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Day 2 - Strategic Alliance Management Congress

2014 Archived Content


Day 1 | Day 2 | Day 3 | Short Courses 


Day 2 - TUESDAY, MAY 6 

7:30 am Morning Coffee

8:00 Chairperson's Remarks

Stuart Kliman, J.D., Partner, Vantage Partners

8:05 Interactive Breakout Discussion Groups and Speed Networking

Grab a cup of coffee and delve deeper into some of the overarching concerns facing alliances today. These are moderated round tables with brainstorming and interactive problem solving, allowing conference participants from diverse backgrounds to have frank discussion while exchanging ideas, experiences, and developing future collaborations around a focused topic.

Table 1: Alliance Launch

Organizations commit significant resource 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 some 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 2: Creating Alliance Management Capability Beyond the Alliance Management Group: What Approaches Work?

As we all know, the AM group is NOT the alliance capability, the capability needs to be embedded into the day-to-day operating model of the organization.

  • What does that mean?
  • What approaches have different companies taken to make it happen?
  • What has worked so far and what might be necessary to truly embed such a capability in the broader organization?  

Table 3: Alliance Management at the Forefront of Deal Making

One of the principle 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 4: Alliance Managers Enhancing Asset Value

For an alliance management function to be recognized as “value-add” to the broader organization, we must look beyond the role of relationship management and more into value creation. This group will share ideas on how as alliance managers can add bottom-line value to the assets we manage and show the strategic capability of our function.

  • What is the role of alliance managers in the development of strategic asset plans?
  • What are examples where as an alliance you have, or could, provide bottom-line value (e.g. identified additional collaboration opportunity within an existing opportunity)?
  • What are ways to protect value loss?

Table 5: The Role of Senior Management on Alliances

  • How can organizations make the best use of their senior resources to support alliance success? What should their role be?
  • How can you best “train” them to fulfill that role?
  • What kind of efforts have companies taken to figure this out and implement answers?

AM Insights: Initial Activities Impacting Alliance Success 

How do the activities during deal making and during the transition of deal to manager affect the overall success of the alliance? What is expected of Alliance Managers pre-and post-deal initiation to ensure success right from the start? How do alliance behaviors and processes instilled at launch lead to productive performance later in the relationship? This session will focus on real-world examples of early activities impacting the success of partnerships throughout their life cycles.

9:25 Chairperson’s Opening Remarks

Nick Dunscombe, Head, Global Alliance Management, Centre of Excellence, AstraZeneca

9:30 Is It Preferred to Have Formally Established Alliance Management?

Andrea Matthews, Vice President, Operations and Alliance Management, Selventa

The responsibilities of alliance management can be formally defined by the contractual agreement between two parties. Alternatively, alliance management responsibilities can be less defined and happen more informally between two companies. We will compare two case studies and the associated advantages and disadvantages of formal or informal governance for alliance management. We will also review recommendations that can contribute to success for each situation as well as potential areas to keep an eye on.

10:00 Living with a Master Agreement

Osama Nabulsi, Vice President, Business Development and Alliance Management, HIKMA Pharmaceuticals

Alliance management of a partnership that is dictated by an umbrella agreement is a double-edged sword: long life agreement and an ever changing environment. Alliance in this case requires not only teams’ diligence and execution but also an organizational commitment. This is a unique case study of a multiple biosimilar product partnership that is significant for the industry as its execution mandates a strong alliance and flawless execution.

10:30 Coffee Break in the Exhibit Hall

11:00 Reflections on an Alliance Launch: What Went Surprisingly Well and What Caught Us by Surprise

Troy Windt, Senior Director, Alliance Management and Business Development, Reata Pharmaceuticals

Now that time has passed and the alliance is maturing, can you see the connections between the launch activities and the alliance successes? Knowing that once a deal is struck the natural tendency will be to get to work on the project activities; alliance management must prioritize on the most critical elements of “how” the teams, steering committees and executives will work together. This presentation will discuss real life experiences of this process and describe which alliance behaviors and processes instilled at launch led to productive performance later in the relationship. Further, we’ll take a look at the price that might have been paid by not attending ourselves to de-prioritized details during launch.

11:30 KEYNOTE PRESENTATION: Alliance Evolution: From Just Signing a License to Getting Beyond the Deal 

Frank Grams, Ph.D., Vice President, Head, Alliance Management & Transactions, Sanofi

This presentation will discuss the changing alliance landscape, learnings from other pharma and industries, the Sanofi case study of building an effective alliance management organization, and the way forward.


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

AM in Action 

This section explores the practical utilization of alliance management throughout a variety of partnership types, models and strategies. While the previous section focused on refining the management role, these skills are put into practice and leveraged throughout this series of discussions.

1:25 Chairperson’s Opening Remarks (Sponsorship Opportunity Available)

1:30 INTERACTIVE PANEL DISCUSSION: Improving Healthcare - Integration of Supply, Demand, and Regulation to Accelerate Commercialization and Market Acceptance

BCA has an innovative partnership model by accelerating access/commercialization to the following key Healthcare sectors: Hospitals, Blood Transfusion/Management, and the Healthy Donor community. The model also includes collaboration with the FDA to create efficient pathways for developing technologies that have the potential to create a safer blood supply. As part of this relationship, BCA members work closely with Cellular Therapy and Biologic companies developing new blood based technologies for commercialization. This discussion will bring an innovative approach in partnership involving sectors of markets that were not considered or utilized before to develop and accelerate commercialization of therapeutics, diagnostics and healthcare products for the benefit of society.

Moderator: Neil Dey, Ph.D., MBA, COO, Lana Management & Business Research International

Panelists: Bill Block, President & CEO, Management, Blood Centers of America

David Perez, President & CEO, Terumo BCT

Erik Woods, Ph.D., President and CEO, Cook General Biotechnologies

C.D. Atreya, Ph.D., Associate Director, Research, OBRR, CBER, FDA

2:30 Co-Presentation: Alliance Management Best Practices - Lessons Learned from a Small with Large Pharma Collaboration

MaryAnne McCarthy, Executive Director, Clinical Operations and Alliance Management, Incyte Corporation
Kimberly Koch, Alliance Manager, Eli Lilly and Company

These innovative partners will provide an overview of how to streamline alliance team interactions by taking the time to establish an 'Alliance Infrastructure' that includes identification of joint objectives, addressing corporate culture differences, and properly implementing governance and communication plans. They will highlight challenges and how they can be managed utilizing the established alliance Infrastructure. They will also touch upon the value of alliance surveys and making adjustments on the fly. 

3:00 Refreshment Break in the Exhibit Hall 

Moving toward Partner of Choice: Strategies for Standing Out  

Creating and fostering an organizational alliance ecosystem can transition a firm from opportunistic or systematic partnering, to endemic partnering where alliances become a firm's competency. Prospective partners recognize this, and seek to form collaborations with such organizations attaining "Partner of Choice" status to gain a competitive advantage. This session will focus on discussions centered around systematic partnership models and an organizational culture to move toward partner of choice status.

3:30 Co-Presentation: Successful Biopharma Partnerships with Foundations

Allison Formal, Vice President, Research & Business Development, The Leukemia & Lymphoma Soc (LLS)

Jason Rhodes, President & CFO, Epizyme

The Leukemia & Lymphoma Society successfully partnered with Avila, Epizyme, Oconova, Celator, Acetylon and others which enabled them to raise funding and go to public markets or partner their technologies with larger commercial pharma companies. This co-presentation will discuss our unique model using our partnership with Epizyme as a case study.

4:15 KEYNOTE PRESENTATION: Building an Alliance
Management Culture and Capabilities within Your Company - It Goes a Long Way to Foster Healthy Collaborations and to Be a Preferred Partner

Knut Sturmhoefel, Ph.D., Head, Alliance Management, Global Business Development & Licensing, Novartis

This presentation will discuss Novartis' internal program to establish a broader alliance management culture addressing critical aspects of creating true corporate alliance capability, generating value, and selling that value to obtain c-suite support.


5:00 End of Day and Dinner Short Course Registration

5:30 – 8:30 Dinner Short Course (See Details)

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