Watch: 'The End of the Antibiotic Era': How COVID-19 Has Changed the Landscape for Health Tech

The spread of the novel coronavirus has sped the adoption of telemedicine in the United States, eliminating barriers like insurance reimbursements. It's also shone a light on the need for faster vaccines and a need for greater investment in public health, experts said on a dot.LA virtual panel Tuesday that looked at how investors are responding to COVID-19.

A move to telemedicine "was a long time coming," said Dr. Jeffrey Klausner, a professor of medicine in the division of infectious diseases in the David Geffen School of Medicine at UCLA. "A lot of doctors and institutions weren't comfortable with that" but now those concerns have been "blown out of the water." Since the pandemic erupted, two-thirds of UCLA medical visits have been done using telehealth.


Klauser is also a medical director at San Dimas, Calif-based Korva Labs, which has worked with Curative Inc. over the last 18 days to test Los Angeles County first responders and support drive-thrus. He said the partnership has resulted in testing capacity moving from zero to 5,000 daily since the start.

That partnership was helped along by Llewellyn Cox, a general partner at MarsBio, a biotech and deep-tech venture capital firm that invests in pre-seed and seed stage companies. Cox introduced the folks at Curative to Korva. Cox, who has cystic fibrosis, has kept an eye on the novel coronavirus from its earlier days. He convened a task force in the first week of March to try to address COVID-19 response issues like supply chain and access to testing kits.

Cox has since pivoted to looking at companies to help address the second and third wave of issues and technology to prevent another COVID-19 from happening.

Strategy Session: Venture on the Front Line of COVID-19 www.youtube.com

The novel coronavirus has led to a boom in business for companies in the healthcare world. At Wavemaker Three-Sixty Health, a seed-stage healthcare-focused venture capital fund, 27 of its 29 companies in the portfolio are actually "better off" financially due to COVID-19, said Jay Goss, a general partner at the firm.

"We're being pulled to move faster even to the point of accelerating the timeline in the next fund, instead of slowing down," Goss said. "The world is more aware of the need for healthcare, it's always been there, but now more people are paying attention to it and less attention to the need for electric scooters, or other things."

Of the remaining two portfolio companies that have been impacted, one is a clinical trials-related company that has had to hit the pause button on their work to focus on COVID-19.

Prior to COVID-19, vaccines were not a business-savvy area of investment and were very hard to fund, but "that value metric has been turned upside down," Cox said. He said the long production cycles for something like the development of a vaccine — the flu vaccine takes nine months — is an area that could use improvement even now.

"This is a preview of the end of the antibiotic era, what a world without rapidly cheap, accessible (drugs) to fight off infection looks like," Cox said.

Other areas that have become of greater interest are food, agriculture and manufacturing, Cox said.

COVID-19 has also brought to light the lack of investment in public health — already evident from medical staffing shortages, the lack of affordable education, and the need for more on-the-ground community health efforts, the experts said.

Klausner noted that Italy didn't have a strong primary or middle healthcare system, so anybody with COVID-19 was hospitalized because they had built up the end-of-the-road investment in health services.

States have graduated medical students months early to get them to hospitals that need them. In the past few years, there has been some donors who have helped make medical education for doctors free, but those are stopgaps, Klausner said.

"We need to invest and understand that medical, nursing lab technicians, schools are not just training for those individuals (to) benefit by having a job, but also as part of our societal investment to have the type of people we need at a large enough level and large enough skillset to take care of us," Klausner said. "Our population is only aging and our needs are only increasing. We need investment in things like a public health corps."

Klausner served early in his career as an Epidemic Intelligence Service officer at the Centers for Disease Prevention and Control, a sort of CIA for public health. The program, he said, has been funded at 50 people since 1951 and no one knows it exists.

"As a society, we've allowed public health training and infrastructure to erode," Klausner said.

Goss said that the ability to address a surge in need should be fluid and those who are trained should somehow be able to be moved when that need is apparent, perhaps using a technological advancement similar to the system apps like Uber use to move needed rides from one area to another in real time.

Klausner added a few more predictions, the home is going to be "ascendant" and people will want to improve their homes and make them more comfortable for daily living, working, learning and exercise.

In terms of home health, "people generally prefer to be taken care of in their home, from physical therapy to your last days on Earth," Goss said. "Telemedicine has been helped and advanced more in the last six weeks than in the 144 years (since) we got the thing called a telephone."

    About the Participants:

    Dr. Jeffrey Klausner, MD, MPH, is a Professor of Medicine in the Division of Infectious Diseases in the David Geffen School of Medicine.

    Jeffrey Klausner, MD, MPH, is a Professor of Medicine in the Division of Infectious Diseases in the David Geffen School of Medicine and Adjunct Professor of Epidemiology in the Fielding School of Public Health. 

    Dr. Klausner earned his Medical Degree from Cornell University Medical College with Honors in Research. He completed his Residency in Internal Medicine at the New York University—Bellevue Hospital Center. Dr. Klausner earned his Master's in Public Health with a focus on International Health and Epidemiology at the Harvard School of Public Health. After that training, Dr. Klausner was an Epidemic Intelligence Service Officer at the Centers for Disease Prevention and Control. Dr. Klausner completed his Fellowship in Infectious Diseases at the University of Washington, Seattle.

    Jay Goss is General Partner at Wavemaker Three-Sixty Health

    Jay Goss, General Partner @ Wavemaker Three-Sixty Health

    Jay is a General Partner at Wavemaker Three-Sixty Health. Wavemaker Three-Sixty Health is Southern California's leading Seed-stage healthcare-focused venture capital fund. The fund's investment thesis is that after 40+ years, healthcare is transitioning away from fee-for-service to value-based payments, and with that comes a massive amount of disruption. There will be no shortage of clinical operations and business challenges to solve in the coming decade, and entrepreneurs are already coming out of the woodwork to solve these problems. Moreover, countless business models are now for the first time commercially viable because the healthcare industry is embracing value-based payments. The fund counts among its investors 50+ healthcare senior executives, eager and extremely able to add value to the early stage companies in which the fund invests. Prior to launching Wavemaker Three-Sixty Health, Jay operated dozens of early stage companies all over Southern California, and advised dozens more.

    Llewellyn Cox is a general partner at MarsBio

    Llewellyn Cox, General Partner at MarsBio 

    Llewellyn is an entrepreneur from Gillingham, Kent, England. He founded LabLaunch, the leading biotechnology incubator network in Southern California, and BioBuilt, a firm that assists early-stage companies in building lab space.Llewellyn received a Ph.D. in Molecular and Cell Biology at Cardiff University, before moving to New York City to perform postdoc research in neuroscience at Weill Cornell Medical College. Llewellyn is an adjunct professor at Keck Medicine of USC where he teaches translational biology and science communications.

    Rachel Uranga, is a reporter at dot.LA.

    Rachel Uranga, Reporter @dot.LA

    Rachel covers the intersection of business, technology and culture. She is a former Mexico-based market correspondent at Reuters and has worked for several Southern California news outlets, including the Los Angeles Business Journal and the Los Angeles Daily News. She has covered everything from IPOs to immigration. Uranga is a graduate of the Columbia School of Journalism and California State University Northridge. A Los Angeles native, she lives with her husband, son and their felines.

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    Their Russian investor was dead.

    On a late Tuesday night in early May, the billionaire Russian coal tycoon, Dmitry "Dima" Bosov stopped answering phone calls and messages. When his wife, Katerina, arrived at their mansion in the suburbs of Moscow, she found her 52-year old husband locked in the family's home gym, dead from an apparent gunshot wound to the head.

    The owner of multiple Russian coal companies had a penchant for ice hockey, snowboarding and placing big bets on businesses. More than 6,000 miles to the west, Bosov had been trying to build a new foothold in cannabis.

    The Genius Fund was run by Ari Stiegler and Gabriel Borden, two twenty-something friends who had lofty ambitions of dominating the cannabis market first in the U.S. and then internationally, with a roughly $164 million bet from Bosov.

    Their idea was to create a vertically integrated company that owns its own supply chain, producing, distributing and selling cannabis products more efficiently. It's a model that has proven particularly effective for other cannabis companies like MedMen, Caliva and Natura, which have raised millions in investor funding.

    Genius Fund, however, blew the money in less than two years. Company executives ran up five-figure tabs, built lavish offices and manufacturing facilities, hired armed security in their pursuit to build a cannabis empire, an investigation by dot.LA found. In the end, the Russian-funded venture crumbled.

    Editor's Note

    The story is pieced together from interviews with more than 40 former employees and business associates, active and retired county officials, as well as federal and county law enforcement; state court records, arbitration, arrest and corporate records in the U.S. and Canada; other public records in six California counties; Genius Fund corporate records and emails. Some former employees and business associates spoke to dot.LA on condition that their names not be mentioned out of fear of reprisals.

    This is the first in dot.LA's "Green Rush" series looking at the rise and fall of cannabis-related startup Genius Fund. Sign up for dot.LA's newsletter to be notified about new stories.

    Stiegler and Borden publicly referred to Genius Fund as a private equity fund, but the company functioned more like a family office for their high wealth investor, or a conglomerate that rolled up into one parent entity. They headquartered Genius Fund originally in Venice, California, and later, Culver City.

    Genius Fund's expansive structure included more than 50 corporate entities, mostly limited liability companies, spread across farming operations, CBD and THC manufacturing processes, product development, delivery operations and a retail front, according to domestic and international corporate filings. Each of Genius Fund's main operational entities had its own CEO or general manager.

    At its peak, the overall business employed more than 300 employees and contractors, corporate records showed.

    Genius Fund was one of dozens of new marijuana-related startups that have sprouted up in recent years after California legalized recreational marijuana. Like others chasing the "green rush," Genius Fund wanted to position itself as an early giant in California's marijuana market, which is the world's largest legal pot market, according to 2019 industry reports. It's an industry that has generated nearly $3.1 billion in spending in the Golden State alone.

    The company was beset with problems, according to former employees from all levels and areas of the organization who agreed to speak to dot.LA on condition that they not be named in the story out of fear of reprisals.

    "Not one person at the top knew what they were doing," said a former employee — a sentiment that was echoed by many of their former colleagues and repeated by the company's now ex-CEO in his more than $3.5 million lawsuit against the company and its Russian oligarch owner filed in April in the U.S. District Court for the Central District of California in Los Angeles.

    Kismet

    Ari Stiegler and Gabriel Borden first met while in college. They reconnected in early 2018 at a crypto-scene party that Borden threw in his family's Santa Monica, California, home. It was kismet in a way.

    Business associates described Borden, now 26, as a shy, trusting and empathetic guy. The son of the executive producer and creator of Disney's "High School Musical," Borden had access to his father's Rolodex, according to his associates. Stiegler, now 28, was described by associates as brash and cocky, someone who knew how to talk a big game and sell investors on a vision, even if he may have known little about the industry.

    Both were young serial entrepreneurs working out of the heart of Silicon Beach.

    Early in their relationship, Stiegler arranged for Borden to be made an advisor for a cryptocurrency exchange company, then called Samsa Technologies Inc., which Stiegler co-founded in 2017 with another friend. Stiegler already had a history of jumping quickly from one business venture to another in search of hitting it big, according to former investors and business partners.

    Stiegler spent office hours planning his own side businesses or watching YouTube videos, a former investor in one of Stiegler's earlier ventures, Rob Sciama, said.

    Borden was good at nurturing relationships and bringing people to the table. He had always been attracted to business and not afraid of reaching out to industry leaders, including major business executives and VPs, while at Loyola Marymount University. While in school, he helped get InterWallet off the ground. That company would become Van Nuys-based Maya Labs, which provides a self-service kiosk payment solution for the unbanked and underbanked.

    Several months after their first meeting, they met with a possible Russian investor, Dmitry Borisovich Bosov, a contact of one of Borden's classmates at Loyola Marymount, to talk about a possible investment opportunity.

    Stiegler said in an interview that Bosov wanted "good entrepreneurs in L.A. to run a cannabis company" for him.

    "He really liked us and basically said, 'Hey, you guys need to quit your companies and come work for me,'" Stiegler told dot.LA. "It's not every day that someone offers to invest millions of dollars into a company. So we were like, 'OK, yeah, sure we can do this right now'."

    Stiegler's colleague, Borden, did not reply to multiple requests for comment.

    The new opportunity came with the promise of $160 million investment for the cannabis business even though neither he nor Borden had any experience in the industry, according to two people with knowledge of the meeting.

    With the promise of millions and a hefty chunk to start, the company called Genius Fund was underway.

    A screenshot of Genius Fund's website from August 2018 shows the company's leadership team. Top left to bottom right: Ari Stiegler, Gabriel Borden, Danny Abyzov, Andrew Dillard, Andrey Pirumov, Daniel Sarpa and Chris Clifford.

    A Ticket to 'Generational Wealth'

    The early days of the company were an exciting time. Stiegler served as the company's CEO and CFO, while Borden served as secretary, according to state corporate records. But they referred to themselves as managing partners, according to multiple employees and the company's website. Two Russian executives were also referred to as managing partners at Genius Fund. One was Bosov's friend, Andrey Pirumov, who headed up marketing, and the other was Borden's college classmate, Danny Abyzov, who knew Bosov through his father, Mikhail Abyzov, another Russian oligarch.

    Abyzov, the father, once served as a minister in former Prime Minister Dmitry Medvedev's cabinet and was arrested in March 2019 for allegedly embezzling $62 million and depositing the money in foreign banks, per Fox Business News and other media reports. Abyzov pleaded not guilty and Russian state media reports that he remains jailed. His attorney did not reply to an emailed request for comment. Abyzov's duties as a cabinet minister had been to make Russian government transparent and accountable, according to Russian government records.

    The son's executive role at Genius Fund ended after his father's arrest, several former employees said.

    Friends and business associates said they heard Stiegler say that Genius Fund was his ticket to "generational wealth." He and Borden focused on lining up new hires and possible partners to start work.

    Stiegler hired his roommates and frat brothers from the University of Southern California, some of whom he plucked out of jobs as a manager at a pizza joint, a worker in a mailroom, a busboy and bartender, to become analysts or work specialized roles like growing 1,000 acres of hemp, at Genius Fund's various entities, according to their LinkedIn profiles and interviews with former employees. Many made more money than they had ever made in their lives, former employees said in interviews.

    From leased cultivation fields to manufacturing facilities for CBD and THC, product lines, even a brand incubator and a retail store, by the fall of 2019, the multi-faceted company operations were mostly up and running.

    It was a time of fast growth, with millions in investor funds — as much as $18 to $20 million — wired every few weeks from Bosov's company in Russia, corporate records reviewed by dot.LA show. Russian investors have flocked to the cannabis industry in the U.S. as traditional banks have shied away from it, even though the plant is illegal in their homeland.

    Many employees left jobs at well-known brands, including places like MedMen, to work for Genius Fund.

    "Everything was optimistic, in a 'things are about to take off' sort of way," said a former employee.

    The company's early hires worked out of two live-work apartments in Venice, right by the beach. When Bosov and his wife visited around last spring, one of the apartments — a one-bedroom, one-bath — was so clogged with office furniture and desks it was difficult to move around. Neighbors complained about dozens of people going in and out all day, according to a person with direct knowledge.

    Genius Fund's executives had high ambitions and needed bigger digs. Its roughly 35 staffers moved into a new 12,895 square foot, three-story office building with skylights, thermal ash hardwood flooring and floor-to-ceiling windows in Culver City in the spring. The parking lot featured a Tesla supercharging station.

    Genius Fund paid $2 million in cash upfront to lease the property, along with two months of rent, at roughly $65,000 per month, according to corporate records and two former employees with direct knowledge of the lease terms.

    The Genius Store at 7569 Melrose was the only store the company opened.Photo by Tami Abdollah

    The High Life

    In the early days, Stiegler and Borden traveled every few weeks to places such as Forte dei Marmi, Italy to meet with their Russian investor and to party on yachts. Stiegler also traveled at Bosov's request to Russia and Cabo San Lucas in Mexico, where Bosov frequently stayed.

    The two created a high-life culture, regularly flying in private jets, former employees said. To wow an investor, company executives rented a catamaran. Stiegler enjoyed meals out at expensive restaurants, according to two business associates, and donned a pricey Rolex he said Bosov gave him for his birthday.

    Genius Fund executives bought both business and non-business items with company funds, including luxury vehicles such as Escalades and Teslas, "daily lunches that would regularly cost in excess of $1,500" and same-day business class one-way tickets "without any business need for such wasteful spending," according to allegations in Genius Fund's ex-CEO Francis Racioppi's whistleblower retaliation lawsuit against the company and Bosov.

    Stiegler said the $1,500 was for a meal service for employees at the company. He added that he, Borden and Pirumov all had an ownership interest in the company, but Bosov was the majority owner and signed off on all investments and hiring decisions.

    "He's the boss, but, like, we're here to, you know, execute his objectives on the ground," Stiegler said. "I was kind of just a fancy employee really."

    When someone needed to be picked up at the airport, company officials realized they didn't have a "Genius Mobile." So the company purchased a new black Mercedes Sprinter with customizations that included fancy upholstery with Genius Fund's logo and a flat-screen TV, former employees said.

    Genius Fund leadership spent money "recklessly," with one company executive insisting on purchasing desks, computers and monitors for more than 50 potential employees who the company had no immediate plans to hire, according to allegations in the ex-CEO's court documents.

    "Bosov was giving a lot of money with very little questions," former executive Evan Kagan said.

    The interior of Genuis Fund's Mercedes Sprinter van with custom upholstery.Photo provided by a source who prefers to remain anonymous.

    Employees charged personal expenses like spa visits to their company cards, according to former employees with direct knowledge. Another Genius Fund employee used the company-issued credit card to donate $2,800 to the Trump Victory PAC in Massachusetts, according to Federal Election Commission data. Corporate records show a matching charge on a Genius Fund Amex card.

    Meanwhile, personal items like surfboards, dozens of voice recorders and a Gita robot, were purchased by Genius Fund for Bosov and shipped or couriered to him in Russia or Italy, the ex-CEO's lawsuit alleges.

    "Yes, we bought a Tesla, but it was Dima's personal Tesla and he repaid us for it," Stiegler said. "Yes, we bought him a surfboard for his birthday. But, whatever. It's like a $800 surfboard and he invested a ton of money in the company."

    In addition to the Tesla, former employees said, Bosov utilized the company's staff for upkeep and maintenance of the couple's Beverly Hills residence, the lawsuit states. His wife used her Genius Fund American Express card on high-fashion shopping trips at Chanel in Monaco and Luisa Via Roma in Florence, Italy, according to company records.

    "Were funds that were sent into the company bank account used for personal things that Dima and his family needed in L.A.? Yes," Stiegler said. "If they needed a car to drive around, we bought him a car. When they went to dinner, they used the company credit card but then they would reimburse the company," he added. "They didn't have anyone to be their helpers in L.A. We were their helpers."

    Inside the company, a toxic culture was forming, according to former employees who were there.

    Genius Fund hired models and nightclub dancers to dress in skimpy clothing for its exhibits at trade shows, former employees said.

    Multiple former business colleagues told dot.LA they heard Stiegler make sexist, demeaning comments about women, for example, stating women aren't as skilled at business as men are. Former employees said they saw Stiegler look women up and down, use them as props to ease business relationships, and make comments about what women wore and their appearance. Former employees also remember hearing that a female executive assistant was upset after Stiegler noted a scheduled hookup with a "hot Swedish" chick on his work calendar. A friend of Stiegler's remembers him bragging and laughing as he recounted the same story.

    Stiegler denied those characterizations.

    "Absolutely not," he said. "I come from a nice Jewish family, you don't do that, you don't treat employees like that or say rude things."

    Former business associates described Stiegler as someone who didn't care what anyone thought, so long as his actions could be justified legally.

    By the end of 2019, Genius Fund planned for the cannabis empire to be up and running and already in the black.

    The company grew a complicated infrastructure, with roughly 20 active entities, each with its own books, and multiple bank accounts that former employees said never appeared to be used for operations. dot.LA found in public records more than 50 business entities, including one in Canada, that Genius Fund registered or acquired during its less than two years in operation.

    Amit Sharma, CEO of FinClusive and former U.S. Treasury official who dealt with money laundering said that generally — not about Genius Fund — having upward of 50 plus different entities seems excessive for a new startup. But, he added, some companies do create sub-entities for potential future spinoffs, mergers or acquisitions of other businesses, and to protect intellectual property or avoid taxation.

    Cannabis-related businesses already operate in a strange gray area between federal laws that make marijuana illegal and states that have decriminalized its use, Sharma said. That forces some companies to rely on business practices that may appear shady, but are in fact workarounds. They may have no other choice, he said.

    Genius Fund's former CEO Racioppi characterizes the company's story as a "sordid tale of corporate mismanagement, subterfuge, and fraud involving an amalgam of shell companies that self-identify as part of the 'Genius Fund Group,'" in his whistleblower retaliation lawsuit.

    Attorneys representing the defendants responded in the case that Racioppi was never terminated and characterized him as a disgruntled CEO who was unwilling to take direction from the new owner. They argue the case should be in arbitration, not in court.

    "An employee's frustration that he was not given greater freedom to operate a company as he wished does not constitute breach of an employment contract," the response said, noting that Racioppi had never sent over a resignation notice.

    Many former Genius Fund employees said they still don't know what to think of their time with the company. Rumors about the real intentions of Bosov's financial dealings were common, some former employees told dot.LA.

    "A lot of us were not sure," a former employee said. "It looks funny, shady, but maybe nothing illegal is actually happening, and maybe, maybe it's just stupidity as well. We were all like, 'Maybe, maybe'."

    __

    This is the first in dot.LA's "Green Rush" series looking at the rise and fall of cannabis-related startup, Genius Fund. Sign up for dot.LA's newsletter to be notified about new stories.

    Do you have a story that needs to be told? My DMs are open on Twitter @latams. You can also email me at tami(at)dot.la, or ask for my contact on Signal, for more secure and private communications.

    Lead art by Candice Navi

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