Stacy Lindborg

And I think it really taught me how much I loved that intersection between business and science.

And then another pivotal role was really getting to look at the portfolio and be accountable for R&D strategy and actually sit with

John Lechleiter at the time was CEO.

And I sat at their executive leadership in a week-long, long-range plan where we were plotting the years, what we called YZ, which was when we would lose a lot of patents of drugs that had Y's and Z's in their names.

And actually talking about how we would reinvigorate the company and the investments and how we would survive that.

And those are

really formative experiences early in my career that caused me to be open then to future opportunities.

I looked at every job that I was offered at Lilly, which, again, a real strength for them was that they, unsolicited, would come and give new opportunities.

I never found that I had to go advocate and ask for ways that I could grow and contribute.

And so I really kind of looked at every opportunity, again, first half of my career.

Can I learn?

Can I contribute?

And will I grow?

I think that that really just continued to open, you know, different doors.

And I went from Lilly to Biogen.

So every company got smaller and smaller.

You know, it's interesting.

My time at Biogen offered, you know, insights into broader, bigger teams, lots of functions.

When I joined my previous company, Brainstorm Cell Therapeutics,

You know, I was getting exposed to different modalities.