In this exclusive with Sue Dillon, Ph.D., head of Janssen Immunology, she talks candidly about topics such as how the company marries the precommercial and commercial functions.
So how does a lawyer become head of patient advocacy at one of the largest biopharma companies in the world? In Liz Lewis’s case, it started at the Washington, DC-based law firm, Epstein, Becker and Green where she represented healthcare and life sciences companies and served as cochair for the firm’s pharmaceutical practice group.
For Aratana Therapeutics, 2016 was a banner year. The biotech company, founded in 2010, achieved FDA approvals for three of its 10 pipeline drugs. Last year the Kansas City-based company also forged a global partnership with the pharmaceutical giant Eli Lilly, a track record that any young biotech company would like to achieve.
In preparing for this trends issue of Life Science Leader, there were numerous clinical topics I could have discussed. Many new technologies are emerging that will change how trials are conducted and impact everyone involved in the process. All of them are deserving of attention.
The sharing of this knowledge is meant not merely to provide you wisdom, but hopefully inspire insight.
We posed some difficult questions to biopharma-company leaders on tough political, economic, and business challenges — those likely to become even tougher for the industry in 2017. The bravest among the invited answered our queries with thoughtful responses regarding thorny issues such as Brexit and the U.S. election, drug pricing and reimbursement, new life science business models, and the industry’s technological future.
From global macro trends to a discussion of which trends from other industries will leak into life sciences, these top-level experts offer in-depth insights for the coming year.
This fall, during the weeks following the great Turing-ignited clash over drug pricing and the consequential plunge in biopharma stocks and valuations, we captured the thoughts of six leaders in life science investment capital, which fuels drug development by hundreds of new companies every year.
As pharmaceutical manufacturing continues its shift from a volume-based business to being more specialized, pharma companies are attempting to reinvent themselves in this altered, and sometimes unfamiliar, landscape. While many core production objectives remain the same (i.e., bringing new therapies to market, maintaining GMP, ensuring quality assurance, and meeting supply demands), the means by which to accomplish these goals are more multifaceted than ever before. Therefore, as pharmaceutical companies enter 2016, they need to focus on making their operations more agile and flexible.
In December 2014, Biogen got some huge news that sent its stock up nearly $19 — in just one day! The company had achieved positive Phase 1b clinical trial results for its experimental Alzheimer’s drug, BIIB037 (aducanumab). The data looked so good, in fact, that Biogen announced it would be fast-tracking the drug straight to Phase 3 clinical trials.