WEBVTT

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Welcome to startuprad.io your podcast and youtube blog covering the german startup

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scene with news interviews and live events,

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hey guys this is joe from startuprad.io and pretty uncommon introduction because

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This is part two of my interview with Detlef Riesner,

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co-founder of Kia Gain, first startup to ever list from Germany at Nasdaq in

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1996 and now a constituent of Germany's lead index, DAX40.

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I'm now at the point where I review this content and actually I have to say

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it's a little bit long for just one sitting, one piece. That's why we cut this into two pieces.

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If you haven't heard the other piece, one, please go there and start there.

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Now enjoy part two. Yeah, I think there are a few more examples who really got

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trashed during the burst of the dotcom bubble and many came back really strong.

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For example, Amazon and so on and so forth.

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Jumping a few years into the future, can you guide us through the decisions

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you had going becoming a member of DAX?

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How did this work? And at the time you were the head of the supervisory board,

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what were your thoughts about going to become a member of the iconic DAX,

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Germany's most important stock index?

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I have to agree and have to admit that was after the time I was chairman of the board.

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I was at the advisory board, the scientific advisory board, and I stepped back

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from the chairmanship of the supervisory board because we had a younger,

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very well-known member of the advisory board.

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I think he could take over, yeah, but he will take over only if he offers it to him right now.

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So that was the situation. And therefore, I think the CEO asked me,

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why don't you stay a year longer or two years?

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No, I said, now is a good time that he can take over.

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Unfortunately, he left two years later because he got the offer from ThyssenKrupp

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and all these companies, bigger boards.

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But with sleepless nights, I would say, yeah.

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Kaya Jin had no sleepless nights, yeah. I see.

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But I have to say when, yeah, from the time of the IPO to today,

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I think the company, I did not check,

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calculated exactly, must have grown by a factor of five or so.

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And then, when we came close, then we reached really a time where it was close to DAX, yeah?

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And DAX, of course, depends how many shares are treated, yeah?

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Not when you have a family who owns 80% of the shares, you can never go to the

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DAX because there's no business on the stock market.

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But we had a very separated, very divided ownership,

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and there was a lot of treatment, a lot of dealing with the chairman,

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with the stocks, and so this came in close to it.

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And then the DAX was extended from DAX30 to DAX40.

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Yeah and therefore they had to accept new

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companies and kaijin was fortunately among

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the new companies which fit into the scale of dax 40 yeah i see what you're

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referring to mostly is the so-called free float meaning how many stocks are

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traded on a regular basis and not held you say the right word, yeah. Exactly.

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Reflecting on your journey to become a global leader in molecular diagnostics,

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would core values and strategy were pivotal in sustaining its growth and innovation?

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Yeah, yeah. I think there were two tendencies I can say.

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First, of course, they said, we concentrate our diagnostics on Nucleic Acid Diagnostics.

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That means we

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virus detection, but also genetic diseases,

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and then particularly later genetic

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modifications which are responsive to pharmaceuticals or non-responsive.

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For example, such an oncological medicament like Avastin is good for some people,

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but bad for other people and cryogen cut then deliver the tests, the genetic tests,

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to tell these people will suffer from it and these people will have enormous advantages from it.

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And so they developed the tests step by step, from the beginning clear tests, for example, viral.

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Detection, and then to mutations which are close to pharmaceutical applications,

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but of course then also to veterinary tests and to tests from the Gerichtsmedizin.

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What's Gerichtsmedizin, and that means extremely sensitive tests,

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tests made from a hair, yeah, and this collagen could develop.

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And we had done on this in my institute many years ago, never knowing that it

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was going to the court, that it had to be used by the court later,

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by court medicine, yeah.

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And those things, very sensitive tests.

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Gerichtsmedizin was a new thing, Veteran-Medizin, but the main thing is of course

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human diagnostic, yeah.

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But then also, for example, latent diseases, diseases you don't see,

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but you have already in your body.

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This is particularly pneumonia.

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They developed a test for that. So, step by step, new tests.

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I don't know how many hundred tests they can offer. And that was a critical

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decision that we had to develop an automat, an instrument, diagnostic instrument.

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I can remember in the late 19th, after, of course, the IPO,

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we discussed for months or even two years, should we develop an instrument,

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then we go again to a new direction?

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Or is that too risky? Yeah, do we have to invest too much money?

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And Kairajan invested a lot of money and it took, I think, several years before

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they had revenues from the instrument.

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But then finally, we thought it fits together. We have the kits and we deliver the instruments.

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But the kits are also running on other instruments, but we can offer both.

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So and it was yeah from then on that was a new step in growing the company I

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see we'll be back after a short ad break.

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Uh thank you for taking so much time with us we may

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add to our audience that we're now already more

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than an hour in our recording session here

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i would like to talk a little bit about your role

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as a business angel let me put one day the the diagnostic the expression is

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forensic diagnostic forensic diagnostics yes diagnostic yeah great um i want

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to put a little emphasis on your role as a business angel investor now,

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because we met at the Business Angel Day.

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Transitioning into business angel, what key factors do you consider when you're

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evaluating potential biotech startups for investments?

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I think I evaluate the same qualities as I described for you when we started Cryogen.

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A good idea and the character of the scientists or of the startup people.

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That is the main point. Not so much when they promise you how much money they will earn on the market.

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When they are on the market, everything has changed anyway.

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And when they think too early on the market, that means it's not really innovative.

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So it is your, they think already on the market.

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So in real innovation is without a market.

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You have to develop the market. There is no market.

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Yeah. And that is only always when an investor is asked now,

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then give me an estimation about your product on the market.

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I think then my product is not innovative if I can get you that estimation,

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yeah, because we have to develop the market.

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Typically, molecular biology and medicine, it did not exist before.

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Very little, only in special institutes, yeah. and suddenly there was a market

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because there was an innovation.

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Whether it always goes that smoothly or that so well, one cannot say,

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but that is the idea behind, I have to say.

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And that's also an idea when I work as a business angel, but what is a business angel? yeah.

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Business Angel is somebody who knows a little bit about the start-up scenery

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and he can tell something,

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he can give good advice to younger people.

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Help with some investments, a business angel, but does not give the major investment,

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the smaller investment,

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and that is important that the business angel has also commercial interests.

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I never would negotiate that, therefore I said in one dinner speech what a business angel,

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it's a fall, an angel fallen from the heaven because it was kicked out from

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the heaven because an angel does not allow to have commercial interest,

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but the business angel has commercial interest and therefore it was kicked out of the heaven.

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But it's good enough for the earth. It's still working on the earth.

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That is my definition of a business angel. Now you know. So I know.

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Can you share some investments you did as a business angel to show the potential of biotech innovation?

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Yeah, that is very different. I think as a business angel or as a later investor,

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I got involved in very different companies.

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For example, companies which were set up by colleagues of mine,

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I know best, I know the people, I know the science. That is the best situation.

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There was also a company I knew that was a very good scientist,

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but he was a terrible manager.

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So he went bankrupt but because the science was so good and another investor

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and myself we bought from the insolvency the company and said now we have to

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arrange it very well and the company worked again.

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And it was sold after four years to an American company, Caterland,

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I think with a factor of five or six or whatever, but it stayed on the same place in Germany.

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And whenever I was involved in selling a company and an exit,

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I thought it was very important that the company stayed inside,

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in our case, in North Northam, Australia.

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And mostly it was bought by American or Indian companies, but they used it to

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have a step, a foot down in Germany.

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And therefore the company stayed in Germany because they used the whole business

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inside Germany and the company stayed there.

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And that was, I think, and they took all the employees and so on and so on.

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I was only once involved in a company in Heidelberg, and they sold the asset

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and the company was closed down.

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I had no influence on that, but that can happen.

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It happens in many cases but only

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in one case when I was involved it is

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not what I like to have mm-hmm yeah

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and you have seen biotech startups in Germany from the mid 1980s to the mid

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2020s that is quite some time what what did you learn over time about this this market.

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Yeah, what did I learn? What came out from my observations, I have to say, yeah.

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But I think it is a little bit trivial that it is enormous, diverse.

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Of course, some companies which are really flourishing, and for example, Biontech, yeah.

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I followed the story of Biontech.

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It's bigger than KIAGEN today. Whether it stays that way is another matter, but they really,

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because the epidemic is over, but the people have such a competence that they

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will have a very good company also in the future.

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Yeah, but otherwise, that was a typical company built on an epidemy, yeah?

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But they knew from the beginning there was an epidemy, and we have to go with

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100% and all our activity, and together with an American company,

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Pfizer, in that time, that was important.

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They know how to do it. They knew how to do it.

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Whereas CureVac in Germany was earlier, but made some mistakes.

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But that is not my business to judge on that.

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And so I followed companies. For example, then EvoTech was more or less an outspin

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from Kyagen, together with Manfred Eigen from Göttingen.

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And then developed also very well, but hadn't pushed down last year,

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which was from a personal problem, but it will recover.

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And then DiRevo, DiRevo was an outspinner of Evotech. I was in the board of DiRevo.

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It was sold to Bayer on the other side of the street, I have to say.

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Taking over 120 employees from the company.

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So it was very successful, but there were also companies where we had to realize that,

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technology did not work as we hoped that it would work.

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So what have we do? So probably sometimes one has to close down the company

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and as a stockholder or a stakeholder.

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We have to say we never let the company go bankrupt.

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We said then we closed the company, not insolvent, but how do you call it?

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Liquidate. Liquidate. We had to liquidate the company.

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But sometimes we as a stockholder had to pay the debt, to pay the debts.

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And then we could liquidate. But the founders did not have an insolvency.

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Yeah, so I think that we've always found important.

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And therefore, then you build up a reputation, yeah?

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And if you build up the reputation that you invest in a company and if it doesn't

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work, then it is insolvent, bankrupt.

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That is not a good reputation. We said, if it doesn't work, we think that it

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has to finish in a good way for the inventors and for the startup people. Yeah.

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So this is a little bit experience, very different experiences, but we had good exits.

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We had smaller exits, but still exits.

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And we had really liquidations, yeah, which went pretty smoothly. And that is important.

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Yeah. People could do then other things. So, fortunately.

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The successful exits were mainly successful exits.

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Yeah. Otherwise, it would not have been much fun. Yeah.

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I see. And of course, investment should also be some fun.

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We are now moving a little bit into entrepreneurship and biotech.

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For all the entrepreneurs and researchers tuning in, what do you think is the

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biggest challenge when transforming from academia to business?

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Let us know in the comments or tag somebody who might have an interesting take on this down here.

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You see, in Germany, the situation today is officially much more difficult than

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in our time, because I talked already about the Arbeitnehmer-Effindergesetz.

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Today, an invention you have in your institute, it belongs to the university.

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At the university then you have to deal with the university what to do with

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it and my advice is completely clear it is simple and clear.

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That the university gives all the know-how all the patents to the people who

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haven't started up and the university gets shares in the company that means

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they do not get money now but they get probably much more money when the company is successful, yeah.

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And for example, with Skyagen, we were not obliged to do it,

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but we said, okay, we were not obliged, but we took the know-how from the university.

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We have to give back to the university, yeah.

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And we gave back more than 20 million, the University Düsseldorf,

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yeah. And the final gift was a research laboratory, which was newly built.

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And so I think we had our own Arbeitnehmer-Erfinder-Gesetz,

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but completely free, and it worked much better than the official Arbeitnehmer-Erfinder-Gesetz,

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and today I'm really fighting for it,

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that the university or even more critical are the governmental research institutes

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like Helmholtz, Fraunhofer.

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They think they have to earn money when there's a startup to get money from

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the people who have the startup, even if they don't have money.

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Instead of saying, okay, we

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have shares, and if the company gets successful, then we earn the money.

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I think it's called the Darmstädter model, but we had it in Düsseldorf already, I think, 12 years ago.

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I think you could call it something like IP for equity.

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Yeah, IP, yeah, right. You can call it right that way, IP for equity, but that is important.

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The equity is equity without voting rights.

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Because if you have the university, which probably can vote for a company's

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decision, that is terrible.

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Equity without voting rights, because the university does not know how to vote there.

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They might have specialists, but normally not.

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And that is something we did now with Priya Void, but long discussions with

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the research center in Jülich, with Düsseldorf, it was much easier.

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Normally it's easier with the universities than the governmental research institutes.

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Also, they are really obliged to support startups, but what they are doing, they hinder it.

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And I hope they will learn in the near future.

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They basically have to learn. I had a few questions in this section of the interview,

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but basically you already went through all the answers that I would have asked from you.

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So let's go into another short ad break and then we get on to your decision

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retiring from active roles.

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As the head of the supervisory board of Kayagen, how did you ensure a smooth

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transition of leadership when stepping back from your role?

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Yeah, I think that is important often because Kayagen is a technology company

00:24:34.047 --> 00:24:41.527
and I think I've felt always pretty well as a chairman of the board because I knew the technology.

00:24:42.757 --> 00:24:48.257
But I did not know all the finances. And when I had a question on the finances,

00:24:49.097 --> 00:24:56.637
which probably I thought the CEO has another opinion than I feel,

00:24:57.097 --> 00:25:03.917
then I asked my colleague in the board about that problem, who knew about the finances.

00:25:05.017 --> 00:25:11.237
Exactly when I had a question about selling, what type of selling have you to

00:25:11.237 --> 00:25:15.457
support me? There was a guy who was a specialist in selling.

00:25:15.897 --> 00:25:22.917
So as a chairman of the supervisory board, you have a lot of obligation and

00:25:22.917 --> 00:25:27.877
responsibility, and you cannot answer it always by yourself.

00:25:27.937 --> 00:25:30.357
You have again to work as a team.

00:25:30.737 --> 00:25:35.477
That is the point, yeah? And if you think you have to answer everything yourself,

00:25:35.677 --> 00:25:36.997
you make too many mistakes.

00:25:37.477 --> 00:25:41.697
Of course, I had very close connection to the CEO of the company.

00:25:42.037 --> 00:25:44.197
We met every week or so, yeah.

00:25:44.977 --> 00:25:50.897
And before the board meetings, we met very intensively and discussed all the questions.

00:25:51.397 --> 00:25:58.817
But that does not mean that I did not depend upon the specialists in the board on special questions.

00:26:00.117 --> 00:26:04.337
I think bottom line is always ask the specialists if you know them.

00:26:05.017 --> 00:26:09.637
Yeah, yeah, yeah, yeah. And you have to have a board with specialists.

00:26:09.637 --> 00:26:13.157
Even you can ask other people but the

00:26:13.157 --> 00:26:16.377
specialists have to be in the board because they know the company otherwise

00:26:16.377 --> 00:26:19.417
i was wondering when you there was

00:26:19.417 --> 00:26:25.897
a time when you retired from the key again board and you retired from your position

00:26:25.897 --> 00:26:33.517
at the university um how how did your focus shift since and what interests did

00:26:33.517 --> 00:26:38.097
you develop how did your life change in that time do you have any recommendations.

00:26:39.457 --> 00:26:42.177
Yeah, my recommendation is,

00:26:43.081 --> 00:26:50.701
Stay active. I said always, of course, I earned a lot of money. Everybody knows that.

00:26:51.221 --> 00:26:58.801
And I could have stayed in probably in Mallorca and put my belly in the sun.

00:27:00.341 --> 00:27:06.181
But I said always, I felt so sorry for the sun to look at that,

00:27:06.281 --> 00:27:08.241
therefore I could not do it.

00:27:08.921 --> 00:27:20.761
That is the reason. But more seriously, I could put more time and effort in

00:27:20.761 --> 00:27:23.421
the other companies where I was involved.

00:27:23.421 --> 00:27:31.461
And for example even in the companies now the successor of my chair.

00:27:32.501 --> 00:27:36.041
Dieter Wilbold and they took over

00:27:36.041 --> 00:27:43.601
the mentality when you have a good idea set up a company and he did very good

00:27:43.601 --> 00:27:50.061
science in Alzheimer and Alzheimer is now a scientific development from the

00:27:50.061 --> 00:27:53.461
prions further development for the prions So,

00:27:53.561 --> 00:27:55.761
we had a lot of scientific contact.

00:27:56.661 --> 00:28:00.941
And when he started the company, I helped him as much as I can.

00:28:01.121 --> 00:28:08.241
I gave him the first money, and I solved the problem with the wrong CEO in the company,

00:28:08.601 --> 00:28:18.201
and we bought the patents from the research institute that patents have to belong

00:28:18.201 --> 00:28:20.261
to the company, otherwise you don't get money.

00:28:20.261 --> 00:28:25.421
So I got very much involved in that, and then I got involved,

00:28:25.781 --> 00:28:34.301
similar to that, in a diagnostic company for Alzheimer's and other neurodegenerative diseases.

00:28:36.741 --> 00:28:42.481
And there were other sides. So I really was a little bit...

00:28:42.481 --> 00:28:48.041
I was asking, of course, a lot to be with our company. I said,

00:28:48.341 --> 00:28:54.921
only that I have to learn, only the company that understands the science 100%.

00:28:55.761 --> 00:29:00.161
I was asked, oh, you see, we have a very good company for cancer.

00:29:00.161 --> 00:29:06.001
I think I believe that you have a good company for cancer, but I don't understand

00:29:06.001 --> 00:29:07.501
sufficient from cancer.

00:29:08.561 --> 00:29:11.381
Therefore, I will not go into your company.

00:29:12.461 --> 00:29:16.561
And so on. That is my involvement.

00:29:17.621 --> 00:29:23.421
Actually, I'm now in Tübingen involved in a cancer company, but they could explain

00:29:23.421 --> 00:29:27.201
that very well to me, and they had funds from the other side.

00:29:28.041 --> 00:29:31.681
And the funding agency, do you know the Sprint Agency?

00:29:33.152 --> 00:29:38.172
Yeah it's a it's a governmental agency yeah and sprint is.

00:29:41.132 --> 00:29:46.672
Gives a lot of money to the priya void that is a company of my successor will

00:29:46.672 --> 00:29:54.272
did a billboard and now he's in phase two with alzheimer with a very good compound for alzheimer,

00:29:55.152 --> 00:30:01.672
and then they said okay we will also uh give money to the tubing company company,

00:30:02.432 --> 00:30:08.732
but they need a little bit of experience, the strategic experience in a startup.

00:30:09.132 --> 00:30:13.512
Would you not like to be involved a little bit in that?" And I met with the

00:30:13.512 --> 00:30:18.052
people and I said, these people are okay, that is interesting to work with them.

00:30:18.772 --> 00:30:24.392
Also, it's not really my field, but if the people are good enough, I can trust them.

00:30:25.312 --> 00:30:32.432
And so I made the change from chair of Chiagen,

00:30:33.092 --> 00:30:40.792
chair of biophysics, but I still have my office in the university and I was

00:30:40.792 --> 00:30:43.512
even in the board of trustees of the university,

00:30:43.772 --> 00:30:46.672
this were running also so

00:30:46.672 --> 00:30:54.512
I'm going back from official obligations to more informal interest and obligations

00:30:54.512 --> 00:31:02.412
in smaller companies and try if the company has an exit fine and I have not

00:31:02.412 --> 00:31:06.532
replaced every exit with a new company so I will use that.

00:31:08.832 --> 00:31:16.132
Let us go into the last section the last three questions your current perspective and future outlook.

00:31:17.772 --> 00:31:25.472
How do you see the role of artificial intelligence and machine learning in biotech

00:31:25.472 --> 00:31:26.452
research and development?

00:31:27.796 --> 00:31:33.316
Yeah, we did that before we knew about the name. We, or better the colleagues

00:31:33.316 --> 00:31:34.876
with whom I worked, of course.

00:31:35.496 --> 00:31:43.776
In the 70s, there were the best programs with the best data to calculate the structure of.

00:31:47.036 --> 00:31:58.356
In the same way, we used the best programs and a lot of data to calculate the

00:31:58.356 --> 00:32:04.956
structure of RNA folding and refolding during the biological activity.

00:32:04.956 --> 00:32:09.756
There was, of course, KI at that time.

00:32:10.116 --> 00:32:14.476
But in the meantime, the machines got 100 times faster.

00:32:14.956 --> 00:32:19.376
The data extended by a factor of 100.

00:32:19.876 --> 00:32:22.536
And then we call it KI.

00:32:24.316 --> 00:32:29.836
AI, artificial intelligence, yes. So the artificial intelligence was already there.

00:32:29.996 --> 00:32:34.156
But now it has much more impact because the machines are better.

00:32:34.156 --> 00:32:43.996
The data are much extended, and so new relationships can be found by artificial intelligence,

00:32:44.296 --> 00:32:49.296
which could not be found before because it would have taken years.

00:32:49.856 --> 00:32:56.796
Therefore, in my mind, artificial intelligence is not something very new.

00:32:56.996 --> 00:33:02.976
It is a systematic development from earlier intentions.

00:33:04.536 --> 00:33:12.276
And of course we use it in everything where structure or metabolic pathways

00:33:12.276 --> 00:33:16.536
and those things, complicated things, have to be described.

00:33:18.083 --> 00:33:25.143
They are especially good if it goes really really complex yeah um what are your

00:33:25.143 --> 00:33:32.503
thoughts on introducing interdisciplinary collaboration in driving innovations.

00:33:34.203 --> 00:33:41.803
Now yeah i always have to go back to kai agent yeah i am the i was a physicist,

00:33:42.783 --> 00:33:47.783
My co-workers, one was a chemist, the other one was a microbiologist,

00:33:47.943 --> 00:33:49.823
and the third one was a biochemist.

00:33:50.343 --> 00:33:57.323
So, and the four of us, every different field, collaborated and set up gyogen,

00:33:57.523 --> 00:34:00.883
and we had to complement each other by our knowledge.

00:34:01.903 --> 00:34:06.763
As a physicist, I have to go, of course, very often to the biochemist and have

00:34:06.763 --> 00:34:11.863
to ask him what happens here, what happens there, or to the microbiologist and chemist, yeah.

00:34:12.763 --> 00:34:17.903
So interdisciplinary collaboration is very important.

00:34:18.163 --> 00:34:22.243
So I don't know what we would have done without it.

00:34:23.063 --> 00:34:24.843
It was our experience, yeah.

00:34:25.943 --> 00:34:27.803
Okay, that's all I can say.

00:34:28.943 --> 00:34:34.903
Yes, and the last question, I think you already talked a lot about what you

00:34:34.903 --> 00:34:40.003
continue to influence the biotech sector what are your current projects or initiatives

00:34:40.003 --> 00:34:46.743
and what legacy do you hope to leap for future generations of scientists and entrepreneurs,

00:34:47.783 --> 00:34:58.563
yeah yeah that is of course a question for example the legacy the european legacy for.

00:35:01.563 --> 00:35:04.523
Plant molecular was terrible,

00:35:06.523 --> 00:35:11.163
genetically engineered plants were more or less forbidden in Europe,

00:35:12.103 --> 00:35:20.103
unfortunately this is now liberated but that is one point that the legacy has

00:35:20.103 --> 00:35:28.463
to be quite liberal it has to be watched whether their dangers can appear but for example why went,

00:35:28.623 --> 00:35:30.443
that is my,

00:35:30.623 --> 00:35:33.443
I did not speak to the people, but this is my suspicion,

00:35:34.143 --> 00:35:41.183
why went Biontech with research to Britain, yeah, because the legacy is more

00:35:41.183 --> 00:35:43.183
liberal, the admissions,

00:35:43.983 --> 00:35:51.343
the legal authority works faster, and I think the fiscal improvement,

00:35:51.583 --> 00:35:56.183
the fiscal support is better yeah and these are three points,

00:35:57.083 --> 00:36:02.403
which Germany it's one we have to work on in Germany that it gets better and

00:36:02.403 --> 00:36:07.503
that a company has not to go with particular parts of the company to Britain

00:36:07.503 --> 00:36:11.903
also KIAGEN has a research laboratory in Britain yeah.

00:36:13.243 --> 00:36:14.783
Completely clear I think,

00:36:15.841 --> 00:36:25.061
There is still a lot of do and how, we discussed it earlier,

00:36:25.801 --> 00:36:29.581
IP know-how for shares or IP for shares.

00:36:29.581 --> 00:36:36.861
This system is really to be fixed for universities and governmental institutes,

00:36:36.941 --> 00:36:42.221
and I think the Sprint is working on that,

00:36:42.481 --> 00:36:49.541
and there is a Darmstädter model who proposed that.

00:36:49.761 --> 00:36:56.201
This is the right direction, but it is not clear in all heads of these institutes. Yeah.

00:36:58.801 --> 00:37:08.901
And the heads might be, but in the lower parts of the administration, that is not just to see.

00:37:09.061 --> 00:37:15.121
And for example, there is one problem, what we call in Germany, the night factor.

00:37:15.861 --> 00:37:20.041
You know what the night factor is? Yeah, jealousy factor. Yeah,

00:37:20.341 --> 00:37:28.161
there are really people who are suspicious, oh, they will earn a lot of money

00:37:28.161 --> 00:37:30.401
and take this money from our university.

00:37:30.661 --> 00:37:34.081
That is not the case. They have to work like hell for it.

00:37:34.501 --> 00:37:39.941
And they will really improve the university when they are successful,

00:37:40.141 --> 00:37:45.181
the reputation of the university, and give better chances to more younger people.

00:37:45.741 --> 00:37:48.561
And therefore, this has to be in the mind of the

00:37:48.561 --> 00:37:51.781
administration of these people to help

00:37:51.781 --> 00:37:55.001
and not to ask money from people

00:37:55.001 --> 00:37:57.941
who don't have the money and this happened in

00:37:57.941 --> 00:38:04.041
the past that are actually very good closing words we've covered a lot of crown

00:38:04.041 --> 00:38:08.921
today but i know there's always more to explore what's your biggest takeaway

00:38:08.921 --> 00:38:14.301
from your from today's conversation share your insights with us let us know

00:38:14.301 --> 00:38:17.201
keep the discussion going down here in the show notes.

00:38:17.581 --> 00:38:21.721
Professor Riesner, thank you very much for taking so much time answering all

00:38:21.721 --> 00:38:24.341
my questions. It was a pleasure having you as a guest.

00:38:25.081 --> 00:38:31.061
Thank you very much. I enjoyed also this discussion, I have to say. Yeah, I enjoyed it.

00:38:31.701 --> 00:38:33.781
Thank you very much. Bye-bye.

00:38:37.360 --> 00:38:42.640
Music.

00:38:38.541 --> 00:38:48.101
That's all folks. Find more news, streams, events, and interviews at www.startuprad.io.

00:38:48.461 --> 00:38:50.621
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00:38:51.440 --> 00:39:04.170
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