From the start Centocor decided to fill its product pipeline through partnerships with research institutions and marketing alliances. Central to this policy was Schoemaker's ability to network and the company's decision to design diagnostic kits so that were compatible with existing diagnostic systems. Under Schoemaker's leadership Centocor rapidly grew into a profitable diagnostic business. By 1985 the company had revenues of approximately $50 million. In part this success was built upon the swift approval the company won for two of its tests. The first was for gastrointestinal cancer test and the other was for hepatitis B. Between 1983 and 1986 Centocor introduced three other diagnostic tests to the market: one for ovarian cancer (the first diagnostic test available for the disease), one for breast cancer and one for colorectal cancer.