Jeffrey M. Leiden - Vertex Pharmaceuticals, Inc.
Management
Yeah. Good – great question, Cory, and a very timely question. So, I'll answer the second part of it first. This is Jeff. There is no higher priority here than executing on our CF strategy and we're obviously making great progress there, pretty much all respects and we're not going to take that foot off the gas. We're going to put our foot down on the gas. We really believe now we are well inside of being able to find one or more triple combinations that's going to allow us to treat 80% to 90% of all patients. So that's clearly priority number one for the entire organization, as well as for the BD organization by the way. If we did see anything else out there that was complementary that we think we could make better regimen, we would certainly be interested in that. However, we also are getting much closer to the end, again really in CF we believe. And so, it's a great time and we have started thinking quite a bit over the last even year or so about what's next in CF. And so, let me answer it from a strategic standpoint and then I'll let Ian answer maybe from a more specific BD standpoint. So, strategically, as you know, for a number of years now talk about the CF (25:18) clearance is being a model for what we want to do, meaning high unmet medical need, potentially transformative therapies where there are no therapies and specialty markets that have very low SG&A spend requirements, which allow us to funnel most of our revenue or OpEx anyway into R&D in new diseases and that's exactly the kind of diseases we're looking for, whether it's internal investments or external investments for what that for CF and I think, as you know, David Altshuler joined several years ago, he spent a lot of time, I would say, tailoring our portfolio of internal research to diseases like that and there are diseases like – that we've talked about like sickle-cell disease, alpha-1 antitrypsin disease, adrenoleukodystrophy, that they all look and smell a lot like CF in a whole variety of respects. And I think that's what you can expect our internal portfolio to look like, and we have a number of those programs that we haven't talked about as well. The other part of the tailoring of the portfolio has been that we've out-licensed several assets that didn't fit that strategy. So you saw us out-license our flu asset, which was a really interesting drug, but a community drug, to J&J. And you saw us out-license recently our oncology portfolio, again some really interesting transformative assets that didn't really fit our commercial and development strategy. So I'm pleased with where the internal portfolio is now, and our investments in the internal portfolio, but we've also obviously recognized that, like most companies of our size and stage, we are going to have to supplement our internal portfolio, as good as it is, with some external assets as well. And you've seen us starting to do that. I think the good news is, as our financial situation and strength, and considerably our cash accumulation has strengthened, and will strengthen, it gives us that much more firepower to go out and acquire other programs and assets to complement our internal portfolio. You're not going to see us go out and acquire revenues, products with revenues in 2018, 2019, we don't need to, but maybe I'll turn it over there to Ian to describe again our BD strategy. And with the only change over time being that we have more firepower to execute that strategy.