Thrilled to share our recent work in @CellCellPress ✨ We study the extent to which tumor suppressor genes in cancer adhere to Knudson's ‘two-hit’ hypothesis, and their clinical implications. 🧵👇 Also a detailed 🧵 by @EdReznik below: @MSKPathology @MSKCancerCenter

Thanks @Aiims1742 for highlighting-- and to the entire @MSKCancerCenter team for everything it takes to support this program day in and day out

So excited to share our latest work with Sarat Chandarlapaty, @antoniomarraMD, Andrea Gazzo @MSKCancerCenter out today in @NatureGenet! We uncover the function and mechanism of APOBEC3-driven therapy resistance in breast cancer. 🧵 1/ nature.com/articles/s41588-0…

Excited to share my analysis of the Cancer Dependency Map! My goal was to systematically identify biomarker - dependency relationships in order to identify new anti-cancer targets and understand how to stratify patients to make those targets clinically useful.

1. Tertiary Lymphoid Structures (TLSs) – on demand lymphoid aggregates that assemble in inflamed tissues/cancer to regulate immunity   But how? What molecule triggers? What cells induce?   TODAY in @Nature nature.com/articles/s41586-0…   Long-term #PDAC survivor PART4 – TLSs   🧵1/25

Something I've observed in academia but I suspect is true in industry as well: as you become more senior, you'll find that you can be much more productive if you spend all your time being a manager and letting junior people do all the real work. But after a few years of this, you're likely to lose your skill at doing the work yourself, the opportunity to practice that skill, and the gratification of doing so that drew you to your chosen profession in the first place. And you'll probably also get worse at being a manager as you lose touch with the actual work. Avoiding managerdom is hard. You have to give up substantial short-term productivity gains. If you're in academia in a tenure track, you risk not getting tenure by being less productive. And personally I find that switching between thinker mode (deep work with no distractions for a whole day) and manager mode (a thousand quick but urgent tasks) to be highly unpleasant. When I'm in thinker mode, it kills me that people have to wait a day (often a lot more) for a 1-minute response from me that could unblock them on what they're stuck on and save them hours of work. When I'm in manager mode, it kills me that I have all these creative ideas sloshing around in my brain that I'm not able to execute on. So it's extremely tempting to perpetually be in just one mode or the other. When you have a team, not managing them is not an option, but being a pure manager is an option. That makes a constant struggle to carve out time for your own work and not give in to the temptation. Note: I think this is only tangentially related to Founder Mode vs Manager Mode. It's much more related to another Paul Graham essay, Maker's Schedule vs Manager's Schedule. And Deep Work by Cal Newport is very relevant.

So happy to finally share this work! Thank you @AnnaVarghese4 @chaiband @EileenMOReilly @MFBerger1 @nikolausschultz for all of your guidance & insight 🧬 Research Briefing: doi.org/10.1038/s41591-024-0…