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Get Ready to Hear a Lot More About Your Mitochondria

Get Ready to Hear a Lot More About Your Mitochondria

The Atlantica day ago

Robert F. Kennedy Jr.'s warning about mitochondria slipped in between the anti-vaccine junk science and the excoriation of pharmaceutical drugs as 'the No. 3 killer in our country.' He was speaking in 2023 to Joe Rogan, elaborating on the dangers of Wi-Fi—which no high-quality scientific evidence has shown to harm anyone's health—and arguing that it causes disease by somehow opening the blood-brain barrier, and by degrading victims' mitochondria.
The mention of mitochondria—the tiny structures that generate energy within our cells—was brief. Two years later, mitochondrial health is poised to become a pillar of the MAHA movement, already showing up in marketing for supplements and on podcasts across the 'manosphere.' Casey Means, President Donald Trump's newest nominee for surgeon general, has singled out the organelle as the main casualty of the modern American health crisis. According to Means (who has an M.D. but no active medical license), most of America's chronic ailments can be traced to mitochondrial dysfunction. Should she be confirmed to the post of surgeon general, the American public can expect to hear a lot more about mitochondria.
Among scientists, interest and investment in mitochondria have risen notably in the past five years, Kay Macleod, a University of Chicago researcher who studies mitochondria's role in cancer, told me. Mitochondria, after all, perform a variety of crucial functions in the human body. Beyond powering cells, they can affect gene expression, help certain enzymes function, and modulate cell death, Macleod said.
When mitochondria are defective, people do indeed suffer. Vamsi Mootha, a mitochondrial biologist based at Massachusetts General Hospital and the Broad Institute, told me that rare genetic defects (appearing in about one in 4,300 people) can cause the organelles to malfunction, leading to muscle weakness, heart abnormalities, cognitive disability, and liver and kidney problems. Evidence also suggests that defects in mitochondria directly contribute to symptoms of Parkinson's disease, and could be both a cause and an effect of type 2 diabetes. Other conditions' links to mitochondria are blurrier. Researchers see aberrant mitochondria in postmortem biopsies of patients with illnesses such as Alzheimer's, cancer, and fatty-liver disease, Mootha said; whether those damaged mitochondria cause or result from such conditions is not yet clear.
But according to Good Energy, the book Means published last year with a top MAHA adviser—her brother, Calley—mitochondrial dysfunction is a veritable plague upon the United States, responsible for both serious illness and everyday malaise. In their view, modern Western diets and lifestyles wreck countless Americans' metabolic health: Every time you drink unfiltered water or a soda, or feel the stress of mounting phone notifications, you hurt your mitochondria, they say, triggering an immune response that in turn triggers inflammation. (Damaged mitochondria really can cause inflammation, Macleod said.) This chain of events, the Meanses claim, can be blamed for virtually every common chronic health condition: migraines, depression, infertility, heart disease, obesity, cancer, and more. (Casey Means did not respond to requests for comment; reached by email, Calley did not respond to my questions about mitochondria, but noted, 'There is significant scientific evidence that healthy food, exercise and sleep have a significant impact on reversing chronic disease.')
Good Energy follows a typical wellness playbook: using a mixture of valid and dubious research to pin a slew of common health problems on one overlooked element of health—and advertising a cure. Among the culprits for our mitochondrial ravaging, according to the Meanses, are poor sleep, medications, ultraprocessed foods, seed oils, too many calories, and too few vitamins, as well as chronically staying in comfortable ambient temperatures. The Means siblings therefore recommend eschewing refined sugar in favor of leafy greens, avoiding nicotine and alcohol, frequenting saunas and cold plunges, getting seven to eight hours of uninterrupted sleep a night, and cleansing your life of environmental toxins. Some studies indeed suggest that mitochondrial function is linked with sleep and temperature, but they've all been conducted on cell cultures, organoids, or mice. According to Macleod, evidence suggests that diet, too, is likely important. But only one lifestyle intervention— exercise —has been definitively shown to improve mitochondrial health in humans.
The Meanses are riding a wave of interest in mitochondrial health in the wellness world. Earlier this year, the longevity influencer Bryan Johnson and the ivermectin enthusiast Mel Gibson both endorsed the dye methylene blue for its power to improve mitochondrial respiration; Kennedy was filmed slipping something that looks a lot like methylene blue into his drink. (Kennedy did not respond to a request for comment; the FDA has approved methylene blue, but only as a treatment for the blood disease methemoglobinemia.) AG1, formerly known as Athletic Greens, formulates its drinkable vitamins for mitochondrial health. Even one laser-light skin treatment promises to 'recharge failing mitochondria.' The enzyme CoQ10 is popular right now as a supplement for mitochondrial function, as is NAD, a molecule involved in mitochondria's production of energy. NAD IV drips are especially beloved by celebrities such as Gwyneth Paltrow, Kendall Jenner, and the Biebers. These supplements are generally thought to be safe, and some preliminary research shows that NAD supplementation could help patients with Parkinson's or other neurodegenerative diseases, and that CoQ10 could benefit people with mitochondrial disorders. Patients whose symptoms are clearly caused or made worse by deficiencies in a specific vitamin, such as thiamine, can benefit from supplementing those vitamins, Mootha said. But little research explores how these supplements might affect healthy adults.
In Good Energy, as well as on her website and in podcast appearances, Casey Means promotes a number of supplements for mitochondrial health. She also recommends that people wear continuous glucose monitors—available from her company, Levels Health, for $184 a month—to help prevent overwhelming their mitochondria with too much glucose. (According to Macleod, glucose levels are only 'a very indirect measure' of mitochondrial activity.) As with so many problems that wellness influencers harp on, the supposed solution to this one involves buying products from those exact same people.
At best, all of this attention to mitochondria could lead Americans to healthier habits. Much of the advice in Good Energy echoes health recommendations we've all heard for decades; getting regular exercise and plenty of fiber is good guidance, regardless of anyone's reasons for doing so. Switching out unhealthy habits for healthy ones will likely even improve your mitochondrial health, Jaya Ganesh, a mitochondrial-disease expert at Icahn School of Medicine at Mount Sinai, told me. After all, 'if you consistently beat your body up with unhealthy habits, everything is going to fall sick,' Ganesh said.
But the mitochondrial approach to wellness carries risks, too. For patients with genetically caused mitochondrial disease, lifestyle changes might marginally improve some symptoms, Ganesh said, but attempting to cure such conditions with supplements and a healthy diet alone could be dangerous. Means also calls out medications—including antibiotics, chemotherapy, antiretrovirals, statins, and high-blood-pressure drugs—for interfering with mitochondria. Macleod told me that statins really do affect mitochondria, as do some antibiotics. (The latter makes sense: Mitochondria are thought to have evolved from bacteria more than a billion years ago.) That's no reason, though, to avoid any of these medications if a doctor has determined that you need them.
And yet, a whole chapter of Good Energy is dedicated to the idea that readers should mistrust the motives of their doctors, who the authors say profit by keeping Americans sick. The book is less critical of the ways the wellness industry preys on people's fears. Zooming in on mitochondria might offer a reassuringly specific and seemingly scientific explanation of the many real ills of the U.S. population, but ultimately, Means and MAHA are only helping obscure the big picture.

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Ravi Kumar's Vision: Leading Cognizant Through Uncertainty Into the AI-Powered Future
Ravi Kumar's Vision: Leading Cognizant Through Uncertainty Into the AI-Powered Future

Newsweek

timean hour ago

  • Newsweek

Ravi Kumar's Vision: Leading Cognizant Through Uncertainty Into the AI-Powered Future

Growing up in India as the eldest of three brothers, Ravi Kumar didn't start out looking like leadership material. "I didn't do well in school. I was at the bottom of my class," he admits. "Normally, when you're at the bottom, you're good at something like sports or art. I wasn't good at anything." He lived in the shadow of his younger siblings—both brilliant students who went on to become doctors. "I was the elder, and I was known as their brother," Kumar says, the irony evident in his voice. "It wasn't a great thing." Yet, the academic underachiever would go on to produce a remarkable turnaround, excelling in chemical engineering at Shivaji University, a solid but decidedly not elite state school. "Once I tasted success, the aspirations to punch above my weight grew," Kumar says. He eventually landed a coveted position at India's prestigious Bhabha Atomic Research Center (BARC). There, working alongside graduates of elite institutions, Kumar discovered his potential. "I didn't go to an IIT [Indian Institute of Technology], but I felt like, 'Wait a minute, I'm able to compete with these guys,'" he says. Not that everyone agreed at the time. In 1992, Kumar won an award for young scientists named after "the Indian Oppenheimer," Dr. Homi Bhabha. "When I told my dad, he couldn't believe it," Kumar recalls. "He almost innocuously said, 'Can I see the certificate?'" Today, that once-struggling student turned nuclear scientist runs a $36 billion global technology company with nearly 350,000 employees. In his office high in a gleaming tower in Manhattan's Hudson Yards development, Kumar greets visitors with a high-wattage smile. Dressed in an impeccably tailored suit, he gestures toward large windows that frame a panoramic view out towards the Hudson River—and, as he points out with amusement, his own apartment in the next tower over. Cognizant at the Crossroads Kumar inherited a company at an inflection point. Founded in 1994 as an in-house technology unit of Dun & Bradstreet, Cognizant had grown into a powerhouse in IT services by providing skilled technical labor in India—today, more than two-thirds of Cognizant's employees are based in India—to Western companies looking to outsource their technology operations. But after years of stellar growth, the company had hit turbulence. In the months before Kumar's arrival, its stock had declined nearly 40 percent off its pandemic peak. The challenges weren't unique to Cognizant. The rise of AI threatened to upend decades-old business models. The entire IT services industry faced an existential question: What happens to a business built on human outsourcing when machines start writing code? Kumar's response was characteristically bold. Just months after joining Cognizant (which has led to ongoing litigation with Infosys over trade secrets and anti-competition allegations by both companies), he committed $1 billion to AI initiatives—a massive bet for a company still working through organizational challenges. "Cognizant had a lull for a couple of years," Kumar acknowledges. "It was hard for somebody to say, 'As I'm fixing the ship, I'm going to invest $1 billion into the future.'" The Outsider's Path What makes Kumar's rise to CEO remarkable is how dramatically it diverges from those of most Indian executives who lead large global companies. High-profile CEOs of Indian ancestry often follow one of a few well-worn paths: They are either American-born to immigrant parents, American-educated (usually the privilege of quite wealthy families in India), graduates of the hyper-competitive IITs which have acceptance rates that make the Ivy League look like community colleges, or they work their way up the corporate ladder at a large multinational company, usually moving to the United States as younger adults. Kumar did none of these things. Instead, Kumar forged his own way through the less-traveled route of nuclear science at BARC, a pivotal institution in India's recent history and a symbol of its scientific self-reliance and national ambition. Working in this environment provided Kumar with an analytical framework that would underpin his entire career. "Science was slow and methodical, giving you a framework to apply yourself," he explains. This scientific grounding would shape his approach to business problems throughout his career, but he also discovered something else about science: "The pace of science was slower than the pace of technology." That insight led Kumar to make a pivotal decision to shift from science to business. "I felt like if I had to make an impact, I had to be in a high-velocity world. So, I switched to technology, a high-velocity world." This led him to pursue an MBA and eventually a 20-year stint at Indian IT giant Infosys, where he rose to become president before taking the top job at Cognizant in 2023. "Each one of us discovers ourselves," Kumar reflects. "I discovered myself pretty late." His early frustrations stemmed from an intense drive for excellence that wasn't yet finding its outlet. After exploring various roles, Kumar recognized his true strength lay in organizational leadership, particularly in businesses centered on human capital. Gut, Data, Gut Kumar may have left the laboratory behind, but he never abandoned his scientific mindset. It deeply influences his approach to business decisions through a framework he calls "gut, data, gut." "I'm a believer that decision-making is about blending intuition, experience, and data. There is a formula in my head that I've applied to decision-making: You don't make a decision with less than 40 percent of the information needed. You make the decision when you have at most 70 percent of the information," Kumar explains. "Don't wait for a decision to be made beyond 70 percent of the data, because if you make that decision after 70 percent, you're already late. Intuition helps you ask the right questions, and data helps you validate it." Srinivas Kamadi, who worked with Kumar at Infosys and now runs his own AI firm, AidenAI, has witnessed this decision-making framework firsthand. "He's always validating his hypothesis," Kamadi notes, describing how Kumar rigorously applies data to test his ideas. Rather than seeking consensus or popularity, "he goes about his job in a very clinical way," filtering through options methodically. Kumar's $1 billion AI investment at Cognizant stands as perhaps the boldest application of this framework of combining scientific rigor with an intuitive leap—a high-stakes decision made when the company was still struggling to regain its footing and, coming before the ChatGPT-fueled AI boom had fully kicked in, when committing such resources to an emerging technology seemed risky to many observers. His conviction came partly from early signs that AI would transform software development—Cognizant's core business. "Some of the early experiments we did, including with Microsoft, [Amazon Web Services], and Google, gave me this feeling that this is going to come and conquer software development cycles and write code," he says. The bet appears to be paying off. On a recent Cognizant earnings call, Kumar boasted that 20 percent of its code had been generated by AI. The Networked CEO "I spent my first 40 years of my life in India and the next 10 in the US," he says. This later-career transition provided a unique perspective on both business environments. "In those 40 years, I dealt with the world in India, which is a very chaotic country. It's a growing economy but very chaotic." A daily life of "navigating that heterogeneity, complexity, uncomfortable zones and ambiguity," he explains, built strengths that prepared him for leadership challenges. Kumar points to a simple example: Indian roads. "If you drive a car in India, you can drive in any part of the world," he laughs. With more than 172,000 road fatalities in 2023 alone—approximately one death every three minutes—India's roads are a place where life-or-death decisions happen constantly. "Thriving in ambiguity, as I call it," Kumar says. The easy part of being a visionary leader, Ravi Kumar says, is having a vision of what's to come. The harder part is "to make everybody believe something is coming that they don't see." The easy part of being a visionary leader, Ravi Kumar says, is having a vision of what's to come. The harder part is "to make everybody believe something is coming that they don't see." Marleen Moise Kumar's leadership philosophy reflects another significant shift: from command-and-control to network-based organizational structures. "As organizations evolved in the digital age—I call it the golden age of technology—organizations went from hierarchical structures to network structures," he explains. In this networked world, Kumar believes the art of persuasion is more important than one's position on an org chart. Rather than imposing directives from above, he emphasizes building support through influence and communication. "As a CEO, I've always said it's easy to see what is coming," he explains, because people are constantly bringing you information, "so you can see what's coming." The hard part of being a visionary leader is not coming up with a vision but rather figuring out how to inspire others to follow it. "The bigger virtue is to make everybody believe something is coming that they don't see," he explains. Shrinivas Udatha, who worked with Kumar at Infosys for over 20 years, witnessed this persuasive leadership when Kumar spearheaded Infosys's U.S. expansion around 2018. "He can connect dots," Udatha observes, explaining how Kumar tailored his messaging to different stakeholders—highlighting long-term financial benefits when speaking with the CFO while emphasizing strategic client proximity when addressing the CEO. At Cognizant, Kumar describes his role as balancing the needs of key constituencies: employees, clients, and investors. Rather than considering these groups in isolation or prioritizing them sequentially, he emphasizes a holistic approach. "Every decision has to be integrated across these three stakeholders," he says. Kumar strives to create what he calls a "big small company" at Cognizant—an organization with enterprise-scale capabilities that maintains startup-like agility and entrepreneurial spirit. "For the fact that we have 350,000 employees, I'm amazed that everybody seems to know everybody," he says. "It's a very closely knit company." This networked approach has also influenced Kumar's approach to innovation. Shortly after taking the helm at Cognizant, he launched an initiative called Bluebolt to drive grassroots innovation across the company. "Everybody believes innovation is done in a department," Kumar says, rejecting the conventional siloed approach of "innovation labs" and "chief innovation officers." "I mean, you are insulting innovation by saying it has to be in a department." Instead, the Bluebolt program encourages all 350,000 Cognizant employees to think entrepreneurially about their work. So far, the initiative has generated over 300,000 ideas. "We have a central team which looks at these ideas, and we fund them with expertise, financial capital infrastructure so that we can prototype them and take it to clients," Kumar explains. "And in the process, you find the big idea as you keep looking for the small idea." The AI Revolution Cognizant was born during a period of global business expansion that was creating new technological needs. "As enterprises went global, they used technology to scale efficiently," Kumar explains. What that means, he says, is that instead of companies building their own "technology plumbing," as he calls it, "You wanted to focus on your own core and outsource the non-core." That outsourcing model formed the foundation of Cognizant's business for decades, but Kumar sees AI demanding a fundamentally different approach. Now, with AI, Kumar sees an even more profound change: "The future of technology is every industry is going to be a tech industry. Software is the alchemy for every business." He describes AI's impact working along three vectors. The first is embracing AI's ability to write code to speed up an organization's technology development cycle. "The second vector is to enable AI and agentification in an enterprise. You integrate it with the workflows in a company." The third vector, which he considers the most fascinating, is using AI to "unlock new service pools. These are new business opportunities." Cognizant office in Plano, Texas, USA. Cognizant office in Plano, Texas, USA. JHVEPhoto/Getty As an example, Kumar cites a recent client visit with a medical device company. The CIO described how they sell compact home medical equipment, including dialysis machines previously available only in clinical settings. The primary users are typically seniors aged 65 and older who, despite having these devices at home, often struggle to operate them independently. Instead of enjoying the convenience of home care, "they buy these compact devices, and then go to a clinic and they get a nurse to help them." Kumar recognized an opportunity: "I said, we can build a digital nurse for you as a service around the device. People can use the digital nurse to self-serve themselves." The transformation Kumar envisions goes beyond simply expanding Cognizant's service offerings—it's about redrawing the boundaries between what companies consider core functions and what they're willing to entrust to partners. Insurance underwriting exemplifies this shift. Surya Gummadi, Cognizant's president of Americas, explains: "Underwriting is considered core for the insurance industry. Historically, they have kept underwriting within their wheelhouse." But AI is fundamentally altering this calculus by disaggregating the process into components where intelligent agents can handle specific functions. The Human Element Despite his focus on technology, Kumar places remarkable emphasis on the human aspects of leadership—particularly vulnerability and psychological safety. "I'm one of those people who will not only be vulnerable but make everybody around me comfortable to be vulnerable," he says. His passion for Formula 1 is evident throughout his office space, where racing memorabilia dominates the décor—paintings of F1 cars adorn the walls. In the reception area, visitors can try their hand at a full-size simulator of the Aston Martin car his company sponsors. During a recent gathering with CEOs at a Formula 1 race in Las Vegas, Kumar found himself rethinking conventional wisdom about vulnerability. "When I'm the CEO and say I don't know AI, people won't judge me because I'm in a position of strength," he reflects. The challenge is different for those with less power or status. "If a school graduate tells me they don't know how to put on a tie or write something," he says, "they are putting their jobs at stake." And there lies the value of making employees feel safe: "If you create a psychological safety net, they will punch above their weight," he says, becoming "your force multiplier because people are learning boldly without hesitation." Workers working on laptops. Workers working on laptops. Abdul-Rafay Shaikh/Getty This human-centered approach to leadership reveals a profound understanding of what will distinguish human contribution in the age of intelligent machines. As AI takes over more routine cognitive tasks, the premium on uniquely human capabilities—creativity, empathy, collaboration, ethical judgment—will only increase. In Newsweek's AI Impact interview series with leading thinkers in the field, the importance of keeping humans in the loop with new AI tools has been a recurring theme. As Meta's chief AI scientist Yann LeCun told Newsweek, "AI will have a similar transformative effect on society as the printing press had in the 15th century." But crucially, the impact will be through "amplifying human intelligence, not replacing it." Staying Hungry For all his success, Kumar maintains the hunger that drove him to overcome his early academic struggles. This sometimes leads him to actively seek out uncomfortable situations, such as when he was invited to speak at a school in India while running a 25,000-person operation. When he got home, his wife, Amita, asked how it went. "Look, I didn't do well. I didn't feel like I hit it out of the park," Kumar recalls telling her. His wife's response: "So be it. Nobody's appraising you there. Why the hell are you worried? Move on." But Kumar couldn't let it go. "The next day, I went to my office. I kept calling schools," he says, inquiring whether they needed a guest speaker. He was determined to master this new challenge. "I wanted to do it again. I mean, I just wanted to beat it." "I'm very hungry for learning," Kumar says simply. "Who cares whether I did well in school?" This willingness to acknowledge shortcomings while relentlessly working to overcome them forms the cornerstone of Kumar's approach to both personal growth and corporate leadership. Leading a global technology giant into an uncertain future, Kumar—the once overlooked elder brother turned nuclear scientist turned global CEO—approaches the AI era with the quiet confidence of someone who has made a career of turning uncertainty into opportunity. The unconventional path that once made him an outsider may be precisely what equips him to lead in this new technological era. With reporting by Katherine Fung, Lauren Giella and Oliver Staley

CDC firings: Former director, fired vaccine panelist on RFK Jr's changes
CDC firings: Former director, fired vaccine panelist on RFK Jr's changes

Yahoo

time2 hours ago

  • Yahoo

CDC firings: Former director, fired vaccine panelist on RFK Jr's changes

(NewsNation) — While Health and Human Services Secretary Robert F. Kennedy Jr. says he wanted to restore public trust by firing the entire vaccine advisory panel at the Centers for Disease Control and Prevention, one person he fired says Kennedy did the opposite in the academic community. The Advisory Committee on Immunization Practices members was made up of medical and health professionals who made recommendations on the safety and use of vaccines. One of the 17 panelists fired is Dr. Noel Brewer, who joined NewsNation's 'CUOMO' on Tuesday night. 'My concern is that we've taken 60 years of efforts to build trust among health care providers in the recommendations of the advisory committee through CDC, and that trust just evaporated overnight,' Brewer said. 'It is going to be hard to get that back.' The committee was set to meet in two weeks to discuss COVID-19 and other vaccines. Judge determined OPM broke law with DOGE access to data 'I don't think most Americans even care that much about it. And now that there's all this news and people like me out from our ivory towers, it's generating interest,' Brewer said. 'But I don't think that the impact here is going to be primarily among the general public.' Dr. Robert Redfield was CDC director under the first Trump administration, and he said the public lost trust in the power of vaccines. 'I believe vaccines are the most important gift of science to modern medicine. When I was CDC director, I was very disturbed that over half of the population didn't get the flu vaccine,' he said. 'Then, the COVID pandemic came, and I have to say, although I have a lot of respect for Noel and the other people on the committee, the reality is the guidance that came out of the ACIP for COVID vaccines, I think in general, was ill-advised.' Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Bayer and Broad Institute Extend Research Collaboration to Develop New Cardiovascular Therapies
Bayer and Broad Institute Extend Research Collaboration to Develop New Cardiovascular Therapies

Business Wire

time3 hours ago

  • Business Wire

Bayer and Broad Institute Extend Research Collaboration to Develop New Cardiovascular Therapies

BERLIN & CAMBRIDGE, Mass.--(BUSINESS WIRE)--Bayer and the Broad Institute today announced that they have extended their research collaboration of 10 years by an additional five years, to further advance findings in human genomics research in cardiovascular diseases. The expanded agreement will focus on joint precision cardiology target identification, leveraging the established human cardiomyocyte platform to rapidly validate observations, and discovery of novel therapeutic approaches. Current efforts are directed to develop potential treatment options for patients with specific forms of cardiovascular disease such as dilated cardiomyopathy (DCM), amongst others. DCM is a type of heart disease characterized by the enlargement of the heart's chambers, which leads to a decreased ability to pump blood effectively. 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Our shared commitment is to explore novel therapeutic targets and modalities in various cardiovascular and renal diseases to help deliver new treatment options to patients in need,' said Andrea Haegebarth, Ph.D., Global Head of Research and Early Development for Cardiovascular, Renal, and Immunology at Bayer's Pharmaceuticals Division. 'The first joint therapeutic project entered the clinic last month and we are excited to collaborate further with the esteemed scientists at the Broad Institute to identify and develop disease-modifying therapeutics treating underlying causes of cardiovascular diseases.' 'I am delighted to see Broad and Bayer continue this fruitful collaboration in cardiovascular research,' said Todd Golub, director and founding core member of the Broad Institute. 'By working together, Broad and Bayer are able to make advances that neither organization could make on its own.' Academic collaborations are integral to Bayer's research and development strategy, aimed at delivering innovative treatment solutions to patients, particularly in areas with significant unmet medical needs, such as cardiovascular health. Bayer's strategic focus in cardiovascular research emphasizes precision drug development, facilitating the rapid identification of the most promising targets and commercially viable programs. Bayer with its Bayer Research & Innovation Center (BRIC) is closely located to the Broad Institute in Kendall Square, Cambridge, MA. BRIC houses a center of precision oncology research as well as an experienced team of scientists focused on research and early development for developing precision cardiovascular, renal, and immunology therapeutics. BRIC is also home to Bayer Cambridge which is part of a pioneering global network of life science incubators focused on disruptive innovation and scientific breakthroughs. Financial details have not been disclosed. About Bayer's Commitment in Cardiovascular Diseases Bayer is a leader in cardiology and is advancing a portfolio of innovative treatments in cardiovascular (CV) diseases of high unmet medical need. The strategy is to unlock the strong potential of the future CV market by transforming Bayer's portfolio into precision cardiology, addressing the high CV disease burden, and driving the long-term growth. Bayer's portfolio already includes several innovative products as well as compounds in various stages of preclinical and clinical development. About Bayer Bayer is a global enterprise with core competencies in the life science fields of health care and nutrition. In line with its mission, 'Health for all, Hunger for none,' the company's products and services are designed to help people and the planet thrive by supporting efforts to master the major challenges presented by a growing and aging global population. Bayer is committed to driving sustainable development and generating a positive impact with its businesses. At the same time, the Group aims to increase its earning power and create value through innovation and growth. The Bayer brand stands for trust, reliability and quality throughout the world. In fiscal 2024, the Group employed around 93,000 people and had sales of 46.6 billion euros. R&D expenses amounted to 6.2 billion euros. For more information, go to aka (2025e-0114) Forward-Looking Statements This release may contain forward-looking statements based on current assumptions and forecasts made by Bayer management. Various known and unknown risks, uncertainties and other factors could lead to material differences between the actual future results, financial situation, development or performance of the company and the estimates given here. These factors include those discussed in Bayer's public reports which are available on the Bayer website at The company assumes no liability whatsoever to update these forward-looking statements or to conform them to future events or developments.

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