As members of the EpiVax team, we strive to see beyond the horizon, desiring to be a part of an effort that is larger than ourselves, an effort that contributes to improving human health by moving science forward. In our day-to-day work, we develop vaccines and immunotherapeutics that will afford better protection with fewer side effects through the application of our cutting-edge immunoinformatics tools and immuno-logic techniques. In the long term, we aim to leave behind a legacy for the next generation, and we therefore continually strive to create an environment that enables every member of our team to take part in the building of that legacy.
“Fearless Science” is our motto. Improving human health, everywhere in the world is our goal. Discipline and focus will lead us to achievement.
Corporate Values
OPENNESS – Our vision, strategy, tactics, and position should be public knowledge. Where are we? Where are we going? How do we intend to get there? What role am I going to play? These are questions every employee should be able to answer.
FAIRNESS – According to Webster’s Dictionary, fairness is “marked by impartiality and honesty : free from self-interest, prejudice, or favoritism.”
STRUCTURE – For most of us, the majority of our time will be spent on production-related tasks. Experience has proven that productivity increases as roles, responsibilities, processes, and procedures are documented. No employee should spend production time thinking about what they should be doing, how they should do it, or how to tell when tasks are completed.
ACTIVE MANAGEMENT – “Active Management” means continuous improvement. Given a well-documented Vision, Strategy, and Structure, an active management team should be able to identify objective performance indicators. These indicators can then be measured and used to identify weak areas. Weak areas should be aggressively reengineered. Possible improvements should be tested and confirmed. Confirmed improvements then need to be documented and then integrated into our production processes. Continuous improvement is a top-down process. Ideas and insight may bubble up from the bottom, but organized changes start at the top.
FLEXIBILITY – Sometimes reality will not conform to our assumptions. On those occasions, we must be prepared to make practical accommodations. Having done so, it is then critically important to reexamine our assumptions. If our experience indicates that our beliefs and assumptions are incorrect, then we must explicitly realign our Vision. The alternative is to use accommodation to systematically circumvent flawed Vision and Structure, will leach away our ability to actively manage the company.
SENSE OF URGENCY – We are a breakthrough company. Our value and advantage is based on the uniqueness of our breakthrough. If we rest on our laurels, we may find our advantage is fleeting. We must act now to exploit our advantage while we have it.
Human Values
KNOWLEDGE and EXPERIENCE – In the marketplace for labor, knowledge and experience are priced at a premium.
CORPORATE SAVVY – Collectively, the memories of our employees and the sum of our corporate documents will form a knowledge base. Savvy employees know how to tap into this knowledge-base and use it to their advantage. Without this kind of practical know-how, even good employees will waste time re-inventing the wheel.
RANGE – In a small company, specialization can be a hindrance. Employees who can fill multiple roles are prized.
COMMITMENT – Employees who have a “job” are rarely a net-plus on the balance sheet. Our best employees will be able to make a commitment to the shared goal outlined in our Vision statement.
CURIOSITY – Advancement, both in the efficiency of our corporate policies and procedures and in the science underlying our proprietary products starts with curiosity. If our employees accept the status quo as status quo, we are doomed.
