Frustrated with congressional Republican inaction on major pieces of his agenda, President Trump cut deals with Democrats on a short-term increase in the debt ceiling and funding the government. Then to the surprise and consternation of his base, Trump agreed to work on a deal to extend DACA, a Democratic priority. But what does Trump’s new interest in working with Democrats mean for healthcare policy-making? That is not yet clear.
When Maria Fardis, Ph.D., MBA, joined Lion Biotechnologies as CEO, she knew “The word ‘Lion’ didn’t really define us as a company or the advancements we had made with our TIL technology.” So, nine months into her tenure, Fardis and her team began the process of changing the company name to Iovance.
As the cost of developing new medicines continues to rise, more pharmaceutical companies are looking at how artificial intelligence (AI) can help in drug development. But there are some hurdles to overcome before its full potential is reached.
All CEOs of small, publicly traded biotechs are required to wear many hats in the office every day. That’s why having a leader with a diverse background and experience in a variety of functional areas is an asset. Here we look at some of the various areas of expertise that can help create a more diverse C-suite executive.
“The Korean pharmaceutical industry has been accelerating investments in open innovation and focusing on R&D for entry into overseas markets,” says Deborah Chee, president, Korean National Enterprise for Clinical Trials.
Daniel Skovronsky, M.D., Ph.D., is the SVP of clinical and product development at Eli Lilly and Company. But prior to taking on this role, he held the title of CEO of Avid Radiopharmaceuticals — a company he founded in Philadelphia while still a graduate student at the University of Pennsylvania. This article explores some of the differences between this executives past and present roles, and is a good prequel to the upcoming article that explores how he went about building a $300 million company.
When I interviewed Axovant Sciences CEO David Hung, one of the questions posed was sparked by our discussion of his experience at Pro-Duct Health and his invention of a microcatheter for early detection of ductal breast cancer in women. As he explained his medical device invention, Hung commented, “I don’t want to be just medicines, or just devices, or anything like that.”
Chief Editor Rob Wright recently conducted an in-person interview with David Hung, formerly of Medivation and current CEO of Axovant Sciences. Though many may credit the FDA’s approval of Medivation’s Xtandi (enzalutamide) as being the primary driver behind Hung’s rise, Wright argues that there are a number of other predictors that should be evaluated when anticipating future success.
Don't miss this free (all-access) sneak peek of our upcoming September feature article on how Brent Saunders built Allergan’s social contract, a document that may likely define his biopharma legacy. “Over time, as people evaluate my leadership in the role, I hope it is not limited to the social contract," he says.
Investors are recognizing life sciences real estate as a valuable specialty asset class. In fact, it’s a trend gaining momentum as major real estate investment trusts (REITs) and entrepreneurial investors alike create new homes for life sciences activities.
FDA Commissioner Scott Gottlieb has taken the wheel at an exciting time, when insights from genomics are starting to come to fruition and promising new therapies based on new technologies are being developed. This article explores some of the policy changes happening now in the regulatory rare disease space — and shifts we expect to see in the future — as the FDA’s leadership team implements these changes at the agency.
Generally, the market intelligence that’s behind a successful life science market strategy isn’t public, but if you could take a peek, you’d likely find these four best practices.
Amid today’s rapid-fire business climate and the ever-changing healthcare landscape, it’s not unusual for leaders to move quickly. Fast is fine, but are you going too fast, too often? Are you sure your leadership style isn’t leaving people in the dust or pushing them away?
In spite of my preference for “happily ever-after” as detailed in a previous article, sometimes things do not go well for medical device companies as it pertains to regulatory affairs.
When the Clinical Leader team attended the 2017 DIA Annual Meeting in June, the topic we heard discussed more than any other was real-world evidence (RWE) — that is, information about a drug that is collected outside of clinical trials. RWE is not a new concept, but there are good reasons for all the current attention being paid to it in the pharma industry.
Pharmaceutical companies face many challenges: developing life-changing products that meet the needs of patients, physicians, and payers; adhering to regulatory standards; and managing health technology and payer scrutiny, all while trying to satisfy investors. As drug prices seem to be continually rising, many health plans are shifting more of the cost-sharing burden to patients. As a result, the patient is becoming more of a “consumer” in the traditional sense.
Newly-appointed Pfenex CEO, Eef Schimmelpennink, faces the challenge of determining how to adapt Pfenex to a constantly changing future. Though it's still very early in his tenure, Schimmelpennink highlights some areas he will keep in mind as he steers Pfenex's future biosimilars onto the market.