There are a few facts about Derica Rice that are not only atypical of a Big Pharma CFO but warrant further exploration. Luckily he was very candid in his interview with our chief editor for this article.
While there are numerous examples of businesses in other industries going against the grain and being successful, what about one in the traditionally conservative biopharmaceutical industry?
Ubl talks about topics such as drug pricing, the industry’s approach to PBMs, and the political antipharmaceutical rhetoric.
Why many pharmaceutical and biotech companies are now choosing to bring their innovative early-phase trials to Singapore over the more conventional options of the United States or Europe.
“GSK is willing to make a small return now because we have a long-term view of the market potential of Africa,” says Allan Pamba, M.D., GSK’s VP of pharmaceuticals for East Africa and VP for government affairs for Africa.
Purdue Pharma is attempting to prove the viability of mHealth technologies in clinical trials by evaluating the use of the iPhone, Apple Watch, ResearchKit, and various healthcare apps for patients suffering from pain.
Subscribers can listen to three audio files taken from Executive Editor Wayne Koberstein’s sit-down interview with Lilly’s chairman, president, and CEO.
At a recent conference I overheard a VC admit that a few years ago if a biotech startup approached their company with an idea, no matter how good the data might seems, if it involved Alzheimer’s disease, his company was not interested in backing it.
Suresh Kumar, EVP of external affairs, “Sanofi EVP Weighs In On The Politics Of Drug Pricing,” chaired an Responding to Ebola panelat Davos (i.e., the World Economic Forum’s Annual Meeting, held in Davos-Klosters, Switzerland) in 2015, he found the experience enlightening. “
The first time I sat down for a conversation with Peter Hecht, CEO and cofounder of Ironwood Pharmaceuticals toward developing the March 2016 Life Science Leader magazine cover feature, he prefaced responding to my first question by saying, “In general, I’m not a big fan of the ‘Great Man’ theory of history.
When a pharma is divesting an asset, how important is it to take the asset and the people (i.e., the champions and asset experts) when determining your capital allocation? When do you say that the people have to be included, and what are some of the considerations on the intellectual capital, besides the actual product?
Can Biopharma Jump The S Curve: Part 4 of 4
A behind-the-scenes look at some of the challenges being faced by executives trying to develop drugs in today’s current R&D environment. The Price Of Market Access - Part 3 of 4.
Imagine you get that call from a Big Pharma. They tell you they are divesting X, which is not part of a strategic reprioritization. In other words, they’re not exiting that therapeutic category, just this particular target/product. How do you know what to look for in determining if it is a quality asset or if it actually belongs in the garbage dump?
Hurdles, Pricing And Patents: Part 2 of 4
With much of the science of biological molecules now more firmly understood, there is an increasing drive for the biopharmaceutical sector to follow small molecule pharma down the QbD path.
When you think of companies that revolutionized the way business is done, it is important to consider the attributes of their founders. Often they had gained life experience from working in businesses best be described as tangential to those they eventually disrupted. As a result, these “outsiders” not only brought a different perspective toward tackling problems in these industries, their wisdom to do things differently than in the past resulted in ideas that forever changed the world. For example, Malcom McLean was the founder of a trucking company.
As Jennifer Cook strides across the stage at the Hilton New York Midtown, it is difficult to envision the 2016 Healthcare Businesswomen’s Association’s (HBA) Woman of the Year (WOTY) as being anything but extremely confident. But during her acceptance speech, the Roche executive paints a very different portrait of her early self. “When I was growing up, I was shy, very studious, and quite frankly, insecure,” she admits. “I’ve always had a strong regard for authority and was very willing to follow instructions, trusting that people in charge must know best.”