Seth Howard

We're not big on titles, but when I need a title, I usually use Executive Vice President of Research and Development.

But really what that means is I'm responsible for making sure that we are developing what the healthcare community and the patients that they serve need, both today and in the future.

So there's a few elements of that.

One is clinical research is quite complicated.

And so we've built this network, one of the newer parts of the network.

We actually call it discovery.

That's the component that helps bring life sciences into that ecosystem.

What that means is if you're a life sciences organization and maybe you're bringing a new oncology drug to the market, you need to find patients who are a good candidate to test that drug.

during the stage two, stage three trials.

Historically, that's been quite focused on a small number of academic medical centers, which leaves a lot of patients in community hospitals or rural communities potentially left behind.

And so our goal has been to create a more democratized access to clinical trials for the entire Epic community.

who's participating in that discovery platform.

And so those trials can identify the patients that are good candidates, whether they're at an academic medical center or at a community hospital, and then the providers are able to access those treatment options, offer that to the patient, and enroll them in those trials with much less friction.

I'm in a group of people that are business leaders in the Wisconsin area.

And when I've described our way of

operating.

And our primary metrics are really, are our customers happy and successful?

And if the answer is yes to those, everything else follows, including the financials.

Folks have said, gosh, that's really how everyone should operate.

It's probably not impossible, but I do think it'd be really tough to move from a world, especially a publicly traded company, where your responsibility in a large part is to the financial outcome for your shareholders.