Vivek Ramaswamy

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.

Roivant does not view - and has never viewed - Axovant as simply a 'vehicle' for developing intepirdine, but instead as a platform for the development of high-impact drugs in dementia and the neuroscience field more generally.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

Our goal is to continue to build the pipeline to fight all aspects of disease for all forms of dementia.

If we can validate our scientific bets in the clinic, if we can bring valuable new treatments to patients that need them, that will be our ultimate measure of success.

For some companies, going public makes the most sense. For others, remaining private is preferable.

I really was inspired by the possibility of more directly being involved in the development of drugs myself.

The thing in Alzheimer's disease to remember, and we remember this all the time at Axovant, is we don't fully understand the way the actual underlying disease works.

The 'Living-Wage Campaign' at Harvard is like a Boston winter: you know it's going to strike, but wonder only when and how hard.

I can't comment on the internal decision-making at other companies, but RVT-101 has the potential to be a very valuable product in the treatment of Alzheimer's, which is a huge unmet medical need.

I've said all along that we're building Axovant as a lasting company for the long run, not to hand over that upside to a pharma company in the future.

There is no doubt that the Mindset failure is a major setback for Axovant, but it is not the end of the road.