The larger BioHealth Capital Region, of which the I-270 biotech corridor is a part, currently ranks as the fifth largest biotech hub in the U.S. with 39,000 people employed by the industry.
When Celgene began pursuing an aggressive acquisition strategy, David Stirling, Ph.D., a cofounder, decided to leave and eventually start his own company, BioTheryX.
Women in leadership roles in the biopharma industry say it is imperative that the industry’s gender gap problem be addressed — by both men and women. Because, if the current trend of women leaving the industry continues, this problem will become a worker-shortage problem and reduce innovation that is vital for industry growth.
Don DeGolyer talks about the process he took to go from working at a Big Pharma like Sandoz to founding and running his own small specialty pharma company.
Former Big Pharma employees are helping startups go further in the drug development process, and in return, small companies are offering those with Big Pharma experience a chance to see what it’s like to have a large impact on the trajectory of a small company.
Tawni Koutchesfahani, director of manufacturing strategy at Relypsa, says pharmaceutical manufacturing must diversify if it is to thrive. That means the recruitment and retention of more women and more millennials.
Biopharma startups are enjoying a window of opportunity for successful IPOs that opened in mid-2017. CEOs share their experiences of going public, what is fueling IPOs, and tips for others thinking about making this important next step.
An in-depth look at J&J’s QuickFire Challenge program and how some of the winners have benefitted (and grown) beyond the cash grants.
Creating unique cultures that motivate your inherently diverse teams for the long haul to FDA approval is the secret to recruitment and retention in pharma where competition for highly skilled workers is fierce. It is also the key to achieving high performance and employee satisfaction.
Former Pfizer exec and current partner at VC firm Polaris Partners Amy Schulman talks about what it takes to lead a pharma startup.
As CEO of Ensysce Biosciences, a semi-virtual company with three employees, Lynn Kirkpatrick, Ph.D., knows all about the funding struggles of a small company.
Drug companies have begun experimenting with value-based models, largely in response to public outrage over the cost of prescription drugs and the U.S. government’s efforts to rein in those costs.
This is the first in a two-part series on value-based healthcare. In Part II, Life Science Leader will look at value-based models used to determine the price of drugs.
Chronic pressure is a way of life for those starting pharmaceutical companies. It’s a life filled with rounds of funding, investor demands, performance deadlines, and possible compound failures. But what if the technology owned by a startup drug discovery company was suddenly in demand by some of the world’s largest food and beverage corporations? What if that opportunity gives you the flexibility and time to conduct your research on your own timetable?
Ask life sciences industry leaders and experts about blockchain and you will hear it called everything from “a game changer” to “a major disrupter.” According to the hype, the technology behind cryptocurrencies, like bitcoin, is going to completely transform day-to-day operations for life sciences companies.
As the biotech sector in the U.S. continues to grow, it is doing so not just in hubs, but in smaller places like New Hampshire — where some of the state’s biopharma entrepreneurs say: “Smaller is better.”
To take the pulse of the biopharma industry, Life Science Leader tracked down four CEOs age 40 and under. These are the people at the forefront of innovation — something that is no easy task in a heavily regulated, patient-centered industry. Biotech is not tech. Heading up a company that is developing a pharmaceutical is a lot more challenging and riskier than starting one in your garage that is developing the next mobile phone app.
Roger Newton still remembers the day in November of 1997 when he tripped over a pile of books in a Borders Bookstore in Ann Arbor, MI. He looked down on a back cover of one of the books to see the words: “Don’t let your company kill you.” He turned the book over and saw the title of Robert E. Quinn’s book, Deep Change: Discovering the Leader Within. His life and career would never be the same.
Amorsa Therapeutics has accomplished something rare — if not unheard of. The company, founded in 2013, was self-funded for three years before entering into a strategic partnership with Janssen Pharmaceuticals in January 2017. This journey was made possible by industry experience, scientific expertise, and rock-solid confidence in their choice of therapeutic target.
After the worldwide success of statins, no one expected the epic failure of a class of drugs designed by the biggest names in Big Pharma to double the reduction in cardiac risk seen with statins alone. Statins lowered LDL, the bad cholesterol. The new drugs, called cholesteryl ester transfer protein (CETP) inhibitors, would raise HDL, the good cholesterol. Taken together, the drugs would reduce risk of cardiovascular events by up to 80 percent — or at least that was the idea.