Perhaps there is nothing more dynamic and multifaceted than the combination of “healthcare,” “life science” and “business.”  In such a highly regulated, scientifically based, time-sensitive and capital-intensive environment, how can one predictably and reliably make precise and accurate business decisions – all within the mission of improving health?  In such an environment, how can one focus on the “critical few” business decisions that lever the greatest sustainable health care and scientific value?  Better yet, how can one simultaneously keep an eye on short-term business objectives and constraints, while not eroding or destroying long-term value?