WEBVTT - Building a Company that Builds Companies

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<v Speaker 1>Pushkin. One of the most interesting, most important companies in

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<v Speaker 1>the world right now is Maderna, this little biotech company

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<v Speaker 1>that almost nobody had ever heard of until a couple

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<v Speaker 1>of years ago. This company built on the wild idea

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<v Speaker 1>of making mRNA and putting it into people's cells. This

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<v Speaker 1>company has suddenly delivered COVID vaccines to hundreds of millions

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<v Speaker 1>of people, including full disclosure to me. And maybe the

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<v Speaker 1>most interesting thing about the story of Maderna is that

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<v Speaker 1>it doesn't start with the founding of the company back

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<v Speaker 1>in twenty ten. It starts ten years earlier with the

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<v Speaker 1>founding of another company, a company called Flagship Pioneering. Flagship

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<v Speaker 1>Pioneering is a company that makes companies. Flagship has created

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<v Speaker 1>dozens of companies, several of which have gone public. Pretty

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<v Speaker 1>much all of them have something to do with biology,

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<v Speaker 1>and they tend to be pretty out there. Companies using

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<v Speaker 1>bacteria as medicine, Companies trying to figure out how farms

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<v Speaker 1>can do more to pull carbon dioxide out of the atmosphere,

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<v Speaker 1>and of course, companies trying to figure out all the

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<v Speaker 1>things you can do with RNA, companies like Maderna. I'm

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<v Speaker 1>Jacob Goldstein and this is What's Your Problem, the show

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<v Speaker 1>where I talk to entrepreneurs and engineers about how they're

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<v Speaker 1>going to change the world once they've solved a few problems.

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<v Speaker 1>My guest today is Nubar Afaan. He is the founder

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<v Speaker 1>of Flagship Pioneering and the co founder of Maderna. And

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<v Speaker 1>the problem I wanted to talk with Nubar about is

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<v Speaker 1>the problem he started Flagship to solve. How do you

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<v Speaker 1>turn the unstructured, chaotic way that most entrepreneurs start companies

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<v Speaker 1>into a repeatable, systematic process and what can we learn

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<v Speaker 1>about that From the story of Maderna, the origins of

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<v Speaker 1>Flagship Pioneering new Bar's company, the company that started Maderna.

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<v Speaker 1>They go back to the beginning of his career as

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<v Speaker 1>an entrepreneur. He saw at the time that venture capitalists

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<v Speaker 1>had a sort of unfair advantage over entrepreneurs like him

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<v Speaker 1>because they got to see into so many different companies

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<v Speaker 1>all getting built at the same time. I was interested

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<v Speaker 1>in the model that venture capitalists used, and what I

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<v Speaker 1>observed in the early phase of my career is just

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<v Speaker 1>how smart all these people seemed. And yet after a

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<v Speaker 1>while I realized, well, they're two they can't all be

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<v Speaker 1>that smart. And it occurred to me that they had

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<v Speaker 1>seen so many attempts at this, with so many different

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<v Speaker 1>people of different backgrounds, compositions of teams that were only experienced,

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<v Speaker 1>only inexperienced the science the IP strategy in the markets.

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<v Speaker 1>So when you take it all together, they were learning

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<v Speaker 1>at a massive, massive rate that which entrepreneur need to

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<v Speaker 1>learn but never can learn in one go round. And

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<v Speaker 1>so I thought, why can't the knowledge assembly practice, experimenting

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<v Speaker 1>and failing and learning be available to an entrepreneur. So

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<v Speaker 1>all of those things kind of combined in getting me

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<v Speaker 1>interested in this notion that what if there was a

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<v Speaker 1>structure where entrepreneurs such as myself could take experience they

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<v Speaker 1>had gotten, let's say, in one in one instance, but

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<v Speaker 1>then started diversifying it and learning in parallel, and then

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<v Speaker 1>got really good at it. And those are the things

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<v Speaker 1>that led to the conception of Flagship in two thousand.

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<v Speaker 1>Starting a company that starts companies almost seems like cheating

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<v Speaker 1>in a weird way, Like when you get the genie

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<v Speaker 1>in the bottle and you get three wishes, it's like

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<v Speaker 1>wishing for more wishes, right, you know, I've never seen

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<v Speaker 1>a story which starts with you know, some Genie offered

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<v Speaker 1>somebody three wishes, and the first wish was another Genie bottle. Yeah,

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<v Speaker 1>it's a little poll have been a smart answer, Yeah, yeah,

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<v Speaker 1>that would have been a smart answer. So it really

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<v Speaker 1>is a kind of a curious thing as to why

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<v Speaker 1>people don't do it. And I can trace it back,

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<v Speaker 1>especially back in the twenty five years ago, to the

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<v Speaker 1>fact that the field of entrepreneurship was a relatively young field.

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<v Speaker 1>Early on, it was this kind of mystical activity, and

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<v Speaker 1>you had certain personalities that kind of were able to

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<v Speaker 1>raise money and govern, you know, create teams. There's a

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<v Speaker 1>whole mythology, right, It's like the like Hero's journey, right

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<v Speaker 1>where there's this one person who has a vision that

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<v Speaker 1>nobody else believes in and only they can build the company.

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<v Speaker 1>I mean, I feel like what you're building is sort

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<v Speaker 1>of the antithesis of that. Well exactly, entrepreneurship as an

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<v Speaker 1>activity today is today used to be and hasn't changed

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<v Speaker 1>so much. Is very much improvisational. There's a lot of

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<v Speaker 1>kind of almost a romantic side to it. There is chaos,

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<v Speaker 1>and there is this struggle to survive. And while all

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<v Speaker 1>of those things are really good, kind of spices in

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<v Speaker 1>a meal. It is the meal in entrepreneurship. There is

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<v Speaker 1>nothing else you don't point to, and we're developing products

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<v Speaker 1>and we're solving on meth needs. Those things almost become

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<v Speaker 1>kind of the boring part of the story that people

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<v Speaker 1>want to fast forward through that part of the episode.

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<v Speaker 1>So it did occur to me, in thinking of parallelyzing this,

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<v Speaker 1>that actually all those parts can benefit from being more efficient,

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<v Speaker 1>more effective, more predictable, and more planful. If there's this

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<v Speaker 1>idea that you can build a system to create companies

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<v Speaker 1>and that the system maybe ultimately can work better at

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<v Speaker 1>least better in some settings, let's say, than the sort

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<v Speaker 1>of visionary entrepreneur. What does that say about you in particular?

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<v Speaker 1>Like can you build such a good system that you

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<v Speaker 1>personally become replaceable? Oh? Yeah, that's my goal. So you

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<v Speaker 1>are set up this company, Flagship Pioneering to solve the

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<v Speaker 1>entrepreneurship problem. But how does it actually work and how

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<v Speaker 1>did it lead to the creation of Maderna? That is

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<v Speaker 1>after the break. Now we're going back to the show.

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<v Speaker 1>So in the first part of the conversation, Nubar and

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<v Speaker 1>I were talking abstractly about this problem he set out

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<v Speaker 1>to solve how do you shift entrepreneurship starting companies from

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<v Speaker 1>this mythological hero's journey into a repeatable, systematic process. In

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<v Speaker 1>the next part of the conversation, Nubar gave me an answer.

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<v Speaker 1>He told me the story of Maderna as a case

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<v Speaker 1>study for how flagship pioneering his company has started to

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<v Speaker 1>solve this problem, has started to create a system for

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<v Speaker 1>creating new companies. The story of Maderna starts in twenty

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<v Speaker 1>ten when Nubar had a meeting with a Harvard scientist

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<v Speaker 1>who was studying m RNA. mRNA, by the way, is

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<v Speaker 1>a molecule that basically tells cells in the body what

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<v Speaker 1>protein to make. I could researchers had been experimenting with

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<v Speaker 1>mRNA for a while by this point, but they kept

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<v Speaker 1>hitting problems when they tried to find clinical applications. And

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<v Speaker 1>in the middle of this meeting with the Harvard scientist,

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<v Speaker 1>Newbar thinks if we could make mRNA in the lab

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<v Speaker 1>and inject it into the body, the results could be incredible.

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<v Speaker 1>We could use mRNA to tele a patient cells what

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<v Speaker 1>to make. So I come back from the meeting and

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<v Speaker 1>I talked to some of the team here and we say, hey,

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<v Speaker 1>let's launch an exploration, and it starts as an act

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<v Speaker 1>of imagination. It is not an active reason. And in fact,

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<v Speaker 1>one of my side i'd say, kind of, I won't

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<v Speaker 1>call it ran. Yeah. A side rant would be the

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<v Speaker 1>degree to which our education systematically discourages the use of

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<v Speaker 1>imagination in creating the world we want to create, versus

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<v Speaker 1>relying overly on analysis and reason as the only way

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<v Speaker 1>to make progress. You want to try and be unreasonable

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<v Speaker 1>to some extent. We need to be unreasonable in order

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<v Speaker 1>to come up with leaps that eventually seem reasonable. So,

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<v Speaker 1>in the case of what will become maderna, you have

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<v Speaker 1>this unreasonable idea, let's use mRNA to get the body

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<v Speaker 1>to make drugs inside the body. You start this first step,

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<v Speaker 1>this thing you call an exploration, which means which means

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<v Speaker 1>what you have this small team studying the state of

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<v Speaker 1>the art, going out and talking to experts about this idea,

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<v Speaker 1>and what kind of reactions are you getting from the experts.

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<v Speaker 1>So the way that you react is to say, the

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<v Speaker 1>RNA will be washed out of the body in ten minutes,

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<v Speaker 1>How are you going to make proteins for weeks? How

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<v Speaker 1>are you going to get into the right cell types

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<v Speaker 1>by the way, there's all sorts of other immune reactions

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<v Speaker 1>you're gonna have to deal with, how are you going

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<v Speaker 1>to make it? Nobody ever designed and made Arnie, And

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<v Speaker 1>so all those selection pressures causes you, causes us very

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<v Speaker 1>specifically to go back and try to come up with

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<v Speaker 1>ways to overcome those let's say, dogumatic objections to based

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<v Speaker 1>on the present state of the art. And so because

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<v Speaker 1>you might say, we why don't you just ignore them

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<v Speaker 1>and just go into lab and do it. And the

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<v Speaker 1>reason it turns out for us anyways, that we find

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<v Speaker 1>that these initial hypotheses become refined and refined and refined

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<v Speaker 1>before we want to go in and spend the money

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<v Speaker 1>building a company. That's a really important thing. We don't

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<v Speaker 1>build just any company. We build companies that have gone

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<v Speaker 1>through a significant upfront set of iterative refinements. That's a

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<v Speaker 1>process of a couple of months. It's a handful of people,

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<v Speaker 1>three four people, and it's a couple of months, and

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<v Speaker 1>we iterate, iterate, iterated internally until we get to a

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<v Speaker 1>point by the fall where we say, you know what,

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<v Speaker 1>we're going to make a go of this, because that

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<v Speaker 1>we think we have a good sense of the range

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<v Speaker 1>of things that have to be right for this to work.

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<v Speaker 1>We can test for them, and we don't start the company.

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<v Speaker 1>We actually start what we call a protocompany. Okay, that's

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<v Speaker 1>the first phase. Okay, what is a proto company? So

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<v Speaker 1>a product company is a prototype of a company, just

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<v Speaker 1>like you make prototypes of every product that you make.

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<v Speaker 1>But remarkably, there is no such thing as a prototype

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<v Speaker 1>of a company. People just make companies. And a product

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<v Speaker 1>type of a company is where, just like in a

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<v Speaker 1>regular product, you get to beat it up and try

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<v Speaker 1>to kill it. And that's exactly what we do. And

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<v Speaker 1>so is it called Maderna Yet you have this idea

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<v Speaker 1>and it's like proto Maderna. No, it's ls eighteen is

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<v Speaker 1>the product company? Say it again. LSA teen is the

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<v Speaker 1>name of the entity that got incorporated to become eventually

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<v Speaker 1>if things went forward, Maderna. Why light, Oh, it's the

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<v Speaker 1>eighteenth such thing we did. Okay, it's the eighteenth proto

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<v Speaker 1>company you had ever made, exactly and today we're at

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<v Speaker 1>number ninety as an example, why do you do that?

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<v Speaker 1>Why do you give it just a number at that stage? Oh,

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<v Speaker 1>you know, when you're trying to create an institution instead

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<v Speaker 1>of behaviors. One of the things that I knew literally

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<v Speaker 1>on day one going into creating this whole thing in

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<v Speaker 1>two thousand was that people hang on to their ideas

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<v Speaker 1>and emotionally almost romantically connected them and they never can

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<v Speaker 1>kill them. And I wanted to create a safe zone

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<v Speaker 1>during which the question was, what is the falsifying experiment

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<v Speaker 1>that will kill the hypothesis so that we don't go forward. Well,

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<v Speaker 1>guess what if you give something a name, worse yet,

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<v Speaker 1>a name you really like, your pet, dog's name, some

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<v Speaker 1>Greek god's name, whatever, Well you try to kill it.

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<v Speaker 1>So you give it a number instead of a name

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<v Speaker 1>to make it easier to kill. Disposable exactly. But anyway,

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<v Speaker 1>I should say put our companies for us are like

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<v Speaker 1>a one to two million dollars six months to twelve

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<v Speaker 1>months plus minus process. It is not a license to

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<v Speaker 1>hunt for the next three years and ten million dollars.

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<v Speaker 1>That's a very important discipline. So a key part of

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<v Speaker 1>doing that is to decide what are the key experiments

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<v Speaker 1>that you want to do first in order to try

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<v Speaker 1>to kill it. We needed to convince ourselves that we

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<v Speaker 1>can actually make things and try them in animals and

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<v Speaker 1>have them make a protein. There's notion that. Now we

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<v Speaker 1>go around saying m RNA is the code of life,

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<v Speaker 1>and we can put it in and we can make

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<v Speaker 1>any protein we want. Yeah, two billion dollars later we

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<v Speaker 1>could do that. But on the early days, nobody had

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<v Speaker 1>shown that you can actually make the correct protein folded

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<v Speaker 1>the correct way in animal models, not to humans yet,

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<v Speaker 1>and so we need to convince ourselves of that. We

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<v Speaker 1>did work on that in small animals mice, and then

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<v Speaker 1>we had to believe is that we could actually somehow

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<v Speaker 1>formulate these things so they can get into cells. A

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<v Speaker 1>year or so nine months, a year of experimental work

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<v Speaker 1>that we engaged with within the context of LSA teen,

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<v Speaker 1>which was renamed a couple of months later Maderna. As

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<v Speaker 1>we started getting ourselves up and running, I just want

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<v Speaker 1>to I just want to pause. So ls eighteen, I

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<v Speaker 1>have the number, right, remember number, that's the point, right,

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<v Speaker 1>LSA teen becomes maderna. But at that time you're not

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<v Speaker 1>even thinking of vaccines yet, is that right? Well, let

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<v Speaker 1>me say this thing. We thought of every possible use

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<v Speaker 1>you could make of every kind of molecule, so vaccines

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<v Speaker 1>was definitely on tables of things we could do. But

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<v Speaker 1>by no means did our preliminary analysis suggest that we

0:13:15.676 --> 0:13:19.156
<v Speaker 1>should do vaccines, let alone only vaccines. And the reason

0:13:19.396 --> 0:13:23.916
<v Speaker 1>was because our dream, our imagination had us making any

0:13:23.956 --> 0:13:27.516
<v Speaker 1>protein in the body, and a relatively small subset of

0:13:27.516 --> 0:13:30.356
<v Speaker 1>the proteins that are made in the body is actually

0:13:30.436 --> 0:13:33.516
<v Speaker 1>for vaccines, and so we were working on cancer and

0:13:33.836 --> 0:13:37.356
<v Speaker 1>we were dreaming of cardiovascular disease. So the vaccine part

0:13:37.516 --> 0:13:40.956
<v Speaker 1>was a transition that started happening three to four years

0:13:41.036 --> 0:13:43.196
<v Speaker 1>into the development of the company, A long time. A

0:13:43.236 --> 0:13:46.676
<v Speaker 1>long time into the company, oh for sure, and probably

0:13:47.316 --> 0:13:50.436
<v Speaker 1>a good billion dollars of capital having gone into it

0:13:50.716 --> 0:13:53.996
<v Speaker 1>before now. Back in twenty fourteen thirteen, when we started

0:13:54.036 --> 0:13:57.396
<v Speaker 1>going down this path, of course, it was a pretty crappy,

0:13:57.436 --> 0:14:00.316
<v Speaker 1>for lack of a better word, marketplace because vaccines were

0:14:00.356 --> 0:14:03.716
<v Speaker 1>the domain of two or three pharma companies that had

0:14:03.716 --> 0:14:07.796
<v Speaker 1>a complete monopoly over the space. The development and regulatory

0:14:07.956 --> 0:14:11.796
<v Speaker 1>approval of them was extremely slow, very very costly, and

0:14:11.876 --> 0:14:13.956
<v Speaker 1>at the end you couldn't charge much for them. So

0:14:14.196 --> 0:14:16.556
<v Speaker 1>the reason the biotech industry, I think it'd be hard

0:14:16.556 --> 0:14:20.396
<v Speaker 1>pressed to find biotech companies that worked on vaccines was that,

0:14:20.756 --> 0:14:24.516
<v Speaker 1>And so investors, capital providers simply didn't want to go

0:14:24.596 --> 0:14:27.756
<v Speaker 1>there because it was generally written off as an area

0:14:27.836 --> 0:14:31.036
<v Speaker 1>for major innovation, but we weren't. We didn't really care

0:14:31.036 --> 0:14:33.396
<v Speaker 1>as much about that because all we wanted was the

0:14:33.436 --> 0:14:37.236
<v Speaker 1>proof of principle in humans that this could even be done.

0:14:37.316 --> 0:14:40.476
<v Speaker 1>You wanted that would work, yeah, in humans, yea. And

0:14:40.516 --> 0:14:44.076
<v Speaker 1>so in twenty fourteen, going into fifteen, we entered our

0:14:44.116 --> 0:14:48.236
<v Speaker 1>first clinical trial with two quite ironic people haven't quite

0:14:48.236 --> 0:14:51.116
<v Speaker 1>realized this yet, ironic in what I would say, two

0:14:51.716 --> 0:14:55.436
<v Speaker 1>strains of influenza that had not previously been in humans,

0:14:55.916 --> 0:14:59.196
<v Speaker 1>for which we wanted to make a prophylactic vaccine in

0:14:59.316 --> 0:15:08.996
<v Speaker 1>case someday they jump from birds or swine into humans. Basically, yeah, exactly.

0:15:09.116 --> 0:15:11.556
<v Speaker 1>So we just took a very safe road, tried it,

0:15:11.596 --> 0:15:14.436
<v Speaker 1>and sure enough we showed in the first instance that

0:15:14.436 --> 0:15:17.916
<v Speaker 1>that first attempt to humans could make neutralizing anybody's to

0:15:18.036 --> 0:15:20.716
<v Speaker 1>both of those trains, and we felt like, Okay, at

0:15:20.796 --> 0:15:22.716
<v Speaker 1>least we know we can make proteins and that they

0:15:22.796 --> 0:15:26.796
<v Speaker 1>do what we say, David, that's five years into it. Great. So,

0:15:26.876 --> 0:15:31.116
<v Speaker 1>because of all of this, because of the decade you'd

0:15:31.116 --> 0:15:34.516
<v Speaker 1>spent figuring out how to build a company that builds companies,

0:15:34.876 --> 0:15:38.836
<v Speaker 1>and then the years after that turning an idea into

0:15:38.996 --> 0:15:42.116
<v Speaker 1>LS eighteen, into Maderna into a company that makes vaccines.

0:15:42.156 --> 0:15:47.116
<v Speaker 1>Because of that whole twenty year arc, you're ready, essentially

0:15:47.196 --> 0:15:52.556
<v Speaker 1>when this new virus emerges at the end of twenty

0:15:52.876 --> 0:15:58.436
<v Speaker 1>nineteen to very quickly make a COVID vaccine exactly that

0:15:58.676 --> 0:16:02.196
<v Speaker 1>we worked for many, many years to put this platform

0:16:02.276 --> 0:16:07.876
<v Speaker 1>into existence. In a minute, the Lightning Round, including new bars,

0:16:07.916 --> 0:16:11.716
<v Speaker 1>tips for solving hard problems, and one weird trick for

0:16:11.836 --> 0:16:22.876
<v Speaker 1>knowing when to shut down a company or a proto company. Okay,

0:16:22.956 --> 0:16:25.076
<v Speaker 1>let's get back to the show. We're going to close

0:16:25.076 --> 0:16:27.756
<v Speaker 1>with the Lightning Round. What's one piece of advice you'd

0:16:27.756 --> 0:16:31.596
<v Speaker 1>give to someone who's working on a hard problem. Work

0:16:31.836 --> 0:16:34.836
<v Speaker 1>both from the present forward, that is, from what you

0:16:34.916 --> 0:16:38.636
<v Speaker 1>know to solve something, and also work future backwards, which is,

0:16:38.636 --> 0:16:41.316
<v Speaker 1>imagine the problem already solved and see if you can

0:16:41.396 --> 0:16:44.636
<v Speaker 1>back trace how you got there. Good. Okay, Two more,

0:16:45.796 --> 0:16:49.036
<v Speaker 1>do you have any rules of thumb for knowing when

0:16:49.076 --> 0:16:54.476
<v Speaker 1>to shut down a project? Not uniform rules, but I

0:16:54.516 --> 0:16:58.276
<v Speaker 1>think that you have to keep the resistance up resistance

0:16:58.356 --> 0:17:02.396
<v Speaker 1>meaning pressure in order for the team to conclude that

0:17:02.956 --> 0:17:08.276
<v Speaker 1>they're going through more and more complicated rationalizations using longer

0:17:08.276 --> 0:17:10.876
<v Speaker 1>and longer sentence is to justify whether its state life

0:17:11.236 --> 0:17:13.596
<v Speaker 1>sentence length is a good is a good heuristic? I

0:17:13.676 --> 0:17:15.596
<v Speaker 1>like that. And by the way, that's one of the

0:17:15.596 --> 0:17:18.756
<v Speaker 1>biggest misunderstood things in the startup world is that more

0:17:18.796 --> 0:17:22.836
<v Speaker 1>money leads to better companies. Lower money can just as

0:17:22.876 --> 0:17:26.676
<v Speaker 1>easily lead to worst companies because it causes persistence of

0:17:26.756 --> 0:17:30.516
<v Speaker 1>companies that don't feel that pressure. And so I think

0:17:30.596 --> 0:17:32.916
<v Speaker 1>one of the key things is the pressure that comes

0:17:32.916 --> 0:17:36.156
<v Speaker 1>from raising capital, the pressure that comes from being challenging.

0:17:36.196 --> 0:17:39.036
<v Speaker 1>I think these are all really really important to produce

0:17:39.156 --> 0:17:42.236
<v Speaker 1>the end result of deciding not to go forward. I

0:17:42.276 --> 0:17:44.156
<v Speaker 1>got to add one question, because you talked about money

0:17:44.156 --> 0:17:47.636
<v Speaker 1>being a problem. You just raised billions of dollars, which,

0:17:47.716 --> 0:17:50.596
<v Speaker 1>on the one hand, congratulations. On the other hand, is

0:17:50.636 --> 0:17:52.636
<v Speaker 1>that going to make it harder to do what you do?

0:17:52.716 --> 0:17:55.716
<v Speaker 1>I mean, there's scale, there's As you've said, having more

0:17:55.756 --> 0:17:57.516
<v Speaker 1>money can make it harder to keep the pressure on.

0:17:57.636 --> 0:18:00.196
<v Speaker 1>Is that hard having all that money? Because it took

0:18:00.276 --> 0:18:02.636
<v Speaker 1>us a long long time to get too larger pools

0:18:02.636 --> 0:18:05.596
<v Speaker 1>of capital. The process and the discipline and the culture

0:18:05.716 --> 0:18:08.756
<v Speaker 1>proceeds the capital and all of those are ways to

0:18:09.236 --> 0:18:13.116
<v Speaker 1>find the capital availability and keep the pressure on. Okay,

0:18:13.196 --> 0:18:16.956
<v Speaker 1>last one, if everything goes well, what problem will you

0:18:17.036 --> 0:18:21.516
<v Speaker 1>be working on in say ten years? Honestly unfathomable. I

0:18:21.516 --> 0:18:24.156
<v Speaker 1>could tell you what problem would be working on today

0:18:24.196 --> 0:18:26.396
<v Speaker 1>ten years ago. Let me answer it in this way.

0:18:26.636 --> 0:18:29.236
<v Speaker 1>We don't start with either problem or solution. We try

0:18:29.276 --> 0:18:32.116
<v Speaker 1>to invent both, make them up, and then we try

0:18:32.116 --> 0:18:35.196
<v Speaker 1>to match them in that regard. What problems will be

0:18:35.276 --> 0:18:38.636
<v Speaker 1>visible even at the horizon and what solutions will be

0:18:38.956 --> 0:18:42.356
<v Speaker 1>imaginable will dictate what we work on. So really the

0:18:42.436 --> 0:18:44.276
<v Speaker 1>answer to the what problem are you going to be

0:18:44.276 --> 0:18:46.476
<v Speaker 1>working on in ten years question is like you don't

0:18:46.516 --> 0:18:48.836
<v Speaker 1>even know the problem yet, And that's sort of the point, Like,

0:18:48.876 --> 0:18:52.676
<v Speaker 1>on some level your job is to add and discover problems,

0:18:52.676 --> 0:18:59.676
<v Speaker 1>both problems and imaginable solutions. Number of Fan is founder

0:18:59.716 --> 0:19:03.156
<v Speaker 1>and CEO of Flagship Pioneering and co founder of Maderna.

0:19:04.796 --> 0:19:08.196
<v Speaker 1>Today's show was produced by Edith Russelo, edited by Robert Smith,

0:19:08.516 --> 0:19:12.796
<v Speaker 1>and engine neared by Amanda ka Wong. I'm Jacob Goldstein.

0:19:12.916 --> 0:19:15.276
<v Speaker 1>We'll be back next week with another episode of What's

0:19:15.276 --> 0:19:20.356
<v Speaker 1>Your Problem