11
Sep
2025

Can Biopharma Make AI Sing?

David Shaywitz

“… When I’m with her I’m confused
Out of focus and bemused
And I never know exactly where I am
Unpredictable as weather
She’s as flighty as a feather
She’s a darling, she’s a demon, she’s a lamb…

… How do you solve a problem like Maria?
How do you catch a cloud and pin it down?”

The lyrics, of course, are from the beloved Rodgers and Hammerstein musical (1959) and later film (1965), The Sound of Music, sung by the Sisters of Nonnberg Abbey as they try to make sense of the remarkable force of nature who has appeared in their midst.

Biopharma leaders grappling with AI can relate — and they’re not alone.

AI’s Productivity Paradox

As John Cassidy reviews in The New Yorker, executives across many industries are trying to square the extravagant expectations for AI — especially GenAI — and their lived experience, which from a business perspective tends to be far more muted.

Cassidy highlights a pair of recent findings: 

  • A large survey conducted this summer by a team of economists at several universities and the World Bank found that nearly half of all workers reported they were “using AI tools.”
  • A study from researchers associated with the MIT Media Lab found that “Despite $30-40 billion in enterprise investment into GenAI… 95% of organizations are getting zero return.”

As Cassidy notes, the contrast between activity around a new technology and its demonstrated business impact was famously observed by Nobel laureate Robert Solow, who wrote in The New York Times Book Review in 1987, “You can see the computer age everywhere but in the productivity statistics.”  (For economists, that’s a sick burn.)

Readers of this column are familiar with this “productivity paradox,” and with the gap between what AI has promised and what it has delivered (so far) to the biopharma industry.

As I just discussed, Novartis CEO Vas Narasimhan has been explicit about the gap; speaking recently before a group of Harvard MS/MBA students (disclosure: I advise the program), he emphasized the promise of AI to improve the efficiency of some discrete processes, but he didn’t seem to feel that AI was on the threshold of substantively improving the efficiency of either discovering new targets or developing original medicines.

Apparently, Narasimhan is not the only one. He described (as I recall) a recent event where biopharma leaders were asked whether they saw AI impacting either their top- or bottom-line forecasts for the next 5-10 years, and none did – though discrete opportunities for incremental impact were mentioned.

The biopharma experience aligns with both the MIT result and with comments Cassidy reports from respondents:

  • “The hype on LinkedIn says everything has changed, but in our operations, nothing fundamental has shifted… We’re processing some contracts faster, but that’s all that has changed.” – COO at midsize manufacturing firm
  • “We’ve seen dozens of demos this year. Maybe one or two are genuinely useful.  The rest are wrappers or science projects.” – another respondent

“Pockets of Reducibility”

Where has success been achieved? According to the MIT report, “These early results suggest that learning-capable systems, when targeted at specific processes, can deliver real value, even without major organizational restructuring.”  

This echoes Narasimhan’s point and the approach this column has championed: seek “pockets of reducibility” (to use Stephen Wolfram’s memorable phrase) — discrete opportunities where the powerful but still-emerging technology can be gainfully applied.

(I’ve also discussed the concept in the context of developing personalized approaches to health.)

Show Me The Money

For some reason, many CEOs seem genuinely shocked (not Captain Renault shocked) that the productivity gains promised by the tech companies developing AI and the consultants implementing AI have not materialized. In a recent survey of two thousand executives by Akkodis, the share of CEOs “very confident” in their companies’ AI implementation strategies fell from 82% in 2024 to 49% in 2025. 

I have seen a version of this up close: the allure of AI-enabled productivity gains, presented seductively by skilled management consultants and amplified by boards worried about falling behind, is powerful. Given a choice between (a) embarking on a grand AI-inspired productivity initiative, led by confident consultants and producing slick progress reports for the board; or (b) pursuing modest, specific opportunities where technology can be applied gainfully – without promising profound cost savings – you can guess which option most C-suites will choose.

Ultimately, the anticipated productivity gains generally don’t materialize, and cost savings are achieved the old-fashioned way: by cutting programs and reducing headcount.

Why the Long Face?

Cassidy considers several reasons why GenAI has disappointed most businesses so far. One is tool fit: the MIT study found some of the most successful AI investments tended to be highly customized, narrow tools aimed at specific processes; less successful efforts chased generic solutions or attempted to build capabilities internally. Another possibility he raises: “for many established businesses, generative AI, at least in its current incarnation, simply isn’t all it’s been cracked up to be.” 

Finally, Cassidy brings up what strikes me as the most compelling explanation, and the one I’ve often emphasized in this column: it takes a long time to figure out how to use powerful emerging technology. We systematically underestimate the time and change required for widespread, productive adoption. 

Part of this is infrastructure: you can’t scale electric-vehicle adoption without widespread charging stations; similarly, the spread of Watt’s steam engine required railways to move coal. 

Another factor is workflow: initial adoption of new technologies tends to involve the substitution of new tech into existing processes. Replacing a steam engine with an electric generator in compact factories built around a single power source didn’t boost productivity. The game-changer was radically reimagining the workflow – Ford’s assembly line, an innovation enabled by electricity but not an obvious or inevitable consequence of it.

Moreover, forcing a new technology into old processes can even reduce productivity, at least at first, before improvements (ideally) start to accrue. This pattern is called the “J-curve,” Cassidy informs us, observing that “the journey along the curve can be lengthy.”

Pull > Push

This brings up another important, very human challenge I’ve encountered firsthand. Senior management, having been sold on the putative productivity benefits of AI, often believes the technology needs to be imposed upon a benighted workforce. More often, I suspect, the lack of adoption reflects discernment more than ignorance. The right move isn’t to jam AI tools, gavage-style, into every workflow because of an abstract commitment to “do AI.” It’s to de-average implementation and focus on energized lead users who are passionate about solving a particular problem — and where an AI tool could make a real difference, especially if developed and refined as a partnership between the tool developer and the lead user.

Adoption should be pulled by palpable utility, not pushed by executive edict.

Bottom Line

At times I find myself resonating with both the optimism of evangelists, who accurately perceive technology’s potential, and the skepticism of seasoned biopharma professionals, who accurately perceive the magnitude and complexity of the challenges the technology must overcome.

I continue to believe in the extraordinary, transformative promise of AI.  But it’s not magic. The most substantial early wins will come from tactical, high-leverage applications – pulled by motivated lead users and enabled by high-EQ technology partners — rather than pushed by decree.

Top biopharma R&D talent is drawn by the prospect of creating meaningful new medicines for patients.  They may be most familiar with techniques they trained on, but, like everyone else, they adopt compelling tools (from the iPhone to ChatGPT) when those tools actually help.  If AI enables a scientist to be more effective, or a team to make better decisions, they’ll use it – especially when they see peers doing so with palpable effect. 

My two cents: an approach to AI adoption that is strongly supported by top management but fundamentally driven by lead users represents the best path forward – for companies, for technology, and for the medicines we aspire to create together, trying to hold a moonbeam in our hand.

9
Sep
2025

Next Stop: Kilimanjaro 2026 for Damon Runyon Cancer Research

The biotech industry can do amazing things when concentrated on an audacious goal.

Like curing cancer.

I’m fired up to announce the next Timmerman Traverse for Damon Runyon Cancer Research Foundation. This group of 23 biotech executives and investors are training to hike up to the summit of Kilimanjaro, the highest peak in Africa (elev. 19,341 feet), in February 2026.

Together, we’re raising $1 million for the next generation of bold and brave cancer researchers in the US.

Meet the Kilimanjaro 2026 team:

Each person is committed to raising a minimum of $50,000 for cancer research. Click on their names above and read their personal statements on WHY they are relentlessly pushing the frontiers of cancer research. You can donate directly to their campaign on Qgiv. You’ll get an automatic receipt for your tax-deductible gift. 

Your investment will pay dividends for generations. This is our chance to support science.

We are committed. We’re pushing ourselves physically, mentally, and spiritually for the cause. 

Through it all, we’ll raise awareness, raise funds, and forge meaningful relationships through shared sacrifice for something larger than ourselves. We’ll have fun along the way. 

Interested in sponsoring this team? Reach out to any member of the team, or multiple members. For the full sponsor package, see Elyse Hoffmann: elyse.hoffmann@damonrunyon.org.

Thank you for your support in this moment of possibility against cancer.

Luke

BARRANCO SPONSORS (12,900 Ft): $25,000

 

 

SHIRA SPONSORS (12,500 Ft): $10,000

 

 

L to R: Henry Kilgore, Luke Timmerman, and Will Chen on Kilimanjaro, Feb. 2024. Henry and Will are Damon Runyon Fellows who participated in the inaugural Timmerman Traverse for Damon Runyon on Kilimanjaro, Feb. 2024.

Timmerman Traverse for Damon Runyon Cancer Research Foundation. Summit of Kilimanjaro. Feb. 2024.

 

5
Sep
2025

Novartis CEO Vas Narasimhan: Drawn to Analytics, Grounded Expectations for AI

David Shaywitz

Yesterday, the MS/MBA program at Harvard Business School (HBS) hosted Novartis CEO Dr. Vas Narasimhan for what proved to be a captivating and wide-ranging discussion, led by Dr. Christiana Bardon (Managing Partner of MPM BioImpact) and Professor Amitabh Chandra of HBS and the Harvard Kennedy School.  Chandra co-leads the MS/MBA program together with the former head of Novartis’s early research organization, Dr. Mark Fishman, who attended yesterday’s talk, and legendary developmental biologist Doug Melton; I serve as an advisor to the program. 

Amitabh Chandra (L) and Christiana Bardon (R) host Novartis CEO Vas Narasimhan at Harvard Business School on September 4, 2025.

Writing on LinkedIn, Bardon shared four observations about the conversation with Narasimhan:

  • “His background as a scientist and physician has enabled him to engage more with the science and to make bolder bets in cutting edge fields such as radio ligand therapy and gene therapy. The most important thing is curiosity and asking questions!
  • All pharma have tons of cash and are ready to do acquisitions at any time. The market environment and even the cost of capital don’t have a major impact on the pace of acquisitions.
  • Discipline is key for internal and external investment and hes looking for a return on capital ~9%. He is opportunistic and would like to see all worthwhile projects move forward.
  • FDA interactions continue to be productive and they have seen no delays or slowdowns.”

In addition to these highlights, I was struck by Narasimhan’s comments related to (a) AI and (b) finding the next big thing.

Grounded Expectations for AI in R&D

On the AI front, I was impressed by his somewhat muted view of the impact of AI – a view strongly aligned with the grounded reality this column has repeatedly emphasized (see here for example), and clearly distinct from the breathless visions some of the most impassioned advocates have projected.

In particular, Narasimhan cited opportunities for improving the efficiencies of some processes, particularly around the broad category of SG&A (selling, general and administrative expenses), and described additional areas where AI-mediated optimization could be helpful. 

He noted Novartis was involved in partnerships and collaborations with a number of leading AI R&D outfits, but he didn’t seem to feel that AI was on the threshold of substantively improving the efficiency of either discovering new targets or coming up with original medicines (although it can likely help a team get to an intended target or medicine somewhat faster, he noted). He also called out the inability of AI to distinguish high quality papers in the scientific literature from the many (many!) of more dubious quality.

Apparently, Narasimhan is not alone in his cautious view of AI.  He described (as I recall) a recent event or panel where other biopharma leaders (I think) were asked whether they saw AI impacting either their top line or bottom line forecasts for the next 5-10y, and none of them thought it would – although discrete opportunities for incremental impact were mentioned.

I’ve often described Narasimhan as exhibiting “refreshing candor,” especially in the very public way he’s wrestling with the promise and challenges of emerging technologies (see here, for example, and references therein); this week’s discussion offered another example of both his candor and curiosity — qualities equally refreshing to see in an industry leader.

Picking Winners

The discussion topic besides AI that caught my attention yesterday was the contrast I noticed between how he views the path to R&D success and how he views his own journey towards career success.

As he pointed out, the central challenge facing all biopharma companies is that because of patent expirations, companies constantly need to come up with new products and portfolio of products capable of propelling continued company growth.  Yet finding the next new thing, as he readily acknowledged, and as TR readers viscerally appreciate, is “really hard.”

Somewhat predictably, Narasimhan emphasized the importance of following the science; recruiting and developing exceptional talent (“it’s a people business”); and making good decisions –- in short, all the usual stuff that everyone else is also trying to do, and asserting they already do. 

Novartis, as Narasimhan describes it, seems (like most if not all other large pharmas) drawn to a deeply analytic approach to everything they do.  Bardon (as I recall) pointed out this sounded “very McKinsey.” (Perhaps not a surprise: Narasimhan spent a couple of years as a McKinsey consultant, and traditionally, Novartis has long been regarded as very much a McKinsey shop, although their current head of strategy, Ron Gal, is [like me] ex-BCG.)

The thing is, like other power law domains, pharma is largely an exception-based business, and it’s not at all clear that anyone can really “pick winners” – a point about which this column has long obsessed (consider the wild stories of pembrolizumab, bortezomib, and the GLP-1s, for starters – all discussed for TR readers here), and which even consultancies intermittently recognize (as I’ve also long discussed – see here). 

What I think you can do as a pharma leader is avoid obvious mistakes, optimize your approach to evaluation, and essentially try to reduce the costs and maximize the learning from each shot on goal, with the idea that if you can hang in long enough, and take enough reasonable shots over enough time, eventually, something will hit.  Then, as Merck’s Roger Perlmutter did with pembrolizumab, you mobilize the full resources of your organization to blow out the opportunity as best you can.

While an emphasis on contingency wasn’t a prominent feature of Narasimhan’s discussion of R&D, he poignantly emphasized the role of chance and lack of predictability when describing his own career.  He explained how he was as surprised as anyone that his trajectory took him into the CEO role, contrasting it with his experiences along the way.  At one point he said, he was supervising operations at a manufacturing plant at a desolate location in Europe, where the view from his office was a dilapidated used car lot across the street.

Of course, I imagine he was more analytic and deliberate (“agentic”) about his career than perhaps this endearing anecdote suggests, but I can also entirely imagine him staring at a used car lot and wondering whether his life had taken a wrong turn somewhere.

My suspicion is that the two domains may be more similar than he appreciates.  As I’ve discussed in the context of both Ed Catmull’s Creativity, Inc. and Cass Sunstein’s How To Become Famous, extraordinary success of both careers and programs requires not only immense talent, intense focus, remarkable persistence, and (I’d contend) an agentic mindset.  You also need exceptional good fortune — unanticipatable luck that even that best experts, armed with the most robust analytics and the latest AI, will invariably struggle to predict. 

28
Aug
2025

Creating Lower Cost, Accessible Cell & Gene Therapies: Jen Adair on The Long Run

Jen Adair is today’s guest on The Long Run.

Jen is a professor and Vice Chair in the Department of Genetic and Cellular Medicine, and Associate Director of the Horae Gene Therapy Center at the University of Massachusetts Chan Medical School. Her laboratory develops tools and methods for safe and effective delivery of gene therapy.

Jen Adair, professor and Vice Chair in the Department of Genetic and Cellular Medicine, and Associate Director of the Horae Gene Therapy Center at the University of Massachusetts Chan Medical School.

In this conversation, you’ll hear about Jen’s rise from humble beginnings to the top echelon of biomedical science. I think it’s fair to say that reducing the cost and expanding the access to these groundbreaking cell and gene therapies is the next major generational challenge for the field – and that Jen is one of the people in the trenches seeking to make it happen.

I’ve known Jen for years, going back to her time at the Fred Hutchinson Cancer Center. She participated in an Everest Base Camp trek I organized for cancer research in 2022. She is currently training for Summits for Sickle Cell. It’s a series of challenging high-altitude hikes in Colorado in late September 2025, to benefit Sickle Forward. It’s the same nonprofit I supported with a Timmerman Traverse on Kilimanjaro in 2024.

Listeners who want to support Jen and Sickle Forward can donate to her Summits for Sickle Cell campaign.

Please join me for a thought-provoking and inspiring conversation with Jen Adair on The Long Run.

24
Aug
2025

Timmerman Traverse for Life Science Cares Raises Another $1.1M to Fight Poverty in 2025

Luke Timmerman, founder & editor, Timmerman Report

Another Timmerman Traverse for Life Science Cares is in the books.

This year, we raised $1.15 million from more than 1,000 donors to fight poverty in biotech hubs around the US.

We raised awareness of worthy nonprofits close to home, through Life Science Cares.

Perhaps most importantly, we had an unforgettable life experience, making friends amid some of the most spectacular scenery in North America.

These friendships mean a lot to people, personally and professionally.

This trip had it all. Wasp stings. Blisters. Sore legs. Sweat. Snoring. Jokes. Raucous laughter into the night. Helping hands on the trail. Sharing of favorite trail snacks. Gulps of filtered mountain stream water. 

One universal: jaw-dropping expressions of awe at Mother Nature in her full glory. (Thankfully, the weather cooperated).

For me, this was the 12th consecutive successful season as coach of the Timmerman Traverse. All of the campaigns for cancer research, fighting poverty and sickle cell disease (12 of 12, 100 percent) have exceeded their fundraising goals since my 2018 summit of Mt. Everest for Fred Hutch Cancer Center. These teams of biotech executives and investors have now raised a combined $14.3 million to alleviate suffering from cancer, poverty, and sickle cell disease.  

There are now 180 alumni of the Timmerman Traverse. Many describe the experience as life-changing. Some have come back more than once.

Here’s what we did this year. 

The Timmerman Traverse for Life Science Cares 2025 convened 21 biotech executives and investors for a pair of back-to-back day hikes in the North Cascades of Washington. We hiked 20 miles, gaining about 7,900 vertical feet of elevation.

Later in the week, a small group of TT alumni hiked The Enchantments Traverse. It’s 20-miles long, has 4,700 feet of vertical gain, and lives up to its name as one of the truly splendid hikes in North America.

These Timmerman Traverse campaigns are tapping into something deep and meaningful. It’s something to behold when brilliant minds, big hearts, and bright spirits all come together around a shared vision. 

This is about getting out in nature, doing hard things, with friends, for a shared purpose. The health benefits are multi-dimensional — physical, mental, social, spiritual. 

Enjoy a few photos. If you participated or donated, thank you.

If you are interested in learning more about what it takes to participate or sponsor in the future, ask: luke@timmermanreport.com.

 

Timmerman Traverse for Life Science Cares 2025 participants:

Timmerman Traverse Enchantments participants:

23
Aug
2025

Health on Tap

David Shaywitz

Mingling easily with the sold-out crowd of eager young professionals crowding into a Boston brewery last Thursday to hear a local historian unpack the Gilded Age, Ty and Felecia Freely laugh more and grimace less than prototypical health entrepreneurs. Yet they may be cultivating exactly the sort of engagement health tech too often overlooks — and on which flourishing and longevity thrive.

Their brainchild, “Lectures on Tap,” was born in Brooklyn in 2024, after the Freelys, a married couple, moved from D.C. to New York and, as the New York Post put it, decided “to help build community in the Big Apple — by creating a positive space for like minds.” 

The model is simple: a compelling scholar gives an engaging talk for 30-45’, followed by a short Q&A, then people linger. The venues –- typically bars during slow, midweek nights — are casual, the tone unpretentious, the objective clear: to share ideas and spark conversations.

The couple was inspired by their own positive experience with a similar series, “Profs and Pints,” they had encountered in D.C. 

As Peter Schmidt, who launched Profs & Pints in D.C. in 2017, puts it: the ‘Profs’ are about easy access to knowledge — delivered by fairly paid faculty. The ‘Pints’ are about fun and conversation.

Lectures on Tap has maintained the dual aim of sharing knowledge and connecting people, while injecting a bit of social media panache. It’s a combustible mix: events sell out within minutes, and attendees have been enthralled by the topics. 

The debut talk, Your Brain on Movies, by Columbia neuroscientist Chris Baldassano, set the tone. Since then: The Mindf—k of Fame, AI vs. MD (by Columbia cardiologist Pierre Elias), and even 19th-Century Madams, among others.

Beyond New York and Boston, the series has also expanded to Chicago, Los Angeles and San Francisco, with more likely to follow. (No word on planned expansion beyond The Bubble but perhaps that’s in the cards as well.)

Attendees consistently describe to reporters the same experience: unexpectedly fun, disarmingly social. One put it simply: there’s a shortage of “third spaces” — locations outside work and home to meet people and enjoy a little intellectual stimulation. That’s the appeal.

Implications for Health & Flourishing

Why bring this up in a health column? Because this is a health story.

As I’ve emphasized in this column and beyond, platforms like Whoop, Oura, Peloton, and Tonal, particularly as they’ve pivoted from fitness to longevity, have fixated on measuring and endlessly optimizing metrics like steps and reps, sleep scores and VO2.

But health and flourishing require a more capacious vision, embracing a set of vital but hard-to-quantify dimensions I describe as “soulful engagement” — with people, with ideas, with nature.

The value of these qualities may be – and should be — self-evident.  They are also supported by a substantial body of research. 

For example, the Harvard Study of Adult Development (as I’ve reviewed for TR readers) found that the best predictor of longevity was the quality of relationships with others.  Similarly, as the New York Times recently reported, Northwestern’s Super-Agers study found that a striking characteristic of long-lived adults is the high value they place on social relationships. 

(While not the focus of today’s column, there’s also compelling science linking time in nature with better health — value conveyed in less quantitative but far more resonant fashion by Nicholas Kristof, who recently described the restorative joy of hiking with family in our National Parks.  My brothers and I couldn’t endorse more fervently!)

Seen through the lens of flourishing, the Freelys truly are health entrepreneurs, sparking the mind and catalyzing connection with others. 

(If they ever staged a lecture at Yosemite’s Ahwahnee Bar — majestic granite cliffs outside, lively ideas and conversation inside — they’d hit the engagement trifecta: connection, curiosity, and nature. I suspect that my colleague Luke Timmerman’s biotech hikes already achieve this routinely.)

The main reason I’ve highlighted the promise of initiatives like Lectures on Tap isn’t to contrast with health tech, but to remind us of health’s full scope.  The ideal platform would attend to both dimensions, motivating activity and recovery while also sparking curiosity, deepening connections, nurturing relationships.

It may sound like a lot to ask from fitness platforms. But as Peloton, Tonal, and others recast themselves as health companies, the response to the Freelys’ series points to an unmet, deeply human need, one that visionary platforms — fitness-born and health-aspiring — should aim to fulfill.

 

20
Aug
2025

Seeking Pockets of Reducibility in Personalized Medicine: Lessons from Google’s AI Health Coach Study

David Shaywitz

Technologists often imagine a future of health in which AI delivers highly personalized, preemptive guidance, powered by dense, dynamic streams of data. Continuous sensors track physiology and metabolism; lab panels and -omics assays capture molecular signatures; imaging contributes structural and functional context; and genome sequencing rounds out the picture. Collected longitudinally and at population scale, these data are linked to outcomes and interpreted by advanced computational models.

The expectation is that such a system will surface patterns invisible to clinicians today, drawing on “digital twins” — others who share your profile — to forecast risk and recommend precisely tuned preventive actions. I’ve called this the “Magic Vat” vision: pour in massive multimodal data, swirl in AI, and wait for actionable, personalized wisdom to bubble out.

The appeal is obvious, and Lee Hood and Nathan Price have articulated it eloquently in their concept of “scientific wellness.” Their vision for dense, longitudinal, personalized health data clouds is compelling, yet the leap from amassing data to producing reliable, timely guidance has proved largely elusive. That tension — between the promise of precision and the stubborn complexity of real health data — has both inspired and confounded champions of precision health for decades.

If every required component truly were in place – the near-complete measurement of relevant physiology and molecular state for everyone, cleanly linked to outcomes — this aspiration might be achievable (though still imperfect, as I noted in my recent WSJ review of Sam Arbesman’s delightful The Magic of Code). At present, it lives in the “assume a can opener” realm. The urgent question is what to do now, before that data-saturated future arrives — if it ever does.

Borrowing Stephen Wolfram’s language, I’m interested in pockets of reducibility: places where complex systems yield just enough to become tractable, and where limited data can deliver disproportionate leverage.

Meanwhile, the marketing allure of “scientifically” personalized advice has led to a spate of startups promising genetically informed guidance on what to eat, drink, or even whom to date — generally with little validation. (Remember Vinome? And Pheramor, ScientificMatch, SingldOut — all since shuttered.) Amusing as these are, they’re symptoms of a broader pattern I’ve seen for years: reach outpacing grasp (and often common sense).

The Continuum of Approaches to Health Personalization

Stepping back from the hype, it helps to map the current approaches to early diagnosis and targeted intervention, from conservative and validated methods to those more exploratory and speculative.

  • Established clinical biomarkers: parameters like cholesterol, blood pressure, HbA1c, with well-validated assays typically (or at least ideally) associated with evidence-based interventions.
  • Expanded panels outside traditional context: companies offering broad CLIA-certified tests (e.g., Function Health, which partners with Quest Diagnostics). While the assays themselves are analytically robust, their value when applied non-selectively, outside the targeted context in which they’re usually ordered, is questionable at best, a point Dr. Eric Topol has recently underscored.
  • Digital biomarker proxies: platforms like WHOOP derive and model metrics from wearable sensors (e.g., hours of sleep, daily steps, resting heart rate, VO₂ max estimates), and may aggregate them into composite indices (e.g., “WHOOP Age”) built from parameters that, when measured with clinical rigor, have been linked to healthspan. Their key appeal is the immediacy and continuity of measurement — delivering dynamic, longitudinal streams that can engage users and support real-time course corrections. But the measurements often lack the robustness of clinical assays, and their prospective linkage to health outcomes remains unproven. Indeed, even — and perhaps especially — when the individual parameters carry well-established health associations under validated conditions, digital readouts that have not been subjected to comparable scrutiny can be contested, as illustrated by WHOOP’s recent dispute with the FDA over blood pressure measurement.
  • Exploratory dense-data clouds: Hood and Price’s vision of longitudinal, multimodal “scientific wellness” profiling, seeking novel markers that flag early wellness-to-disease transitions. Enormously ambitious, but as yet mostly aspirational.

Each step along this continuum reflects a trade-off: at one end, the narrow set of rigorously validated tests physicians order in traditional practice, aligned with Eric Topol’s view that, outside these boundaries, new assays should be pursued within the rigor and scientific discipline of formal clinical trials (as he emphasizes in Super Agers, my WSJ review here).

At the other end are more exploratory, often speculative analyses, justified by a readiness to act on incomplete evidence if the perceived benefits seem to outweigh the risks. As Peter Attia emphasizes in Outlive, and as I’ve argued in the context of “personalized regulation,” this approach creates space for individual preferences and tolerances to guide such choices.

Motivation and Measurement

An often underappreciated dimension of precision medicine is the remarkable psychological impact — including the ability to change behavior — that even scientifically suspect personalized health recommendations can have if they reinforce an individual’s health narrative.

A recent essay by advocate Jordan Glenn argued that dietary supplements can function as a “gateway drug to health”; he cites a 2014 publication reporting “dietary supplement users are more likely than nonusers to adopt a number of positive health-related habits. These include better dietary patterns, exercising regularly, maintaining a healthy body weight, and avoidance of tobacco products.” 

The point, Glenn suggests, is that much of the benefit of supplements is as a quick and easy daily habit that may both catalyze and reinforce your commitment to healthier living. (To be sure, the causal contribution of the supplement itself remains unproven.)

Similarly, I previously described how modestly informative genetic tests can spur genuine lifestyle changes, particularly when accompanied by the provision of generally sensible advice that is followed because it aligns well with what Dr. Arthur Kleinman has described as one’s “explanatory model.”

I can even imagine a similar dynamic playing out in the apparently trendy domain of “engineering” better babies through genetics.  The science here is tenuous at best — our ability to meaningfully enhance complex traits like intelligence through genetic tinkering remains highly uncertain (not to mention ethically suspect).  Yet expectancy effects suggest such claims could still shape outcomes: parents who believe their child has been genetically enhanced might interact with them differently — echoing the Rosenthal (“Pygmalion”) effect observed in classrooms — and children might internalize these expectations in ways that alter behavior and performance.

More broadly, the point is that even scientifically shaky “precision” interventions can exert real-world influence, not through biology, but through belief.

More Precision Doesn’t Always Translate To Better Health

Not only can questionable precision science motivate health-promoting behaviors, but conversely, even well-grounded precision science can reveal credentialed insights that offer unexpectedly little value. 

For example, genetics can distinguish fast from slow metabolizers of the commonly used blood thinner, warfarin. Yet clinical trials to date show limited incremental benefit over careful titration in usual care, with context‑specific exceptions; in many settings the traditional “go low and go slow” approach performs well.  I suspect one reason for the disappointingly slow adoption of pharmacogenomics in the clinic relate to similar concerns about practical value.

Of course, there are many compelling examples of the exceptional value of genetic and other measurements in enabling more personalized medicine, particularly in oncology: for instance, HER2 amplification guiding trastuzumab in breast cancer or BRAF V600E mutations predicting response to BRAF inhibitors in melanoma.  Genetic testing also plays a critical role in determining the use of abacavir in HIV patients, and of fluoropyrimidines in oncology.

Even so, on balance there’s a tremendous gap between medicine’s ambition to offer more personalized care and our ability to credibly do so.

Moreover, as clinical visits become ever more rushed, and the delivery of care ever more industrialized, a devastating consequence has been the loss of what has long been one of our most effective tools for personalizing care: the therapeutic relationship between patients seeking personalized care and doctors who know and understand their patients well enough to provide this.

Lessons from a Thoughtful Google Experiment

Yet even the most skilled and empathetic doctor — or the best health coach – can only take care of a relatively limited population of patients. In contrast, AI — particularly as a health coach — can theoretically provide a way to scale personalized guidance and impact to reach far larger populations. Consequently, I was intrigued by a recent effort by the team at Google to develop just such a personalized health coach in a thoughtful and rigorous fashion; the results were just published in Nature Medicine.

The researchers wanted to explore whether an AI model could be trained to integrate a range of data associated with lifestyle parameters like sleep and exercise and offer expert-level insight and advice.

This was a particularly attractive area of study for three reasons, as the authors indicate:

  • Lifestyle factors such as sleep and activity have profound health impacts — as this column has frequently emphasized.
  • Sleep and activity parameters can be measured passively and continuously by widely available wearables.
  • Practical advice can be offered without veering into regulated medical claims, thus providing a bit more space for less encumbered exploration.

Training the Model
The team started with the Gemini 1.0 Ultra large language model (LLM) and fine-tuned it on expert-written case studies for sleep and fitness. These were built from anonymized Fitbit data, with experts crafting the “gold-standard” answers; a separate set of expert-only cases was held back for grading.

They also wanted the model to connect what wearables record with how people say they slept — their subjective experience. To do this, the Google team trained an “adapter” on a large Fitbit research cohort in which participants wore devices for several weeks and completed validated sleep questionnaires. The adapter’s job: turn streams of sensor numbers into a form the language model can reason about, so it could relate a participant’s recent data to their own reported sleep experience.

For fitness, the inputs mixed real training metrics (e.g., load and recent workouts) with short diary-style notes to mimic user logs about soreness or readiness. Experts then wrote the coaching replies.

The result was PH-LLM — a personal health large language model that knew the domain and could “speak sensor.”

Evaluating the Model
The researchers then asked three basic questions of the model:

  • Does it know the material? On certification-style tests, PH-LLM scored 79% in sleep (experts: 76%) and 88% in fitness (experts: 71%).
  • Can it link wearables to how people felt they slept? With the adapter, PH-LLM did better than prompt-only LLMs, but about the same as a simple logistic regression. Bottom line: wearable features only modestly predict subjective sleep quality.
  • Is its coaching any good? On sleep cases, fine-tuning improved PH-LLM over the base model. On fitness, its advice was judged statistically indistinguishable from human experts — and the base model landed in the same range.

Taken together, these results show technical feasibility with clear limits. You can adapt a general model to a lifestyle domain, teach it to “speak sensor,” and produce advice experts often find reasonable. But the signal–outcome link is modest, and nothing here demonstrates behavior change or better health.

In other words, the bottleneck looks less like “insufficient model cleverness” and more like where the data carry usable signal about outcomes we care about — and whether there’s a lever that turns prediction into improvement.

Where to Go from Here

In my last several decades of engaging with precision health champions in academia, biopharma, and health tech, a recurrent theme has been the hope (and assumption) that if you amass enough multimodal data and add ever-smarter analytics (now AI), actionable insight will emerge – the idea of the “Magic Vat.”

PH-LLM is a well-executed reminder that volume plus AI isn’t, by itself, a shortcut. The practical question isn’t “Can an LLM coach?” so much as “Where does data plus AI buy real leverage?” — i.e., in which domains do measurement, outcomes, and actions line up tightly enough to make a difference?

The most promising areas are likely to share three features:

  • Reliable, relevant signals that can be collected at scale.
  • Meaningful outcomes captured consistently and in ways that matter to individuals.
  • Credible, evidence-guided levers that can shift those outcomes on practical timescales.

You can see this logic in action with platforms like Tonal, which precisely captures inputs (sets, reps, loads, even form) and outcomes (strength, function), and applies well-established levers like progressive overload and recovery. With user consent, it could even support A/B testing of different approaches, extending into rehab or fall-prevention with the appropriate outcome data — a near-ideal loop of signal, outcome, and intervention.

Crucially, context matters. Whether advice is realistic often depends on factors like shift work, caregiving, travel, or acute illness. Even a single, low-burden context flag can materially improve both predictions and recommendations.

Unfortunately, in many health domains we care most about, it remains surprisingly difficult to find — let alone gain access to — datasets that contain all three ingredients: reliable signals, meaningful outcomes, and credible levers. These enduring gaps underscore the importance of prioritizing relevant data over vague hopes that AI alone will supply the miracle — and point to the need for more agile, iterative processes to make progress.

How to Look: Refining the Process

Too often our default logic echoes the South Park Underpants Gnomes:

Step 1: Collect data.

Step 2: ? (AI?).

Step 3: Wondrous health‑altering insight.

A more productive alternative emphasizes accelerating knowledge turns (to borrow Andy Grove’s phrase): shortening the cycle from data to hypothesis to tested result, then back again. Instead of amassing years of data before broaching the analysis, we should be probing while we collect — scanning for early signals, forming provisional hypotheses, and pressure-testing them quickly.

Nathan Price’s wellness studies (as he discusses here) show why dense longitudinal data clouds matter. By gathering deep molecular and physiological data over time, his team could later look back at individuals who eventually developed cancer and see subtle protein shifts years before diagnosis. They didn’t know which signals would matter in advance, but the ongoing collection created the opportunity to spot them in hindsight, turning retrospective observations into new hypotheses for prospective testing.

The path forward, then, looks less like passively waiting for the “Magic Vat” to yield wisdom, and more like building iterative funnels for discovery — environments designed to collect richly, analyze continuously, and refine actively. This also requires exactly the sort of mindset I’ve suggested will propel medicine’s data-driven future: inquisitive physicians and scientists willing to explore, discard, and build again, accelerating knowledge turns while maintaining rigor and empathy. 

So instead of stockpiling data and praying for magic, we might be better off embracing a process that keeps us learning along the way.

To me, it looks something like this:

  • Look for signals while collecting. Dense cohorts can surface candidate markers — molecular, behavioral, or physiological — that hint at risk or resilience.
  • Test quickly, discard freely. Expect most to vanish; keep the probes cheap, reversible, and skeptical.
  • Deliberately follow what survives. When a candidate persists, shift gears: downselect, sharpen the measurement, and scale up evaluation with larger, more focused cohorts. The point is to convert serendipitous suggestion into deliberate study design.
  • Close the loop. Feed validated findings back into both practice and data collection (dropping low-value measures, adding contextual ones).

As I’ve discussed (see here, here), this is often how medicine advances — by gradual refinements, not sudden leaps. The opportunity with AI isn’t to conjure insight from a vat of undifferentiated data, but to accelerate and discipline these turns of the wheel: spotting possible signals sooner, testing them faster, and deepening them in the right places with more deliberate evidence.

Beyond Metrics: Remembering What Health Is For

Finally, a caution. It’s tempting to equate precision health with metric optimization, chasing personalized nudges to lower blood pressure, trim cholesterol, or log more steps. These markers matter, but they are not health itself. Human flourishing — purpose, connection, agency — cannot be captured in tidy dashboard metrics.

If we’re fortunate, the future of personalized medicine will be a system that earns its worth one validated improvement at a time, powered not only by data and algorithms but by people: physicians, scientists, and patients alike — relentlessly curious about new signals, disciplined in testing them, willing to discard what fails, and ready to scale what endures. It will be shaped not by the arrogance of an omniscient AI guide, but by the humility of knowing that the deepest drivers of health may lie beyond what any dataset can hold.

6
Aug
2025

CAR-T Cells Against Solid Tumors: Sabah Oney on The Long Run

Sabah Oney is today’s guest on The Long Run.

Sabah is the CEO of Philadelphia and San Francisco-based Dispatch Biotherapeutics.

Sabah Oney, CEO, Dispatch Biotherapeutics

This startup is developing engineered CAR-T cell therapies for solid tumors. The goal is to bring the power of CAR-T cell cures to a wider group of patients, beyond those with blood cancers.

Dispatch was founded by some of the leading scientists in the field of CAR-T cell therapy. It has raised $216 million over the past three years. Backers include Arch Venture Partners and the Parker Institute for Cancer Immunotherapy, along with Bristol Myers Squibb, the University of Pennsylvania, Stanford University, and Alexandria Venture Investments.

The idea is to tag cancer cells with a universal antigen so the immune system knows what to kill, while also breaking down some of the barricades in the tumor microenvironment that have stymied previous CAR-T cells against solid tumors. The company’s first drug candidate is being prepared to enter clinical trials in 2026.

Please enjoy this conversation with a passionate scientific entrepreneur working on something that could make a big difference for 90 percent of patients with cancer.

5
Aug
2025

VIDEO: Phil Sharp and Bill Haney on ‘Cracking the Code’

Science and society have always had an uneasy relationship. Yet there are always people out there seeking to build bridges of understanding. 

I recently moderated a conversation at MIT with Phil Sharp, the Nobel Prize-winning biologist, and Bill Haney, a filmmaker and biotech entrepreneur with Dragonfly Therapeutics and Skyhawk Therapeutics. They collaborated on a documentary film called “Cracking the Code.” It tells the story of how Sharp grew up on a farm in Kentucky and became a world-leading RNA biologist who set the wheels in motion for many advances in human health. 

It’s an inspiring story. It’s a story that can build bridges across society, at a time when we need that.

A lot of people in biotech have stories to tell. My hope is that we all think about creative ways to connect this work with the public that supports the scientific enterprise.

This conversation was held June 25 at MIT at the Accelerating Bio-Innovation conference organized by Royalty Pharma. 

23
Jul
2025

Creative Ways to Back Young Scientists: Andy Rachleff and Yung Lie on The Long Run

Yung Lie and Andy Rachleff are today’s guests on The Long Run.

Yung is the president and CEO of the Damon Runyon Cancer Research Foundation, based in New York. Andy is the board chair. Andy was one of the founding partners of Benchmark Capital, the prominent Silicon Valley VC firm, and today is the chairman of Wealthfront.

Yung Lie, president and CEO, Damon Runyon Cancer Research Foundation

This is a conversation about the many attacks on the scientific enterprise this year, and how scientists and nonprofit foundations can respond in a constructive way.

A lot has happened this year. The relationship between science and society is in a precarious state.

The Department of Government Efficiency started off the year by announcing plans to cut the indirect cost rate on federal grants to 15 percent. That has threatened billions of dollars in cuts to universities to run their labs and keep the lights on. That proposal was blocked by a federal judge, and is on hold pending court review.

About 1,200 staff jobs were cut at the National Institutes of Health, the largest and most important funding organization for biomedical research in the world. More than 2,500 NIH grants were canceled, although about 900 have been reinstated. Study sections that review grant proposals were canceled and rescheduled. Travel to conferences was disrupted. Anti-vaccine, and anti-science statements dominated public discourse. The cuts, and rhetoric about the cuts, sent shock wave after shock wave through US science in the first half of 2025.

Andy Rachleff, co-founder, Benchmark Capital; board chair, Damon Runyon Cancer Research Foundation

That’s not all. Immigration enforcement has stepped up, sending additional waves of fear and uncertainty through many young immigrants who come to study on visas at the US universities. Some countries are seeking to capitalize, rolling out the welcome mat for bright young talent in the US.

This show is about stamina and resilience to accomplish big things in biomedicine, and everyone is going to need it for what comes next. About one-third of all the federal government’s spending on basic research will be cut if the White House budget proposal for fiscal year 2026 is adopted, according to an analysis by the American Association for the Advancement of Science.  

Philanthropy, of course, is nowhere near big enough to pick up the slack from the federal government. But there are things nonprofits and philanthropies can do.

There are creative long-term ideas in play. Andy in particular, with his Silicon Valley tech VC mindset, has championed a way to make small investments go a long way. Damon Runyon is setting aside $1 million to invest in its alumni fellows who have entrepreneurial ideas.

The foundation will make seed investments in these startups – $50,000 at a time. These scientific entrepreneurs can then hopefully leverage that initial cash to persuade other private investors to put more of their capital in. If even a few of these nascent companies pan out, they could plow large proceeds back into the Damon Runyon Foundation, allowing it to give more research grants.

I should say here that I am partial toward Damon Runyon, as I have led Timmerman Traverse campaigns that have raised $2 million for the organization since 2023. This work continues.

Yung and Andy are fighting the good fight on behalf of science. They are doing it in a positive way that others might be able to follow.

Please enjoy this episode of The Long Run.

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