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Day Two: Tuesday, April 24
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7:30am
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Morning Coffee and One-to-One Meetings
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8:30 Chairperson’s Opening Remarks & Review of Day One
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8:45 Alliance Management Effectiveness in the Pharmaceutical Industry
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As more and more Pharmaceutical organizations work to build and implement their alliance management practices, some predictable patterns of what is more and what is less effective have emerged. In this interactive presentation, Mr. Kliman will share his impressions based on Vantage's experience of working with most of the major alliance management initiatives now in place.
- Alliance Management model choices being made in the Life Sciences industry, what works and what doesn't
- Capabilty gaps - both within Alliance Management groups and the larger organizations which they serve
- Steps to take to overcome challenges and both add and be seen as adding significant value
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Stuart Kliman, Head, Pharmaceuticals Practice Area, Vantage Partners
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9:30 Launching a Successful Alliance: A Study of Two Partners |
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Schering-Plough and Novartis have agreed to collaborate to develop and commercialize globally, novel once-daily inhaled fixed-dose combination therapies for the treatment of asthma and chronic obstructive pulmonary disease (COPD), two of the world’s most prevalent respiratory diseases. The presentation is about maintaining and expanding a productive alliance in the face of a complex collaboration agreement, organizational and market driven changes.
- Importance of the leadership aspects of governance
- Critical role of an alliance manager in fostering a strong relationship
- Difficulty and importance of maintaining transparency between alliance partners
- How emotional intelligence directly affect bottom line results
- Role an outside expert can play
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Dominic DiGiorgio, Director, Alliance
Management, Global Licensing, Schering-Plough
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Carolyne Zimmermann, Director, Global BD&L, Head of Alliance Management Respiratory, Novartis
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10:15
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Networking Coffee Break and One-to-One Meetings
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11:00 Complementary Alliance Management Experiences
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NicOx is a product-driven French biopharmaceutical company dedicated to the development of nitric-oxide donating drugs. Through active participation in our 6 collaborations with research and development partners, NicOx has gained significant experience of the benefits, upsides and potential challenges of Alliance Management for a small biopharmaceutical company. We consider Alliance Management to be a key role in the continuing success of our collaborations and have placed dedicated resources behind it. Here, we will present our positive experiences to encourage further development of Alliance Management.
- Structure and management of alliances at NicOx
- Effective communication within the alliance
- Building credibility and trust across several organisations
- Managing alliances between organizations of very different scales and capabilities
- Case studies and learnings from NicOx experience
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Gavin Spencer, PhD, Licensing & Alliances Director, NicOx SA
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11:45 Alliance Management – How Do You Know It’s Working?
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Across the industry pharmaceutical companies are increasingly looking to external sources to sustain and grow their product pipelines. As a consequence the proportion of R&D budgets spent externally is increasing and complexity and risk are growing. It is thus not surprising that there is now an industry-wide recognition of the importance of managing these alliances effectively. This presentation will consider what we mean by “managing these alliances effectively”, what contributes (and does not contribute) to achieving this and how we determine whether our alliance management processes are working.
- What is alliance management aiming to achieve?
- What’s in scope / out of scope?
- Metrics for accessing the success of alliances and the success of alliance management
- What helps and hinders?
- Strategic alignment
- How to tell if it’s working
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Rob Hockney, PhD, Director, Alliance Management, Global Discovery Alliances, AstraZeneca plc.
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12:30
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Networking Luncheon and One-to-One Meetings
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1:30 BI3 – The Biogen Idec Innovation Incubator:A Case Study in Innovation
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Accessing external innovation is a critical challenge for the biopharmaceutical industry. Meanwhile, there is a perceived “funding gap” between academic research and commercial/clinical development that stifles the discovery-to-development process. Biogen Idec has launched a new incubator that hopes to address both of these problems through a unique and innovative model for investing in and partnering with academic labs and early stage drug development companies. Some of the unique aspects of this model include a short-time to exit (3-4 years), an attractive financial return profile for founding academics, and a collaborative partnering model.
- An overview of external innovation in Biopharma
- Introduction to the “funding gap” & summary of some approaches to filling this gap
- Biogen Idec’s BI3 Innovation Incubator – unique aspects of the model
- Lessons learned to date
- Challenges and opportunities moving forward
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Jeff Behrens, MBA, MS, Head of Business Operations, New Ventures & Biogen Idec Innovation Incubator, Biogen Idec, Inc.
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| 2:15 Partnering and Deal Management from
the Drug Delivery Company Perspective
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| With the slow down in productivity from big pharma’s R&D efforts, the number and the value of deals involving drug delivery technologies are growing. While the importance of these deals to both the drug delivery company and the pharma company cannot be underestimated, the traditional deal structure based on milestones and royalties is no longer the norm. Aligning both parties’ expectations around deal complexities that can span from manufacturing rights to product quids, is critical to successfully managing these alliances. This presentation will discuss points to consider in structuring deals and managing the resulting alliances around pharmaceutical product development involving drug delivery technologies from the drug delivery company’s side of the table.
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John Taylor, Associate Director, Business Development, Eurand
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3:00
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Networking Refreshment Break and One-to-One Meetings
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3:15 Alliance Management: Adding Value During the Deal Evaluation/Negotiation Process
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Many Alliance Management staff are frustrated that partnership deals are completed with little input from Alliance Management and, after deal-signing, it becomes the responsibility of AM to manage the alliance partnership within a deal structure that may be sub-optimal and/or with a partner that poses some difficult cultural challenges to effective collaboration. This talk will address what AM professionals can do to earn a place at the BD table during deal negotations and better ensure a smoother deal integration process once the deal is signed.
- How Alliance Management can provide partnership history, cultural compatibility evaluation and competency assessment of key partner staff, as part of the due diligence process
- How the conduct of the due diligence and negotiation processes can be structured, to help establish a foundation for effective alliance attitudes, behaviors and, ultimately, better performance
- What preparations can be made, prior to deal-signing, to ensure an effective, efficient transition to alliance integration
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John Buckingham, SVP, Alliance Management, Endo Pharmaceuticals, Inc.
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4:00 The Other Side of Alliance Management: License Compliance
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This presentation concerns the other side of alliance management: licensee compliance — watching the money and the technology. Often in the general excitement of getting license agreements and other deals done, there is a tendency at times to overlook the process of keeping an eye on the technology and money in the alliance or license agreement. This is especially true of older agreements and those dependent upon the long product development cycles so prevalent in biotech and pharma firms. Topics to be covered include:
- Why monitoring of licensee compliance is important
- How to assure that your licensees are treated fairly but comply with license terms
- Effective strategies to settle license disputes
- Performing royalty audits
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Steven M. Ferguson, Director, Division of Technology Development and Transfer, Office of Technology Transfer, National Institutes of Health
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4:45 Close of Congress
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