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Throughout the GMO, biotech and agrochemical debates, we have witnessed the ultimate in corporate control and influence along with the disastrous impacts from the implementation of these technologies in our world food supply, pharmaceuticals, and the reckless tampering of DNA for profit-driven purposes. These impacts pose drastic effects to our human health and evolutionary process in a variety of ways. However, there is another critical aspect to the larger picture of which we are not talking enough about: the frightening consequences resulting from the biotech industry that now compromise the delicate balance of our planetary ecology and environment. As the hand of biotech continues to sweep across and outright ignore all reasonable boundaries of ethics and morality in its unquenchable thirst for power and profit, how close are we to the final curtain-call where nature, in its own inevitable wisdom, will protest against us and what cost will future generations have to pay for the mistakes made today?
At the May 2015 Chief Medical Officer's Summit in Boston, we featured a session on:
How Investors Assess R&D Biotech Management
Take a look at the details below:
In this session, we begin with a presentation on a perspective on the method of evaluating a disease space, which includes a comprehensive understanding of 1) the science, 2) the competitive landscape and 3) the management teams for each company. How does this get mapped out?
Following will be more discussion on:
Understanding the context of value proposition
Processes used to evaluate management and an understanding of competitive strategy
How best to convey your plans
How best to communicate with investors (before investment) and boards (afterwards) – via the CEO or directly?
Importance of clinical development plan expectations
Moderated by: Peter Kolchinsky, PhD Managing Director, RA Capital Management, LLC
Panelists: Jonathan Behr, PhD EIR and Market Sector Leader, Innovation, Partners Healthcare, David Berry, MD, PhD Partner, Flagship Ventures, Vikas Goyal, MBA Principal, SR One, and Jeffrey Moore, DPhil, MBA President, MPH Venture Management
The next CMO Summit is November 9-10 in Burlingame, California. It is one of the best face-to-face opportunities for R&D leaders in emerging biotechs to:
1. Address the unique challenges associated with directing and managing all R&D functions with limited resources, while raising capital, working and meeting with investors, and strategizing for appropriate exits. 2. To create a network of CMOs & other R&D leaders from small to midsize life science companies to share ideas, solutions and support.
For information, visit www.theconferenceforum.org
Partial and full scholarships available for start-ups.
How do you know when changes in the market help you pivot to a better solution?
Ask Jamie Grooms. He is the CEO of the Florida Institute for the Commercialization of Public Research, a non-profit organization that assists new companies during their creation process. The institute leverages $2 billion of research funding to assist companies that will impact the global marketplace with scientific breakthroughs.
A major innovator in the biotech field, Jaime moved from a position of middle management at the Tissue Bank of the University of Florida, to become the CEO of Regeneration Technologies virtually overnight. That company, now known as RTI Biologics, is a global leader in implants from donor tissue.
“It’s not what you plan; it’s what you can see as an opportunity,” Jamie notes. His original plan was to use advanced bone implant technology in the sports medicine market, but sales weren’t matching expectations. So he re-examined his assumptions and pivoted into the spinal implant market, where his product was greeted enthusiastically on the basis of a strong pre-existing. This allowed him to make a greater impact on the market, which led to huge profits for Jamie and his team.
Success and expansion come with their own challenges. Jamie admits that at first he had trouble adapting to his sudden CEO status, (a position he defines as “the ultimate middle management service provider.”) He sought recommendations for an executive coach who taught to trust and develop his own brand of leadership. His ability to learn and adapt keeps Jamie at the frontline of the biotech field. What challenges are you facing as your brand expands?