Original Agenda
We are actively working with our speakers to confirm their availability for the virtual event. Initial response from our speakers has been very positive, and we are optimistic we will have the new programs ready to share here soon.

Cambridge Healthtech Institute’s 17th Annual

Strategic Alliance Management Virtual Congress

A Networking Congress for Building Relationships and Pharmaceutical Advancement

October 27-28, 2020

The development and successful approval of new drugs and therapies increasingly relies on the strategic partnerships forged across pharma, biotech, academia, and beyond, along various points in the pipeline. In order for these partnerships to be successful and mutually beneficial, partners on both sides must manage the process and people efficiently and effectively. The quantity, scope, and complexity of these alliances has ushered in new strategies, innovative approaches, and best practices to maximize value and to leverage partnerships above and beyond the deal. Cambridge Healthtech Institute’s 17th Annual Strategic Alliance Management Congress will bring together senior alliance management, business development, project management, technology transfer, and licensing professionals to network and share experiences, best practices, tools, insights, and perspectives in the art of alliance management.

Monday, October 26

8:30 am Workshop Registration and Morning Coffee
W1: The Alliance Manager as Interventionist
9:00 am KEYNOTE PRESENTATION: CO-PRESENTATION: Successfully Executing Digital Partnerships
Adam Kornetsky, Engagement Leader, Vantage Partners

Sam Stewart, Senior Consultant, Vantage Partners

With life sciences companies increasingly entering into digital partnerships, key questions about managing these relationships arise. What are the critical challenges to making these relationships work, and how can we manage them? How can we align with diverse internal stakeholders around how to approach these partnerships? During this workshop, Vantage will facilitate interactive, case study-driven discussions about what makes digital partnerships different and the practices that will be required to make these relationships work.

12:00 pm Conference Registration

EXPLORING THE ALLIANCE MANAGEMENT FUNCTION AS A LEADERSHIP ROLE

1:00 Welcome by Conference Organizer
Kaitlin Searfoss Kelleher, Senior Conference Director, Cambridge Healthtech Institute
1:10 Chairperson's Remarks
David S. Thompson, Chief Alliance Officer, Eli Lilly & Co.

1:15 KEYNOTE PRESENTATION: KEYNOTE CO-PRESENTATION: A 12-Year Success Story – Learnings from Navigating a Complex, Large-Scale Collaboration
Anna Maroney, PhD, Vice President & Head, Alliance Management, AbbVie Inc.

Urs Schleuniger, PhD, Global Head, Alliance & Asset Management, Pharma Partnering, Roche

Venclexta is a BCL-2 inhibitor approved for the treatment of patients with various hematologic malignancies, including chronic lymphocytic leukemia, small lymphocytic lymphoma, and acute myeloid leukemia. This session will discuss how two major biotechs brought their strengths together to take a discovery research program through development to the patients.

1:45 A Global Alliance in Corporate Responsibility Addressing Neglected Tropical Disease
Thomas Krucker, PhD, Director Alliance Management & Partnering, Novartis Institutes for BioMedical Research

Novartis has embarked on a global alliance under its corporate responsibility mission. This talk will address how Novartis has developed collaborations in neglected tropical disease, progress made in these efforts, and how it is acting as a leader.

2:15 Building and Evolving a Sustainable Alliance Management Function
Brent Harvey, Director, Alliance Management and M&A Integration, Eli Lilly & Co.

Jeremy Huckstep, Director, Strategic Alliances, Eli Lilly & Co.

Trying to take your alliance management function to the next level? As a function, we are under increasing pressures to add value. This presentation will look at alliance management function from strategic, operational, and cultural perspectives. It will also include developing and using metrics to capture the frequency of services provided, measure workload across partnerships, and track alliance management-driven cost savings.

Jan Twombly, President, The Rhythm of Business

The workload is growing and getting more complex. Signs have emerged that it is just too hard to continue implementing alliance management using traditional methods. Discover how to apply agile organization principles to key practices across the lifecycle. Use Service Level Agreements based on portfolio segmentation to deliver the value stakeholders require. Create new special purpose roles aligned to value inflection points. Reduce the governance strain on executives while improving decision making effectiveness.

3:15 Refreshment Break with Exhibit Viewing
4:00 PANEL DISCUSSION: Exploring Career Paths in Alliance Management
Panel Moderator:
David S. Thompson, Chief Alliance Officer, Eli Lilly & Co.

David Thompson, Chief Alliance Officer at Eli Lilly and Company, is facilitating an engaging panel discussion on careers in alliance management.  The panel will consist of seasoned alliance management leaders from different companies.  The panel will explore characteristics of effective alliance managers, career path options, shifting needs of the alliance manager skill set, and future state of the alliance management among other topics.  Audience questions will be encouraged. 

Panelists:
Aida Bendt, Director, Head of Alliance Management Onccology R&D, AstraZeneca

Mary Jo Struttmann, Executive Director Alliance Management, Astellas Pharma US, Inc.

Cindy Warren, VP Business Development, Global Neuroscience and Japan Region, Janssen Business Development, Johnson & Johnson

Harm-Jan Borgeld, Head, Alliance Management, Merck Serono
5:00 Sponsored Presentation (Opportunity Available)
5:30 Welcome Reception with Exhibit Viewing
6:30 Close of Day

Tuesday, October 27

8:00 Morning Coffee

BECOMING A PARTNER OF CHOICE: IMPACT OF ALLIANCE MODELS, STRATEGY, AND INTEGRATION

8:25 Chairperson's Remarks
Joy Dicker, Dir Alliance Mgmt, Alliance Mgmt, Mount Sinai Innovation Partners

8:30 Rethinking What It Means to be a Partner of Choice
Michael Kennedy, PhD, Director, Alliance Management & Business Development & Licensing, Bayer Corporation

This presentation will detail why efforts to become a "partner of choice" have failed for many companies.  It will demonstrate through real-world examples what becoming a partner of choice really means, and why what "it really means" will change over time and for different collaborative ventures … even with the same business partner.  Methodologies will be described that will help companies identify and communicate their unique value proposition in a clear, concise, and compelling fashion in order to attain a partner of choice status with multiple potential partners.

9:00 CO-PRESENTATION: Embedding an Enterprise-Level Partnering Capability to Support Takeda’s Model of External Innovation
Suzanne Collins, Senior Director, Partnership Portfolio Analytics, Strategy & Operations. R&D Partnership Office, Takeda

Frank Sprecher, Director, Partnership/Alliance Management Center of Excellence, Takeda

In 2016, Takeda revamped the R&D strategy to more deeply focus on core therapeutic areas and to leverage the best science no matter the source in order to bring innovative medicines to waiting patients.  With this priority on external innovation, the R&D Partnership Office formed in 2017 with a commitment to build an infrastructure to enhance internal partnering capabilities and deliver greater transparency into our portfolio of partnerships. 2019 brought rapid organizational growth and the blending of two cultures, processes and ways of working.  This presentation will highlight the approach taken to leverage the R&D Partnership Office infrastructure & resources and more deeply embed a partnering mindset across the enterprise, regardless of partnership type, structure or ownership.

9:45 Defining a Strategy to Build an Alliance Portfolio in Support of a Diverse Technology Landscape
Eric J. Lawrence, Associate Director, Specialty Lab Alliance Lead, Global Alliance Management, Global Clinical Operations, Bristol-Myers Squibb

Developing an outsourcing strategy to support clinical trial laboratory testing presents challenges to successfully execute with so many established and new emerging technologies. Identifying strategic partners to enable successful study execution starts with a strong collaboration between an alliance management organization and internal stakeholders. Strategies to build a strong alliance with strategic partners and how to manage changes to the portfolio will be presented.

10:15 Coffee Break with Exhibit Viewing
11:00 Integrating Existing Alliances
Dana Hughes, Vice President, Business Development & Head, Integration Management, Pfizer Inc.

Alliances are always dynamic, moving with the dynamics of the individual opportunity. But partners themselves are dynamic. When one partner is acquired in a relationship it can be destabilizing to the existing relationship.  We want to look through Pfizer (and others' experiences) of acquiring existing alliances, existing relationships, and then build new ones. We hope to cover the obvious steps, some less obvious steps, and possible recommendations for your own future acquisitions.

Stuart Kliman, Partner, Vantage Partners

Ben Siddall, Partner, Vantage Partners

Biopharma and technology firms are increasingly partnering to develop innovative solutions for patients. These partnerships take many forms and span diverse focus areas, including diagnostics, digital therapeutics, digital devices, AI, and data. As organizations explore who to partner with, and how to best manage these relationships, there are implications for Alliance Management teams – including new required areas of expertise, working with new internal teams, and working across industries. In this presentation, Vantage will discuss the state of digital partnering and its challenges, and share a case study of an innovative pharma-data partnership.

12:15 pm Luncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own
12:45 Session Break

CASE STUDIES OF SUCCESSFUL ALLIANCES AND COLLABORATIONS

1:25 Chairperson's Remarks
Anna Maroney, PhD, Vice President & Head, Alliance Management, AbbVie Inc.

1:30 CO-PRESENTATION: Medical Affairs: The Value of Driving the Science
Mary Jo Struttmann, Executive Director Alliance Management, Astellas Pharma US, Inc.

Judith G. Baselice, Director, Worldwide Business Development Alliance Management, Pfizer Inc.

Medical Affairs has an increasingly important role to play in today’s healthcare system. In the structure and operations of an alliance, they should be on equal footing with the development and commercial teams, but too often they are not. Alliance managers have the opportunity to position Medical Affairs for success, thereby increasing the likelihood the alliance will achieve its intended value.

2:15 CO-PRESENTATION: Essential Elements that Underpin a Successful Biopharma/Diagnostics Partnership
Michael McInerney, Senior Director BD, Development & Commercial Alliances, Bristol Myers Squibb Co

Katherine Ellison, Director of Alliance Management, Illumina

This talk will explore the essential elements that underpin a successful BioPhama/Diagnostics partnership. We will touch on the background, cultural influences, challenges and successes associated with the BMS-Illumina strategic Alliance.


3:00 Talk Title to be Announced
Laure Nucci, Senior Director, Strategic Alliance Management, Ipsen Bioscience Inc

3:30 Refreshment Break with Exhibit Viewing
4:00 Chairperson's Remarks
Stuart Kliman, Partner, Vantage Partners
4:05 Interactive Breakout Discussion Groups
Table 1: Alliance Management at the Forefront of Deal-Making
Aida Bendt, Director, Head of Alliance Management Onccology R&D, AstraZeneca
Urs Schleuniger, PhD, Global Head, Alliance & Asset Management, Pharma Partnering, Roche
Harry Atkins, Senior Director Alliance Management, Global Strategy and Corporate Development, Incyte

One of the principal roles of an alliance manager is to manage the collaboration based on an agreed-upon contract. Ahead of the contract signing, during the negotiation process, alliance managers are in a unique position to provide input based on the management of past deals. This group will explore ways in which Alliance Management can get involved earlier in the deal-making process, transferring the knowledge and experience of managing other partnerships.

  • At what point should Alliance Management get involved in the deal-making process?
  • What contributions can an alliance manager make to the negotiation process?
  • How would a partner perceive Alliance Management at the table? What message would that deliver about your company's approach to partnership?
  • What steps are required to gain alignment in your own organization about the role of Alliance Management in the deal-making process?
Table 2: Alliance Launch
Brent Harvey, Director, Alliance Management and M&A Integration, Eli Lilly & Co.
Timothy Salfi, Director, Corporate Alliance Management, Merck

Organizations commit significant resources to alliance deals that are central components of the organization’s long-term strategy. Too often, however, such deals get “thrown over the fence” from those who identify the asset, to those responsible for negotiating and closing the deal, to those finally responsible for managing the working relationship with the partner organization. This group will explore some of the challenges and best practices for launching an alliance for success.

  • How, if at all, does your organization employ a systematic approach to launch alliances?
  • What are the initial challenges, necessities and opportunities during an alliance launch?
Table 3: Alliance Management & Project Management – Managing the Divide
Judith G. Baselice, Director, Worldwide Business Development Alliance Management, Pfizer Inc.
Frank Sprecher, Director, Partnership/Alliance Management Center of Excellence, Takeda
Eric J. Lawrence, Associate Director, Specialty Lab Alliance Lead, Global Alliance Management, Global Clinical Operations, Bristol-Myers Squibb

Alliance Management (AM) and Project/Program Management (PM) can be similar enough that many companies struggle to manage the divide between the functions, or debate if the two functions need to be separate. This roundtable will tackle the issues of whether alliance management and project management should be treated separately or as a combined function, including the following topics:

  • Benefits of separate functions versus single function
  • Assigning roles and responsibilities
  • Ensuring responsibilities of both functions are managed adequately
Table 4: Introducing Alliance Management to a Growing Biotech Company
Anna Maroney, PhD, Vice President & Head, Alliance Management, AbbVie Inc.

A larger percentage of alliance deals in the life sciences space involve a Big Pharma – Biotech partnership. This group will discuss the key aspects to consider before introducing alliance management to biotech companies. 

  • What types of alliances should innovative enterprises form?
  • Which alliance management skills and tools do companies need to possess?
  • How can organizations develop a culture of open innovation?
  • What are the ways to create value and share it among stakeholders involved?
  • How do you get CEO & senior management engagement?
  • What questions should senior management ask as they implement policies, processes, and SOPs that will apply to (and possibly conflict with) partners?
Table 5: Non-Asset-Based Alliances
MaryAnne McCarthy, Vice President, Head, Alliance Management, Genmab
Irina Furman, Associate Director, Alliance Management, Mount Sinai Innovation Partners

This group will explore the different kinds of non-asset-based alliances that require alliance management. How can we differentiate these relationships to best identify the relationships for which AM is needed? How do we create the right kind of internal alignment around this?

  • How do you build an AM group for the 21st century to work on non-asset-based alliances?
  • What’s the role of an AM group in, for example, data alliances?
  • What are the new capabilities needed? How can an AM group best support these alliances?
  • What are unique needs of playing an AM role on a data relationship?
4:45 Breakout Discussions Report-Out
5:00 Close of Day

Wednesday, October 28

8:00 am Morning Coffee

EXPLORING GLOBAL PARTNERSHIPS

8:25 Chairperson's Remarks
Michael Kennedy, PhD, Director, Alliance Management & Business Development & Licensing, Bayer Corporation

8:30 CO-PRESENTATION: Incyte and Innovent Biologics: Development of Assets in the China Market
Harry Atkins, Senior Director Alliance Management, Global Strategy and Corporate Development, Incyte

Nelson Xu, PhD, Senior Director, Business Development and Alliance Management, Innovent Biologics

China pharma licensing deals have skyrocketed, rising from 1 per month, five years ago, to 5 deals a month last year. Most Alliance Managers will surely see a China alliance as part of their portfolio. How will you deal with culture, distance, time zones, trade secrets, or the constantly changing regulatory and legal picture in China? From the China partner’s perspective, what will make you a good counterpart? In this presentation, Innovent and Incyte will discuss their alliance case study, best practices in working in a China alliance, and how to meet the goals that were initially set out for your China partnership.

9:15 CO-PRESENTATION: Managing Global Partnerships in a Matrixed Organization
Timothy Salfi, Director, Corporate Alliance Management, Merck

Ryan Lenox, Director, Oncology Strategic Alliances, Merck

Managing global partnerships with multiple internal and external stakeholders is very challenging and requires governance, clear roles and responsibilities and aligned business and operational guidance. Due to this complexity, it is critical to have defined working teams below Governance who manage day-to-day activities in their functional area so that well informed decisions are made across a highly matrixed alliance structure.  During our talk, we will cover one approach teams can consider when managing large, complex Oncology Alliances.

10:00 Networking Coffee Break

NOVEL APPROACHES TO EFFECTIVE ALLIANCE MANAGEMENT

10:20 New Alliance Management Frontiers: Start-up Companies
Irina Furman, Associate Director, Alliance Management, Mount Sinai Innovation Partners

As academic researchers become more interested in retaining rights to their inventions, commercialization offices in academic institutions are increasingly relying on alliance managers to help them set up new companies. This discussion will present case studies from recently launched companies and explore the unique opportunities and challenges of managing alliances with startups.

10:50 Innovations in Strategic Partnering: Implementing a Strategic Partnership between Biotech and Data Sciences to Advance New Disease Targets and Biomarkers That May Have the Potential to Generate New Treatments in Oncology
MaryAnne McCarthy, Vice President, Head, Alliance Management, Genmab

This presentation will review the advantages and complexities of implementing a collaboration combining translational, biomarker, and target discovery expertise at a biotech company with data sequencing, integrated clinical, and molecular data capabilities at a technology firm.


11:20 Dispute Resolution: Settling Differences Collaboratively
Steven Twait, Vice President, Alliance & Integration Management, AstraZeneca
11:50 Organizer's Closing Remarks
Kaitlin Searfoss Kelleher, Senior Conference Director, Cambridge Healthtech Institute
12:00 pm Close of Conference
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AGENDA

For details on the US and Europe agenda, please contact:

Kaitlin Searfoss Kelleher
Senior Conference Director
+1 781.972.5498
kkelleher@healthtech.com