A bit of a tug of war going on here on “ should we now unbind or keep going.” Also a lot of discussion around the FDA
‘S approval of Remdisivir. It’s obvious some investors are at a crossroads so I thought I might shift the conversation a bit to the activities of the company that aren’t focused on the subjects of late:
I am a retired executive . I was COO of a tech company the last part of my career but the first 16 years was in the Pharma industry. I’m not going to say I’m an expert today on Pharma but many of the issues I see today ,I saw in my career.
But I want to focus on Cytodyn itself and it’s chances of success. Companies this size, regardless of the talent are going to make mistakes . It’s like watching a toddler learn to walk..a couple of steps and then they fall on their butts. Over the weeks, they are more sure of their walking and a lot less falling..this is what small companies do. So the trick is how do you evaluate a company . I look at “ is management learning from their mistakes and what are they doing about it
what I see with Cytodyn are major building blocks being put into place to grow this company and make it successful. Building an advisory board is a very important step with respected doctors who can build the name and brand of Cytodyn in their areas of practice .this is a key step. Hiring a CSO with a deep background in big Pharma but also on the processes to get a drug approved is probably the most important hire they have made to date. The relationships this person has in not just the industry but with the healthcare bureaucracy in Washington will be critical. Hiring an expert in the BLA process will close the shortcomings the current management team has today.
Developing relationships with manufacturers and expediting drug manufacturing when you don’t have an approved drug is risky but it’s a key decision NP made which I believe will prove incitefull in the next 4-6 months. Aligning the company for a global strategy also takes time and energy along with an understanding of how to get things done in each country.
So all this steps are the framework for getting Leronlimab thru the clinical trial process through approval, expediting previously slow forward progress in some areas because of inexperience, along with having a global manufacturing capability and market ,are being addressed.
I believe the management team is a good one. All management teams have flaws and CYdy is no different.but are they learning from missteps? Yes. Are all the critical areas to get Leronlimab approved , manufactured and available to a global patient base being addressed . Time will tell if these efforts are successful, but I believe they will be. Sometimes we forget that we started the Cd12 trail in April and are at a point where we have , most likely approval In 90-120 days. In the Pharma world that’s fast.
‘S approval of Remdisivir. It’s obvious some investors are at a crossroads so I thought I might shift the conversation a bit to the activities of the company that aren’t focused on the subjects of late:
I am a retired executive . I was COO of a tech company the last part of my career but the first 16 years was in the Pharma industry. I’m not going to say I’m an expert today on Pharma but many of the issues I see today ,I saw in my career.
But I want to focus on Cytodyn itself and it’s chances of success. Companies this size, regardless of the talent are going to make mistakes . It’s like watching a toddler learn to walk..a couple of steps and then they fall on their butts. Over the weeks, they are more sure of their walking and a lot less falling..this is what small companies do. So the trick is how do you evaluate a company . I look at “ is management learning from their mistakes and what are they doing about it
what I see with Cytodyn are major building blocks being put into place to grow this company and make it successful. Building an advisory board is a very important step with respected doctors who can build the name and brand of Cytodyn in their areas of practice .this is a key step. Hiring a CSO with a deep background in big Pharma but also on the processes to get a drug approved is probably the most important hire they have made to date. The relationships this person has in not just the industry but with the healthcare bureaucracy in Washington will be critical. Hiring an expert in the BLA process will close the shortcomings the current management team has today.
Developing relationships with manufacturers and expediting drug manufacturing when you don’t have an approved drug is risky but it’s a key decision NP made which I believe will prove incitefull in the next 4-6 months. Aligning the company for a global strategy also takes time and energy along with an understanding of how to get things done in each country.
So all this steps are the framework for getting Leronlimab thru the clinical trial process through approval, expediting previously slow forward progress in some areas because of inexperience, along with having a global manufacturing capability and market ,are being addressed.
I believe the management team is a good one. All management teams have flaws and CYdy is no different.but are they learning from missteps? Yes. Are all the critical areas to get Leronlimab approved , manufactured and available to a global patient base being addressed . Time will tell if these efforts are successful, but I believe they will be. Sometimes we forget that we started the Cd12 trail in April and are at a point where we have , most likely approval In 90-120 days. In the Pharma world that’s fast.
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