STRATEGIC PERSPECTIVES ON EMERGING DRUG DISCOVERY ALLIANCE MODELS

Mary Louise Bell, Nimbus Therapeutics

Charles McOsker, BioMotiv LLC

Swati Prasad, Charles River Laboratories

NON-TRADITIONAL ALLIANCE MODELS ARE PATHWAYS FOR OVERCOMING OBSTACLES TO COMMERCIALIZING INNOVATION

Alliance Innovation can help achieve the summit

Proof of Concept

Research Full Development Commercialization Preclinical R&D

Opportunity

Phase 1

DIVERSIFIED PLAYERS IN THE EMERGING MODEL DRUG DISCOVERY ALLIANCE MODEL

New/emerging approaches in last 5 years Leveraging diverse expertise Increased build-to-buy activity Expanding universe of talent and expertise Engaging partners in innovative ways

Goal: Accelerate the science & shorten the time to success or failure

CRO as drug development partner

Biotechs & BioPharma

CRO

Biotechs & BioPharma

Academic PIs

Academic PIs as partners

Emerging model

Traditional model

Non-traditional accelerators

CASE STUDY: NON-TRADITIONAL ACCELERATORS ENGAGE ACADEMIC PIs & CROs IN CLOSE INTERACTION

Company Leadership (from BioMotiv)

BioMotiv Executive Leadership Business Development F&A, Legal

Academic Collaborators

CROs

BioMotiv Subsidiary Company

• Collaborative interactions provide increased energy and insights

• Easier and more productive to engage distributed expertise

• Several examples where collaborative engagement advanced project from single indication to validation in multiple indications in different therapeutic areas

CASE STUDY: BIOTECH-CRO ALLIANCE for DRUG DEVELOPMENT Testing Emerging Model using 1-Program Experiment

END-TO-END INTEGRATED DRUG DISCOVERY

• Access diverse resources from one expert source • Eliminate hand-offs across multiple vendors • Forge an integrated accountable cross-company Team • Simplify/streamline relationship management • Potentially achieve preferred pricing Target IND

Q & A Discussion

IMPROVING PARTNER SELECTION

OPTIMIZING EXECUTION

KEYS TO ALLIANCE SUCCESS: IMPROVING PARTNER SELECTION

Pick the right partners

Achieve compatible EQs across partners

Confirm partner's science early / critically examine the data

EQ = Emotional Quotient

o Be persistent & insistent -- Don’t settle for a “good-enough” partner organization o Commit resources pre-relationship o Align incentives for working together in partnership towards common goal

o Actively scout for the right-fit individual players o Get “know it all” personalities out of the way o Create bi-directional and trustful relationships to tap into the full-range of

knowledge/skills

o Don’t be politically cautious; repeat the science o Don’t build on faulty science

KEYS TO ALLIANCE SUCCESS: OPTIMIZING EXECUTION

Fully engage ALL partners in the project team

Manage partner expectations (appoint internal alliance champion)

Re-examine processes and procedures

Remain project-focused

o Ensure back-and-forth flow of information o Don’t sequester collaborators or founders in advisory panels, one-off discussions o Share ownership & invest in the relationships o Consider annual planning meetings to discuss broader pipeline of potential projects

o Utilize Alliance champion who understands and has influence within organization o Adjust approaches/behaviors to reflect shared ownership & to maximize benefit

o Simplify complex internal systems o Dedicate resource(s) to navigate internal systems o Modify modes of communications (Often a challenge in an emerging model)

o Don’t create partner dependency on funding o Balance innovation and focus