SRA PRO Banner M
November 3-4, 2016
Blue Chess Large11th Annual
Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation


In an environment of declining revenues and uncertain commercial success, biopharma, device and R&D companies need to continuously evaluate their portfolios. Manufacturers must make tough decisions about which products and projects to pursue to optimize long-term revenue and reduce overall risk. Cambridge Healthtech Institute’s and the BioPharma Strategy Series’ 11th Annual “Portfolio Management: Aligning Portfolio and Productivity with Corporate Strategy to Drive Innovation” attracts over 100 senior R&D executives from the pharma, biotech, device, IT, public and governmental communities who share best practices in project and portfolio management, R&D innovation, decision analysis, forecasting and the improvement of operational models. Effective portfolio management requires the alignment of portfolio and productivity with corporate strategy, supporting agile development and adaptation of data into planning.



Thursday-Friday, November 3-4, 2016



Thursday, November 3

Session Break, Transition to Special Welcome Luncheon


Strategic Resource Management & Portfolio Management Forums


This year the joint keynote session will begin with a Special Networking Luncheon and Presentation. Attendees from Strategic Resource Management and Portfolio Management are invited to enjoy a delicious plated luncheon while networking and collaborating with fellow attendees during an informative “Lunch-and-Learn” presentation.


LUNCHEON PRESENTATION: Lessons From the Field: Presenting Your Assets for Effective Decision Making

Richard Sonnenblick, Ph.D., CEO, Enrich Consulting


Welcome Portfolio Management Conference Registrants

Micah Lieberman, Executive Director, Conferences, BioPharmaceutical Strategy Series, Cambridge Healthtech Institute (CHI)




Chairperson’s Opening Remarks for Shared Keynote Session


Portfolio & Resource Management: How We Need to Adapt for the Future

Fraser MacFarlane, Ph.D., Vice President, R&D Portfolio Management, GlaxoSmithKline


Strategic Resource Management and the Value of an Enterprise System to Enhance R&D Productivity and Inform Business Decisions

Jean Lee, Ph.D., Vice President, Portfolio Operations & Project Management, Pfizer R&D


Diversification Strategies in Pharmaceutical Portfolios: Hedging Downside and Upside Risk?

Jonathan Freeman, Ph.D., Senior Vice President, Global Portfolio Management, Global Strategy & Franchises, Merck Serono




INTERACTIVE PANEL DISCUSSION: Opportunities and Leading Practices in R&D-Commercial Collaboration

Historically, the R&D and Commercial functions in biopharma companies have operated fairly independently from each other, passing the proverbial baton along the product lifecycle.  As a result, some products fail to come to market or, when they do, they may not meet their true potential.  In this panel discussion we will hear about the opportunities for earlier and deeper collaboration, as well as examples where this collaboration has made a difference:

  • What has been the collaboration environment and what factors have contributed to these functions operating independently and sequentially?
  • What are some recent examples where greater collaboration is leading to tangible results?
  • What does that collaboration look like?
  • What can everyone learn from the medical devices field where the R&D and engineering functions are very close to the marketplace, including customers, payers and patients?

Moderator: David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche


Richard Murray, M.D., Senior Vice President and Deputy Chief Medical Officer, Merck

Stephanie Brown, MBA, Vice President, Head Specialty Business Unit, Takeda Pharmaceuticals US  

Svetlana Pidasheva, Ph.D., Head, Global Medical Publications, Sanofi Biosurgery


Breakout Discussion Groups Remarks & Introduction to Tables and Moderators




Interactive Breakout Discussions

Concurrent breakout discussion groups are interactive, guided discussions hosted by a facilitator or set of co-facilitators to discuss some of the key issues presented earlier in the day’s sessions. Delegates will join a table of interest and become an active part of the discussion at hand. To get the most out of this interactive session and format please come prepared to share examples from your work, vet some ideas with your peers, be a part of group interrogation and problem solving, and, most importantly, participate in active idea sharing.


The Breakout Discussion session will be run two times, on Wednesday afternoon just before the reception and Thursday afternoon at the end of the day.


TABLE 1: Using Project Milestones as Principle Objectives of Development (PODS) for Resource Planning and Portfolio Management


Cleat Jerden, Director Strategic Planning and Operations, CMC Integration, Amgen

Samantha Fairbairn, Senior Manager Strategic Planning and Operations, Attribute Sciences, Amgen

  • How do development functions align on key milestones and activities to plan their resources and work?
  • Are portfolio management software programs improving portfolio planning?
  • Are capacity management and portfolio management managed through the same team, or are they separate teams with different outputs?


TABLE 2: Partner vs. Vendor: Are You Getting the Value Out of Your Vendor Management Strategy?


Matthew Kokkonen, Senior Manager, IT, BioMarin Pharmaceutical LLC

Second Moderator TBD

  • Each year services firms receive ~$2 Billion for impractical data and poorly implemented recommendations (per HBR). To minimize this risk, clients should better understand what consulting and consultants can actually accomplish: Likewise, consultancies need to better understand and deliver per industry’s needs today.
  • What does industry need from a consultancy?  How have you benefited from a consultancy? (e.g. Information vs. Problem Solving, Referee vs. Consensus Building, Outsourcer vs. Life-long Adviser)
  • What does a consultancy need from industry in order to succeed? (e.g. frameworks vs. work accomplished)
  • How effective are “best practices” when managing consulting resources around vendor management/consultancy at meeting organization’s needs today? Is a company’s structure and culture aligned with how they partner with consultancies?


TABLE 3: Quantification of Uncertainty: What Can We and What Should We Quantify?


Daniel Zweidler, Ph.D., Senior Fellow, Mack Institute for Innovation Management, The Wharton School, UPenn; President, DZA, Inc.

Robert Boland, MBA, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson

  • Historical perspective, how good are we at predicting revenues (please come prepared with real examples)
  • When do you know that you have an impactful drug in your pipeline?
  • How does this impact your decision making?


TABLE 4: Portfolio Management at The Speed of Light: The Impact of Game Changing Therapies On Portfolio Planning


Moderators TBD

  • What is the impact that the new immuno-oncology wave has had on regulatory time lines, strategies and ability to plan portfolios?
  • What Therapeutic Areas are showing the greatest opportunity and also bringing new challenges?


TABLE 5: Optimizing Resource Management’s and Your PMO Office’s Business Impact: Data vs. Emotions in Decision Making?


Richard Wilner, Director, North America, Portfolio Management Office, Sanofi

Charles Dormer, Principal, APEX STP

  • What is the business case for resource management? What impact do you expect it to have on your business?
  • How can you create a culture from being driven by anecdotes and opinions, to being driven by insights based on data? Have you done this?
  • How can an organization like a PMO change the organization through influence without requiring or relying on solid-line reporting authority?
  • Are your decision driven by data or emotion?


TABLE 6: Consolidation and Break-Ups Among Life Sciences Companies and Vendors: What are the Trends and What do They Mean?


David Davidovic, Founder, pathForward; former VP and Global Head, Commercial Services, Genentech and Roche

Second Moderator TBD

  • Life sciences companies have been consolidating with M&A activity for years. Will this trend continue or will some behemoths break up into pieces?
  • Vendors into the industry have been consolidating in efforts to expand product and service portfolios and further penetrating their customer bases. Will this continue? Who wins in these mergers?
  • How are companies managing transitions to minimize disruption?


TABLE 7: Leveraging Private-Public Partnerships and Alternative Business Models to Drive Innovation in Global Health


Thomas Forissier, Deputy Director, Strategy Planning & Management, Global Health, Bill & Melinda Gates Foundationi

Andrew Middlecamp, MBA, Portfolio and Platform Lead, Bill & Melinda Gates Foundation

Xin (Jean) Yuan, Ph.D., Senior Portfolio and Policy Analyst, Office of Director, National Institute of Health (NIH)

  • How can both the Public and the Private partners achieve a sustainable model for both parties?
  • What would it take for the private sector to commit best resources and assets to global health (beyond corporate social responsibility)? What incentives need to be in place? What might be the levers to lower the cost of opportunity? Where might the first areas of collaboration be (i.e., where should we start)
  • What have we learned from past examples on how to structure such endeavors?

View Breakout Discussion Groups Page



Close of Strategic Resource Management Executive Forum (Portfolio Management continues on through Friday, November 4)


Friday, November 4




Chairperson’s Remarks


FEATURED PRESENTATION: Centralized vs. Decentralized Portfolio Management

Gautam  Gupta, MBA, Vice President, Strategy, Portfolio, Competitive Intelligence and Enterprise Operations, Worldwide Research and Development, Pfizer



A Holistic Approach to Strategic Resource & Portfolio Management

Ken Dobie, Director, Corporate Planning & Portfolio Management, Illumina


Sponsored Presentation

Creative Project Management Methods for Resourcing Projects in Small versus Large Organizations

Paul Cook, Regional Operations Manager, Integrated Project Management

Larry Radowski, Managing Director, Strategy and Business Development, Integrated Project Management


Coffee Break in the Exhibit Hall




CASE STUDY: Process and Methodology to Evaluate the Decision to Progress Internal and/or External Assets

Speaker to be Announced, Portfolio and Decision Analysis, Pfizer


Aligning Incentives: Creating Collaborative Partnerships in Global Health

Andrew Middlecamp, MBA, Portfolio and Platform Lead, Bill & Melinda Gates Foundation


Sponsored Presentation

CO-PRESENTATION: Incorporating Strategic Risk into Portfolio Decisions and Valuations

Charles Alsdorf, Director and Capital Efficiency Leader, Deloitte Transactions and Business Analytics LLP

John Phillips, Director, Life Science Lead for Capital Efficiency Practice, Business Valuation, Deloitte Transactions and Business Analytics LLP


Luncheon Presentation (Sponsorship Opportunity Available, please contact Uma Patel

+1.781.972.1349, upatel@healthtech.com ) or Enjoy Lunch on Your Own




Chairperson’s Remarks


Predictive Analytics and Economic Valuation in Portfolio Management of Life Sciences Assets
Gill Eapen, Managing Director, Business Advisory, Stout Risius Ross (SRR)

Optimizing Your Portfolio and Allocating Resources in Real Time Using Prediction Markets and Crowdsourcing

Robert Boland, Associate Director, Emerging Science and Innovation Strategy, Johnson & Johnson


Sponsored Presentation (Opportunity Available) 


Looking Before You Leap: A Case Study to Build a Value Focused Project Portfolio Management Office

Matthew Kokkonen, Senior Manager, IT, BioMarin Pharmaceutical LLC


INTERACTIVE SESSION AND PANEL: The Importance of Supportive Business Processes in Portfolio Management

Despite employing the most up to date and elegant software tools and analytics most portfolio management approaches are not delivering maximal business benefit. Although there may be many contributing factors the main drivers for this include an inability to establish a single, validated data repository (the elusive single source of truth), failing to construct and conduct a portfolio governance process focused on end to end value creation and fact-based decision-making and ineffective change management when implementing new business processes and software. This session will explore these foundational aspects needed to drive optimal portfolio management practices. 


Introduction: A Fool with a Tool is Still a Fool: The Importance of Supportive Business Processes in Portfolio Management

Mark Lane, Ph.D., Consultant, TayganPoint Consulting Group


Real Life Challenges & Success Stories When Creating a Single Source of Truth (SSOT)

Jared Fantasia, Head, Global Portfolio & Project Management Operations (GPPM), Johnson & Johnson


The Importance of Change Management in Portfolio Management

Mark Lane, Ph.D., Consultant, TayganPoint Consulting Group


INTERACTIVE Q&A: The Importance of Supportive Business Processes in Portfolio Management  

Mark Lane, Ph.D., Consultant, TayganPoint Consulting Group

Jared Fantasia, Head, Global Portfolio & Project Management Operations (GPPM), Johnson & Johnson

Speaker to be Announced

 Chairperson’s Closing Remarks


Close of Portfolio Management Executive Forum

Again this year, we will be running the meeting back to back with the 14th annual meeting focused on Strategic Resource Management, which takes place November 2-3, 2016, creating a three-day event (Nov. 2-4) covering the topics most important to you. There is also a Monday-Tuesday Project Portfolio Management Certification Master Class this year, which gives attendees a five-day event option (see map below).

Master Icon


For questions or suggestions about the meeting, please contact:
Micah Lieberman
Executive Director, Conferences
BioPharma Strategy Series
Cambridge Healthtech Institute (CHI)
T: (+1) 541.482.4709
E: mlieberman@healthtech.com

For exhibit and partnering information, please contact:
Uma Patel
Business Development Manager
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.1349
E: tmanning@healthtech.com

For media and association partnerships, please contact:
Bethany Gray
Marketing Manager
Cambridge Healthtech Institute (CHI)
T: (+1) 781.972.5494
E: bgray@healthtech.com

Preliminary Agenda Now Available

2015 SRA/PFO Thumbnail

Premier Sponsors:


 Integrated Project Management

Corporate Sponsor:


Corporate Support Sponsor:




Master BTN