Sophia15:37
Right now, it's amazing that you mentioned that because I was going to ask you what advice you would have for young people that are looking to get into the biotech industry and to become authentic leaders like you. But not just what you've said. I think through the research that we've done and... you're truly inspirational. Just listening to you and from what I know about you, but how do you become so bold? So... it started out as an April Fool's joke actually. So let me be fully transparent, come clean with the audience here. It was less bold than serendipity. There was a... and Sarah, you'll hear me use that word a lot because opportunity knocks. You need to know when it's knocking, you need to recognize it because it knocks not infrequently, and you need to catch it when it knocks and go for it. In this case, there was a brilliant... in his full glory, he was a brilliant analyst of the biotech industry, of companies, and by the way he was a physician and a musician as well. I believe he was a violinist, so he got my mom's talent, I didn't. Very unfair. He and I had a warm relationship. One day, out of the clear blue sky, he wrote a note about our company, Acorda, my company. He put my headshot at the top of it, which is almost unheard of, extremely unusual in an analyst note, and there was a big red arrow pointing at my hair. Ron Cohen, and he put... well, my email lit up, my text lit up, everyone's writing, 'Come on, really?' It just became because he was so well published, everyone followed him, so everyone knew about him. My investors were calling. This was in March of that year. My head of communications came up to me and said, 'Hey Ron, we came up with this idea.' I wish I could claim the idea, but it was his idea. He said, 'I had this idea. We should spoof Mark with a new Twitter handle for you: @RonCohensHair.' I burst out... wrong codes hair. You'll see that's my photo. You talk about lighting up. I had reporters calling and tweeting. I was working out that morning, it was early in the morning, and all of a sudden I see my Twitter feed go off, and it's a reporter who's well known saying, 'Is this seriously you?' Then it got a lot of attention, and I realized it's real, it's fun, it's a bit of an homage to Mark who I respect and like very much, so why don't we keep it? We kept it from there, and it obviously is a bit distinctive. When he passed... it's amusing, it's fun, it's human, and it's me. So let's keep it because one of the other things I've learned is, I forget who said this, there's a wonderful quote: 'Don't take life too seriously, you'll never get out of it alive.' I thought, if you can amuse people a little bit, they see it, it brings a little smile, great, and then we can talk about serious things while we're at it.
Now you're exactly right. Thank you. I am laughing so hard I'm actually crying, and that doesn't usually happen. So I appreciate the humor that you bring. And now I'm going to tap into your scientific brilliance. So can you... I was so enthralled by everything I'd learned. I learned by doing and making 12 mistakes a day if not more, and then you just learn. I didn't get an MBA, but I got my practical MBA. At one point or another, I did pretty much every job in the company, whether it was going under the hood, business development, communications, clinical, regulatory, quality, and so forth. I was enthralled by all that, and I decided to go back to neurology in my way because I always loved neurology, and as I said, you know where I got it from. It was such a desperate area of medicine. This is back in 1993, at the end of '93 when I started working on it. We incorporated in '95. It took a year and a... Parkinson's and other neurological diseases. We've had quite a journey over the last 25 years. We started out with nothing. It took five years to get venture financing, so I bootstrapped. Ultimately raised about eight million dollars in the first five years through various means from individual investors and then a business deal and so on. But it took us 15 years from that point to get our first drug developed and approved. That was a drug called Ampyra, still on the market. It improves walking ability for people with multiple... in various conditions including as I mentioned Parkinson's, MS, epilepsy, one for heart failure which was a little off the beaten track for neurology. Two of them have so far come out the other side. A few of them just failed outright for various reasons, whether it was safety or efficacy or both. That's the nature of the industry. For every 10 drugs that actually make it into human trials, it takes about 5,000 molecules, just one of which gets to a human, and then one in 10 on average make it out to be a developed approved drug. So we're two for nine now, so we're doing a little bit better than the odds. Of the whole patent system and the way it's adjudicated, I should mention the same patents were upheld in Europe, which gives you a sense of the arbitrariness of the system. We lost the patents, we lost most of our revenue from the drug, so we've had to restructure a number of times since then. But fortunately we got a Parkinson's drug which is an inhaled form of levodopa that came out of Bob Langer's lab at MIT. It is a vital drug for people with Parkinson's whose medicines wear off before their next dose and then they go back with their symptoms for an hour, sometimes an hour and a half. We launched that in March of 2019. Of course we were out for a year, we had all kinds of reimbursement issues, other issues just to get our footing. We started getting our footing, things looked like they were really coming back, and then COVID hit. So we're still struggling with that, but the drug is out there. We get lots of grateful patients talking about it. Even Ampyra has held up against generic competition better than you would have expected, better than most people expected. It's because we have always taken very seriously that everyone in this company is practicing medicine. I tell that to everyone, I don't care what your title is. That entails always thinking about what is best for the patient. It doesn't mean you always get to the ideal because given our system and its complexities, you can't. But you do your best to try and to inform your decisions keeping that in mind along with the other many, sometimes conflicting, responsibilities that you have as a public company.
Wow, I mean extremely well said. I think even going on your website, I remember I saw that you adhered by the policies of value in terms of diversity and inclusion, but even bigger than that. Obviously your company's headquartered here in New York State, which of course is a growing biotech cluster. But what... wow, I don't know an easy answer to that. On some level, at a major level, it needs to be done locally with every company. Every leadership team and CEO, every board of directors needs to get religion, if you will, about this. It's a lot better than it used to be. When I served as chair of the board at BIO, which is the Biotechnology Innovation Organization, I created the Diversity and Inclusion Committee of BIO, and that is going strong. We've had a number of initiatives really to help do exactly what you're saying, which is to spread the gospel of diversity. Providing the newest, the best, the greatest new therapies in a continual way and a progressive way to patients. Those patients are diverse, it's the whole population, it's everyone. The talent pool that we draw from has to be equally diverse because talent is everywhere. Frankly, you have all these different communities of people out there who identify in different ways. They may all identify as Americans, which is wonderful. They may all identify as human beings, but then they also identify as women, as people of color, as people of different gender preferences, different sexual preferences, whatever it... all can benefit from them. Don't we need to be informed about what is specifically important to those communities, not just what is generally important to everybody? The only way you really get at that is to have those representatives in your company who are passionate about your company's mission and passionate about bringing it to those communities from which they arose.
Yep, I couldn't agree with you more. Again, extremely well said. I like the continuity between your work at BIO and what you instill in your own company and what you also amplify to the external world. Right, so you have to think globally but act locally. It starts with whatever company policy. People will... I don't think you know... ultimately is taken to be routine but is very far from routine in the beginning. Sometimes you need a kick start, sometimes you need to force people to experience it. The trick is, how do you do it in such a way where you don't build so much resentment that it's counterproductive? So it's a bit of a balancing act. At the end of the day, I think we in the industry, and particularly the leadership of the industry, have a lot of responsibility here to go out and get our fellow companies, our fellow leaders, to understand this and to practice these things.
Yeah, I agree with you. Dr. Michelle... so as we wrap up, I just have two questions. I'll call it a question and a half. So, are there any emerging technologies that you're excited about and why?