Chair, Department of Chemical Physiology, The Scripps Research Institute; Co-director, Center for Physiological Proteomics, The Scripps Research Institute
Head of global research and development at Life Technologies
Nobel Laureate, Professor of Biology, Caltech
Director, Life Sciences Institute, University of Michigan
The UC Berkeley BioExec Institute will take place in three separate modules:
Module A: Creating Value – October 9-10, 2012
Day 1: Models of Innovation
The problem of research productivity in bipharma is well understood. Big Pharma is not seeing a return on R&D expenditure; impatient institutional investors want R&D reduced, and the cash liberated to be returned as dividend or in share buybacks. VC’s are finding it increasingly difficult to attract investors to new funds focused on innovation — the limited partners do not want to see their capital tied up in illiquid assets for long periods of time at a time of general financial uncertainty and with the IPO market remaining closed. Yet in spite of this, the rate of discovery in the biological sciences is accelerating. Resourceful investors — both strategic and financial — are looking for ways to translate discovery sciences into innovative products using new models of funding with different partners. The day will focus on discussing some examples.
Day 2: Managing Innovation
A focus on innovative and/or niche models represented at specific companies which may or may not evolve into mainstream strategies. A high-level view of where current strategic investments are being made by ‘traditional’ biopharmas.
Module B: Managing Value – November 7-8, 2012
Day 3: Strategic Product Positioning
Companies often start development on new or improved products because of great technological innovations in the lab. But, ultimately, it is the market – the customer – who decides whether your product is valuable or not. Planning for commercial success starts at the research stage and parallels the entire R&D process. During this session, industry leaders will explore product commercialization, second generation products and potential exit strategies, all in an effort to determine the best way to optimize the value of innovation over time. The content in this session will range from high-level strategic trade-offs to detailed calculations of value (both quantitative and qualitative) and from debating options to understanding the path for optimizing your company’s assets.
Day 4: Successfully Operating in a Global Regulatory Environment
Bringing products to market requires overcoming significant regulatory challenges for the goal of delivering on the safety and efficacy of the product. This session deals with the many gray areas of moving the product through the regulatory process, and understanding the various stakeholders’ goals and political trade-offs in making the decision of whether or not to approve the product. Understanding the key questions that are core to each of the stakeholders unveils the secrets to getting a drug approved and plays an important role to a company’s commercialization strategy.
Module C: Growing Value – December 6 – 7, 2012
Day 5: Deal-maker for a Day
Licensing and partnering are an integral part of the Biopharmaceutical industry. The formerly distinct pharmaceutical and biotechnology industries are merging into one interdependent Biopharmaceutical Industry. Partnered products are the future of innovation leading to a significant increase in attempts to acquire and/or license innovation from others. Big pharmaceutical companies will control fewer and fewer of their new products from discovery through line extension or OTC. This Day explores the underlying economics of deals; the different strategies for measuring risk; and how decisions are made amidst uncertainty.
Day 6: CEO for a Day
Being CEO sounds glamorous, but is it really? When a biotech advances a project into the clinic, signs a licensing deal or announces an acquisition, there are kudos for all. But when a biotech needs to down size, discontinue a project or simply close the doors, you can be certain that the CEO is feeling the pain and probably accepting the blame. On Day 6 of the BioExec Institute you will not only have the opportunity to dialogue with some of the industries most respected CEOs who will provide detailed and candid accounts of what really happened, but you will become a CEO for the day. Using case studies, participants will have the opportunity to navigate three critical and common inflexion points for a biopharma company. This is your opportunity to be CEO for a Day.
Information and registration at http://executive.berkeley.edu/