When deciding on a risky, $100M clinical trial after a competitor failed, Cogent's team inverted their analysis. They actively searched for reasons the trial would *not* work. The inability to find a clear blocker provided the conviction to proceed, a strategy that ultimately paid off.
Contrary to the industry's meritocratic ideal, superior science and clinical data do not guarantee success. Cogent's CEO asserts that he watched for years as companies with inferior results but more effective PR and investor relations campaigns were rewarded by the market.
Early in his career, Andy Robbins dismissed the potential of Revlimid, a drug that became a blockbuster. This mistake taught him to focus first on finding great science that solves a problem and then building a commercial strategy, rather than trying to fit science into a predefined large market.
Cogent's CEO argues that biotech investors often overlook proven modalities like targeted therapies in favor of "sexy" categories like AI or gene therapy. He believes that even if a drug doesn't fit a hyped trend, impressive clinical outcomes will ultimately win, making these less-hyped areas underappreciated.
For mid-cap biotech companies, the market doesn't reward small wins in financial efficiency like beating earnings per share. Instead, value is created by developing breakthrough therapies. This belief leads Cogent's CEO to prioritize R&D speed over strict capital efficiency, as the ultimate prize is a game-changing drug.
CEO Andy Robbins regrets being too slow and careful in building his research team, wishing he had been more aggressive from the start. His deference to a former employer's non-solicit agreement, which later proved moot when the site was shut down, cost his company valuable time and delayed key programs.