Moderna was founded in 2010 to explore how messenger ribonucleic acid (mRNA) could be used to create breakthrough medicines by encoding instructions for the body to create antibodies. When St phane Bancel (HBS 2000) took over in 2011, he bet on the potential of this technology by investing in automation and digitization. Understanding that people would ultimately make the science work, Bancel also invested much of his own time into developing the company's culture and talent. However, as headcount grew, it became harder to personally manage the company's culture and align the workforce. In 2019, Bancel hired Tracey Franklin to spearhead a new "People Platform," a scalable system which would integrate the company's culture into every facet of talent management throughout the employee lifecycle. The Platform aimed to drive exceptional performance and effectively guide decision-making based on the company's values. Moderna's early preparation paid off when the COVID-19 pandemic struck. Moderna was able to develop and distribute its COVID-19 vaccine (Spikevax) in record time while growing the workforce from 830 to nearly 4000 in just three years. Now, in 2023, Moderna was preparing to expand its product portfolio and international footprint. Jason Willard, VP of Manufacturing Operations, had been essential in manufacturing Spikevax, but was struggling with the new complexity of his position. Franklin had a decision to make-should she keep this devoted but underperforming employee and try to retrain him for the role? Or should she hire a better-prepared Senior VP above him? Could he stay with Moderna at all, given his lackluster output? And what message would it send to fire him?