This article discusses what should be addressed to mitigate enterprise risks as they pertain to data integrity. It also lists what data-integrity compliance issues you should assess when choosing a CDMO.
Laura Indolfi and Elizabeth O’Day discuss how being chosen for the Massachusetts Next Generation Initiative (MassNextGen) changed their respective biopharma companies.
“This was a real turnaround type of challenge, and I knew it was going to be a steep learning curve for me,” says Steven Yatomi-Clarke of Prescient Therapeutics. “In fact, at the time, I probably underestimated the amount of work it was going to take to get the company up to scratch.”
A preview of an October 2109 issue article that discusses the results of the 2018 MassNextGen initiative that provides funding and coaching support to early-stage life sciences companies started by females.
A summary of some key sections of version 10 of Deloitte’s Life Sciences Accounting And Financial Reporting Update—Including Interpretive Guidance.
An inside look at how CEO Yuval Cohen communicates and interacts with employees at Corbus Pharmaceuticals, and how all of that affects the company’s culture.
Sam Cobb, managing director and CEO of Australian biotech AdAlta, talks about how the company has struggled to procure funding over the years and the strategies they employed to finally get listed on the Australian Securities Exchange.
Good storytelling is the crux of every article in Life Science leader, and our October issue is no exception. Here are a few examples of what not to miss in our next issue.
Like many people, I’ve always loved a good underdog story, and recently Life Science Leader has had some good ones. We also have a great CEO Corner coming up in our September issue that talks about what it’s like going from being a VC to founding and running a biopharma.
The large changes impacting biopharma in the Delaware Valley (i.e., Philadelphia metropolitan area) have presented a rather unique opportunity for capturing surplus biomedical research assets. As many of us know all too well, facility closures and downsizing initiatives usually result in the disposal of significant quantities of expensive chemicals, starting materials, equipment, consumables, and general and specialized industrial-grade glassware. That usually meant the safe disposal of the chemicals and the remainder of the materials being sent to landfill after appropriate washing and crushing.
When Roger Crystal, M.D., says that he understands the importance of being “flexible” in the business of biotech, he’s not spouting typical ambiguous CEO-speak. In his case, he’s referring to his company’s willingness to pivot, to “pause” a path that they had invested years of time and resources to and choose a new core objective.
Although I’ve rarely traveled to shows since we launched Life Science Leader in 2009, I’m not unfamiliar with fulfilling this duty as an editor; I did it for six years prior to focusing exclusively on LSL. Still, there was one element of World Biosimilar Congress that seemed foreign to me — the role of the chairperson Richard DiCicco.
The tech world is filled with stories of companies that grew from modest beginnings with minimal capital: Steve Wozniak and Steve Jobs tinkering in Jobs’ garage; Michael Dell scraping together $1,000 to buy parts and build personal computers in his dorm room at the University of Texas.
Twenty-two years after graduating college, Michael Jaharis purchased his first pharmaceutical company. That was in 1972. Four decades later he had amassed a career — and a fortune — in the pharmaceutical industry highlighted by the sales of three companies: Key Pharmaceuticals, Kos Pharmaceuticals, and Pearl Therapeutics.