2025 ARCHIVES

Cambridge Healthtech Institute’s 22nd Annual

Strategic Alliance Management Congress

Optimize Biopharma Partnerships, Cultivate Strong Relationships, and Maximize Alliance Management Value

March 25 - 26, 2025

In the ever-evolving landscape of biopharmaceuticals, the key to innovation and market access lies in forming powerful alliances. The ability to effectively launch—and systematically and effectively manage—these partnerships has become a strategic imperative. Alliance management, the heart and soul of collaborative success, serves as the catalyst to generate substantial value, eliminate roadblocks, and achieve alliance objectives. Now celebrating its 22nd year, Cambridge Healthtech Institute’s Strategic Alliance Management Congress brings together the best and brightest alliance management, business development, project management, technology transfer, licensing professionals, and consultants. This is where the magic happens—a hub for networking, in-depth case studies, and the secrets of starting up, nurturing, and maximizing the value of partnerships.

Day 1
Day 2

Tuesday, March 25

7:15 amRegistration and Morning Coffee

Location: Pre-Assembly

8:15 amOrganizer's Welcome Remarks

Location: Belvidere

8:20 am

Chairperson's Remarks

Christopher Rodricks, Senior Director, Strategic Partnerships, Pfizer

8:25 am

Networking Meet & Greet

Christopher Rodricks, Senior Director, Strategic Partnerships, Pfizer

Jumpstart your conference experience with a lively morning speed networking! This informal networking session is the perfect chance to meet fellow participants and connect with your conference peers right from the start. Grab a cup of coffee, engage in conversations, and kick off the conference with a bang. Don't miss out on this fantastic opportunity to make new connections, share insights, and lay the groundwork for a memorable conference journey.

8:55 am KEYNOTE ADDRESS

Pioneering Partnerships: Maximizing Innovation and Leveraging Capabilities

Janeen Doyle, Partner & Senior Vice President, Corporate Partnerships & Program Development, Flagship Pioneering

In today’s evolving biotech landscape, strategic partnerships are essential to unlocking innovation and accelerating scientific breakthroughs. As the science evolves, so too are the industry’s partnering models. This session will explore these trends and how Flagship’s innovative partnering model drives value through alliances that foster collaboration, harness complementary expertise, and fuel transformative science. We’ll explore best practices for optimizing partnerships across an ecosystem of bioplatforms, leveraging capabilities across collaborations, and building impactful, enduring relationships that drive successful strategic alliances.

9:25 am

Optimizing Alliance Staffing: Strategies for Determining and Justifying the Right Team Size

Christopher Black, Head, Corporate Alliance Management & Integration, Merck & Co., Inc., Rahway, NJ, USA

This discussion explores the commonly expressed pain points of excessive work and limited alliance resources. Participants will delve into workload drivers and efficiency optimization strategies, while seeking to understand what senior management must understand and believe in order for them to support headcount requests. Practical tools will be presented to help individual contributors and people managers understand their unique situations and build their own business cases.

9:55 am

Beyond the Deal: How to Integrate Alliance Management Early to Fuel Partnership Success

Brian Stewart, Executive Director, Alliance Management, Global Business Development, Daiichi Sankyo

Explore the critical role of Alliance Management from the earliest stages of a partnership. This session highlights strategies to integrate alliance teams during deal structuring to enhance collaboration, mitigate risks, and ensure alignment. Discover how proactive Alliance Management drives long-term value and strengthens partnerships beyond the initial agreement.

10:25 amCoffee Break with Exhibit Viewing

10:55 am

AI in Alliance Management: A Strategic Roadmap for Biopharma Leaders

Louis Rinfret, Founder & CEO, allianceboard

Artificial intelligence is redefining the landscape of biopharma alliance management. Are you ready to lead the transformation?

This session explores the current and future state of AI in alliance management, addressing groundbreaking opportunities and spotlighting critical challenges for alliance leaders. Learn how to harness AI strategically to enhance the role and impact of alliance management within your organization. Gain actionable insights into the synergy between human expertise and AI-driven innovation, empowering you to manage alliances and portfolios with unprecedented efficiency, agility, and effectiveness.

Whether you're looking to test the waters or position your team at the forefront of this AI revolution, this session will equip you with the insights needed to chart your own course strategically.

11:10 am

GenAI Applications in Alliance Management

Doug Williams, Senior Director, Alliance Management, Incyte Corp.

This presentation explores AI’s role in enhancing alliance management by augmenting human expertise. It discusses the increase in AI adoption, its strategic benefits, and practical applications, including contract summarization, presentation optimization, and improved communication. Actionable AI strategies are provided alongside risk-mitigation insights. The session wraps up with actionable recommendations and an interactive Q&A, empowering alliance managers to streamline operations and drive long-term success.

11:40 am PANEL DISCUSSION:

Real World Applications—Uses of GenAI in Alliance Management

PANEL MODERATOR:

Grace Vandal, Executive Director, Alliance & Program Management, Zentalis Pharmaceuticals Inc.

This panel will dive into how Generative AI (GenAI) is being incorporated into Alliance Management processes and activities. Discuss how AI tools can streamline collaboration, improve decision-making, reduce administrative load, and enhance relationship management between partners. Attendees will gain insights into real-world applications of GenAI, addressing both the benefits and challenges of integrating AI into alliance strategies to maximize value and efficiency.

PANELISTS:

Adam Hammer, Director, Alliance Management, AbCellera

Yekaterina Kazinik-Jorgji, Director, Strategic Operations & Partner Management, Moderna

Christopher Rodricks, Senior Director, Strategic Partnerships, Pfizer

Louis Rinfret, Founder & CEO, allianceboard

12:25 pmEnjoy Lunch on Your Own

1:40 pm

Chairperson's Remarks

Christopher Black, Head, Corporate Alliance Management & Integration, Merck & Co., Inc., Rahway, NJ, USA

1:45 pm

Mitigating Risk and Maximizing Opportunity: The Power of Option Alliances in Pharma Partnerships

Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb

In option alliances, alliance managers play a crucial role in balancing incentives and responsibilities between partners. One party is incentivized to advance development while the other provides strategic advice, maintaining the right to license the molecule once de-risked. This approach allows for shared risk, with the advising party reserving the option to invest in a more mature, lower-risk asset, thus maximizing opportunity and alignment of interests.

2:15 pm

PANEL DISCUSSION:

Navigating Complexity: Effective Strategies for Managing and Optimizing Collaborative Partnerships and Alliance Ecosystems in Pharma

PANEL MODERATOR:

John Barbadoro, Engagement Leader, Vantage Partners

This presentation will provide strategic insights into managing and optimizing complex alliances within the pharmaceutical sector, focusing on the development and commercialization partnership between two large pharmaceutical companies. We will examine how to align competing interests across diverse teams, enhance collaboration in joint decision-making, and leverage governance frameworks to navigate complexity. Attendees will gain practical strategies for maximizing value creation and ensuring sustained success in high-stakes partnerships.

PANELISTS:

Stacey Larson, Senior Director, Alliance Management, Johnson & Johnson

Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb

2:45 pmRefreshment Break with Exhibit Viewing

3:15 pm

Synergizing Strengths: Managing a Complex Alliance for Breakthrough ADC Development

Aimee Crombie, Senior Vice President, Head of Strategic Planning and Operations, Prelude Therapeutics

Adam Hammer, Director, Alliance Management, AbCellera

In 2023, Prelude Therapeutics and AbCellera formed a multi-year, multi-program alliance to develop and commercialize novel ADCs. This collaboration leverages Prelude's expertise in targeted protein degradation and clinical development with AbCellera's antibody discovery engine. This session will share insights on launching and managing this complex alliance, focusing on cross-functional team integration. Key learnings and tools will be presented to demonstrate effective management of co-development partnerships.

3:45 pmInteractive Breakout Discussions

Interactive Discussions are informal, moderated discussions, allowing participants to exchange ideas and experiences and develop future collaborations around a focused topic. Each discussion will be led by a facilitator who keeps the discussion on track and the group engaged. To get the most out of this format, please come prepared to share examples from your work, be a part of a collective, problem-solving session, and participate in active idea sharing. Please visit the Interactive Discussions page on the conference website for a complete listing of topics and descriptions.

TABLE 1: Stakeholder Engagement: Elevating the AM/Senior Executive Relationship

Jan Twombly, CSAP, President, The Rhythm of Business

Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb

Building trusted advisor relationships between Alliance Managers (AMs) and senior executives is critical to ensuring alignment, trust, and strategic impact within partnerships. Senior executives rely on AMs to provide insights, navigate complex challenges, and deliver recommendations that drive decision-making. By elevating these relationships, AMs can position themselves as strategic partners rather than operational intermediaries. This table will explore:

Skills, knowledge, and behaviors required to build credibility and influence with senior executives
Addressing common hurdles such as misaligned expectations, differing priorities, and maintaining trust under pressure
Approaches to foster deeper collaboration and improved communication

TABLE 2: Starting up an Alliance Management Function

Brent Harvey, Executive Director, Alliance Management and M&A Integration, Eli Lilly & Co.

Malek Mrani, Strategic Alliance Manager, Almirall

Establishing a robust Alliance Management function is essential for effectively managing partnerships, ensuring alignment across teams, and driving long-term success. A well-structured AM function can streamline processes, improve communication, and enhance value creation in strategic alliances. Join this roundtable to discuss:

Key responsibilities, reporting lines, and skillsets needed for a successful AM function
Processes, governance frameworks, and technological tools to support the AM function
Ensuring that the AM function is integrated with the company’s overall business strategy, KPIs and success metrics to measure alliance performance and impact

TABLE 3: When Partners Change: The Impact of Acquisitions and Sublicensing on Alliances

Sharon Morgenbesser, Independent Alliance Management Consultant

Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co., Inc., Rahway, NJ, USA

Changes in alliance partners, though anticipated to some degree in contracts, can have a variety of unique and profound positive and negative impacts to an ongoing partnership. The Alliance Managers from all parties play a key role in helping their organizations navigate these changes. This table will discuss these changes from two perspectives: when your partner changes, and when you are the new partner.

What are the first things Alliance Managers should focus on when partners change?
What opportunities might a new partner bring to an alliance, and how can Alliance Managers try to maximize these positives?
What issues might arise when a new partner comes into an alliance, and how can Alliance Managers try to mitigate the negatives?

4:45 pmWelcome Reception with Exhibit Viewing

5:45 pmClose of Day One

Day 1
Day 2

Wednesday, March 26

8:00 amRegistration and Morning Coffee

8:25 am

Chairperson's Remarks

Amanda McAllister, Director II, Global Alliance Leader, AbbVie

8:30 am

Interactive Workshop: Improve Team Collaboration to Improve Alliance Outcomes

Jan Twombly, President, The Rhythm of Business, Inc.

Every alliance manager has dealt with dysfunctional project teams and ineffective governance committees. Research demonstrates that developing people’s abilities to collaborate well results in enthusiastic, high performing teams that achieve better alliance outcomes. In this hands-on workshop, examine real-world scenarios and gain frameworks and tools for helping teams reduce churn, organize their work with no gaps or overlaps, and produce results.

9:15 am

Operationalizing Alliance Execution in Business: A Functional Example

Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co., Inc., Rahway, NJ, USA

When two companies enter into a collaborative agreement, there are foundational relationship-enabling components needed to enable an effective working relationship. When executed well, this can set a positive tone early in the relationship to establish how the companies will work together for the life of the deal relationship. Building on this relationship management methodology consistently and pulled through at the functional level, day-to-day activities can help with continued consistent support by reducing role ambiguity. By establishing structured operations at the functional level, there is a potential to reduce unnecessary churn which can enhance the benefits of the collaboration and partnership while building trust as a valued partner. This presentation will provide an example of these structured operational activities using the regulatory function, and of how this centralized functional knowledge and consistent approach has benefits with each new experience.

9:45 amCoffee Break with Exhibit Viewing

10:15 am

Unlocking Platform Partnerships: An AbbVie–Frontier Medicines Alliance Case Study

Amanda McAllister, Director II, Global Alliance Leader, AbbVie

Donna Taneja, PhD, Vice President, Head Alliance Management, Frontier Medicines

Join us for a discussion from the front lines of alliance leadership navigating a platform technology collaboration. Donna Taneja from Frontier Medicines and Amanda McAllister from AbbVie will discuss how alliance leadership has helped unlock the value and potential of their company's collaboration. They will discuss real world examples of bridging differences between big pharma and platform biotechnology while inspiring their teams to perform at their full potential.

10:45 am

Building Platform Alliances between Charity, Industry, and Academia to Democratize Access to High Quality Technologies and Innovative Science

Ewan Hughes McInnes, Strategic Alliance Manager, Cancer Research UK (CRUK)

Beatrice Lana, Strategic Alliance Executive, Cancer Research UK (CRUK)

This presentation offers insights into the CRH platform alliances that provide explant and functional genomics capabilities to advance oncology research. Cancer Research UK, through in-house labs within CRH, collaborates with industry and academia to bridge gaps, supporting the translation of impactful research into cancer treatments. By democratizing access to high-quality resources, the alliance model removes barriers to knowledge and technology. Case studies will demonstrate how the CRH dedicated team of Strategic Alliance Managers has applied alliance management best practice to build, maintain, and progress these long-lasting and impactful strategic alliances with industry, including AstraZeneca, and leading academic researchers.

11:15 am PANEL DISCUSSION:

Platform Alliances: Key Factors for Success

PANEL MODERATOR:

Diana Sanchez, PhD, Director, Alliance Management, Beam Therapeutics

Partnering with platform companies provides opportunities to access novel, highly specialized therapeutic modalities without requiring the build of infrastructure. For platform companies themselves, alliances provide ways to expand the access of their platform to therapeutic areas that are out of scope and reach more patients. In this panel, alliance managers from a suite of platform companies will share their learnings about key factors to launch and maintain successful platform alliances.

PANELISTS:

Jitin Bajaj, Senior Director, Alliance Management, Beam Therapeutics

Annlouise Goodermuth, Executive Director, Business and Alliance Management, Moderna

Christina Tan Hehir, Senior Director, Alliance Management, Orbital Therapeutics

Peggy Taylor, Vice President, Head of Alliance Management, Alnylam

12:00 pmNetworking Luncheon

1:00 pm

Chairperson's Remarks

Beth Odeh-Frikert, PhD, Head SSF Global Alliance and Asset Management, Pharma Partnering, Genentech

1:05 pm PANEL DISCUSSION:

Navigating Alliances with Chinese Companies: Legal, Cultural, and Regulatory Challenges

PANEL MODERATOR:

Jan Twombly, CSAP, President, The Rhythm of Business

Partnering with Chinese biopharma companies is increasing exponentially. Call it China speed. Partnering with Chinese companies offers many rewards and presents complex challenges. This panel will explore what alliance managers need to understand about the different legal and regulatory structures. We’ll discuss the unique dynamics of working with Chinese companies that have very different work cultures from western companies. Importantly, our panelists offer a 360-degree view and put themselves in the Chinese partner’s shoes to share what frustrates them about their western partners. Our senior alliance professionals will also take your questions on legal, cultural, and regulatory challenges of partnering across the globe.

PANELISTS:

Karen Coffman, Director Alliance Management, Oncology Business Development & Licensing, AstraZeneca

Andi Gardner, Senior Director, Alliance Management, Biogen

Annlouise Goodermuth, Executive Director, Business and Alliance Management, Moderna

Beth Odeh-Frikert, PhD, Head SSF Global Alliance and Asset Management, Pharma Partnering, Genentech

1:50 pmInteractive Breakout Discussions

IN-PERSON ONLY BREAKOUT:

TABLE 4: Managing your Career as an Alliance Manager

Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb

Advancing your career as an Alliance Manager requires strategic planning, continuous skills development, and the ability to navigate complex professional landscapes. As the role evolves, AMs must adapt to emerging trends, expand their expertise, and position themselves for long-term growth within the organization or industry. Join this discussion to explore strategies for career development.

Honing essential skills such as negotiation, relationship-building, strategic thinking, and cross-functional collaboration
Cultivating relationships with key stakeholders, both internal and external, to expand influence, gain new opportunities, and stay informed on industry trends
How partnership models are changing to reflect industry dynamics and the implications for alliance professionals

TABLE 5: Navigating Alliance Wind Down and Termination

Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co., Inc., Rahway, NJ, USA

There are many reasons why a company may want to terminate an alliance. Whatever the reason, the parties must understand and follow the correct procedures for termination. Join this discussion to explore best practices for managing this process.

Establishing a clear exit strategy and governance plan
Strategies to steer through an alliance termination process while preserving trust, and maintaining reputational integrity for future collaborations
Considerations for transition planning

TABLE 6: Alliance Communications and Reporting

Jan Twombly, CSAP, President, The Rhythm of Business

This interactive discussion explores strategies to design communication and reporting plans that provide clear insights into alliance activities without duplicating development and commercial reporting. Join this discussion to share best practices, address common challenges, and discover how to align reporting with alliance objectives.

Identifying unique alliance reporting needs and avoiding overlap with other functions
Structuring communication workflows to ensure transparency and efficiency
Leveraging tools and metrics to highlight alliance value without redundant reporting

2:50 pmClose of Summit