How did you overcome these challenges?
Jain: Perseverance is key. Start by educating students—engineers, biologists, and medical students—that animals are not the only option for drug discovery. Highlight the effectiveness of engineering tools. Then, educate your peers and funding agencies through publications and discussions to build belief in these methods.
Ongoing conversations with the FDA and pharmaceutical companies show that while this technology is still new and requires further validation, it can eventually reduce reliance on animal models. It is not about replacing animal systems immediately but rather complementing and reducing them. By integrating organs-on-chips into the preclinical pipeline, we can refine both approaches, creating a feedback loop that improves efficiency and reduces costs. This combined approach could help reach human clinical trials faster and make them more efficient.
Your work has culminated in the founding of a startup company. Could you elaborate on the role of the startup in advancing vessel-chip technology?
Jain: After nearly fifteen years in this field, with more than 50 publications and ten patent applications, we are ready to move from research to commercialization. With the growing acceptance of in vitro methods, now is the right time to bring this technology from the lab to the market.
We have identified a market for our specific organs-on-chip and distinguished ourselves from competitors. With this foundation, we are confident we can attract investment and move toward commercialization. We have just started this process.
Looking ahead, what are the next steps for your team and the startup in scaling the vessel-chip technology?
Jain: We still need to name the company and find people with business expertise, not just academic backgrounds. As an academic, it is crucial to have a team that can turn our invention into a profitable business. We are focused on identifying the market and bridging the gap between lab success and commercial value.
While we have initial investment, we need people who can scale up the company and make it sustainable over the next ten years.