Around September 2017, Flatiron began considering raising another funding round to take advantage of money that's been pouring into healthcare, while at the same time having the chance to do some acquisitions and otherwise grow the company. The company even received a few term sheets.
."That's important for a number of reasons. They're different companies than Roche — different environments, different cultures, very entrepreneurial. We want to keep and respect that.""If it's like this, it's not that bad," Turner said."I was surprised that he left so soon," Turner said."If you think about it he's it's hard to find people as talented as him, and Roche was stocked to the gills with really talented senior people.
"It loses a ton of money if you look at it as a standalone," Turner said. But it's an important part of Flatiron's business."If anybody else acquired us I can totally see them coming in here and being like how does that make sense?"Flatiron went through the acquisition process at a pivotal point in the company's development, around the time the company hit 500 employees. At that stage, Flatiron didn't exactly have the startup feel it once did.
"We have to change our processes because we've gotten so much bigger, you can't assume you'll run into someone in the hallway and tell them something," Jensen said.
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