covid19pandemic

As Pandemic Fatigue Sets In at Work, Employers Try to Help

People are tired. Between a global pandemic, economic crisis, social unrest, & political upheaval, the past year has been physically and emotionally draining for just about everyone, and perhaps most for essential workers.

Across industries, workers struggling with pandemic fatigue are facing burnout more than ever. For leaders, keeping these employees engaged and motivated is a challenge in itself. While some leaders are turning to incentives like gift cards and cash to help support employees, others are taking a softer approach, investing in relationships and focusing on workplace communication.

Money Talks

When the pandemic began, the hospitality industry fell off a cliff, says Liz Neumark, founder and CEO of Great Performances, a catering company in New York City. She knew keeping everyone employed would be difficult until her business could find another source of revenue apart from events, which eventually came in the form of preparing meals for essential workers and people unable to quarantine at home. While some of her employees, such as those in sales or event production, saw salary reductions, chefs, kitchen staff, and other employees making food for essential workers kept their full salaries and got help with transportation as well.

The founders of P. Terry’s, an Austin, Texas-based fast-food restaurant chain, give employees gift cards and cash to help pay for groceries and offer them interest-free loans. They also incentivize employees to participate in community and civic causes, including paying hourly wages for volunteer work.

Justin Spannuth, chief operating officer of Unique Snacks, a sixth-generation, family-operated hard pretzel maker in Reading, Pennsylvania, increased hourly wages by $2 for all 85 of his employees. The company also hired additional temporary employees to provide a backup workforce. Spannuth says the move helped persuade employees with possible symptoms to stay at home by easing the guilt that employees can have about not coming in and potentially increasing the workload on their colleagues.

“The last thing we wanted our employees to do was get worn out from working too many hours and then have their immune system compromised because of it,” says Spannuth.

Helping Employees Connect

Andrea Ahern, vice president of Mid Florida Material Handling, a material handling company in Orlando, Florida, says it was difficult to keep morale up when the business was clearly struggling; employees were uncertain about the company’s future, and their own. To help ease the stress, the company held a wide array of picnic-style meals in the company’s parking lot. It was a light distraction that still followed Centers for Disease Control and Prevention guidelines. Now, she says, morale has started to rise.

“With the release of the vaccine and the so-called ‘light at the end of the tunnel,’ we’re starting to see the industry get a lift in activity, and associates feel good when they know their jobs aren’t at risk. However, it wasn’t always this way.”

These kinds of events can, of course, also take place virtually. Company leaders across industries are encouraging staff to treat Zoom as a virtual water cooler. But while casual online gatherings after work can help colleagues maintain friendly relationships, they can also contribute to “Zoom fatigue”–the drained feeling that comes after a long day of video calls, which often require more concentration than in-person meetings.

Matt McCambridge, co-founder and CEO of Eden Health, a primary/collaborative care practice based in New York, says while his teams hold regular virtual water coolers, they switch it up. For example, the company hosted an interactive “dueling pianos” virtual event over the holidays, as well as a magic show.

Better Communication From the Top

Communicating support work-life balance at a time when many people are remote and facing trauma is critical. Neumark notes that when her catering company was pivoting and in the process of providing hundreds, if not thousands, of meals, the team was relying mostly on sheer adrenaline. Months later, now that the novelty is gone and fatigue has fully set in, the boundaries she set are crucial.

One rule, for example, is weekends off, unless there’s an urgent, unavoidable request. “The weeks are still so intense, and people need their private time right now,” says Neumark.

It’s essential that leaders understand the issues their employees may be facing and not try to gloss over them, says Dr. Benjamin F. Miller, a psychologist and chief strategy officer of Well Being Trust, a foundation aimed at advancing mental and social health. “When your boss is pretending that everything is OK, it doesn’t create a conducive work environment for someone to talk about having a bad day,” says Miller. That’s one reason virtual water coolers often fail, he notes. While they’re great at getting people together, there’s little benefit if people can’t speak openly and honestly.

It’s also OK to tell employees that you, as a leader, are not having an easy time. Showing vulnerability doesn’t show weakness, Miller adds. You’re setting an example that shows that it’s OK to be honest and acknowledge that not everyone is not having the best time. If you aren’t aware that someone is in a crisis, he says, you may lose the opportunity to reach out to that person and help.

By Brit Morse @britnmorse

The Bright Side Of Covid-19: Seven Opportunities Of The Current Pandemic

The coronavirus pandemic has a lot of dark sides. Around the world, people get ill and die, schools close, the healthcare system is overloaded, employees lose their jobs, companies face bankruptcy, stock markets collapse and countries have to spend billions on bailouts and medical aid. And for everyone, whether directly hurt or not, Covid-19 is a huge stressor shaking up our psyche, triggering our fears and uncertainties.

No matter how serious and sad all of this is, there are upsides as well. Therefore, along the Monty Python song “Always look on the bright side of life” let’s not forget those and make the best of what the crisis gives us. As the good old SWOT analysis tells us, there are not only threats, but also opportunities. With opportunities I don’t mean that the crisis provides extra business for companies like Zoom and Go to Webinar that enable virtual meetings, or for Amazon, which is planning to hire another 100,000 employees. The latter is probably more a threat than an opportunity for most, especially for the mom & pop stores that go through difficult times already.

With opportunities I mean general opportunities that are available for most people affected by the crisis. The current crisis offers at least seven of them:

Opportunity 1: More time

In today’s overheated economy time is often seen as the most valuable and sparse thing we have. Covid-19 shows why: because we have stacked our week with social gatherings and entertainment such as going to the theater, birthdays, cinema, restaurant, bar, sportclub, gym, music, festivals, concerts and what is more. Suddenly, all of that is cancelled or forbidden, giving us significant amounts of extra time. And still, live goes on. This shows us how easy it is to clear our calendars. Obviously this doesn’t apply to the health-care sector and other crucial sectors, but beyond those it applies to a large majority of sectors.

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The opportunity is that we can spend this time on other things—or even better, on nothing and enjoy the free time. Looking at the crowded parks, waste collection points, garden centres and DIY stores in the last week, many people seem to have a hard time with the latter. Instead of enjoying the extra free time, they fill it immediately with other activities. To seize this first opportunity though, re-arranging how you spend your time and reserving time for nothingness is key. Not just during the crisis, but also after it. The advices in my previous article on the Covid-19 crisis could help in realizing this.

Opportunity 2: Reflect and reconsider

The fact that the coronavirus disrupts our day-t0-day lives provides an opportunity to reflect on things and to reconsider what we do, how we do it and why we do it. Things we took for granted—like going to the gym—are suddenly not possible anymore. Furthermore, many people have had to change their mode of working and work from home instead of at the office. This means that a lot of our routines are interrupted. MORE FOR YOUWhy KPIs Don’t Work; And How To Fix Them How Cisco Takes Care Of Its Employees What Business Leaders Can Learn From The Special Forces

This offers a great opportunity to rethink our habits and routines and make changes. Now that you haven’t been able to go to the restaurant twice a week, commute 2 hours per day, hang out with your friends or go to a party every weekend, you can reflect on whether you really want to continue doing so after the crisis. The virus forces you to make changes to your daily life that you might actually want to keep also after the crisis.

Opportunity 3: Speed and innovation

Many organizations suffer from slow procedures, complex bureaucracies and rigid hierarchies making organizational life less than pleasant. The coronavirus has forced many of them to break through these rigid systems and act instantly. Suddenly procedures can be skipped or accelerated, rules can be side-tracked and decisions can be made more autonomously without formal approval. And suddenly employees are allowed to work from home without direct supervision.

Covid-19 shows that, as soon as there is a strong enough stimulus, things can change. This leads to remarkable innovations. Not being allowed to open their doors, restaurants, for example, are shifting to delivery mode. And schools suddenly do much of the teaching and even some of the testing online. This brings the opportunity to create innovations now that can be maintained after the crisis. And it also can help to keep the current speed and innovation mode afterwards.

Opportunity 4: Better meetings

As referred to in an earlier article, people spend up to 23 hours per week in meetings, half of which are considered a failure or waste of time. The current crisis has forced us to rethink how we deal with meetings. Because in many countries it is not allowed anymore to meet with a group of persons, many meetings are cancelled. And when they still take place they are mostly virtual and shorter.

As such, it provides an excellent opportunity for resolving one of the most disliked parts of organizational life. The technology for this is already present and mature for a couple of years, but the coronavirus triggers a sudden need for it. The real opportunity here is to make systematic changes so that meetings will be more effective, also after the crisis.

Opportunity 5: Reconnect and help

Challenging times offer a great opportunity for social bonding and other ways of connecting to and helping people. Of course, not being able to visit friends or family has increased isolation and feelings of loneliness in some cases. But the feeling of “we’re in this together” has also triggered interesting ways of connecting. Some of those have gone viral—such as Italians singing together from their windows and balconies—but there are many small, local initiatives too to connect and help people who need it.

In the individualized societies many of us live in, this provides opportunities to reconnect and create more social coherence. Not only during the crisis, but also afterwards. This opportunity comes with a big caveat though. Parallel to these nice initiatives we also witness how far people go to protect themselves and their families. People hoard food, medicine, toilet paper and guns without thinking a second of others. However, while it triggers self-serving egocentric behavior too, the Covid-19 crisis does provide us the opportunity to reconnect and show our social side.

Opportunity 6: Cleaner environment

The virus caused a shutdown or dramatical decrease of industrial activities. Factories are closed or operate far below their capacity, road traffic has reduced radically and air traffic collapsed, and the lack of tourism has emptied the streets in overcrowded cities like Venice, Amsterdam and New York. While this may be bad news for most people and especially those working in the affected industries, this is also good news for our planet. Covid-19 causes a significant reduction in green house gasses and other air, water and land polluting outputs. In Venice this has allegedly led to dolphins return after just a couple of weeks (although some argued this to be a hoax).

Whether the particular example is a hoax or not is not so relevant. The fact is that the shutdown and lockdown of large parts of our economy is good for nature—at least on the short term. The opportunity this provides, is to keep parts of this in place also after the crisis to make long-term improvements. Along the line of the previous opportunities, the current crisis provides us an opportunity to reconsider our lives and reorganize it in a way that has less impact on our planet.

Opportunity 7: Modesty and acceptance

The final opportunity that the Covid-19 crisis offers, is a chance to create awareness for the moderate role we play on this planet and accept that things cannot always go as we want them to go. The Covid-19 pandemic is a global crisis chat is unprecedented in modern peace time. We had other pandemics like SARS, but their impact was less substantial. And we had the 1973 oil crisis, but that was a man-made crisis. The coronavirus is not man-made and yet disrupts lives across the planet.

As such, the virus shows us that, no matter how well-planned and organized we are and no matter how much we live in the Anthropocene—the era characterized by significant human impact—we are not in control. One simple virus is disrupting everything. This offers a great opportunity. In almost every aspect of life we want to be in control. Whether it is health, airline safety or our calendars, we live in the illusion that full control is possible. The virus can help us create awareness that this is not the case. It provides an opportunity to take a more modest role and accept that many things are simply beyond our control.

Once again, the Covid-19 crisis has a large dark side. But as these seven opportunities show, it has positive sides as well. Since all seven opportunities require a quite fundamental change in how we approach the world, seizing them can take substantial time. In that sense, and if we keep on looking at the brighter sides of life, the longer the crisis lasts, the larger the opportunities are and the bigger the chances are of actually making changes to our deeply rooted habits and convictions. Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Jeroen Kraaijenbrink

I help companies do strategy through training, mentoring and consulting. My drive is to bring you and your organization to the next level with strategy approaches that work. I wrote “Strategy Consulting,” “Nor More Bananas,” and “The Strategy Handbook.” Reach out to me via jeroenkraaijenbrink.com, LinkedIn or jk@kraaijenbrink.com

Pat Flynn 282K subscribers 26 million Americans are without a job right now, and that’s just in the U.S. alone. It’s a terrible situation, one that I’m all too familiar with myself having gotten laid off during the recession in 2008. These are tough times, but there are opportunities within them, too. I was able to build a business back in 2008 as a result of getting laid off, and I imagine that those who focus on the future, and the ability to create something new now, are the ones who are going to come out of this dire situation best.

U.K. Hit By Worst Economic Contraction On Record Amid Covid-19 Pandemic

Britain’s economy shrank by a record-breaking 9.9% in 2020, new figures by the Office of National Statistics show, highlighting the impact of Covid-19 restrictions, employment uncertainty and reduced demand, with limited growth in the final quarter narrowly avoiding a double-dip recession.

The Office for National Statistics said Friday that the U.K.’s economic output fell by 9.9% in 2020, the largest annual fall on record.

Though the economy grew 1% in the last quarter when looser restrictions boosted the services industry, overall output was down 7.8% from the last quarter of 2019, the ONS said.

The slump is twice that of the 2009 financial crisis and is possibly the worst in 300 years, with models from the Bank of England suggesting a decline of 13% during the Great Frost of 1709.

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U.K. finance minister Rishi Sunak said the figures show that the U.K. has suffered a “serious shock” as a result of the Covid-19 pandemic.

“While there are some positive signs of the economy’s resilience over the winter, we know that the current lockdown continues to have a significant impact on many people and businesses,” Sunak said, adding that his focus “remains fixed on doing everything we can to protect jobs, businesses and livelihoods.”

Key Background

The pandemic and associated public health restrictions made for an economically bumpy 2020, especially in economies like the U.K. which are heavily reliant on services. In the U.K., the first and second quarters of 2020 shrunk the economy by 2.9% and 19% respectively, but there was record growth of 16.1% in the third as restrictions were lifted.

Tangent

In contrast, the U.S. economy shrank by a record 3.5% in 2020, the worst year since the aftermath of World War 2.

What To Watch For

Strict public health measures and a resurgent wave of Covid-19 infections driven by a dangerous new variant of the virus have the U.K. economy likely falling again in 2021. While the U.K. has the worst coronavirus death rate in the world, it also has one of the best vaccination records, priming the country for an economic comeback. The BBC reported Bank of England Chief Economist Andy Haldane describing the economy as a “coiled spring” ready to release large amounts of “pent-up financial energy”.

How The Pandemic Has Changed Our Lives in 2020

To say that 2020 was a year unlike any other would be putting it mildly. The COVID-19 pandemic left few parts of daily life unscathed. From forcing legions of children to attend school via Zoom to revising how we work, travel, and shop for food, here’s a look at some of the most notable ways life changed in 2020.

With urban hubs like New York City making headlines for being COVID-19 hotspots, the suburbs have never been quite so appealing. A variety of studies have found that Americans of all demographics began adopting suburban life during 2020. In particular, the moving resources and information company MyMove conducted a study of change of address data from the U.S. Postal Service and found that more than 15.9 million people moved during coronavirus. The MyMove report notes that “people are leaving big, densely populated areas like Manhattan, Brooklyn and Chicago and spreading out to suburbs or smaller communities across the country.”

COVID-19 also triggered a massive shift in how we work. At the onset of the pandemic, countless Americans created home offices overnight in order to adapt to the new normal. And while it seemed initially that the shift would be temporary, more than a few of America’s most well-known employers have since announced long-term work from home plans and policies. In fact, Flexjobs has said working remotely may very well be the way of the future, pandemic or not, with some companies even deciding to let employees work from home permanently, including Coinbase, Infosys, Lambda School, Nationwide Insurance, and Nielsen.

Students of all ages have seen their worlds altered dramatically. Remote learning has become the norm for all ages, from elementary school through college. As 2020 draws to a close, the remote learning continues for many, with many school districts around the country — from San Diego to Chicago and Boston — pushing back any plans to return to in-person education as the pandemic rages. Zoom classes, it seems, are here to stay for a while longer.

School and work aren’t the only parts of life that have moved almost entirely online. More Americans than ever are grocery shopping online, we’re holding virtual happy hours, and even taking part in Zoom doctors’ appointments more routinely. Computers have likely never played a more central role in our lives. An article from MyMove calls it the “telepresence boom” noting that entire families are now performing basic functions from their homes via a computer and an internet connection. And many of those changes are not likely to ease any time soon.

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Ah, the good old days when we attended big concerts without a second thought, as well as weddings, festivals or sporting events. The year 2020 significantly altered this part of life with social distancing and lockdowns being the rule. As an article in Physician Sense notes, all of these things will be back at some point, but even after the pandemic has subsided, large gatherings are likely to be forever altered in some ways.

The pandemic of course, changed our eating habits, a topic worthy of an entire article of its own. But let’s start with the renewed or increased focus on beans. This humble, protein-filled staple has taken on new importance amid COVID-19. The New York Times reported in March a huge boom in bean sales, which makes sense, right? Beans are filling, nutritious, and inexpensive.

The past year has been stressful, unnerving, boredom-filled, and more. So, it’s no surprise that we’re reaching for comfort food more regularly. A poll released in September found that two out of three people are eating more comfort food. This includes an increase in the consumption of pizza (55 percent), hamburgers (48 percent), ice cream (46 percent), and more.

While we’re seeking out the comfort food, we’re ditching the healthy stuff. Forbes found Google Trends data suggesting that searches for terms like “salads” and “veggies” were lower in 2020 than at the same time in 2019.

With restrictions on dining inside restaurants in 2020 thanks to social-distancing guidelines, drive-thru became the next best thing for many people. Restaurants far and wide responded by redesigning their customer experience to include many adding drive-thru lanes or creating spaces for curbside pickup — even if they already had drive-thru lanes. What’s more, a recent article from Forbes says that curbside pickup is here to stay, even after the pandemic ends. The publication reported that Starbucks CFO Pat Grismer says curbside service is part of the chain’s plans for longer-term recovery.

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Before COVID-19 altered our world, about 20 percent of Americans shopped for food more than three times each week. A study by consulting firm McKinsey, however, found that number was down to 10 percent by June 2020. Meanwhile, Supermarket News reported that online grocery sales skyrocketed, rising from $1.2 billion in August 2019 to $7.2 billion in June 2020.

Remember when it seemed almost rude not to greet the individual who delivered food to your home? The days when we would meet him or her at the door and perhaps provide a cash tip. That’s a distant world, isn’t it? Now we practically cower inside our homes fearing human contact, requesting the delivery driver drop our food on the doorstep and be gone. Close contact with strangers became a health hazard in 2020 and we have adapted accordingly. Doordash, Seamless, and many smaller delivery services offer a contact-free option.

Outdoor dining used to be far more prevalent in Europe than the U.S., but with social distancing being the new normal and the fact that the hazards of COVID-19 are reduced in fresh-air environments, restaurants that never before considered al fresco offerings have scurried to set up tents and tables in parking lots, on sidewalks and in roadways. Some 67 miles of streets were closed to vehicular traffic in New York City, with more 2.6 miles dedicated to the city’s Open Restaurants program, which has been made permanent. Some restaurants are also making structural alterations, building patios and decks. As Architectural Digest reported: “Masked waiters, tables spaced six feet apart, plexiglass barriers, and even stuffed animals occupying seats — these are some of the changes you might encounter the next time you dine out.”

A Statista survey conducted during the earliest days of the pandemic revealed our personal hygiene habits had also begun to change significantly in 2020. Back in April, 79 percent of the Statista survey participants said they wash their hands more regularly. Not surprising under the circumstances. And the reality is that stepped-up hand washing is still a necessity as the pandemic rages on.

Headline-grabbing protesters aside, it seems the need for making face masks a part of our lives has begun to sink in as the year draws to a close. A HealthDay/Harris Poll found that “more than nine in 10 U.S. adults (93%) said they sometimes, often or always wear a mask or face covering when they leave their home and are unable to socially distance, including more than seven in 10 (72%) who said they always do so.” And until vaccines become more widely distributed, masks will continue to be an important part of life.

To say the travel experience changed in 2020 would be an understatement. This is a topic that has received immense coverage. Some of the most immediate impacts to our lives include the lack of travel altogether and the bans on Americans visiting many countries around the world because of the COVID-19 rates in this country. But travel has changed in more subtle ways as well, with some airlines blocking middle seats from being used to keep passengers from sitting too close together, and cruise lines practically ceasing operations, while hotels are redoubling efforts to provide clean, sanitized rooms when you check-in.

Meanwhile, more Americans are taking road trips and rediscovering America again. A survey conducted by Cooper Tires and reported by the New York Post earlier this year found that 43 percent of those surveyed had replaced canceled travel plans with a road trip of some sort.

Another sign of the times, public transportation has become a highly undesirable way to get from place to place. A Statista survey conducted in April found 38 percent of respondents said they had begun avoiding crowded modes of public transport. It’s a shift that’s not likely to reverse course any time soon.

The gym industry has also taken a beating this year as have the exercise habits of Americans in general, with many hesitant to spend extended periods of time in confined spaces with fellow exercisers who are sweating and breathing heavily.

As Time reported, sweeping and repeated lockdowns have made Americans more sedentary than ever before and the effects are likely long-lasting. One survey reported by Time revealed a 32 percent reduction in physical activity among U.S. adults who had previously been meeting recommended exercise guidelines. Meanwhile, many gyms and personal trainers began offering virtual exercise sessions in 2020 in order to stay afloat, bringing their services to our living rooms for a change. No more rushing to get to your gym in time for an exercise class.

While carrying cash was largely becoming a thing of the past prior to 2020, the COVID-19 outbreak has hastened this trend. It’s not unusual to walk into a store these days and see a sign that says “Credit cards preferred.” That April Statista survey found that cash is being used far less day-to-day by 36 percent of survey respondents. For those still not clear on the why behind this shift in daily life — a scientific study explains that “paper currency by its very nature is frequently transferred from one person to another and represents an important medium for human contact.” And as we all know so well now — human contact is the big no-no of 2020.

By: Mia Taylor

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Billionaire Eric Lefkofsky’s Tempus Raises $200 Million To Bring Personalized Medicine To New Diseases

On the surface, Eric Lefkofsky’s Tempus sounds much like every other AI-powered personalized medicine company. “We try to infuse as much data and technology as we can into the diagnosis itself,” Lefkofsky says, which could be said by the founder of any number of new healthcare companies.. But what makes Tempus different is that it is quickly branching out, moving from a focus on cancer to additional programs including mental health, infectious diseases, cardiology and soon diabetes. “We’re focused on those disease areas that are the most deadly,” Lefkofsky says.

Now, the billionaire founder has an additional $200 million to reach that goal. The Chicago-based company announced the series G-2 round on Thursday, which includes a massive valuation of $8.1 billion. Lefkofsky, the founder of multiple companies including Groupon, also saw his net worth rise from the financing, from an estimated $3.2 billion to an estimated $4.2 billion.

Tempus is “trying to disrupt a very large industry that is very complex,” Lefkofsky says, “we’ve known it was going to cost a lot of money to see our business model to fruition.”

In addition to investors Baillie Gifford, Franklin Templeton, Novo Holdings, and funds managed by T. Rowe Price, Lefkofsky, who has invested about $100 million of his own money into the company since inception, also contributed an undisclosed amount to the round. Google also participated as an investor, and Tempus says it will now store its deidentified patient data on Google Cloud.

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“We are particularly attracted to companies that aim to solve fundamental and complex challenges within life sciences,” says Robert Ghenchev, a senior partner at Novo Holdings. “Tempus is, in many respects, the poster child for the kind of companies we like to support.”

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Tempus, founded by Lefkofsky in 2015, is one of a new breed of personalized cancer diagnostic companies like Foundation Medicine and Guardant Health. The company’s main source of revenue comes from sequencing the genome of cancer patients’ tumors in order to help doctors decide which treatments would be most effective. “We generate a lot of molecular data about you as a patient,” Lefkofsky says. He estimates that Tempus has the data of about 1 in 3 cancer patients in the United States.

But billing insurance companies for sequencing isn’t the only way the company makes money. Tempus also offers a service that matches eligible patients to clinical trials, and it licenses de-identified patient data to other players in the oncology industry. That patient data, which includes images and clinical information, is “super important and valuable,” says Lefkofsky, who adds that such data sharing only occurs if patients consent.

At first glance, precision oncology seems like a crowded market, but analysts say there is still plenty of room for companies to grow. “We’re just getting started in this market,” says Puneet Souda, a senior research analyst at SVB Leerink, “[and] what comes next is even larger.” Souda estimates that as the personalized oncology market expands from diagnostics to screening, another $30 billion or more will be available for companies to snatch up. And Tempus is already thinking ahead by moving into new therapeutic areas.

While it’s not leaving cancer behind, Tempus has branched into other areas of precision medicine over the last year, including cardiology and mental health. The company now offers a service for psychiatrists to use a patient’s genetic information to determine the best treatments for major depressive disorder.

In May, Lefkofsky also pushed the company to use its expertise to fight the coronavirus pandemic. The company now offers PCR tests for Covid-19, and has run over 1 million so far. The company also sequences other respiratory pathogens, such as the flu and soon pneumonia. As with cancer, Tempus will continue to make patient data accessible for others in the field— for a price. “Because we have one of the largest repositories of data in the world,” says Lefkofsky, “[it is imperative] that we make it available to anyone.”

Invest $500 to get 2500$ in a week completely legitimate

Lefkofsky plans to use capital from the latest funding round to continue Tempus’ expansion and grow its team. The company has hired about 700 since the start of the pandemic, he says, and currently has about 1,800 employees. He wouldn’t comment on exact figures, but while the company is not yet profitable he says Tempus has reached “significant scale in terms of revenue.”

And why is he so sure that his company’s massive valuation isn’t over-inflated? “We benefit from two really exciting financial sector trends,” he says: complex genomic profiling and AI-driven health data. Right now, Lefkofsky estimates, about one-third of cancer patients have their tumors sequenced in three years. Soon, he says, that number will increase to two-thirds of patients getting their tumors sequenced multiple times a year. “The space itself is very exciting,” he says, “we think it will grow dramatically.” Follow me on Twitter. Send me a secure tip.

Leah Rosenbaum

I am the assistant editor of healthcare and science at Forbes. I graduated from UC Berkeley with a Master’s of Journalism and a Master’s of Public Health, with a specialty in infectious disease. Before that, I was at Johns Hopkins University where I double-majored in writing and public health. I’ve written articles for STAT, Vice, Science News, HealthNewsReview and other publications. At Forbes, I cover all aspects of health, from disease outbreaks to biotech startups.

Eric Lefkofsky

To impact the nearly 1.7 million Americans who will be newly diagnosed with cancer this year, Eric Lefkofsky, co-founder and CEO of Tempus, discusses with Matter CEO Steven Collens how he is applying his disruptive-technology expertise to create an operating system to battle cancer. (November 29, 2016)

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Tag: covid19pandemic

As Pandemic Fatigue Sets In at Work, Employers Try to Help

Money Talks

Helping Employees Connect

Better Communication From the Top

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