The go it alone aspect has more to do with whether certain positions and staff exist or being built than anyones ages.
It’s not to say that it’s not important that top management are all at retirement age, but that a broader staffing of functions sufficient to handle the next couple years of growth be established.
Our views are not opposed but complementary imo.
The functional expansion and staffing can be addressed by different scenarios, including organic staffing or partnership/buyout, as many here are suggesting.
I think the initial GBM treatment demand can be handled since surgeries are required and assuming patients are going to select neurosurgeons in various regions/cities, this is distributed in nature.
The tumors are shipped to either Sawston initially and/or CRL Memphis if required for the Americas, which equipped with FlaskWorks units should handle initial loads and with CRL’s global footprint capacity can be incrementally added easily into existing facilities.
The advertising and sales functions don’t exist within nwbo currently, however for GBM one might assume the breakthrough only game in town nature of DCVax will not require much more than physician education and word of mouth among the doctor-patients communities. In fact, it might be better to focus on servicing GBM initially without a lot of extra inquiries about other indications.
So, I can see nwbo initially going it on their own, partnering or being bought out.
The partnership/buyout routes may allow more to be done in parallel with more boots on the ground, and thus accelerate DCVax extensions to other indications and establish a strong position of leadership in this new treatment platform.
As long as DCVax-L is approved every forward scenario is good, just how good how fast, assuming leadership is committed to advancing the DCVax platform, as it is now.
