Recognized today as one of the world’s most-innovative companies, BioMarin was a far cry from that 12 years ago when Jean-Jacques Bienaimé took over.
At a Stanford University conference last week, Office of Management and Budget (OMB) Director Mick Mulvaney said President Trump keeps asking him what he is doing to address the high cost of pharmaceuticals.
We continue the story of Geert Cauwenbergh whose nearly 40 years in the industry included work with Paul Janssen as well as being a startup entrepreneur with RXi Pharmaceuticals.
Cuba has become a recognizable southern leader in the biopharmaceutical industry and has pharmaceutical export partnerships with more than 50 countries. According to BMI Research, exports include 30 innovative medicines manufactured only in Cuba.
“The one thing I wish could have been different with the compassionate use program is that I would have known about it earlier,” says Nicole Pierson. And she’s not alone.
Why is this company’s strategy paying off despite several small-cap biotechs and large-cap vaccine players having seemingly abandoned their programs?
For decades, large pharmaceutical companies operated in a fairly standardized manner, including their organizational structure. Big Pharma’s structure, generally, was the result of traditional corporate design formed over years of growth and expansion. As companies became larger, their decision-making procedures and other business processes also expanded.
A few months ago, Biosimilar Development published an interview with Dave Picard, VP of biosimilars and injectables for AmerisourceBergen, who shared his predictions on how biosimilars will fit into hospital distribution models. Based on the popularity of that article, we decided to reach out to another leading U.S. drug wholesaler for their perspective on the topic. In this Q&A, Chadi Nabhan, M.D., VP and chief medical officer of Specialty Solutions at Cardinal Health, discusses biosimilar uptake at the hospital level — and how biosimilar companies should be planning their distribution strategies.
Much has been written in recent months about the FDA’s final guidance for industry, Contract Manufacturing Arrangement for Drugs: Quality Agreements, issued in November 2016. Recently, a thorough assessment of the guidance requirements and gaps was published on this website. (See FDA's New Quality Agreement Guidance — What It Says (And What It Fails To Say) and Examining FDA's New Quality Agreement Guidance.)
Whether your relationship with the FDA starts with pre-IND feedback or simply with an IND submission itself, these early interactions will likely form the basis for a long (and hopefully happy) marriage. After all, this liaison could very well last beyond submission and initial approval of a marketing application to include additional trials relevant to the drug’s development and labeling. As there is no manual available for building an effective and collegial relationship with the FDA, this article offers helpful tips to assist sponsors in establishing and maintaining this critical union.
Whether you’re a fan of Steve Jobs and his products or not, two things are undeniable: He was very successful and very different. Now you can relax; this short article will not provide a blow-by-blow account of the man and his methods. “What would Steve Jobs tell the pharma/biotech industry?” is just a metaphor to encourage our industry to radically change — not by reinventing the wheel, but by copying the success of others.
In the July 2017, Life Science Leader magazine we will be publishing the article — Balancing Biopharma’s Bright Future Against Its Tarnished Image — 6 Retired CEOs Share Insights For Today’s Industry Leaders. The story features six former CEOs: Mike Bonney (Cubist); Hank McKinnell, Ph.D., (Pfizer); Francois Nader, M.D., (NPS Pharmaceuticals); David Pyott (Allergan); Stephen Sherwin, M.D., (Cell Genesys); and Henri Termeer (Genzyme).
Being the head of any Big Pharma is bound to test an executive’s work-life balance. But when that Big Pharma is headquartered in Australia, and the company prides itself on being a “global operation,” maintaining any kind of work-life balance is a formidable task. “I’m not the poster child for how to strive for work-life balance,” admits Paul Perreault, CEO and managing director of CSL.
In 2002 Liz Lewis joined Takeda where she is currently chief counsel and head of patient advocacy at Takeda Oncology. Lewis sat down with me to share how she helped enhance Takeda Oncology’s patient advocacy organization.
As we get closer to one of our industry’s biggest annual gatherings, the BIO International 2017 Convention in San Diego, June 19 – 22, I have begun to pin down my schedule for which educational sessions I plan to attend. For me, this has always been a challenge, as BIO has so much great educational content. And with many of the educational sessions overlapping, I find I have to pick and choose where I want to be, often with at least two options from which to pick.
On April 25, 2017, I posted a blog asking the question, Who Is The Biopharmaceutical CEO Of The Year. In the blog, I included a link to a short survey. Our goal was twofold: see if there was enough interest in continuing to pursue such an award, and generate an initial list of names that would be in contention. Thus far, 10 names have been submitted via dozens of submissions, but it’s too early for us to make any decisions or conclusions based on such a small amount of data.
