Industry Leader articles are written by executives at biopharma companies, consultancies, research firms, and companies that provide services or products to sponsors. The topics are nonpromotional and focused on industrywide business issues.
Organizations and their leaders often focus on what needs to improve, but research shows there is more to be gained from a strengths-based approach. Coaching around strengths yields greater optimism and success.
With the right preparation and investments, entering the federal government market can lead to considerable growth and visibility for your company. Consider the following tips for increased chances of success.
The medical device market is about to succumb to a raft of substantial international regulatory changes, starting with Europe’s MDR in May 2020, as public pressure and industry authorities call for greater accountability for patient safety.
Typically, there are two paths biotechs take when going public — seeking VC funding or raising capital via a reverse merger. However, INmune Bio chose a third path.
Much like in many other areas of the drug development continuum, the focus now in the cold chain is on data and how it can be unlocked and analyzed in real time to save money, time, and resources — while also better ensuring patient safety.
As the industry’s appetite for creating and using data-driven insights to improve clinical outcomes continues to grow, so does the need to integrate and validate disparate data sources. Efforts to impose greater consistency and rigor should be welcomed by all.
Life science leaders must balance their need to apply AI technologies to improve patient care, and bottom lines — without getting caught-up in the AI hype machine.
Let’s face it … pitching potential investors is a remarkable opportunity. It could be your one shot at getting your idea or company off the ground, so you better be appealing, tantalizing, and even provocative.
Women who are starting life sciences companies often do not have access to a network of mentors and advisors, whose strong advocacy establishes instant credibility and opens the doors to investors.
Here are some examples of why “soft skills,” such as those related to relationship building, leadership, and communication, are essential to today’s pharma and biotech leaders.
Rob Wright explores what makes a serial entrepreneur tick (part 1) via Brad Margus, cofounder and CEO of Cerevance. Margus may have started out in the shrimping business, but he went on to found a disease specific 501c3 nonprofit, ultimately leading him to found three different biopharmaceutical companies.
In part 2 of what makes serial entrepreneur Brad Margus tick, Rob Wright explores the various lessons learned by Margus during the founding of multiple biopharmaceutical companies, along with an update on the 501c3 nonprofit organization he helped to cofound, the A-T Children’s Project.
John Oyler, cofounder and CEO of BeiGene, a 9-year-old global biopharmaceutical company today valued at more than $8.5 billion, discusses the importance of having a “rock star” scientist cofounder in Xiandong Wang, Ph.D., and his impact on recruiting top talent.
The little known story of an immigrant couple making a $15 million difference for U.S. veterans.
A Life Science Leader reader shares their thoughts on why the biopharmaceutical industry’s reputation is so dismal, but also proposes solutions for how to repair it.