Lifeboat Foundation: Safeguarding Humanity
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Advancing the well-being of animals, people and the planet — aaron schacht — executive vice president, innovation, regulatory & business development, elanco.

Aaron Schacht is Executive Vice President: Innovation, Regulatory + Business Development at Elanco (https://www.elanco.com/), an American pharmaceutical company which produces medicines and vaccinations for pets and livestock, and which until 2,019 was a subsidiary of Eli Lilly and Company.

Prior to this, Mr. Schacht held a role of Global Brand Development Leader – Pain in Lilly Biomedicines. He was the global leader for product development and commercialization activities for Lilly’s novel CGRP neutralizing antibody – a new potential treatment for prevention of Migraine and Cluster Headache.

In 2,012 Mr. Schacht joined Lilly Biomedicines as Senior Advisor – Strategy & Business Development for Lilly BioMedicines. His responsibilities included oversight of Therapeutic Strategy development, R&D Portfolio Management, and Business Development for Lilly BioMedicines – Lilly’s largest business unit. Past roles included serving as Executive Director, Global External R&D, at Eli Lilly and Company, where he was responsible for implementation of strategies which aim to leverage novel approaches to external partnerships to augment Lilly’s access to pharmaceutical innovation as well as Executive Director of LRL (Lilly Research Labs) Strategy, Portfolio Management and Project Management where he was responsible for strategic planning, R&D portfolio and project management. Prior to these roles, he was Director, Innovation Center in the eLilly organization where he focused on the exploration, incubation and implementation of new business models and capabilities relevant to the strategic evolution of the pharmaceutical industry.

In 2,002 during a short leave from Lilly, Mr. Schacht was co-founder, President and CEO of Artesian Therapeutics, a Gaithersburg, MD cardiovascular drug discovery start-up.

Previously, Mr. Schacht held roles as Managing Director of Lilly University, Director of Knowledge Management, and Manager of Strategy and Productivity for Discovery Research.

Mr. Schacht began his career at Lilly in1990as a medicinal chemist, and spent 5 years in the laboratory working to discover pharmaceuticals to treat cardiovascular disorders.

Mr. Schacht studied Organic Chemistry at the University of Illinois, receiving his Bachelors of Science degree in 1990.

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The effects of fracking on nearby water sources may be worse than previously thought, according to a new study that found hydraulic fracturing can alter the composition of surface water and not just groundwater.

The study, published Thursday in Science, is the first to link fracking to small increases in salt concentrations in surface water, particularly during the early stages of production. While the highest salt levels were well below what the Environmental Protection Agency (EPA) considers harmful, researchers identified a robust association between new wells and water quality changes, triggering public health concerns.

“Our work provides the first large-scale sample evidence showing that hydraulic fracturing is related to the quality of nearby surface waters for several U.S. shales,” Christian Leuz, co-author of the study and a professor at the University of Chicago’s Booth School of Business, said in a news release.

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I will always remember the moments around our first sampling attempt. Longtime friend (and Sampling System Chief Engineer) Louise Jandura and I were in the operations area awaiting the next data downlink. It was “so far, so good” with our earlier morning results showing we had achieved a full-depth borehole. Other members of the team began to filter in as images of the sealed sample tube came up on the ops room monitors. We were all starting to get that feeling you can get in this business when a big milestone comes together because, at first look, it appeared to be our first cored sample. But within minutes, the team noted that the volume probe indicated no sample was in the tube, and we quickly switched to problem-solving mode – once again trying to solve another problem tossed our way from the surface of Mars.

Our team has been working hard over the last 12 days to both ensure we have adequately assessed the data from the first coring attempt and also developed a solid plan forward. After further review of the engineering and imaging data, our final conclusion is the same as our initial assessment: The rock simply wasn’t our kind of rock.

The Sampling and Caching System aboard the rover performed as expected – quite well, as a matter of fact. However, the rock we chose for this first effort did not. The act of coring into it resulted in the rock breaking apart into powder and small fragments of material, which were not retained in the tube due to their size. Although we had successfully acquired over 100 cores in a range of different test rocks on Earth, we had not encountered a rock in our test suite that behaved in quite this manner.

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Watch developer Plus testing an autonomous truck on the highway without a driver behind the wheel.

Autonomous tech developer Plus has recently completed a real-world demonstration of its Level 4 autonomous truck technology on a traffic-filled highway. The company tested the truck without a driver behind the wheel, and also without any other remote operator who could take control of the truck if needed. The test took place on the Wufengshan highway in the business hub of the Yangtze Delta region, with Plus being the first company to be granted a special permit to test Level 4 vehicles in the country.

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In other words, the mix of positives and negatives puts this potent new suite of technologies on a knife-edge. Do we have confidence that a handful of companies that have already lost public trust can take AI in the right direction? We should have ample reason for worry considering the business models driving their motivations. To advertising-driven companies like Google and Facebook, it’s clearly beneficial to elevate content that travels faster and draws more attention—and misinformation usually does —while micro-targeting that content by harvesting user data. Consumer product companies, such as Apple, will be motivated to prioritize AI applications that help differentiate and sell their most profitable products—hardly a way to maximize the beneficial impact of AI.

Yet another challenge is the prioritization of innovation resources. The shift online during the pandemic has led to outsized profits for these companies, and concentrated even more power in their hands. They can be expected to try to maintain that momentum by prioritizing those AI investments that are most aligned with their narrow commercial objectives while ignoring the myriad other possibilities. In addition, Big Tech operates in markets with economies of scale, so there is a tendency towards big bets that can waste tremendous resources. Who remembers IBM’s Watson initiative? It aspired to become the universal, go-to digital decision tool, especially in healthcare—and failed to live up to the hype, as did the trendy driverless car initiatives of Amazon and Google parent Alphabet. While failures, false starts, and pivots are a natural part of innovation, expensive big failures driven by a few enormously wealthy companies divert resources away from more diversified investments across a range of socially productive applications.

Despite AI’s growing importance, U.S. policy on how to manage the technology is fragmented and lacks a unified vision. It also appears to be an afterthought, with lawmakers more focused on Big Tech’s anti-competitive behavior in its main markets—from search to social media to app stores. This is a missed opportunity, because AI has the potential for much deeper societal impacts than search, social media, and apps.

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torre faro by ACPV will connect milan’s historic center and periphery by reviving a north-south axis that runs from the city center through via crema and piazza trento all the way to ACPV’s symbiosis business district, located just across the disused railway yard. ‘the a2a headquarters project creates a new vertical village for the firm’s operations. it is designed for people to enjoy working in the company of their colleagues and to encourage spontaneous professional and personal interactions,’ says antonio citterio, architect and co-founder of ACPV.

the new tower can accommodate 1,500 people in spaces that are flexible, open, and are complemented by a green courtyard shared with the museum of energy – located inside the existing buildings that will be revitalized with the project. vertically, the tower is centrally divided into two sets of office floors framed by the spacious entrance hall on the first floor, the sky garden in the middle, and the belvedere on top. the architecture of the building addresses future professional needs by integrating flexible spaces – including co-working lounges and informal meeting rooms – that can be reconfigured for multiple uses.

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We speak to AR experts about the future of the Oculus Quest.

Oculus is getting into AR, and it has big repercussions for the future direction of the company and its popular line of VR headsets – especially the eventual Oculus Quest 3.

The Facebook-owned company recently announced its intention to open up its Oculus platform to augmented reality developers, allowing them to use the Oculus Quest 2 headset to host AR games and apps rather than simply VR titles – setting the scene for an explosion of both consumer and business applications on the popular standalone headset.

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