Podbit · Bloomberg Intelligence
Eli Lilly is deploying its GLP-1 windfall into internal R&D, acquisitions, and AI — including a partnership with NVIDIA and an on-site supercomputer. The question is whether AI can actually deliver new drugs before Lilly's patents expire.
Where this was said
At 31:40 · chapter starts 28:38
Madison Muller details how CEO Dave Ricks made speed Eli Lilly's number-one priority, cutting drug development from 13–14 years to 5, and piloted this approach with tirzepatide. [1] — Madison Muller "When Dave Ricks took over as CEO, Eli Lilly was one of the slowest drug developers in the industry. He mandated speed above all else. The r…" 28:38
When Dave Ricks took over as CEO, Eli Lilly was one of the slowest drug developers in the industry. He mandated speed above all else. The result: tirzepatide went from lab to approval in about 5 years — less than half the old timeline.
Under CEO Dave Ricks, Eli Lilly cut drug development timelines from 13–14 years to around 5 years, exemplified by the speedy development of tirzepatide (Mounjaro/Zepbound).
Anxiety is not fear. Fear has an object — a wolf, a threat. Anxiety is the vertigo of standing at the edge of infinite possibility and knowing that choosing any one thing closes off all the others. Kierkegaard argued that the depth of your anxiety is proportional to the depth of your potential.
AI nailed Andrew Huberman's vertigo-vs-low-blood-pressure diagnosis because that pattern has been reported millions of times. But every patient's liver is different and data on liver surgeries is scarce worldwide — making solo robot surgery dangerous. The rule is simple: data abundance means AI can help; data scarcity means keep the human in the loop.
Fei-Fei Li's father had liver surgery performed by a da Vinci robot guided by a surgeon. The result: 10 times less blood loss than a typical procedure. This isn't replacement — it's the gold standard of human-machine collaboration, where the human's judgment and the robot's precision combine.
US drug overdose deaths fell from 110,000 to roughly 70,000 — the biggest CDC-recorded single-year drop ever. Men's rates fell 27% in one year, and the steepest decline of all was among 15–24-year-olds, down 37%. The crisis narrative around young men needs to make room for signs of genuine progress.
Kessler thought his grief expertise would protect him. It didn't. When his son David died unexpectedly, he found himself on the floor — and eventually realized that acceptance alone wasn't enough. That unmet need became the sixth stage: finding meaning.
Grief isn't just death — it's any unwanted change. Kessler lectured at Coca-Cola and General Mills not because they had lots of funerals, but because change management is grief management. People who grieve well live well.
Witnessing someone's grief isn't just emotional support — it's an essential act of healing. Kessler argues grief is a severance and connection heals it. But real witnessing has two steps: seeing the pain AND affirming the person's capacity to recover.
Avoiding grief isn't free — it's exhausting. Kessler's beach ball metaphor nails it: pushing a small balloon down is easy, but holding a massive beach ball underwater takes constant, draining energy. Unattended feelings don't disappear; they just consume you.
Most people try to control their environment to avoid triggers. Kessler flips this entirely: triggers aren't problems to manage around — they're a detailed map to your pain and your healing. Every trigger points directly to what needs attention.
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