STRATEGIC PERSPECTIVES ON EMERGING DRUG DISCOVERY ALLIANCE MODELS Mary Louise Bell, Nimbus Therapeutics Charles McOsker, BioMotiv LLC Swati Prasad, Charles River Laboratories
STRATEGIC PERSPECTIVES ON EMERGING DRUG DISCOVERY ALLIANCE MODELS
Mary Louise Bell, Nimbus Therapeutics
Charles McOsker, BioMotiv LLC
Swati Prasad, Charles River Laboratories
NON-TRADITIONAL ALLIANCE MODELS ARE PATHWAYS FOR OVERCOMING OBSTACLES TO COMMERCIALIZING INNOVATION
Alliance Innovation can help achieve the summit
Proof of Concept
Research Full Development Commercialization Preclinical R&D
Opportunity
Phase 1
DIVERSIFIED PLAYERS IN THE EMERGING MODEL DRUG DISCOVERY ALLIANCE MODEL
New/emerging approaches in last 5 years Leveraging diverse expertise Increased build-to-buy activity Expanding universe of talent and expertise Engaging partners in innovative ways
Goal: Accelerate the science & shorten the time to success or failure
CRO as drug development partner
Biotechs & BioPharma
CRO
Biotechs & BioPharma
Academic PIs
Academic PIs as partners
Emerging model
Traditional model
Non-traditional accelerators
CASE STUDY: NON-TRADITIONAL ACCELERATORS ENGAGE ACADEMIC PIs & CROs IN CLOSE INTERACTION
Company Leadership (from BioMotiv)
BioMotiv Executive Leadership Business Development F&A, Legal
Academic Collaborators
CROs
BioMotiv Subsidiary Company
• Collaborative interactions provide increased energy and insights
• Easier and more productive to engage distributed expertise
• Several examples where collaborative engagement advanced project from single indication to validation in multiple indications in different therapeutic areas
CASE STUDY: BIOTECH-CRO ALLIANCE for DRUG DEVELOPMENT Testing Emerging Model using 1-Program Experiment
END-TO-END INTEGRATED DRUG DISCOVERY
• Access diverse resources from one expert source • Eliminate hand-offs across multiple vendors • Forge an integrated accountable cross-company Team • Simplify/streamline relationship management • Potentially achieve preferred pricing Target IND
Q & A Discussion
IMPROVING PARTNER SELECTION
OPTIMIZING EXECUTION
KEYS TO ALLIANCE SUCCESS: IMPROVING PARTNER SELECTION
Pick the right partners
Achieve compatible EQs across partners
Confirm partner's science early / critically examine the data
EQ = Emotional Quotient
o Be persistent & insistent -- Don’t settle for a “good-enough” partner organization o Commit resources pre-relationship o Align incentives for working together in partnership towards common goal
o Actively scout for the right-fit individual players o Get “know it all” personalities out of the way o Create bi-directional and trustful relationships to tap into the full-range of
knowledge/skills
o Don’t be politically cautious; repeat the science o Don’t build on faulty science
KEYS TO ALLIANCE SUCCESS: OPTIMIZING EXECUTION
Fully engage ALL partners in the project team
Manage partner expectations (appoint internal alliance champion)
Re-examine processes and procedures
Remain project-focused
o Ensure back-and-forth flow of information o Don’t sequester collaborators or founders in advisory panels, one-off discussions o Share ownership & invest in the relationships o Consider annual planning meetings to discuss broader pipeline of potential projects
o Utilize Alliance champion who understands and has influence within organization o Adjust approaches/behaviors to reflect shared ownership & to maximize benefit
o Simplify complex internal systems o Dedicate resource(s) to navigate internal systems o Modify modes of communications (Often a challenge in an emerging model)
o Don’t create partner dependency on funding o Balance innovation and focus