Day Two: Tuesday, May 9, 2006

7:30 am

Morning Coffee and One-to-One Meetings

8:30 Chairperson’s Opening Remarks & Review of Day One
Dr. Kendra Eager, Assistant VP Global Business Development, Global Business Development, Wyeth Pharmaceuticals

8:45 The Big Picture and the Small Detail: What is Happening with Alliance Management 
      • Trends and data -- recent alliance management trends across industries and of
       the various specific models pharma and biotech organizations are using to
       manage their alliance portfolio 
      • Change management practices -- building both alliance management functions
       and a broad based organizational capability
      • Defining metrics for success -- what value are organizations looking to capture
       out of a successful alliance management process? 
      • Determining a strategy -- what are the different choices that organizations
       have for alliance management, and what are the risks and benefits of each?
      • Continuous quality improvement -- how can alliance management managers
       ensure they are making the greatest possible impact in their organizations?

Stuart Kliman, Head, Pharmaceuticals Practice Area, Vantage Partners

9:30 The Other Side of Alliance Management: License Compliance 
This presentation concerns the other side of alliance management: licensee compliance -- watching the money and the technology. Often in the general excitement of getting license agreements and other deals done, there is a tendency at times to overlook the process of keeping an eye on the technology and money in the alliance or license agreement. This is especially true of older agreements and those dependent upon the long product development cycles so prevalent in biotech and pharma firms. Topics to be covered include:

      • Why monitoring of licensee compliance is important 
      • How to assure that your licensees are treated fairly but comply with license
       terms
      • Effective strategies to settle license disputes
      • Performing royalty audits

TBA

10:15		Networking Coffee Break and One-to-One Meetings
11:00		Developing a New Paradigm for Academic Collaborations
Academic alliances are a key component of the research effort in any pharmaceutical or biotech company. Traditional mechanisms and arrangements are no longer appropriate, and in response Wyeth has been developing a number of novel academic partnering approaches. These include public-private financing, research networks, risk sharing and integrated alliance management. During this session, attendees will learn about:       • Pros and cons of traditional academic arrangements       • How the alliance benefits from a science and a business perspective       • Opportunities for 3rd party investment from public and private sector       • Risk and reward sharing with academics        • Establishing multi-University arrangements       • Wyeth case studies of recent academic deals Matthew Bell, PhD, Senior Director, Discovery Research Strategy, Wyeth Research

12:00 Interactive Roundtable Discussions 
Each roundtable will be limited to ten participants. Topics that are more popular will have multiple tables.

1. Incentivize Team Members to Ensure Successful Collaborations
   Facilitator: Nigel Burns, Senior Vice President, Cambridge Antibody Technology

2. Drive the Negotiation Process - How To Get Involved Not Too Early
   Facilitator: Mr. Tim Andrews, Principal, Vivo Group

3. Managing Alliances When One Partner’s Portfolio Strategy Changes
   Moderator: Dr. Gwen Acton, President, Vivo Group

4. Protecting Intellectual Property throughout the Life of the Alliance Partnership

5. Key Steps to Executing and Managing Risk Sharing Alliances in Asia
   Facilitator: Gene Williams, Chief Executive Officer, Cambridge Healthtech Associates

1:00		Networking Luncheon and One-to-One Meetings
2:15		Preparing an Organization to Be an Effective Partner for Long Term Success
Over the past two decades P&G has invested in establishing a pharmaceutical business, building on P&G’s 165 year-old heritage of understanding and improving consumers’ lives. Alliances are an important strategic option for our growth and we have been actively involved in more than 20 alliances in the past decade. Our alliances range from our recent collaboration with Novartis in the U.S. on the overactive bladder drug, Enablex™ to our large global partnership with Sanofi Aventis for Actonel™, our $1 billion osteoporosis product. Part of P&G’s heritage has also been the development of deep understanding of organization design for business success, for example, building high performance systems into our manufacturing plants and business leadership. Knowing the challenges inherent in building and managing alliances, we have invested in building organization-wide capability to support our strategic choice to focus on alliances. Our philosophy is to create and maintain a foundation for alliances so they will succeed for the long-term.        • Explore an organization-centered approach to alliance management       • The nine key factors of alliance success and how P&G measures them        • Examples of tools P&G uses to create and manage alliances        • How Human Resources plays a role in building alliance capability Dave McCamey, PhD, Associate Director, Global P&G Pharmaceuticals Alliance Management
3:00		Quintiles & Solvay Pharmaceuticals Create a Unique Alliance
Most pharmaceutical and biotechnology companies, regardless of size, face a common challenge: how to appropriately invest in research and development to maximize the number of therapies brought to market without sacrificing shareholder value. In many cases, a company is unable to fully realize the potential of its complete pipeline of compounds – some research projects have to be delayed or cancelled to either fund more promising compounds or compounds in a more advanced stage of development. Most companies, when faced with this situation, often turn to Wall Street or venture capitalists for funding, or develop a third-party research company to fund research programs. Solvay opted for a more inventive approach – collaborating with a contract research organization, Quintiles, to open its bottleneck. Learn how Solvay and Quintiles have developed and managed this unique partnership, with both parties realizing the benefits of a true alliance.  Mr. Jan DeWitt, Vice President, Global Alliance Management, Quintiles  Kristian Saksida, Vice President, Global R&D Resource Management, Global R&D Resource Management, Solvay Pharmaceuticals BV
3:45		Networking Refreshment Break and One-to-One Meetings
4:00		Effective Risk Management in the Alliance Management Pipeline
• How to deal with risk management in the alliance based pipeline       • Approaches to integrate and manage strategies of both organizations        • Identify successful portfolio and asset management processes - making        sure your portfolio is where it needs to be  Dr. Phil Gotwals, Senior Director, Program and Alliance Management, Biogen Idec Inc.
4:30		Managing Multiple Partners When Your Company is a “Small Fish in a Big Pond”
• How a small biotech is organized to be responsive to their larger corporate        partners       • Tools and tactics put in place to successfully manage multiple        collaborations       • Educating your company on the alliance management strategic role       • Challenges facing a small(er) organization when managing multiple partners TBA

5:15 Close of Congress