Diogo Rau

Pushkin

Pushkin

I think I have that reputation of being unusual. At least I like to try to do things a little bit differently.

I think I have that reputation of being unusual. At least I like to try to do things a little bit differently.

Yeah, yeah. You worked in the tech industry for how many years? I worked in the tech industry, well, really my whole life. But the last 10 years before I came to Lilly, I was at Apple. And before that, I was doing other kinds of technology work at McKinsey. And before that, I was in the startup world. So I've really spent my whole life in technology.

Yeah, yeah. You worked in the tech industry for how many years? I worked in the tech industry, well, really my whole life. But the last 10 years before I came to Lilly, I was at Apple. And before that, I was doing other kinds of technology work at McKinsey. And before that, I was in the startup world. So I've really spent my whole life in technology.

Well, yeah, and that's the way a lot of these things start. There was a recruiter that I worked with who gave me a call and said, hey, I've got this opportunity. It's in life sciences. And I was like, I've never done anything in life sciences before. He's like, that's okay. So I look at the spec and the spec is, it's pretty interesting. So I'm like, okay, it's worth a phone call.

Well, yeah, and that's the way a lot of these things start. There was a recruiter that I worked with who gave me a call and said, hey, I've got this opportunity. It's in life sciences. And I was like, I've never done anything in life sciences before. He's like, that's okay. So I look at the spec and the spec is, it's pretty interesting. So I'm like, okay, it's worth a phone call.

And then I meet our CEO and our head of HR, and like, these people are really nice. And so that's like the second thing that I notice is that they're really, really, really nice. And that's a big difference, by the way, coming from versus the tech world. Happy to say a little more about that.

And then I meet our CEO and our head of HR, and like, these people are really nice. And so that's like the second thing that I notice is that they're really, really, really nice. And that's a big difference, by the way, coming from versus the tech world. Happy to say a little more about that.

And then I start talking to our head of research and development about some of the problems that we're trying to solve in life sciences. And I realized, wow, this is like a fascinating space. I kind of thought that like everything exciting in the world was happening in tech. And then I came to realize, no, actually, there's a lot of exciting stuff that's happening outside of just the tech world.

And then I start talking to our head of research and development about some of the problems that we're trying to solve in life sciences. And I realized, wow, this is like a fascinating space. I kind of thought that like everything exciting in the world was happening in tech. And then I came to realize, no, actually, there's a lot of exciting stuff that's happening outside of just the tech world.

Well, the number one thing that I actually saw was actually the nice people part. But you know, the second thing that I noticed was really long time scales. Like the size and the duration of things is just beyond belief. My first executive committee meeting in 2021, we were talking about a revenue forecast that was for 2030. And that's nine years out.

Well, the number one thing that I actually saw was actually the nice people part. But you know, the second thing that I noticed was really long time scales. Like the size and the duration of things is just beyond belief. My first executive committee meeting in 2021, we were talking about a revenue forecast that was for 2030. And that's nine years out.

In tech, looking like 18 months out in revenue is ridiculous. Wait, so when you see that, what's your reaction? Oh, it's BS. There's no way we can predict our revenues for nine years from now. And of course, now I realize that I'm in here, that there are a lot of things that you can predict. And it is actually very predictable. It's a big bet. And if it works, you'll hit it.

In tech, looking like 18 months out in revenue is ridiculous. Wait, so when you see that, what's your reaction? Oh, it's BS. There's no way we can predict our revenues for nine years from now. And of course, now I realize that I'm in here, that there are a lot of things that you can predict. And it is actually very predictable. It's a big bet. And if it works, you'll hit it.

But it's much less volatile. It's, these timescales are crazy though, because like at our last executive committee meeting right before the break, we were talking about a product launch. I'll ask you a question. When, guess when our product launches that we were talking about in December? Well, now that you've primed me, it's going to be five, six, seven years. No, 2036. Oh, my God.

But it's much less volatile. It's, these timescales are crazy though, because like at our last executive committee meeting right before the break, we were talking about a product launch. I'll ask you a question. When, guess when our product launches that we were talking about in December? Well, now that you've primed me, it's going to be five, six, seven years. No, 2036. Oh, my God.

And I can guarantee you there are zero tech companies right now talking about what they're going to launch in 2036. Yeah, yeah.

And I can guarantee you there are zero tech companies right now talking about what they're going to launch in 2036. Yeah, yeah.