SKU: 18164844423

Biotinylated CEACAM-5/CD66e (499-685) His&Avi Tag Protein, Human

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Description

Biotinylated CEACAM-5/CD66e (499-685) His&Avi Tag Protein, HumanProduct Specification Species Human Synonyms CEACAM 5, CEACAM, CD66e, CEA, Meconium antigen 100 Accession P06731 1 Amino Acid Sequence Glu 499 Ala 685 with His&Avi Tag at the C Terminus Expression System HEK293 Molecular Weight 43 55kDa (Reducing) Purity 95% by SDS PAGE&HPLC Conjugation Biotin Tag Avi Tag, His Tag Physical Appearance Lyophilized powder Storage Buffer PBS, PH7. 4, 5% trehalose Reconstitution Reconstitute at 0. 1 1 mg ml according to

Product Specification


Species Human
Synonyms CEACAM-5, CEACAM, CD66e, CEA, Meconium antigen 100
Accession P06731-1
Amino Acid Sequence

Glu 499 - Ala 685 with His&Avi Tag at the C-Terminus
Expression System HEK293
Molecular Weight 43-55kDa (Reducing)
Purity ＞95% by SDS-PAGE&HPLC
Conjugation Biotin
Tag Avi Tag, His Tag
Physical Appearance Lyophilized powder
Storage Buffer

PBS, PH7.4, 5% trehalose
Reconstitution Reconstitute at 0.1-1 mg/ml according to the size in ultrapure water after rapid centrifugation.
Stability & Storage

· 12 months from date of receipt, lyophilized powder stored at -20 to -80℃.
· 3 months, -20 to -80℃ under sterile conditions after reconstitution.
· 1 week, 2 to 8℃ under sterile conditions after reconstitution.
· Please avoid repeated freeze-thaw cycles.
Reference

1. Li Q, Li Y, Li J, et al. FBW7 suppresses metastasis of colorectal cancer by inhibiting HIF1α/CEACAM5 functional axis. Int J Biol Sci. 2018;14(7):726-735.
2. Baczyska D, et al. (2003) The tumorigenic potential of human CX-1 colon adenocarcinoma cells depends on carcinoembryonic antigen (CEACAM5) expression. Cell Mol Biol Lett. 8(2): 471-86.
3. Blumenthal RD, et al. (2005) Inhibition of adhesion, invasion, and metastasis by antibodies targeting CEACAM6 (NCA-90) and CEACAM5 (Carcinoembryonic Antigen). Cancer Res. 65(19): 8809-17.

Background

Carcinoembryonic antigen-related cell adhesion molecule 5 (CEACAM5) is also Carcinoembryonic antigen (CEA), Meconium antigen 100, CD antigen CD66e, CEACAM5 belongs to the immunoglobulin superfamily and CEA family. CEACAM5 contains seven Ig-like (immunoglobulin-like) domains. CEACAM5 is homodimer protein which binding of E.coli Dr adhesins leads to dissociation of the homodimer. CEACAM5 is cell surface glycoprotein that plays a role in cell adhesion and in intracellular signaling. CEACAM5 is receptor for E.coli Dr adhesins.

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SKU: 18164844423

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4.6 ★★★★★
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Whislin ducks
Louisville, US
★★★★★ 5
Best that I have found for dry mouth.
These are the best for dry mouth at night. They mostly stay stuck. I say mostly because I have had a few come apart. I think that was my fault.
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Reviewed in the United States on February 20, 2026
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scott
Lake Worth, US
★★★★★ 5
Lessons described live up to the book title.
Format: Hardcover
A fascinating read filled with eclectic stories of corporate experiences--the good and the bad. This book provides deep insight and guidance for considering what really matters and is most effective in the internal workings of your company to bolster success.
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Reviewed in the United States on April 10, 2026
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GVG
Lake Worth, US
★★★★★ 5
Must read for any company owner
Format: Hardcover
If you own a company, have a business or are a manager, this is a must read
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Reviewed in the United States on May 24, 2026
M
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moangu
Dallas, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
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Reviewed in the United States on August 16, 2025
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mary Leach
Dallas, US
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
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Reviewed in the United States on November 7, 2025

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