Dr. Bryan Hartley

Yeah. But here's what I would say. Daniel's son was pissed at Miyagi for making him paint the fence, but he was learning a skill that he didn't know he was learning. And to me, that is what biodesign was doing with us with the brainstorming.

Yeah. But here's what I would say. Daniel's son was pissed at Miyagi for making him paint the fence, but he was learning a skill that he didn't know he was learning. And to me, that is what biodesign was doing with us with the brainstorming.

Yeah. But here's what I would say. Daniel's son was pissed at Miyagi for making him paint the fence, but he was learning a skill that he didn't know he was learning. And to me, that is what biodesign was doing with us with the brainstorming.

I do think about the work that went into that program. I'll just say I'm incredibly grateful for it. One of the things that I struggled with, though, is that I left surgical residency and really feeling like you had climbed to the top of a relative hierarchy. And then you go into that program and you realize you are starting over, not even as an intern, as a medical student.

I do think about the work that went into that program. I'll just say I'm incredibly grateful for it. One of the things that I struggled with, though, is that I left surgical residency and really feeling like you had climbed to the top of a relative hierarchy. And then you go into that program and you realize you are starting over, not even as an intern, as a medical student.

I do think about the work that went into that program. I'll just say I'm incredibly grateful for it. One of the things that I struggled with, though, is that I left surgical residency and really feeling like you had climbed to the top of a relative hierarchy. And then you go into that program and you realize you are starting over, not even as an intern, as a medical student.

And that is a huge shock to the system. You have to completely start over at zero and climb a new sort of S curve of competency. And, you know, for most surgeons who would try this, you're in your mid to late 30s at this point, that's a big lift to do that again. And I would just let everybody know that that's what they're in for if they want to do it.

And that is a huge shock to the system. You have to completely start over at zero and climb a new sort of S curve of competency. And, you know, for most surgeons who would try this, you're in your mid to late 30s at this point, that's a big lift to do that again. And I would just let everybody know that that's what they're in for if they want to do it.

And that is a huge shock to the system. You have to completely start over at zero and climb a new sort of S curve of competency. And, you know, for most surgeons who would try this, you're in your mid to late 30s at this point, that's a big lift to do that again. And I would just let everybody know that that's what they're in for if they want to do it.

Well, out of Biodesign, they encourage you, if you have a good idea, to try to pursue it a little bit on your own. And we had an idea that was around the unmet need of really bad thoracic pain after surgery. You know, pain control is famously very difficult for surgical patients. And if you have bad pain control, your intestines don't work. You don't breathe fully. You get pneumonia.

Well, out of Biodesign, they encourage you, if you have a good idea, to try to pursue it a little bit on your own. And we had an idea that was around the unmet need of really bad thoracic pain after surgery. You know, pain control is famously very difficult for surgical patients. And if you have bad pain control, your intestines don't work. You don't breathe fully. You get pneumonia.

Well, out of Biodesign, they encourage you, if you have a good idea, to try to pursue it a little bit on your own. And we had an idea that was around the unmet need of really bad thoracic pain after surgery. You know, pain control is famously very difficult for surgical patients. And if you have bad pain control, your intestines don't work. You don't breathe fully. You get pneumonia.

There's lots of downstream complications. And so we had a clever solution for it. And the reason our solution, or the reason we had an unmet need was because the existing solution, which was long acting local anesthetic, Xperel, was priced really high. It was priced appropriately for its value, but it was priced very high.

There's lots of downstream complications. And so we had a clever solution for it. And the reason our solution, or the reason we had an unmet need was because the existing solution, which was long acting local anesthetic, Xperel, was priced really high. It was priced appropriately for its value, but it was priced very high.

There's lots of downstream complications. And so we had a clever solution for it. And the reason our solution, or the reason we had an unmet need was because the existing solution, which was long acting local anesthetic, Xperel, was priced really high. It was priced appropriately for its value, but it was priced very high.

So anyway, we go into this development, we prove a couple of things in animals, and then we go do our IP diligence. And it turns out that Xperel's patents are going to expire in three years. That killed the company. And that was a really useful experience for us because the unmet need, the reason the market was there was because there were people that could not afford an existing solution.

So anyway, we go into this development, we prove a couple of things in animals, and then we go do our IP diligence. And it turns out that Xperel's patents are going to expire in three years. That killed the company. And that was a really useful experience for us because the unmet need, the reason the market was there was because there were people that could not afford an existing solution.

So anyway, we go into this development, we prove a couple of things in animals, and then we go do our IP diligence. And it turns out that Xperel's patents are going to expire in three years. That killed the company. And that was a really useful experience for us because the unmet need, the reason the market was there was because there were people that could not afford an existing solution.

But once the IP expired, generics were going to flood the market, the price was going to come down, our unmet need was going to evaporate. So we would be just in time to have wasted all of our time. And so seeing that down the down the road, we just decided to fold it up and we actually gave back the money that we had been given to pursue the idea.

But once the IP expired, generics were going to flood the market, the price was going to come down, our unmet need was going to evaporate. So we would be just in time to have wasted all of our time. And so seeing that down the down the road, we just decided to fold it up and we actually gave back the money that we had been given to pursue the idea.