|
|
Wednesday, April 30, 2008
|
| Unsubscribe.
Change your profile. Read our privacy policy. |
 |
|
 |
 |
 6 Questions: One-on-One with Michael H. May, president, Rimon Therapeutics
Rimon Therapeutics’ story began about 10 years ago with an unexpected observation in the laboratory of Dr. Michael Sefton at the University of Toronto. During an experiment, Sefton noticed blood vessels growing around medical polymers — materials that at the time were intended to be used as benign implants. Sefton and Dr. May then wondered if the materials could be tweaked to have a therapeutic benefit. Shortly thereafter, Rimon Therapeutics was founded in 2000. Rimon went on to develop Theramers — polymers that give devices therapeutic drug-like benefits — taking it from early concept to successful human clinical trials. Although the company has yet to generate revenue, it has received rave reviews for its work, including being named “Most Promising Early Stage Biotechnology Company” by BIOTECanada in 2006. Rimon plans to introduce Theramers to the market through a global wound care company later this year and ultimately go public. We asked co-founder May six questions.
What is the biggest challenge currently facing Rimon and what are you doing about it?
Raising capital is always a challenge, especially in the Canadian context. It’s probably our greatest challenge. We raised capital initially out of Europe. It was a fund that came to Canada looking for new technologies out of the universities. And their initial model was to invest in university research. Our proposal was, ‘Don’t invest in our research; invest in us as a company.’ And it was very serendipitous that they were looking for new, innovative material technologies and we were looking for financing. And it allowed for a good, strong foundation. And then we’ve continued to build strong relationships with high net-worth individuals and have raised about $5.5 million to date.
Read the full interview here. |
|
|
 Management theory: The thinker
Great leaders, in business and elsewhere, think differently. Where others see impenetrable complexity and tough trade-offs, they see ways to create novel solutions to tough problems. This is at the root of Roger Martin’s theories behind Integrative Thinking, a term that the dean of the University of Toronto’s Rotman School of Management has turned into a buzzword through his savvy self-promotion of books like his recent The Opposable Mind, and a seminar series featuring his interviews of high-profile business leaders and thinkers. Behind Martin’s luminary status, though, are efforts to make Integrative Thinking more than just a marketing slogan; he wants to leave a lasting impact on how the next generation of business leaders are educated. And in this cause, Martin has a secret weapon: a slightly built, sharp-witted and mirthful Romanian-born intellectual engineer named Mihnea Moldoveanu. |
|
|
(Nasdaq closing, 04/29/08)
| Indicator |
Close |
| Nasdaq |
2426.10 |
| Nasdaq Biotechnology |
802.39 |
| Nasdaq Industrial |
2010.05 |
| Nasdaq Financial-100 |
2688.50 |
| Nasdaq-100 Tech Sector |
1108.25 |
|
|
|
Is it time for Microsoft to give up on the Yahoo acquisition and try something else?
|
|
|
|
| |
|
