Jonathan Palmer

That's a fantastic, fantastic summary.

Maybe just thinking about, you know, the business as a whole, how do you guys work differently from maybe a traditional venture firm?

I mean, is there any friction for entrepreneurs or founders, you know, who come to a corporate venture arm versus a more traditional?

I mean, I guess maybe what are some of the pluses or minuses from your model versus maybe the more traditional venture space?

No, well said.

Maybe just thinking about it, you've been at the helm for well over a decade.

I'm sure you've seen a changing of the guard in Burke leadership.

How do you manage those transitions?

Because I imagine that's something that must come up every once in a while.

Well said.

Maybe just switching gears here, you know, if we think about the last couple years, you know, we had a...

We had a very interesting cycle of investments during the pandemic.

I think when we saw some down rounds in the venture community, we've returned to, I think, a more normalized environment in the last year or two.

We saw some, I don't know if I would call them digital health, but some platform companies go public this year.

What have been some of the key learnings from your perspective through that cycle?

You made an interesting point right there about pharma wanting scale.

As we think about that and you think about those four quadrants that you guys are really focused on, where is that easiest and where is it hardest to drive scale for pharma?

So that's an interesting point.

You know, as I think about AI, that's been the topic du jour for the last year plus here.

How do you guys think about it?