Stacy Lindborg

I think it plays in significantly.

And I, you know, as I look across my career, I would say starting out, you know, a degree in statistics is a very core job.

There is a broad

need, but it's focused on direct application.

So, you know, when I think about designing experiments, knowing how to interpret data, knowing how to understand what the FDA expects, there are so many aspects where you can actually bring innovation and bring precision and efficiency to the drug development side.

When I think about even some of the more interesting kind of perspectives, like when I was in the R&D strategy role at Lilly, my knowledge of how the company made decisions for an individual product at a protocol review committee, you're optimizing a product.

As a company, we were trying to optimize a very broad portfolio.

And because I understood what it was like to hear a governance committee have a decision around how do we optimize this indication, this

you know, this protocol, a string of protocols, and then step back and look at how do you optimally produce as many products as possible.

I actually realized we were answering and solving for the wrong problem.

It turned out to be a great nature paper, that publication that followed a really preeminent nature manuscript that Stephen Paul, who was head of R&D, really, it

encompassed learnings of productivity through the lens of drug development over many years for Lilly and had some really great collaborators as authors.

I came in kind of at the tail end, but you know, at the end of the day, we have to be able to grapple with uncertainty.

When you think about as a CEO, you have to be able to know where your risks are.

A lot of that is inherent with Bayesian thinking and ultimately being able to truly

parse out assumptions,

really look at, you know, the historical evidence for things that maybe influence your decisions.

I mean, decision theory alone oftentimes is bringing out assumptions that maybe we have in our heads, but we aren't verbalizing.

And you, you think about putting a team together and the way the conversation goes.

I mean, I think, you know, again, there's a core component that's so critical.