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