Stacy Lindborg

We had an autologous cell therapy.

This was a microcap company.

It was a very different understanding of, you know, really our existence and how we continue to advance an amazing product.

I went there as head of global clinical development and then was asked to step in as, as co-CEO in advance to that.

And I, I think it really gave me familiarity with the breadth of stakeholders.

that one needs to balance and communicate with.

And as you're thinking about as a CEO, and it really then prepared me when I was asked to consider my current role.

So it was, it was really a natural evolution and it felt like any big problem.

If you can break it down into what's needed, what do I bring as a strength?

What am I going to not know?

We'll always have things we don't know.

And how am I going to seek advice and get input?

And it then feels like it's a doable assignment, which we all want to succeed and add value.

And I definitely felt prepared for it.

In my last role, I was sharing a job.

I was working with a phenomenal partner with a very...

established business sphere or expertise, a broad network, a lot of things that really made us very complementary.

And I think even now at Immunon, I have a partner, an executive director who was CEO for 13 years and a very different and complementary set of experiences, a very trusted relationship both of them have been.

So I think I came in and I mean, I even think about my own leadership,

style.