A product launch isn't merely a release date; it's a strategic, coordinated campaign. Its primary goal is to change the market's perception, generate demand, and create momentum across the entire funnel, moving beyond a simple product announcement.

Breakthrough drugs aren't always driven by novel biological targets. Major successes like Humira or GLP-1s often succeeded through a superior modality (a humanized antibody) or a contrarian bet on a market (obesity). This shows that business and technical execution can be more critical than being the first to discover a biological mechanism.

The pharmaceutical industry is often misunderstood because it communicates through faceless corporate entities. It could learn from tech's "go direct" strategy, where leaders tell compelling stories. Highlighting the scientists and patient journeys behind breakthroughs could dramatically improve public perception and appreciation.

The tech world is fixated on trivial AI uses while monumental breakthroughs in healthcare go underappreciated. Innovations like CRISPR and GLP-1s can solve systemic problems like chronic disease and rising healthcare costs, offering far greater societal ROI and impact on longevity than current AI chatbots.

China is no longer just a low-cost manufacturing hub for biotech. It has become an innovation leader, leveraging regulatory advantages like investigator-initiated trials to gain a significant speed advantage in cutting-edge areas like cell and gene therapy. This shifts the competitive landscape from cost to a race for speed and novel science.

Unlike incumbents, new biotech and pharma companies often lack established sales forces. They launch with a 'digital first' go-to-market strategy, turning to platforms like Doximity early in their lifecycle. This creates a new and rapidly growing customer segment for Doximity, independent of the incumbents' slower transition.

Astute biotech leaders leverage the tension between public financing and strategic pharma partnerships. When public markets are down, pursue pharma deals as a better source of capital. Conversely, use the threat of a public offering to negotiate more favorable terms in pharma deals, treating them as interchangeable capital sources.

Unlike most biotechs that start with researchers, CRISPR prioritized hiring manufacturing and process development experts early. This 'backwards' approach was crucial for solving the challenge of scaling cell editing from lab to GMP, which they identified as a primary risk.

CRISPR's CEO suggests a specific financial rule: never spend more than 11% of market cap in one year. Spending above 14-15% risks a 'dilution spiral,' while spending only 6-7% means you aren't taking enough aggressive risks. This provides a clear guardrail for R&D investment.