Podcasts about Covance

Join us as we celebrate a major milestone — the 200th episode of the Xtalks Life Science Podcast! From groundbreaking biotech innovations to exclusive interviews with life science industry innovators and leaders, we've covered it all. Thank you for tuning in each week! We look forward to continuing to bring the latest and greatest across the pharma, biotech and medical industries! In this episode, Ayesha spoke with Arun Swaminathan, PhD, CEO of Coya Therapeutics, a company developing regulatory T cell (Treg) therapies targeting neurodegenerative, autoimmune and metabolic diseases. The company is developing a pipeline of therapies designed to enhance the function of dysregulated Tregs in various diseases, including ALS and Alzheimer's disease. Dr. Swaminathan has over 20 years of healthcare business executive experience. He began his career in clinical development, taking on commercial roles of increasing responsibility at Bristol Myers Squibb and Covance. Prior to joining Coya, Dr. Swaminathan served as chief business officer (CBO) at Actinium Pharmaceuticals and Alteogen, leading multi-billion-dollar deals. He also co-founded Lynkogen, a pre-clinical stage biotech, and served as its CEO. Dr. Swaminathan has a PhD in pharmaceutical sciences from the University of Pittsburgh.   Tune into the episode to hear more about Coya Therapeutics' innovative immunotherapeutic approach from Dr. Swaminathan.   For more life science and medical device content, visit the Xtalks Vitals homepage. https://xtalks.com/vitals/ Follow Us on Social Media Twitter: https://twitter.com/Xtalks Instagram: https://www.instagram.com/xtalks/ Facebook: https://www.facebook.com/Xtalks.Webinars/ LinkedIn: https://www.linkedin.com/company/xtalks-webconferences YouTube: https://www.youtube.com/c/XtalksWebinars/featured

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with James Lovett, CEO and Mike Cohen, Executive Chairman at Myonex. Your host, Raman Sehgal, discusses the pharmaceutical and biotechnology supply chain with James and Mike, covering: How a family-owned pharmacy became a major global clinical trial supplies business... two generations later Mike's decision to bring in a CEO and the challenge of letting go... before seeing the data points of success James' decision to take on the baton and fuel organic and inorganic growth through client-centricity The decision not to take investment and instead 'run our own play' using some of PE's tried and tested playbook Why this industry will always grow due to unmet medical needs and breakthroughs in science Michael's passion and commitment have been a driving force in making Myonex, a global leader in clinical trial supply. Under his leadership, Myonex has expanded its service offerings and strengthened manufacturer and sourcing relationships, opened new locations and expanded the employee base. Today Michael focuses on strategic growth opportunities. Before Myonex, he served in executive positions in the publishing, advertising, financial and utility industries. He holds a BS in Statistics from the University of Pittsburgh and an MBA from the university's Katz Graduate School of Business. James is driven to help clients deliver medical advances, to develop team members, and to lead Myonex to continued success. Before joining Myonex in 2017 as Chief Operating Officer, James was SVP of Covance, where he led three business units, was General Counsel and served on the Executive Committee. He was named Myonex CEO in 2019. He also serves on the Board of Directors of Food Chain ID and the Board of Trustees of the Wistar Institute. James has played leadership roles in the Association of Clinical Research Organizations and the National Association for Biomedical Research. He is a graduate of Northwestern University and Harvard Law School.   Please subscribe, tell your industry colleagues and join us in celebrating and promoting the value and importance of the global life science outsourcing space. We'd also appreciate a positive rating! Molecule to Market is also sponsored and funded by ramarketing, an international marketing, design, digital and content agency helping companies differentiate, get noticed and grow in life sciences.

In the world of entrepreneurship, visionaries like Bradley Bostic repeatedly navigate the challenges of building, scaling, financing, and exiting companies. His story is about relentless innovation, learning from setbacks, and a deeply personal mission to revolutionize healthcare. This interview traces Brad's journey to building Health Cloud Capital and the challenges he handled along the way. The company has invested in companies like DecisionRx, hc1, 3Aware, and Covance.

One could describe Mary Costello as a world-class expert in international marketing, business initiatives, and leadership, with a background in patient advocacy, global marketing initiatives, and clinical trial solutions—and one would be correct. Her impressive career includes roles such as Head of Site and Investigator Network at Medable, Vice President of Clinic Development & Patient Advocacy at Elligo Health Research, and Vice President/Global Director of Marketing at leading life science organizations like eClinical Solutions, Fisher Clinical Services, and Covance.But Mary is not just an accomplished leader; she's also a skilled question-asker, with the unique ability to construct innovative solutions from complex subjects. Join Mary and host Colin Miller on a question-and-answer filled episode of Fractals, where they hypothesize about connectivity in today's life sciences industry, including, but certainly not limited to: The evolution of patient recruitment and the two key factors driving change: the accessibility of data-driven decisions and the rise of digital healthcare.Our early understanding of how AI can bridge essential gaps in clinical and marketing areas by automating mundane tasks that enhance patient engagement, such as delivering marketing messages, building trust, and prompting action.The limitations of the "one-and-done" model in patient care, emphasizing the need for flexibility and connectivity in inclusive, accessible treatment to achieve sustainable success.The foundational role of pre-competitive collaboration and widespread education in advancing life sciences and improving human lives. Listen to Fractals: Life Science Conversations via your preferred podcast service, and contact us today to learn more.

In this episode of BioTalk with Rich Bendis, we're joined by three guests from Solaxa: CEO & Founder Christian Walker, Chief Operating Officer Luis T. Gutierrez, Jr., and Chief Commercial Officer Jennifer Butler. Solaxa is a pioneering biotech company with a mission to revolutionize the treatment of cerebellar ataxias and acute nerve injuries caused by trauma and chemotherapy.   Discover the compelling story behind Solaxa's choice to establish its roots in Montgomery County and how the BioHealth Capital Region has played a crucial role in its growth. Learn how Solaxa's team was assembled, including the inspiring success stories of Luis and Jennifer, both part of the BioHealth Innovation and Montgomery County Maryland's Executive in Residence program.   Hear how Solaxa is making a difference in the world of neurology with SLX-001, a drug showing immense promise in treating cerebellar ataxias. Dive into their innovative approach, including the development of their treatment for cerebellar ataxias.   Additionally, discover how Solaxa's pioneering efforts in this field provide hope for healing. Join us for an enlightening discussion on the future of neurology, innovative treatments, and the remarkable journey of Solaxa.   CEO & Founder Christian Walker has focused his last twenty years pursuing the commercialization of nerve injury solutions. Christian's fundraising experience spans raising money for start-ups, being a start-up venture capitalist, and securing significant non-dilutive financing through grants. At Christian's prior start-ups, Christian was directly responsible for securing $11M in venture financing.   While at Toucan Capital, he served as Principal of a $140 million venture capital fund focused on early-stage investments in stem cells and regenerative medicine. At Johns Hopkins and Walter Reed, he helped secure $22.5M in non-dilutive grants.   Luis T. Gutierrez, Jr. serves as Chief Operating Officer of Solaxa while also serving as an Executive in Residence with BioHealth Innovation.   In both roles, he leverages his 25+ years of expertise in helping novel medical technologies with scientific and clinical promise transition to becoming successful commercial enterprises.    He previously served in executive roles with Veranex, Theralink Technologies, Aptiv Solutions, and Covance.   Chief Commercial Officer Jennifer Butler has 25 years of broad biotechnology industry experience. Her commercial roles at MedImmune, AstraZeneca, and Innate have equipped her with a deep understanding of commercial execution at large and emerging biopharma. Notably, Jen launched Innate's first commercial product in a rare oncology population. Jennifer also is also serving as an Executive in Residence with BioHealth Innovation.  

Arun began his career in clinical development and commercial roles of increasing responsibility at BristolMyers Squibb and Covance has over 20 years of hands-on healthcare business executive experience with an emphasis on corporate and business development, strategy and finance. In this episode, we delve into the paramount importance of prioritising patients amid physician shortages in the US healthcare system, the cutting-edge approach of targeting regulatory T cells to combat neurodegenerative diseases effectively, the pivotal role of biomarkers in diagnosing these conditions together with the potential of combining them with physician tests, cognitive assessments and advanced scans for a truly ideal approach alongside how the intricacies of the human body remain a profound challenge and that there is still an abundance of knowledge to unravel and discover. Timestamps: [00:00:00] Excellent healthcare: Patient-centered excellence. [00:06:09] Treating neurodegenerative diseases with Tregs. [00:11:45] Bringing therapies to patients faster. [00:18:00] Forming a company to fight neurodegenerative diseases. [00:24:39] Evolution of Coya: Follow Your Calluses. Get in touch with Arun Swaminathan - https://www.linkedin.com/in/arun-swaminathan-a8571b3/ https://coyatherapeutics.com/ Get in touch with Karandeep Badwal - https://www.linkedin.com/in/karandeepbadwal/ Follow Karandeep on YouTube - https://www.youtube.com/@KarandeepBadwal Subscribe to the Podcast --- Support this podcast: https://podcasters.spotify.com/pod/show/themedtechpodcast/support

Duane Mancini is the CEO managing partner and founder of Project Medtech. In this episode, he shares how Project Medtech quickly evolved from one industry podcast to two, then to consulting for medtech startups, and now to hosting events. He also discusses his passion for the industry, his background as a scientist, and how his family, friends, and the startups he helps motivate him and always prompt him to smile.  Guest links: https://www.projectmedtech.com/ | https://www.linkedin.com/in/duanemancini/ Charity supported: Save the Children Interested in being a guest on the show or have feedback to share? Email us at podcast@velentium.com.  PRODUCTION CREDITS Host: Lindsey Dinneen Editor: Tim Oliphant Producer: Velentium   SHOW TRANSCRIPT Episode 005 - Duane Mancini Lindsey Dinneen: Hi, I'm Lindsey with Velentium and I'm talking with MedTech industry leaders on how they change lives for a better world. Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference.  Hello and welcome to the Leading Difference Podcast. I'm your host Lindsey, and I am very excited to introduce you to my guest today, Duane Mancini. Duane is the CEO managing partner and founder of Project Medtech. He has extensive experience in go-to market strategy, including regulatory and reimbursement, biocompatibility, preclinical efficacy testing, and clinical trial design and execution. As a result of his unique background, he has developed a comprehensive understanding of what early stage startups need to do in order to be successful. And I am just so thrilled that you are here today. Thank you so much for joining us. Duane Mancini: Yeah, thanks. Thanks for having me, Lindsey. This is super exciting. Congratulations on launching the podcast as well. I know the work that is required to do that. Lindsey Dinneen: Yes. And in fact, that is where I would love to just dive in because you have such a cool story about the way that Project Medtech has come about and I would just love to hear it, if you don't mind sharing it. Duane Mancini: Yeah, for sure. So you know, my background as a chemist, I got my start at a company called NAMSA, and NAMSA is just a CRO in the medical device space, but phenomenal company when I was there that invested in their employees and so they allowed me to learn a lot of different aspects what a medtech company needs to do to bring a product to market, which was super nice. I had left there, though, in April of 2020 and went to a company called Covance, which was then acquired by LabCorp, and I think now just recently spun off again. But in between me leaving there, I wanted to continue to give back to startups and learn the way I learned, which was talking to people, experiences, that sort of thing. And I had found podcasts really interesting and there was no one really out there doing a podcast on what it took to run a medtech company. So I said, "well, I'm gonna do this." It'll keep me close to the startup scene where all the innovation is happening. I'm gonna do this podcast. So I worked with one of my buddies from high school to do the design of the Project Medtech logo. And I worked with another friend who was up in Chicago to do the jingle. And that's where I started, April 2020 right in the middle of everything shutting down cuz of the Covid pandemic. Yeah. So, launched the podcast and there was always this greater idea of what I really wanted to do, which was launch a organization around really specific vertical of medtech startups. And the podcast was just the first idea of it. And so yeah that's really where it started. Lindsey Dinneen: That's a fantastic start. And I do want to hear the details too, because, relatively speaking-- although I'm sure there were times that did not feel like this to you-- but from an outsider's perspective, I look and go, wow, a lot has happened really quickly for your organization. So I would just love to hear more about how it's evolved. Duane Mancini: Yeah. And I'm happy to share and I'm an oversharer, so I'm gonna share some of the personal details as well and hoping that it inspires other entrepreneurs and people with ideas and whatnot, cuz that's really important as well. So I start the podcast and like I said the pandemic kind of shuts everything down so people stop going to events. And so I stay really consistent on it. That was the whole idea. It was weekly podcast, no matter what, get it out. And so I started doing that. And about six months in, I had some people reach out and say, "Hey, how do I sponsor the podcast?" And I said, "interesting idea. I don't know." So I took that back, reflected on it and said, "well, it makes sense, right?" We're getting way more listens than a webinar would get, and it's weekly, so it's amplified even more than that. And so I gave it some thought. I worked out an agreement with the first person to come in and sponsor. And then that's when I said, "Hey, you know what? I maybe need to think about the other ideas I had for the rest of the company." And so that's when I approached a co-founder named Aaron TenHuisen, who was a guy I knew from a doubles volleyball league I played in and just someone I had conversations with. So I approached him, told him the ideas, and he joined in November of 2020 to help with some of these ideas and I guess the concepts of what I wanted Project Medtech to be. So I worked with him to work out some of those kinks, sell him on the idea, and really kinda what we settled on was, "Hey, let's keep going after this media piece of this podcast and continuing to grow this brand." And so in the same year my wife gave birth to our first daughter in December of 2020. And so, it was just crazy with personal life, working a full-time job and then trying to get this podcast that was gonna be the launching pad for our larger company off the ground. Lindsey Dinneen: So then you're a new dad? Duane Mancini: Yeah. Yep. Yep. Lindsey Dinneen: And you've partnered up with Aaron and then and then what? Duane Mancini: Yeah. So, so that continues to go really well. The podcast continues to expand. That is when I had reached out to another person in my network, Rich Mazzola. I knew his sister back in college. She was friends with my wife, and we had just been in the same area. He was doing fractional CFO support for medtech companies, oddly enough. And so I reached out to him and said, "Hey, this is our idea, we have our media company that we're gonna do this podcast and do some events within, then I have this idea for this consulting advisory group." But I have my background from NAMSA and LabCorp, but I'd love to get how CPA firms run their practices and law firms, right? Maybe there's some mix of how we need to be doing this. And so I of talked to him and sold him on the idea of, "Hey, why don't you come in and just be a co-founder here with us and help us conceptualize the idea?" And so, he was the next co-founder to, to really come in and be a part of helping me conceptualize how we would eventually launch this consulting advisory service. So, I'll leave that one there, but he comes on in May of 2021. I gotta back up real quick, and this is part of that personal journey. So, in March of 2021, my wife comes off of maternity leave. She's a physical therapist and gets laid off. And so, besides what everyone's probably thinking of, "there's a lot that's probably illegal," was. So all of 2021, I'm reaching out to Rich, and when I reach out to Rich, I'm having these personal discussions with my wife of, "okay, well, she just got laid off. Does she go back to work full-time? What does that look like?" And oh, by the way, Project Medtech going towards this path of I'm gonna have to make a decision to either step back from my LabCorp position and do this full-time, or Project Medtech stays at just a podcast. And so we're having those personal discussions as well of, "okay, we have the comfort of a nice job at LabCorp, but this is what I really want to do." So all of this is of going on for me personally as well, beyond just the Project Medtech evolution, which is super exciting, but also super scary. So there's this. Lindsey Dinneen: Oh my gosh, yes. Duane Mancini: Yeah. So, we progress further in that year, and by June, it's almost apparent that starting in 2022, I'm going to have to quit my job at LabCorp and go in to Project Medtech full-time if we really want to make a go at this, based on the positive momentum we're having. But also within June, I reach out to Giovanni Lauricella, who's part of Lifeblood Capital now, and approach him and say, "look, I'm getting a ton of people reaching out about raising and investing capital in medtech. You have this a presence on LinkedIn, as well, about raising and investing capital. Why don't you come do the podcast called Medtech Money for us at Project Medtech and host it. I don't have time to host another episode or another podcast series, but I do have time to produce it. So, would you be interested in that?" And he's, "oh my gosh, a hundred percent, let's do it." And so, Giovanni comes on board and hosts the Medtech Money podcast series powered by Project Medtech and centers it around investing and raising capital specific to medtech. And so, it's been an absolutely wonderful partnership. He has Lifeblood Capital now, which is a recruiting firm and does this for us, and we both share in the benefit of putting out this podcast and giving back to the community. So that's where Giovanni comes in and is really an awesome partner. Flash forward to the end of 2021, and in October we do this soft launch of, "Hey, I'm gonna go full-time. Can I fill out some consulting hours?" And it happens like within that month, and so, I put in my six week notice in the middle of November. And then from all of November and December, it was just like this scary moment of having a one-year-old and quitting my full-time, stable position at LabCorp to go full-time into Project Medtech. So yeah, that takes us to Project Medtech and then I can tell you about where we're at today and that kind of thing. Lindsey Dinneen: Yeah. I was going to ask you a little bit more about the consulting side of the business. I would love to hear your take on that. Duane Mancini: Yeah. Yep. So 2022, I go full-time in January. Aaron comes full-time in September. Rich comes full-time in August. We flash forward to where we're at today in 2023. We have 14 consultants on our team, a handful of which are full-time. The rest do part-time work with us. So what we did for our consulting group we had this theory that what startups really needed were fractional resources across finance, commercial, operations. And that's an overall business strategy and that's the areas we had originally thought in 2022. So we used 2022 to work with clients, continue to bring people in that were willing to give this three month old consulting firm a chance based on what we were telling them and the people we had on our team. And from there we spent all of 2022 really looking at trends of how we supported companies, were there are different things we were doing, were there similar things we were doing that we can be more efficient on? And so, what we came out of that year with was, there is a huge need for this. And what's appealing about the group is it's all under one roof, right? So if you go to a CPA firm and say, "I need fractional CFO support," they're gonna tell you they should be their next hire, right? And you're gonna go on retainer with them, and you're gonna pay for that person when you don't need them. Same with a commercial person, same with an operations person. And what our value is, is that it's a peel on, peel off service. If you don't need us, then you don't need us. If you don't need a person, then you sub another person in. And so our idea was we ride with that. We've built a consulting firm for medtech startup companies rather than a consulting firm that's built around generating as much profit as possible and tries to slam startups into how that consulting firm is run. And so we've done the opposite, which has been frustrating at times to try to scale. But in the long run it'll be super valuable and we think we'll have a unique value proposition for these medtech companies. Lindsey Dinneen: Yeah. Okay. So what I love about what y'all do, and to what you're saying is, it's so highly focused on coming alongside these companies who, they're probably founded by people who are brilliant at what they do, but they might not have the experience of a business background just to supplement that, or, we can't all be all the things as much as we'd like to be. So it sounds to me like the way that you all are able to come alongside and partner with these companies to provide them the support they need at the time they need it, is a brilliant offering to the community. Duane Mancini: Yeah. That's a big piece of it, right? Startups don't need more advisors. Like they don't need more people to be coaches or tell 'em where to go dig the trench or how to climb the mountain. They need that, but they also need people who are gonna get in there and execute the game plan with them, or go dig the trench, or go help them climb up Mount Everest. Right? Like they need those individuals too. And to our knowledge, there was no organization that did both of that. And so that's what we set out to be for these early stage startup companies. And I think at first we thought we'd be a great fit for first time entrepreneurs and then we started to look back and go, well, we have a lot of first time entrepreneurs, but we also have a lot of entrepreneurs who are on their second, third, fourth company who are like, "Yes, I need you" because they know the power of the team. And so, what we end up becoming for these people is filling in the gaps. We become their extended team members. And, to take that one step further, what we've eventually found is that our core areas were finance, where we're supporting budgets, proformas, cap table dilution scenarios, but that was spilling into operations where we're doing supply chain logistics and bill of material support and helping to be that internal owner for the startup company as they talk to groups that are contract manufacturers or the suppliers or your quality systems management. The CEOs of these companies don't have time to be managing that. So we were fractionalizing that role and that spilled over into product fit, product messaging, and go to market strategy, and commercialization, and how to sell to a hospital system, and actually where we can put a fractional sales leader in place for you until you can go out and hire that first time salesperson. And that's spilled into investment strategy where we've built a great investment network, but we understand how to build pitch decks, executive summaries, how to target what investors you wanna raise from and why you wanna raise from those individuals. How do you do that? We help with warm introductions and then that kind of just spills over an overall business strategy because we have this end-to-end service where we can help you think about, okay, your regulatory consultant's telling you this but that's gonna affect reimbursement, which is going to affect your clinical strategy, which is gonna affect your commercial strategy. And so we are those early consultants who understand all those things, but then we'll go help you execute those things that you can't execute on your own. And our model is incredibly flexible, right? We meet the startup where they're at. And again, that makes it harder to scale, but that's okay because we're laying the groundwork for a company that just will know how to work with startups over time. It'll just take a little more time. Lindsey Dinneen: Right, exactly. That's awesome. Duane Mancini: Yeah. And then beyond that, we do events. And so our whole thing with our events group was, we don't want to go be another conference that's already out there. So how can we differ ourselves? So last year we did our Startup Symposium. We're going back to Houston in October of this year, October 25th and 26th, 2023. The whole idea from the Startup Symposium is we want to take companies from back of the napkin through exit with panel discussions on all the major topics that need to happen from ideating the idea all the way through exiting the company. And so that's exactly what we set out to do. And then we sprinkle in pitches from startup companies all within that timeframe, plenty of networking sessions. And really the whole goal was, okay, let's connect this ecosystem. A lot of times startups get hung up on "well, I need to be in front of 10 investors." No, you don't. You need to be in front of 160 medtech nerds who are going to take what you need and connect you to the rest of the ecosystem. And that's true value. And so that's what we set out to do and that's what we did last year with our first Startup Symposium in Houston where we had 160 people from Singapore to Australia to all over Europe, to coast America, all in Houston, Texas for a couple of days. And so, that's our one event. And then our second event we're gonna do this year, which is actually before that one is in August. That's a little more of a passion project for me. I'm an Ohio guy. I grew up in Youngstown, Ohio, on the east side of the state, went to school on the west side of the state in Toledo for my bachelor's and masters, and then now live in Cleveland, and so love the Midwest. And so we're going to do a Midwest showcase where the idea is to show off the innovation, connect the different startups, innovators, service providers, companies in the healthtech, medtech ecosystem from western PA, all the way to Iowa, up to Wisconsin and Minnesota, even South and North Dakota, Michigan, Illinois, Indiana, Ohio. And just connect those regions where there's some really cool innovation going on. They don't happen to be in Boston or San Francisco where most people think of Medtech hubs. Yeah. That's more of a passion and just wanting to do our part in connecting the regions. Lindsey Dinneen: I love that. Well, as a Kansas City gal for 10 and a half years, I fully support this endeavor. Duane Mancini: Yeah, exactly, right. Yeah. So you get it . Lindsey Dinneen: Yeah, I do. And it's exciting to see because there are really great companies and there is an ecosystem in the Midwest, but it doesn't have the same visibility always or maybe the same options, cuz trade shows tend to be on the coasts. Yeah. So this is exciting. Very cool. So if we were to rewind and let's say the start, either the end of 2019 or the start of 2020, could you have possibly imagined what this would have become by today? Duane Mancini: Oh, no, not a chance. I tell all the co-founders and the advisors, that I couldn't imagine being here right now, where we have an office space in downtown Cleveland that we work out of. And it's pretty surreal just because it started as a podcast and I, I think I originally said it was like, "Hey, five year plan, I'm gonna go full-time into this." And then it was, "well, maybe it's three years." And then it was, "well, we'll launch a consulting practice and I'll go full-time, but you guys come full-time in a couple years. Let me build this more." And then nine months later, they're both full-time. And so it's, yeah every step of the way we've far outpaced where we thought we'd be. And every time there's another milestone, I always think it's further off than it is. Lindsey Dinneen: Yeah. That's pretty cool. And I love to hear that kind of success story. It's nice to hear that, because everyone's story is so unique, but it doesn't always have to be the slow burn. Sometimes it can just be a rocket ship, I guess? Duane Mancini: Yeah. And well, and like to your point too, like, the slow burn, we always looked at as, we were as risk adverse as possible, right? Like no risks, or at least not as big of risks, each step of the way, right? And we've bootstrapped this, so we're different. We didn't raise any money. And so that's made it a little more challenging as well. But we've also felt like each step of the way, it was as de-risked as it could possibly get before it's " okay, well you either gotta do it or don't do it." And so it's been a wild ride. Lindsey Dinneen: Yes. I can only imagine. Yes. Well, so I am curious, is there a moment or maybe a series of moments that stands out to you? It could be with what you're doing now, but it could be in the past. I'm just curious, is there anything that particularly stands out to you as confirming that yes, this is the right industry for me? Duane Mancini: That's a good question. Yeah, I would say back to the early NAMSA days. My background is theoretically set up for more of a pharmaceutical background, but when I got into NAMSA and then worked with with so many different companies, so you got to see so many cool products. There was one that stood out in 2015, and we had done the biocompatibility for a company that was working on a disease where kids are born and their esophagus doesn't connect to their stomach. And so there was a lot of surgical procedures done, but this company had developed magnets that you essentially do one procedure where you inserted in the stomach, inserted in the throat, and then eventually the esophagus and stomach would fuse together. And we did the biocompatibility for that, which is like a small piece of medtech innovation. But I remember getting that story where they did it at their first clinical trial and the baby had two procedures and went home in seven weeks, which was like unheard of for this type of condition. And some of those details could be butchered a little bit. So no one hold me to it, but that was the general concept of it. And I just remember feeling like a sense of, "that's pretty cool how that paid off and I had a part to play in that." And from there on out, it was just like an absolute addiction to the industry of, "wow, we can make a lot of big differences in people's lives here." And, part of it was like, saying it tongue in cheek, but I used to be like, "what better industry than where I get to wake up every day and just save people's lives, affect people's lives in a positive way." And, it's part tongue in cheek, but it's also serious. Like we all play a really big role in affecting people's lives in a really positive way that we don't get to see all that often cuz most of us aren't on the frontline of treating patients like the clinicians are, but we're giving them the tools to do that. And so, that was the earliest time I can remember where I said, "oh I'm gonna be in this for the long haul." Lindsey Dinneen: Yeah. Oh my gosh. What a powerful story. Thank you for sharing that. I can see how that would easily cause a healthy addiction to the industry. Duane Mancini: Yeah. I should say healthy addiction. Right? And cuz there's other things that are probably not so healthy, but that's one of them. Lindsey Dinneen: Right, right, right. Yeah. Yeah. Absolutely. Well, throughout your career and of course now being the primary founder or the first founder of your company, you've had opportunities to demonstrate leadership and be a leader within the industry. How would you define leadership? Or what does it mean to you? Duane Mancini: Yeah. This is something too that I spent a lot of time, especially like stepping into the role of, I founded the company, but then it was discussed that I was gonna be the CEO and take this primary leadership role. And I think that it was something that I took really serious about, okay, well how do I want to be a leader and part of it was, okay, I want to be hands off-ish. I want people to feel like they have their creative freedom to, to take an idea and run with it. And I've tried to instill that from the very beginning of, "Hey, here's my ideas. What are your thoughts on this? Take it back. Take your time. Add to it." It's a free space to put your idea out there and let people do what they're good at. I think sometimes people fall victim to, "well, I'm the leader, I have all the answers." And you don't. You have to know where you're weak and put stronger people around you to fill those types of gaps you have. So I've made a pretty big effort to try to do that. And I think if you met Aaron and Rich you'd totally understand. We all excel at different things and Project Medtech doesn't happen without all of us. And so, I think, being humble in that sense is pretty important, which I see a lot of people struggle with, where they think they have to have all the answers, they want to do it by themselves, and that's not fun. Doing it as a team, that's fun!  Yeah, so that was the early thoughts around leadership and then, a lot of it was, just little things here and there that you pick up on, you read about. I, I did a lot of reading around psychology and how people make decision and what motivates humans. And I did a lot of reading from folks who did a lot around decision making and thinking and they did a lot around behavioral economics. And so, I spent a lot of time reading those books and thinking about those. And, it's funny how little things stick, but there's a video that floats around one of the social media platforms, one of the short videos that talks about how the Navy Seals make decisions on who they want on their team. So this guy draws a graph on the whiteboard and says, on one of the lines, it's "performance." On the other lines, it's "trust." And it says, obviously you want high performance, high trust. Right? That's an ideal person for your team. But then he says, "you would think that performance would be more important." But one of the most organized organizations in the world, the Navy Seals, actually would rather take high trust, medium performance, and even potentially high trust, low performance over a high performer with low trust. And that was something that, I watched and like anything, I'm a scientist. Every time I see something like that, I question it. And then I thought about it more and I'm like, "wow, that's actually makes a ton of sense." And so that was something that we talked about from the very early days of even adding 1099's of, they could be a high performer, low trust. We just have to identify that really quickly. But we'd rather take those high trust, medium performers cuz they're gonna make great consultants as well because the clients are gonna like them. And so we thought about those types of things really early on too. And that was a video that I just always go back to. The only difficulty with that is there's metrics out there to measure performance. There is not a ton of metrics out there to measure trust. And so that's been the issue of like right now, trust measurements is kind of on gut, and that's not the best formula. But anyways, that I wanted to share that because we have a whiteboard here I'm looking at in our office and we draw that graph on that whiteboard more than anything else to talk about people we're thinking about adding to the team and whatnot. Lindsey Dinneen: Amazing. Yeah. And so, if somebody were to be interested in obtaining a leadership role within the industry, potentially even follow a path somewhat similar to yours in terms of founding a company or something like that, what would be your advice for that person? Duane Mancini: Yeah, so I, I'll give you the advice that-- so Tim Blair is one of our advisors here. He's a consultant for us, but he is also someone that is an advisor for me as well and the company at Project Medtech. His dad, Jeff Blair, was the CEO of NAMSA at one point in time. And Jeff was a guy I talked to while I was at NAMSA and I talked to him a little bit and I got sit down with him for just a 30 minute discussion and I said, "Hey," I said "this is what I wanna do with my career." And he said, "you better go learn how to sell." Cuz I was a technical person who was stepping into technical sales and he said, you have to go learn how to do true sales and business development if you want to be a leader at a company," which is what I really wanted to do. And so that is my piece of advice for folks who are in the space, that are maybe in a technical role who want to get into leadership. They may have a low opinion of sales because I know I did before I was in it, right? I was that scientist who was like, "what do we need salespeople for?" And then, I get into sales, marketing, business development, and I was like, "oh my gosh, I was such an idiot. I was so wrong." That was advice that I look back and go, "yep, a hundred percent, totally get it." You have to go do that. Because if you don't have those skills or haven't done that, running a company is gonna be really hard because when you're running a company, you're selling internally and externally all the time, and so you better learn how to do that. Lindsey Dinneen: Yeah. Yeah. Great advice. I can definitely understand, and it is funny, I have talked to people who are quite skeptical of sales and marketing sometimes, and coming from a different background and I try to gently remind them, "well, the thing is if people don't know your product exists, they can't buy it." Duane Mancini: Yeah, right. A hundred percent. I mean, like even take an example, not related to medtech, but if you look at the Apple iPhone versus like an Android, right? I think most people who are really tech savvy or are engineers who really understand it will be like, "oh gosh, the Android is so much better than the iPhone from a performance standpoint." But the iPhone owns the majority of the market. And it wasn't because someone built a better product. It's because their sales and marketing and their brand development was that much better. And they own the market for that. I brought this up one time and someone brought up the example of, I think it was like an 8 track or cassette or something like this, from like in the past with music. And it was another example of like someone had a superior product, but the branding and marketing of another product that maybe wasn't superior, crushed them. They eliminated them out of the market. And so, that is always the truth is that you have to have those sales and marketing people and you have to be good at what you do there. Lindsey Dinneen: Right. Yep. Unrelated a little bit, taking a turn, imagine someone were to offer you a million dollars to teach a masterclass on anything you want, doesn't have to be in your industry, but it could be. What would you choose to teach and why? Duane Mancini: Good question. I think I'd probably honestly stay in medtech, stay in the masterclass of everything you need to do to make this medtech company successful. I think I have to stay there. I don't think I know enough about anything else to teach. I think that's my issue there. I'd love to say what worked for me for staying motivated or a lot of the mental things I've read about or like having a really, worry free kind of mindset. But that's just what's worked for me, and there's other experts and it's just been like I've pulled that from so many other people. I'd probably have to stay in Medtech, I think that's where I have to sit. Lindsey Dinneen: Yeah. Well, hey, and you live it, so that's a great one to do a masterclass on. Duane Mancini: Yeah. Yeah. Yeah. Lindsey Dinneen: What is the one thing you wish to be remembered for after you leave this world? Duane Mancini: Well, one, I hope that my daughters remember me as a great father, first and foremost. So, we have our second daughter on the way. I will tell you that being a father and even maybe more specifically, like to my two daughters, has just absolutely changed me as an individual: way more sensitive, closer to my emotions being just a dad in general. So hopefully, that's first and foremost, is that they look back and go, "yeah, boy, dad was awesome." That'd be my first thing. And then after that, Project Medtech has consultants. We're not gonna be remembered for bringing a specific product to market, right? That's gonna be that founder. But just the fact that they made a difference in, in helping innovators bring really good ideas to market. And that's what I want to be remembered for personally is that I helped play a role in allowing people that have really good ideas to see their idea through to as far as they want. What kills me sometimes is when an innovator has a really good idea and they don't get to see it as far as they wanna see it, right? When they're forcefully said, "Hey, some other CEO needs to take this role, or someone else needs to take the leadership reins" and they wanna do that. I don't want that ever to be the case. I want it to be that they've made that decision cuz they had the resources to do what they wanted to do. And so I just wanna play my role in, in bringing innovative products to market to improve patients' lives. That's the mission of Project Medtech. So, I guess in a way, if you're gonna be the founder and CEO of a company, that mission better be something you personally live by. And that's a hundred percent what I wanna be remembered for. Lindsey Dinneen: Yeah. Yeah, that makes a lot of sense. And it's really cool that you get to live that out now, you get to see impact that you're making in various peoples' and various companies' lives because of the role that you do get to play. So that's pretty cool. Duane Mancini: Yeah. Yeah. Yeah. Lindsey Dinneen: Well, this will be the final question, but I am curious to know how it's gonna tie in. So, what is one thing that makes you smile every time you see or think about it? Duane Mancini: I'll stay on the same track. It's family for me. Family and friends, which I bucket together because anybody who knows me will tell you that like my group of people that maybe aren't blood related, are still family for me. And so that goes all the way down from my wife, to my kids, to my parents, to my in-laws, to all of my friends. That is the one thing that just consistently brings joy to me. And then in the most cheesy entrepreneur way, it's Project Medtech and the development of Project Medtech, and more so the companies we are supporting and when they have success. I'd love to see the success of Project Medtech, but even more so when a company hits a milestone or raises funding, gets to market, sells into a hospital, benefits a patient-- that's honestly for me, even a bigger moment to smile than the success of just Project Medtech because that's why we're here is to support those companies. And so, that's more than one, but those are those three things that consistently bring me happiness and make me smile. Lindsey Dinneen: I love it. Great answer. Thank you so much again, so much for joining me today. I really appreciate your stories, your insight, your advice. It's really cool to see Project Medtech's story, and I just thank you again for sharing it with all of us because it's very inspiring and it's so cool what y'all are doing, so I really appreciate it. Duane Mancini: Yeah, thank you. Yeah, thanks for having me. Thanks for starting your podcast series as well. It's funny, one last comment is, I talk to so many people who think starting another podcast would be competitive. And it's not, right? There's how many billion people in this world? There's a lot of ears for us to reach out to. And so, I always think it's so cool when people are starting podcasts in the industry and especially on more of the human side of things like this, Lindsey. I thought you did a fantastic job on the interview and just making me feel comfortable, which I know is not easy to do as the sitting on the other side of the table. And I think the more of these things that exist where people can actually get to know folks in the medtech space like this is really exciting. It makes the industry a little bit closer. So kudos to you for taking the plunge and starting this podcast. It's a heavy lift. Lindsey Dinneen: Well, thank you. I really appreciate that and I value that feedback too. Well, we are honored to be making a donation on your behalf as a thank you for your time today to Save the Children, which works to end the cycle of poverty by ensuring communities have the resources to provide children with a healthy, educational, and safe environment. So thank you very much for choosing that organization to support. And of course, I just wish you continued success as you work to change lives for a better world. Duane Mancini: Thank you. Lindsey Dinneen: Absolutely. Thank you also to our listeners for tuning in and if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a colleague or two and we will catch you next time.  The Leading Difference podcast is brought to you by Velentium. Velentium is a contract design and manufacturing firm specializing in the development, production and post-market support of diagnostic and therapeutic active medical devices, including implantables and wearables for neuromodulation and other class three indications. Velentium's core competencies include electrical design, mechanical design, embedded software, mobile apps, contract manufacturing, embedded cybersecurity, OT cybersecurity, systems engineering, human factors and usability, and automated test systems. Velentium works with clients worldwide from startups seeking seed funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

Have you ever wondered whether you should actually have a mentor? Or would you like to have a mentor, but just don't know how to find one? Melissa Lawrence, CEO and Founder of Your Worthy Career, clues us in on the benefits of having a mentor, how to find one, and what you can expect. We discuss how to play the mentorship long game and what to do if you are worried you don't have the stamina. Melissa Lawrence is an experienced Career & Leadership Coach that began her company after a successful career in the Pharma/Biotech industry. She now leverages her experience in talent development from AstraZeneca, Emergent BioSolutions, Covance, and others to help women in Pharma/Biotech advance their careers and find their path to happiness at work. Melissa offers coaching to women in the industry. She also hosts the podcast, “Your Worthy Career.” She holds a Masters degree in Organizational Psychology and is a certified professional career and life coach. Her advice has been featured in Forbes, Thrive Global, Thought Cloud, Life Coach Magazine, Elevate Network, and more. She was highlighted in 2022 as a recommended Career & Leadership Coach for the life sciences by BioBuzz. Support all our great content on WISEcast here! → Paypal. WISEcast is currently featured as one of the top 10 podcasts from the 60 Best Women in STEM Podcasts by Feedspot! Check out The Wisest Children on YouTube and see how our young scientist proteges are making science accessible and fun through some STEM activities for kids! You can connect with us on: Instagram, Facebook, Twitter, YouTube, LinkedIn or by email at communityengagement@thewisestwomen.com. --- Send in a voice message: https://anchor.fm/thewisestwomen/message Support this podcast: https://anchor.fm/thewisestwomen/support

As CFO, you are responsible for managing the organization's financial operations. You've got to be able to develop and implement strategies that will help your company achieve its financial goals. You might think your only role is dealing with the numbers, but that's far from the truth. For Chris Ortega, the role of a modern CFO expands beyond finance and accounting. He joins Megan to share what makes a great finance leader. Chris is the CEO of Fresh FP&A, a consultancy organization focused on finance transformation and scale solutions for businesses. He is a dynamic and empathetic financial leader with extensive experience in finance, accounting, FP&A, strategic planning and financial leadership. Before starting Fresh FP&A, Chris was the VP of Finance at Unsupervised and Emarsys, FP&A Manager at WebLink International, Senior Financial Analyst at Covance, Accounting Manager at ChaCha and Senior Auditor at Ernst & Young. In this episode, we discuss: -A fresh perspective on FP&A -Understanding financial transformation -The six key pillars of financial transformation -How can finance play a part in the decision-making process? -The benefits of getting a fractional CFO on board -What makes a great financial leader? -Tactical mistakes CFOs should be aware of Presented by Personiv https://insights.personiv.com/cfo-weekly

Lorraine Marchand is Executive Managing Director of Merative (formerly IBM Watson Health) and has three decades of experience in new product development. She has held leadership positions at Bristol Myers Squibb, Covance, Cognizant, and IQVIA, and has cofounded four companies. Marchand is an adjunct professor of management and serves on the Healthcare and Pharmaceutical Management Program Advisory Board at Columbia Business School and is an adjunct professor of innovation and entrepreneurship at Yeshiva University's Katz School of Science and Health. She is also an investor-member of venture firm Plum Alley. Her new book, THE INNOVATION MINDSET: Eight Essential Steps To Transform Any Industry, was recently published by Columbia University Press.

Lorraine Marchand is the  Executive Managing Director of Merative (formerly IBM Watson Health). In this episode, they talk about how innovation thrives in environments that embraces uncertainty, being 'unsuccessful', and the ability to pivot.More about our guest:Lorraine Marchand  has three decades of experience in new product development. She has held leadership positions at Bristol Myers Squibb, Covance, Cognizant, and IQVIA, and she cofounded four companies. Marchand is an adjunct professor of management and serves on the Healthcare and Pharmaceutical Management Program Advisory Board at Columbia Business School and an adjunct professor of innovation and entrepreneurship at Yeshiva University's Katz School of Science and Health. She is also an investor-member of venture firm Plum Alley.------------------------------------------------Episode Guide:1:23 - What is Innovation?  2:41 - Unveiling adulthood curiosity6:09 - The practice of noticing8:25 - Jeff Bezos' Amazon and incentivized failure11:22 - Problem Solving Methods and Innovation: First Principles12:52 - Method 2: reframing14:01 - Method 3: Analogy / Metapor technique16:09 - Innovation: the cultural aspect17:05 - What isn't innovation?  17:42 - Serendipity Innovation: Upjohn company's Rogaine19:05 - Disruptive Innovation / Big hunt innovations19:35 - Field of Dreams Innovation22:45 - Unlearning ways of thinking23:28 - Innovation: Shaping Careers27:31 - Advice to Innovators-------------------------OUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management.

On this week's episode of Inside Outside Innovation, we sit down with Lorraine Marchand. Lorraine is the author of the new book, The Innovation Mindset. She and I discuss how innovation starts, how you can build your muscle of innovation through exploration and experimentation, and much more. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best in the brightest, innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Lorraine Marchand, Author of The Innovation MindsetBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and as always, we have another amazing guest. Today we have Lorraine Marchand. She is executive managing director of Merative, which is formerly IBM Watson Health. And she's author of the new book, The Innovation Mindset: Eight Essential Steps to Transform Any Industry. Welcome to the show, Lorraine. Lorraine Marchand: Thank you, Brian. Really happy to be here. Brian Ardinger: I'm excited to have you. You have been in this space for a while. For the past three decades, you have been in product development, working with companies like Bristol Myers Squibb and Covance, and Cognizant. How did you get involved in the realm of innovation?Lorraine Marchand: Well, it started when I was actually pretty young. I was reared by my dad, who was an inventor. And when I was growing up around the house, he would always challenge my brother and me, to find three solutions to every problem, usually problems that he would identify. And one summer morning, he really brought that point close to home. And he took us to a local diner called the Hot Shops Cafeteria in Wheaton, Maryland.And our job was to determine what was slowing down table turnover. So we sat in the big red vinyl booths eating our breakfast of scrambled eggs and orange juice. And after three days of using our stopwatches and writing down notes, and even interviewing waitresses and bus boys, we determined that the culprit was sugar packets. People were spewing them all over the place. True to his tenant that we had to find three solutions we did. And we ended up taking one to an MVP, minimal viable prototype. And that was the sugar cube. And we ended up selling it to the Hot Shops cafeteria that summer, and pretty soon it was distributed throughout the Baltimore Washington area.So early on, I learned that problem solving was fun and lucrative. And fast forward throughout my career, whether it was at the National Institutes of Health or Bristol Myers Squibb, or founding my own startups and the diagnostics and ophthalmology area, I found that I really did love this idea of being able to clearly define a problem, and then as my dad had taught me kind of systematically evaluate and choose solutions. And to me, the heart of the innovation mindset that I write about is an insatiable curiosity, a passion for problem solving, and embracing change. And so I have found myself, whether in large corporations or in startups, desiring to be that agent of change and bringing that problem solving methodology that I learned so early at the age of 13 with me in all of my career endeavors. Brian Ardinger: I love that story and I love, you have this in the book that one of the key mindset essential steps is this innovation starts with at least three ideas. Can you talk a little bit more about why it takes more than one idea to get something going and that process? Lorraine Marchand: You know, I like to say that first of all, your first two ideas, one of them is probably a solution that you've already been mulling over before you even confirmed that you had a problem. Because I find that we, as human beings, love to go into solutioning mode before we've really carefully defined the problem. So, if you are making your way around a problem, you probably have a bias in terms of what one of the solutions is. The second solution is always to do nothing, right? The competition is always the default, the status quo, I'm not going to change.So right there, you already have number one and two. So you have to be true to the problem solving discipline and this idea of brainstorming and coming up with the three solutions, because it could be that third one that is the winner. If you go a little bit beyond the three, I'm okay with that, but I don't allow my students or any of the individuals I coach to cheat and come up with fewer than three. That you can't do Brian Ardinger: That makes perfect sense. Like you said, you've been in this space for a long time and you've, you've helped create products, you've helped create companies and that. What are some of the biggest maybe obstacles or misconceptions that people have about innovation and starting this particular process.Lorraine Marchand: I think a lot of people are intimidated that they think that innovation has to be at the hands of some of the quintessential greats like Edison and Jobs and Musk and Gates, etc. And so, the first thing I like to do is educate and inform individuals that not all forms of innovation are disruptive. They're not all big hunt. And it is absolutely honorable, and it could be your style of innovation to create incremental improvements. To do more renovation, retooling something for another type of use case. To be optimizing, which actually my story about the Hot Shops Cafeteria, truly if I'm honest about it, it's more about optimizing than truly innovating.But I'm okay with that because like you, I'm very passionate about just encouraging more people to access the freedom, the excitement, the job satisfaction that comes from innovating. And I'm okay to use a broader set of terminology in order to attract more people to just find ways to get started. So that's the first thing. I think people are really put off by that. And then I think that a lot of innovators find that it's very difficult to do customer research. Where do I find the customer? How do I talk to them? Do they want to talk to me? How do I really write a question guide that doesn't bias them toward my solution? So that's one that is very difficult to do, and I find that a lot of individuals will gloss over it. You know, I, I say you have to talk to a hundred customers. And my students look at me with their eyes crossed going, I can't possibly do that. I can't even find five. And I say, well, how are you going to sell your product if you can only find five people to talk to about it? Okay. Right there. And then I would say the other area is pivot. I'm a real fan of pivoting you never fail. Some people will argue with me, but I like to say, you don't fail if you're constantly adjusting your strategy based on the data, based on the market dynamics, and you're moving in the direction where you keep learning and improving what you're doing and moving it closer to the customer. We don't fail, we pivot. But a lot of founders, fail to see the warning signs. That maybe things aren't taking off the way they thought. And so pivoting too late can be pretty dangerous. Brian Ardinger: You spent some time both in bigger corporations as well as a startup entrepreneur. Do you see any differences about how those types, either early-stage startups innovate versus bigger companies, and what are the differences and similarities?Lorraine Marchand: I think that one of the big challenges in a corporation is, number one, the corporation exists in order to systematize, routinize, and scale. So, by its very nature, it's not really incented to be an innovative type of organism because innovation is the opposite. Innovation is about experimentation. It's got to create a safe environment for you to try something and fail. The only time I'll use the word fail. You have to be able to experiment and know that it's not gonna move forward. And as we both know, so often corporations living quarter by quarter, they just don't have a lot of patience for investing time, money, and important talent and resources in creating new ideas that might not make it to market.So that's one of the biggest challenges, and I tell my corporate colleagues who wanna innovate or even head up innovation, how important it is to embed it in the culture. And one of the first tips that I give them is you have to create an environment where experimentation is encouraged, and failure feels safe.And failure is also even encouraged and incentivized. And I do like the way Jeff Bezos positioned that within Amazon. So, he had try, fail, learn. And if I had to reiterate a mantra to my friends in the corporate world, it would be you have to create that kind of environment. And if he did it, with a logistics company, surely you can do it too. Brian Ardinger: Absolutely. It's interesting to talk a little bit about that. You know, you mentioned earlier about how you define innovation. And I think that's so important in that early-stage process to get people comfortable with the fact that I can be an innovator even though I'm not a Steve Jobs.The idea that just taking an idea and creating value around that idea, that's how I define innovation. You know, being able to take your idea and move it forward to create value from it. That alone gives the individual person on the line permission to see a problem and say, I can fix that. And that is innovation and appreciate that particular type of approach.It also then allows you to start building that muscle. To take on maybe bigger things down the road, bigger, more adjacent or transformational types of innovation. As you kind of learn about the process and learn that anybody can go through the part of taking an idea and creating value from it.Lorraine Marchand: I really love that, Brian. In fact, I love that metaphor of the muscle. I was talking with one of the innovators that I profiled in the book, Sarah Apgar, who invented a piece of fitness equipment called the Fit Fighter. She's just phenomenal. It's a nationally recognized business and brand now, and so we use that metaphor when we were talking about Fit Fighter and innovation that it's like a muscle.I might have a goal of doing a half marathon. And I go out in day one, I've never run before. But I'm going to run half a mile and then the next week I'm going to run another half a mile and I'm going to build up to it. Because building a muscle, practicing is what makes you the half marathon runner. And building the muscle and practicing is what makes you good at innovating.Brian Ardinger: So, you mentioned one of the stories that is in your book, but the book is packed full with a variety of different case studies and and things that you've seen along the lines. Can you tell us some of the success stories that you highlight in the book? Lorraine Marchand: You know, one that I don't often get an opportunity to talk about. So, thank you for letting me choose one of my favorites. I had a fantastic opportunity when I was a professor of entrepreneurship at Princeton, to judge a business pitch contest at a prison in a local New Jersey County. And so that day I drove out to the prison not really knowing what to expect. And it was just the most enlightening and humbling experiences that I had.The inmates had really worked hard over the 12 weeks in the entrepreneurship program. And they had studiously written their business plans down on loose leaf paper with pencils. And so, when I came in, I read the plans and then they had an opportunity to present their ideas and to pitch their ideas to me. And they were so engaged in the feedback. So responsive and receptive to it, and they really just wanted to learn and get better. And you could just feel the energy in the room. But the best part of the story was three of those gentlemen went on to found the businesses that we had discussed in the session that day. And even though I couldn't stay in touch with them because of rules around these sorts of engagements, I was able to get information from the warden later that they had been successful. And really not too many stories have warmed my heart like that one. Brian Ardinger: It's excellent to see that again pretty much anybody from anywhere can find problems to solve, and if you go through a process to make that happen, you can actually create value and change lives, so that's amazing. The other thing I like about your book, you have a section in there talking about women innovators and some of the unique challenges that they face. Can you talk a little bit more about that? Lorraine Marchand: My focus on women is around increasing awareness and raising women up and encouraging them to step up and stand out and give innovation a try. And I just think that for a lot of women, it's not something that they naturally think about being entrepreneurs or innovators.And we do find that the data indicates that even among venture capital firms, there's still only about 2 to 3% of them that have women partners. And when we look at investments in women founded companies, it's also still hovering at around 2 to 3%. And I'm just such a fan of innovation for all the reasons that we've talked about because I think it can be so satisfying to take an idea, to take a problem that you've personally observed and bring it to life, bring it to market as we've been discussing. I think that's tremendously satisfying. And I also think that it can be economically satisfying and help women find economic freedom. And a sustainability of their economic freedom and status. So I want to get the word out. I really encourage women in STEM. I encourage women to figure out ways to access capital. And I have a resource guide to help women with that. And then very importantly, I like to help women think a little differently about their own networking. And the truth of the matter is you have to be comfortable networking with accountants and attorneys and investors, and maybe not those folks that are in your social circles on a day-to-day basis, but you have to get out there and be able to have those conversations and pull those people into your network. So those are some of the tips that I give to women. Brian Ardinger: They're great tips and they apply to everyone as far as that ability to build a network. I think a lot of people think of innovation as this sport that you do in your garage and the tinkerer who figures things out on their own. But like you said, there are so many different components that have to come together to create that value, whether it's the accountants or the lawyers or the other people that can help build the product, whatever the case may be. Collaborative nature of innovation is so important. How do you stay fresh and current and connected with the new things that are going on in your world, and how do you stay on the top of, of your game? Lorraine Marchand: Well, I am always reaching out to new innovators. I get so much inspiration from the students that I teach at a graduate level. Or I'll be going to the Philadelphia Venture Fair later this week. And so, I'll get to talk to the early-stage entrepreneurs there. And share ideas and explore and create with them. So, I need to put myself in an environment where I'm around innovators too and entrepreneurs and I feed off of their energy. So that really is what does it for me, is just staying out there with other people, with ideas that want to create and grow. And by linking arms, we move this whole movement forward and it keeps me fresh too. Brian Ardinger: It's always important to keep in touch with where those new ideas are coming from and that. Do you see any new trends or things that you're excited about? Lorraine Marchand: I think the area of AI is absolutely fascinating. You know, I was recently reading a report that AI innovation about a 1.1 billion cagr, but the fastest growing area, even though it's very much focused on manufacturing, automation, automobiles, for example, the fastest growing sector is in healthcare. And I just think that's incredibly exciting if you think about the ability to use artificial intelligence on information about a patient's cancer tumor, have it diagnosed earlier, precision medicine in terms of knowing how to treat it.Or even being able to develop the sensors that can go into devices and help to measure and monitor pain or someone's activity around the house. So, I definitely love the healthcare applications of AI, one of those areas that I'm particularly passionate about. For More InformationBrian Ardinger: I want to thank you for coming on Inside Outside Innovation, to kind of share your insights and that. Look forward to having the conversation again in the future as we talk more about some of the crazy things that are happening in the world. If people want to find out more about yourself or more about your book, what's the best way to do that?Lorraine Marchand: I'm on LinkedIn, so I'd love for you to connect with me, Lorraine Marchand on LinkedIn. And if you would like a copy of the book, it's on Amazon, The Innovation Mindset with my name. You can buy a copy there and you can also go to the Columbia University Press website, and you can also purchase the book through Columbia. Brian Ardinger: Well, Lorraine, thanks again for being on the show. Appreciate the time and looking forward to continuing the conversation in the future. Lorraine Marchand: Thank you, Brian, and continued good luck with all of your fabulous endeavors as well.Brian Ardinger: Thank you. That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

After 46 years of ex-pat life, Gary Lynch returned to his "home," Sydney, Australia, where he now resides. I was fortunate to run into my B&B mate at TAC during his visit, and we had an amazing time reconnecting. Gary's sense of humor and generosity have a special place in my heart, and it was fun getting some jabs in over lunch! Gary spent his entire career in the pharmaceutical industry, beginning as a pharmacist and moving on to retail and export sales. When we met, he was Head of Asia Pacific at Covance, and his daughters were my students at the I CAN Gymnastics classes.

Hosted by Andrew Keen, Keen On features conversations with some of the world's leading thinkers and writers about the economic, political, and technological issues being discussed in the news, right now. In this episode, Andrew is joined by Lorraine H. Marchand, author of The Innovation Mindset: Eight Essential Steps to Transform Any Industry. Lorraine Marchand is general manager of life sciences at IBM Watson Health and has three decades of experience in new product development. She has held leadership positions at Bristol Myers Squibb, Covance, Cognizant, and IQVIA, and she cofounded four companies. Marchand is an adjunct professor of management and serves on the Healthcare and Pharmaceutical Management Program Advisory Board at Columbia Business School. Learn more about your ad choices. Visit megaphone.fm/adchoices

Timothy Kieffer Dr. Kieffer has a deep knowledge of gene and cell therapies, regenerative medicine, diabetes applied research, and industry experience. As Chief Scientific Officer, he leads ViaCyte's scientific team focused on delivering and commercializing clinical interventions for diabetes. Prior to joining ViaCyte, Dr. Kieffer oversaw the Laboratory of Molecular and Cellular Medicine with a focus on the development of novel gene and cell therapy approaches to treat diabetes at the University of British Columbia. Dr. Kieffer holds patents in the field and has co-authored over 200 peer-reviewed publications that collectively have been cited more than 20,000 times. He co-founded enGene, a biotech developing non-viral gene therapies. He received his Ph.D. in Physiology from the University of British Columbia and completed his post-doctoral training in Molecular Endocrinology at Massachusetts General Hospital and Harvard Medical School. Dr. Kieffer received the Diabetes Canada Young Scientist Award and was elected as a Fellow of the Canadian Academy of Health Sciences. Previously, he spent a year on sabbatical at the Center for iPS Cell Research and Application, Kyoto University, Japan. Manasi Sinha Jaiman Dr. Jaiman has significant expertise in both drug and device development. Prior to joining ViaCyte as Vice President, Head of Clinical Development, Dr. Jaiman was Senior Medical Director at Covance/LabCorp working on clinical trials in diabetes as well as building the medical device department. She was also an attending physician at Harvard Medical School and Massachusetts General Hospital (MGH), where she was responsible for the clinical care of type 1 and type 2 diabetes pediatric patients. Dr. Jaiman remains on faculty at MGH. Before joining Covance, she was involved in a variety of diabetes and obesity-related clinical research activities. In particular, she served as a co-investigator for the development of a closed-loop system at MGH for several adult and pediatric trials, evaluating improvements in glycemic control using a bihormonal, dual-chambered “bionic pancreas” programmed to deliver insulin and glucagon in response to real-time glucose sensor monitoring data. She was also a co-investigator in the development of a stable glucagon formulation using hyperinsulinemic-normoglycemic clamp techniques. Other research contributions included development of intradermal delivery of insulin and glucagon using a novel microneedle device, metabolic effects of gastric bypass surgery in young patients, and pharmacokinetic studies on multiple insulin types. Dr. Jaiman received her M.D. from Medical University of South Carolina and M.P.H. from Tulane University School of Public Health and Tropical Medicine with a focus on Health Systems Management. She completed her pediatric residency at Dartmouth-Hitchcock Medical Center and endocrinology fellowship at Massachusetts General Hospital, with a focus on type 1 diabetes research.

Patricia Hinerman is Chief Information Officer of IPG, responsible for developing, implementing, securing, and supporting enterprise applications and infrastructure that are used across IPG and our companies globally.Patricia has more than 25 years of technology expertise and has served in a number of technology roles within IPG since 2008, most recently as IPG's Chief Information Security Officer. In this role, she led a global team of information technology and cybersecurity professionals playing a key role in business value protection across IPG.In addition to her thorough and thoughtful leadership, Patricia is an involved corporate citizen and community member. She has been named a “Woman Worth Watching in STEM” by Profiles in Diversity Journal, a “Top 100 CISO” and a “Top 100 Women in Cybersecurity.” She chairs the IPG Women in IT resource group, volunteers on the Executive Committee of C-Sweet, and advises the founder of Back to Work Solutions on topics including COVID testing for schools, camps, and businesses.Before joining IPG, Hinerman was the IT Director for Finance Systems at Covance and at AT&T where she served as a member of the technical staff in various roles managing requirements, developing software applications, and measuring IT performance. Ms. Hinerman began her career at Memorial Sloan Kettering Cancer Center as part of their research staff.Patricia received a Bachelor of Science in Neuroscience from the University of Scranton and an MBA from Rutgers University. She completed Qualified Technology Expert Certification, Digital Directors Network in 2021. 

This is part 2 of my great conversations with ladies that are members of Women of Color in Pharma (WOCIP).  In this episode, I spoke with the amazing Dr. Imara Charles who is the Head of Strategy Sourcing & Procurement for Product Development at Bristol Myers Squibb, Ms. Annie Harris, who is the Director in Technology Enablement department at Covance, and Ms. Rachel Grace, Sr. Director at Quest for Health Equity.  You will get to hear about work-life balance and their why for choosing their careers.  These ladies are beyond an inspiration!  

  We judge almost everything using a 5-star rating. If we see a product, service, or company receive glowing 5-star reviews, we're much more inclined to spend our money there than with a brand with only 3-star reviews. So, how can this translate to your career? Do you want a 5-star career or a mediocre one? How can we apply the science of quality management to drive personal success and get the most satisfaction from day-to-day work—no matter what type of job you have or want, your skill or educational level, or your age—which will, in turn, improve your quality of life? About the Interview In this episode of Hilary Topper on Air, Hilary speaks with Penelope Przekop, an internationally recognized quality assurance expert who has worked with Fortune 100 pharmaceutical companies for over 30 years and author of the recently published book, 5-Star Career: Define and Build Yours Using The Science of Quality Management. Learn from Penelope how to apply the science of quality management to your personal development and result in 5-star quality throughout all aspects of life including your career. About Penelope Przekop Penelope is a corporate quality management expert, entrepreneur, and writer. Throughout her 30+-year career, she has worked with numerous Fortune 100 pharma companies, including Pfizer, Merck, Lilly, and Glaxo Smith Kline, and held leadership positions at Novartis, Covance, Wyeth, and Johnson & Johnson. She is the founder and CEO of PDC Pharma Strategy and serves as the Chief Compliance Officer for Engrail Therapeutics. She is the author of Six Sigma for Business Excellence (McGraw-Hill) and four novels: Please Love Me, Aberrations, Centerpieces, and Dust. Przekop earned a BS in Biology from Louisiana State University and an MS in Quality Systems Engineering from Kennesaw State University. She is a graduate of the Smith College Program for Women's Leadership and the Rutgers University Senior Leadership Program for Professional Women. In 2018, Przekop and her older daughter founded Bra in a Box, which has been featured in Real Simple and New York Magazine. She lives in the Greater Philadelphia Area with her husband of 30 years.     About 5-Star Career 5-Star Career: Define and Build Yours Using The Science of Quality Management provides common sense, strategic context for personally implementing quality concepts that reflect your goals as well as your own definition of a 5-star life and career. This book provides the following benefits: Explains how the science of quality management can ensure customer satisfaction, which is what the industry uses to gauge the quality of products and services. Relates that explanation to you on a personal level including how the basic concepts and components of the science apply to your career/job, the path is has taken, and can take. Challenges you to identify your authentic needs and desires following the thought process, research methodology, and data analysis corporations rely on to understand their customers. It tells you how to do all of that and provides a unique tool to help you gather and analyze the right type of data and information. Clarifies the critical role that controlled systems and processes play in the science of quality management, the role they play in the personal application of quality management, and their surprising power to ensure intended outcomes. Explains how to apply the proven decision-making methodology (used by industry) to identify the best possible process that leads to the career you deem as 5-star worthy, and to address the career elements that will satisfy your authentic needs and desire. Relays how risk-based decision making is not only key to identifying a process that ensures success, but also to addressing the unexpected curveballs that will surely come your way. For more information about Penelope and her book, 5-Star Career, visit www.penelopeprzekop.com.

Join Mandi Kerr and Marielle Weintraub on Tuesday morning's episode of Moving ^Hemp Forward. Dr. Marielle Weintraub, is President of the U.S. Hemp Authority and as that is a volunteer position, she is also the Director of Scientific Research and Development for Zilis, LLC, a company focused on researching, developing, and distributing endocannabinoid-based products. Prior to joining Zilis, Marielle was the Strategic Business Development Director of the Hemp Initiative at Eurofins Food Integrity and Innovation (formerly Covance Food Solutions). In this role, she introduced the hemp industry and their needs for valid and reliable testing to Covance in 2016 and continued to drive the development of hemp-specific testing and standards until she left Eurofins (previously Covance) in 2019. Marielle is very active in many dietary supplements and hemp industry trade associations, including her role as a member of the Expert Review Panel and working group for AOAC's Cannabis Analytical Science Program (CASP) – Cannabinoid Methods, Board Member of the U.S. Hemp Roundtable, and member of the American Herbal Products Association - Cannabis Committee. Marielle earned her master's degree and Ph.D. in Behavioral Neuroscience with her research focused on Alzheimer's disease pathology and inflammation.

Join Mandi Kerr and Marielle Weintraub on Tuesday morning's episode of Moving ^Hemp Forward. Dr. Marielle Weintraub, is President of the U.S. Hemp Authority and as that is a volunteer position, she is also the Director of Scientific Research and Development for Zilis, LLC, a company focused on researching, developing, and distributing endocannabinoid-based products. Prior to joining Zilis, Marielle was the Strategic Business Development Director of the Hemp Initiative at Eurofins Food Integrity and Innovation (formerly Covance Food Solutions). In this role, she introduced the hemp industry and their needs for valid and reliable testing to Covance in 2016 and continued to drive the development of hemp-specific testing and standards until she left Eurofins (previously Covance) in 2019. Marielle is very active in many dietary supplements and hemp industry trade associations, including her role as a member of the Expert Review Panel and working group for AOAC's Cannabis Analytical Science Program (CASP) – Cannabinoid Methods, Board Member of the U.S. Hemp Roundtable, and member of the American Herbal Products Association - Cannabis Committee. Marielle earned her master's degree and Ph.D. in Behavioral Neuroscience with her research focused on Alzheimer's disease pathology and inflammation.

 More than ever, people are re-evaluating their careers and lives. Swadesh Sharma shares his story about stepping out on faith and pursuing his passions. There is nothing more amazing than living the life we are designed for! Listen in and be inspired!Swadesh Sharma - After 22+ years within the pharmaceutical industry at Covance, Novartis, Allergan, and J&J, Swadesh took a leap of faith to pursue his passion for entrepreneurship.  Leveraging his background in operations, team building, and science/technology, Swadesh has been able to "pay it forward" by supporting other entrepreneurs and those wanting to take the leap to realize their potential and their network to follow their passion.

Episode Summary:On the Benzinga Power Hour, Spencer Israel and Aaron Bry are talking BBIG, NFLX, and more.Guests:Ted Farnsworth, Chairman and Co-Founder, Zash Media (BBIG) 8:00https://investors.vincoventures.com/Will Rhind, Founder and CEO of GraniteShareshttps://twitter.com/granitesharesJesse Kaylor, Elite Tradinghttps://www.elitetradinglive.comBrett Simba, Simba Stockshttps://simbastocks.io/Hosts:Spencer IsraelTwitter: https://twitter.com/sjisraelAaaron BryTwitter: https://twitter.com/aaronbry5Subscribe to all Benzinga Podcasts hereClick here for BENZINGA TRADING SCHOOL Get 20% off Benzinga PRO here Become a BENZINGA AFFILIATE and earn 30% on new subscriptionsDisclaimer: All of the information, material, and/or content contained in this program is for informational purposes only. Investing in stocks, options, and futures is risky and not suitable for all investors. Please consult your own independent financial adviser before making any investment decisions.Unedited Transcript All right. So let's try to set the stage here for this BBI G thing. Uh, and, and let me do my best, my best to walk you through the timeline of the events of last night and this morning, and then when we get 10 on and he can clarify what exactly is gone down. So I'm going to share my, my Benzinga pro. There we go.So, okay, well, let's start with last night. Uh, okay, so I've got, I mean, my Benzinga pro this is a news feed of press releases and sec filings. That's all. This is. And I searched for BVI G. So what did we have last night? We have three different aid Ks, right? Form eight, three different aid Ks last night, um, around, uh, at, uh, out between five 16 and 5:26 PM.You, you all have seen these by now. The middle one is the one that says that the CEO, uh, as resigned, the CFO is resigned and several board members have, have resigned. That's what the eight K said. Um, that's kind of all that the eight K said, right? Um, there it is Chris Ferguson resignation as a CEO, um, bread bread, Roman resonation to CFO.Um, and then we used to king was appointed. So new CEO, you know, this was out in the AK last night. Okay. Let me, that was at 5:16 PM. Let's go into the chart here. Let's pull up a chart of BBI G you can see the reaction right away to the filing, not to any media report. Not to any tweets or any articles to the filing immediate.Okay. Right there. That's why the stock went down. Okay. Fast forward a little while. Uh, I'm going to go to a different newsfeed. Now. This is just a news feed of Benzinger pro headlines from our news desk. Um, five. This is the best part of it is being a pro is we have receipts for everything. 5:49 PM was our first headline on, on BBG 5:49 PM.At that point, the stock had already actually bottomed had already bought them for the free for the after hours session. Right. And this is right there. We actually bought them ticket. That's pretty impressive. So, so we, we post about the, the eight K at 5 49. We post a little longer version of an article at 6 0 6.Okay. Fast forward to this morning, 12 hours later, right? 6:18 AM. Let's go back to my press release theater is actually 6 15, 6, 15:00 AM, 12 hours after the filing 13 hours after the filing Mathis hard. And they, and they come out with this press release and they clarify what they provide more color on, on, on the Mo the, the news from yesterday, uh, what Chris is actually doing, what Brett's actually doing, what Lisa is actually doing, um, 13 hours after the fact.And so can we pull up here's, let's go back to my. Let me zoom out. This is a one minute chart, by the way. Um, it really, wasn't a reaction to the press release this morning, but you, I, I guess if you zoom out and you, you, you can say the fact that zoom in here, the fact that we're trading higher today is in itself a reaction to the press release.Um, but clearly the market is confused about this. A lot of you, people in the chat I've been following the story a lot more closely than I have. And then Aaron has, um, so you, you probably understood this better than, you know, the, the, the market, but if the press release this morning is saying that, you know, these are, these are planned resignations.There's nothing really new here with them. The market did not know that the AK was not clear if that's the case, but in any case, we're going to get 10 on a few minutes to clarify, hopefully clarify what exactly happened here. Uh, cause this is confusing stuff. You've got three eight Ks plus a press release and they come out on different days.Um, it's a little bit, a little bit confusing. So, so, so that's the story. Everyone was like shitting all over us last night as if we are the reason the stock was down. I was going to ask Spencer, I mean, say we live in an alternative universe where. Uh, you know, Benzinga doesn't exist. Benzinga pro doesn't exist.These eight Ks still go out last night, correct. In case we're out last night, again, pull, I'll pull at the timestamp here. So the AKA's hit the tape. There's three of them, the first one at 5:16 PM. The second one, 20 seconds later. Right. Right here is where I'm at. So wait, go back to, so Tuesday, 5:16 PM, this eight K.And that would hit any, you know, uh, w was there a PR that went out with that or no, no, no, no, no press release last night, just three sec filings three eight Ks with the sec. And, and they said different things, right. Uh, one of them talked about, you know, spinning off. One of them talked about th the, the news that actually matters.I think though, again, I'm not quite clear, which is why we've only had Ted on the show today. Um, but it's confusing. You would think with news of this nature, that they would have also been in accompanying press release, or they would have clarified a lot of confusion in any case. Um, but you did see the stock react to the AKA's last night, quickly.It was immediate, which means that, um, you know, it means what the chart shows. It means that the market thought that this was bad news. I don't actually know if it was hopefully technically. Got it. I'm just trying to, I'm trying to see the, the viewpoint that, um, all right. So Brent Slava and the Chad St.Benzinga pro also reported timely when the press release was issued in the morning. Um, and like you said, spend something the stock's been trading up all day today up about 9% from where it opened. Um, so yeah, I mean, I'm excited to get Ted on, see, you know, his explanation for everything that went down.Um, it, it sounds like maybe even just the market in general, wasn't aware that these resignations had been planned, correct. I mean, that's what you could imply from the chart. Right? Right. I guess my question for Ted, uh, if that really, if that's the case is this whole thing could have been avoided if they just clarify that in, in, in the, in the eight Ks that these were planned, but that's the point is they didn't say that in the eight K I can show it to you.They didn't say anything. It just said there was more color this morning and the press release. Then there was in the three filings last night. So basically the way I'm seeing it, Spencer is, wait, do we still have here on my I'm sharing my Benzinga pro now. So we have the eight K come out. Um, you know, obviously the, the resignations, a lot of times not great sign for a company to stock trades off.Then we put out a headline saying the stock is plummeting, which is just reporting on what has happened. Um, so, and like I said, I'm pretty sure we bought him ticket, which is actually impressive. Yeah. If you look at the time of that, What was that five for the post where we put the headline out after the AKA's was about 6 0 6 0 6 PM.Okay. And then the, the, the bottom last night was made at, uh, I've lost my, it took my woman and turn off the screen, but it was made somewhere around there, which is, which is interesting in any case, right around like 5 45. Um, but yeah, I mean, look, this has been performing well today, like I said, up about 9%, um, from it's open, let me get a, even a shorter timeframe chart on here.So yeah. I mean, let's Spencer. I see Ted hanging out. I think just get, I think enough of us blabbing. I agree. I see Ted backstage. Let's just, let's just get, get Ted Farnsworth on the show here.There he is. Good. How are you doing today? I'm doing great. And I'm still hoarse from our dandelion festival up here. So my voice is a little hoarse, but I'm doing, we appreciate you taking time today. Uh, well, let's start with this. Can you clarify? The filings are out last night, you guys had asked a bunch of stuff.Design CFO, resigned board members resigned. Was that all planned resignations. It's been playing for almost since we started this for months and months where it was a natural transition. So for instance, Chris Bergeson, the CEO now and Brett, the CFO, first of all, all the management staying intact. I mean, I literally been on the phone with Chris probably three or four times today, alone.Um, just in really what he's doing is coming in the field to help us to grow the business on that side. And then Lisa King really being the new CEO is all about operations executing internally while we're up building the business. So this has been planned for months and months and months. Um, and Chris have been working together for quite some time during the whole process as well.Okay. Um, there appears to be some, some confusion though, right? In, in the market, right. Uh, if you, the shorts love to do so many reports, the eight K and they'll start running with their own stories until we get our press release out and start to clarify the story. Go ahead. Right. So, so Mike, so the AKA's were out last night, the press release was out this morning, you know, 99 times out of a hundred, you see an AK and you see that the CEO and the CFO resigning, you don't even think you just, you react.Right. So, right. So, um, you clarified the, that was our bad, but by the way, for it really should have gone out with the Presley's at the time, but we didn't have all the sign-offs on that. So the AK went out because of the time limits and knowing we're going to do it. We didn't think, you know, And in hindsight, you always look at that stuff, but the press release was already in the works already in legal for process and everything else.And we're sitting there looking at it. They're not resigning at all. We're, we're taking the board from Vinco and moving them over to immersive, to a brand new startup. I think that's the best thing in the world for the shareholders, because you have a proven board, a proven CEO and a proven CFO, and then Brian being the one was with Vinco before who's now going to be the CEO of the new company everybody's intact, but you're surrounding Brian, the new CEO with the best possible board, the best CFO who they've been doing this for years together.So our natural thing was to push that, to put them in the new subsidiary that we're spinning out, give it the best chance of success that it could have. And then, um, and everybody's still intact. And Chris will be out on the road with us, just building a business day to day. Just what we're doing. You know, I guess, I guess why not clarify that in the eight K last night?Well, two things that's, it's a great question. I've had that a bunch of times the AK and the Presley's are two different things. Your AK is always very factual for all the sec filings the regulations, the timelines, factual. This is what it is. Is it a tender your resignation? It is because that's what it is.And that's what the law calls it. However, it's really a handoff, any staying in the company, all of them. And we're just shifting the management around. And this has gone on this whole management plan has been planned now for several months of what to do, but you're right about that. Most people asset, and they don't realize they're two different things, the press release, but normally you would put your Presley's with the cat.So when we put out the press release is really to clarify the bullet points of that. Chris is here on a three-year deal. You know, I mean, look what, when we came together months before that working with Chris and everybody at Vinco and we decided to come together with, with those guys, we've been, look what we built as a team.Why would you break up the team? It's like, it's like having an NBA basketball team championship or a super bowl team. Why in the world would you break up that team? So the opposite, you know, it's almost like special teams. I can push them over here to make sure as we're pushing over here, the new company that we're spinning out, you absolutely.We're all going to have shares in that. So you absolutely want to make sure that it has the best shot to go forward. And, um, so I'm thrilled with where it is. And Lisa King is an amazing executive. Um, you know, came up through Dick's sporting goods when they had three stores, et cetera, has her own book done, done incredibly well.And I've worked with Lisa for probably the last four or five years on multiple projects. And really, it was really about her time to. To shine and to really show the world where she can go see, were you surprised then to see the reaction last night too clearly to the eight K, right? Oh yeah. Yeah. Because, but you know what, in all fairness, even like with nobody, like, like you guys like Benzinger or CNBC or whatever, you only see the facts of the AK.So that's what you report last night right now. I know. Right, right. But, but what I'm saying is like, it's not anybody doing it maliciously. Now the shorts will run with it. They'll do their own thing and try to spin their own story and keep shorting the stock or whatever it is. And then everybody will feed into that or they won't.But the one thing you gotta remember, like, as you know, you know, where like the Reddit crowd and all this stuff, these guys are way more sophisticated than people give them credit for. They understand what's going on. They know it's about the name change. Why change the name disaster? Well, yesterday Facebook announced that they're changing their name.Plus I'm a check marks. We're CRISPR. Well, these like you're out, but he's going and where he's going. So to us, even with that, with the name change is to clarify the story. So there's no more like Vinco CVV this, that, or, and it's really to consolidate the story. All one company, all under one company, all the management and the boards are all intact and working side-by-side with each other.And look, we got 62% of the vote of. Last week or whatever, whatever date it was was to do that. And then the other was pushing, cause I'm sure you guys are getting the same questions is as you're taking Krypton and you're pushing it down the road, which we don't like doing that. But we also to make sure it's a tax-free exchange.And when the shareholders get those shares on that public company, they're free trading shares, you know? And so that dividend to them is really worth something. It's not a, you know, that, you're just not that you're just thinking about it and you're trying to do it. So it's a very well thought out pattern.And definitely we have learned lessons along the way, just for the fact of growing, you know, so quick, so fast. Um, but besides that, it's, it's like I'm thrilled to have the management teams and everybody all going full speed ahead. We were all were a little shocked for the reaction of it. I mean, we knew there'd be some, some reaction, but shock Ted.What's the, I guess like lesson learned here is it to put out, make sure the press release is ready to go out with these eight Ks or wait until the next morning to put out these eight Ks. I mean, I, that's a great question and I'll tell you, and this is on the record. I was talking to Lisa King last night.I said, your lesson here is you never put out an eight K without a press release attached to it to explain it to clarify. And, uh, you know, it's just one of those things that happen, uh, going through the process of switching boards or whatever it was. And it was nobody in LA, Chris, everybody, they, they felt horrible.And I said, guys, it's okay. It's like when we started out in this. Literally you had like a $20 million market cap. I don't know, you know, eight, nine months ago. It's like the market will figure out as we keep telling the story exactly what we're doing as we're acquiring companies and things like that, Ted, uh, the chat, all they really want to know about is the spinoff date, uh, for tides, speaking of aid, Ks, that was actually the first aid K last night that, that hit before the other ones where you announced that the new record date is going to be is changed to October 22nd.Clarify the timeline for us here. It was look it's out there on the AK. And, uh, it was, um, whatever the date was on there, but the reason why it got pushed out was exactly what I said was with the lawyers and everybody else in here saying, look, you want to give, when you give this dividend, you want it to be a tax-free exchange for the shareholder as well as you want it to be free trading for the shareholder.And, um, he's pulling up right now. I see, I love, so I hear he, he he's pulling me up. I'll just read it to you directly. Okay. Um, upon successful completion of the standalone audit, the company has based filing the form 10 K the week of October 25th with a record date of approximately 60 days post filing, which would be on or about December 27th, again, all in the AK guys, all right there.Right? Right. And, and what people do is shorters, we'll grab that and just grab, oh, another delay, whatever, none of that. And it's, it's so methodical. Look, our law firms are Greenberg Traurig, and in VIN, CO's got their law firms and TLP. Great great people around us that sit here and give us advice on these things about how to do it.And what's best for the shareholder. We don't always make the right decision. We never will. It's like, you're always gonna have like a mess up like this. But to your point, when I was talking to Lisa last night, I said, lesson, number one, you never put out an AK without a press release. And, uh, that was our bad on our side.And look, we're moving a million miles a minute. Um, and uh, I knew the AK was going out. I wasn't really thinking about the press release. I thought it was going to be attached to it, but it's like, you'll see over the next few weeks, all the different things we got going on. I mean, we're a little busy.Okay. So I, I, I hope that we're gonna be seeing some filings and press releases to go with them. Oh you, well, you absolutely will. And look, I love coming on your guys' show to clarify stuff and any time where, you know, there's confusion and then confusion, breeds confusion. So what I'm saying is when you see what's going on behind Zass, it's like you would never break up this team.You you'd be crazy to break up this team. What we've built together as a team pinkos Ash and all of our companies together over the last several months is, you know, it's phenomenal in the pace that we're going at. And also the companies that we're acquiring and things is real like ad riser and, uh, you know, things like that.LAMODA is doing phenomenal. You're going to see the. You know, refacing of the motives, some rebranding, all that stuff, uh, coming up here shortly. So in our numbers for revenue, as they had been, co-ed very small revenues over the years, you're going to see pretty significant growth going forward here in, on the revenue side, we're testing out all kinds of things on the ad platform could not be happier with ad riser where that's going.I mean, that's just a machine in itself that really is like Google ad words and Facebook where that's going to drive revenue from LaMotta. But even on its own, it tries to look, you know, I'm just trying to clarify some stuff from the China. So let me read you all again directly, and then I'll ask Ted, uh, I'm going to read from the filing, the K the, the, the one about, uh, tide.And it says the company anticipates filing the form 10 and the week of October 25th with a record date of 60 days from there. So you still don't have a referral date yet, right? Correct. No, we do. I mean, unless something comes up that we don't foresee, I mean, you, you never put like the exact date, just because if something happens, you know, God forbid one of us was in the hospital or something you don't know, but so you always have that language, but I'm telling you that we know what's under the clock.And we also know we want to spin out to happen before the end of the year. So it's December 27. So it really, it, it really fits into all the things we're doing in look, forgive us. You know, maybe putting out the AK without the Presley saw that, but when you really look at what's going on with the company itself, that to me is the bigger story, the growth, everything that we're seeing being, you know, uh, the short form video that whole spaces has blown up.The metaverse, all these things that were really on the forefront of, and you'll be seeing a lot of that stuff coming out. I said, I know last time we had you on, we talked a lot about, um, I might butcher the pronunciation here, but I think it's low motive, the motive, the motive, and like everybody here.It's funny, everybody here in Paul, in Singapore, by the way, the whole Singapore team was here a couple of weeks ago, we had a whole executive summit here in Syracuse at the studio when we kicked off the dandelion music concert and all that, which was phenomenal, it turned out great. And we're putting that on the road.Cause it's all about content guys. Like we live at millions of streamers on that and they were, you know, sit there and edit it and all that. But it's the motive when everybody calls it Lomo. So you'll be seeing stop where, you know, we've already trademarked Lomo and stuff like that. You'll be starting to see here, things coming up over the next, you know, even a couple of weeks, maybe in the next few days, you know, where we're doing different branding initiatives with other companies out there and some exciting things.So, um, but talking about locomotive, Lomo, you know, um, Go ahead. Lobo. That's a little easier for me, for me to say , but I think last time it was, uh, there was a certain, uh, you know, percentage or steak that y'all held. And I was curious if, you know, you've thought about like fully at acquiring or what the status is there.Look, we have it out there that our intention is to fully acquire it in. Um, and we have that right to do that. So the bottom line is that that is when they were all here, everybody from Singapore, and they're still here in the states, they're in California and be, you know, traveling around the states, doing different things with different groups with us, but absolutely, um, th the whole intention is to own a hundred percent of it.And we couldn't be happier with that whole team. And then adding our other technology teams together and putting them together, Ted Ted, before we hop off here, uh, Chad, all they really care about, I guess, aside from the record date here on the spinoff, is this ratio. Can you share that ratio with us of the spinoff or not, or not yet for tide?You know what I, I thought the ratio is in the K so I better not, you didn't see it, but it's very good for the shareholders. We'll leave it at that. What about ballpark? I didn't see the name. I'm looking for. The I'm looking at the you're giving me heat for the AK. Now you want me to say something? That's not okay.Come on. I don't shoot the messenger. They're about to kill us. Listen, I'll tell you. I'll tell you this, you know, when, when you're a shareholder of both sides, I mean, you're fighting for the shareholder, right? So let's, let's leave it at that. I mean, and uh, I thought it was in there last night, or I thought it was in one of the filings a bit ago, but I'll take a look and then I'll come back on and tell you if it's not, how about that?We'll put a press release out with that. It can be exactly,uh, with our audience and stuff like that. We have tens of thousands of shareholders. I mean, it's way even more than that, but, and the whole crowd out there. So we really appreciate your support and letting us clarify things coming on and chatting about it. Ted, Ted Farnsworth. Thanks a lot for coming and for coming on today.I appreciate it. Thanks. Thanks. Talk to you later. All right. Just to clarify one thing, everyone, the record date, this is how it goes for M and a for spinoffs for dividends. The record date is the date that the company is going to take stock of all their shareholders, right? They're going to basically go look at all the lists of, okay, who owns shares in our company.Those people are going to get the spinoff, right? If you, if you, so Ted, you said December 27th, that's what, that's what you just said that day. It was also in the final and it wasn't as firm, but that's what he said just now. So December 27th is gonna be your deadline. If you want the spinoff to get to, you have to own BBI BBG on December 27th.That's that's the record. That's the day where they're going to like take stock of all of their shareholders and. Go from there. That's what Ted said. The, the eight K said, uh, they, it was less from the AK actually said they anticipate filing the 10, the 10 K the week of, uh, October 25th, the anticipate filing that week and then 60 days from there, which will be the 27th of December.So everyone sit tight. It all will come. The clock doesn't start until we get the 10 K. Okay. When we got the 10 K the clock will start until then no clock. So Spencer, I got, I got Corey in the chat. He or she is saying, Spencer, what does this all mean? I'm a newbie. Let's do a quick 62nd, ER, Eli fi uh, about what this whole thing.Okay. When a man loves a woman, I have no idea what this whole thing, uh, PBIG is going is, is spinning off another company. Um, okay. They're spinning off tide. They're doing all their stuff too. This is just one part of that one piece of the puzzle and what is tied, who cares? Okay. Okay. That's not the point.The point is just spinning off tide. Okay. That spinoff hasn't happened yet. They have to let their shareholders know when it does happen. They're going to let the shareholders know in their 10 K in their quarterly filing, which hasn't happened. From there 60 days from whenever that filing is, is going to be the date where you at your deadline to own the stock.If you want to spinoff, that's the bottom line here. I'm not going to pretend I'm not, I'm not going to sit here. Pretend that I'm an expert in BBI G I don't think I'm acting like one, but I do understand like, like the timeline process. And I, I understand why people were upset with the way, uh, you know, things, the information came out last night, but as Ted said, you know, that was a plain and simple mistake on the company's part to not have a press release out, explaining this eight K that, Hey, look, all these rights, the nations are planned part of this spinoff.Um, you know, cause if you just see that information, come out with no explanation with no color and you see all these guys are designing, of course the markets are going to react like that. And that has nothing to do with how we reported it or anything else. So, I mean, I, you know, it's a interesting section, I think understand the type of people that are trading after hours.Right. They see that it's it's people and it's also bots, right? It's also algos. They see a head, they see, uh, an eight K and for the record form 10 equals a 10 K it's the same thing for me equals eight K. It's the same thing you see, you see an eight K see you on the CFR out. You don't, you don't think you, you don't even care.You don't even, you just, you sell. That's how, that's, how these things always work. Okay. In this case, there's obviously a little bit more to the story. You had to, you had to either know the story or wait 13 hours to get the story. Um, so that, that's why the stock reacted the way it did last night. Uh, I, I'm just curious in the chat like, and we have our next guests here.We have to bring them on into this in a second. I see him waiting, but like, I, don't almost afraid to ask this question, but like what percentage of your portfolios is BBI? G I, I really just am genuinely curious. I'm not trying to shame. I'm not judging. I'm just genuinely curious. What percentage of y'all's investments is BBG?Is that like, are we talking like 90%? We're talking like 10%. Thank you. Pencil. Get crypto. That's very helpful. Whoever's whoever's posting, flipping. Think of crypto low Giddings in Logan's in like psychology 1000 right now in Ann Arbor posts. Thank you, Logan. That's extremely helpful. 50 15, 0 hundred, a hundred seventy five forty.Seen a couple of 69. That's very helpful. Um, five 70 trading options only didn't even know this was stock was optionable. Okay. Uh, 1%. 5%. Okay. I'm just, I'm just curious. I just want to get an idea. All right. Uh, so I hope you guys enjoyed that. I, I hope we have more clear. I think we have more clarity. The bottom line is wait for the, the, the damn quarterly filing.Wait for the wait for the. The week of the 25th. So that's next week, right? Yeah. I don't know. What's today, the 20, the 20th. So, so yeah, next week we'll get their quarterly filing. Presumably there'll be more color in that, presumably that will, that will determine the record date. And then we just go from there.So I don't know what the stock is doing. I haven't looked in since Ted came on. What is it doing here? It's down. Yeah, guys. Sorry. There's there's mutual fund market players out there. Sorry. Yeah. Blame the market makers, not special. Like, you know, we get Ted Farnsworth on the show, uh, you know, to, to give this explanation, you will not find this anywhere else on YouTube.You know, you can go tune in to other places, CNBC, but you won't get this transparency. And at the end of theyou're breaking up, uh, it's not our job to make sure your stock goes up. Okay. Sorry. I mean, I don't know what else to say about that, but, uh, we, we, we, we got, uh, our, our, our, our next guest is here just like laughing in the background about this. So we should probably bring him on here. Uh, we're going to transition away from the BBI G talks.So if that's why you're here. Great. You just got to have 38 minutes of it. And now we're going to move on with the rest of our. All right. So our next guest is, will rind. Yeah. Smash that like button we've got, will Ryan here, the founder and CEO of granted shares. We're going to talk, uh, inflation and commodities here with will.So, uh, w w let's get well on here. Well, oh, sorry about that. That was my fault. Well, what's up, man? How are we doing great. We're doing great. We're doing great. Our chat hates us right now, but like, it is what it is. How's your day going? Doing good. Doing good. Thank you. Okay. Um, well, uh, you see your granite chairs.You guys have a couple, uh, commodity focus ETFs. Um, I guess let's just start beyond that here. Um, inflation is a thing is a transitory. I don't know. You don't know? No one seems to really know. Um, but what are you seeing right now with, with your different ETFs and the various commodities? Cause theoretically, a lot of commodities are seen as inflation hedges, whether that actually happens is of course a different story.Yeah, no, absolutely. I mean, I think the key question, like you said, there's inflation. Um, that's something that, you know, let's be honest, we haven't seen for the multiple decades. Uh, and so this is all a new thing for people. Um, seeing the crisis rising kind of in front of them, whether it's the gas pumps, whether it's the grocery stores or whether it's, you know, rants or used cars.I mean, this is all kind of new stuff. And obviously in the investing side, people are asking themselves, well, I know inflation is a bad thing, right. But how do I, how do I play that? How do I make sure my portfolio is positioned? Well, make sure that I can make some money out of this. And so commodities or real assets has always been kind of one of those places that people go to.Why? Because a lot of the things that are rising in price, the reason why, um, we have inflation is because commodities themselves are rising. So price of oil is rising, which affects your gas prices at the pump. Price of raw materials are rising, which affects a lot of the goods that we buy. Um, and so for that reason, you know, you have energy and food, which in the commodity complex, those arising.And one way to get ahead of that is actually to invest in those yourself. Okay. Let's talk about oil here for a second because, uh, oil can't seem to stop going up. Uh, I guess it's the, uh, one of the elephants in the room here. Um, I, whenever I see oil rising, I'm inclined to, to sell it and not think it'll keep going higher, but I even proven wrong this entire time here.So oil is at $83 right now. Um, w just, what is your take on what's going on? Well, what's going on, Spencer is that, um, you know, part of this is we do have obviously huge amount of demand, uh, global economies opening up. And so there is a, there is a large amount of demand and the right now we have more demand than supply.And so, yes, we could put more supply. We could see more supply coming on the market from OPEC or the OPEC plus group, but I don't think that's going to matter at this stage. What really matters is people almost expecting there to be higher prices with going into winter at the moment. There's a huge energy crisis going on in Europe, which you may have seen, they've have talked about on the show.Um, but gas prices, um, in a lot of Europe are the equivalent of over $150 a barrel oil. And so people are sort of worrying that that might happen. That could happen here this time, around your other traditional kind of methods of putting more supply onto the market, such as shale, et cetera, it'd be much more disciplined because a lot of activists, shareholders and things have gotten involved and said, well, look, you got to focus on, uh, you know, rewarding shareholders as opposed to just pumping more.And so from that perspective, you know, we're in this situation where the market's pretty tight prices are going up. I don't really see the reason or the capitalist, the prices to go down and sure. Are you going to enough to throw on a target for us or now I, I, I don't know. I mean, I, I think that, you know, we could see over a hundred dollars a barrel, certainly in the next six months.Um, it's definitely not implausible given what's happened in Europe, really just crazy. Uh, what's coming out of the UK and what's going out of the European countries in terms of the gas crisis. Um, so I think, you know, coming into this, the big, there's another sort of El Nino effect. Um, this winter's already, we're starting to hear about colder winter than normal.Um, so in this environment, I don't think a hundred a barrel is, is, is out of this world. Okay. What about gold here? You've got this bar ETF, right? The Greenwich has gold trust. Why hasn't gold gone up? Explain to me, I always was told gold is an inflation hedge. Gordon's an inflation hedge. Why is that not working right now?Where we actually have inflation? That is a great question. I hope you can answer it. I I'll try. I'll try. I'll certainly give you my take on, on what's going on. And what I think is happening is that the market, and this is the important thing you and I know there's inflation. But that's not what the market effects.The market's still things that inflation is transitory. And that is by and large, the narrative that comes out of the federal reserve. And I think at the moment you still have the market cleans this idea that inflation is a short-term phenomenon. So the administration saying this is lot of a lot as well, and that it's nothing to worry about.It will all pass quickly. And we'll sort of be back to our normal kind of trajectory now because of this gold prices, aren't reacting in that way because the market participants in the market more broadly, there doesn't think that inflation is a problem. But I think the moment that there's an acknowledgement by the market, that inflation is a problem.Then I think we see gold prices significantly north of here. But until that point, you have this scenario where the dollars being strong, you have inflation transitory narrative, and that has suppressed the price of gold for the moment. That's as good a theory as I guess you can throw out there right now, but I guess everyone is sort of scratching their heads.So in theory, based on what you just said, if the February. Well, they already have come out actually to some extent and said that, yeah, inflation is a bit stickier than we thought it would be right off the bat. Um, but if they were to come out and reiterate that in theory, then you think gold should go higher.Well, then so expensive because you know, that inflation is not great for the market mean let's be honest. I mean, you can't really have a situation where the one hand pick market acknowledges that inflation is a problem, but yet we have stock markets all time highs because as we know right now, we're still at a situation where the earnings, at least what we've seen so far earnings have been really strong.So that means that companies are able to pass on inflation effects to customers where relevant or adapt to this particular environment, still posts, great earnings. Now that all ends when they can't do that. And that's why inflation at the end of the day is a really bad thing for markets more broadly.But we're just not there yet. What about this idea that everyone who would have bought called has, would you just much rather just buy Bitcoin? Right. Um, I definitely think that there's some of that going on. Um, but I think you're kind of traditional gold investors, um, are still sort of resolutely pinned to the idea that, you know, go with the, something different, a different investment.They'll still be kind of in the gold camp. That doesn't mean to say that they, they have not, or would not buy some Bitcoin as well, but yeah, That's largely Bitcoin's largest sort of a new or investment crowd that is in that. And that I think based upon my experience of the two counts, that's a different investor.Um, you, you you're, you're the CEO of an ETF company. So I guess I just want to ask you real quick about that Bitcoin futures ETF, right? What do you make of the opening? It, that it was almost a billion dollars in volume yesterday took in half a billion in inflows and one day it seems like it's tracking the NAF.Pretty good. So, uh, what's your take on all this? Well, it was nothing short of phenomenal. Um, I think that, you know, I, I, to be honest with you, I was surprised, and I did think that there would be a lot of demand, but I've thought that might be used a little bit because the price, I mean, yesterday's price and they could open up around $62,000 a Bitcoin.Um, so I thought, okay, if it was 30,000, you know, could be significantly higher, but you know, who's sort of jumping in and buying the coin that aggressively at that price, but it seemed like there was absolutely no lack of demand. Um, and obviously crazily, uh, opening yesterday, huge amounts of volume happening again today.So I think again, to me shows the strength and the power of the ETF wrapper that that's the weapon of choice for investors and that, you know, there's still, there's still some lack of trust with some of these other venues, a lot of platforms in terms of buying crypto, nobody wants to be having. Um, when they're holding an investment on a platform and so ETF, at least you can say a number of different things, but you know, you're not going to lose your money because of someone hacking you by buying the today.Yeah. It seems like yesterday was a gigantic victory for like ETF people, right? People like you, because it just showed that the ETF can, it can handle the volume and it can, it can, it can trade with a tight spread. It can be liquid, it can track the, you know, the nav net asset value and, and it can do it.You can do a well, even in a environment like yesterday where there was a ton of demand. So I think it just, uh, just a big victory probably for, yeah. I think it's in many ways, it's the greatest expression. I think of what an ETF is, which is gives market access to markets that are either difficult or there's some sort of issue that prevents it being kind of ubiquitous or available to everybody.And so when you look back at the history of ETF, some of the greatest kind of products have been where the ETF has unlocked a market that has caused problems. So if you look at gold, which is a good one, you know, back in 2004, um, different other asset classes as well. I think that's the, that's really like the power of what an ETF does is just puts whatever that investment is or that asset class is in your portfolio in a way that was not available before.Yep. Yeah. Great point. We'll Ryan is the CEO of granted shares. Well, uh, thanks, uh, bond for coming on today. And hanging out with us for a few minutes. We appreciate the pleasure. Thanks so much. All right. Uh, let's get a be back here in a second. Uh, okay. So just to put a ball, I think, put a bow on, on the BBG discussion.Um, I guess here's what I'll say about, about Benzinga and how we fit into that. Um, our headline last night was reflective of the eight K. Okay. Should we have known that the, uh, oh, what's up, man? Uh, should, should we have known that the departures were planned potentially? I mean, it's, I like the, it sounded like the shareholders held a vote on that.So I don't know if that becomes public info at that point. Um, there was probably a filing at some point that the shareholders were holding it. I would say just from a practicality standpoint, it is basically impossible for our news desk of 20 people to know the details of every single stock out there.Right. It's just not realistic. And, and that's not just for us. It's true for everyone because you saw, I saw headlines last night on MarketWatch and seeking alpha, and they all said the exact same thing that the eight K did, which was resignations. They did not say what the AK didn't say, which was that these were voted on, they're moving to a different company.So I think, I think the takeaway here, yes, I love Stonebridge rewind. The stream, like 50 minutes, 40 minutes. Right. Um, the takeaway here is that company could have been clear, um, and media sometimes right. Needs to take a second and, you know, try to understand the story. But, uh, you know, I, but, but the, the whole thing was kind of, uh, uh, communication cluster.Um, it's not everyday. You see this, that kind of finding come out with no pressure waste attached. Um, Flos asked me why BBG is down today or down since the interview. I mean, I don't know. I'm here talking to you. I'm not trying to pump, I don't own, we don't own this. We don't own it. We don't, we're not short it, no one here owns GBIG or a short PBIG.We have no dog in this fight. Only thing I genuinely care about is being right. Like accurate with information. That's what I genuinely care about. Okay. Accuracy. I think we have a better picture now from the interview with Ted. Yeah. So, so rage quitter is saying, you know, I'll bring it up on the screen.Right. We left out the whole left out the whole story though. Only report one part. We reported the part that everybody else saw, which was the part that was in the. This is a really complicated company. There's like, there's spinoffs, there's like mergers. There's, there's like four companies that play here.It's really confusing for the average person who is not spending his or her entire time understanding Vinco ventures. Right? Yeah. I mean, that's the thing, Spencer, if we had people on our news desk that were shareholders of vanco ventures, maybe they would have known that this vote was held, but, but the bottom line is, is we don't, we cover all, however many thousands of publicly traded companies there are out there.Um, so it's it's yeah. I mean, it is what it is. It sounds like Ted Ted understood, uh, the fault of the company, um, for not having that press release, go out with the eight K and I think that alone clears up all this confusion. Um, and like you said, is it possible that, you know, someone could have known that, Hey, look, this was voted on in the past, this is, um, you know, a hundred percent.So, you know, I, I think it's one of those things you live in your learning and hopefully the company learns from it as well. Um, Patrick star and the chat AB how your calls going? Yeah. Tell us please. Yeah, I pulled up my Robin hood earlier. They're doing well. The problem is I kind of screwed myself and I made a not dumb decision by opening some calls this morning that I can not close today.Well, I can close them, but if I do that, I'm going to be restricted. So, um, I sold, let's see. Go to my messages. So I sold my Baba calls this morning, Spencer. I opened a Roku one, wait, wait, wait, wait, don't tie me into this. This is you. This is all, you know, Spencer. That was your co that backed me up here.Shelly. I may have suggested it, but okay. I may fine. Fine. Uh, okay. Um, I bought the call for three. Wait, what? Okay. 3 83 per contract. Uh, sold it for three, seven days. So took a $13 loss, but we'll live with that. Made some money on the Baba calls today. That's why I was up about $725. Then I was up a few more hundred dollars on this Tesla call and I went to, went to close it.Couldn't close it because if I do, I'm going to be restricted. So now I'm basically stuck holding this Tesla call into tomorrow, which I don't love, not happy about it, but learn from the mistakes. Uh, I want to show up, show us something real fast. Um, someone asked why, why you wouldn't contact the company, um, before posting.So this has been single pro. This is our real-time news platform. It's behind the paywall. You have to pay for it, yada, yada yada. Okay. This is a newsfeed within the platform. This is just a newsfeed of headlines that we post look how many headlines we post. It is constant. And if you know anything about in the markets, you know, that all the news happens before the market opens and after the market closes.Okay. So I'm scrolling down here to last night because I just wanted to show you all. I still haven't gotten there yet. I'm trying to get to last night still. Haven't got, I want to show you all the frequency I'll here. I'm there. Okay. So we're at four. This is okay. 4:00 PM Eastern. That's where we are right now in the newsfeed.Look how many headlines we're posting after hours. Okay. It is the reason we have sec filings is to communicate this stuff to the public, right? We cannot be calling every single company to verify every single fact in every single AK or sec filing. We can't, it's not feasible. That's not how the stock market news ecosystem works, frankly.Right? You call the company when, uh, the, you know, there's a major unknown, and you're trying to figure out why, right? Or there's another report out there. And you want to, you want them to confirm or deny on the record. You do not call them about stuff. That's in the aid. K, because they're, if they'll just say, Hey, Hey, dummy, look at the damn filing.And they hang up the phone on you. That's what a company would do if we call them, Hey, excuse me, is, is, is the information in your filing, right? Oh, I'm not going to call a company and be like that. So. I just want to, I, I I'm, I'm gonna, I'm moving on here, but I thought it was a genuinely good question, right?Like, why don't we call the company because it's not feasible for anyone to do that. That's why, that's why, that's why we have to see filings in the first place. Right. Um, and again, I'll move on. I'm done. The stock was down before he posted it. I'm I'm, I'm done. I mean, I, I we've talked about this for like an hour at this point.So, um, so I hope, I hope we helped if you own the stock. Good luck genuinely. I'm not being like an asshole, like good luck. You know, you know, we have, Aaron has longs. I have, I own stocks. He, we all own different things, you know, in my case, most of the ETFs, our next guest has long positions. I hope everybody makes money.That's I hope everybody makes money on everything. Life is better that way, but. You know, there's two sides to every market, right? You got bowls and berries and that's what makes the market work. So, anyway, moving on, let's get, uh, Jessie, people talking about a lawsuit. They can, they can Sue if they want, they're not going to get anywhere, but they can do it.I mean, whatever helps you sleep at night when it lawsuit against PBIG against, I don't know, man, dude, do whatever. I mean, look, you know, what's funny is that we actually regained more than half of those losses from overnight. Like what, wait, what did we close out of the closed at 7 85? We oh, and we got down to, you know, the made $5 and we're now we're clearly in the sixties.We're like halfway back. So I don't know if I was long, the stock, I would be less upset now than I was last night. Zuckerberg don't come at me with, with that right now. You no, no, no, no, no. AB you don't learn. We tell you not to buy call options. Okay. But mark is changing the name of his whole company because of bad publicity.I'm not in that big of a piece. I mean, I bought some, I bought some options that I shouldn't have bought. That's the bottom line. I don't have to change the name of my whole company because of bad press. So Martin, I told you, I was worried about your own problems before you come at me. What are your months ago to stop buying call options.You're like, oh, okay. And then you, yeah, I'm up like damn up this week on call options. All right. Whatever. Uh, our next guest is here, Jessica Kaylor. We're going to, uh, let him run through some shots with us for a few minutes. So we're going to hang out. If you have a ticket that you want to discuss, that's not BBG.You preferably drop it on the chat. You know, we'll talk about it. RS is dropping. Wishing. There we can talk. My wish. Let's bring Jesse on now, Jesse. Hey man, you're on, he's on mute. Let's get him off of you though. For a second. There we go. Jesse, unmute yourself.I on the, on the bottom of the screen there, you see that. I think it's not it's on you. I can't, I can't do it.You have to unmute yourself on the bottom of the screen. There's that? Mute the microphone button on the bottom left. Yes. No. Okay. Well, while he's doing that, I still say, oh, now he's gone. Okay. Look at you. I see you back here in a second. In the meantime, uh, wanted to, uh, talk about Tesla for just a sec there.Port earnings tonight. Uh, let's take a look at the stock. This is the part where I disclosed that I have a long Tesla call. Would that expires? When is Friday? Whoa, wait, you didn't buy that yesterday. Did you know? I bought it today. That's the one that I was complaining that I can't close. Like I was up a couple of hundred bucks on it.Couldn't close it. Now I'm down in one 40. We got Jessie back. Sorry about that guys. Um, yeah, so I like lost the stream yard so I could not find it to get back to it. So I'm going to pull up my charts again and start sharing my screen. But how are we doing today? We don't know what we're doing. We're doing, I mean, it is, it's, it's a green to, I'm going to go to me because it's a green day, right?I mean, the SNPs are in the green and the NASDAQ. Cause I guess this image on the right, but the, you know, the Russell's green, how many green sectors do we have as opposed to red sector as let's take a look here, we've got, looks like. Come on computer. Why don't you work for me? Every sector in the, in the greening Sephora technology.So I'm in a good mood. Markets are up. Yeah, I think I'm feeling good. I mean, I'm, I'm really happy because I had some weird plays. I think you see it in the chat with some of the guys James and, um, easy we in the morning, pre-market we've been talking about the EDU plays and kind of go with the China over.Oh, you talking about that? I saw you talking about someone mentioned EDU, I guess it was you. Yeah, I don't trade a lot of small dollar, $50 eighties, but I mean, it was just sitting there at a dollar 80 and one day he was in there talking about the education and I was like, let's go in here and let's see what what's going on here.I was like, I'm just going to throw a thousand shares at it, just to see. And then it went to like 2 45. I'm like, how'd it half. And then today it was up like the 2 55 got out another two 50 and I'm like, I'm just gonna let the other two 50 play around and just see if it goes to $4 again. Cause this thing actually, you know, has been, um, performing, you know, pull up the real fast.But before, before I forget, I just want to plug something. Um, we're doing something that we don't normally do on our channel right now. We're actually doing two streams at the same time. Uh, our cannabis crew, our cannabis team, the crew that hosts our cannabis, our show, uh, their live in Vegas. They're alive in Vegas at MJ biz con uh, streaming live from the conference.Uh, if you're into cannabis and cannabis stocks, youtube.com/ I'll put the link in chat right now. Um, youtube.com/benzinga, but they're alive right now. So it's very rare for us to have two streams going at the same time. Um, I'm going to paste it in chat, but I just wanted to plug that. So let's get your charts back up on the screen.So we got EDU new Oriental education. This is a Chinese education stock that got rocked a few months ago. And you are now long, is that right? Well, it was a trade. It was more of a, I saw that they were consolidating down here in the eighties. And then I was like, you know what, I'm just going to take a flyer out.It was a tight stop loss, you know, like 30 cents, 20 cents. And then it just, every day I was doing well on it. We were kind of just getting excited, watching it go. And then it just broke out the last two days, in my opinion, um, you know, 30, 40 cents on a $2 stock is great. So a dollar stocks, um, but the one that I liked that I actually put in, I, I didn't buy much today, but I did buy some Footlocker and I don't think anyone's been talking about this.I think it's kind of just a sleepy, uh, took a $20 smack from that, the other and the sixties. And for me, it, it just seems like with the earnings and it's more of a, I guess, Bias position. Cause my, my family member is a very big collector of shoes and he kind of gave me some shoe insider information and he's like, man, Nike, he's like, I'm charging double for what I bought six months ago because the supply and demand is just so, um, it's so great right now for these specific types of shoes.And I think that going online, um, it has been a lot easier for people to find these shoes. They're actually being able to buy them because they're not having to drive to the store, go into the Footlocker, actually hope that the shoes on the shelf and their size, they can get online, they can buy them, they can get them quicker and have access to them.And I see that they've made their website and ordering process a lot easier. So it's kind of just one of those things where I like where they're at now. I know they're kind of on a downturn at this moment. I'd be crying, kind of calling a call on a 50% retracement from that previous move. If you look where they went from thirties to sixties, now we're getting in the forties 48, 45 in that range is kind of coming back down here.I think it's just going to be a good, a good time to enter here. And I, and I'm, I'm tight stop loss. Um, I put it right here at this lower channel, 46, uh, 25 is on my radar. So if it, if it alerts me and it gets down there and starts to fail there that I'm going to be out right here. So looking for 50, $52, I, I appreciate the technical aspect of it.Cause I have a hard time, you know, divorcing chart from the narrative and the narrative would be like. I'd be terrified of like supply chain problems. So, yeah. And, and I, and I get that. I get that, but I feel like it hasn't, I think that's going to be next quarter. I think that we're not hitting we're right there.I think there's going to be a, um, I know that you guys have been talking about it on a pre-market prep. I know that I'm feeling it when it comes to like inflation supply issues. When I go to the grocery store, I have young children, I have a lot of needs, different things that you're used to buying brands, things of that nature.And they're just not there. You know, there are certain things and I laughed at my wife. I said, you know what? I figured out that things were going bad is that they didn't have chocolate chip waffles. They had every other waffle in the, in the place. But that one, and I'm like, you know, it made me just as a joke.I, you know, jokingly, I told her, I said, what else is missing? You know, from the aisle, like, what's, what's going on? Like, what are you looking at? How many that you're not that I don't know, like feminine products that I may not be purchasing. So I've been researching them, um, as well. And, you know, looking into, you know, who's going to be hurt by this.Is it like shaving companies, uh, you know, razors, things like that, where people are, um, are they going to be going out and stocking up on these? So is it the opposite? You know, they're going to be a run-up and, um, bodily, uh, toiletries, you know, I think that there's going to be a big thing in toiletries that people are gonna be stuck, not just the food is like, everyone's worried about food and be.Well, we're all gonna be bearded men. Who was it? Who was it? Was it, um, oh shoot. I saw of headline go by to this morning. Was it Nestle? No, it wasn't Nestle. It's Tom, some big international, um, food slash consumer staple conglomerate. I have normally I don't remember who it was. I apologize said that they're not seeing consumers stockpiling.They're not observing that, but I don't remember who sent it though. Shoot, really? Uh, I may have a Nestle. Hold on. Um, uh, I don't, I don't remember who said it. I I'm sorry. No, um, I'm gonna hold it against you. Yeah. I don't know. You mentioned LVS this morning. That was on your radar. Yeah. In earnings tonight.What do you think? Um, what do you think here? Are you long? Are you, what are you saying is going to happen? So LVS is entirely a Macau play, right? You're you're not nothing to do with Las Vegas, nothing near or Las Vegas, right? It says Las Vegas in the name. No Las Vegas. When the company sold their Vegas, they're all in the, um, so that's all that matters.My understanding. Is so, um, we, uh, I listened to a podcast with someone who has lived in Macau for 20 years. Um, and if you, if you've been following the story a couple of months ago, the Chinese government basically came out and said, Hey, we, we, we think we want to like exert more control over all the casinos in Macau.And every casino stock, like took a shit on that. Right. Almost was like a Sans. When you see in the chart, um, what this guy from who's lived in Macau said was he, wasn't totally surprised by it. And I think people's worst fears were that, oh, like, they're just gonna like kneecap the, these casinos. Right. And he, this guy, he was like, basically not, we don't see that being the case.Um, I don't know where Macau stands as far as reopening goes. And like, Qur'an, COVID, I have absolutely no idea if they're better or worse than we are in the U S I know they're much more prone to go into lockdown, but I don't, I don't know where they stand right now. Um, so it seems like the, look, the initial move back, the chart look all ugly, but it, I guess, I, I don't know enough about it to like, want to like stick my neck out and say, oh, it won't be, it won't be, uh, you know, I buy the casinos here.I won't buy them here, but similar to Alibaba ways, this is still the LVS chart. So similar to Alibaba where like, you could look at the chart and say, okay, this looks a little bit silly here is it really, is it really. Should it deserve to be down here. I think there's a case to be made for, for LVS here too.You're like, should, should it really be down here is I think a fair question to ask and I agree. So I'm really big on these. When I see these moves on the chart where you see, okay, it has a day where it should never been at $2 and 53 cents. I wish we were talking about it there together. And then we would be probably buying a whole bunch together, but, um, let's see how it moves up.It, it goes all the way up here to $54 hangs out and then it blasts off. So this is the move I care about. I don't really care about this one here. I care about how it, how it treated $34. It loved this area and it blasts off up here to 90 and came all the way back and then blast off, came all the way back and then not as much of a move to the upside.Uh, we didn't make another high and it hasn't done that each time. Every time it came here, it's made a lower high, if you noticed. So maybe a play to like 52, even though that sounds crazy, but to play to 52, doesn't seem outrageous right now to me. Um, and you have a short stop-loss right here at 32 16, somewhere around there.Keep you give yourself a couple bucks to the downside. I mean, you're looking for a big play to the upside. This is a longer term play. This isn't something that I would say is going to happen overnight. But even if you were to take a flyer on this and they get somewhat of decent earnings. You're going to get a dollar popper.So, you know, maybe in my opinion, that that's easily done on a stock like this, but if it breaks out or breaks down to the downside, you don't have support. It looks like until maybe some key, um, option levels like 25, 30, 35, you know, $5 intervals to the downside, probably. So, yeah. Um, wait, hold the, I, I missed this.I was busy preparing for the streaming stuff, so I did not see this until the charges alerted me to a thanks is Dr. Berg. Um, you would know about this PayPal reportedly is exploring and enjoying a purchase of Pinterest. Can you pull, put poor pins, pull a or art that works through PayPal on pins, Bloomberg reported that PayPal and Pinterest discussed, um, taking Pinterest over for $70 a share hold.I'm not sure. I, I get the synergies there, but it doesn't really matter. I guess they don't care. So Pinterest was halted. It's out of a hot now, right? Yep. That wa

We live in a world dominated by ratings. We generally prefer to purchase 5-star products, read 5-star books, eat at 5-star restaurants, and watch 5-star movies. Why then would you settle for anything less than a 5-star career? Today's guest says you absolutely should not, and offers ways to be your best self at work and in your personal life.In this HRchat episode, we hear from Penelope Przekop, a corporate quality management expert, entrepreneur, and writer. Throughout her 30+ year career, Penelope has worked with numerous Fortune 100 pharma companies, including Pfizer, Merck, Lilly, and Glaxo Smith Kline, and held leadership positions at Novartis, Covance, Wyeth, and Johnson & Johnson.Penelope is the founder and CEO of PDC Pharma Strategy and serves as the Chief Compliance Officer for Engrail Therapeutics.She is also the author of Six Sigma for Business Excellence (McGraw-Hill), four novels: Please Love Me, Aberrations, Centerpieces, and Dust and she has a new book coming out in November called 5-Star Career: Define and Build Yours Using the Science of Quality Management: amazon.com/5-Star-Career-Science-Quality-Management/Questions Include:Let's begin by understanding a bit about you. While struggling to overcome a troubling childhood, become the best version of yourself, and build a career, you began incorporating quality management concepts into your personal thought process at home and at work. As a result, you say you found what proved for you to be “the missing link” between all of your hard work and feeling rewarded. Tell me more.Why do people settle for mediocracy? Is it laziness (too much ‘Netflix and chill' time)? Is it a lack of opportunity? Is it the system keeping us down? Is it something else?Why do you believe one's career is, essentially, what we make of it? Talk to me about the concept of a person's career being a product created by their own process. Share too, how to improve that process by learning to manage all the parts as an integrated, unified whole.In your new book, you suggest it's possible for us to each clearly define what a quality career means. Tell us about that process. As part of that answer, perhaps you can explain what you mean when you explain that a ‘successful career is not just about money and that it's vital to shift one's personal philosophy, mindset, and operating system to support developing it?You stress the critical role data plays in making decisions that can produce a 5-star career. How can data guide us along our career journeys and help us to avoid impulsive leaps and be more honest with ourselves?We do our best to ensure editorial objectivity. The views and ideas shared by our guests and sponsors are entirely independent of The HR Gazette, HRchat Podcast and Iceni Media Inc.  

Celeste Chatman, VP, DEI & Talent Management at FullBloom joins the Learning Unlocked podcast to discuss Diversity, Equity, and Inclusion and share best practices for integrating DEI into the culture of your organization. Celeste outlines the importance of DEI starting with an organization's senior leadership, while also having it be the shared responsibility of every employee in an organization. She provides tips on the best ways to find a diverse pool of candidates for your organization and shares her thoughts on the importance of L&D in developing and retaining employees. Celeste Chatman is an accomplished human resources executive, with more than two decades of experience initiating, developing, and launching talent management strategies. She is passionate about encouraging diversity in the workplace and beyond. Prior to joining FullBloom, Celeste worked for Stride@K12 as director of diversity, equity, & inclusion. Earlier in her career, she held talent-acquisition and diversity roles for both for-profit and non-profit organizations, including Tyco, Allergan, Covance, Prudential, and the Urban Institute. As part of her work, Celeste will chair the company's DEI Steering Committee made up of nine FullBloom employees from across the country. She holds a bachelor of business administration degree from Upsala College and earned her master's degree in industrial-organizational psychology and counseling from Kean University. Learn more about your ad choices. Visit megaphone.fm/adchoices

People with type 2 diabetes are at high risk of developing NASH, increasing their risk of poor outcomes. However, the only way to confirm a diagnosis of NASH is through liver biopsy, so how can we help identify people with NASH? This episode examines the currently available approaches to identifying NASH with Professor Arun Sanyal. For more free education, visit the DKIP website, follow us on Twitter (@dkipractice) or connect on LinkedIn. References: European Association for the Study of the Liver (EASL); European Association for the Study of Diabetes (EASD); European Association for the Study of Obesity (EASO). EASL-EASD-EASO Clinical Practice Guidelines for the management of non-alcoholic fatty liver disease. J Hepatol. 2016 Jun;64(6):1388-402. doi: 10.1016/j.jhep.2015.11.004. Epub 2016 Apr 7. PMID: 27062661. Chalasani N, et al. The Diagnosis and Management of Non-alcoholic Fatty Liver Disease: Practice Guidance from the American Association for the Study of Liver Diseases. Hepatology. 2018;67(1):328-357 Disclosures: Professor Arun Sanyal discloses: Consulting advisor: Conatus, GenFit, Gilead, malinckrodt, Pfizer, Salix, Boehringer Ingelhiem, Immuron, Intercept, Novartis, Bristol Myers, Merck, Hemoshear, Lilly, Novo Nordisk, Terns, Galectin, Sequana, Fractyl, Amra, Albireo, Sanofi, Jannsen, Takeda, Northsea, Owl, Poxel, 89 Bio, Siemens, Ngm Bio, Perspectum, Astra Zeneca, Biocellvia, Regeneron, Genentech, Roche, Madrigal, Inventiva, Albireo, Covance, Prosciento, Histoindex, Path Ai Research grants: Conatus, Gilead, Echosense-sandhill, Malinckrodt, Immuron, Boehringer Ingelhiem, Novartis, Bristol Myers, Merck, Lilly, Novo Nordisk, Fractyl, Owl, Second Genome, Siemens, Madrigal, Inventiva, Covance Royalties: Elsevier, Uptodate Stock: Sanyal Bio, Exhalenz, Akarna, Genfit, Hemoshear, Durect, Indalo, Tiziana, Rivus This independent educational activity is supported by an educational grant from Novo Nordisk A/S. The educational content has been developed by Liberum IME in conjunction with an independent steering committee; Novo Nordisk A/S has had no influence on the content of this education.

While CROs and healthcare have continued to raise awareness about the lack of diversity within clinical trials, actually addressing the issue remains a huge challenge. So, what are companies doing to improve the situation? And what practical steps will be taken to ensure more diverse clinical trials in the future? To find out, we spoke to a panel including three clinical trial experts in a live webinar: Matt Walz, CEO of Trialbee John Reites, CEO of THREAD Stuart Goldblatt, former Chief of Organisational Effectiveness at Covance and a current operational effectiveness & strategy leader. Together, we spoke about decentralised trials, telehealth, engaging rural populations and more. To receive a downloadable PDF of all the event's major takeaways, click here. This is only the beginning of addressing diversity in clinical trials and I'm aware of how important diverse voices are. So, CM Life Science will continue to provide podcasts, articles and webinars on this. If you'd like to get involved or know anyone who would – please get in touch. Our email is cmconversations@charltonmorris.com For more about Elisabeth, your host for this podcast, please visit her profile page.

Well, well, well… how the tables have turned! We spend a lot of time behind the microphone, interviewing guests from all areas of MedTech. But recently, we were invited onto the Project MedTech podcast, hosted by one of our previous guests, Duane Mancini. In addition to being a well-respected thought leader, Duane serves as the Business Development Director at Covance. In this weeks' episode, you'll hear our guest interview with Duane where we talk about the evolution of selling medical technology, offer advice for building your commercial team, highlight pitfalls to watch out for, and more. We're always eager to collaborate with other knowledge-sharing advocates like Duane to enrich the MedTech space. We hope you enjoy this fun example of when worlds collide. In this episode, you'll learn: - Tips for achieving regional market access - The value of using scripts based on proven neuroscience principles - How to reframe your business around the concept of patient empowerment - Why an alarming number of patients aren't aware of new life-changing therapies Plus, we explore why taking ownership of patient flow is no longer optional for providers seeking growth in 2021. Resources and links from the show: Connect with Duane Mancini on LinkedIn Check out Project MedTech The Behavior Change Blueprint Connect with Zed Williamson LinkedIn Connect with Clark Wiederhold LinkedIn The Growth-Driven Practice Series

You're listening to the March episode of 3 Minute 3Rs.The papers behind the pod:1. Novel three-dimensional biochip pulmonary sarcoidosis model. PLoS One https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0245805 2. A new group housing approach for non-human primate metabolism studies. Journal of Pharmacological and Toxicological Methods https://doi.org/10.1016/j.vascn.2020.1069473. The contribution of environmental enrichment to phenotypic variation in mice and rats. eNeuro https://doi.org/10.1523/ENEURO.0539-20.2021Transcript: It's the 3rd Thursday of March and you're listening to 3 Minute 3Rs, your monthly recap of efforts to replace, reduce, and refine the use of animals in research. This month, we've got two refinements to cover – a paper for primates and one for rodents too. But first, let's have some lung chips. [NC3Rs]Despite being first described towards the end of the 19th century, a lot about sarcoidosis remains unknown. The granulomas characteristic of the disease can affect almost any organ in the body, but the lung is most commonly affected, and associated with the highest morbidity and mortality in patients. Pulmonary granulomas can be modelled in animals, but as there is no known specific genetic component, transgenic animals representing the human condition cannot be easily created. Instead, animals are typically pre-sensitised to environmental agents, such as bacteria, and then repeatedly exposed to the same antigens to form granulomas.Using organ-on-a-chip technology, Calcagno et al introduced granulomas, isolated from patient blood samples, to its air-lung interface. They were able to detect macrophages and lymphocytes from the developed granulomas in the interface and inflammatory cytokines being released into the culture media. As well as better understanding the mechanisms behind sarcoidosis, the system can also be used to develop new treatments, with high-throughput potential and AI compatibility. You can read more about the method by following the link in the description.Next up, thinking beyond single housing[NA3RsC] Before new drugs are approved by regulatory bodies, they must undergo testing to understand their absorption, distribution, metabolism, and excretion. This is a key step in assuring their safety and efficacy. Sometimes, when there is no scientific alternative, non-human primates are used for these tests.Traditionally, for metabolism studies animals are singly-housed in cages that limit normal vertical movement & social behaviors which negatively impacts welfare. However, recently, Novo Nordisk, Covance, & other collaborators worked together to design a refined group housing metabolism cage. This cage has extensive advantages such as more space, better socialization, and less stress. Importantly, excretion data from this cage is comparable to the singly housed cages which supports its suitability for future metabolism studies.To read more, see the full paper online.And finally, a reminder that enrichment is a good thing. [LA] Researchers often to want to control as many variables as they can in their experiments. However, providing environmental enrichment is beneficial for the welfare of... See acast.com/privacy for privacy and opt-out information.

Let’s talk about the science behind medical device commercialization! A chemist by training, Duane Mancini is currently the Business Development Director at Covance and has worked for many years with med device startups to help them develop get-to-market strategies. Host of the Project MedTech podcast, he joins us in this episode to give us a detailed breakdown of every step in the commercialization pathway — from regulatory to reimbursement, clinical, and more. In this episode, you’ll learn: The ideal pathway to commercialization for a medical device product Common pitfalls that affect downstream commercialization Why it’s essential to think about your reimbursement strategy early What your sales team needs to actually win market share Plus, we break down fractionalizing, and why it’s the best way to begin structuring a medical device startup company.   Resources and links from the show: Connect with Duane Mancini on LinkedIn Connect with Clark Wiederhold on LinkedIn Connect with Zed Williamson on LinkedIn Visit Project MedTech The Growth-Driven Practice Series The Behavior Change Blueprint Listen to Project Medtech on iTunes

(CAR)T cells, also known as chimeric antigen receptor T cells, have transformed the landscape of cancer treatment. Instead of a standard chemotherapy, CAR-T treatment involves taking a patient's blood cells, engineering them in a lab to specifically attack cancer cells, and then injecting them back in the patient. The advent of in silico and in vitro has propelled our understanding of cancer biology and allowed us to make such leaps in cancer care. In this episode, Dr. Brian McIntosh of Covance describes these cells, how their safety or efficacy are evaluated, explains how these nontraditional precision medicines contribute to the patient’s journey and he shares his thoughts on the future of this type of cancer immunotherapy during this ACT ToxChats.

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano Lagravinese.In questa puntata parliamo di:Roche, Covance, Biotech, Ricerca Finalizzata, Ramdesivir, Car-T.Aziende: Roche, Covance.Nuove terapie: Remdesivir, Tecartus.Patologie: COVID-19, Linfoma a cellule mantellari.Lavoro: CRA, CRA II, Senior CRA.Il mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su:www.telegram.me/pharmapillswww.facebook.com/pharmapills/

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano Lagravinese.In questa puntata parliamo di:Roche, Covance, Biotech, Ricerca Finalizzata, Ramdesivir, Car-T.Aziende: Roche, Covance.Nuove terapie: Remdesivir, Tecartus.Patologie: COVID-19, Linfoma a cellule mantellari.Lavoro: CRA, CRA II, Senior CRA.Il mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su:www.telegram.me/pharmapillswww.facebook.com/pharmapills/

Movement disorder trials have always been demanding. Now, sponsors face an additional challenge: How do you ensure data integrity in the era of remote clinical trials? In this podcast, Bob Dagher, MD, WCG MedAvante-ProPhase’s Chief Medical Officer, addresses this in conversation with Steve Smith, WCG President of Patient Advocacy. This is the fourth episode in our series, “Transforming CNS Trials During COVID-19—and Beyond.”Sponsors planning to restart movement disorder programs need to be clear-eyed and realistic, Dagher counsels. “When it comes to remote assessments, we have to be vigilant and aware of what we can do and also about what we really cannot do.” Some assessments simply cannot be performed remotely. This means sponsors will need to figure out how to account for variability and missing data in their statistical plan before locking the database.FDA guidance on the conduct of trials during COVID-19 helps provide a roadmap. For example, in the case of anticipated missing data the guidance clearly states to capture specific information in the case report form that explains the relationship to COVID-19. But it also requires in-depth scientific and clinically-informed knowledge so that the quality of the data captured isn’t sacrificed as direct result. Accordingly, WCG has been working with clients to tailor remote assessments for sponsors’ trials, yielding assessments that are as close as possible to the in-person versions (minus those particular items that cannot be done remotely).Dagher’s message? “Ensuring data integrity at every step of the process should be the primary guide for any decision-making process when deciding to restart your study.”Prior to joining WCG MA-PP, Dr. Dagher, was the Chief Medical Officer of Cadent Therapeutics in Cambridge, Mass. Before that, he served in many leadership roles at small and large biopharmaceutical and clinical research organizations, including GlaxoSmithKline, Genzyme, Sanofi and Covance, among others. Dr. Dagher has fostered the development of multiple products in different indications and development platforms and advanced several small molecules and biologics across all stages of clinical development. His background includes therapeutic experience in psychiatry, neurology and rare diseases.

  Mark Bayer: [00:00:39] Hey, everyone. This is Mark Bayer. And thanks so much for tuning in to this week's episode of When Science Speaks. Today's episode is brought to you by Bayer Strategic Consulting in Washington, D.C., which helps scientists and engineers get funding, gain influence and build relationships with the stakeholders who matter most.   Lorraine Marchand: [00:00:58] It is such a great pleasure to have Lorraine Marchand on the show today. Lorraine is a life sciences consultant, speaker and educator. She's held executive roles at Bristol-Myers Squibb, Covance, Ocular Proteomics, and Cognizant Technology Solutions and currently leads global R&D at IQVIA. Mark Bayer: [00:01:15] She knows the world of startups firsthand, having founded four companies, and is an expert at showing scientists how to communicate the value of their innovations. Lorraine has helped numerous entrepreneurs successfully commercialize their technologies. I've invited her to be my guest today because of her proven method for successful innovation. It's based on data driven problem solving, followed by solution prototyping. And then, and this is what people very often neglect, it's punctuated by specialization and contingency planning and what she has termed the art of the pivot. "You never fail. You always learn" is one of Lorraine's mantras. And today she's gonna share her insights and best practices. And we're really so fortunate to have her with us to do that. Lorraine holds an MBA from Columbia Business School and the London Business School, Master's from the American University and a Bachelor of Science in Science and Journalism from the University of Maryland. Lorraine, welcome to the show! Thank you so much for setting aside the time in your busy schedule to be with us. Lorraine Marchand: [00:02:22] Oh, Mark, thank you. It's my pleasure because we're going to be talking about my very favorite topic. So this is an easy one for me to get excited about. Mark Bayer: [00:02:32] Great. Great. And, you know, you are an expert in storytelling and effective communication in the startup environment. And many of our listeners are very interested in both of those aspects. You know how to put together a strong narrative, tell the story and in results oriented, jargon-free language of their research. And then also interested in startups, potentially entrepreneurship. And you combine both of those things. And so I'm wondering if to start off, you could provide an example of strategic, well crafted communication of scientific information or technical information. One that sort of is well done and one that's maybe not so successful. Lorraine Marchand: [00:03:14] Mark, I get this question a lot. So thank you for the question. And let's look at a couple examples. First, let me use a simple one everyone can relate to and I'd like to turn things around for just a couple of minutes and ask you a question. OK. Good. Yeah. Mark, what do you like about your smart phone? Mark Bayer: [00:03:40] Well, I think one of the things is that it actually makes me smarter because I can carry in a small package so much information that, you know, I need at my fingertips and then just things that, you know, come up that I want to know a quick answer to. So it's I know people sort of think of it sometimes as some sort of like peripheral like a peripheral brain. And I kind of see it that way, too, like in a small package. I can just, like, have so much information. And that's not even the phone part, which most people don't even you know, it's a kind of almost an afterthought. It's just I just love the fact that I'm able to get so much information and keep in touch with people, too. I guess mostly, you know, by text now. But it's just a great compact way to carry with you the biggest libraries in history. Lorraine Marchand: [00:04:36] Mark, with that answer, you told us a little bit about who you are. What do you care about? And the features and benefits of your phone that matter most. Now, let's examine what you didn't say. Lorraine Marchand: [00:04:52] You didn't open up by saying that you have an iPhone A11 that weighs six point eight four ounces and is six five three inches in size with a six point one inch screen powered by Apple's new A13 bio I.C chip with one hundred and twenty eight gigabytes of storage and dual ultra wide cameras. Lorraine Marchand: [00:05:17] Did you know none of that? No, not at all. Lorraine Marchand: [00:05:20] Why not? Mark Bayer: [00:05:23] It's just that to me sounds like so kind of like just dry and like it's not maybe, you know, like it's not really results oriented. So then the question is so what can you do with that stuff. And that's what I care about. Lorraine Marchand: [00:05:37] Exactly. The technology description fails to communicate what you love about your phone. What kind of experience it gives you and why you chose it over competing products and how you use it. Let's look at a Lifesciences example. I want you to listen to these two pitches and tell me which one communicates the value and attributes of the technology. Here's number one. My lab has been studying the vitreous proteome for 15 years. We have filed patents on our discovery of 10 biomarkers in the vitreous that we believe are associated with wet macular degeneration known as wet HMD. This eye disease causes bleeding in the retina and can eventually lead to blindness. We've developed an assay that demonstrates changes in the levels of these biomarkers before and after the injection into the retina of drugs used to treat this disease. We plan to develop a diagnostic test to predict response and non response to therapies used to treat this eye disease. OK, Mark. Did you get all that? Mark Bayer: [00:07:00] I heard it. I heard some words that I recognized and some that I didn't. I know macular degeneration is very, very bad. And then I heard a lot of other things like assays that I don't usually use or completely understand. Lorraine Marchand: [00:07:15] OK, now let's try this version of the pitch. Eleven million people over age 65, including my mom, have an eye disease called what HMD, which can eventually cause blindness. Doctors have five different drugs to treat that HMD. But the problem is 70 percent of patients don't respond to their treatment. And doctors go through a process of trial and error over many years, trying different drugs to see which one works better. Our solution? We've developed a test used in the doctor's office to help determine whether a patient is responding to their therapy so they can get on the drug that works. I'd like to tell you more about how our technology works and how you can help us get it to the market. Mark, what was different about the two message tracks? Mark Bayer: [00:08:16] You know, it really told the story, and I think it's so important. I love it, Lorraine, that, you know, a lot of times scientists should say, because we're talking about this and obviously our audience, they're told to tell a story or a narrative. It's not necessarily like a story from beginning to end, but it follows like what you were describing, first of all, very accessible language and and using, you know, vivid types of descriptions that everyone can understand, starting with mom but also on top of that talking about the doctor's office. And I just I was able to follow you step by step the entire way rather than getting diverted by words I didn't understand drifting off when you started talking in the first example of some vitreous something or other that really was way over my head. And so I just enjoyed your description - I wanted to get to the end because I was following you every step of the way. I wanted to hear how the story was going to end. Lorraine Marchand: [00:09:21] And that is the point. The first example describes the research and the technology. But it wasn't until the last sentence that we learned something about the application of the technology. Lorraine Marchand: [00:09:34] It is what we call burying our lede. Keep in mind that because of the digital communication world in which we live, the time we now have to capture someone's interest is seven seconds, seven seconds for that investor or strategic partner to decide if they want to tune into our message in the first example. We used our seven seconds to communicate that we've been researching the vitreous proteome for 15 years and have filed patents, 10 biomarkers. Lorraine Marchand: [00:10:15] Is that enough to keep someone's attention? No. Maybe not. Yeah, right. Right, right. Right. Now, in the second example, we learned that 11 million baby boomers have a potentially blinding eye disease, including Mom. So read skin in the game and most don't respond to drugs on the market. We described a problem. We gave it a name, a number, a face and explained our solution in lay terms. So to sum it up, the way we communicate our scientific advances in a way that's compelling and impactful is to start by describing the problem, the unmet need in human terms, using numbers and details for impact. Number two, we explain the solutions in simple terms, people can understand the new iPhone lets me take amazing photos creating memories every day or what the HMD Test may help doctors determine who will respond to treatment and who won't. So they can get patients on the drug that will work for them. And third, the investor. Now that you understand the problem and I've defined our solution. Let me tell you how and why you should invest in helping us bring this differentiated technology to market. Mark Bayer: [00:11:47] What am I supposed to do? Like, what do you want me to do? And it was it's so interesting to have to say, Lorraine, because when I was on Capitol Hill, you know, for during a big part of my career, you know, we always needed to know, OK. You've described the problem. Then what? What do you want us to do? You know, it's that call to action that is just so vital. And it was really interesting and crisp the way that you got to that. Mark Bayer: [00:12:14] Exactly. The call to action? I couldn't have put it better. Mark Bayer: [00:12:18] Now, let me ask you this question that follows sort of from your example. And this is a question that I get a lot. And I'm really interested. I know it would inform our audience to get your perspective on this, which is, you know, the idea that I want to communicate the real world results of my innovation. But I need to be accurate. And I don't want to overhype it. You know, in working in this community of these these amazing, talented, inspiring researchers who are looking to really push the bounds of what's possible and uncovering these discoveries. And it's so exciting at the same time, this training that at the same time this cohort of folks received, to follow the data. Don't overhype, you know, maybe use the passive voice, you know, and always leave open the possibility that what they're working on is not going to turn out the way that they hope. And it's sort of leading down that trail. How do you balance that tension? Lorraine Marchand: [00:13:30] Well, Mark, we all appreciate that every opportunity has a challenge. Every pro, a con, and it's no different in the business of science. Well, we need to clearly state the benefits of our technology and communicate a reason to believe. We also need to address risks proactively and provide fair balance. But we don't stop there because there's always risk. We need to present a mitigation, a contingency plan B. So drawing on our example about the wet HMD diagnostic after our opening pitch, we acknowledge that our program has some risks. Lorraine Marchand: [00:14:18] For example, the samples used to date have been from a sample bank of frozen vitreous. Yet for FDA approval for our test, we need to run a prospective clinical trial to demonstrate that the biomarker changers are consistent and the changes are statistically significant in a large sample size. But we're going to manage this risk, right? So we've got the risk. But now we're going to talk about how we're going to mitigate the risk. We're going to manage this risk in the trial by developing a profile of responders and non responders and then targeting patients subtypes, who we believe will clearly benefit from the test. Mark Bayer: [00:15:03] Yep - you're demonstrating how thoroughly you've got your mind and your arms around this issue and looking at it from all these different angles. So interesting. And so, so specific and helpful and actionable for listeners. I want to shift a little bit to the next question, which is, you know, we know this term alternative facts. You know, it was born in twenty seventeen. Kellyanne Conway first said those words on Meet the Press, but the virus - it's the latest variant of a mutation of a virus that's been with us for centuries and centuries. But when I talk about that sort of meaning, I'll turn to facts or pre-existing biases, they could be based on incomplete or incorrect data, you know, kind of maybe drawing conclusions from a small data set and kind of applying them more broadly when that's not called for. Do you feel like maybe given your extensive experience, expertise in being in these rooms on both sides and teaching about this? You know, when you first of all, when you're thinking about an alternative fact as a kind of a pre-existing bias that your listener may have, is that, you know, how do you see that as an impediment to innovation? And then how do you recognize that you're in that kind of dynamic, kind of facing that sort of belief system, if you will? And how do you recognize it? And then how do you address it? How do you try to overcome it? Lorraine Marchand: [00:16:48] Well, Mark, whenever I'm communicating science or technical content to an audience, especially a lay audience, because as you pointed out, even in my teaching, I often have students who are what I might call tourists of health care, medicine, science. I first do what I call a perception audit. And in a perception audit, I identify with the attitudes, knowledge, biases, perceptions of the audience might be. And then I get them into the open. At the beginning, I worked them into the talk. Lorraine Marchand: [00:17:27] Why? Well, first, by dealing with the perceptions upfront, I reduced distractions during the talk or in the Q&A. Sometimes the perceptions and biases sound unfounded. When you say them out loud, they lose their sting. And secondly, I create through this method empathy with the audience. They feel understood and much more tuned in to my explanation or the facts that I'll present. And I'll give you you an example of a recent example. I was giving a talk a day after the  coronavirus story broke. There was a lot of confusion, misinformation and hype at the time. Some of the misinformation was around the origin of the virus. And I knew members of the audience had heard rumors that the virus was manufactured in a lab and might be a terrorist tactic. I opened the talk by pointing to the rumors and speculation given we knew so little about the virus. Lorraine Marchand: [00:18:39] I said it was completely understandable, but I then went on to reference the data that the Centers for Disease Control had gathered at that point, isolating the virus to the bats sold in the food markets in Wuhan. I explained animal to human transmission of viruses. I reminded everyone of the Saar's outbreak, which is also a coronavirus. I explained how vaccines were developed, why it takes so long, and I could almost see people in the room breathe, relax, nod their heads. Lorraine Marchand: [00:19:16] And afterwards, many came forward to thank me for that simple lesson in virus transmission because I had actually reduced some of their anxiety around this misinformation and these misperceptions that had been in the rumor mill. Mark Bayer: [00:19:34] I have to say, Lorraine, that she's I mean, it's so skilled, sophisticated. Mark Bayer: [00:19:41] I mean, it's what I would expect from a person of your caliber. It's so beautiful to hear and elegant to hear you doing that. Mark Bayer: [00:19:50] And underlying what you said and even the way you described it is you did all these things with genuineness and authenticity, taking these at face value and suspending any sort of judgment about them. And, you know, getting them out in the open, as you point out, you're taking some of the sting out of these things. So well done! And and brilliant, I have to say. And then, of course, you got this response. And I think, you know, just underlying it, the sort of empathy that you were showing as far as taking these concerns seriously must have gone a long way. Lorraine Marchand: [00:20:44] Well, I do believe, Mark, that when you display empathy and people feel understood, you have a much better opportunity of having a dialogue of having influence over them and having a more positive outcome. Mark Bayer: [00:21:02] People need to feel heard. And that can be, you know, that's really a prerequisite that often is ignored. I'm just going to dictate to you or maybe even imply how stupid these things are, how crazy. And perhaps they may be, but you can't, you have to take them seriously to open up that channel, as you pointed out. Lorraine Marchand: [00:21:32] Exactly. Exactly. Otherwise, you have people sort of challenging you throughout the talk and you just don't have their attention because you haven't been able to settle their mind and recognize and honor the view that they have. Whether it's misguided or not, they still need to be recognized. Mark Bayer: [00:21:55] Thank you for that example. So, so important. Now, you're a veteran of launching companies. And so what are the essentials that you feel every entrepreneur should know and should be doing and if possible, things that she should be avoiding in starting a company? Lorraine Marchand: [00:22:17] Sure. So, Mark, the essentials that every entrepreneur needs to know in starting a company. You know, first and foremost, you need to start with feasibility. And the feasibility is an assessment of the risks, the risks of your technology, the financial risks and the market risk. Those are the main large categories. Lorraine Marchand: [00:22:45] And after an honest assessment of those risks, the entrepreneur needs to make a go or no go decision. And so I think that's sort of the first inflection point is to really understand those risks and determine whether it makes sense to continue with a pursuit of this technology and trying to transition it into a company. Lorraine Marchand: [00:23:11] That's essential. Secondly. Lorraine Marchand: [00:23:18] And entrepreneurs, especially scientists, entrepreneurs, oftentimes make this mistake. Lorraine Marchand: [00:23:25] You have to have a strong management team and that management team has to have a track record of success. So I think the scientist has to keep that principle of staffing to your weaknesses in mind and knowing that while you have the scientific acumen, you likely don't have market investing experience or Lorraine Marchand: [00:23:51] financial regulatory acumen. And you have to find the best talent to bring into your entity or into your project so that you are getting as much benefit as you can from having a very talented, well-rounded team, and preferably one that has been down this road before and has been successful. That's number two. Number three. And again, I see physician entrepreneurs make this mistake, too. But having experienced this myself, my guidance is to raise as much money as you can. Early on, too many entrepreneurs are afraid of giving away too much equity early on, and they therefore undercapitalize their enterprise and then find they can't raise the money later. And we have so many examples of that happening around the 2008 recession, depression that we had when the markets were very much opened up. You know, going into twenty nine, 09, 2010, a lot of entrepreneurs held back on maximizing that. And then we went into the Valley of Death for several years and we really saw a spike in the number of ventures that just were not able to get the capital to move forward. So you always have to evaluate the pros and the cons. But my guidance is get the capital while you can. Mark Bayer: [00:25:27] One question about this and really such valuable advice, Lorraine, in the early stages when you are looking, as you point out, you really should be raising as much capital as possible. On the other side, you explain why people can sometimes be hesitant to do that. Are there ways of you know. Mark Bayer: [00:25:49] So would an idea sort of be to try to raise the capital without sort of the dilution, maybe going after grants or other programs, funding from other federal programs, for example, or other things that don't require equity in exchange? Lorraine Marchand: [00:26:04] Yes, absolutely. You want to go from the the mildest form of capital or the non dilutive forms of capital up the ladder, if you will. So to the extent that you can apply for a small business innovation grants from the NIH or the SBA or the other federal agencies, that you have high net worth individuals in your circles or if not high net worth individuals, family and friends who are willing to be early angel investors. Those are obviously the first two forms of capital raise that you want to try to achieve because they are non dilutive or at least with the angel investing, mildly dilutive impact on, you know, once you get up and running, if you're successful, then you're going to need to transition to venture capital and the various levels of venture capital. And yes, you can progress on this ladder in a way that is phased and tranched and appropriate for the growth of your enterprise and also feels comfortable to you. Mark Bayer: [00:27:17] Sure. So I really love how you added that at the end, because that is so important. You know, you've given us so much actionable information and specific information. I'm wondering in the next question if is there anything just thinking about communicating your message to investors now taking that sort of tranche of the communications pie, the audience, you know, segment, that audience segment, let's put it that way. Is there anything that you think either bears re-emphasis from what you talked about previously or maybe something that's a little bit different in degree or kind when you're talking about messaging to investors in particular? Lorraine Marchand: [00:28:04] Yes. And some of it's going to reinforce some of the messages that we've already discussed. But in terms of talking to investors. Number one, remember that investors are looking for a commercially viable product that the market wants that a buyer will pay for, and they want to see a business plan that minimizes exposure to financial, technical and market risk. Number two, they want to see a solid technology that is solving a real problem based on research with the key stakeholders. I always tell my students we don't do innovation in a vacuum. Sitting in the office, we need to get out and talk to at least one hundred customers or other stakeholders that are going to be impacted by our technology in order to prove its merit and to prove that we have somebody who wants our solution. And importantly, that decision maker or that buyer needs to be willing to spend money to fix the problem. And they need to want to spend money on your solution, at least potentially really, really important. If you ask somebody if you'd like this feature or this app on the iPhone, they'll say, sure, if you ask them the question, are you willing to spend fifty dollars a month for this feature, for this app on your cell phone, you might get a different response. Number three, we talked about securing a management team that has succeeded before. And one of the reasons that I emphasize this is because after the solidness of the technology and the de risking, the second thing that investors look for that's the most important to them is investors like management teams who've had a series of successes. So they're going to look at the talent and the track record of the team for be objective and pragmatic decision. Entrepreneurs need to demonstrate that they're not in love with their technology.

John Campbell, Global Head, Corporate Recruiting @ LabCorp/Covance and Ryan O'Donnell, CEO at EmployUs discuss current trends in Talent/HR.

#Scienza, #clinica, #Assobiotech, #CRO, #RegulatoryAffairsDay, #Brexit, #Equita, #CRA, #Renepolicistico, #MolMed, #PPD, #farmaceutico, #Psoriasi, #MedPace, #IQVIA, #Clintec, #terapieinnovative.PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano Lagravinese.In questa puntata parliamo di:Assobiotech, CRO, Regulatory affairs day, Brexit, Rene policistico, Psoriasi moderata-grave.Aziende: MolMed, PPD, MedPace, Clintec, PRA Health Sciences, KCR, ICON, IQVIA, PSI, Parexel, Covance.Persone: Riccardo Palmisano (MolMed), Franco Locatelli (Ospedale pediatrico Bambino Gesù), Giuseppe Remuzzi (Istituto di Ricerche Farmacologiche Mario Negri IRCCS), Giampiero Girolomoni (Clinica Dermatologica Università di Verona).Nuove terapie: Octreotide, Brodalumab.Patologie: Rene policistico, Psoriasi moderata-grave.Lavoro: Clinical Project Manager (Milano), Pharmacovigilance Quality Analyst (Milano), CRA (Roma).Il mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/

#Scienza, #clinica, #Assobiotech, #CRO, #RegulatoryAffairsDay, #Brexit, #Equita, #CRA, #Renepolicistico, #MolMed, #PPD, #farmaceutico, #Psoriasi, #MedPace, #IQVIA, #Clintec, #terapieinnovative.PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano Lagravinese.In questa puntata parliamo di:Assobiotech, CRO, Regulatory affairs day, Brexit, Rene policistico, Psoriasi moderata-grave.Aziende: MolMed, PPD, MedPace, Clintec, PRA Health Sciences, KCR, ICON, IQVIA, PSI, Parexel, Covance.Persone: Riccardo Palmisano (MolMed), Franco Locatelli (Ospedale pediatrico Bambino Gesù), Giuseppe Remuzzi (Istituto di Ricerche Farmacologiche Mario Negri IRCCS), Giampiero Girolomoni (Clinica Dermatologica Università di Verona).Nuove terapie: Octreotide, Brodalumab.Patologie: Rene policistico, Psoriasi moderata-grave.Lavoro: Clinical Project Manager (Milano), Pharmacovigilance Quality Analyst (Milano), CRA (Roma).Il mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/

If you don’t know the nuts and bolts of the current Health and Human Services (HHS) proposal to nix Pharma’s ability to pay pharmacy benefit manager (PBM) rebates, then it’s possible you might want to listen to EP216 with Chris Sloan first. In this episode, we don’t talk much about the impact of the HHS proposal on patient premiums or drug costs. That’s EP216. What we do talk about today is the impact on pharmaceutical companies. We also discuss the drug-buying transaction. Kuo Tong is my guest today. Kuo is a managing director in the life sciences practice of Navigant, focusing on how pharma companies interact with insurance companies and get reimbursement for their drugs. And that’s actually the burning question we aim to answer today: Will Pharma’s interactions with and reimbursement from insurance companies change after this proposed HHS rule goes into effect, assuming it goes into effect? We also talk about what Pharma could and should be doing right now to improve the odds of a smooth transition into a new contracting model.   You can learn more at navigant.com, connect with Kuo on Twitter at @NavigantHealth, or email him at kuo.tong@navigant.com. Kuo Tong is a managing director in the life sciences practice of Navigant and oversees its US Market Access Center of Excellence. He joined the firm in November 2017 to lead a team focused on health economics, pricing, and market access engagements. Prior to joining Navigant, Kuo was the CEO of Quorum Consulting, headquartered in San Francisco, for 21 years. During that time, Quorum was a leading firm helping clients solving policy and access issues with the Centers for Medicare & Medicaid Services (CMS); Blue Cross Blue Shield, commercial, and managed care plans; and other payers and health care delivery systems. Prior to founding Quorum, Kuo was a senior associate at Health Technology Associates (now known as Covance), located in Washington, DC. Prior to entering the consulting field, Kuo was active in clinical and health services research at the University of Pennsylvania School of Medicine and the University of California, Los Angeles (UCLA) Neuropsychiatric Institute. Kuo holds his master’s degree from Johns Hopkins University and a bachelor’s degree from the University of Pennsylvania. 01:54 HHS and better market results as far as Pharma is concerned. 02:56 “Entitlement benefit.” 03:49 How would justifying pharma prices change company behavior? 05:47 “Get back to the business of innovation.” 06:13 Sacrificing broad indications for narrow ones. 08:14 “Branded Pharma raises the price of their branded product ahead of competition.” 08:44 “We’re playing by the rules of the road.” 09:09 “I think we have to … start thinking about a new world order.” 09:34 High-valuation dropping and other trade-offs for a better business model. 10:23 How do you make life science purchasing a win-win? 12:42 Pay to play, PBMs, and short-term vs long-term pharma solutions. 17:15 Are specialty drugs and rare disease drugs the future of Pharma? 17:58 Medicare Part D and Medicaid benefits. 23:50 “The Part D plan itself … for better or worse, they are not the advocate for the patient.” 25:00 Could other contracting models be on the rise? 29:23 What Navigant Health does and what Kuo does over at Navigant Health. You can learn more at navigant.com, connect with Kuo on Twitter at @NavigantHealth, or email him at kuo.tong@navigant.com.

1. Featured Article: Practice guideline update summary: Efficacy and tolerability of new antiepileptic drugs I: Treatment of new-onset epilepsy2. Lesson of the Week: Functional Disorders This podcast begins and closes with Dr. Robert Gross, Editor-in-Chief, briefly discussing highlighted articles from the July 10, 2018 issue of Neurology. In the first segment, Dr. Derek Bauer talks with Dr. Jacqueline French about her paper, a summary of a recent practice guideline on the treatment of new-onset epilepsy. In the second part of the podcast, Dr. David Lapides continues the Lesson of the Week discussion on functional disorders with Dr. Jon Stone. DISCLOSURES: Dr. French has served on scientific advisory boards and consulted for the Epilepsy Foundation, Acadia, Acorda, Adamas, Alexza, Anavex, Axcella Health, Biogen, BioPharm Solutions, Cavion, Cerecor, Cerebral Therapeutics, Concert Pharmaceuticals, Covance, CuroNZ, Eisai, Empatica, Engage, Georgia Regents University, Glaxo Smith-Kline, GW Pharma, J&J Pharmaceuticals, Marinus, MonosolRx, Monteris, Nestle-Health Science, Neurelis, Novartis, Otsuka, Ovid, Pfizer, Pfizer-Neusentis, Sage Therapeutics, Shire, SK Life Sciences, Sunovion, Takeda, UCB Inc., Upsher Smith, Ultragenyx, Xenon Pharmaceuticals, Xeris, Zogenix and Zynerba; has received research support from Alexza, Acorda, LCGH, Eisai Medical Research, LCGH, Lundbeck, Neurelis, Pfizer, SK life sciences, Sunovion, Takeda, UCB, Upsher-Smith, Biogen, NINDS (2U01NS038455-11A1), Epilepsy Foundation, and Epilepsy Study Consortium; has received paid travel to present findings at scientific meetings, present at investigators' meetings, attend advisory boards, or give lectures from Epilepsy Study Consortium, Epilepsy Foundation, International League Against Epilepsy, American Academy of Neurology, American Epilepsy Foundation, Adamas, Biogen, Eisai, Engage, GW Pharma, GSK, Novartis, Otsuka, Ovid, Pfizer, Sage, Sunovion, Takeda, UCB, Ultragenyx, Upsher-Smith, Zynerba, Blackfynn Pfizer, Pfizer-Neusentis, Sage, SK Life Sciences, Sunovion, Takeda, UCB Inc., Upsher Smith,Zogenix, and Zynerba; serves on editorial boards for Lancet Neurology, Neurology Today, and Epilepsy Currents; and serves as President, Epilepsy Study Consortium Chief Scientific Officer, Epilepsy Foundation. Drs. Bauer and Lapides report no disclosures. Dr. Stone receives publishing royalties from UptoDate; runs a free self-help website for patients with functional disorders www.neurosymptoms.org; and carries out regular expert witness work in relation to personal injury and medical negligence.

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano LagravineseIn questa puntata parliamo di:Aziende: Bayer, Monsanto, PPD, Medpace, AIFA, Eli Lilly, Pfizer, Genentech, AOBiome, Novartis, Iqvia, FDA, Cellply, PRA Health Science, Covance.Persone: Jesse Geiger (Medpace).Patologie: cancro.Lavoro: Clinical Team Manager, CRA II.Ogni mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano LagravineseIn questa puntata parliamo di:Aziende: Bayer, Monsanto, PPD, Medpace, AIFA, Eli Lilly, Pfizer, Genentech, AOBiome, Novartis, Iqvia, FDA, Cellply, PRA Health Science, Covance.Persone: Jesse Geiger (Medpace).Patologie: cancro.Lavoro: Clinical Team Manager, CRA II.Ogni mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/

Today we are talking with Rachel Safren. Rachel is a strategic driver and entrepreneur that places an emphasis on design thinking. She has initiated and continues to be involved in numerous projects throughout Charlotte. Rachel is a client business manager for Covance and a volunteer coordinator for Code for Charlotte. The goal of our show today is to demystifying what it means to be a woman in tech.

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano LagravineseIn questa puntata parliamo di:Aziende: AstraZeneca, Aspen, Genenta Science, QuintilesIMS, LabCorp, Covance, PPD, Icon, INC Research, inVentiv Health, PRA Health Sciences, Parexel, BioClinica, Medpace, Premier Research, Teva Pharmaceuticals, Lundbeck, FDA, Amgen, Persone: Pierluigi Paracchi (Genenta Science), Luigi Naldini (Genenta Science) e Bernhard Gentner (Genenta Science), Guido Guidi (Genenta Science), Kenneth C. (Genenta Science), Kare Schultz (Teva Pharmaceuticals), Vytenis Andriukaitis (European Commissioner for Health and Food Safety), Jean-Pierre Bourguignon (European Research Council), Andrea Fontanella (FADOI).Nuove terapie: Mvasi, olaratumab.Patologie: sepsi, Parkinson, cancro, sarcoma.Ogni mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/Hai un dispositivo Apple? Seguici e abbonati al podcast tramite la app iPod http://nelfarmaceutico.link/pharma-apple

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano LagravineseIn questa puntata parliamo di:Aziende: AstraZeneca, Aspen, Genenta Science, QuintilesIMS, LabCorp, Covance, PPD, Icon, INC Research, inVentiv Health, PRA Health Sciences, Parexel, BioClinica, Medpace, Premier Research, Teva Pharmaceuticals, Lundbeck, FDA, Amgen, Persone: Pierluigi Paracchi (Genenta Science), Luigi Naldini (Genenta Science) e Bernhard Gentner (Genenta Science), Guido Guidi (Genenta Science), Kenneth C. (Genenta Science), Kare Schultz (Teva Pharmaceuticals), Vytenis Andriukaitis (European Commissioner for Health and Food Safety), Jean-Pierre Bourguignon (European Research Council), Andrea Fontanella (FADOI).Nuove terapie: Mvasi, olaratumab.Patologie: sepsi, Parkinson, cancro, sarcoma.Ogni mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/Hai un dispositivo Apple? Seguici e abbonati al podcast tramite la app iPod http://nelfarmaceutico.link/pharma-apple

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano LagravineseIn questa puntata parliamo di:Aziende: EMA, Merck, Chiesi, Uniqure, LabCorp, Chiltern, Covance, Avara International, Pfizer, QuintilesIMS, FDA, Celgene, Agios Pharmaceuticals.Persone: Tommasina Iorno (UNIAMO FIMR).Nuove terapie: AMT-060, Idhifa. Patologie: emofilia B, leucemia mieloide acuta.Ogni mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/Hai un dispositivo Apple? Seguici e abbonati al podcast tramite la app iPod http://nelfarmaceutico.link/pharma-apple

PharmaPills - Pillole dal farmaceutico: Novità, Curiosità e Lavoro dal mondo del farmaceutico. A cura di Stefano LagravineseIn questa puntata parliamo di:Aziende: EMA, Merck, Chiesi, Uniqure, LabCorp, Chiltern, Covance, Avara International, Pfizer, QuintilesIMS, FDA, Celgene, Agios Pharmaceuticals.Persone: Tommasina Iorno (UNIAMO FIMR).Nuove terapie: AMT-060, Idhifa. Patologie: emofilia B, leucemia mieloide acuta.Ogni mercoledì alle h 12.00 su Spreaker.com e iTunes.Seguici su: www.telegram.me/pharmapillswww.facebook.com/pharmapills/Hai un dispositivo Apple? Seguici e abbonati al podcast tramite la app iPod http://nelfarmaceutico.link/pharma-apple

Oligonucleotide therapeutics are all medications that utilize RNA- or DNA-based techniques as the effective entity. The nonclinical development of these therapeutics presents unique challenges and these are discussed here with Drs. Sven Korte from Covance, Brian Vuillemenot from Genentech and Scott Henry from Ionis Pharmaceuticals, all experts in oligo therapeutic development.Disclaimer: The views and opinions expressed in this podcast are those of the guest speakers and do not necessarily reflect the official policy or position of the American College of Toxicology. For the College’s policy on the ethical treatment of animals in research, please see our comprehensive policy statement at www.actox.org.

What do the Red Hot Chili Peppers, Kanye West, Johnny Cash, The Black Crowes, Slayer, Jay Z, James Blake, Dixie Chicks, Tom Petty and the Heartbreakers, Black Sabbath, Slipknot, Metallica, AC/DC, Aerosmith, Weezer, Linkin Park, The Cult, Neil Diamond, The Avett Brothers, Adele, Mick Jagger, System of a Down, Rage Against the Machine, Audioslave, Sheryl Crow, ZZ Top, Lady Gaga, Shakira, Ed Sheeran, Damien Rice, Eminem, and just about every other world-famous band or musician you've ever heard of have in common? They were all produced by today's podcast guest: Rick Rubin, the American record producer and former co-president of Columbia Records.  In 2007, MTV called Rick "the most important producer of the last 20 years", and the same year he appeared on Time's 100 Most Influential People in the World list. Rapper Dr. Dre has stated that Rubin is, "hands down, the dopest producer ever that anyone would ever want to be, ever." But Rick has a personal passion outside of music that many people don't know about... ...health, nutrition, fitness and biohacking. And in this episode, in which Rick and I sit on his back porch, watching a relaxing sunset after a hard morning of Laird Hamilton's pool workout, we have an intense discussion about veganism vs. Paleo, Rick's weight loss journey, and much more. During our discussion, you'll discover: -The little-known Ayurvedic pulse taking technique Rick used to find out he need to "drink more bone broth"...[16:10] - Why Rick thinks an ice bath is very much like eating meat...[26:25] -How Rick lost 131 pounds by eating animal protein...[29:45] -Why Rick took an entire week to eat one steak...[28:56] -What legendary Ironman coach and physician Dr. Phil Maffetone told Rick to do for diet and exercise, and how Rick modified it...[37:35 & 41:05] -What a typical day is like for Rick...[54:25] -How Rick uses "transcendental meditation", and his insight into neurofeedback for the brain...[57:20] -Rick's unique dietary and supplementation routine he uses each day...[60:35] -The one herb Rick uses each day to decrease hunger and sugar cravings...[68:00] -Rick's standing workstation setup...[68:55] -Why Rick uses a projector instead of a television or computer to watch movies at night...[73:45 ] -The audio track that Rick falls asleep to each night...[76:30] -What is it that drives Rick to live the life he lives...[79:30] -And much more! Resources from this episode:  - - -Don Wildman's "" article from Esquire magazine -Phil Maffetone's "" - - -The full recipe for Rick's Stim-Stem Shake Espresso        Ice to desired texture - -The herb Rick uses to -The Rick uses under his standing workstation - - -The powder that Ben uses -Below is the Natural Calm Magnesium reply that Ben mentioned regarding heavy metals: In regards to the Arsenic levels that Labdoor has decided to use, it is from a proposed limit over 10 years that was NEVER approved or accepted. The current established level for Arsenic is 10mcg/day. Why Labdoor decided to use a never approved or accepted proposal in unclear. In regards to the Natural Calm supplement, here is Natural Vitality's official statement on it: "The simple truth is that Natural Calm both meets its potency label claim and is well within the No Significant Risk Levels for arsenic and in fact is less than 10 percent of California’s Prop 65 stringent safe threshold levels. This has been consistently scientifically validated by third party test results from top American testing labs as part of standard Good Manufacturing Practices. While testing results commissioned by Labdoor, when correctly interpreted, align perfectly with our results, their report contains a number of distortions which provide both a highly inaccurate picture and a disservice to consumers. We believe Labdoor is attempting to use our well-deserved, award-winning reputation to inflate their importance. Apparently their business model involves casting themselves as a “trusted source” by creating sensationalized stories to drive traffic to their website with the objective of creating profit from advertising sales and, interestingly, sales of supplements. Factual Flaws Labdoor’s Natural Calm test size was over two and a half times our recommended serving size but they did not factor that into their analysis. When correctly interpreted our results read: Magnesium was 346 mg, about a 1% variance from our label claim of 350 mg. Arsenic was .7992 of a microgram. Less than 8% of the California Prop 65 No Significant Risk safe threshold. Labdoor was approached regarding their misinterpretation of the results and asked to retract their press release, send out a corrected press release and update their website. However, Labdoor refused to admit wrong doing of any kind and continues to assert the virtue of their inaccurate position. At this point, both through the correct interpretation of the assay provided to us from Labdoor and our retest of the lot in question, Natural Calm has been clearly shown to be accurate both in terms of label claim and in following California’s Prop 65. The laboratory used by both Labdoor and Natural Vitality was the highly regarded Covance laboratories. Covance’s interpretation of test results (both Labdoors and ours) validates our position in terms of label claim and purity. Additional information is available at Natural Vitality customer service if desired (info@naturalvitality.com). Having cleared the record with scientific facts, we now consider this matter closed." I would be happy to provide you with the Certificate of Analysis that we had performed on an actual servings size instead of the 10.66g that Labdoor used, which is 2.5x our suggested serving size. -The you can use before bed at night for minerals  -The at DharmaSeed.com -  -  -  -The Ben recommends for muscle gain  -The Ben recommends for muscle gain -The  Ben recommends for muscle gain Do you have questions, comments or feedback for Rick or me? Leave your thoughts at  and one of us will reply!

Scott has plenty to say when it comes to leadership and what makes a company grow. Listen in as he tells us why he’s passionate about motivating leaders and high performers to perform better, what some of the traits essential to good leadership are and why we shouldn’t do anything we’re not excellent at.Biography As Managing Partner of Newport Consulting and a Consulting Principal with DSG, Scott’s primary focus is helping organizations implement their growth strategy. For 20 years, he’s specialized in aligning executive teams on their growth strategy, sales model and in the planning of their transformation initiatives. As part of the implementation, he facilitates workshops with client thought leaders and creates client-specific playbooks and tools for new Sales Processes, Sales Messaging and Sales Leadership Practices. In launching sales transformation initiatives, Scott is able to command the large stage in a Worldwide or National Sales Meeting or in more localized training events focused on a manager with their territory team. Every month he holds 1-1 coaching sessions with sales managers across NA, LATAM, EMEA and APAC to provide advice in driving change and building effective strategies for Accounts, Opportunities, Pipeline Management and Forecast. He has served 150 unique clients and provided consulting and training in 40 countries. These programs have been enterprise-wide and global in their implementation scale, providing extensive cross-cultural involvement throughout North America, EMEA, Latin America, and Asia Pacific. Information Technology: Aspect, BEA, Comverse, Fair Isaac, Finacle, INTTRA, eBay Inc., HP, Jack Henry, NICE, Teradata, Webtrends, Fujitsu

IT Services: Infosys, NIIT, Trianz, Wipro, Softtek

Industrial & Manufacturing:Honeywell, Gilbane, General Dynamics

Healthcare/Life Science: Ansell, Cardinal Health, Covance, McKesson, GEHC, Siemens, Thermo Fisher Scientific, Spacelabs

Business Services: Accenture, Adecco, Amdocs, Capgemini, Korn/Ferry, LinkedIn, and Gartner. See acast.com/privacy for privacy and opt-out information.

Today in FirstWord:

The implied health benefits of antioxidants are strong in the minds of consumers. Stephen Daniells talked to Covance’s Darryl Sullivan, associate director, scientific affairs on what tests are available, where we stand on cell-based tests, and what industry needs to do to ensure the antioxidant integrity of its products.