generics

The global ag sector has recently passed a turning point, with prices and future outlooks for key commodities taking a decidedly pessimistic turn. Though market volatility is nothing new for producers, it does change the profitability equation. One of the first targets for pencil-sharpening and scrutiny tends to be farm inputs– from crop protection chemistry and fertilizers, to equipment purchases and agtech investments. 

To get us up to speed on the state of global farm input markets, and how growers are likely thinking about planning and practice adjustments in the months and years ahead, we sat down with Sam Taylor, Farm Inputs Analyst and Executive Director for Research at Rabobank. 

For more information and resources, visit our website. 

The information in this post is not investment advice or a recommendation to invest. It is general information only and does not take into account your investment objectives, financial situation or needs. Before making an investment decision you should read the information memorandum and seek financial advice from a professional financial adviser. Whilst we believe Information is correct, no warranty of accuracy, reliability or completeness.

Dr. John LaMattina, Ph.D. (https://www.johnlamattina.com), is an independent non-executive director at PureTech, a biotechnology company with a mission to discover, develop and commercialize new therapies for devastating diseases, where limited or no treatment options currently exist for patients, and has served as a member of their board of directors since 2009. Dr. LaMattina was previously President of Pfizer Global Research and Development and held positions of increasing responsibility during his 30-year career at Pfizer, including vice president of US Discovery Operations in 1993, senior vice president of Worldwide Discovery Operations in 1998 and senior vice president of Worldwide Development in 1999. During Dr. LaMattina’s leadership tenure, Pfizer discovered and/or developed a number of important new medicines including Tarceva, Chantix, Zoloft, Selzentry and Lyrica, along with a number of other medicines currently in late stage development for cancer, rheumatoid arthritis and pain. Dr. LaMattina serves on the board of directors of Ligand Pharmaceuticals, Zafgen, Inc., Immunome Inc. and Vedanta Biosciences, Inc. He also serves on the Scientific Advisory Board of Frequency Therapeutics and is a trustee associate of Boston College. Dr. LaMattina is the author of numerous scientific publications and US patents. In addition, Dr. LaMattina is the author of the recently released Pharma and Profits: Balancing Innovation, Medicine, and Drug Prices (https://www.amazon.com/Pharma-Profits-Balancing-Innovation-Medicine-ebook/dp/B0B33V6B7Y), as well as Devalued and Distrusted: Can the Pharmaceutical Industry Restore Its Broken Image, Drug Truths: Dispelling the Myths About Pharma R&D, and an author of the Drug Truths blog at Forbes.com (https://www.forbes.com/sites/johnlamattina/?sh=4ea8dc042b0d). Dr. LaMattina was awarded an Honorary Doctor of Science degree from the University of New Hampshire in 2007 and in 2010 was the recipient of the American Chemical Society’s Earle B. Barnes Award for Leadership in Chemical Research Management. Dr. LaMattina received a BS in chemistry from Boston College in 1971 and received a PhD in organic chemistry from the University of New Hampshire in 1975. He then moved on to Princeton University as a National Institutes of Health Postdoctoral Fellow in the laboratory of Professor E. C. Taylor.

Keren Haruvi is President of Sandoz US and Head of their North America business (https://www.novartis.us/about-us/our-leadership/us-country-leadership/keren-haruvi). Sandoz is a division of the Novartis Group and a global leader in generic pharmaceuticals and biosimilars and was established in 2003, when Novartis united all of its generics businesses under the name Sandoz – a single global brand with a long history. Since then, Sandoz has grown into a leading global generics business with annual sales of approximately US$10 billion. In her current role, Keren leads Sandoz’ largest commercial and country organization – the United States – which is responsible for over 35% of Sandoz global revenue. She also oversees Sandoz commercial operations in Canada. In addition to serving on the Novartis Country Leadership Team, Keren is a member of the Global Sandoz Executive Committee. Prior to joining Sandoz, Keren served as Global Head of M&A at Novartis International AG. Her early career began at Teva Pharmaceutical Industries where she steadily advanced in leadership roles to Senior VP, Global Business Development and Alliance Management. Keren is a value creator in the biopharmaceutical space, and brings close to 20 years of experience in the pharmaceutical industry, marked by success leading major M&A deals, enterprise innovations, and complex market strategies for large-scale, sustainable growth. Keren holds an MBA in Finance from Bar Ilan University and a Bachelor’s degrees in Economics and Chemistry from Tel Aviv University. Nominated for Top 40 Under 40 in The Marker magazine, she exemplifies the insight and wisdom needed to move global organizations forward. Outside of work, Keren enjoys spending time with her 5 children. She is an avid runner with one marathon and 3 half-marathons under her belt.

In this episode, the editorial team discusses the FDA approval of Cyltezo as the first interchangeable biosimilar for AbbVie’s Humira. The approval lends to the growing Humira biosimilars market, which will take off in 2023 with Boehringer Ingelheim’s Cyltezo and biosimilars from Amgen, Merck and Alvotech. AbbVie has been facing a lot of heat over accusations of price gouging and patent abuses to block Humira biosimilars from entering the market. The team had an interesting discussion about public perceptions of generics and biosimilars versus their originals/reference products.

Ayesha also talked about a new gene silencing treatment for porphyria called Givlaari that received recommendation from England’s NICE after having been initially rejected by the health watchdog last year. Additionally, long-term results from a late-stage trial for Givlaari were recently released, which showed that the treatment provides sustained benefit and has a good safety profile. However, the team discussed the high cost of the treatment, which is a concern for patients in countries that don’t have some form of socialized healthcare.

Read the full articles here: 

Cyltezo Becomes First FDA-Approved Interchangeable Humira Biosimilar 

Gene Silencing Porphyria Treatment, Givlaari, Finally Wins Over England’s NICE Amid Stellar Long-Term Data 

For more life science and medical device content, visit the Xtalks Vitals homepage.

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Amanda and Kim spice up the trending dialogue around Blands! A concept being gossiped about regarding VC backed disruptor brands who share monotonous san-serif “blanding” across identity, voice, naming, logo and visuals.

Kim gets into the backstory of Blands causing quite a stir in the industry particularly in 2020’s Bloomberg article by Ben Schott Welcome to Your Bland New World - “Why do disruptive startups slavishly follow an identikit formula of business model, look and feel, and tone of voice? Because it works, sort of.”

Following the success of Warby Parker - it seems that VC kids demanded more, more, more (of the same, same, same) causing the blandification of the market and brands therein. 

Kim makes some very valid points however about this concept:  

1. This isn’t a new concept. The chatter started 2018 with a Fast Company article: “The hottest branding trend of the year is also the worst - Is your made-up name rendered in a sans-serif type, with thiiiiiiiis much white space? Congratulations! You are a bland.”
2. Minimalism has been trending hardcore for well over 10 years - and when these original VC disruptor trends started Minimalism was actually fresh and new to the Millennials these brands were geared toward. Coined here as the Millennial Minimalism Movement.
3. Branding Agencies develop the most of the branding for these Blands - and its usually the same agency - actually 3 VC backed agencies: Gin Lane, Red Antler and Parters & Spade that specifically cater to that precious Millennial look and have built billion-dollar businesses over and over again. As Gen Z continues to grow to have more spending power we will start seeing a shift in aesthetics to cater to this much different demographic (think the rise of unique and maximal brands). 

What makes a Bland a Bland?
Well, first things first - gotta go with the NAMING! Blands names are notoriously carbon copy namers and rely on similar naming tropes (as described from the Bloomberg article): 

• Quirky or Naive names: Judy, Floyd, Billie, Henry, Maude) or “studiously cool” like the Jack Kerouac based Warby Parker. 
• Portmanteaus: Hungryroot, Baublebar, Tracksmith, Trubrain, Classpass, Platejoy
• Color+Noun: Blue Apron, Black Milk, Purple Carrot, Green Chef
• Monoliths: Public Goods, Ministry of Supply, Primary Goods, Modern Citizen
• Vowelessness: RMDY, MVMT, DSTLD, HVMN, TRNK, MNDFL
• Ampersands: Tuft & Needle, Frank & Oak, Hook & Albert, Loom & Leaf
• Quirk: Lemonade insurance, Kangaroo home security

But for anyone who hasn’t named a brand - Naming is super tricky and kinda a science. Beyond just liking a name there are logistical reasons behind some of the naming decisions behind brands.

• First - registering for a trademark is really hard - so usually the name has to be very original and why you see so many made-up names. 
• Second - SEO - your name has to stand out - and you don’t want to compete in search ranking.  Like you start a Sneaker company and want to call it Runner’s Club - try googling that! The same goes for registering for a website! Hence the trend behind other domain names than .com becoming normalized (i.e. thedepartment.world)- it’s really hard to get a website unless you have a very original name. 
• Listen in for a very special discussion about the White Claw name as well! 

Once the name is settled - ditch the logo - Fonts and Typefaces are all you need (san-serif if you please) .

Bland logos are confident but cute, utilizing an array of tweaks and twists to provoke the all-important “smile in the mind.”

Then move onto visuals - which is described as rather neutral, simple and looooooots of white space. They are generic for the sake of inclusivity.

Which is understandable why - these VC backed companies don’t want to alienate anyone and remain neutral for the sake of acquiring the largest market share. It is a commercial approach and It is a safe approach. But it makes them particularly generic  - because there isn’t much of a point of view. 

How do brands avoid become Bland Casualties? 

• Easiest one? Minimal Branding OUT - Maximal branding in!  
• Risk it to stand out
• Cultivate a true Point of view
• Engage with an outside the box or newer branding agency 
• Niche but make it nice

Amanda takes us back to simpler times and discusses the evolution of the generic 1970’s supermarket brand that has evolved over the years. In particular, No Frills grocery store founded in 1978 that took a page from the French generic brand Carrefour who saw extreme popularity in their minimal branding approach to discount and value groceries. At No Frills nothing was branded (although it could be argued that No Frills and their No Name was essentially a brand) with plain canary yellow packaging and simple san serif font spelling out the contents of the packaging. No Frills took a stand:  forget the brand, focus on what’s inside, and save lots of money. Their quest for minimal packaging came from the concept that it conveyed a sense of thriftiness and value...that a savvy shopper might not have a lot of money but knew that it was what was inside the package that counted. 

Listen and learn

99% Invisible ︎︎︎
No Frills Podcast Episode

Ian Sevenious wrote a great essay a few years ago taking on Apple as part of this idea of minimalism being an aesthetic owned by the wealthy.  The basic premise was: poor people can’t afford to be minimalist because they need stuff to survive.

Power to the Pack Rats

This episode is choc full of information.  I do a quick review of the difference between the Authorized Generic and Generic drugs then delve into the rabbit hole with questions like:

• why should I care about the difference? 
• how do I find who makes/sells the authorized generic?
• how do I ask my doctor for the authorized generic?
• how do I request approval from my insurance?
• how do I find out if my pharmacy carries the authorized generic?

Check out the episode ADHD or not you will learn something about your prescriptions you probably didn't know. 

I am uploading the full show notes to my website because there are just so many links everything will be posted by Wednesday 3/11/2020.  

In this episode of RCA Radio, host Erika Porcelli and guest Susan Schniepp, Distinguished Fellow at Regulatory Compliance Associates (RCA), examine the resurgence of data integrity issues and the focus of global regulatory agencies. With the recent rise in data integrity-related citations, global regulatory bodies including the FDA, MHRA, World Health Organization, and PIC/S, have released documents to reeducate the pharmaceutical industry on data integrity concepts. Many of these guidelines include an element of quality culture.

We break down these guidelines and examine the history of data integrity, what it means to have a quality culture, and how to integrate a quality culture in the product lifecycle. No longer just the concern of the quality control unit, data integrity is the concern of an entire organization, bringing forth the concept that your data is only as good as the culture of your company.

In this week’s episode, John reviews Novartis’ new gene therapy for spinal muscular atrophy, priced at more than $2.1 million. ICER, a nonprofit research institute that evaluates the cost effectiveness of pharmaceuticals, said Novartis’ price is within the upper bound of the organization’s value-based price benchmark range.

Briefs include:

• A broad bipartisan draft health care legislation package containing dozens of provisions was recently released by the Senate Health Committee.
• Forcing oncology practices to take on downside risk in CMS’ Oncology Care Model in July could result in more than half of them owing the government.
• UnitedHealth Group pointed to price variations for diagnostic tests as a potential way to reduce overspending.
• Mallinckrodt plans to spin off its specialty generics business to shareholders.
• The FDA’s recent approval of Novartis’ Piqray (alpelisib).
• FDA clears a new wearable device to treat migraine.
• Biogen is scrapping its investigational treatment for Alzheimer’s disease, and is canceling its Phase III ENGAGE and EMERGE clinical trials.

About Darwin Research Group
Darwin Research Group Inc. provides advanced market intelligence and in-depth customer insights to health care executives, with a strategic focus on health care delivery systems and the global shift toward value-based care. Darwin’s client list includes forward-thinking biopharmaceutical and medical device companies, as well as health care providers, private equity, and venture capital firms. The company was founded in 2010 as Darwin Advisory Partners, LLC and is headquartered in Scottsdale, Ariz. with a satellite office in Princeton, N.J.

Prioritizing “Whole Person Care,” putting human relationships first and considering all dimensions of a person’s health is part of the fabric at Allina Health. As Penny Wheeler and Ric Magnuson explain on Healthcare is Hard: A Podcast for Insiders, remembering who you’re serving, why, and how you can make their lives better can produce better outcomes at a lower cost.

Mark Keroack, MD, MPH, has been in and around the healthcare industry for most of his life – long before he became President and CEO of Baystate Health, a not-for-profit, integrated healthcare system that serves over 800,000 people in western New England.

Most people don’t know that medicine has always been a family business for Dr. Keroack – his mother was a nurse, his father was an “old-fashioned” doctor with an office right in their home, all five Keroack brothers ended up becoming doctors, and he even met his wife in medical school.

With this lifelong immersion in healthcare as a foundation, Dr. Keroack has been on the front lines of innovation and digital transformation in the industry. One example is TechSpring, The Baystate Health Technology Innovation Center, which launched under his leadership at BayState in 2014 to bridge the gap between technology innovators and healthcare professionals. As Dr. Keroack describes it, TechSpring lets entrepreneurs get behind the firewall to work with real clinical and claims data, and gives them an opportunity to work collaboratively with physicians to identify and target specific problem areas. Baystate Health is already using a number of innovations that hatched through TechSpring and a few have also gone commercial.

In this episode of Healthcare is Hard: A Podcast for Insiders, Keith Figlioli talks to Dr. Keroack about the major shifts occurring in healthcare and how health systems can and are using innovation to adapt. Dr. Keroack offers his insider perspective on a wide range of topics, including:

• The Importance of “Disciplined Innovation” – there are a lot of ideas being explored to improve healthcare, but where most systems fall down, according to Dr. Keroack, is in their failure to focus and capitalize on the ones that are proven to work. To him, disciplined innovation means going “all in” on the proven ideas and scaling them quickly. Focusing intently on the ideas that work can also help ensure a balanced approach to managing the dichotomy between people in a healthcare organization struggling with change and those who want to adopt new processes and technology as fast as they can. One example Dr. Keroack cites is BayState’s partnership with DispatchHealth, a startup that provides an on-demand, mobile emergency room. DispatchHealth has already made 700 visits around Springfield, Massachusetts and 80 percent of them helped divert patients from making ER visits. With a net promoter score of 95 – a higher NPS than even Apple, Dr. Keroack points out – BayState is working to scale its use of DispatchHealth quickly.
  
  
• The Double-Edged Sword of Integrated Delivery – Private practices are becoming more and more rare, and other than boutique primary care practices in wealthy areas or more niche specialties such as ophthalmology or urology that have a better chance of surviving on their own, that trend will continue according to Dr. Keroack. Some things can get lost in this new reality, such as the entrepreneurial spirit and the intimate, personal touch you get from a small office. But there are also many positive gains. Obsessing about how to design systems of care across specialties and across regions often yields better outcomes, or at least less variable outcomes. To Dr. Keroack, this is one of the great motivations of building an integrated delivery network.   
  
  
• Narrowing the Gap to Consumer-Friendly, Tech-Enabled Healthcare. Productive paranoia is a good thing, and amidst new market entrants like Optum, CVS/Aetna, Walmart, Humana and others, Dr. Keroack says he wouldn’t be doing his job without it. These companies have tremendous resources and sophisticated consumer instincts and technology that they’re using to target – and become the front door to healthcare for – a narrow niche of the continuum that traditional systems manage. If they’re successful, it could leave

Don Berwick and Maureen Bisognano lived and breathed different sides of the healthcare industry before starting the Institute for Healthcare Improvement (IHI) – a $60 million not-for-profit organization with 150 employees across more than 70 countries that drives results in health and healthcare improvement worldwide.

What most people don’t know is that Don and Maureen hatched the idea for IHI while working together – Don as a research and quality guide physician and pediatrician, and Maureen as a nurse and hospital CEO. They would discuss each other’s work problems in-depth from very different perspectives, but in a way that helped facilitate actionable improvements.

In the mid-1980s, Don, Maureen, and a larger group started meeting people from outside healthcare who understood how to improve things systematically, without having to rely on incentives. They began teaching people around them what they were learning from different industries, and quickly understood that it’s unfair to send a “changed” person back to an unchanged organization. It became quickly apparent to them that it would take a new breed of leaders, as well as people on the front lines, to create long-term change in healthcare.

IHI was born with an aggressive goal, literally written on the back of an envelope. Don and Maureen set out to solve six problems in US healthcare, and engaged 2,000 hospitals and saved 100,000 lives. With the guidance of their children who fortunately had political campaign experience, they started their own campaign to change healthcare. Originally supported by the John. A. Hartford Foundation, the IHI became a reality in 1991 – and the rest is history.

In this episode of Healthcare is Hard: A Podcast for Insiders, Don and Maureen draw upon their extensive industry experience to cover a number of pressing topics with host Keith Figlioli, including:

• Achieving the “Triple Aim” in Healthcare – the Triple Aim is the trifecta of achieving better care for individuals, better health outcomes, and lower per capita costs. Don and Maureen saw this happening in other industries and in healthcare markets across the world. They talk about how they took this aim and created a leadership alliance within IHI where 40 organizations came together with a common goal of achieving the Triple Aim.
•  Healthcare’s Defects in Areas that Other Industries Don’t Tolerate – among these areas are safety issues, effectiveness, reliability, patient focus, coordination, waste and delay, and most importantly, equity. Don and Maureen discuss how they understood that people were aware of this in the mid-1980s, but no one had a way to deal with it directly at the time.
•  The Will for Change in Healthcare – who needs this inspiration and how can the will for change be built? As Maureen explains, painting the story of a patient can help build such inspiration, especially for senior-level executives who may be a little further removed. It doesn’t matter whether it’s a good or bad story; it’s about providing a background for these ideas to grow.
• The Next Big Things in Healthcare – telemedicine, telehealth, global budgeting, and healthcare for millennials are just some of the innovations Don and Maureen are excited about. 

To hear Don Berwick and Maureen Bisognano talk about these topics and more, listen to this episode of Healthcare is Hard: A Podcast for Insiders.

Susan DeVore has been in and around the healthcare industry for most of her life – long before she became president and CEO of Premier Inc., a company that unites an alliance of more than 4,000 hospitals and health systems and approximately 165,000 other providers and organizations to transform healthcare.

It’s a little-known fact that Susan’s roots at Premier date back to her childhood when her father, a biomedical engineer, worked for a predecessor to the company. After working at Ernst & Young – including time as a partner and senior healthcare industry management practice leader, among other roles – she got the call to interview at Premier.

No one was aware of Susan’s company legacy at that time, but after she joined, there were longtime employees who remembered her attending the company picnic or other gatherings as a young teenager.

Susan’s lifelong focus on improving the healthcare system and her current role at Premier – driven by insight from such a vast network of care delivery organizations – combine to give her an incredibly valuable perspective for solving healthcare’s biggest challenges. Premier’s network enables it to maintain a dataset that encompasses roughly 45% of patients in the US. Those data inform Susan’s leadership and the decisions the company makes to help solve cost and quality challenges and develop a unique model of care delivery.

At the HIMSS Global Conference & Exhibition in February Susan will be delivering a keynote session titled, “Healing from Within: Leading Change, Inspiring Action.” But you can hear her first on this episode of Healthcare is Hard: A Podcast for Insiders. Susan’s conversation with Keith Figlioli covers a number of pressing topics including:

•  Reducing Waste in the System – Susan talks about how there’s still 30% waste in the system and three times unwanted variation in care delivery, and how these challenges can’t be solved by insurance companies or the government. She believes the only way to tackle them is head-on, from within the system, and shares her thoughts about how data, technology, and influence within healthcare systems are all critical to driving transformation.
•  Changing the Social System – the decades-old social system that the healthcare industry is built upon is one that’s difficult to change. But it’s starting to change in experimental ways, driven by innovators and early adopters who recognize that it’s unsustainable for healthcare costs to grow at twice the rate of the economy, and who want to do something about it. Susan talks about how and why it’s easy to stay in a fee-for-service world and shares her thoughts on the main barriers to change.
•  The Path to Alternative Payments – as Susan sees it, the big thing that’s holding health systems back from adopting alternative payment models is uncertainty. If providers that haven’t adopted or are only experimenting in alternative payments think there’s a chance that fee-for-service might last longer, it’s much harder for them to make the leap. However, she talks about her view of federal regulations and how the “training wheels are coming off” to force change more quickly.
•  The Next Big Thing: Making Big Data Small – while increasing access to healthcare data is playing an important role in transforming the industry, one big challenge right now is the sheer volume of data that exists. Susan talks about how the next big thing on the horizon will be figuring out ways to make vast amounts of data more usable. She talks about how to get “small data” into the workflow so it’s available for physicians and patients to use in making informed decisions that change the care being delivered.

To hear Susan DeVore talk about these topics and more, listen to this episode of Healthcare is Hard:

Changing our complex healthcare system from within is a difficult proposition, but one that Glenn Steele, MD, has embraced in multiple capacities over a decades-long career.

 
As a practicing clinician treating patients for 24 years, to leading one of the nation’s most innovative health systems as CEO for 14 years, he personifies what it means to be a healthcare insider.

In the second episode of Healthcare is Hard: A Podcast for Insiders, LRVHealth’s Keith Figlioli shares his conversation with Dr. Steele to offer an insider perspective on a wide range of topics including:

• What’s the Game Plan for Balancing Clinical and Financial Risks?
• Where Do We Start Aligning Value?
• How Do You Build the Foundation for Innovation?
• Will Amazon, JP Morgan, and Berkshire Change Employer Influence?

There’s only one health system in the country that has an “Aa1” rating from Moody’s Investors Service – it’s Intermountain Healthcare. Hear Intermountain’s CFO talk about how a focus on innovation and quality care contributes to outstanding financial health.

• Ted Kremenek on Twitter: https://twitter.com/tkremenek
• Swift Evolution Dashboard of proposals implemented in Swift 4.2: https://apple.github.io/swift-evolution/#?version=4.2
• Swift ABI Dashboard: https://swift.org/abi-stability/
• ABI Stability Manifesto: https://github.com/apple/swift/blob/master/docs/ABIStabilityManifesto.md
• Ole Begemann's "What's new in Swift 4.2" playground: https://github.com/ole/whats-new-in-swift-4-2

• Conditional conformance: https://swift.org/blog/conditional-conformance/
• Generics manifesto: https://github.com/apple/swift/blob/master/docs/GenericsManifesto.md
• SE-143: https://github.com/apple/swift-evolution/blob/master/proposals/0143-conditional-conformances.md
• All 4.1 proposals: https://apple.github.io/swift-evolution/#?version=4.1
• 4.1 code size optimizations: https://swift.org/blog/osize/
• Swift 4.1 release process: https://swift.org/blog/swift-4-1-release-process/
• Xcode 9.3 beta 4 release notes with a more comprehensive list of what's included in Swift 4.1: https://download.developer.apple.com/Developer_Tools/Xcode_9.3_beta_4/Release_Notes_for_Xcode_9.3_beta_4.pdf

Please leave a review on iTunes and join the conversation at http://spectrum.chat/specfm/swift-unwrapped

• Sequence.split should have a Lazy equivalent: SR-6691
• Conditional conformance swift.org blog post: https://swift.org/blog/conditional-conformance
• Enforce 16-bit limit for # of function parameters, # of tuple type element: SR-6736
• Xcode 9.3 beta 1: https://developer.apple.com/news/releases/?id=01242018a
• Swift Playgrounds 2.0 for iPad:
  • release post
  • App Store
  • subscriptions
• Support for fallthrough into cases with pattern variables: https://github.com/apple/swift/pull/14041
• Compiler crash fix: https://github.com/apple/swift/pull/14102
• Non-exhaustive enums: SE-0192
• Derived Collection of Enum Cases: SE-0194
• Introduce User-defined “Dynamic Member Lookup” Types: SE-0195
• Compiler Diagnostic Directives: SE-0196
• Adding toggle to Bool: forums discussion

Please leave a review on iTunes and join the conversation at http://spectrum.chat/specfm/swift-unwrapped