Dr. Peter Attia

You're really the CEO of the system.

You're really the CEO of the system.

Were you nervous? I mean, when they called you and said, you've got the job, was there a moment where you thought, have I bit off more than I can chew? This is a huge responsibility.

Were you nervous? I mean, when they called you and said, you've got the job, was there a moment where you thought, have I bit off more than I can chew? This is a huge responsibility.

Because you're an outsider, you were an alum, but you weren't coming up through the ranks as the CEO of the hospital or something.

Because you're an outsider, you were an alum, but you weren't coming up through the ranks as the CEO of the hospital or something.

So tell me about the budget of UCSF. Because it's a state school, presumably California provides what fraction of it?

So tell me about the budget of UCSF. Because it's a state school, presumably California provides what fraction of it?

So what's the benefit of being a UC?

So what's the benefit of being a UC?

So in that sense, you and Stanford aren't that far apart.

So in that sense, you and Stanford aren't that far apart.

Show me the P&L on those things there. So NIH is bringing in how much? Oh, gosh. Percentage-wise, roughly.

Show me the P&L on those things there. So NIH is bringing in how much? Oh, gosh. Percentage-wise, roughly.

A third of the revenue for general operations is coming out of the NIH overhead. And then clinical revenue.

A third of the revenue for general operations is coming out of the NIH overhead. And then clinical revenue.

Okay. And then philanthropy is some direct, some into the endowment where you're living off the interest.

Okay. And then philanthropy is some direct, some into the endowment where you're living off the interest.

And that's basically what your revenue streams are, those four things.

And that's basically what your revenue streams are, those four things.