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.
Breakfast Meet & Greet Outside Grand Ballroom
Registration
Chairman's Address
Managing Director
Building relationship flexibility and role clarity in structuring large/small company deals
Senior Director External Innovation
Senior Director External Partnerships
Senior Director BD & Licensing
Director Strategic Alliances
Executive Director
Sr. Director Strategic Alliance & Partnership Management
Showcasing : 09:30-09:50 - Symeres Netherlands B.V / 09:50-10:10 - Zuellig Pharma / 10:10-10:30 - OssiFi Therapeutics
Mid-Morning Coffee Break.
Best Practice in Structuring deals, preparing for when things go well but also when things go wrong.
Senior DirectorBusiness Development
External Innovation Lead
Vice President Business Development
Corporate BD Head of Search Evaluation & Licensing
Director Global Oncology Partnering
Showcasing: 11:20-11:40 - Novastage Pharmaceuticals, Ltd / 11:40-12:00 - BPG Bio / 12:00-12:20 - NIBEC Co Ltd 12:20-12:40 - PharmAust Limited / 12:40-13:00 - EVERSANA
Lunch Break
Afternoon Coffee.
Panel Discussion: Deal Making: What is on trend, what is off trend, and what is coming next?
Senior Director BD&L
VP Head of Corporate & Business Development
Senior Director External Innovation in Interventional Oncology
Head of BD VP Corporate Development
Search and Evaluation Worldwide Business Development
Showcasing: 10:00-10:20 - TBC / 10:20-10:40 - ViVerita Therapeutics inc
Deal making Between Biotech & Big Pharma - What Each Side Should Know - Understanding & Satisfying The Needs
Senior Director Search & Evaluation
Sr. Director BD
Head, US Business Development
Global Head External Innovation
Director Portfolio Strategy and Alliance Management
Panel Discussion: Choosing The Partner of choice that aligns with company goals
Senior Director Alliance Management
Senior VP Head of US BD
Director BD
Exploring the Key Pieces Involved In Creating Successful Deals and Partnerships
Director BD&L Search & Evaluation
Strategic Partnerships Lead
Head of BD US & China
Vice President Head of BD & Alliances
Showcasing: 12:30-12:50 - TBC
Closing Remarks
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.
