PHARMACEUTICAL PORTFOLIO MANAGEMENT OPTIMIZATION CONFERENCE

JULY 23-24, 2018 | PHILADELPHIA, PA

SHERATON PHILADELPHIA DOWNTOWN HOTEL

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DAY TWO | TUESDAY, JULY 24

8:30 REGISTRATION & MORNING COFFEE

8:50 CHAIRPERSONS OPENING REMARKS

9:00 OVERCOMING BUDGET CONSTRAINTS TO ENSURE OPTIMAL RESOURCE ALLOCATION
Developing pharmaceutical companies are pressured to be especially thoughtful in resource allocation choices, as each choice can have a significant impact on overall returns and projects require large investment with limited resources. Portfolio executives regularly have opportunities to develop a variety of products, but budgetary restrictions call for a focused approach to minimize risk and prioritize resources to most promising therapies. Tracking outcomes of prior resource allocation, reserving resources for a rolling budget, and instituting performance milestones to continue allocation will allow for optimal funding distribution with limited capital.

  • Viability and benefits of long term resource allocation
  • Last stage vs. early stage development allocation
  • Conserving capital to ensure flexibility for uncertainties

Kirstin Jansen, Associate Director, Portfolio Strategy and Management, SEATTLE GENETICS

 

9:45 BRISTOL-MYERS SQUIBB PORTFOLIO MANAGEMENT & MATURITY CASE STUDY
All pharmaceutical companies operate in an integrated ecosystem where dynamic projects compete for limited resources, and senior leaders need to make difficult choices across a complex portfolio of projects and options. R&D operating leaders need to understand the totality of the work, they need a system and process to understand the resources and costs required to deliver that portfolio, and they need a dynamic way to balance resources across the portfolio amidst dynamic changes in priority. During this session, we will:

  • Present a maturity model for the key steps that will lead to optimal portfolio allocation
  • Share best practices for each step of the maturity model
  • Highlight the implications of mission one or more of the steps

Michael Ferrante, Head, R&D business capabilities, BRISTOL-MYERS SQUIBB

 

10:30 COFFEE & NETWORKING BREAK

 

11:00 PANEL DISCUSSION: TOOLS TO INCREASE EFFICIENCY OF PORTFOLIO MANAGEMENT TRACKING AND OVERSIGHT
Successful portfolio management operations is reliant on continual monitoring of data pertaining to a therapy’s progress and performance results, investment cost tracking, and return on investment; therefore it is essential for portfolio management executives to remain vigilant in the tracking and oversight of a portfolio product details. Tracking and oversight can be increasingly challenging as it calls for surveillance on multiple programs simultaneously, remaining up-to-date with projects in varying stages, and monitoring essential benchmarks to continuously assess a product’s viability. Insights into multiple organizational tracking procedures and tools that have enhanced efficiencies of project supervision will improve overall portfolio planning.

  • Enhancing oversight systems to determine project continuation
  • Implementing automation of status tracking for multiple projects
  • Tools used to aid in streamlining oversight processes

Anu Raina, PURDUE PHARMA

Sanjeev Gupta, REALIZATION TECHNOLOGIES

 

12:00 LUNCHEON FOR ALL CONFERENCE PARTICIPANTS

 

1:15 ENHANCING CROSS FUNCTIONAL RELATIONSHIPS AND COMMUNICATION FOR PORTFOLIO OPTIMIZATION

Aimee Rodrigues, Head of R&D Resource Capabilities, BOEHRINGER INGELHEIM

 

2:00 CO PRESENTATION GARNERING VALUABLE EARLY STAGE DATA THROUGH PARTNERSHIPS WITH R&D EXPERTS

  • Impact of strong R&D partnerships on portfolio operations
  • Data sharing processes between R&D and portfolio teams
  • Building framework to define collaborative communications
  • Integrating R&D perspective into portfolio data insights

Dana Hostetler, Global Pipeline Manager, BOEHRINGER INGELHEIM

Aimee Rodrigues, Head of R&D Resource Capabilities, BOEHRINGER INGELHEIM

 

2:45 CLOSING REMARKS & CONFERENCE CONCLUSION

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