Category: Entrepreneurship

Those on the Scene Matter for Outcome of Crisis

Amanda Ripley has argued that in many disasters, it is not the well-trained “first responders” who matter most for the outcome, but those who happen to be close to the scene. The problem is that often the “first responders” do not arrive soon enough to save lives or head off the crisis. The story sketched in the passages quoted below, seems to be another example for her thesis.

(p. B1) “We had a one-minute warning,” recalled Dr. Lax, a mathematician who was the director of the university’s computer center at the time. “The son of a friend ran in” and shouted that the demonstrators were coming for the computer, he said. “It was too late to call the police and fortify.”
. . .
Jürgen Moser, a mathematician who was the director of the Courant Institute, the university’s prestigious math research center, tried to stop the demonstrators when they swarmed into Warren Weaver Hall. According to a chapter in a biography of Dr. Lax by Reuben Hersh, Dr. Moser, who died in 1999, said he was “pushed and shoved around, and was unable to deter them.”
. . .
After a two-day occupation, the protesters decided to end the takeover. But they did not carry out everything they had taken in, as two assistant professors, Frederick P. Greenleaf and Emile C. Chi, discovered when they ran in.
“We thought, ‘Let’s go take a look before the place gets locked down,’ ” Dr. Greenleaf recalled last week. “They had knocked the doorknobs off the door so you couldn’t open it.”
But there was a small window, high up in the door, and they peered in. “We could see there was an improvised toilet paper fuse,” he said. “It was slowly burning its way to a bunch of containers, bigger than gallon jugs. They were sitting on the top of the computer.”
. . .
Already, he said, smoke was curling under the door.
He and Professor Chi grabbed a fire extinguisher in the stairwell.
The only way to douse the fuse was to aim the fire extinguisher under the door. The only way to know where to aim it was to look through the window in the door, which was too high for whoever was operating the fire extinguisher to look through and aim at the same time.
So one functioned as the eyes for the pair, sighting through the window and directing the other to point the fire extinguisher up or down or left or right. “In a minute, we had managed to spritz the fuse,” Dr. Greenleaf said.

For the full story, see:
JAMES BARRON. “Grace Notes; The Mathematicians Who Saved a Kidnapped N.Y.U. Computer.” The New York Times (Mon., DEC. 7, 2015): A17.
(Note: ellipses added.)
(Note: the online version of the story has the date DEC. 6, 2015, and has the title “Grace Notes; The Mathematicians Who Ended the Kidnapping of an N.Y.U. Computer.”)

The Ripley book mentioned above, is:
Ripley, Amanda. The Unthinkable: Who Survives When Disaster Strikes – and Why. New York: Crown Publishers, 2008.

Serendipitous Fix for Colorblindness

(p. 3) The eyeglass lenses that Don McPherson invented were meant for surgeons. But through serendipity he found an entirely different use for them: as a possible treatment for colorblindness.
Mr. McPherson is a glass scientist and an avid Ultimate Frisbee player. He discovered that the lenses he had invented, which protect surgeons’ eyes from lasers and help them differentiate human tissue, caused the world at large to look candy-colored — including the Frisbee field.
At a tournament in Santa Cruz, Calif., in 2002, while standing on a grassy field dotted with orange goal-line cones, he lent a pair of glasses with the lenses to a friend who happened to be colorblind. “He said something to the effect of, ‘Dude, these are amazing,’ ” Mr. McPherson says. “He’s like, ‘I see orange cones. I’ve never seen them before.’ ”
Mr. McPherson was intrigued. He said he did not know the first thing about colorblindness, but felt compelled to figure out why the lenses were having this effect. Mr. McPherson had been inserting the lenses into glasses that he bought at stores, then selling them through Bay Glass Research, his company at the time.
Mr. McPherson went on to study colorblindness, fine-tune the lens technology and start a company called EnChroma that now sells glasses for people who are colorblind. His is among a range of companies that have brought inadvertent or accidental inventions to market. Such inventions have included products as varied as Play-Doh, which started as a wallpaper cleaner, and the pacemaker, discovered through a study of hypothermia.
. . .
EnChroma was still struggling to solve its marketing conundrum when another serendipitous event occurred: A paint company wanted to finance an ad campaign featuring the glasses. The idea was to introduce color to the colorblind. To that end, videos were made of EnChroma users wearing the glasses for the first time while looking at things like sunsets, colorful artwork and, of course, paint samples.
The ad campaign increased EnChroma’s sales and spurred a trend: New EnChroma customers began filming and sharing their experiences online. The company placed inserts in its eyeglass boxes encouraging customers to participate.
Prompted by the insert, Bob Balcom, a 60-year-old retired high school science teacher and labor relations specialist in Chatham, N.Y., uploaded his first YouTube video in March. Shot by his wife, it shows Mr. Balcom putting the glasses over his own eyeglasses and staring up at the sky quietly for several seconds. “The blue sky is deeper than I’ve ever seen,” he says. “It reminds me of Colorado. And the pine trees, they’re just so green.” Tears stream down his cheeks and into his gray beard.

For the full story, see:
CLAIRE MARTIN. “Finding a Niche for the Accidental Spectacles.” The New York Times, SundayBusiness Section (Sun., AUG. 16, 2015): 3.
(Note: ellipsis, and bracketed dates, added.)
(Note: the online version of the story has the date AUG. 15, 2015, and has the title “EnChroma’s Accidental Spectacles Find Niche Among the Colorblind.” )

Canadian Cartel Seizes 20,400 Pounds of Robert Hodge’s Maple Syrup

Video interviews related to the New York Times article quoted below.

(p. B1) The scenic and narrow lane that leads to Robert Hodge’s sugar camp is surrounded by a cat’s cradle of plastic piping that draws sap from 12,000 trees. At the end of the lane, a ramshackle hut contains reverse osmosis pumps to concentrate the harvest. A stainless steel evaporator, about the size of a truck, finishes the conversion into maple syrup.
Just one thing is missing: the maple syrup.
For weeks, security guards, hired by the Federation of Quebec Maple Syrup Producers, kept watch over Mr. Hodge’s farm. Then one day, the federation seized 20,400 pounds of maple syrup, his entire annual production, worth about 60,000 Canadian dollars, or nearly $46,000.
The incident was part of the escalating battle with farmers like Mr. Hodge who break the law by not participating in the federation’s tightly controlled production and sales system.
“It’s a good thing that I’m not 35, 40 years old because I’d pack up all my sugar equipment that’s movable, and I’d go to the United States — oh yes, in a minute, in a minute,” said Mr. Hodge, 68.
While many Americans associate Vermont with maple syrup, Quebec is its center. The province’s trees produce more than 70 (p. 4) percent of the world’s supply and fill the majority of the United States’ needs. The federation, in turn, has used that dominance to restrict supply and control prices of the pancake topping.
. . .
Mr. Hodge is similarly intransigent. At this point in the season, Mr. Hodge would normally have sold his syrup, turning his attention to his cattle and other crops. But this year he had nothing to sell. He contends that farmers should be allowed to set their own level of production and sell directly to large buyers, regardless of what the law says.
“They call us rebels, say we’re in a sugar war or something. I’ve heard rumors of that,” said Mr. Hodge, at his farm in Bury, Quebec.
“Yeah, I guess you could call it that.”
Across the table, Whitney, his 20-year-old daughter, who also farms, looked up from her smartphone and interjected.
“A war over maple syrup, like how pathetic can you get?”
. . .
Prices are set by the federation, in negotiation with a buyers’ group. The federation holds most of the power, given that it controls a majority of the world’s production.
Such domestic systems are facing scrutiny in a global marketplace. One major hurdle in the talks over the Trans-Pacific Partnership, a major trade deal with 12 countries, has been Canada’s refusal to dismantle a similar quota system for dairy and poultry farmers.
Maple syrup buyers, including some American companies, have bristled at the federation’s tactics. They appreciate the steady supply. But some have taken issue with the aggressive enforcement efforts, including large fines for companies buying from Quebec producers outside the system, and the rising prices.
The situation, critics contend, could prompt buyers and producers to shift to the neighboring province of New Brunswick, and Vermont in the United States. Or consumers might simply pour artificial syrup instead.
“People will always eat chicken,” said Antoine Aylwin, a Montreal lawyer who has represented several buyers in disputes with the federation, including some American companies. “But they will not always eat maple syrup if they think that they can’t afford it.”

Defying the Law
Mr. Hodge was shocked in 2009 when the federation demanded 278,000 Canadian dollars for not joining the system and for selling directly to a buyer in Ontario.
Most years, Mr. Hodge’s sugar bush grosses about 50,000 Canadian dollars. About half the money goes to cover electricity for the vacuum pumps and oil for the evaporator.
“I’d have to give them 100 percent of what I gross for five years, and I would have nothing for production cost,” he said. “That just ain’t possible.”
Mr. Hodge openly acknowledges that he is defying the law. When the quota and centralized selling system were introduced, he continued to sell directly to a buyer in Ontario.
. . .
Like others who have invoked the federation’s wrath, Mr. Hodge’s battle seems as much about principle as avoiding a potentially crippling fine.
In Mr. Hodge’s view, the system’s restrictions are stunting the growth of Quebec’s industry. It is less bureaucratic and less expensive, he explains, for buyers to go to Vermont or New Brunswick. He said that he had no problem with paying the federation its 12 cents a pound tax for various services, like promoting maple syrup in new markets, particularly in Asia. But he will not adhere to the quotas.
“Well, I don’t accept the system because I don’t believe in not being able to sell our product,” he said. “We just think that that product is ours. We bought the land. We’ve done all the work. Why should we not be able to sell our product the way we want as long as we legitimately put it on our income tax?”
That’s a question that exasperates Mr. Trépanier of the federation. While Mr. Trépanier studiously avoids calling the organization a cartel, he has described it as the OPEC of maple syrup in the past, referring to the group of oil-producing countries. The system, he said, is doomed to collapse without production discipline.

For the full story, see:
IAN AUSTEN. “The Maple Syrup Mavericks.” The New York Times, SundayBusiness Section (Sun., AUG. 23, 2015): 1 & 4.
(Note: ellipses added.)
(Note: the online version of the story has the date AUG. 20, 2015, and has the title “Canadian Maple Syrup ‘Rebels’ Clash With Law.”)

Only a Founder Has the Moral Authority to Shake Up a Company

(p. B1) SAN FRANCISCO — Shortly after Twitter’s board of directors began its search for a new chief executive in June [2015], it said it would only accept someone willing to commit to the job full time. It was a not-so-subtle message to Twitter’s co-founder and interim boss, Jack Dorsey, that he would have to give up his job running Square, a mobile payments start-up, if he wanted to run Twitter on a permanent basis.
On Monday [Oct. 5, 2015], the eight-member board reversed itself, announcing that it had decided to allow Mr. Dorsey, its chairman, to head both companies after all.
. . .
(p. B8) This is Mr. Dorsey’s second go-round as Twitter’s chief executive.
Evan Williams, a board member and co-founder of Twitter who was instrumental in firing him in 2008, noted that the board considered many candidates before settling on Mr. Dorsey.
“I honestly didn’t think we’d land on Jack when we started unless he could step away from Square,” Mr. Williams wrote in a post on Medium, the social media site he now runs. “But ultimately, we decided it was worth it.”
In the end, Mr. Dorsey made a compelling case that he had matured and grown as a leader and that only a founder would have the moral authority to truly shake up a company that has been struggling to attract new users and compete for advertising dollars.

For the full story, see:
VINDU GOEL and MIKE ISAAC. “Delegating, Dorsey Will Lead Twitter and Square.” The New York Times (Tues., OCT. 6, 2015): B1 & B8.
(Note: ellipsis, and bracketed dates, added.)
(Note: the online version of the story has the date OCT. 5, 2015, and has the title “Delegating, Jack Dorsey Will Lead Twitter and Square.”)

Founder Title Gives Dorsey “the Leeway to Make Significant Changes”

(p. B1) Twitter Inc. is handing the chief executive reins back to Jack Dorsey, entrusting its founding architect to reassure investors and revive the social-media service’s sagging user growth.
. . .
(p. B10) Company insiders say there was nothing interim about the way Mr. Dorsey carried himself since July 1, when Dick Costolo stepped down as CEO. He initiated debates about fundamental product features, including Twitter’s trademark 140-character limit per tweet. He frequently sends companywide emails late at night, which include news stories that highlight Twitter’s value in the world. These messages and his close involvement have shifted the tone and boosted morale, according to these people.
. . .
His reputation as a product visionary will be tested as he tackles his priority: to figure out how to make Twitter easy enough to use by anyone. More than his product ideas, however, Mr. Currie endorsed Mr. Dorsey’s leadership skills as the reason the board decided to bring him back on a permanent basis.
In the eyes of employees and users, the founder title gives him the leeway to make significant changes that weren’t afforded by Mr. Costolo.

For the full story, see:

YOREE KOH. “Dorsey Is CEO of Twitter Once Again.” The Wall Street Journal (Tues., Oct. 6, 2015): B1 & B10.
(Note: ellipses added.)
(Note: the online version of the article has the date Oct. 5, 2015, and has the title “Twitter Names Co-Founder Jack Dorsey CEO.”)

Some Heroes Are Punished for Doing What Is Right

At some point in the last few months watched, and jotted a few notes, on a C-SPAN presentation by Ralph Peters related to his historical novel Valley of the Shadow, that I caught part of. C-SPAN lists the show as first airing on June 23, 2015. My attention was drawn when Peters started talking about Lew Wallace. I had a minor curiosity about Lew Wallace for two obscure reasons. The first is that in young adulthood my favorite actor was Charlton Heston, one of whose most notable movies was Ben Hur, which was based on a novel by Lew Wallace. The other was that as an adult Lew Wallace lived in Crawfordsville, Indiana where there is still a small museum in his old study, a museum that holds memorabilia related to the Heston Ben Hur movie. The reason I know about the museum is that I graduated from Wabash College, which is also located in Crawfordsville, Indiana.
Peters said that he was fascinated by forgotten figures and that one of these was Lew Wallace. According to Peters, Lew Wallace saved the union during the Civil War. A confederate general named Jubal Early would have seized Washington, D.C., if Wallace and an officer named Jim Ricketts had not taken the initiative to lead a force to stop Early. For doing what had to be done, Wallace risked court martial, and Wallace was indeed fired from the army. After Ricketts gave a full account of what had happened, Wallace was re-instated, but Lincoln did not approve of his receiving a new command. Peters said that this was because Wallace was unpopular with some powerful Indiana Republicans, and that Lincoln was facing an election in which he needed to win Indiana.
The above is a rough summary of Peters’s account. I don’t know if any of it is disputed by other experts. But it is a good story, and I hope that it is true.

The Peters historical novel discussed on C-SPAN, was:
Peters, Ralph. Valley of the Shadow: A Novel. New York: Forge Books, 2015.

Frustrating Failure to Cure Cancer

PiersonEmmaAndGrandfather2016-01-20.jpg“Emma Pierson as a child playing chess with her grandfather, whose cancer she is trying to fight.” Source of caption: print version of the NYT article quoted and cited below. Source of photo: online version of the NYT article quoted and cited below.

(p. D4) . . . in the four years since I learned I carried a BRCA mutation, I have watched my attempts to do something about it repeatedly miss the mark. I joined a laboratory to do cancer research, but the paper we wrote had little to do with cancer; I joined a company that offered the cheapest BRCA tests on the market, and its service was shut down a month after I arrived. I am 24 years old; at 25, I will have to choose between aggressive screening and prophylactic mastectomy. I had hoped to use my brain to protect my body, but I am running out of time.

If life’s complexities confound a 20-year-old’s desperate idealism, cancer’s do as well. The more I learn, the more I worry that we may never find a singular cure for cancer: that each cancer’s unique biological filigree necessitates a brutal and byzantine combination of treatments.
I also worry that the end goal is so far away that we sometimes lose sight of its importance, and view biological research as a competitive game rather than a means of saving lives. I feared being the worst student in my first cancer class, even though a roomful of researchers better than I am is exactly what I should want. Since then, I’ve seen many indications of the competitiveness in cancer research — a teacher who made us promise not to steal other students’ final projects, scientists who snipe at one another or falsify work — that make me think I am not the only one who sometimes forgets what is at stake.
. . .
I am not going to cure cancer, not even the BRCA cancers. And I am going to watch the people I love die from diseases I cannot understand or prevent. I would be lying if I told you I have made my peace with that. It gives me hope only to fight, as my grandfather did, for futures unseen: to strive, to seek, to find and not to yield.

For the full commentary, see:
EMMA PIERSON. “Leaving No Move Untried.” The New York Times (Tues., Dec.. 1, 2015): D4.
(Note: ellipses added.)
(Note: the online version of the commentary has the date NOV. 30, 2015, and has the title “Seeking a Cancer-Free World.” The last words in Pierson’s commentary quote the final line of Alfred Lord Tennyson’s great poem “Ulysses.”)

Hiring Based on What People Can Do, Instead of Their Credentials

(p. B4) Compose Inc. asks a lot of job applicants. Anyone who wants to be hired at the San Mateo, Calif., cloud-storage firm must write a short story about data, spend a day working on a mock project and complete an assignment.
There is one thing the company doesn’t ask for: a résumé.
Compose is among a handful of companies trying to judge potential hires by their abilities, not their résumés. So-called “blind hiring” redacts information like a person’s name or alma mater, so that hiring managers form opinions based only on that person’s work. In other cases, companies invite job candidates to perform a challenge–writing a software program, say–and bring the top performers in for interviews or, eventually, job offers.
Bosses say blind hiring reveals true talents and results in more diverse hires. And the notion that career success could stem from what you know, and not who you know, is a tantalizing one.
. . .
“We were hiring people who were more fun for us to talk to,” says Mr. Mackey. Trouble was, they were often a poor fit for the job, according to the CEO.
So the company, which was acquired by International Business Machines Corp. last year, added an anonymous sample project to the hiring process. Prospective hires spend about four to six hours performing a task similar to what they would do at Compose–writing a marketing blog post for a technical product, for example.
. . .
The sample projects have unearthed hires who have turned out to be top performers, says Mr. Mackey.

For the full story, see:
RACHEL FEINTZEIG. “Why Bosses Are Turning to ‘Blind Hiring’.” The Wall Street Journal (Weds., Jan. 6, 2016): B4.
(Note: ellipses added.)
(Note: the online version of the article has the date Jan. 5, 2016, and has the title “The Boss Doesn’t Want Your Résumé.”)

“Hey You, Get Busy” Bolted in Place

(p. D8) Most scientists rely on grants from the federal government and private foundations to finance their work. Michael W. Davidson turned to neckties.
Mr. Davidson, who died on Dec. 24 [2015] at 65, used sophisticated microscopes to create stunning, psychedelic images of crystallized substances like DNA and hormones, and he contributed to Nobel Prize-honored research about the inner workings of cells. His images were on the covers of scientific journals and, as unlikely as it might seem, on neckwear.
They found their way into men’s apparel in the early 1990s, when Mr. Davidson called Irwin Sternberg, the president of the necktie company Stonehenge Ltd., proposing a series of ties using his ultramagnified, wildly colorful images of vitamins. Mr. Sternberg, though skeptical, agreed to take a look.
“When I saw Michael’s work, I started to think I couldn’t get a designer more talented,” Mr. Sternberg said in an interview.
Stonehenge released a line of “vitamin ties” in September 1993. A year later, neckties with Mr. Davidson’s images of moon rocks were released on the 25th anniversary of Apollo 11, the first manned lunar mission. Ties with images of cocktails, beer and wine followed. Millions of ties were sold, and a slice of the profits — millions of dollars — went to charity. Mr. Davidson’s share went to his laboratory work at Florida State University in Tallahassee.
. . .
Mr. Davidson started college at Georgia Southern University, then attended Oglethorpe University in Georgia before earning a chemistry degree at Georgia State.
He arrived at Florida State in the early 1980s as a graduate student. He quit to start a business chrome-plating auto parts.
A few years later, Mr. Davidson returned to Florida State as a microscopy technician for a materials research laboratory. “He just came in and said, ‘I think there are things we can do,’ and he got hired,” said Kirby Kemper, a retired Florida State physics professor who was then associate chairman of the physics department.
To produce his work, Mr. Davidson hired an army of assistants. Some were undergraduates. Others were out of school with no credentials in the field. But the work helped propel many of them to successful jobs in academia and industry.
Eric Clark had been a nurse when Mr. Davidson hired him as an assistant in 1999. Now, as an application developer, he is continuing Mr. Davidson’s educational website and scientific illustration operations. (The molecular biology laboratory was disbanded.)
Mr. Davidson worked seven days a week, and he expected the same of the people who worked with him. On his door was a large metal sign that said, “Hey you, get busy.” MagLab officials told him to take it down. Mr. Davidson bolted it in place, and it is still there.

For the full obituary, see:
KENNETH CHANG. “Michael W. Davidson, 65, a Scientist Who Had an Artist’s Eye for Detail.” The New York Times (Sat., JAN. 16, 2016): D8.
(Note: ellipsis, and bracketed year, added.)
(Note: the online version of the obituary has the date JAN. 12, 2016, and has the title “Michael W. Davidson, a Success in Microscopes and Neckwear, Dies at 65.”)

Regulations Slow Eradication of Cancer

(p. D3) . . . the triumph of chemotherapy for Hodgkin’s and then for many other tumors opened an interlocking series of dilemmas. In the clinic and the hospital, the new protocols demanded that doctors muster the courage to make their patients very sick in order to make them well. But how sick was too sick? The risks and benefits of the powerful treatments now needed careful, deliberate assessment at every stage of the disease.
Similar questions dogged those who developed, evaluated and regulated the drugs. How poisonous could these agents safely be? How assiduously should desperate patients be saved by their government from pharmaceutical risk?
Dr. DeVita stands firmly among those affirming cancer patients’ right to aggressive treatment. One particular exchange summarizes his philosophy: “Do your patients speak to you after you do this to them?” one skeptic asked him early on. “The answer is yes,” he replied, “and for a lot longer.”
The regulatory caution of the Food and Drug Administration has been a thorn in his side for decades: “I’d like to be able to say that as cancer drugs have become increasingly more complex and sophisticated, the F.D.A. has as well. But it has not.” In fact, he writes, “the rate-limiting step in eradicating cancer today is not the science but the regulatory environment we work in.”

For the full review, see:
ABIGAIL ZUGER, M.D. “An Unbowed Warrior.” The New York Times (Tues., Dec.. 1, 2015): D3.
(Note: ellipsis added.)
(Note: the online version of the review has the date NOV. 30, 2015, and has the title “Review: Science and Politics Collide in ‘The Death of Cancer’.”)

The book under review, is:
DeVita, Vincent T., and Elizabeth DeVita-Raeburn. The Death of Cancer: After Fifty Years on the Front Lines of Medicine, a Pioneering Oncologist Reveals Why the War on Cancer Is Winnable–and How We Can Get There. New York: Sarah Crichton Books, 2015.

Private Start-Ups Pursue Fusion Approaches Ignored by Government

(p. B5) Fusion reactions release no carbon dioxide. Their fuel, derived from water, is abundant. Compared with contemporary nuclear reactors, which produce energy by splitting atoms apart, a fusion plant would produce little radioactive waste.
The possibilities have attracted Jeffrey P. Bezos, founder of Amazon.com. He has invested in General Fusion, a start-up in British Columbia, through Bezos Expeditions, the firm that manages his venture capital investments. Paul Allen, a co-founder of Microsoft, is betting on another fusion company, Tri Alpha Energy, based in Foothill Ranch, Calif., an hour south of Los Angeles, through his venture arm, Vulcan Capital.
Peter Thiel — the co-founder of PayPal, who once lamented the superficiality of the technology sector by saying, “We were promised flying cars and we got 140 characters” — has invested in a third fusion start-up, Helion Energy, based near Seattle, through Mithril Capital Management.
Government money fueled a surge in fusion research in the 1970s, but the fusion budget was cut nearly in half over the next decade. Federal research narrowed on what scientists saw as the most promising prototype — a machine called a tokamak, which uses magnets to contain and fuse a spinning, doughnut-shape cloud of hydrogen.
Today’s start-ups are trying to perfect some of the ideas that the government left by the wayside.
After earning his doctorate from the University of California, Irvine, in the mid-1990s, Michl Binderbauer had trouble securing federal funds to research an alternative approach to fusion that the American government briefly explored — one that adds the element boron into the hydrogen fuel. The advantage of the mixture is that the reaction does not fling off neutrons that, like shrapnel, can wear down machine parts and make them radioactive.
Mr. Binderbauer, along with his Ph.D. adviser, Norman Rostoker, founded Tri Alpha Energy, eventually raising money from the venture capital arms of Mr. Allen and the Rockefeller family. The company has raised over $200 million.

For the full story, see:
DINO GRANDONI. “Start-Ups Take on Challenge of Fusion.” The New York Times (Mon., OCT. 26, 2015): B1 & B5.
(Note: the online version of the story has the date OCT. 25, 2015, and has the title “Start-Ups Take On Challenge of Nuclear Fusion.”)