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I had a fantastic upbringing by two parents who cared deeply about their children but, more importantly, believed that anything was possible for their children and, in some ways, almost brainwashed us to be successful.
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You either innovate or you become defunct.
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My legacy is that Merck continues to do what Merck has always done, which is to make singular impact on human health and animal health around the world. It's that simple.
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My grandfather on my paternal side, Richard Frazier, was born in the late 1850s and, therefore, was born into slavery but was a sharecropper in South Carolina for his entire life.
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My father was born in the year 1900 in South Carolina, and he grew up at a time where being an African-American child in the American South was to be deprived of access to anything close to a reasonable education. He only had three years of formal education, but he was self-taught. He read two newspapers a day.
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I fell in love with the science at Merck.
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Institutions are what allow us to have continuity in civilizations.
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I would like people to say that Merck continues to be a company that makes a difference in the world.
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The way we have looked at pricing at Merck is we've always said we want to be responsible, which means we want to optimize profitability and patient access.
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Most of my diversity conversations are had with the majority population, because frankly, those people are the people who have the most influence over everybody's career.
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I do worry that as we try to fix this long-term debt and deficit situation that we don't destroy the market incentives for biomedical research. What I fear is the government using its considerable clout to say, 'Here's the price we're setting for your medicines.'
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I don't believe it's appropriate for me or any other CEO to wade into every political dispute. That's not what we're here for.
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My job is to make sure that 10 and 15 years from now, people aren't going to say, 'Oh, do you remember Merck?'
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My father, to me, was 10 feet tall.