Wonder Health operates a high-end lab not as its primary business, but as a research engine. By collecting unique, cross-disciplinary data from 100 "guinea pigs," it aims to uncover patterns and insights that can be developed into scalable health products for a broad audience.

Zyda raised funds primarily from urologists and urogynecologists. These clinician-investors already understood the market need, provided crucial industry connections (like finding a clinical trial investigator), and became influential early prescribers, dramatically accelerating market entry and validation.

Despite experts advising he would "waste his money," Immortal Dragons' founder received a controversial gene therapy in Honduras. He viewed it not as a cure, but as a low-risk chance to experience the process firsthand and support the "first wave" of companies attempting mass-market gene therapies.

While a challenging fundraising market seems negative, it forces startups to operate with discipline. Unlike in frothy markets where companies expand based on hype, the current climate rewards tangible results. This compels a lean structure focused on high-value projects, creating a healthier long-term business model.

The fund backs underfunded, high-risk ideas that others pass on. The goal isn't just to find a unicorn; it's to contribute to science by definitively disproving a hypothesis. A failure is viewed as "crossing out a wrong answer" for the entire field.

Instead of relying solely on traditional LPs, Vi Ventures actively brings in families affected by autoimmune diseases as for-profit investors. This model creates a community of highly motivated stakeholders, fostering accountability and a direct connection to the patient experience, while still maintaining market-rate return objectives.

The next wave of longevity investment favors 'subtractive' therapies over traditional 'additive' drugs. Startups like Nanotics, which use nanorobots to remove specific harmful molecules, are gaining traction because they avoid the inherent side-effect risks associated with introducing new compounds.

Large medical device companies have rigid innovation cycles that may not align with a clinician's new idea. Dr. Adam Power discovered that to ensure his invention would actually reach patients, he had to commercialize it himself rather than waiting for a large company's timeline.

Ambrose's large Series A for Narydronate, a drug already approved in Italy for other uses, highlights a capital-efficient R&D model. By targeting a new rare disease, the company leverages existing safety data to jump directly to a pivotal Phase 3 trial, attracting significant investment for a de-risked asset.