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.
On the journey to Build an External Pipeline Succeeding in Becoming Partner of Choice.
Executive Vice President
Global Business Development
Exploring the Key Pieces Involved in Creating a Successful Deal & Partnerships
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
Director of BD
& Head of External Innovation
Mid-Morning Coffee Break.
Panel Discussion 2
Building Relationship Flexibility and Role Clarity in Structuring Large and Small Company Deals.
Head of Alliance
VP & Head
Head R&D Strategy
& Business Operations
Head BD&L - M&A
Key Success Factors for Partnering between Pharma and Biotech.
Business Development & Licensing
Are you Ready to Partner? Creating collaboration Capability for Your Organization.
Panel Discussion 3
The Pharma’s view: Are Deals with Big Pharma Becoming Faster, more Collaborative, and more Creative or Just more Complicated?
Director Search & Evaluation Business Development
Head J&J Innovation
West North America
Australia & New Zealand
Mid-Morning Coffee Break
Panel Discussion 4
Deal Making Between Biotech and Big Pharma - What each Side Should Know.
Transactions and M&A Corporate BD
Strategy and Operations
US Business Development
Vice PresidentGlobal Head Search & Evaluation
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.