"But the bottom-line is we're -- if I take a big step back and think about my confidence in the long-term growth potential of Gilead, it is captured within the strength of the HIV business. I mean that same business that you see offsetting some of the patent expiry this year continues to be we think a very durable business for the foreseeable future. You have a more predictable HIV-HCV business at this time. And then we have upside potential in filgotinib launching next year and I won't repeat, but the Yescarta programs and success accordingly.

Having said that, we understand that we want to find ways to continue to look to increase and accelerate our growth in the coming years. And that will happen both through internal strategies associated with the launch products and programs I mentioned and then also outside partnerships and M&A. So rest assured, that we are looking at everything that could help complement our later-stage portfolio out there.

And yes, and as you've seen, I think, our behaviors we will be disciplined about that. We will make sure that it's something that we feel scientifically is very strong something that we can add something to and provide strength to. And when and if those opportunities come up we certainly have the financial capacity and ability to act. So that's paramount on our mind. We are in it for short, medium, long-term and we're looking to improve all three of those time periods. But clearly the portfolio is absolutely key for me and a key for the leadership team. So thank you Tyler for your question."

No idea why they didn't take CYDY out two years ago for 1b or so to protect their franchise... Doesn't make sense strategically...