Keith WillisHost
Tell me a little bit about your background and how you got to where you are with your current company.
I moved through the ladder of, of strategic responsibility and, um, have landed now as senior vice president of drug discovery at a small company called Protein Cure, which is based in Toronto, although I am a remote employee based down in Cambridge, Massachusetts.
Yeah, I would say that the common thread really has to do with keeping the mindset of value creation.
You know, time is the currency of, of how you build a company, and keeping your eye on that prize has guided my career at every step.
You know, really making sure that both my efforts and the efforts of the folks that I either operationally lead or my peer group or even my senior leadership is always remindful of the fact that we have limited capital, and that capital needs to be wisely spent.
And as a consequence, that gives you the, the guide rails by which you need to function.
And if you fall off or outside of those guide rails, you ultimately, uh, I've, I've learned over the years will fail.
And that doesn't matter if you're in a big pharma department, you're doing a startup, you're in a smaller organization, nascent organization at different levels of funding, if you're public, if you're privately held, uh, it doesn't matter.

Tell me a little bit about your background and how you got to where you are with your current company.
I moved through the ladder of, of strategic responsibility and, um, have landed now as senior vice president of drug discovery at a small company called Protein Cure, which is based in Toronto, although I am a remote employee based down in Cambridge, Massachusetts.
Yeah, I would say that the common thread really has to do with keeping the mindset of value creation.
You know, time is the currency of, of how you build a company, and keeping your eye on that prize has guided my career at every step.
You know, really making sure that both my efforts and the efforts of the folks that I either operationally lead or my peer group or even my senior leadership is always remindful of the fact that we have limited capital, and that capital needs to be wisely spent.
And as a consequence, that gives you the, the guide rails by which you need to function.
And if you fall off or outside of those guide rails, you ultimately, uh, I've, I've learned over the years will fail.
And that doesn't matter if you're in a big pharma department, you're doing a startup, you're in a smaller organization, nascent organization at different levels of funding, if you're public, if you're privately held, uh, it doesn't matter.
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