QIAGEN N.V. 2026 Global Healthcare Conference

Yeah. Thank you again. Good to be here. I guess I knew Qiagen. I've been involved in the space through Pall and through Beckman Coulter and through Waters for a long time. I knew Qiagen from an undergrad perspective.

Okay. Almost every customer I touched was the blue boxes, so to speak.

I knew the brand. Did a bit of research on the brand and, in terms of the customer intimacy and the quality of the people employed in Qiagen, it was a pretty exciting place to come. So I was intrigued to join. It took a long time because I was in the business of selling Filtration Group to Parker Hannifin, so there was a long transition period.

Yep. It gave me chance to understand the company a lot.

Supervisory board, they really felt that they obviously wanted the industry experience, allied experience. In no particular order, they were pleased that I'd lived and worked in the U.S. and U.K. As you can tell from my accent, I was not exactly born in Brooklyn. That fitted well. They wanted somebody that could bring some simplicity, shall we say, to some complexity. Strategic focus, very much execution driven. My experience with Waters and others was an execution kind of game in many, many ways. All the things aligned well there. Somebody that would fit with the culture.

Yep. Lots and lots of things.

I think the two things I'd highlight is R&D effectiveness, choice, prioritization, link to strategy. They're very much part of the Waters and Pall journey. The other one is, I would say commercial execution in all its forms. Beckman and Waters in particular, we benefited from upgrading kind of the commercial capabilities. The depth of technical capability is always there, but commercial execution in all its forms is something I would say that was important.

Yeah. Obviously, listen, learn phase, right? Diving deep. Had quite a bit of time pre-appointment to dive deep, but building on that, getting to know the enterprise, the people, the places and traveling to all of our facilities. Really trying to understand how we win in each of our growth pillars, and what the midterm outlook is of that, and frankly, where we probably should double down on and where we should manage differently. So, classic onboarding process, really.

I don't think that I want to distinguish between the different parts of it- Yep I do think it's very fair to say, and John, I think, was alluding to that right now, there's clearly a path A and there's a plan B.