PHARMACEUTICAL PORTFOLIO MANAGEMENT OPTIMIZATION CONFERENCE

JULY 23-24, 2018 | PHILADELPHIA, PA
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DAY TWO | TUESDAY, JULY 24

8:30 REGISTRATION & MORNING COFFEE

8:50 CHAIRPERSONS OPENING REMARKS

9:00 STREAMLINING THE PROCUREMENT OF BENCHMARK DATA TO PILOT INFORMED DECISIONS
A majority of the planning and assessment processes in portfolio management is centered on the evidence and analytical insights acquired by executives; and this information is significantly influential when decisions are made regarding a product’s lifecycle. Benchmark data can be challenging from multiple aspects, as innovative therapies have limited records available, data collected must be comparable to current portfolio products, and the amount of information acquired must be sufficient to create and justify an informed portfolio strategy. Examining resources that can provide reliable data and specific examples of decision-making based on benchmark data will allow executives to develop an improved central process for data acquisition.

  • Parameters for data sample sizes
  • Methodologies for locating pertinent data
  • Verifying the validity of acquired product data

 

9:45 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

 

10:30 COFFEE & NETWORKING BREAK

 

11:00 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

 

11:45 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

 

12:30 LUNCHEON FOR ALL CONFERENCE PARTICIPANTS

 

 

 

1:30 PINPOINTING ORGANIZATION SPECIFIC CRITERIA TO DEVELOP A QUALITY FRAMEWORK FOR PORTFOLIO STRATEGY
The overall success of a portfolio is highly dependent on the variables analyzed in order to reach a strategic decision, and executives must conduct a thorough internal analysis of both therapeutic area needs and potential opportunities to ensure all relevant factors are considered in portfolio planning. Comprehensive organizational assessments can identify critical factors impacting portfolio decisions allowing for the creation of a quality framework, ensuring consistency in decision making while also accounting for an organization’s priorities. Approaches in assessing current portfolio needs and the creation of analytical decision frameworks will allow for increased confidence that portfolio planning strategies remain aligned with corporate expectations and needs.

  • Creating frameworks with multiple critical elements
  • Benchmarking substantial organizational objectives
  • Establishing uniformity accounting for critical factors

Ranjani Hild, Associate Director, R&D Strategy and Portfolio Leadership, BIOGEN

 

3:00 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

 

3:00 CONSIDERATIONS AND ADVANTAGES OF PARTNERING WITH ESTABLISHED MANUFACTURERS
Small scale pharmaceutical and biotechnology organizations are often on the forefront off innovative therapies, but the lack the infrastructure and networks required for large scale product distribution. Partnering with established pharmaceutical entities can be advantageous for organizations with limited resources and production capabilities, as they often have significant manufacturing facilities and widespread commercial networks. While these alliances can serve to be mutually beneficial for both parties involved, developing firms most consider financial accruement of the agreements, ownership of compounds created, as well as existing need for additional capital and manufacturing.

Robert Gasparino, Senior Director of Portfolio Management, RISING PHARMACEUTICAL

 

3:45 CLOSING REMARKS & CONFERENCE CONCLUSION

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