All right, we're good to go. All right, thank you. Small technical issue there. So again, good afternoon. Great to be here. Thanks for sticking around. Really enjoyed our first day here at J.P. Morgan. Wanna thank Mike and Josh and Ben and the whole banking team. We had a great schedule, just packed, one-on-ones today, starting at 8:15 A.M. until a few minutes ago. So really high level of interest. We're excited to be here, coming off a strong 2023. J.P. Morgan's always a sprint for us in terms of getting in the zone for the new year, putting everything together.
We have a lot going on right now, so I'm super excited to build off the momentum we had in 2023 and talk about where we're at in 2024 and where we're going. So, remind you, when I start that we'll be making forward-looking statements today, so please see our SEC filings for a description of the risks that we face in our business. And we also had preliminary financial results that we talked about here. We had in our press release yesterday, so be advised that we'll have final results for the Q4 of 2023 and the full year 2023 on our earnings call in February. Okay?
So let me start by using a slide that we had as my first slide at our R&D Day in December, just about a month ago. Really great opportunity to end the year last year with a full-on 3-4-hour update to the investment and retail community about what we're doing in R&D at Exelixis. It was an opportunity to frame the new projects we're working on, the science that we're doing, the clinical advancements that we've made, and really highlight the new team with Amy Peterson, our new Chief Medical Officer, as well as Dana Aftab, our new Chief Scientific Officer, along with me, and P.J. Haley, talking about the business on the R&D side.
Today, and certainly throughout the day today, it's been more focused on the business of the enterprise, where we're taking the company, how we're moving forward, the R&D history and momentum and strength we have in terms of really interrogating new targets, using the experience that we have with cabozantinib and the historical success we've got with that molecule to take that forward, across a pipeline of really important molecules. So, the way we framed R&D Day was that our goal, quite simply, is to be positioned as a global biotech leader in oncology R&D. We have the history, we have the success with cabozantinib, and we have the ability to navigate all kinds of challenges along the way. This is a tough business.
It's never a straight line from start to success, and it's one that we're very pleased to be able now to have a pipeline of molecules moving forward. Our goal throughout the history of Exelixis, certainly everybody on the team here today in Alameda on the East Coast, is quite simply to improve standard of care for patients with cancer. That's what we're all about. That's what we do. That's what we've learned from the cabozantinib experience. If we can move the needle for patients, we will be successful commercially, we'll be successful for shareholders. And that's how we look at the opportunity for Cabo, for zanzalintinib, for XB002, for all the molecules in our pipeline, is to really move the needle for patients by making better drugs. It's not 2010, it's not 2000, it's not 1990 anymore.
Just getting over the goal line from a regulatory point of view isn't enough to really drive commercial success. You've got to be better. You've got to move the needle for patients, and that's what we focus on in everything we do across the board, in discovery, in development, in preclinical, is moving the needle for patients. If we do that well... And we've done that well for Cabo. If we do that again and again, we can build a franchise of molecules that will help us be very successful. So Cabo, obviously, blockbuster, VEGFR-TKI inhibitor. Again, we'll talk about... We talked about this a lot at R&D Day. Wasn't the first VEGFR-TKI inhibitor in the clinic, wasn't the second, wasn't the third, wasn't the fifth. It's actually the eighth molecule approved.
There were 75, 76 different molecules in that class that have entered the clinic. Cabo clearly is, if not one of the best, the best. It's there because we had the right insight scientifically. We had the right ability to be able to maneuver across all kinds of different, real-world challenges, both pre-clinically and clinically, commercially and competitively, to be able to frame that in a way that it really moves the needle for patients. The whole goal here is to do this again now, and as you'll see a little bit later, we've built a pipeline that if we're successful, and we're obviously an aspirational bunch, but we think we can help 10 times the number of patients that we're currently serving with cabozantinib.
That's the aspirational goal that we have, and that's how we've built the organization to be able to flex and move forward. W e're very fortunate in the context of how the organization has evolved. We're one of the few, again, small biotechs that has a full-fledged commercial organization, and it's through that lens that we can ask some really important R&D questions. So we're not a bunch of scientists sitting in a lab or in a room saying, "Hey, wouldn't it be cool if we did blah, blah, blah?" But we actually have the ability to have card-carrying commercial experts help us understand where to maneuver, how to understand the market, how to understand the competition, how to understand the payer point of view, to be able to build the best molecules possible.
So that's a really important differentiator for us as a company, and it's one that we've utilized really well over the years. Certainly, the success of Cabo. You think about what we're doing in, say, kidney cancer, right, where we're competing with BMS, we're competing with Merck, we're competing with Pfizer, we're competing with Novartis, and we've held our own there because we've got a great team of commercial people, coupled with great data from our clinical work, based upon really fundamental insights and hypotheses that were validated clinically, that were originally generated in the lab. So it all comes together. It's a tough business. It's one that is super reliant upon the whole risk-reward opportunity. B ottom line is, it's relatively easy to generate phase I data.
The push comes to shove in phase III, and we've embraced that from the start. With Cabo, between what we've done in partnership with a variety of different competitors who turned out to be collaborators at the end of the day, through cooperative groups, we have run or are running 17 different pivotal trials with that molecule. 14 have read out, 10 were successful in terms of hitting their primary endpoint. Several of those actually considerably improved standard of care and drove commercial success. So we're very, very pleased with that, and we have the conviction and the resilience to understand the game is played in phase III. That's how you win.
That's how you win for patients, is to show that what you've got, the combinations you've got, the data you've got, actually allow you to improve standard of care for those patients. So we're thrilled to do that, and that's our view going forward with the entire pipeline. We wanna get to the appropriate datasets and the understanding of the molecules to be able to move into full development, move into pivotal trials, and prove it. Prove it to patients, prove it to regulators, and prove it to payers, that what we've got has the right data, the right safety profile, the right overall totality of data to really support broad utilization. So we've obviously been successful with Cabo. We'll talk about revenues and those kinds of things in a few minutes.
We think we're making the right level of R&D investments with our revenue-related peers, and that we think is a strong point for how we're operating as an organization. And finally, culturally, we've... Again, we've been around the block numerous times, had good times and bad times. I think have a high level of resilience and a high level of learning as the organization. But again, the urgency, the focus, the intensity in doing the right science, making the right decisions from a corporate point of view, having the ability to move quickly, really defines how we do our work and the product that can come out of that in terms of driving quality for patients. So, it's we're never done. We have a long way to go.
We don't spend too much time celebrating success and patting ourselves on the back. We wanna make sure we make every day count for patients and make the hard decisions that we have to make across all the myriad of different variables every single day to maximize our chance for success. We're in the game of success. We're not trying to minimize failure, we're trying to maximize success. All right, so, so we talk about value creation. Again, we generate value by helping patients with cancer. That's how this works. Certainly, there's different components of that. This is also a slide from from R&D Day back in December.
I'm pleased and proud, but not satisfied with the idea that Cabo, if you look at the historical kind of longitudinal framework of oncology, biotech oncology approvals, Cabo is the number one launch in biotech and oncology since 2016 in terms of pure revenue growth. So that's a great place to start. A ll the metrics here are really important, but again, that's looking backwards, not forwards. I'm super excited. We had a great year last year in terms of pivotal trials reading out. CONTACT-02 in metastatic prostate cancer was a positive trial. We had a strong collaboration with the Alliance Cooperative Group that had positive data in neuroendocrine tumors, both pancreatic and extra-pancreatic tumors. A very strong data that was presented at ESMO.
So again, Cabo is the foundation for which we've built everything that we're doing. Strong foundation, certainly financially, gives us great momentum in terms of how we want to operate as an organization. Also, the learnings from Cabo. We talk about applying the Cabo lens. We've done things differently. The history of Cabo is checkered from a certain to a certain degree. We partnered that molecule numerous times. We got it back, it was given back to us by two different pharmas. The first couple of pivotal trials failed.... in 2015, end of 2014, 2015, we probably had two or three times more debt than we had cash on hand.
But through that Cabo lens and the focus on helping patients and the focus on generating quality data, we moved forward, and the renal data that we had in METEOR, and following that by CABOSUN, following that with the CheckMate 9ER trial, the Cabo-nivo combination in first-line RCC really set the standard for RCC and made Cabo the leading TKI as both a monotherapy and a checkpoint combination partner. So Cabo is the foundation, and how do we build off that? Well, we have a very, very focused strategy, and arguably, we're myopically focused on only solid tumor biology. We don't do hemonc, and we don't do I&I, we don't do cardiovascular. We are only focused on solid tumor oncology. And with that singular focus, me too is not good enough, a little bit better is not good enough.
We need to change the trajectory for patients in terms of improving standard of care, and we really focus on that every single day. So the pipeline, we talked about this in December. I'll take a couple opportunities to give you some snapshots of that today. I'm really pleased with the way the pipeline's evolved, molecules that are in the clinic, with Exel, with zanzalintinib, with XB002, our tissue factor ADC, with XL309, a molecule that we in-licensed from Insilico, as well as a couple different collaborations we have, that are option-based deals, where we've got an option to license in some compounds after clinical POC, as well as a very robust pipeline of early-stage, IND-ready molecules.
So certainly thrilled about that and the idea that we're building on next-generation molecules. We're learning from the competition, we're learning from the first-gen, second-gen, sometimes fifth-gen molecule to make arguably the best molecule possible. I like to call us a big, small biotech. We have the energy, the intensity, the drive to deliver every single day with the critical mass of people and financial reserves and depth of experiences to be able to compete with Big Pharma when we need to. And if we're not competing, then we're collaborating. So that depth, that framework is a very strong way to operate. O ur culture is one of collaboration, and we like, honestly, we like collaborating with our competitors.
We've done that with Genentech and Roche. We've done that with BMS. We talk to everybody about how can we combine and conquer. And that's a great way to go because our credibility in terms of maximizing success is really both great science and taking enough shots to be able to make that whole thing work. So we're a strong foundation. We have an internal capability that we think is second to none. We collaborate well. We've in-licensed. T he Insilico collaboration is one that I'm super pleased with. It's a great molecule in the USP1 space. We'll talk more about that in a few minutes.
It's an area that we're very, very heavily vested in, in terms of driving value, and we're committed to that value proposition and creating that over the short term, the midterm, and the long term. Again, always focused on cancer patients. All right, so we had, again, in our press release yesterday some preliminary numbers in terms of results for 2023 and 2024 guidance. I'll highlight our net product revenue here on the left-hand side. Can you see the arrow? I can't see the screen. No. Anyway, net product revenue was $1.63 billion for Cabo. That was right dab in the middle of the... right smack in the middle of the initial guidance that we gave in January of last year.
Expenses were in the overall $1.59 billion range, as expected. Again, we'll give more detail, more color commentary on that, on the Q4 call. In terms of guidance, we're guiding for net product revenue to be in the $1.65-$1.75 billion range. T here was a bit of a disconnect with the sell side and consensus guidance in terms of price increases that we took and could take based upon the IRA. We took a 2.2% price increase, which was the maximum we could do, without breaking into jail on the inflation cap penalties.
The max cap we could operate cumulatively since 2021 was 17.3%. We took healthy price increases in 2022 and 2023 of 7.5% each year, and then we only had room for 2.2 and change this year. So that is probably the biggest disconnect from what the sell side had as consensus. M ost of them had a much higher level of price increase. And when you look at gross projected revenues this year of $2.2 billion, every point matters. So if you're off by a little bit, it's gonna move the needle a lot.
T hat's been all straightened out, and we have a sell-side briefing tomorrow that will dot the I's and cross the T's on that. The important thing here on this slide, and I'll talk more about that in a few minutes, is that we have really based upon the success of the discovery organization, and that's the beautiful thing about having R&D Day just a month ago. We have a very full pipeline of in the IND realm, in terms of INDs that are on the glide path for 2024, 2025, and 2026. Gives us the opportunity to ask some really important questions and be disciplined about how we're using our resources in terms of moving the ball down the field relative to moving compounds into and through the clinic.
Taking our foot off the gas in terms of new INDs that might come out in the later years, 2026, 2027, and beyond. So we've done a restructuring that I'll talk about in a few minutes, but we pulled expenses out of both R&D and G&A. So we pulled about $190 million out of our expense guidance compared to the actuals for 2023. And used that in terms of then the free cash that we've got to then go ahead and do another buyback this year as well. So I'll talk about that on the next slide. But financials, again, we have the financial strength and the depth to be able to maneuver here, continue to advance the pipeline.
Again, the goal is to have have multiple molecules get over the finish line that are differentiating for patients and move the needle in terms of standard of care. At the same time be careful with the cash and move whenever possible, return cash to shareholders in the case of a buyback, both last year that was successful, as well as this year. So move on to some announcements, and both in terms of the restructuring and corporate governance. Pleased to welcome two new board members, both strong oncology people with oncology background. Mary Beckerle, who's the CEO of the Huntsman Cancer Institute, and a very, very well-known professor of biological and oncological sciences at the University of Utah.
And then Gail Eckhardt, who has done just a tremendous amount of phase one and phase two work over the years and is now the Associate Dean of experimental therapeutics at Baylor. And strong translational scientist and really an expert in early phase development. So thrilled to have these two women join the board. Alan Garber, who you might have seen has been promoted to Interim President at Harvard University, and he will not be standing for re-election in the spring. So there's obviously some play there, but just thrilled. I want to certainly congratulate Alan and certainly acknowledge his significant contributions to us over the years.
With his background in both economics as well as medicine, he's just been a tremendous resource for me, as well as the entire team, and we certainly wish him the best in his new role at Harvard. I talked about the restructuring. Again, drug discovery at Exelixis has delivered. Really pleased with that. The IND pipeline is full, gives us a chance to really ask the question about how we can maximize our chance for success by rebalancing the pipeline, concentrating resources on IND enabling and clinical work. So that's happening. Certainly, we're sad to see about 30% of our team go. W e've got some experience here. I t just underscores the idea that we know how to make the tough decisions. We execute really well.
We've had reductions in staff before. They're never fun. It's always hard to see people who have contributed really extremely well over the years, depart, but it's the right move for us as a company and certainly the right move for us, helping patients with cancer. So, so that's the plan. And then, as I talked about a few minutes ago, if you look at free cash, the, the free cash flows, if you do the math on the last slide, we'll generate approximately $475 million in free cash. We're gonna use that to fund, a buyback this year for $450 million of repurchasing shares. Coupled with what we did last year, we'll do about $1 billion in share repurchase over the last two years.
I t's a strong message that we have great conviction in our future. There's lots of moving pieces as we go forward, obviously, across all elements of the business, but that's a pretty strong indication of our confidence in where we're going scientifically, how we're operating legally, and all the different, different pieces that's so important to us in terms of the overhang with the ANDA, and our view that we will continue to see growth in the out years going forward. All right, so we talked about CABOMETYX. I won't belabor the point here. T his is a slide that we've talked about numerous times on earnings calls, and certainly, it was a big, a big thing at R&D Day. S ix approvals in different, different indications.
We're treating about 20,000 patients per quarter. Blockbuster status in terms of its sales. If you look at the trailing four quarters, starting with, I guess, ending with Q3 2023, we're looking at about $2.2 billion globally. So, great start. We're not satisfied with this. We think we can do more. Certainly, the positive data we have in prostate cancer and the NETs can give us opportunities to go farther than that with Cabo. We're not investing a lot more with Cabo because the pipeline is so rich and so important.
But, look, this, this allows us to put a stake in the ground and really frame, how we hope to do, our clinical research going forward and how we view helping patients with cancer. This is the, this is the model for us. This is what success looks like. All right, so the two new market opportunities, in metastatic, castration-resistant prostate cancer and neuroendocrine tumor, again, very important indications. These two trials, indications read out positive, in 2023. Both are large indications. P rostate cancer is probably better known, and certainly, maybe more visible than the NET space. I t's, CRPC is an area that has, significantly evolved with the novel hormonal therapies coming online, some of the radiotherapies now. Very large population.
As the NHTs have moved up in lines of therapy, those patients that are refractory or resistant to a first NHT has grown. So by our estimation, there's between, 75,000-80,000 patients each year that are resistant to the first NHT. And the question is: What do you do next. Again, the feedback that we've gotten from investigators, certainly, data that's out there suggests that certainly both chemotherapy and other agents are effective, but they come at a certain cost in terms of toxicity and quality of life. So we've certainly done a very long-standing interest in prostate cancer with Cabo. COMETs back in the 2014-2015 timeframe was our first real engagement in pivotal trials. Those didn't work.
We don't give up easily. We're very pleased to see CONTACT-02 to be successful. A combination of Cabo with atezolizumab, with atezolizumab, will have the top line, full actually, full data at ASCO GU in a few weeks. So and that's here in San Francisco, and excited about moving this forward from a regulatory point of view. The NET option is really exciting as well. There's about 8,000 patients there from an incidence point of view every year, who are refractory to frontline therapy. Broadly, I would say spread over different histologies or different organ locations.
W hat's interesting is that this is a very clearly moving field as well from the standpoint of what's happening in that space with molecules like Lutathera, which on top of some of the SSTRs really define frontline therapy. Molecules like everolimus and Sutent are approved in this space, but really aren't that effective. So, the data we had at ESMO is really compelling. Hazard ratios in the 0.25-0.45 range for the different subparts of that study, very strong PFS benefits. And it's one that we think we're really excited about, both with Cabo initially, but also potentially with Zanza as we go forward to build out that franchise.
So again, we think about things in terms of not, not just one and done, but from a really a franchise point of view, and this is a good example of that, where we see a direct connection between what we're doing with Cabo and what we can do with Zanza as well. So again, these are, these are under very close, I would say, examination within the company. We're working closely with the Alliance Cooperative Group on on the NET program in terms of pulling a filing together. Talking to the agency for both, both opportunities about filing strategies. Obviously, survival is, is, is growing in maturity for prostate cancer.
In that dataset, NET, there was a crossover, so that's less important, but it's one where our top priority for the year is to move these filings forward. To get these filed with the strongest dataset as quickly as possible, focusing on quality and speed, and to be able to see these, if possible, get over the goal line later this year or early next year, with the idea then that will drive growth in terms of the Cabo top-line revenue as we go forward in 2025 and beyond. All right, so our pipeline is shown here. Again, this is a slide from R&D Day. You can see a lot of late-stage molecules on the right-hand side, certainly with zanzalintinib, Zanza, and then the early-stage pipeline.
Again, I'm not gonna go through all this today. There's so much to do here. I would really recommend that if you've got a couple hours and you wanna learn more about the Exelixis pipeline, look online. The R&D Day was videoed. It's a great presentation, a very high quality, messaging and data, coupled with the video is just fantastic. So if you have some time to spend, grab a glass of wine and take a look at that. It's a really great update. Bottom line here is that, t his is how we, again, aspirationally view how we're gonna deliver on our mission.
I f you look at the middle Cabo, the little small little bar, that's where we're at today. In terms of Cabo's ability to maneuver with with patients who have renal cancer, liver cancer, as well as thyroid cancer. We think we can do a whole lot more there, as we build out Zanza and the entire pipeline. Again, our aspirational goal, if we're successful in delivering on this pipeline of both small molecules and biotherapeutics, is to really get 10x the addressable patients that we're currently serving with Cabo. That's the goal. That's what we're shooting for from a purely success point of view. That's just not, again, not getting them over the goal line, but changing standard of care for patients.
That's how we operate as an organization. So we have strong background and strengths in GU, obviously, with GU and GI with Cabo. Clinically, commercially, even from a discovery point of view, we're very, very deep there. And certainly, what we've learned over the last few years and the ability to maneuver with talent that we have in the organization and our ability really to look much more broadly in terms of what's happening in lung, in that space, as well as in breast and gynecological cancers, is a very important area as well. So we're looking to broaden our approach and be opportunistic with the same mindset of over the entire pipeline around Zanza and the other molecules, really building off of Cabo....
So Zanza is a, again, we talked about this a little bit earlier, third-generation TKI. We've learned a lot from the experience with Cabo over the last decade of clinical evaluation and then real-world experience in the commercial setting. Very, very important learnings around how the half-life being, 4-5 days with Cabo actually makes that molecule less user-friendly than what's optimal in terms of invariably, patients need to be dose-reduced. And if you have a 4-5-day half-life, what does that mean in terms of the time a patient has to be off drug until you wash out to be able to start at a lower dose? So it's very simple.
Again, hypothesis was really focused around: Can we, can we keep the target inhibition profile and the activity the same and shorten the half-life by some relatively simple chemical modifications? And that's the answer. Also improving new IP, longer shelf life in terms of its intellectual property timelines. This takes us into the early 40s. And what we're pleased to see is actually and some data that we had at IKCS and Sumanta Pal, who's the lead investigator on the phase 1 work. What seems to be a very differentiated profile, even from Cabo. We're seeing activity across... If you look at the RCC cohort that we had, we're seeing activity in a variety of different patients with a heavily experienced, both with checkpoints and TKIs.
We see activity in patients who were refractory to Cabo. In fact, we have four patients about a 25% response rate in that population of Cabo-pretreated patients who had responses to Zanza. So patients who progressed on Cabo are actually benefiting from Zanza in a very clear kind of RECIST 1.1 documented sort of way. So very, very clear activity with what seems to be a milder safety and tolerability profile. When you actually look at some of the major adverse events around fatigue, around GI effects, around hand-foot syndrome. So we still see hypertension, which is a great biomarker for anti-VEGF activity, but everything else seems muted.
So the chemical modifications that we made around shortening the half-life had other impacts that we didn't anticipate per se, but certainly are very beneficial to have in a next-gen molecule that you're looking to combine broadly across different checkpoints, different new checkpoints, as well as different histologies as well. So we have three pivotal trials going right now in colon cancer, non-clear cell renal cancer, and one that we're just starting now in head and neck cancer. These are all in combination with checkpoints, have a lot of interest in doing more work here. O ne of the learnings from Cabo is that by collaborating with our competitors, we can work with companies who then also co-fund studies.
So we're looking to run more pivotal trials here where we co-fund, and that's a big part of 2024, is getting those those partnerships and those collaborations done. 'Cause that gives us then that much more momentum and that much more depth of opportunity across tumor types in the different disease areas that are certainly more important to us. But the knowledge we have from Cabo is a direct reflection where we're taking Zanza. We have a lot more activity with Cabo than we're able to develop historically, and using that momentum, using that knowledge is critical. Slide here on just some high-level approaches. Again, oncology is a combination game, obviously. We're very interested.
We've been one of the leaders in doing the appropriate doublets with Cabo. First triplets in RCC by looking at cabozantinib plus nivolumab plus ipilimumab was COSMIC-313. Very proud of that. That's still ongoing, looking for survival, but certainly a strong win in PFS. But we like that approach. We like the idea of moving the needle, moving... Especially with molecules like Zanza, that have such good safety and tolerability, doing novel triplets, that can really bring the next level of benefit to patients. So that's an area that hopefully you'll see more of, doing some work with Arcus in the HIF area. Excited about that collaboration and where that might go. Again, we have the opportunity to test what we think is a best-in-class, next-gen molecule.
With Zanza, their HIF inhibitor looks pretty interesting as well. Still early days, but that could be best in class as well. So again, moving forward in a way that allows us to take a little bit of risk, but certainly, the upside, if successful, would be tremendous. All right, overall pipeline, with the STELLAR program, I won't belabor the point here. A lot going on, getting short on time. Tissue factor franchise, XB002, again, this is ADC. Again, we're known as a small molecule shop. Certainly, Cabo is in that realm, but we've, over the last few years, expanded that into biologics, both ADCs as well as bispecifics.
XB002 is the first molecule in the class, non-competitive binder with for tissue factor that doesn't compete with factor VII binding, so very little bleeding risk. And to date, we've seen a very good safety profile with that molecule, moving it now into phase two with 11 different expansion cohorts. We're looking to see activity at two different doses. XB371 is basically the same binder with a topo warhead that really allows us to ask the question around: Can you modulate tumor sensitivity by having the same binder to the same target with a different warhead. So there's some overlap, obviously, with an auristatin molecule in terms of sensitivities, but there's some real clear-cut differences in terms of, say, CRC, small cell lung cancer.
That could be very, very different if this approach is successful. And I'm surprised this isn't done more often because most of the work is actually trying to find the binder and then decorating that with different warheads. But we really like this approach because it gives you maximal breadth to be able to maneuver there and let the biology and the pharmacology tell you what works and what doesn't. So that's IND that we have on track for early 2025, but really interesting and one that we have a lot of momentum from, and that is underscored here. I'm getting close on time, so I'll just say a few words.
This is the phase. I guess it's a phase, more of a phase II study now, looking at combinations, looking at both monotherapy with XB002 as well as combinations. But looking again at these expansion cohorts, trying to really elaborate the signal. I wanna give a shout-out to the Insilico team here. XL309 came from them. We think this is a best-in-class molecule with really Cabo-like potential, from the standpoint of, one of the best ways to build a franchise is to work off another active moiety. That's what Cabo, Cabo and nivo and RCC is a great example of that. And we think of this as very similar, from the standpoint of what we can do with the PARPs.
The PARPs globally are a $3.5 billion franchise, US, about $1.6 billion. If you can find the right combination partner to expand the repertoire of tumors you can treat, can you go beyond BRCA? Can you go beyond HRD? Can you use chemo as a sensitizer, et cetera? You could really see that growing by helping more and more patients, both in terms of not just market share, but duration of therapy, opportunities across different tumor types. So, pretty exciting place to go. Early days, still in phase I, but obviously this is a very, very high priority for us. Great molecule, again, and it's one that we're super excited about. All right, so, discovery, again, I mentioned this briefly.
W e have a history in drug discovery that goes back at least 25 years now. We've really excelled at being able to build platforms that deliver high-quality molecules across the right biology. W e've coined the phrase of being biology-centric, but modality agnostic, and that now having the ability to work with biologics, ADCs, bispecifics, really gives us that power and that momentum. It's just a snapshot of where we're at relative to 2024 and 2025 INDs. We'll be talking about these throughout the year. I thought Dana did a great job of framing the, again, the science, the biology, some of the pharmacology that we've generated. So if you have some time, again, go back, look at the slides, listen to the presentation.
He was just masterful in framing all that in a really strong way. And we're excited about where we're at for the year and how this is moving forward. So I'll end with just a high-level summary of corporate objectives. I talked about this all over the last 30 or so minutes, so I won't belabor the point here, but we are definitely on our way throughout early 2024 and excited about where we stand as an organization. And again, goal is to drive value for patients and for shareholders as we go forward. So I'll stop there, and thank you.