The agenda of the Pharma Partnering Summit conference is put together carefully, after listening to the needs and requests of industry executives, CEOs, Vice Presidents and Directors in Business Development & Licensing, Alliance Management, Tech Transfer executives, specialists investors in the Life Sciences, corporate advisors and expert organisations in the sector.
Registration
Chairman's Address
Managing Director
On the journey to Build an External Pipeline Succeeding in Becoming Partner of Choice.
Executive Vice President Global Business Development Alliance Management
Exploring the Key Pieces Involved in Creating a Successful Deal & Partnerships
Vice President Head of BD&L Search and Evaluation
Panel Discussion 1
Best Practice in Structuring Deals, Preparing for when Things go Well but also When things go Wrong.
Senior Director BD
Head of BD
Director Early Innovation Partnering
Director of BD & Head of External Innovation
Company Showcasing
Mid-Morning Coffee Break.
Panel Discussion 2
Building Relationship Flexibility and Role Clarity in Structuring Large and Small Company Deals.
Global BD&L Alliance Management Associate
Head of Alliance Management
VP & Head Corporate Development
Vice President Head R&D Strategy & Business Operations
Head BD&L - M&A
Lunch Break
Afternoon Coffee.
Key Success Factors for Partnering between Pharma and Biotech.
Executive Director Business Development & Licensing
Are you Ready to Partner? Creating collaboration Capability for Your Organization.
Executive Director Alliance Management
Panel Discussion 3
The Pharma’s view: Are Deals with Big Pharma Becoming Faster, more Collaborative, and more Creative or Just more Complicated?
Associate Director Strategic Partnerships
Director Search & Evaluation Business Development
Head J&J Innovation West North America Australia & New Zealand
Director Alliance Management
Mid-Morning Coffee Break
Panel Discussion 4
Deal Making Between Biotech and Big Pharma - What each Side Should Know.
Sr. Director Transactions and M&A Corporate BD
DirectorBusiness Development
Director Global Oncology Strategy and Operations
Head US Business Development
Vice PresidentGlobal Head Search & Evaluation
Closing Remarks
Afternoon Coffee
Networking.
The industry developments of the last decade have changed the shape of the pharmaceutical and biotech industry. With the consolidation of the pharma industry R&D productivity seems to be insufficient to support the growth. The underlying need for alliances on the part of ‘big pharma’ in order to fuel growth by ensuring access to new products, and optimizing drug development and commercialisation, seems to go from strength to strength. This has driven the number of alliances worldwide between pharma and biotech companies. At the same time, the total value of alliances has seen an explosion in growth, as big companies compete for the same assets. Alliances have surged to the point that most pharmaceutical companies see each other as potential partners; a remarkably different view compared to doing business a few decades ago. While access to new compounds and novel technologies drives most partnerships, sharing risk in development can be just as important a reason for partnering.
It is consequently no real surprise that, on average, around 30 per cent of the actual revenues of big pharma companies’ derives from products licensed many years ago. This number is projected to increase further, based on the recently licensed compounds now in development. Thankfully, the needs from big pharma are complementary to the partnering needs of biotechs. In a transaction though, the needs of each side can differ widely. Biotechs are small, have little cash and little (if any) revenue stream from product sales. A biotech would also have typically only one or two compounds or technologies to license out, and biotechs focus on development speed and minimum requirements, while pharmas by nature, focus on delivering the optimal profile for a product that can maximise commercial success. This is often the reason for ‘valuation discrepancies’ while a deal is negotiated, with the biotech believing that the compound is more advanced in development than the pharma company considers.
Interestingly enough, big pharma is not only looking to acquire rights to new compounds, but is often trying to find partners for compounds which have been prioritised out of the R&D portfolio and it is becoming increasingly common for very small companies to license compounds from very large companies. Even the largest pharmaceutical companies have certain limitations to their own discovery and development capabilities to bring new compounds to the market very effectively.
The market success of a licensed compound depends on the partner’s effort behind commercialisation. However, even though the strongest company in a field is sometimes the best, this is not always the case. The right partner would be the partner that will best serve the assets. The development stage of products plays an important role in the licensing process. The reasons for a product to be outlicensed, could vary substantially for a compound yet to be developed versus a product already marketed.
