Mark Compton

Wired science

David Perry made Chemdex, an online marketplace for lab supplies, a business-to-business darling. What are his plans for the health-care sector?

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Accelerating Science” is the tag line Chemdex liberally sprinkles on its marketing materials. It’s definitely got the accelerating part right.

Barely into its third year of operations, Chemdex has already established itself as the business-to-business (B2B) e-commerce leader for life sciences research. And that description doesn’t even begin to cover it. The fact of the matter is that it’s hard to even talk about business-to-business e-commerce without making some sort of reference to Chemdex. It was the Chemdex online exchange, after all, that arguably offered the first compelling evidence of how Internet-based solutions might be used to unify and streamline otherwise fragmented markets.

The idea of using a virtual trading floor to bring together enterprises, researchers and suppliers may have occurred to others. But it was Dave Perry who took that next step and actually made it happen.

In recent months, Chemdex has been at it again — making moves to establish itself as a player in the mammoth health-care field. The first public evidence of that new direction came in late September with the announcement of plans to acquire Promedix.com, an infomediary trading in specialty medical equipment and supplies. Then in December things really started to pop. On the very same day it revealed plans to acquire SpecialtyMD.com, an Internet information search-and-retrieval service designed specifically for physicians, Chemdex announced its intent to join with Tenet Healthcare Corporation to form a new company focused on developing business-to-business solutions spanning the entire health-care industry. Tenet’s own global purchasing organization currently handles procurements for more than 1,000 medical facilities and nearly 45,000 physicians.

And, yeah, that would qualify as getting up to speed in a hurry.

You’ve had yourself quite the busy little week in December.

You know, they’re all busy. The amazing thing about B2B e-commerce is that the pace just continues to accelerate.

So are you saying there’s now a difference between Internet time and B2B time?

That may be a little strong, but a year ago it seemed as if I had to start every customer/supplier presentation with: “Here’s what the Internet is. Here’s why you should care.” And now, in just the last three weeks, I’ve probably met with 10 Fortune 100 CEOs, each of whom wanted to learn more about e-commerce. Everybody out there is trying to figure out their e-commerce strategy. And because of that, the world is moving at a pace I never would have believed just six months ago.

Is it the case that many of these CEOs don’t know exactly what B2B is, but they’re pretty sure they need to get some anyway?

By and large, that’s true. And because we were one of the first movers in that area, we have a ton of credibility and therefore we get a ton of phone calls.

What is it about the life sciences market that inspired you to build a business-to-business exchange in the first place?

The idea behind Chemdex actually came to me when I was at Virogen, a biotech company in Boston that I helped to found. Because we employed scientists, we bought all the things scientists need. And because we were also on the supplier side of the industry, we knew what was involved in selling things to other scientists. So I became well acquainted with the problems that afflicted both sides — problems that were due mostly to fragmentation.

Typically, if you were a buyer, you needed to sift through one catalog after another. The average scientist had 40 or 50 catalogs and typically spent more than five hours a week looking for the things they needed. Meanwhile, if you were involved in sales, depending on catalogs wasn’t so great because many would only get published every year or two due to the tremendous expense of printing and distribution. The result was that there wasn’t an efficient way to introduce new products. Your prices and products were always out of date. And there really was no cost-effective way to market new products or reach out to new customers.

Certainly you’re not the only one to have perceived this, given that the life sciences market seems to be proving irresistible to other entrepreneurs as well. Things have really heated up, in fact, with Sciquest.com’s recent IPO. How do you propose to hold off challenges from competing online exchanges?

There’s no such thing as an attractive market without competition. But I think we probably have a 12-month lead on Sciquest at this point. We certainly can’t rest on our laurels, but assuming we continue to execute at our current pace, we’ll be fine.

Ultimately, how many online exchanges do you suppose the life sciences market can sustain?

I think it’s winner take most. If you look at the consumer market, you’ll find that about 60 percent of the market cap in any industry goes to the market leader. And that’s pretty much the case if you look at Yahoo versus the other search engines, or Amazon versus the other online bookstores. In B2B, I think the advantage of market leadership will prove to be even greater. I think the difference between being No. 1 or No. 2 is going to be enormous — so great, in fact, that if you’re No. 2, you’re probably wasting your time and your investors’ money. And if you’re No. 3, you probably don’t have a chance.

Based on your recent announcements, it’s obvious you’re now moving aggressively to achieve primacy in the health-care segment. Is it your intention to essentially cover every single procurement requirement a hospital might have — from the most sophisticated imaging gear all the way down to that yummy hospital haute cuisine?

That’s exactly right. As we’ve matured in the life sciences business, we’ve recognized a couple of things. We were really the first of the B2B companies, but we were entirely focused on the life sciences segment. As time went on, we recognized that there were a lot of opportunities outside that market and, because we’d been doing this B2B stuff for a while, we’d developed a number of assets that were likely to be valuable in other industries as well. So we began to actively pursue other opportunities, leading to our decision to move into health care with the acquisition of Promedix.

I guess it’s safe to say that health care is a much larger space than life sciences research.

Absolutely. And that’s one of the reasons it was attractive to us. But it’s a market that also has a lot of very similar characteristics in terms of fragmentation, product complexity and channel inefficiency. And those are just the sorts of problems we like to solve.

Sounds a bit like Chemdex Manifest Destiny. What new frontiers will you soon set off to conquer?

Health care actually encompasses the second and third vertical markets we’ve entered. Through the acquisition of Promedix, we first went into the specialty medical products market. Then, through the joint venture we just announced with Tenet, we’re entering into the higher-volume commodity health-care products segment. Those two companies together will offer a complete purchasing solution for hospitals and other medical providers.

And we see an opportunity to continue doing this in other segments. So, over the next 12 months, you’ll see us continue to execute similar sorts of agreements where we seek to enable other vertical markets using our technology infrastructure, our capabilities, our customer service, our professional services and all our other operational components as well.

And it’s fair to say the markets you pursue will be characterized by fragmentation and channel complexity?

Exactly right. And we’ve been looking at this long enough to know there’s no shortage of opportunity there.

Although presumably you’ll stop somewhat short of pork belly futures, right?

Let’s hope so.

High-speed Net access that's out of this world

John Koehler retired from a career at Hughes Electronics and the CIA to build fast Net connections on satellites already in orbit.

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High-speed Net access that's out of this world

Even though Tachyon.net’s satellite-based Internet access service won’t formally launch until the New Year, it’s already creating some buzz — the sort of buzz that download rates of 45 Mbps can inspire. For those of us who are a little slow at math, that comes out to something around, oh, 30 times faster than T-1 access.

That alone is pretty spiffy — but what may be even more interesting is that
Tachyon claims to have figured out how to deliver this, along with a superfast 256 Kbps upload path, via high-flying geosynchronous satellites. Stationed some 22,300 miles above the equator, these so-called “high-flying birds” have historically been considered a poor match for TCP/IP-based Internet traffic because of the considerable time required for signals to travel all that way. (That partly explains why investors like Bill Gates are backing Teledesic — a $9 billion network of 288 low-orbit satellites, scheduled to launch in 2004.)

But John Koehler, an economist by training (with a Yale Ph.D. to prove it), could see that the demand for fast Internet access, at least at the enterprise level, probably wasn’t going to wait that long. And when he did the math, he figured that the pricing for access services could be made a heck of a lot more attractive if a company didn’t first have to amortize a $9 billion infrastructure investment. So he formed Tachyon, on the premise that a way could be found to deliver two-way Internet communications via hardware already in orbit.

Thinking out of the box seems to be a way of life for Koehler, who at 58 looks a tad out of place at an Internet start-up. And indeed, an Internet start-up is not the sort of career step one would have expected for a man whose risumi includes stints at the Rand Corp., the Congressional Budget Office, Hughes Electronics and — get this — the Central Intelligence Agency. Koehler served as deputy director of the CIA during the Carter administration, when the Cold War was still a going concern and many of the kids making millions today off dot-com IPOs had yet to be born. Clearly, the man marches to a different drummer.

I’ve got to ask: Did your interest in satellite technology first come into bloom while you were acting as deputy director of the CIA?

Yes, it did. A principal part of that job was managing the budget for the National Foreign Intelligence Program. As you might expect, most of that budget was spent not on spies lurking in darkened alleys, but on things that got launched into space or on computers that got installed in the basement of Fort Meade.

Not very Le Carri, but quite au courant, I’m sure.

Yes, that’s exactly right. In fact, making decisions on next-generation systems was a very important part of my job there — deciding which space systems to modernize, what they should look like, and that sort of thing. Because that meant making system engineering choices, I naturally got involved in satellite technology in a variety of ways.

Yours is not the first company to think of using satellites to deliver high-bandwidth Internet access. Why do you suppose you’re going to succeed where others have failed?

Well, we’ve focused very tightly on doing something that, as far as I can tell, no one else has done — which is to provide high-performance access at a reasonably low cost and to do it soon, using satellites that are already in orbit. So we aren’t building satellites. Been there, done that, I’d just as soon buy those services from other folks. But in order to [provide that access ],
there were some difficult technical challenges that first had to be surmounted — primarily in order to achieve the price-performance we wanted. And nobody else has addressed the problem in quite that way.

Nobody else focused on providing first-mile access at high speed by satellite. We’ve seen considerable usage of satellites for Internet backbones, particularly outside Europe and the U.S. But nobody focused on high performance to the end-user locations, which is what’s needed now that businesses and other users are embedding Internet applications deeply into their business processes.

Now I’ve always thought the high latency times associated with transmitting to high-flying birds were supposed to play havoc with TCP/IP, so I wonder what you’ve done to keep TCP/IP happy.

If you try to handle high data-rate transmissions with that kind of latency in the link, it does play havoc. And because of that, we’ve developed a variety of new techniques for linking across the satellite — techniques that both minimize the impact of the latency and reduce the amount of unnecessary TCP/IP chitchat. TCP/IP, as you know, can be very chatty, but you can’t accommodate that across a 250-millisecond link. On the other hand, we also knew we had to be perfectly TCP/IP-compliant at end-user locations and wherever we connect into ISPs. So that meant finding a way to leave the packet completely pristine. Which we do. Now that was a hard job, but we managed to handle it.

Why geosynchronous satellites rather than low-flying birds?

Because we want to be in business now — not in 2005. First of all, I don’t have $9 billion, OK? But second, it seemed to me that there’s a market need right now and that if we can find a way to use the assets that other people have seen fit to launch, then we should. And so we have.

Historically at least, geostationary satellites have only been able to handle a relatively small number of simultaneous data streams. What have you guys done to solve that problem?

We designed a system that only uses capacity when it’s actually being applied to transmit data. Now that doesn’t sound like a big deal. But say you’re requesting a Web page. You click your mouse and the URL is transmitted through the satellite to our gateway station. In a typical satellite communications environment, you would set up a link. There’d be a couple of communications back and forth, requesting the link, setting it up, and maintaining the link. You’d then use the link for maybe 2 milliseconds to transmit the URL. Then you’d say: “OK, I’m through with the link. Let’s tear it down.” And there’d be a few more transactions across the link to accomplish that. So you might end up tying up the link for 5 or 6 seconds just to handle a 2 millisecond transaction, okay? That’s dumbissimo.

Now what we’ve done is to create a connectionless system. When you want to transmit the URL, it gets transmitted. The gateway station doesn’t get a warning, so it’s got to be listening all the time and figuring out if what it’s hearing is signal or noise. And then when it thinks it hears a signal, it has to compute like crazy to decode it, verify it, error-correct it, format it, couple it with the other pieces of the transmission, and finally forward it. And that takes a hell of a lot of computing power.

So is it the case that you’re using compute power that wasn’t readily available before?

That’s a piece of it. Computing power capable of accomplishing this at reasonable cost was not available. Also, nobody had really ever tried to do it. We’ve taken advantage of recent developments in microprocessor architectures. And we’ve also had a couple of folks who are just fantastic at algorithms and digital signal processing working on ways to squeeze all the necessary computing into relatively low-cost CPUs.

Let’s talk a little bit about quality of service. Are you implementing some sort of scheme that customers can use to set a higher priority on especially latency-sensitive data streams?

Yes. “Q of S” [quality of service] is critical for this kind of application for three major reasons. First of all, you need to have a system that ensures people get what they pay for. Second, you have to make sure that people pay for what they use. And then third, the issues that you described, like inter-packet jitter and so forth, need to be addressed. We have a patentable Q of S mechanism built in, so that as each packet is presented for delivery across the satellite link, the system is informed what level of Q of S you ordered, how much of the system’s capacity you’ve been using in the last few milliseconds, and what the current state of congestion is on the system. On the basis of that, the system assigns a priority to your packet.

It appears you’ve decided to go exclusively after corporate customers and ISPs. Why? Does that have to do with your view of market maturity at this point?

Yes. Also current price performance. That is, at the moment, a high data-rate service for larger users can be delivered at price points which are consistent with business usage. But we believe that, over time, technical developments and the launch of some next-generation satellite systems operating at higher frequencies will permit us to move both the hardware and the service down to price points appropriate for at least the high-end residential market.

The word is that you’re deploying initially in North America and Europe. But isn’t the satellite sell likely to be easier in parts of the world where the communications infrastructure is less developed?

You’re exactly right. And, in fact, we will be rolling out in the U.S. and Western Europe first. Mexico will be very close behind because it’s within our satellite footprint, which means we can provide service there at a low marginal cost and service a demand that’s already becoming vigorous.

That footprint extends down to the southern border of Guatemala. And we’re also already at work on establishing relationships and planning for deployment in South America, in the Middle East, and in Northeast Asia. One of our major objectives is to accomplish an essentially global rollout as quickly as possible.

Some of the areas are relatively easy to develop from a regulatory and political point of view. Some are tougher. Right now, for example, China looks quite complex.

But for all the hassle, it seems that China and Russia may well end up being some of your better customers. As a former deputy director of the CIA, doesn’t that seem a touch ironic?

Actually, it’s kind of interesting. Starting in 1990, I began doing some business in Russia and shortly thereafter began making contacts in China — all on behalf of Hughes. And I made no secret about my background. It would have been futile anyway. At least in some of those places, folks in the satellite and communications business always had two jobs anyway, so there was a certain bond. It was sort of like: “I know what you did and you know what I did, but we’re not going to talk about it.” Yes, it did have a certain deliciously ironic feeling to it.

When does this adventure begin — with real, live, paying customers?

We are going live with real customers right after the first of the year. We’ve been doing trials and tests in about 25 locations in the U.S. and Mexico and throughout Western Europe since summer. Our gateway stations in San Diego and Amsterdam are already fully operational. We are, at this point, in extensive design verification and we’re testing all the hardware and software. So I’d say we’re just about ready for takeoff.

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