From the bench to market
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From the Bench to Market. Bridging the Gaps for Early Stage Development in a Difficult Economy. Background.

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From the Bench to Market

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From the bench to market

From the Bench to Market

Bridging the Gaps for Early Stage Development in a Difficult Economy


Background

Background

  • Joined PDL BioPharma in 2006 with 1100 employees, as it transitioned from being a leading provider of antibody humanization technology to a product-driven enterprise with three commercial drugs on the market and a strong pipeline of therapies in development.

    • Within a year hedge fund investor prompted the sell off of the commercial products

  • In 2008, the PDL BioPharma R&D programs were spun out to form Facet Biotech Corporation with approximately 200 employees


Navigating the downturn at facet responding to shareholder pressure

Navigating the Downturn at Facet:Responding to Shareholder Pressure

  • Narrowed our focus to a single therapeutic area

    • Evaluated additional early stage clinical candidates to strengthen our existing pipeline

  • Evaluated our platform technology to create business opportunities

  • Selective effort to reduce burn rate

  • Create sustainability via partnering our pipeline programs with Big Pharma


Partnering to create sustainability

Partnering to Create Sustainability

  • The biotech industry raised a record $55.8 billion in 2009 despite hesitant stock and venture capital markets, as drug-company partnerships fed the cash-burning startups that develop new therapies.

  • Represents a jump of 85 percent over the $30.1 billion recorded in 2008

  • 2009 results driven by $37 billion in financial partnerships through which large drug companies license technologies or experimental remedies from biotech startups

    • Limit growth of the start up if forced to cede control over most promising developments

      • Farm for Big Pharma

Source: http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2010/01/10/BUQ61BF0UT.DTL


Impact on ip portfolio management

Impact on IP Portfolio Management

  • Increased pressure to enter license agreements with academic institutions to bridge the gap for reduced R&D effort in-house

    • IP ownership issues

    • Coordinating patent prosecution to protect the candidate molecule

      • Objectives of the institution and the company may conflict with respect to claim scope

    • Use of research materials outside the scope of the agreement


Impact on ip portfolio management1

Impact on IP Portfolio Management

  • Collaboration agreements with Big Pharma

    • Working successfully in joint patent committee setting

    • Becoming the target

      • Assessing IP portfolio for strengths and weakness in advance of due diligence


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