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Friday, April 11

7:45 am Morning Coffee, and One-to-One Meetings

8:45 Chairperson’s Opening Remarks & Review of Day One

9:00 Relationship Management: A Key Enabler of Company to Company Innovation
More and more organizations are looking to develop and then implement strategies to enhance innovation through closer working relationships with external partners - be they classic alliance partners, key suppliers or key customers. As this is happening, these same organizations are beginning to look at their efforts to build alliance management capability - or more broadly their relationship management capabilities - as a possible internal platform upon which to build their efforts. This talk will explore ways in which classic alliance management capabilities can indeed support such efforts, how they are different, and case studies illustrating key points.
Stu Kliman, Head, Pharmaceuticals Practice Area, Vantage Partners

9:45 Can Innovation Exist in Alliance Management?
Successful collaborations bring opportunities for innovation. This talk will preset a case study illustrating how innovation exists in alliance management.

10:15 Networking Coffee Break and One-to-One Meetings

10:45 Alliance Management Skill Set through Outsourcing Experience
The skill set used to manage supplier relationships is applicable to Alliance Management. Alliance managers can benefit and learn from the experience of our outsourcing colleagues in successful partnering to accomplish complex shared goals through 1) project management across diverse corporate cultures, 2) defining and monitoring performance metrics, and 3) establishing governance processes. Solutions developed in outsourcing management may transfer to Alliance Management. The possibilities will be discussed in this talk.
Sue Stempien, Director, Strategic Sourcing and Procurement, Amgen, Inc.

11:15 Focus on Internal Alignment and Continuous Improvement
Knowing that Alliance Management is not only about working with external partners, adequate internal alignment and continuous improvement are essential for maintaining consensus and buy-in from internal parties and enabling the Alliance Management function to continuously meet the needs of the company over time. Ideas on these two areas will be discussed in detail, to encourage open conversation and discussion on how to maintain a strong Alliance Management function internally and externally. 
Kimberly Brue, Director, Alliance Management, Corporate Development, sanofi pasteur

11:45 Networking Luncheon and One-to-One Meetings

1:15 How to Create Successful Alliances
To create successful alliances, it is important to carefully consider the objectives for partnering. These objectives include the type and structure of the alliance to form and other deal components including due diligence, negotiations and contract drafting. This talk will discuss how to structure the alliance to facilitate the Alliance Management process and different aspects to take into account before and during partnering discussions.
Stephanie Oestreich, Ph.D., Associate Director, Strategic Alliances, Novartis

1:45 Developing Alliances between Big Pharma & Major Academic Centers
Much attention has been given to alliances established between large pharmaceutical and biotechnology companies. Many of these alliances are focused on the delivery of a single large project or development product. In these types of relationships, specific agreements, clear project goals and alliance management principles can be created complete with discrete milestones, timelines and clear measures of value creation. Due to the nature of these deals, alliances generally have clear expected outcomes and measured benefits. Scientific collaborations between large pharmaceutical companies and major academic centers in general are by nature less structured, usually transactional-based and thus harder to quantify. Management of these relationships is often diffuse and inefficient. This talk will discuss the basic principles and tools used to transform a string of transactional collaborations into strong strategic academic relationships. How to maintain and measure value and success from these relationships will also be discussed.
Michael Mallamaci, Ph.D., Alliance Project Manager, Science & Medical Healthcare Relations, AstraZeneca Pharmaceuticals

2:15 Failures and Success of Alliances: Two Case Studies on Why and Key Factors
Increasingly big pharma put more emphasis on not only to make a streamlined deal transaction, but also to be able to present to the other party a robust and successful Alliance Management. The reasons for failures in alliances are not technical, but rely more on cultural behaviors and lack of the proper focus as compared to the internal portfolio. AstraZeneca has had a longstanding interest to manage their alliances, and the speaker will present two cases on why the fail-ures and successes occurred, and how to mitigate the failures.
Lena Mårtensson, Director of Strategic Planning and Business Development Respiratory and Inflammation, AstraZeneca AB, Lund Sweden

2:45 Networking Refreshment Break and One-to-One Meetings

3:00 Alliance Implementation: Leverage Global Differences
Affymax and Takeda are collaborating on the development of a lead product candidate they will co-commercialize in the United States. Affymax and Takeda will describe their experiences during the first year of their alliance. The partnership was recently honored with the Allicense 2007 Breakthrough Alliance Award for its exclusive global agreement to develop and commercialize this product.
Rhonda Rickey, Senior Manager, Alliance Management, Takeda Pharmaceuticals North America, Inc.
Kerstin Leuther, Ph.D., Senior Director, Alliance and Project Management, Affymax Inc.

3:30 Building a Global Presence through Alliances
Ipsen is a successful biopharmaceutical company headquartered in France. The vast majority of its sales are in the EU, with no significant commercial infrastructure in the US. Ipsen does however have over 20 products in the market in Europe. Tercica is a biotech company with one product in the market in the US but no presence outside of North America. Both companies are very active within the endocrinology space. Outside of big pharma, many companies lack the resources to expand their presence outside of their primary market. Ipsen and Tercica were able to take a shared therapeutic interest and overcome a geographical limitation. Learn how these two companies have used a comprehensive alliance to build a global presence and solidify themselves within a competitive therapeutic category.
Sean McKercher, Vice President, North American Commercial Development, Ipsen

4:00 Close of Conference

Pre Con - Day 1