Dr. Bryan Hartley

And I guess he'd had a couple of beers at that point. He was fuzzy enough that he connected those two ideas together. And he said, what if I put a floating jacuzzi ball into the bladders of women to stop them from getting UTIs? And he went home and got a piece of graph paper and wrote the provisional patent. That ended up becoming the core IP to the company.

And I guess he'd had a couple of beers at that point. He was fuzzy enough that he connected those two ideas together. And he said, what if I put a floating jacuzzi ball into the bladders of women to stop them from getting UTIs? And he went home and got a piece of graph paper and wrote the provisional patent. That ended up becoming the core IP to the company.

So he brings this idea to me and immediately I try to kill it and he's got a good answer for the first objection. And so I attack it from another direction and he defends again and I attack from another direction and he surprises me, tells me things I've never heard.

So he brings this idea to me and immediately I try to kill it and he's got a good answer for the first objection. And so I attack it from another direction and he defends again and I attack from another direction and he surprises me, tells me things I've never heard.

So he brings this idea to me and immediately I try to kill it and he's got a good answer for the first objection. And so I attack it from another direction and he defends again and I attack from another direction and he surprises me, tells me things I've never heard.

realized never heard before which is that there are companies that have put bladder drug delivery products into the bladder patients can have a very large object in their bladder and have it sit there comfortably and the problem's enormous and i didn't know any of those things and so after six weeks of trying to kill this guy's company i failed and you know my head kind of drops i go ah damn it all right he and i decided to start the company together and that became watershed

realized never heard before which is that there are companies that have put bladder drug delivery products into the bladder patients can have a very large object in their bladder and have it sit there comfortably and the problem's enormous and i didn't know any of those things and so after six weeks of trying to kill this guy's company i failed and you know my head kind of drops i go ah damn it all right he and i decided to start the company together and that became watershed

realized never heard before which is that there are companies that have put bladder drug delivery products into the bladder patients can have a very large object in their bladder and have it sit there comfortably and the problem's enormous and i didn't know any of those things and so after six weeks of trying to kill this guy's company i failed and you know my head kind of drops i go ah damn it all right he and i decided to start the company together and that became watershed

Oh, you know, Peter Thiel's got this book called Zero to One. And in it, he talks about how a company that is not formed with a solid base is doomed from the beginning. So, I mean, I took this process very seriously. I'd also come out of Stanford's program and they... famously have teams that form of four people. And in the beginning they say, you know, we're going to split it equally.

Oh, you know, Peter Thiel's got this book called Zero to One. And in it, he talks about how a company that is not formed with a solid base is doomed from the beginning. So, I mean, I took this process very seriously. I'd also come out of Stanford's program and they... famously have teams that form of four people. And in the beginning they say, you know, we're going to split it equally.

Oh, you know, Peter Thiel's got this book called Zero to One. And in it, he talks about how a company that is not formed with a solid base is doomed from the beginning. So, I mean, I took this process very seriously. I'd also come out of Stanford's program and they... famously have teams that form of four people. And in the beginning they say, you know, we're going to split it equally.

Each of us has a quarter of the company. And then if it goes anywhere, there's usually two people that do that actually work on the product and the other two stop and it creates a whole bunch of team problems. So I was very sensitive to this. Meanwhile, think of it, think about it from his standpoint. He's got this great idea.

Each of us has a quarter of the company. And then if it goes anywhere, there's usually two people that do that actually work on the product and the other two stop and it creates a whole bunch of team problems. So I was very sensitive to this. Meanwhile, think of it, think about it from his standpoint. He's got this great idea.

Each of us has a quarter of the company. And then if it goes anywhere, there's usually two people that do that actually work on the product and the other two stop and it creates a whole bunch of team problems. So I was very sensitive to this. Meanwhile, think of it, think about it from his standpoint. He's got this great idea.

He knows a secret the rest of the world doesn't know, which is how big this market is, how desperately they want a solution and a really cool approach. And he's done me for six weeks. So how on earth do you trust a person you just met with any part of your company? So the negotiations were sensitive.

He knows a secret the rest of the world doesn't know, which is how big this market is, how desperately they want a solution and a really cool approach. And he's done me for six weeks. So how on earth do you trust a person you just met with any part of your company? So the negotiations were sensitive.

He knows a secret the rest of the world doesn't know, which is how big this market is, how desperately they want a solution and a really cool approach. And he's done me for six weeks. So how on earth do you trust a person you just met with any part of your company? So the negotiations were sensitive.

We ended up coming pretty close to a, I think the smartest thing we did was we said, what are the roles in the company? You know, there's a clinical role, there's an R&D role, there's a technical development role, there's a fundraising role. What do we think each of these roles is worth from an equity standpoint? And what do we think each one of us can carry?

We ended up coming pretty close to a, I think the smartest thing we did was we said, what are the roles in the company? You know, there's a clinical role, there's an R&D role, there's a technical development role, there's a fundraising role. What do we think each of these roles is worth from an equity standpoint? And what do we think each one of us can carry?

We ended up coming pretty close to a, I think the smartest thing we did was we said, what are the roles in the company? You know, there's a clinical role, there's an R&D role, there's a technical development role, there's a fundraising role. What do we think each of these roles is worth from an equity standpoint? And what do we think each one of us can carry?