April 22-23, 2021
Online Livestream
BioPharma BD&LSummit
Driving Collaborative Partnerships to Enhance the Drug Development Ecosystem through Smart and Savvy Deal-Making

New industry regulations bring with them increased costs, which lowers the R&D productivity of the entire industry. It is faster and more efficient to acquire an innovative therapeutic than to develop it in-house, but that requires a sharp focus on searching out and evaluating new candidates for mergers and acquisitions – and then negotiating the best deal that’s a win-win for everyone!

DGE’s Biopharma BD&L Summit provides an unequaled in-depth examination of partnership strategies, licensing priorities, and ways to avoid everything that can go wrong with your next big merger. With the pandemic slowing down R&D, innovative deal structures can help your team still come out on top – so don’t miss out on this unique learning and networking opportunity, presented via a proven interactive online platform.

Top Reasons to Attend
  • Strategic and tactical considerations for negotiating a term sheet
  • Proven approaches for maximizing IP due diligence
  • Insight on new paradigms for external innovation
  • Critical evaluation methods for small companies to deploy on large companies
  • New insights on how the reimbursement environment impacts the deal-making landscape
Who should Attend
  • Business Development
  • Corporate Development
  • Licensing
  • Legal / IP
  • Mergers & Acquisitions
  • Strategic Alliances / Alliance Management
  • Portfolio / Life Cycle Management
  • Due Diligence
  • Search and Evaluation
  • External Innovation
  • Clinical Operations
  • Regulatory Affairs
  • Compliance
  • Scientific Assessment
  • Transactions
This conference is also of interest to:
  • Private equity firms
  • Investment banks
  • Venture capitalists
  • Law firms
  • Data room providers
  • Compliance specialists
  • Regulatory affairs specialists
  • Due diligence consultants
Event Sponsors
New Topics
Featured Speakers
Ana Radeljevic
Adventus Partners
Andrew Davis
Vice Chairman
Ashlyn Roberts
Coalition Manager
Benjamin Brod
Global Head Legal, Oncology BD&L and Portfolio Management
Chris Vlahos
Global Head, Rare Disease External Innovation
David Brower
Vice President, Head of Business Development
Accent Therapeutics
Deepa Talpade
Vice President, Head, BD&L and Alliance Management, Oncology
Douglas Lee
Vice President, BD&L, Head, Digital & Data Science
Erik Paulsen
Former United States Representative
Forrester Liddle
Senior Director Head of IP
Jounce Therapeutics
Jeffrey Warmke
Senior Vice President, Global Business Development
John Stanford
Executive Director
Julie Grant
General Partner
Karen Denton
Vice President, Business Development
Mark Coflin
Vice President, Head, Global Alliance Management
Michael Pine
Senior Vice President, BD and Strategy
Nigel Sheail
Global Head, M&A and BD&L
Patrick Amstutz
Ravi Kiron
Head, BioPharma External Innovation
EMD Serono
Sara Nayeem
Avoro Ventures
Steve Twait
Vice President, Alliance and Integration Management
Zachary P. Neeb
Advisor / Portfolio Strategy, Chorus
Eli Lilly and Company
Event Schedule
  • Identify the needs of your IP team
  • Troubleshoot the IP issues that could delay or derail your deal
  • Structure IP terms to reflect the issues found in diligence
Pharma companies around the world have risen to the occasion to contribute to the global fight against the COVID-19 pandemic. When time is of the essence in developing both new vaccines and therapies for an unfolding crisis, how do teams rapidly mobilize to move the needle with urgency while ensuring the safety of their investments?
• Pull together expert resources to mitigate the risks associated with an accelerated deal
• Shift the value of the partnership from a strict business deal to a global emergency effort
• Manage the due diligence process in record time
The mission of Chorus, Eli Lilly’s full-service, autonomous special force unit within the company that specializes in lean to Proof of Concept (PoC) clinical development for internal and external assets, is to achieve proof of concept rapidly and at a low cost while positioning successful projects for 'pharma-quality' late-stage development. Since its establishment, Chorus has demonstrated substantial productivity improvements in both time and cost compared to traditional pharmaceutical research and development. Here, we describe its development philosophy, organizational structure, operational model and results to date.
• Study how this model develops, de-risks and increases the value of early phase assets supporting Lilly's capital fund strategy
• Identify ways to provide additional resources and an alternative development approach
• Gather the benefits of a “lean development” approach for the purpose of asset evaluation
Development executives are under pressure to support corporate growth strategy by identifying assets and closing deals quickly in a very competitive BD&L environment. Teams must design and build models with the speed required to inform and guide BD&L transactions.
• Identify true performance drivers
• Properly calibrate your data and incorporate it into your forecast
Many biotech firms do not yet have revenues, let alone profitability or cash flow measures. In fact, cash flows prior to approval of a drug will be significantly negative. In the past, this obstacle could be softened by creating face-to-face connections at industry events, conferences and through other networking opportunities. In the current virtual world, how are small companies attempting to show themselves to the industry of potential suitors?
• Build creative ways to get in front of audiences in a virtual world
• Study trends that have formed as a result of changes to face-to-face networking

This session explores licensing and M&A trends across the biopharmaceutical industry, by examining the activities of major biopharmaceutical companies and analyzing trends in business development transactions of biotechnology companies worldwide.

  • Pinpoint technologies that will be attractive to large pharma companies looking to add to their pipeline and development capabilities
  • Quantify the impact that COVID-19 has had on the market
  • Emerging trends that persist in dealmaking post COVID
Good deals must be based upon good science. When one company seeks to acquire another, scientific leadership needs to be heard throughout the process. How can you best structure your scientific assessments of new prospects – among both molecules and companies?
• Compare and contrast the business goals of large and small companies
• Visualize alternate deal structures besides acquisition
• Prioritize due diligence and IP protection
A few months into the new Administration, there is a lot of discussion about the policies being considered in Washington that will impact American life science development. Join us as we discuss the biopharmaceutical and biotechnology innovative ecosystems and policy solutions that will champion intellectual property rights, protect future medical discovery, and, most importantly, help patients in need.
• Prepare for policies that empower and encourage life science innovators
• Create strong patent systems in the U.S. and abroad
Smart deals can be done with scientists, venture capitalists, and large companies innovating together. How do we create the intersection of business and science to make this happen?
• Strengthen the relationships between BD, bench scientists, and VCs for long-term growth and mutual success
• Educate scientists on the fundamentals of deal structures to help strengthen investment strategies
Negotiator, communicator, strategic advisor, analyst, project manager. These are all the hats a business development professional might wear at any given organization during the execution of any partnership. This session focuses on ways to build these skills so you can increase your chances of success.
• Master your market to better position yourself and your organization long term
• Sharpen your functional skills
Alliance managers are an increasingly critical component of how biopharma organizations manage their R&D and commercial partnerships. But many participants in collaborative projects or ventures do not fully comprehend or appreciate their role. While the specifics and priorities differ from one company to another, and from one partnership to another, this panel of experts discusses the roles and responsibilities of an alliance manager and the importance of their part in the lifecycle.
• Anticipate future changes in project stages or collaboration participants and manage transitions smoothly
• Identify the important value drivers and key risks while ensuring those involved do not lose focus on strategic aspects
• Focus on win-win opportunities that extend the relationship by expanding the existing partnership or creating additional spin-off collaborations
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