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Aprio Buys KKB in Woodland Hills

Boss: Aprio Chief Executive Richard Kopelman.

Aprio, an Atlanta-based advisory and accounting firm, recently purchased Kirsch Kohn & Bridge (KKB) in Woodland Hills to continue its expansion efforts in the region. Terms of the deal were not disclosed.

“Southern California is an economic powerhouse with diverse industries, a robust entrepreneurial spirit and a dynamic business community,” Aprio Chief Executive Richard Kopelman said. “This expansion reflects Aprio’s commitment to building a stronger West Coast presence and serving our clients where they are.”

Aprio previously made moves in San Francisco and Walnut Creek and views this latest acquisition as an opportunity to dig into prominent Los Angeles industries like construction, manufacturing, retail, real estate and professional services. It’s KKB’s knowledge and experience in these particular industries that stuck out to Aprio as well as KKB’s “well-earned reputation for technical abilities and approach to client care,” Kopelman said.

With this acquisition, five KKB team members will become partners at Aprio and over 30 others will stay on in various roles.

KKB’s Managing Partner Carisa Ferrer will lead the team.

“As we move forward with our combined knowledge, we will accelerate our ability to leverage innovative talent, business processes, cutting-edge technologies and advanced solutions to help our clients with even greater precision and care,” Ferrer said in a statement.

In Kopelman’s nearly 12 years leading Aprio, it has gone from one standalone firm to now having 27 U.S. locations and two overseas, all of which came from mergers and acquisitions.

In addition to Aprio’s interest in the West Coast, Kopelman said the Midwest is also top of mind.

“These regions offer thriving entrepreneurial ecosystems, high-growth industries and dynamic markets where we see opportunities to deepen our presence and add the most value for clients, supporting their evolving needs,” he said.

EverBank Launches An Encino Outpost

Bank: EverBank's Encino office.

EverBank, headquartered in Jacksonville, Florida, opened its first L.A. County financial center in Encino – shortly after the bank launched its SoCal commercial banking division in Irvine.

Led by Patrick Nygren, head of retail banking and an L.A. banking veteran, the Encino site will service local customers with a full suite of consumer and business banking products and work to establish EverBank’s footprint in the region.

Nygren said he and the team plan to bring “a fresh approach to banking to the region” that is rooted in innovation and local expertise.

Greg Seibly, EverBank’s chief executive, said the Encino financial center “underscores EverBank’s commitment to building relationships in the communities we serve.”

“As we expand across California, we’re focused on introducing EverBank’s performance-driven, client centric products and services to even more consumer and commercial clients, delivering the financial advantage everyone deserves from their bank,” Seibly said in a statement.

Once EverBank completes its acquisition of Sterling Bank & Trust – based in Michigan but with a significant California presence – in a deal expected to close in the first quarter of the new year, EverBank will also inherit Sterling’s L.A. County branch locations in Koreatown, Alhambra, Arcadia and Rowland Heights.

In the meantime, EverBank’s new West Coast commercial banking division is focused on lending opportunities, providing advisory services to middle-market businesses and liquidity services to a variety of prime California industries.    

In addition to the Encino financial center, the bank plans open another location in Roseville before the end of the year.

Sepulveda Heavy Rail

School: a rendering of a surface-level view of UCLA station.

The three heavy rail/subway alternatives that the Los Angeles County Metropolitan Transportation Authority is evaluating to connect the San Fernando Valley to L.A.’s Westside are among the most ambitious rail projects Metro has ever considered.

The aim of these alternatives is to provide the smoothest and quickest link between the Valley and the Westside, with travel times of under 20 minutes, less than half the time it now takes to cover that distance by car during rush hour.

Two of the alternatives – which have been assigned numbers 4 and 5 – are being proposed by Sepulveda Transit Corridor Partners, a consortium of nine prime contractors that is led by Reston, Virginia-based engineering giant Bechtel; the consortium has a predevelopment agreement with Metro and nearly $70 million in funds from Metro to work with.

“We are excited to partner with Metro and the community to refine our PDA proposal to potentially ease congestion between the Valley and the Westside with a transit solution that offers fast travel times, a superior passenger experience and complete connections to Metro’s growing system,” Keith Hennessey, president of Bechtel Enterprises, said at the time the predevelopment agreement was awarded in April 2021.

The other route, known as Alternative 6, has been developed by Metro itself, in collaboration with HTA Partners, which is a joint venture between Kansas City-based engineering firm HNTB Corp., Culver City-based environmental consulting firm Terry A. Hayes Associates Inc. and Dallas-based AECOM. Metro awarded the joint venture a $48 million contract in 2020.

Elevated vs. underground

All of these routes would have a station under UCLA but would bypass the Getty Center.

Alternative 4 calls for an elevated rail system from the Van Nuys Metrolink station mostly along Sepulveda Boulevard to just south of Ventura Boulevard and then would tunnel under the Santa Monica Mountains and UCLA/Westwood before returning to the 405 corridor.

Alternative 5 would traverse the same general route but would be entirely underground. As such, it would be the most costly of any of the alternatives Metro is considering; while Metro officials say cost estimates won’t be released until the environmental impact report next spring, outside estimates have put the cost at more than $20 billion.

Both Alternatives 4 and 5 use single-bore tunnels that contain dual tracks to accommodate trains running in different directions.

Alternative 6 would not be along the Sepulveda Pass corridor, but rather, up to two miles to the east, closer to Van Nuys and Beverly Glen boulevards. At just under 13 miles long, it would be the shortest of all the routes under consideration and therefore the route with the quickest travel time of 18 minutes.

For this alternative, Metro would use its traditional double-bore tunnels, with each one carrying trains running in one direction.

Tunnels too deep to reach Getty?

Travel: A subway train and station.

On the issue of why none of these alternatives have a stop at the Getty Center, with its nearly 2 million annual visitors, Metro officials cited the complexity of tunneling in the vicinity.

“The depth (of the tunnels) at that point makes serving the Getty Center difficult,” said Matt Antonelli, deputy chief program management officer for Metro. “At a depth of more than 100 feet, these would be some of the deepest tunnels we would have in our entire system,” he said.

Trying to construct passageways to the surface from tunnels of that depth would be difficult, he added. Combine that with the sharp turn at that point that would be necessary to head southeast to the UCLA campus and it would make for what he termed a “spaghetti alignment.”

Metro officials also note that UCLA, with its 45,000 students and 50,000-plus employees including faculty, is by far the largest single destination that would be served by a route connecting the San Fernando Valley with the Westside.

During the numerous rounds of Metro public hearings and presentations on the Sepulveda Transit Corridor project, opposition has emerged focused on portions of these heavy rail/subway alternatives.

The Sherman Oaks Homeowners Association has come out sharply against the elevated portion of Alternative 4 along Sepulveda Boulevard from Ventura Boulevard and then cutting over to the northern terminus at the Van Nuys Metrolink station. The association has cited what it believes will be intense noise from the elevated train’s steel wheels; it has called for the alternative to be dropped in favor of the entirely underground Alternative 5.

Meanwhile, there has been some opposition from Bel Air residents to all of these heavy rail options. Contrary to the perception that comes with the name Sepulveda Transit Corridor, once these underground routes head south from Mulholland Drive, they actually take a more easterly route, traversing underneath the entire north-south length of the Bel Air neighborhood to get to the UCLA campus.

Tutor Perini Nabs a $1.2B Contract

Rendering: Station for replacement AirTrain Newark project at Newark/Liberty International Airport in New Jersey. (Courtesy of Port Authority of New York and New Jersey)

A joint venture led by Sylmar-based civil construction contractor Tutor Perini Corp. has won a $1.18 billion contract to build a people mover guideway and three stations for a replacement AirTrain Newark system at Newark/Liberty International Airport in New Jersey.

Tutor Perini is the managing partner in the joint venture; Torrington, Connecticut-based O&G Industries is a 25% partner. Reston, Virginia-based Parsons Corp. is also part of the team.

The Tutor Perini/O&G Industries pairing may sound familiar: the same two companies have joined up to build the second and third sections of the Metro D-Line Extension subway project here in Los Angeles, which are projected to cost $6.3 billion and be completed by 2027. (Please see Page 14 for more details on this project.)

The current AirTrain Newark is a monorail people mover system that opened in 1996 and connects the Newark/Liberty International Airport terminals with parking and rental car facilities and with other train routes that connect to New York City and other points around that region. It is owned by the Port Authority of New York and New Jersey.

But that system is nearing the end of its projected life span and, in 2019, then New Jersey Gov. Phil Murphy decided to replace the system instead of upgrading it. At 2.5 miles, the replacement project is similar in length to the automated people mover system now under construction at Los Angeles International Airport.

In December, the Port Authority awarded Wolfurt, Austria-based Doppelmayr a contract worth $570 million for the design and construction of a people-mover system and another $385 million over 20 years for operation and maintenance for the system.

The $1.18 billion Tutor Perini/O&G Industries/Parsons contract is just for construction of the rail guideway and stations.

Sepulveda Monorail

Rendering: The monorail in median of on the 405.

Imagine driving in stop-and-go traffic on the jam-packed 405 Freeway and seeing a sleek monorail train cruise by you along the freeway median.

That’s the vision of the Los Angeles Sky Rail Express monorail construction consortium that offers a cheaper rail alternative with the most stops along or near the Sepulveda Pass corridor.

The consortium has six prime contractor members and is led by Chinese electric vehicle manufacturer and monorail systems developer BYD, with infrastructure financing services from London-based John Laing.

Under the unique predevelopment agreement arrangement with the Los Angeles County Metropolitan Transportation Authority, the Sky Rail Express consortium has been awarded $63.5 million to refine its proposal.

“SkyRail is the advanced, high speed, high-capacity monorail system that incorporates advances that have been made in monorail technology through urban applications in many of the world’s largest cities over the past 60 years,” Anthony Phillips, co-head of private-public-partnerships and greenfield projects at John Laing, said when the consortium received a $63.5 million predevelopment contract award from Metro.

Consortium member BYD has experience supplying electric-powered monorail trains, including a 10-mile monorail line that opened in 2021 in its hometown Chinese province of Chongqing and a 12-mile line set to open in 2026 in Sao Paolo, Brazil.

One alternative dropped

For the Sepulveda Pass rail project, the Los Angeles Sky Rail Express consortium initially proposed three monorail alternatives for the Los Angeles County Metropolitan Transportation Authority to consider: the first and cheapest would run entirely above ground for nearly 15 miles along the 405 Freeway; a second alternative would include an underground automated people mover tunnel connection to the UCLA campus; and the third would include a 3.5-mile underground monorail detour to UCLA in Westwood.

But late last year, the consortium requested that the people mover alternative be dropped from consideration, citing extra costs for accommodating the different people mover technology and a route that went through a significant chunk of federal property, thus requiring more extensive federal review.

Both remaining alternatives start from the northern terminus at the Metrolink station in Van Nuys, then head west a short distance to the 405 Freeway and then south along the 405 to the Getty Center.

From there, the first alternative continues along the 405 to the southern terminus at the E (Expo) Line station at Sepulveda Boulevard.

The other alternative (known as Alternative 3) plunges underground after the Getty Center and heads southeast to a planned station on the southern portion of the UCLA campus.

Then it veers south and continues to the Metro D (Purple) Line station at Wilshire and Westwood boulevards that’s now under construction. Finally, it heads back west, emerging above ground near the planned station at Santa Monica and Sepulveda boulevards; from there it continues above ground to the E Line station at Sepulveda.

Both lines would have automated rail cars. During peak hours, the monorail trains would have up to eight cars; trains would run every 2 minutes or so, with a capacity to carry up to 22,000 passengers per hour.

Alternative 1 would have eight stations, while Alternative 3 would add a station at UCLA and shift the Wilshire station east about three-fourths of a mile to Westwood Boulevard where it would meet the Metro D (Purple) Line extension now under construction.

The first alternative that runs entirely above ground would be the cheaper option of the two.

Metro officials said new cost projections for each alternative would be released in conjunction with the full environmental impact report due out next spring.

Transit advocate opposition

Stop: A cutaway rendering of a UCLA station.

The L.A. Sky Rail Express monorail alternatives have drawn some opposition from transit advocates who have said at public hearings that with end-to-end travel times of roughly 30 minutes, these options are too slow compared to the heavy rail/subway options that could traverse the distance in under 20 minutes.

There has also been opposition from some residents who are concerned about the visual and noise impacts of an above-ground monorail.

And the first alternative has prompted concerns about the placement of the stations immediately next to the 405 Freeway, forcing those trying to get to activity centers up to a mile away to connect to buses.

5 Things to Know: Jacob Haik

Jacob Haik, manager at Van Nuys Airport in Van Nuys. (Photo by David Sprague)

Los Angeles native Jacob Haik was named the manager of Van Nuys Airport in September. He previously served as Los Angeles World Airport’s director of sustainability and compliance.

1: He has a degree in biochemistry and once dreamed of becoming a doctor. Haik says he loved science at a young age and once thought he would open a free clinic. Instead, he discovered a love of biochemistry and was involved in student government. Haik says his degree “gives me a solid understanding of how things work behind the scenes” and a “good foundation.”

2: Haik has four kids. He has two boys and two girls. “Saturdays got interesting” when the kids went to school, he jokes, adding that UCLA and USC are among the schools his children attended.

3: One son wants to be a commercial pilot. Similar to his dad, one of Haik’s sons also decided against medical school after studying science. Haik says he has an “incredible sense of pride to see my son choose something he loves.” He adds that it “helps give me that personal perspective of the industry.”

4: He is passionate about sustainability. Haik says he has big plans to make Van Nuys Airport more sustainable. His plans for the facility include expanding EV charging and green aviation practices. He adds that growing sustainably and supporting the economic engine that is the airport are two of his goals. Van Nuys Airport, he says, contributes more than $2 billion to the local economy annually.

5: Haik is from Wilmington. Haik grew up in Wilmington, near the Port of Los Angeles. “The port and the airport aren’t really different; we both move something and we are both are a city department and we both generate our own revenue but also have an outside government agency that regulates us,” he says. Growing up so close to transit, he says, gave him a “better appreciation of the complexities of it” and allowed him to see its importance as an economic generator.

Developer Breaks Ground on Fox Field

Fox Field Commerce Center building two.

Kansas City-based NorthPoint Development recently broke ground on  Fox Field Commerce Center, a logistics hub in Lancaster. The center will span as many as 110 acres.

Construction began with the center’s building two, a 650,000-square-foot warehouse facility. It will later follow with building one, which has already received entitlements.

“It’s some of the last land in really the Southern California region that is zoned industrial that hasn’t been developed,” says Joel Schrenk, western regional vice president at NorthPoint Development.

“We say the next frontier for industrial development, but in some ways, you might consider it the last frontier because all the industrial land that was allocated by cities to be developed industrial has been developed over the last couple decades. It’s really some of the last land of its kind available,” he adds.

According to Schrenk, building two’s construction also signifies the largest speculative building to ever be developed in the city of Lancaster.

He says the building is designed for flexibility and has a relatively modern build compared to the other industrial developments nearby, which will include the installation of solar rooftops, 40-foot clear heights, 76 fully equipped dock doors and the option to build up to 40,000 square feet of additional office space.

“We really see a need for this type of bulk product in this area,” Schrenk says, referring to Lancaster. “Which, if you look at the market holistically, it’s still the most supply-constrained segment of the market.”

Schrenk says one of the biggest upsides of Fox Field Commerce Center is the number of jobs it will provide and other economic benefits it will bring to Lancaster as a whole.

And from the tenant perspective, he believes Lancaster to be more compelling than the Inland Empire due to cheaper rents and similar drayage rates, as well as its strong labor pool and supporting infrastructure.

The first of many

Construction commenced on building two in July and is expected to be completed in July of next year. KBC Advisors has been assigned to market and rent out the space.

While leasing efforts are still under way, Schrenk anticipates one tenant to lease the building’s entirety and said interest thus far has been widespread, with distribution companies, warehouse users and light manufacturing users all taking interest in the space.

While NorthPoint is taking it one building at a time, the total future development will be far greater than that – poised for around four – according to Schrenk, who said NorthPoint is working on obtaining permits for at least two others.

The Kansas City-based developer first acquired the land for the logistics hub in 2023. Fox Field Commerce Center will be its first vertical development in Southern California and, depending on leasing activity, will serve as a catalyst for future investment in the region.

“We’re excited about getting started with our first building in all of Southern California,” Schrenk says. “We’re really appreciative to the city of Lancaster for being so supportive of us and helping us work through the process. Even with a supportive city, as everybody knows, it’s a pretty arduous process, but they’ve been great. We’re hoping to bring in great tenants in the market and continue on with the next one.”

mPulse Buys 3 Firms In 10 Months

The mPulse patient interface.

Woodland Hills-based mPulse Mobile Inc., which develops digital-engagement tools to help improve patient outcomes and reduce costs for health care providers and insurers, is on an acquisition spree to expand the capabilities of its platform.

In the last 10 months, mPulse has acquired three companies, most recently Brooklyn, New York-based digital health platform Zipari Inc. That follows a pair of acquisitions last December: Tucson, Arizona-based Health Trio and Boston-based Decision Point.

As mPulse has been making these acquisitions, it is also taking steps to enhance the technological capabilities of its platform. These include more use of artificial intelligence-driven programs to get patients to take and refill their medications and seek alternatives to care besides the hospital emergency room.

It’s all aimed at delivering highly personalized interactions with patients of both health providers and health insurance plans, with the ultimate goal of reducing care costs.

“Every consumer expects a personalized experience, and we are creating the technology to deliver seamless consumer experiences,” Robert Farrell, mPulse’s chief executive, says in a statement summing up the moves.

The moves – especially the acquisitions – are also helping to turn mPulse into a major player in the digital health engagement market, pushing annual revenue “well past $100 million,” according to a spokeswoman. The company does not make precise revenue data public.

That size makes mPulse difficult to ignore as health plans and health care providers seek to boost patient compliance and seek cheaper care alternatives than expensive emergency room visits.

“Health plans know they must deliver more consumer-centric experiences to remain competitive, but many operate using siloed data and legacy technology systems,” Mark Emkjer, former chief executive of WebMD Health Services, says in mPulse’s most recent quarterly performance update. Emkjer serves as a board member at mPulse.

Of course, even as mPulse has boosted its patient engagement platform with acquisitions and new technologies, it still faces fierce competition. Hundreds of similar platforms developed by other companies have sprung up over the past decade, including from giant companies such as San Francisco-based Salesforce, which posted $35 billion in revenue last year.

Acquisitions of rival digital health platforms

mPulse started roughly a decade ago as a small platform to help health plans and some health providers boost patient compliance by reminding them to schedule health screenings, take their medications on time, maintain lifestyle changes to improve health outcomes and make sure they are using all the health care resources available to them.

The company grew organically in step with the explosion of digital engagement avenues with health plan and provider-group customers, especially with the spread of telehealth and digital health-monitoring apps.

Then, in late 2021, Boston-based PSG Equity acquired a majority stake in mPulse for an undisclosed sum. This provided mPulse the cash to make acquisitions.

My Biggest Mistake: Victor Berrellez

Victor Berrellez at the VICA offices in Van Nuys. (Photo by David Sprague)

Victor Berrellez is a vice president and commercial banking relationship manager at U.S. Bank, has more than 30 years of experience in commercial banking. He’s also involved in the community, serving as a two-time chair and current board member at the Valley Industry & Commerce Association. But his life has not been without mistakes. Here, he discusses the necessity of difficult conversations.

“It’s not in our nature to bring up uncomfortable topics or to tell people bad news. But these things are a part of life, in business and at home. The avoidance of discomfort is often so strong that we don’t tell our customers and colleagues bad news right away. Sometimes we avoid the topic altogether, hoping that it will all go away on its own. Rarely does it.

It took me a while to learn that life is full of uncomfortable conversations. Talking to family, friends, creditors or business associates there will always be these types of talks whether we are to deliver them or be on the receiving end.

Early on in my banking career, I avoided these (conversations)or let others handle them instead. I thought of these occasions as only enhancing risk of spoiling a relationship. There was no upside to be gotten, I thought.

However, I can recall a couple of times that proved my philosophy wrong.”

Working as a sales rep

“Early in my career, I was a sales representative for a large copier company working in three ZIP codes in North Hollywood. I went door to door, pushing a copier on a cart while wearing a suit and tie in 100-degree Valley weather in August. At the time, the company was selling some copiers with questionable reliability and customers were not happy. I was asked to go along with another sales rep, who was much more experienced than I to visit one of these dissatisfied clients. Well he was angry, all right, and he let my colleague know in very colorful language. I wanted to melt into the chair and just fade away. I just wanted to apologize to him and leave quickly but every time I snuck a glance at my colleague, she sat there upright, nodding her head and saying “Yes, I see” and “I understand” every so often. She kept it up and asked the occasional question and sure enough, the client began to cool down and listened to her questions and gradually accepted her recommendation for a new and upgraded unit.

She took an uncomfortable situation and turned it to her advantage.. She was my hero and as we drove back to the office I told her so. I should have learned right there that it was best to confront conflict immediately but I let my emotions dictate my actions a while longer.”

Physics Problem Solvers

Dr. Howard Lewin, co-founder and chief product development officer at Nusano, stands besides their ion source machine which is the heart of their business in Valencia. (Photo by David Sprague)

This article has been revised and corrected from the original version.

One small Valencia company is tackling a global pharmaceutical problem.

Nusano Inc., a Valencia-based physics firm, announced in October it raised $115 million in series C financing. The round was led by the Wasatch Group with further funding from S32, bringing Nusano’s total funding to $217 million.

The fresh funding comes at a time when the Biden Administration works to bolster domestic manufacturing capabilities, including in pharmaceuticals. The BIOSECURE Act, which was introduced to the House of Representatives in January, would prevent pharmaceutical companies in the U.S. from receiving federal funding if they work with China-based contract development and manufacturing organizations.

Nusano is in the business of producing radioisotopes, a key ingredient in many procedures in aerospace, manufacturing, agriculture and medicine. The company was cofounded by Howard Lewin and Glenn Rosenthal in 2016 to solve a domino effect of problems this increasingly in-demand ingredient faced in the pharmaceutical space: radioisotopes were inefficient to make. If they were efficient to make, they were expensive. If they weren’t expensive, the installation base of the reactors was old and unreliable. If it was reliable, the ensuing isotopes could only be used for a couple of doses of a treatment.

Nusano’s core technology is its ion source, which accelerates heavy particles to create radioisotopes at a large scale. These radioisotopes are part of a growing specialty called nuclear medicine, which uses these radioisotopes to diagnose ailments or kill tumors without the side effects caused by washing the body with waves of radiation.

“You now have this focused payload to the tumor, not anywhere else. So, the upshot is a very high success rate and relatively well-tolerated without significant side effects,” Lewin, who also serves as the chief product development officer at Nusano, says. “And that’s the beginning of a tsunami of therapeutic radioisotope applications.”

But radioisotopes are one of the many ingredients that require global cooperation – something the Biden Administration is wary of as tensions with Russia, China and Israel grow.

“It’s not just as simple as we need to make more. It’s that you have some very serious supply chain issues. The current methodologies are often reliant upon starting material which comes from Russia,” Chris Lowe, the chief executive of Nusano, says. “And on a good day, you know, that’s a challenging relationship.”

The BIOSECURE Act, and others like it, would limit global collaboration with countries the U.S. government believes poses a domestic threat. If passed, these pieces of legislation could exacerbate a growing drug shortage problem – patients saw at least 300 drug shortages between the end of 2022 and the beginning of 2024, per the American Society of Health-System Pharmacists.

“While demand is growing significantly, the weakness of our supply chain is inhibiting not just novel drug development, but it’s inhibiting the lives of patients,” Lowe says.

Enter the Santa Clarita Valley. The region, known for swathes of open land nestled between dense mountains, has emerged in the last two decades as a national biotech hub. Pharma giant Amgen, based in Thousand Oaks, and biotech-focused venture firm Westlake Village BioPartners, have helped shape the region into a large biomanufacturing hub that coalesces around a network of universities and community colleges.

“We need to do what we do in Los Angeles, which is create, be diverse, reflect ourselves, push boundaries. And for whatever reason, when it comes to biotech and life sciences, we don’t,” says Stephanie Hsieh, the chief executive of BioscienceLA. “We aspire to a model that’s already out there when we don’t look like any of those other models. We’re bigger, we have more geographic spread, we have a very different population.”

According to a white paper by the National Institute for Pharmaceutical Technology and Education, the U.S. will have to educate and train more people in order for the U.S. to meet the domestic demand of pharmaceuticals without contributing to existing shortages.

“We need those workers here. It’s not even about bringing them back. They’re here… Biomanufacturing is here and we’re at the forefront of it,” Hsieh says.

Indeed, the geographic nature of the greater Los Angeles region has allowed the area to bask in the spoils of biotech innovation. According to Biocom California, the Los Angeles area (which includes Los Angeles, San Bernardino and Ventura counties) netted $66.9 billion in total economic output in 2023. That puts the region just behind the Bay Area and ahead of San Diego. It also has more life science establishments than the Bay Area, San Diego and Orange County.

There are two approved drugs to treat different kinds of tumors: one that treats gastrointestinal neuroendocrine tumors, and the other, Pluvicto, to treat advanced metastatic prostate cancer. Nusano is not involved in either.

Today, Nusano has decided to press pause on creating its own therapies. Instead, it is focusing on working with developers to create active pharmaceutical ingredients as demand for nuclear medicine grows.

“We’re literally just in the first inning of this generation of new novel therapeutics,” Lowe said. “And the rate limiting factor for it is isotopes.”