Dinakar Singh

it struck me that we need to do things in parallel processing, not serial processing.

If there are five interesting ideas, let's do all five at the same time and see which ones work, not do one at a time and go A, B, C, D, E, F, G. So basically what we drew up was a pretty aggressive vision.

Early on, it was giving money to people like Columbia, et cetera.

And we did a set of motor neuron institute there with

someone who wanted to fund ALS as well, and quite similar diseases in terms of some of the impact.

But it occurred to us that academia, while very important, was never going to go and develop a drug.

And so we really had to create a virtual company.

So the thought then was hire some scientists, get some amazing advisors together to really help be our brain trust, and then sit down every so often with Ever and say, what do we need to do to go and move this ball down the field?

And then go and do it, whether we pay someone at a company or we give a grant or whatever.

But give money, get it done, move on every front at the same time, and then keep coming back and saying, okay, what did we learn?

What did we learn?

Let's go on to the next thing.

Now, all that takes a lot of money.

My father would joke that for the straight hour kid, I developed the world's most expensive drug habit.

I was a partner in Goldman.

And look, at some point, I would have left anyway.

In reality, at some point, if you love investing, you want to go and just do it in its own pure form.

But it certainly occurred to me at that point that given all this, it was time to get going.

One, because of course, I'm passionate about investing and I wanted to build a great firm.

But second, because the value of doing that right now and the dollars that could come from it right now could save my daughter in a way that if I waited five years or three years or two years, it wouldn't.