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Lecture 1: Forming the Founding Team and Seizing the Opportunity
Gajus Worthington, co-founder of Fluidigm, talks about how the three members of the founding team of Fluidigm met in Sta…
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Lecture 2: The Breakthrough Idea
Worthington explains that the market climate at the time of the formation of Fluidigm, around 1999, was not favorable to…
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Lecture 3: Breaking Convention: Technology First, Market Opportunity Second
Fluidigm started the wrong way, notes Worthington. Instead of discovering a market opportunity and then finding the tech…
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Lecture 4: Building a Team and Picking the Right VCs
Worthington talks about how the founders understood that the key to creating a successful company was picking only the v…
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Lecture 5: The Challenges of Building a Company
Worthington explains that creating a company puts incredible strain on the founders and calls upon them to do things tha…
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Lecture 6: Product Development
After bringing together the best team, raising money in tough environments, and establishing and living by core values,…
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Lecture 7: Keeping a Financial Focus
Worthington warns that a lot of entrepreneurs get so caught up in the technology or science behind their product that th…
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Lecture 8: Raising Money and Recognizing Interest in VCs
Though Fluidigm is essentially a tool company, which is not very glamorous, says Worthington, they were successful in ra…
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Lecture 9: Can You Continually Increase Value?
Worthington answers the questions: Will the stock price of a company keep going up? He discusses Fludigm's financial his…
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Lecture 10: Recruiting the Best
Worthington relates an anecdote about how renowned intellectual property lawyer Bill Smith joined Fluidigm as general co…
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Lecture 11: Challenges of Managing: Firing People
If Worthington could start the company over, he would hesitate less in firing people. Firing is one of the hardest thing…
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Lecture 12: How to Recruit Top Talent
Worthington talks about how Fluidigm relied on two assets to help them recruit top talent: breakthrough technology and c…
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Lecture 13: To MBA or Not?: Technical Degree or MBA
Worthington would not trade his technical degree for an MBA. He sees entrepreneurship being about breaking many of the r…
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Lecture 14: Envisioning the Future: Other Potential Applications of the Technology
The applications for the Fluidigm technology may be far from being realized, says Worthington. Fluidigm is currently wor…
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Lecture 15: Lowest Lows and Highest Highs
The financial hardships Fluidigm encountered after September 11 were the most difficult stage for the company, says Wort…
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Lecture 16: Going Global: Why Singapore?
From the beginning of the company, Worthington was aware in the back of his mind that someday Fluidigm would have to go…
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Lecture 17: Founding Team: Technical or Business Saavy?
Worthington tried to create a balance between technical skills and business skills within the founding team. A mix of ba…
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Lecture 18: Experimenting with New Technologies
When experimenting with new capabilities and technologies, unexpected things happen, notes Worthington. These unexpected…
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Lecture 19: Finding a Market
When in search for a market, Worthington advises not to focus the company too early. Though there is tremendous pressure…
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Lecture 20: Disposable vs. Reusable in Biology
There are no plans at this time to make the rubber chips reusable, says Worthington. Because the chips are so cheap to p…
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Lecture 21: Establishing a Market
If Fluidigm had not decided to market the crystallization chip, says Worthington, they would have developed a platform f…
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Lecture 22: How Do You Establish a Decision-Making Process?
Though the Fluidigm executive staff was incredibly bright and talented, says Worthington, they initially were almost inc…
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