The Biotech Startups Podcast

Steve Visco's spinout found its first CEO in the audience. Rudolph Hurwich had already built Dymo, cashed out, and was hunting for another shot at something big. He offered to raise the angel round and take the job when Steve said he wasn't ready. The founding four were faculty: Steve, Lutgard De Jonghe at Berkeley, Michel Armand in Montreal and Grenoble, and Meilin Liu at Georgia Tech.

Steve Visco was an introverted kid with a microscope, pond water, and books on Louis Pasteur and Jonas Salk. School science lagged years behind what he was already doing at home. Literature almost pulled him into writing instead of the lab. He still treats writing as a leadership skill, because too many scientists cannot explain why their work matters. A high-school rock band got him used to being watched. That comfort later showed up in grant pitches.

Scott Chetham explains why he left Google and Verily to tackle the unglamorous planning work that slows clinical development. He recounts sketching the company in Costa Rica, raising a pre-napkin-stage round with Polaris, finding an early customer, and adapting when COVID-19 disrupted pharma economics.

The conversation then moves to the decisions that determine whether a trial succeeds: what to measure, whom to enroll, and when to measure it. Scott uses Amgen's osteoporosis strategy to show how a focused endpoint and staged market entry can outperform an attempt to capture everything at once.

The conversation then turns to scaling teams through uncertainty. Scott shares how company growth creates organizational whiplash, why founders often underestimate the need for change management, and how leaders can stay close to what employees and customers are actually experiencing.