Welcome to the Woman of the Week podcast, a weekly discussion that illuminates the unique stories of women leaders who are catalyzing change throughout the life sciences industry. You can check out all our podcast episodes here.
Not everyone’s career goes from banking to breast cancer, but this is the untraditional route that Liz Homans, CEO of Lyell Immunopharma, has successfully navigated. And her journey is poised to potentially pay off again in a big way.
Lyell is innovating next-gen cell reprogramming technologies that she says are designed to overcome two barriers to bringing successful therapies to patients with solid tumors: “Gen-R, which addresses T cell exhaustion, and Epi-R, which creates T cell population to create effective and self-renewing properties.” Homans says the technology is so exciting that when she received the call to be the sixth employee to join the company, it was enough to pull her out of a three-month “retirement.”
We caught up with the first-time CEO the same week Lyell started screening for its first wholly owned program — LYL797 for triple negative breast cancer, non-small lung cancer and other solid tumors — at the end of March. She says now is the “moment” that the company goes from being “little Lyell to big Lyell.”
“Starting a study that could provide one of the most important insights into the treatment of solid tumor cancers is exhilarating beyond anything I’ve experienced in my career,” Homans says.
To count this milestone as one of her top career achievements is a major statement for someone who played an integral role in the development of Genentech’s Perjeta, a monoclonal antibody for the treatment of HER2-positive breast cancer. She started overseeing its development with an adjuvant study in phase 2 and helped usher the drug all the way through regulatory submission and its worldwide launch.
“This was a really critical leadership experience for me,” Homans says. “And I followed that up by running a large regulatory operation and then finished at Genentech/Roche by managing a couple of large commercial franchises here in the U.S. Xolair was the first one, and then the breast cancer franchise, which included Perjeta, Herceptin and Kadcyla.”
Homans notes that over her career, serendipity has played a large part in her success.
“My mother once told me it’s very hard to choreograph things and move the world in the direction you want it to, so pay attention to serendipity, it can often get you your best opportunities. And that’s really turned out to be true for me,” she says.
In this WoW episode, Homans shares why taking advantage of lateral moves is a brilliant way to experience various parts of a business, her lessons learned in taking a company public and what’s ahead for Lyell as it evolves into the big time.
Listen to the podcast or read the transcript of the conversation below.
Welcome to WoW, the Woman of the Week podcast by PharmaVoice, powered by Industry Dive.
In this episode, Taren Grom, Editor-in-Chief Emeritus at PharmaVOICE, meets with Liz Homans, CEO, Lyell Immunopharma.
Taren: Liz, welcome to our Woman of the Week (WoW) podcast program.
Liz: Thank you. I’m really happy to be here.
Taren: Well, Liz, I’m happy to speak with you and I can’t wait to dig in to your journey. Can you lead us briefly through your career and the steps that it took to lead you to being named CEO of Lyell Immunopharma?
Liz: Yeah, I have a bit of a circuitous career path. It’s usually how I describe it because I actually started as a banker right out of college, and I was a banker for five years before going to business school. And then I spent about a decade in management consulting, I started with with Booz Allen Hamilton learned the trade there, and then graduated to a couple of smaller firms.
And my last client when I was a consultant was ALZA, which many of your listeners may know. And I was at ALZA for a couple of years. And then after I left ALZA, I went to Jazz Pharmaceuticals, which is led by several senior leaders from ALZA and I was employee number 26 there. And I was at Jazz for about four years and then Genentech for almost a decade. So I really spent a large part of my career at Genentech. And at Genentech, I led the development of Perjeta monoclonal antibody for the treatment of HER2-positive breast cancer from phase 2 through submission and filing and a worldwide launch. That was a really critical leadership experience for me. And I followed that up by a couple of years running a large regulatory operation and then finished at Genentech/Roche by managing a couple of large commercial franchises here in the US. Xolair was the first one, and then the breast cancer franchise, which included Perjeta, Herceptin, and Kadcyla.
Taren: So from banker to breast cancer?
Liz: That’s right.
Taren: That’s quite the journey. Certainly, I know ALZA. That was a drug delivery company, if I’m not mistaken, correct?
Liz: That’s correct. Great company.
Taren: And then on to Jazz and then Genentech. So through all those different roles, can you name what was your favorite experience out of that time? I mean, I would think leading the worldwide launch of those breast cancer drugs was probably pretty significant. But is there one of those experiences that stands out to you, maybe not your wow moment, but one that you really look back and go, that was a lot of fun?
Liz: Yeah, I was at Genentech before the Roche merger, sort of before, during, and after. And I would say leading that team was a pretty spectacular experience because the way it’s structured, your purview is global. And so you’re developing this drug, you have to make sure that the trials will, to the best that you can, enable approval in multiple different geographies. But then you also have the commercial aspect, and so you’re thinking of brand names and you’re coming up with key messages and you’re trying to design the commercial launch globally. For me, that was a new experience moving beyond the development team management into development and commercial leadership.
And so I would say that was a very important role for me because I really got to see how things go from end to end. And before that, I had primarily been a development team leader while I was in pharma. So that really was new exposure for me and it was really interesting and a really rich experience.
Taren: That’s wonderful. That end to end really, it shines a light on so many of those areas and moving that molecule along that paradigm to eventual market. Well, kudos to you and your team for getting some really important drugs to patients who need them. Through all these different career experiences, how did that shape your leadership style? And how would you describe your leadership style today?
Liz: Yeah, Taren, I want to go back just for one second because I stopped at Genentech, but I obviously continued to work after that. That’s why I think we’re on the podcast today. And after I left Genentech, I thought I was retiring but Rick Klausner called me about three months after I had stopped working at Genentech and I was doing some consulting, coincidentally, for Hal Barron over at GSK. And Rick called me and asked me if I wanted to be president of Lyell, and the opportunity was just so interesting, and the scope of responsibility was broad, and not something that I had actually been offered before. And it was really exciting for me. And it was enough to actually pull me out of retirement. So after Genentech, I had my brief, what I would call my three-month retirement, and then picked up working with Rick and the team at Lyell and was president for two years before making the transition to CEO almost a year and a half ago.
Taren: So that’s fantastic. And we’ll get back to that leadership style question in a minute. So when you made that transition from President to CEO, did you feel that there were– was it a big leap? Like, what was that transition like? I mean, in the CEO role, how different is that from the president role? Let me ask you that question.
Liz: So at Lyell, the way Rick and I set the company up, I essentially had all of the operational responsibility right from the start. So I didn’t have research and development reporting to me, but I did have them on the Lyell leadership team, which I ran. And so operationally, I sort of had no boundaries within the company. And Rick was primarily involved with science strategy of business development and financing. And those are the things that he really likes to do. And so those are the things that he focused on, and I picked up everything else. So I would say the steepest learning curve for me was those first two years being president and building a company really, from the ground up. I had never done that before, with the exception of Jazz where I came in more junior and number 26, I really hadn’t had that ground-up experience of building a company. So that was a very steep learning curve.
But Rick and I worked very closely together. So I had a very wide open window into everything that he was doing, was able to learn a lot during those two years. So when we transitioned, I think it was fairly seamless. And my role didn’t actually change that much from the Friday to the Monday in terms of how I felt about it. But again, I think the weight of the role does change because all of a sudden, there’s nobody else. The old saying the buck stops with you, it didn’t stop with Rick anymore, it stopped with me. And so there’s a real sense of the weight of the role and the additional responsibilities that I think was the biggest change there.
But again, I think, for me, the steep growth curve was particularly during those first two years as president, and not so much when I flipped to CEO. I would tag on to that that there’s a second steep learning curve in the CEO role as you go from private to public and that’s another one where the slope of the curve just changes pretty dramatically.
Taren: Absolutely. And I tell you, you don’t give yourself much time. You had three months sabbatical, then Genentech, and then jumping into a startup. And then from a Friday to a Monday to go from President to CEO. There’s a calendar somewhere, Liz, that you can take a breather.
Liz: You’re right. I haven’t been good at that.
Taren: And through all of this, and you said, you just noted about the private and public that is often, as you said, a different kind of animal. So what were some of the learnings that you took from that transition?
Liz: As I mentioned, Rick was really involved in the business development and the financing activities when I was president. And so when I became CEO, obviously, I had to take those on. So that was a big, big chunk of work. And when you’re going public and when you are public, you quite rightly spend a lot of time with investors. And so there was and is a learning curve there as you get to know them, as you start to practice your story and really become fluent in it. So all of the aspects of how you work with your investor base is really new, I think, to most CEOs or first-time CEO, so I’m sure I’m not alone in this, but that is something that was new, and you really have to embrace that and develop in that part of the role.
I think the other thing that probably lots of CEOs learn and lots of members of leadership teams learn when you go public is everything’s public. And so there are a lot of things that you can no longer do the way you would have done when you were a private company. I’m not saying that it was the Wild West when we were private, but you certainly had a lot more degrees of freedom when you’re a private company than you do when you’re a public company. So that’s all a bit of a learning curve as well.
Taren: Full disclosure, nothing crazy was going on when you were private.
Liz: Right. It was all by the book, all very buttoned up but private.
Taren: Just so our listeners understand. That’s great. And I am going to drag you back to talking about yourself and your leadership style. And so tell me about that. Because there aren’t that many women CEOs, how did you find your voice? What were some of those pivotal moments for you that helped shape your leadership style?
Liz: I would say during probably the last four or five years at Genentech when I had broader and more senior leadership positions, first as a development and commercial leader in the global part of the organization, and then second, when I became head of regulatory operations, that was really the first time I managed a large group. So I had 200, 250 people. And that was a big change for me because as head of the global team for Perjeta, I only had three direct reports. Everything else was cross functional, which is fairly typical when you’re developing a product and moving it through the different stages of development.
So taking on a large group was a really important experience for me. And then after that, taking on two commercial franchises, and we talked earlier about sort of understanding the business from end to end. And I think until you run that commercial franchise, it’s really hard to understand how the rubber hits the road until you’ve actually been out on a couple of field calls, until you’re working with hospitals, until you’re actually out there trying to get the product to patients. You haven’t had sort of the full lap around, haven’t gotten the full perspective.
And so that experience running two commercial franchises was enormously important. And I was really fortunate to be able to run the Xolair franchise or respiratory franchise, and then as I mentioned earlier, transition sort of back to my home ground of breast cancer. And interestingly enough, I took that HER2 franchise position just as the adjuvant study was launching. The adjuvant indication was launching in the US. And that was a study that I had set up when I was the global lead earlier on. So it was really nice way to sort of end my career at Genentech, but running those commercial franchises, I think, were pivotal moments.
Taren: Excellent. That’s a lovely bookend. Not everybody gets to do that, that is quite remarkable.
Liz: Yeah, I think it is one of the pieces of advice that someone gave me, and I know we may get into this later, was get everything you need out of a big company before you go. And so one of the things that you can get from a big company if you’re thinking broadly about your career is you can do a lot of these lateral moves. And so you can get lots of different experiences, you can move from a global development leader into a regulatory position. And from there, you can move into a commercial position. It’s really hard to do that in a small company, simply because they don’t have as much bench strength. And so it’s a riskier proposition for leadership to allow people to make those kind of lateral moves. But in a big company, you can actually do that. And it’s a brilliant way to experience lots of different parts of the business if you can swing it. And Genentech was pretty good at that, I thought.
Taren: And so when you were making those lateral moves, did you wait till you had, like that you could check off all five boxes before you raised your hand for the role? Or did you take a little bit of a leap of faith?
Liz: I think it was a little bit more of a leap of faith. And one of the axioms that, I think, seems to govern my career is that serendipity is your best friend. And so when opportunities will come up, and I was interested, I would take them. It wasn’t as when you look back and when you describe it, sometimes it looks very intentional, that you knew you were going to do this for two years, but the reality is, I think there’s a lot more chance involved. And so I generally tried to go for things that I thought would give me a new experience, that I thought was, what was the work that I was interested in doing and what was I interested in learning? And that’s how I made my choices.
Taren: And that’s one of the key traits of successful leaders is that curiosity, what’s next? What else is out there for me to conquer? Well, kudos to you and look at where it’s landed you. So that’s really a testament to your leadership strength and your abilities. Being a CEO, we talked a bit a little bit about it. So tell me what is the greatest joy you derive from being a CEO? And then I’m going to ask you what are your biggest challenges?
Liz: I think being a CEO, I mean, it’s a remarkable experience. I highly recommend it. And I think the biggest joys are really seeing a company come together. And again, I know my experience at Lyell has been– I can’t say it’s unique, but being employee number six, and so taking the company from what felt like– it’s not quite the ether because we had great science when we started. But we didn’t have all of our platforms identified, we hadn’t translated them into the clinic. We had not decided to build a manufacturing facility and completed that. And so one of the things that’s been incredibly satisfying for me is being able to look at that entire journey, really going from sort of the wisps of a company into building an end-to-end cell therapy company. And so it’s a long answer to your question, but the joy is really, I think, in seeing it come together.
I think the second thing that I really pay attention to and that we pay attention to at Lyell is we’d like for everybody who works at Lyell to (A) be able to do the best work of their lives, and we want them to have fun. And so there’s another piece of just quite literally joy when you see people enjoying what they’re doing, get on a Zoom, or I see people in the office, and they say they love their work. And I just think that’s so important because we spend a lot of time at work. And it’s a bit of a thrill to be a part of a team that’s building a company that people really enjoy working at. And so that’s an aspect that I take a lot of satisfaction from.
Taren: Look at where retirement took you. That’s amazing.
Liz: Yes, I know.
Taren: And you went from employee number 26 to number six. I won’t even ask you what your employee number was at Genentech. As you look to 2022, what are some of your key objectives for the coming year?
Liz: It feels like every year at Lyell is a big year. We start every year saying this is the biggest year ever, but I think it may– it’s true.
Taren: So you found that momentum. That’s awesome.
Liz: Yeah. But this year, it’s true. This is really the year because we are going to be in the clinic with two of our programs. We actually just started screening for our first Lyell wholly owned program this week. So end of March was our screening deadline, and we hit it right on time. And that is a big change for what I always think of as little Lyell because this is what we’ve been working for, this is the moment. We have the opportunity to test our technologies, and I think really understand… And I’ll make a pitch for our science here – The technologies that we’re taking into the clinic address this thing called T cell exhaustion, and it may be the thing that is keeping cell therapies from being successful in eradicating solid tumor cancers.
So the notion that we are starting a study that could provide one of the most important insights into the treatment of solid tumor cancers is exhilarating, beyond anything I’ve experienced in my career. And so when you say, what are we focused on this year? We’re focused on really seeing this executing on this study, getting patients enrolled, getting data and understanding that data. We also have a second trial that’s going to start later this year. And similarly, this is a program with TIL (tumor-infiltrating lymphocytes) combined with another one of our exhaustion-countering technologies. And it is equally exciting.
And so we really feel that as a company, we are poised. We were on the edge of what could potentially be some of the most exciting studies in oncology today. And that’s really a remarkable place to be after three and a half, I won’t say short years, because they’ve been hard one, but after three and a half years, I think that is a remarkable achievement.
Taren: It’s a remarkable achievement, and three and a half years isn’t all that long. So as a layperson, could you describe what T cell exhaustion is, that platform so that I understand it because I’m not a scientist, I’m not a PhD?
Liz: Yes, no problem. So cell therapies, as you may know, have actually been successful in hematologic malignancies, so in the blood cancers, but they haven’t been successful in solid tumor cancers. And researchers believe that that is because something happens when the T cell encounters the solid tumor microenvironment. So that solid tumor is terribly clever. And what it does is it creates this environment that essentially turns the T cell off, we call it T cell exhaustion, so it loses its functionality. And so it can’t actually do its job and eradicate the cancer.
And there are a couple of things that you want that T cell to be able to do. One, you want it to be able to renew. So you want it to be able to repopulate the population of T cells and you also want it to be able to kill the cancer. So one of our technologies enables T cells to do that. A second technology addresses specifically this question of exhaustion, and one of our founders discovered that there is an imbalance in T cells that are exhausted, they don’t express enough of a particular protein. And so our second technology that’s called Gen-R essentially overexpresses that protein and enables the T cell to resist exhaustion so it maintains that functionality that it needs to kill the cancer. So there are two technologies, one that specifically addresses exhaustion and the state of exhaustion of the T cell, and the second one that creates this what we call durable stem-like quality where the cells can renew and also kill the cancer.
And together, they are combined in our first program. Together, we think they may be able to create a step change in efficacy in the treatment of solid tumors. So very, very exciting space and really exciting science that was developed by our founders, Crystal Mackall at Stanford, Stan Riddell from the Hutch, and of course, Rick Klausner, our founder and chair.
Taren: Well, it comes through how exciting this is for you all, and congratulations on being able to meet such a tremendous milestone just a couple of days ago. So that’s fantastic. I hope there were virtual pops of champagne going off around the company for you all because that’s a pivotal moment. So you went from little Lyell, as you said, to big Lyell. So here you are now. And now, it’s the delivery time, and this is when it’s starting to get a little bit tougher, I would imagine. So how do you set yourself up for success going forward?
Liz: I think we have done a very good job setting high standards for the company. Clearly, when we set goals for ourselves, we’ve been excellent at achieving them. But I hate to use sort of an overused statement, but in terms of setting ourselves up for success, we have an extraordinary leadership team, that for all of us sitting around the table, it’s not our first rodeo. We’ve all been successful product developers before. And so driving the translation of our research into the clinic, ensuring that we can manufacture our products and deliver them safely to patients is something that we are all committed to and have a lot of experience doing. And so I think, setting ourselves up for success is the age-old formula of hiring great people and then turning them loose so that they can do their best work.
Taren: Well, since you brought up your leadership team, as I was doing research before interview, I noted that your leadership team is very well– it’s gender balanced. Was this a deliberate move? Or was it serendipity, as you’d like to call it?
Liz: Throughout Lyell’s history, we have hired the best person for the job. And I think it’s so interesting, lots of people point this out. And I think some people wonder, she’s a female CEO, so she’s really paying attention to gender diversity and other diversity issues. And I’m thrilled with the composition of our leadership team, and we have chosen the best person for the job. So I think both are true, we paid attention to it, but we’ve chosen– it was easy because those were the best people for the job. And it’s just worked out to be a wonderfully diverse, capable, and competent team.
Taren: That’s great. And thank you for being so transparent about that. At the same time, we are looking at an industry that is still predominantly male, that is still predominantly white male, to that matter. And here you are sitting as a female CEO at a biotech company, and with that carries some weight in terms of being a role model, what does that mean to you?
Liz: I take it seriously. I know that that is true. And I think the most important thing I can do is be genuine, be sincere, be an authentic leader, listen to the teams. And I think, I obviously want to develop everyone in the company. So I don’t have more development time for one cohort versus another and I actually think that’s really important. One of the values at Lyell when we set up our values, one of them is respect. And I take that one really sort of, to a profound level. So you have to respect who a person is, where they’re coming from, what their experiences are, what they want out of their job, how they want to develop. And that’s true for men, women, people of different ethnicities, cultural backgrounds. And so I just try and pay attention to the individual and develop them to give them the best opportunity and develop them to the best of their abilities. And that’s worked well for me. That’s my basic philosophy on how to treat people, how to develop them, and how to get the best out of them.
Taren: I think respect is always a key cornerstone. So that’s wonderful. Thank you for sharing that with us. I’m going to take a step back for a second. You noted that you started as a banker, and then you did some consulting work, and then your first industry job was really ALZA, but what drew you to the science world? You could have stayed in the consulting world.
Liz: I could have. I’m so glad you asked that question because when I was a consultant, I started off in energy and chemicals. And so I did a lot of consulting for oil companies. And it was very interesting work, and I got a remarkable education at Booz Allen and at the other consulting firms that I worked at. But there was definitely something missing, and I knew that I wasn’t going to be in the oil industry for the rest of my life. I was missing, sort of my heart just really wasn’t in it.
And so when I switched firms, I went to work for a smaller firm. And that’s how I met ALZA. And I just got bitten by the mission, the vision of the company, the notion that I could spend my career improving people’s lives and I know that sounds hokey, but it really meant a lot to me coming from the side of the energy and chemicals industry, which is just so different. And I’m not judging people who work in that industry, they do a lot of important work. But for me, personally, the connection, the satisfaction, the feeling that you’re actually doing something really good for society was something I became addicted to, I just couldn’t give it up. And so once I had a taste of it, that’s where I stayed.
Taren: Liz, it’s purpose-driven. And when I talked to a lot of folks in the industry, they are very talented, very smart. And like you, they could have stayed in a different sector, but they chose to come and lend their talents and their treasures to help patients. And it really does make a difference. It’s a purpose-driven career in a way.
Liz: Yeah, I think so. I think that’s true for lots of people who are in pharma and biotech that once you’ve experienced it, it’s hard to imagine doing something else.
Taren: So throughout your career, you’ve probably received a ton of different pieces of leadership advice. Can you pick out that one pearl that has really stuck with you?
Liz: Yeah. So when I mentioned earlier that serendipity is your best friend, I’m not sure if I mentioned that that was from my mother. And my mother was a woman who loved her work. She worked for the National Opinion Research Center for most of her career, and that required that she do lots of things, including testifying in front of Congress, she managed large teams. And I have memories of going into her office and hearing her and watching her work with her colleagues. And so she was really a role model for me as a strong professional woman. And she always said, it’s very hard to choreograph things and sort of move the world in the direction you want it to. And so pay attention to serendipity, it can often get you your best opportunities. And that’s really turned out to be true for me.
Taren: That is a great piece of advice. But the other part of that I would think is that you have to be prepared to be able to take advantage when that opportunity comes to knock. So as they say, luck favors those who are prepared. So you have obviously been very well prepared throughout your life and throughout your career to take advantage of those serendipitous moments. And that’s not easy, that takes a lot of work and energy and time and resources to get to those places. So what is the piece of advice that you share with others? Is it that same serendipity, be prepared?
Liz: Yes, and… I do think it’s a great piece of advice and it is to a certain degree, I think, what got me to Lyell because I think long before Rick called me to see whether or not I wanted to be president of Lyell, we met for coffee, and that was a little serendipity. Hal Barron and Rick obviously know each other, and Hal said, you know, you should really meet this guy, Rick. And I remember thinking, I was happy at Genentech. I wasn’t really like, why would I do that? I wasn’t great at networking, but I did. And I met Rick, and it turned out to be a really important moment doing that. So I do think serendipity is something that you should pay attention to, but I’m going to bring that one full circle.
The one thing that I wish I had been better at, and then I try and focus on is the intentional networking. And I bring up, the fact that I met with Rick, and that it wasn’t something that I was– I wasn’t really good at networking. And I think I was lucky that I actually took that opportunity. But to your point, luck may favor those who are prepared or who are ready, but you can’t actually count on it. And so one of the things in this industry that I do think is really important is to make sure that you have a broad network, that you understand what opportunities are out there, that you understand your own worth, that you really make a deliberate effort to do that.
And I think it’s really hard to do because for most of us, were in jobs that consume us. And so there’s not a lot of time left over. There’s work, you try and manage your own personal life, and then to also dedicate a chunk of time to understanding what’s going on in the industry, what’s out there and deliberately building a strong network for yourself, is often times the thing I think that falls through the cracks. And so one of the pieces of advice that I would give people who are in the early stages of their career is to really take that seriously and pursue that with some energy and some vigor because it will serve you well throughout your career. If you want to take advantage that serendipity is your best friend, the broader your network is, the more opportunities you will learn about, the more opportunities that will come your way. So pay attention to that.
Taren: Well said. And full stop, absolutely, that intentional networking is absolutely crucial to career development and to finding that next serendipitous opportunity. It talked to so many folks, and that’s how their next job has come about. And you’re right, it is hard and it is time consuming and it does take dedication and a commitment to it. So I can’t stress it enough, you said it beautifully. So let’s talk about your wow moment. What is that moment that either changed the trajectory of your career or left a lasting impression on you?
Liz: So this one, I don’t want to say this one’s easy, but there’s one experience that always stands out for me. And that was, while I was leading the Perjeta development team, I had the real privilege of being the leader of that team, and we unblinded a positive phase 3 study for first-line HER2-positive metastatic breast cancer. And it wasn’t just positive, it was a stunning result. I mean, first and foremost, sharing that with a team of people who have spent years bringing a product to that point is not just exciting, it’s not just a joyful moment, it’s incredibly emotional. It’s just all of your hard work, and here it is, and it’s paid off and it’s marvelous.
And then I think knowing, and for me, it was personal because during the time I was developing that drug, I had an old friend who had passed away from HER2-positive breast cancer. And so that moment for me was really incredible to know that I had done something that I knew would prevent other women from having that same experience, from not having a product that could actually save their lives, was really incredible. And so, for me, from that moment on, my work is about doing everything I can to have another moment like that. That’s what I’m looking for.
Taren: I just got chills. That was amazing. Thank you so much for sharing that very personal story with us. I mean, I think, it is just so profound, and to me, that’s the payoff for all that hard work, and having that moment is just tremendous. So I’m so glad you got to experience that. I’m sorry you lost your friend. And I look forward to you changing the lives of more people as you continue through and the great work you’re doing with Lyell. I can’t thank you enough for being part of our WoW podcast program. It’s been a tremendous honor to have you with us and sharing your fantastic insights. So many great gems in here. Thank you so much, Liz.
Liz: Taren, thank you. It’s been a pleasure.
Thanks for listening to this episode of WoW, the Woman of the Week podcast. For more WoW episodes, visit pharmavoice.com.