WEBVTT

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- Go as fast as the
organization can tolerate

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and maybe a little bit faster,

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but make sure you're clear about
where you're going and why.

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- In that combination between
your experience in academia

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and industry

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and also public sector,

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what are the three biggest
lessons you learned in those

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roles that you now make use of?

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- First and foremost sort
of plan horizontally,

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but execute vertically.

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I think my career is
probably characterized

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by taking organizations

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that were operating in
a very vertical sense

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and welding them together in
a more horizontal sense, so

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that you really leverage the alliance

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and the capabilities that a
lot of diverse people bring

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to the table. And at the same
time, executing vertically so

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that you know who's accountable

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and you have the right people trying

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to get the right job done right. So that
was the case in San Francisco when I built

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what was then known as the
Prevention Epicenter to study

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and prevent infectious
diseases in patients

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and their health workers at CDC,

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likewise at Merck, knitting
research, manufacturing,

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and the commercial organizations
more collaboratively

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to prosecute the globalization
of our vaccine portfolio.

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And then finally, at FNIH,
again, just bringing these groups

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that usually operate very
efficiently in their vertical

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sense, but can even be more
creative, more innovative,

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and I think more powerful at
finding new solutions when they

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collaborate together.

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A second lesson learned is the one

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that all leaders know:
build the best team.

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And I certainly have a
fantastic team at FNIH.

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The third big lesson is: be transparent.

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Try to reveal what you're thinking

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and go as fast as the
organization can tolerate,

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and maybe a little bit faster,

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but make sure you're clear about
where you're going and why.