Quotes About Purdue

I challenged things that needed to be challenged at Purdue.

Between 1996 and 2002, Purdue funded more than twenty thousand pain-related educational programs, almost ten a day, seven days a week. During the same years, Purdue conducted

Purdue doubled its sales force during those years, from 318 to 767 pharmaceutical reps. In the trade, the reps are called detailers, and they're typically good-looking, gregarious, and well-dressed. They remember the names of the clinic receptionists and secretaries and nurses. Purdue expected each drug rep to develop a list of 105 to 140 physicians within a specific sales region and call each one every three or four weeks.

Purdue drilled its reps on two selling points. One, OxyContin was the first narcotic that wouldn't hook patients. And two, fewer than 1 percent of pain-management patients get addicted anyway.

By 2002, six years after its release, Purdue was selling almost $1.5 billion of the drug each year—eight times the volume the company had projected. The single drug represented 80 percent of Purdue's net sales. It was the biggest-selling brand-name controlled substance on the market. The once sleepy drugmaker was now a powerhouse, and it wasn't about to concede that its star product had a major flaw. OxyContin's

I live in Indiana and teach at Purdue University, a wonderful school with some of the brightest students I have ever had the privilege of working with. My colleagues are powerful and intelligent and kind. The cost of living is low, the prairie is wide, and on clear nights, I can see all the stars in the sky above.

She said Purdue looked at data and everything with their computers, and hand-picked targets like Lee County that were gold mines.

Ah! some love Paris, / And some Purdue. / But love is an archer with a low I.Q. / A bold, bad bowman, and innocent of pity. / So I'm in love with / New York City.

Drew Brees, Kyle Orton, Curtis Painter - the recent legacy of quarterbacks at Purdue speaks for itself. I think it's 'Quarterback U.' The facilities are just beautiful. I didn't expect them to be as great as they were.

Nevertheless, they boarded The Purdue Victory and sailed out of Boston harbor, provided for against all inclemencies but these they were leaving behind, and those disasters of such scope and fortuitous originality which Christian courts of law and insurance companies, humbly arguing ad hominem, define as acts of God.

She complained that because of Purdue's message about the drug being "good for whatever ails you," OxyContin was "creeping into a whole population of people where it doesn't belong.

In 1996, Purdue had introduced a groundbreaking drug, a powerful opioid painkiller called OxyContin, which was heralded as a revolutionary way to treat chronic pain. The drug became one of the biggest blockbusters in pharmaceutical history, generating some $35 billion in revenue.

The saga of their lives and the dynasty they would establish was also the story of a century of American capitalism. The three brothers had purchased Purdue Frederick back in the 1950s. "It was a much smaller company, originally," Kathe said. "It was a small family business.

Purdue filed papers with the FDA, asking the agency to refuse to accept generic versions of the original formulation of OxyContin—the version the company had been selling all these years—on grounds that it was unsafe. The company said that it was voluntarily withdrawing the original formulation from the market for reasons "of safety.

Government officials are more comfortable knowing that Giuliani is advising Purdue," Udell pointed out. Giuliani, he maintained, "would not take an assignment with a company that he felt was acting in an improper way.

Inside Purdue Frederick, power was determined entirely by one's relationship to the family.

Giuliani was looking to make a lot of money quickly. In 2001, he had a net worth of $1 million; five years later, he would report $17 million in income and some $50 million in assets. For Purdue, which was working hard to frame OxyContin abuse as a law enforcement problem, rather than an issue that might implicate the drug itself or the way it was marketed, the former prosecutor who had led New York City after the 9/11 attacks would make an ideal fixer.

So without alerting the FDA, much less asking for permission, Purdue started manufacturing MS Contin at a plant in New Jersey and offered it for sale in October 1984.

The younger generation of Sacklers were becoming increasingly involved in the company. Richard officially joined the board in 1990, along with his brother, Jonathan, and Kathe and her sister, Ilene. The following year, the family created a new company, Purdue Pharma.

As I make clear throughout the book, OxyContin was hardly the only opioid to be fraudulently marketed or widely abused, and my choice to focus on Purdue is in no way a suggestion that other pharmaceutical companies do not deserve a great deal of blame for the crisis. The same could be said for the FDA, the doctors who wrote prescriptions, the wholesalers that distributed the opioids, and the pharmacies that filled the prescriptions.

Purdue also explicitly instructed sales reps to target family physicians who were likely to be naive about opioids, "opioid naive"—doctors who had little experience prescribing this kind of medication. To

The Committee on Oversight and Reform of the U.S. House of Representatives announced that it would hold a hearing on "The Role of Purdue Pharma and the Sackler Family in the Opioid Epidemic

A hedge fund, Hildene Capital Management, which had invested some of the family's wealth, said that it was no longer comfortable doing business with the Sacklers. Brett Jefferson, the fund's manager, revealed that someone close to the firm had suffered an "opioid-related tragedy," and said, "My conscience led me to terminate the relationship." Even Purdue's banker, JPMorgan Chase, cut ties with the company.

Richard Sackler was a key proponent of Purdue Frederick's transition into pain management.