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.
Life Science Leader magazine’s Chief Editor, Rob Wright, was invited to attend the NASDAQ opening bell ringing ceremony on Wednesday, August 7, 2013 as a guest of the executive leadership team of NeoStem, a leader in the emerging cellular therapy industry. By Dan Schell
Research and development (R&D) expenditures in the biotechnology industry grew five percent in 2011, bouncing back after a decline the prior year. According to a new study from BDO USA, LLP, an accounting and consulting organization, on average, biotech companies spent $50 million on R&D in 2011, up from just over $47 million invested in 2010. By Dan Schell
New global regulations have forced the concept of pharmacovigilance to expand beyond just identifying adverse events. Today pharmacovigilance is on the minds of every pharma and bio executive, and it starts earlier in the drug development process. By Dan Schell, Life Science Leader magazine
Blockbusters, megamergers, government investigations — Fred Hassan has experienced them all during his nearly 40-year career.
"Many companies are seeking to lower risk by reducing their focus on innovative medicines. This is not our path. Our strategy is to create value by accelerating the flow of innovative new medicines that provide improved outcomes for individual patients.”