Event Schedule
ALL TIMES ARE IN CST
  • 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
ALL TIMES ARE IN CST
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