefit of being an entrepreneur: when you're building a company, you get a choice to stay involved in the technology and do the higher level executive functions. And you have a very broad scope. And I found that that was something that interested me. When you end up at a large company, you end up having to make a decision of either being at the top, and being very far away from the technology, or staying technical, and not being able to necessarily exercise the management side as much. So I think what about entrepreneurship makes me tick. It's a passion for an idea. Every company we started was because we were passionate about an idea and about solving a problem in the marketplace. Most of the companies were pretty ahead of their time. So we tended to look forward a lot in what we were doing. And I keep saying we. The companies that I was involved in, I co‑founded with my ex‑husband Bill Carrico. So that's the "we" that I'm saying there. Larry: Judy, you know I thought it's interesting that it was obvious since the very beginning of time for you, IT was going to be part of your life. But it wasn't until after you got your master's degree that you really started thinking about the possibility of being an entrepreneur. And by the way, this is Lucy's favorite question, having to do with: Who were the people in your life that shepherded you through this career path? And who were your mentors? Judy: Early on, as I was growing up, my parents were really my role models. And that is what led me toward science and to become a computer scientist. But both of them are academics. And so I was not at all exposed early on to the business world. And it really was at XLog that I first became exposed to the business world. And I would say my first mentor was Bill, my ex‑husband, because he came to XLog and was the one who promoted me into a management position. So I would say, if I had to pick an early mentor, it was Bill. But the reason I don't like the question is: I think as I have gone through my career, there are so many people that have influenced me. I watched everybody, whether it's people who have worked for me who have taught me things. I have people I have worked for. I sit on the boards of directors of some incredible companies with just terrific leaders. And watching them and how they lead influenced me. Watching people who I don't like the way they lead at times influences me, saying I don't want to be like that. So I would say that I really can't identify a small set, or a set of role models. I think I've pretty much built my career and have always taken a strategy of just learning from everyone around me. Again, from those people who have worked for me and those people I have worked for. Larry: I think you answered that question quite well. Lucy: Right. Judy: You know, I'm asked these days... People often ask will I mentor, get together and ask for help. And one of the things I like to tell people is that when you're looking around, and when you're looking to someone who has experience, and hearing about hearing about their experiences, don't listen to what they say and just say, "OK, I have to do it that way." What you need to do is listen to other people's experiences and then filter. And decide which of those things feel right for you. Because in the end, and I think this is probably the most important thing about mentoring and role models, one is most successful when you're being yourself and developing your own capabilities. That doesn't mean you don't learn along the way. But when you try to act like somebody else, and if it's not natural to your own personality and skills, it always backfires. Lucy: Well, and I think that's really well said as well. We certainly do learn from everybody around us. And I think you had a brilliant answer for that. The next question we have for you is maybe on the other end of your experiences, in terms of the tough times in your career and the challenges you've had. What was the toughest thing that you've had to face in your career so far? Judy: I'm going to say two things. They were kind of tied together. The Packet Design Model involved spinning out these companies, and then hiring executives to run them and getting back your investment for them. And it involved then me learning how to let go. Because if you spinout a company, the company has to become independent. The CEO of that company has to run the company. You can't have two CEOs. So one of the very interesting things for me was one: I learned how hard it is to find good executives, to find good leadership and that process of learning how to let go, which I think I have developed as a board member and is one of the things that makes me more effective as a board member today, is that I have learned when to suggest, when it's my business to poke in, and when not. And how to question in a way that helps the CEO think, and helps hold them accountable without meddling in their business or trying to do their job. So that's number one. But I would say, by far, the hardest thing that I had to do was being involved in the shutting down of Precision IO. It was the first time that one of the companies that I helped start had to outright fail. And we couldn't navigate an exit strategy for it. Every other time when there was something that didn't go exactly the way we wanted, we were able to navigate an exit. And whether it is acquisition or partnership or changing strategy, here, because of the timing, because of execution, leadership, the venture dynamic, we ended up just shutting it down. And having to let people go that I've been involved in hiring was just very tough for me. Lucy: It really is tough, I think, for anybody. And it's tough for the people on the receiving end. It's interesting how a lot of times; those are the changes in people's lives where they go off to do wonderful, exciting things. Judy: Right. And I'm happy to say that the core team that got let go, those that I have continued to touch base with, are all in great places. They were all terrific people and very employable. But it doesn't make it any easier to make that decision. Lucy: So, Judy, one of the reasons we are doing these interviews with women like you is we're hoping that a number of young people will listen to these, and learn, and get inspired to go off and, potentially, be entrepreneurs in their career. So if you were sitting there, what would be some of the best advice you would give them? Judy: Well, I guess a couple of things. One is: do it for passion, not for money. So it's wonderful to make money if you're successful. But if you're doing it for the money, and the money is what you're doing it for first, I guarantee you won't come up with as good an idea or be as successful. So every entrepreneur I've seen that is doing whatever they're doing (a new product, a new service), because they are passionate about solving a problem with a new type of technology, those are the ones that are most successful. I'm not going to say that having a company go public, or get bought, and making money from it is not great. And that has to also be a motivator, because the venture guys want you to want to make money, because they want to make money. But the passion has to be there. And that should be the number one. So I guess that's one piece. The second is: you have to be ready to fail. You have to be ready to fail, pick yourself up, and try again. I think that sometimes we get confused because it was such a long time of growth and opportunity in the IT business, that so many companies were so successful, that people forget how hard it is to really build a successful company. And more companies fail than succeed. And so you really have to be ready to fail. And everybody says it, but you have to be ready to do it and pick yourself up and try again. The third thing is: that when I think about what it takes to be an entrepreneur, I already talked about the passion. It takes flexibility and persistence. You really have to be willing to keep going and plow through obstacles. But you also have to have a sense of judgment and flexibility to know when that obstacle... Sometimes you need to push through the obstacle. Sometimes that obstacle is telling you something. And what it's telling you is: you need to be flexible enough to change your strategy a little bit. And so this balance between persistence that just has you pushing forward, ignoring the naysayers and just knowing that your vision is right, but the flexibility and the open mindedness, to be able to say to yourself, "You know what? Maybe it's not 100 percent right. And maybe I just learned something new that I have to change slightly or change dramatically." So that balance between persistence and flexibility. And then last, there are lots of people out of school that want to go right from school to being the CEO of a company. My advice is get experience first because it will make you a better entrepreneur. Again, I think everybody thinks it's easier to build a company that it really is. Now that experience might be at another entrepreneurial company where you go work somewhere and watch someone else do it. It doesn't have to be 10 years of experience but getting some experience first I think will make you a much better entrepreneur. I think the trend of get your degree and start a company is actually not a good one. Some people can do it but I think it's better to be able to watch others a little bit first. Lucy: I can really echo this notion of passion. Last night I listened to the three‑minute pitches of 10 young entrepreneurial teams here in Boulder. I got to be the judge. The ones that really were in love with their idea and passionate about it ‑ and you could really see that there was a subset that was and then a subset if I would have said, "Why don't you make black white?" they would have said OK. [laughs] Larry: Hmm. Lucy: So it was just kind of an interesting experience. You have given us a lot of, I think, great characteristics of entrepreneurs. I know that they are your personal characteristics as well in terms of flexibility and persistence and having good judgment. Do you have any other personal characteristics that you haven't shared with us so far that you think have given you an advantage as an entrepreneur? Judy: I work very hard. [laughs] So that's part of that persistence. I'm really willing to roll up my sleeves and work very hard. We have talked about passion. Communication skills ‑ I think that one thing that I have always been able to do is communicate my passion and my vision to a broad range of people, so whether it is to the customer, to the marketplace, to employees. It's not enough just to have the passion and vision. You have to be able to communicate it and get other people excited about it also, for instance, raising money. So, I think my communication skills probably have helped me. The other is that I tend to be very forward‑looking. I am always willing to question. I'm very open‑minded. So in terms of when you try to think about, "Well, how did you decide to start a company in this area?" that whole notion of being able to look at what is available and what isn't and how can you take technologies that exist and maybe do something different with them. So the whole arena of being able to question what is out there, question myself, be honest, and do kind of a self‑assessment about where I or the company is at any certain time, I think has helped. There are some entrepreneurs that go in one direction until they hit a wall. The ability to self assess and question oneself and what you're doing without becoming wishy‑washy, but just a healthy amount of it, I think is important. Then last I would say leadership. I love building teams of people and leading teams of people. I think the teams of people that have worked for me appreciate the relationship and the environment or the culture that we created. So I would say leadership is probably the last. Lucy: That's great. I sense you have learned a ton through all the startups you have built. Judy: I have. I would say leadership style is really what I am talking about. Lucy: So, one of the things about which we are always curious is, being an entrepreneur, especially with the phenomenally successful companies you have built or as an executive at Cisco, how have you brought balance into your personal and professional life. Judy: I would say that until I had my son, which was in 1990, in our second company, I didn't. All I did was work. I had no balance in my personal/professional life. The only reason it worked is Bill and I cofounded the companies together. So our personal and professional lives just melded into one. We didn't do anything except work. Having a child forced me to have balance because my son became my number one priority. It doesn't mean the companies weren't important. But there was no question in my mind about what my number one priority was. Then I had to begin to juggle. I think that what I always tell people is that you can do it but the first thing you have to realize this is really hard to acknowledge to yourself because you can't do everything. So you have to prioritize and figure out what you are not going to do. You know, I couldn't be at every event at his school. I could pick the ones I wanted to be at. I had to make trade‑offs and establish routines where I would leave work at 5:30 in order to be able to spend time with my son. But then I, at 8:30 or 9:00 would go back to email and work some more. So an analogy I like to give people is when you're juggling, good jugglers know how many balls they can juggle. They don't ever pick up any more than that. I think the mistake people make is at each stage of your life, if you have children at each stage of their lives, the number of balls you can juggle changes because the balls change in size. The different phases of the company take different amounts of attention. So in six month increments in my life, I have always said, "OK. How many balls can I be juggling?" because if you pick up one more than you know how to juggle, they all fall down. So you're much better off putting one down so that you can continue to juggle than having the whole thing fall apart. The other thing is learning to ask for help. That was very hard for me to learn how to do. Whether it's getting help in your personal life or getting help at work and delegating and getting other people to do things that maybe inside you know or think you could do better, usually it's just that you think you could do better and other people can do them just as well and you need to learn how to do it. Now that I am older and I'm in a different phase of my life, I try to more consciously balance personal and professional. I think for 25 years when I was running companies it was coping. Now I'm spending more time consciously saying I need to make sure that I pay attention to myself as well as others. Lucy: So, I think juggling is a wonderful way to describe it. It's a wonderful analogy. We have talked with a number of people who have also talked about integration and we have had other words. I think juggling is terrific. So you have really achieved a lot. There is a lot about your career at that we haven't even touched on in this interview. But we always like to ask our interviewees what's next for them. What is next for Judy Estrin? Judy: It's been an interesting couple of years in terms of changes in my life. For the first time I'm not running a company. A couple of years ago, I picked up my head and said, "What's next?" and decided that I wanted what's next to be something very different, that I do not want to start another company at this point in time. I do have my Board seats, which I spend a lot of time on and love. But I decided to write a book. I started about a year and a half ago and hope to have it in bookstores in the August timeframe, August '08. That is a very, very different type of endeavor than running a company. But the reason I did it was the same reason. It was passion for a topic. The book has to do with innovation. But it has not specifically targeted it as 'here is how to make your business more innovative', which is what most of the innovation books are about. It more looks at how you create cultures of innovation for science and technology and where we are as a country and the fact that we have lost some of the elements that made us so successful have eroded. So it's really a little bit of a broader perspective on not just businesses but the country and what we need to do to cultivate sustainable innovation looking forward. Lucy: Well, I've had the pleasure of seeing some of your early remarks that you gave a group a couple of months ago. I'm very much looking forward to the book because you have had very thoughtful ideas. So hurry up and finish it. Judy: I'm working as fast as I can. Larry: All right. Lucy: Really, thanks a lot, Judy for your time. I know you're really busy and we really appreciate you taking time out to talk to us. Larry: I want to thank you so much. You echoed one of my feelings that over the years we have learned more from our mistakes and failings than we have from our successes. Judy: No question. One of the big things in my book is that you need to failure as a step to success and not an end in itself. So if you're not willing to fail then you never try anything. Larry: That's right. Judy, I want to thank you for joining us today. By the way, you listeners out there, would you please pass this interview along to people that you know, that would be interested and maybe even should be interested. It's an excellent story. Just go to www.ncwit.org and that's where you can see all of the different interviews along with w3w3.com. Thank you much. Lucy: Thanks Judy. Judy: Bye‑bye. Series: Entrepreneurial HeroesInterviewee: Judy EstrinInterview Summary: For Judy Estrin, an interest in science and technology is in the blood: her older sister is an MD; her younger sister is a professor of computer science; and her parents both have PhDs in electrical engineering. Release Date: September 13, 2007Interview Subject: Judy EstrinInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 27:36

Three current Bio-X projects are presented that illustrate breakthroughs in the treatment of abdominal disorders, the development of artificial cornea, and understanding how proteins function.