It was the beginning of 2002, and employees of Renovis, a biopharmaceutical company based in San Francisco had many reasons to celebrate. They had just received $35 million in financing, and had another $10 million in the bank – enough to last several years. But CEO Corey Goodman was uneasy. The company was focusing its efforts on finding early drug targets and was a long way away from potential revenue, a strategy Goodman could see was quickly becoming unattractive to investors. Goodman knew the company needed to find a way to make money more quickly – and soon. "As good as the science was at Renovis, we needed to change or we were going to fail," he recalls. "We decided we had to go shopping."