David Southwell

And we need to be able to explain it in a way that works for, you know, PhD MDs and for people like me, if I were an investor.

So you need to be able to explain it to your kid or your dog or whatever it is.

And that is, you know, if you have a few months and maybe you have a,

you know, someone like you on the other end and I can explain it to you.

It'll take you and me a month to get there.

We only had, we frankly had a few business days and then we were flying out to San Francisco and we needed to be able to explain it.

And it was something that completely changed the game for this company.

So, you know,

That's a challenge.

Luckily, it was good news.

I mean, I've also had situations where, you know, you're heading out to JP Morgan and all of a sudden you've got a patient that's got a problem or you've got a clinical trial that has failed and you're like, whoa, do I just like get off the plane or what do I do?

I think what's fascinating is what nobody talks about or people don't tend to talk about in this business, which is the business element of what we're doing.

At the end of the day, biotech companies tend to be science experiments that spend investors money and then hope that they're going to get taken out by a pharma company, or maybe they turn profitable.

And the real question is from a business perspective, other than the science,

What is it that we all need to be thinking about that is going to bite us that we're not seeing?

Going back to the beginning of the conversation, what is the bullet that's going to hit us?

And it may not be a science bullet.

It may not be something that we think is a big issue.

And starting off in a company, it's often about the science.

But as you grow, it becomes more about the business.