re: Generation

January 6, 2021

How well do your core values guide your organization? 2020 was the year we found out. (Part One)

Generation Bio team gathered around the campfire at a previous company outing.

We missed being able to gather for our annual company outing. Next year we’ll need a bigger fire.

This year saw a lot. A worldwide pandemic. Civil unrest fueled by systemic racism. A global economy being challenged on many fronts. Throughout it all we asked ourselves, how does a company remain balanced in a world that is, right now, anything but? Is it possible to continue to be connected and on mission with this level of challenge and uncertainty?

This is our story, offered as a reflection from the hearts and minds of many across our organization. We are writing this post the same way we got through 2020. Together.

This was going to be an unprecedented year for us, well before it was an unprecedented year for everyone.

Long before weary New Year’s revelers gratefully returned to homes they had no idea would soon become their world, we at Generation Bio were already on the verge of big changes.

2020 would see major advancements in our science, as we moved beyond research into preclinical development and another step closer to our goal of our first human clinical trials. We were gearing up for an IPO—a major undertaking in any climate. And, finally, we were on track to nearly double the size of our team.

We had put in place pathways and practices to help us meet our goals. We had also, years ago, identified our organization’s core values, born from who we are and the guidepost for where we are going. Thoughtful. Inclusive. Courageous. All-in.

“Our values organically formed by the way we’ve always operated. But having them defined gave us a foundation to face this year’s challenges.” – Matt Chiocco, Senior Director, Preclinical Development

We were confident these values would help keep us on mission no matter what the year brought. And then the year happened.

Shutting down is a big thing. Opening back up is a bigger thing.

When the pandemic hit, we chose to take a proactive, thoughtful approach that prioritized taking care of each other and the world around us. We shut down our offices quickly, immediately began creating principles to guide our reactions to an ever-changing situation, and set forth implementing controls for when we could return to our labs.

“Going into the shutdown, our leadership was decisive and transparent. You knew they cared about our safety. And everyone understood that we would continue on with our mission.” – Matt Simmons, Director, Analytical Development

Not being able to connect and collaborate would have been a major drain on both our progress and our psyches. Fortunately, we already had systems in place that allowed us to virtually share ideas, research, or anything that was on our mind. This was essential, as we had a company of motivated people sitting at home wanting to do something and needing to share and make sense of world events.

“We make a lot of space to talk about what’s happening in the world around us. Nothing is siloed.” – Leslie Wolfe, SVP Chemistry, Manufacturing & Controls

We held open meetings attended by people from across teams and disciplines, bringing in fresh ideas and perspectives. Through “Journal Parties” we shared scientific research and inspiration from the outside world. With labs temporarily closed, we were forced to work in a new paradigm. In many ways, this pause had a positive impact on our science. It gave us an opportunity to take a step back and think about our challenges from different angles. While this brought a deep understanding and serendipitous ideas, we were still missing being together. The days of casual hallway conversations turning into frenetic idea swapping on a white board were still in our minds and hearts. And, we all knew there is a lot of science that just can’t be completed without access to a lab.

“Before Covid we often had people come in to share how disease affected their lives. This created a strong connection between our scientists and what we are working towards. I believe this added to our resilience during this time. People are motivated. They care deeply about our mission.” – Zhong Zhong, Head of Gene Therapy

Eventually, after careful assessment and discussion, we were able to bring a core team back into the lab, adjusting to the new and sometimes cumbersome normal of PPE, scheduling, and heightened protective measures.  Additionally, the pandemic caused stressors on our scientists’ lives outside the lab, which affected who could be in the lab and when. On the positive side, there’s an increased sense of camaraderie and fun amongst the people working in the lab.

“It was difficult to maintain our high level of productivity given what we were all experiencing. This burden fell especially hard on the people in the lab.” – Matt Manganiello

“There is a different environment in the lab right now. There’s often loud music playing. Hair styles have gotten interesting. We’re much more apt to yell across the office, “Hey, where’s my data?’” – Ben Parkhurst, Senior Manager, Process Development

But lab space is not infinite, and projects have to be even more carefully planned to ensure compliance with pandemic space protocols. Every experiment questioned for its value. Every process honed. This put added responsibility on the team to get it right.

“There is more planning now that we are working remotely. What used to be considered micromanagement is suddenly essential to the realities of lab space and time. It’s actually making us more efficient and honed in on our goals.” – Leslie Wolfe, SVP Chemistry, Manufacturing & Controls

Fortunately, through the flexibility and adaptability of our teams, we were able to hit a major milestone—moving our lead programs into the preclinical development stage. We are thrilled to be closer to the day that we can treat people with life-altering diseases with a new class of gene therapy.

“Moving into preclinical development is the first step across the threshold that says we have enough confidence to ask the FDA, and ultimately families, to trust us with treating them or their kids. That’s a big deal for us.” – Geoff McDonough, CEO

Read Part 2 of our reflection on 2020 where we discuss our IPO, growing our company during a pandemic, and addressing racial injustice in the world >

Contributors: Matt Chiocco, Senior Director, Preclinical Development; Mari Gebremeskel, Associate Scientist; Sarah Lagoy; Scientist; Matt Manganiello, Associate Director, Platform Research; Geoff McDonough, CEO; Matthew Norkunas, CFO; Ben Parkhurst, Senior Manager, Process Development;  Joyce Pinkham, Vice President, Program Management; Matt Simmons, Director, Analytical Development; Leslie Wolfe, SVP, Chemistry, Manufacturing & Controls; Zhong Zhong, Head of Gene Therapy


Safe Harbor Statement: Any statements in this press release about future expectations, plans and prospects for the company, including statements about our strategic plans or objectives, our technology platforms, our research and clinical development plans, the expected timing of the submission of IND applications and preclinical data, our manufacturing plans, our expectations regarding our new facility and other statements containing the words “believes,” “anticipates,” “plans,” “expects,” and similar expressions, constitute forward-looking statements within the meaning of The Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those indicated by such forward-looking statements as a result of various important factors, including: uncertainties inherent in the identification and development of product candidates, including the conduct of research activities, the initiation and completion of preclinical studies and clinical trials and clinical development of the company’s product candidates; uncertainties as to the availability and timing of results from preclinical studies and clinical trials; whether results from preclinical studies will be predictive of the results of later preclinical studies and clinical trials; uncertainties regarding the timing and ability to complete the build-out of the Company’s manufacturing facility and regarding the new manufacturing process; expectations regarding the timing of submission of IND applications; expectations for regulatory approvals to conduct trials or to market products; challenges in the manufacture of genetic medicine products; whether the Company’s cash resources are sufficient to fund the company’s operating expenses and capital expenditure requirements for the period anticipated, including the funding of the new manufacturing facility; the impact of the COVID-19 pandemic on the company’s business and operations; as well as the other risks and uncertainties set forth in the “Risk Factors” section of our most recent annual report on Form 10-K and quarterly report on Form 10-Q, which are on file with the Securities and Exchange Commission, and in subsequent filings the company may make with the Securities and Exchange Commission. In addition, the forward-looking statements included in this press release represent the company’s views as of the date hereof. The company anticipates that subsequent events and developments will cause the company’s views to change. However, while the company may elect to update these forward-looking statements at some point in the future, the company specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing the company’s views as of any date subsequent to the date on which they were made.

Take a seat at the table.

We are always looking for those who are ready to share their vision, talent, and tenacity—who believe in our mission and themselves.

Imagine a world without genetic disease.

What do you see? More health? Fewer doctor appointments? More bike riding? More peanut butter and jelly sandwiches? More life?
See our shared vision.