Not any movie, but one specifically for that time period.

Yes, absolutely.

Look, the jury's undecided about when it started.

The myth behind it or the mythology behind the Rocky Horror Picture Show is it began in being screened in 1970.

It was released in 1975 and bombed, but then was re-released.

on April 1st.

And so part of, I guess, a joke is there.

Powerhouse performance, eh? I mean, what about Tim? A moment, a scene, an idea? What about Tim and that character that sticks in the mind for you, Craig?

I'm going to vote with my feet and jump in and do something very

good.

I think it probably goes back to late 2020.

I've been consulting in biotech life sciences for many years.

I'm one of the first.

I had the good fortune to work with companies that were introducing these amazing new technologies to the market and many of those companies would choose first to apply that innovation in a rare disease and got to know the rare disease community quite a bit through that was on the board of an organization called genes in late 2020 They asked if I would step in as an interim CEO, which was a departure for me.

I'd never worked in the nonprofit world before.

But

Are we blaming Carrie for this or?

uh no don't think we can uh we blame that anyone else on that one that one was me but uh so anyway i got the right so and it was even close enough that i i laced them up and was trying to like it just won't like oh no oh no went back to my order oh so i was able to get uh spokes cut from the uh the city cycles, the center city cycles that's running the, uh, a mechanic shop.

Yeah.

So they got the concession to run a little mechanic stand.

They're very busy, but, uh, they were able to cut some spokes for me.

Um, but I got them the morning that I had practiced at 1 30 PM at nine 30.

And, uh, So, yeah, I apparently can lace a wheel in 45 minutes, including a little bit of running around with one of our nine-year-old team members who was launched at our team when there were no team managers around into the rider area because her parents couldn't come there.

I'd like to hear from Greg how he finds the atmosphere at Worlds.

That is a great story about your personal experience with increasing safety systems, measures, and not getting the results.

Well, it's always interesting to hear somebody say they got up and left your presentation without hearing the end.

My background here starts with a superintendent I worked for very early in my career.

Great guy, very safety focused, really kept us trying to do our best on the job site.

A couple of years after that project finished and we both moved on, he was working at home, put a ladder in a power line and killed himself.

And I'd often wondered for years, actually, that why a guy I knew what was safe and what wasn't would do that the way he did.

And it wasn't until I started looking into this business of what's acceptable risk that I began to understand that it's more than just the processes and procedures.

So maybe starting with Craig, you could talk a little bit about roles and intentions that leaders can take to adjust the risk thermostat and actually get better results.

So what is your sort of perspective between these various approaches, the sort of widget-based build it yourself using existing tools or sort of build from the ground up? What are your thoughts on that?

yeah i i should probably step back a little bit before answering that and and explain a little bit about how our model works because uh orphan therapeutics accelerator is a non-profit biotech and we were set up that way because we wanted to be able to utilize whatever incentives there might be in the system to help reduce the cost of acquiring a therapy.

So if there's a shelved treatment out there for a rare or ultra rare disease that a company is sitting on because it's deprioritized because of the small population and they're focused on other bigger ones, and they donate that therapy to us, they can write off the fair market value of it and some net sales revenue on the back end if we're successful.

So trying to not just liberate an asset, but make it available to be developed without a lot of cost associated with acquiring it because that can be a barrier to to getting getting it done and on the back end it can be a part of what drives the high cost whether it's the cost of capital or cost of acquiring an asset that's one component of what drives up costs Then there are a bunch of other fixed costs that are associated with doing clinical development work and getting that therapy through clinical trials.

Those can be driven by CROs and CDMOs that you might outsource that work to.

And we use our nonprofit status to negotiate with partners that are mission aligned that may have excess capacity or just a desire to work with a different type of model.

And in that sense, we're able to work with them in a reduced cost way or deferred cost way to further bring those overall expenses down.

Now, changing directions slightly, I'm curious, from your vantage point, what are some of the current operational challenges that are really holding people back these days? Is it patient access, things in terms of the manufacturing and the R&D, that sort of supply chain? Where are you seeing the biggest friction points in the industry these days?

And he's a horse you probably leave alone early in a race?

Yeah, it seems that way.

Um, he just sort of just trots out the barriers and get-gets back and just smokes his pipe, and just he's just got a good turn of foot at the end.

So doesn't really matter what, what sort of tempo the race is run.

He sort of, if he's back there, he's always gonna put in his best, whether it's fast or slow.

You probably just, you probably just hope to watch a few races and see horses, a few horses running on with that rail out, and that'd put you a little bit more at ease?

It would.

Look, with the rail out, I th... you know, you sort of think of it probably, you'd have to be up there a bit closer but, look, small field.

And I want to start by asking you, Craig, a little bit about the impetus behind this, this program and what's making it possible now that maybe wasn't, it wasn't a, a possibility in the, in the past.

Sure.

Yeah.

Thanks, Linnea.

Um, well, the, the CGT Exchange, uh, really originated in, in some ways out of the work that we were doing at Orphan Therapeutics Accelerator, where we were seeing a number of therapies that had shown promise in clinical trials that were being shelved.

And the issue was not about the science, it was about the, the math or a lack of exposure to, uh, to potential funders and partners.

So, um, about a year ago, uh, we were attending a workshop that ASGCT was holding on, on pre-viable cell and gene therapies and got to talking and, uh, th- they realized that the work that we had been doing for probably eighteen months at that point, uh, aligned very well with what ASGCT was hoping to accomplish, which was to get many more of these therapies to patients.

How does this work if someone's thinking, "Oh, maybe I have something I want to list"? How do they do that? And then on the opposite side of things, if someone thinks, "Oh, maybe, like, I'm an investor, or I could potentially help get this, move this along," how, how do both sides get involved with the exchange?