This article was originally published on January 17, 2014.
Based on the Forbes article from May 29, 2000 entitled: “The Gift of Data”

As CEO of a cancer testing startup, Anu Saad has leveraged her company’s vast trove of patient data to launch a lucrative new business in packaging and selling medical information.

In 1998, Saad provided critical usage insights to Genentech on its new breast cancer drug Herceptin by analyzing her startup’s database of 40,000 HER2 gene test results. This allowed Genentech to effectively target pre-launch marketing, contributing to Herceptin’s blockbuster sales of $300 million in 2000.

Under Saad’s leadership, the startup realized rich opportunities in monetizing its cancer databases. With over 565,000 patient profiles and processing 12% of US cancer screens annually, Saad has signed partnerships with two dozen pharmaceutical firms who pay handsomely for analysis of biomarkers, genetics, treatment outcomes and more. For example, Novartis paid the startup to analyze bone metastasis rates across different cancer types to inform clinical expansion opportunities for its breast cancer drug Zometa.

To expand the startup’s data capabilities, Saad recently acquired two firms – one for clinic data and tumor samples and another for 1.7 million cancer patient records. By pooling these resources with the startup’s internal databases, Saad has developed detailed profiles on over 100,000 patients to better inform treatment and drug development.

While the lion’s share of the startup’s $85 million revenue still comes from core cancer testing services, Saad has overseen over 50% growth in its information services business, already generating $8 million annually. However, Saad stresses that commercialization of data is firmly grounded in achieving the fundamental mission she set out for her company – leveraging medical insights to develop more effective diagnosis and treatments for cancer patients. It is this commitment by visionary leaders like Saad that enables life sciences firms to translate vast data resources into improved patient outcomes. Under Saad’s leadership, her startup has emerged as an information powerhouse that promises to catalyze major advances in cancer care.

Fast food giant Wendy’s is considering changing its prices throughout the day, similar to how Uber charges more during peak hours. This idea, known as dynamic pricing, will be tested at Wendy’s locations in 2025. The company is spending $20 million on new digital menus for its US restaurants that allow for the changing of prices based on how many people want specific menu items at a certain time.

Wendy’s CEO, Kirk Tanner, said that the new menus will use technology to suggest items and change offers based on the time of day, enhancing the customer experience.

Wendy’s ensured that this plan is designed to offer discount prices during slower times throughout the day. In a blog post, the company said they, “would not raise prices when our customers are visiting us most… Any features we may test in the future would be designed to benefit our customers and restaurant crew members.”

The new menus were first showcased in a new store design in 2022, and have already begun appearing in select drive-thrus. These digital menus are able to talk, change prices quickly, and make suggestions to customers. Wendy’s hopes this will increase their selling power. McDonald’s is trying something similar, but the inconsistent changing of prices has made some customers unhappy.

If Wendy’s plan works, other fast-food places might implement surge pricing as well.

Airlines, including United Airlines, American Airlines, and JetBlue Airways, have increased the cost of checking baggage. A new tiered pricing system charges passengers more if they choose to check their bags at the airport rather than paying online in advance. The airlines hope that this change will streamline the check-in processes, helping travelers to arrive at their gates more quickly.

American Airlines, which hadn’t raised its checked bag fees in over five years, now charges $35 for the first checked bag if paid for online ahead of time, and $40 at the airport. The airlines justify these increases by highlighting the operational efficiencies and improved customer service resulting from pre-paid baggage fees.

Customers who have specific rewards credit cards or elite frequent flyer status are exempt from these fees for at least one checked bag.

Airlines attribute the need for these fee hikes to rising labor and fuel costs. Southwest Airlines remains an exception, continuing to allow two free checked bags, emphasizing customer satisfaction and operational efficiency as core to its business model.

The FDA has recently announced a new drug that could change the lives of people with common food allergies. Xolair is a revolutionary drug designed to diminish the severity of allergic reactions to foods such as milk, eggs, walnuts, and peanuts. The first drug of its kind, Xolair is not an emergency cure for someone who has been exposed to an allergen, rather it is a preventive drug, administered every few weeks to progressively lower the risk of allergic reactions.

According to Kelly Stone of the FDA Center for Drug Evaluation and Research, “While it will not eliminate food allergies or allow patients to consume food allergens freely, its repeated use will help reduce the health impact if accidental exposure occurs”.

Developed by Genentech and Novartis, Xolair’s introduction represents an exciting breakthrough in the world of allergies. While currently being offered at the high price of $2,900 and $5,000 a month for pediatric and adult patients respectively, insurance coverage may alleviate the cost burden.

Xolair showed significant promise in trials, significantly reducing allergic reactions to peanuts, eggs, milk, and cashews. Its approval is a testament to the strides being made in allergy management.

In an unprecedented move within college sports, Dartmouth College’s men’s basketball team is attempting to unionize. A decision by a regional National Labor Relations Board (NLRB) official has paved the way for the team’s 15 players to hold a union election on March 5. This could position them as the first unionized college sports team in the United States.

Forward Cade Haskins came up with the idea of unionizing. He works in the campus dining hall, and benefitted from the union drive that successfully negotiated better wages and conditions for student workers. This led Haskins to contemplate the potential benefits of unionization for his team.

Dartmouth players commit over 30 hours a week to their sport, through practices, game travel, and workout sessions. Yet, despite the significant time and physical toll, they receive no financial compensation or additional support for sports-related injuries. If student-0athletes were part of a union, they would receive enhanced health benefits and support.

This initiative has faced several challenges. Dartmouth College contests the players’ employee status, emphasizing the academic priority of its students. However, the NLRB’s ruling in favor of the players highlights that the significant control the college has over the athletes’ commitments aligns more with the characteristics of an employer-employee relationship.

The idea of unionization in college sports has wide implications. Recognizing athletes as employees would require substantial changes, including minimum wage rights and unemployment benefits. As the Dartmouth basketball team approaches its union election, the outcome could set a precedent for college athletes nationwide.