After a successful trial showed GIK could halve cardiac arrest and mortality, researchers were surprised it wasn't adopted. Pharmaceutical companies refused to manufacture the simple glucose, insulin, and potassium mixture because it didn't fit their business model of patenting a new drug and marketing it heavily. This forced the researchers to form their own company.

The fear of toxicity pushes many companies to pursue the same few well-validated targets, leading to an average of nine assets per target. This hyper-competition not only crowds the market but, more importantly, leaves vast patient populations without effective options because their diseases lack these "popular" targets.

Developers often test novel agents in late-line settings because the control arm is weaker, increasing the statistical chance of success. However, this strategy may doom effective immunotherapies by testing them in biologically hostile, resistant tumors, masking their true potential.

The FDA's traditional focus on risk avoidance overlooks the inherent risk of delay. Unnecessary bureaucratic steps, like months of animal trials, prevent dying patients from accessing potentially life-saving treatments. The cost of inaction is measured in lives lost.

The Orphan Drug Act successfully incentivized R&D for rare diseases. A similar policy framework is needed for common, age-related diseases. Despite their massive potential markets, these indications suffer from extremely high failure rates and costs. A new incentive structure could de-risk development and align commercial goals with the enormous societal need for longevity.

The FDA now allows a single, well-designed pivotal trial instead of the traditional two. This reform significantly cuts costs by $100M-$300M and shortens development timelines, enabling companies to test twice as many potential drugs with the same capital.

With over 5,000 oncology drugs in development and a 9-out-of-10 failure rate, the current model of running large, sequential clinical trials is not viable. New diagnostic platforms are essential to select drugs and patient populations more intelligently and much earlier in the process.

Developing an antibiotic is costly, but its use is short-term and new drugs are held in reserve, making them unprofitable. This market failure, not a lack of scientific capability, has caused pharmaceutical companies to exit the space, creating a worsening global health crisis.

A-muto's CEO argues that shaving months off discovery isn't the real prize. The massive cost in drug development comes from late-stage clinical failures. By selecting highly disease-specific targets upfront, their platform aims to reduce the high attrition rate in clinical trials, which is the true driver of cost and delay.