This column offers a deeper look into especially innovative or entrepreneurial biopharma companies, individuals, or institutions through our special lens — lessons learned, actionable info, benchmarking, best practices, etc.
Reata refused to take what seemed like a dead-end trial as a losing proposition. Instead, the company went to work mining the trial for the very insights that subsequently saved it.
Cydan is using a new business model in which they challenge the ways companies dealt with orphan drugs in the past.
In this series on "Life Science Leadership In Action," we discuss PolarityTE, which focuses on regenerating lost tissues in their original complex forms.
Always stick with your original goals, even when you reap another, off-the-scale success. Like many biopharma companies, Prometic invented a novel technology platform, initially to make new medicines available to unserved populations.
Can a biopharma company have a soul? If so, the soul should be one that endures. “The biology is the soul of our company,” says Robert Blum, president and CEO of Cytokinetics. “We have pioneered an area of biology — muscle activation — proven to offer a compelling pharmacology.
Why shouldn’t our mitochondria want us to live long, prospering in good health? Why shouldn’t they — as symbiotic microbes turned cellular organelles with their own mini-genomes — carry genes that help ensure our healthful survival?
Clinical challenges lurk all along the pathway for any company developing new vaccine candidates and technology — and that goes at least twice for Novavax. As we go to press with this, the company is dealing with an anxious investment community about the “failed” Phase 3 trial of its RSV F vaccine in older adults, for protection against respiratory syncytial virus (RSV). (See “Press-Time Thunder.”)
Lee Jones, the CEO and cofounder of Rebiotix, describes building the company in an “of course, this is how you do it” manner. The larger issue — whether the company’s Microbiota Restoration Therapy (MRT) platform will succeed in a somewhat besieged field — can only be resolved over time. But it will most likely be biology that decides the matter, not the typical lack of clear direction or organization that plagues so many biopharma startups.
Suffocation seldom gets the credit it deserves for causing death in so many conditions — from sleep apnea to heart failure to drug overdose. But if you view the large variety of those cases at a higher resolution, you will see “respiratory failure” as the common final, fatal effect.
I have never seen such a bold and ambitious approach to treating, dare I say healing, one of the worst injuries anybody can sustain — a spinal cord injury. The story of InVivo’s development of a tiny scaffold inserted into the injury site merits attention in “The Enterprisers” both for its ambitious goal and its means for reaching it.
A simple twist of fate is all it takes to knock you off your original track. In the case of the company that would be reborn as Amarantus, it was another company’s bad luck in the clinic that ended its first push for partnering and funding.
What if a company had a technology that could sharply lower CoG (cost of goods) and ensure the highest possible availability and effectiveness of an influenza vaccine — even though the company were a David up against the flu-shot Goliaths? Codagenix believes it is that company.
If a person can be a legend, a company should be a saga. ContraVir contains both dramatic elements — a personal path through Big Pharma to small biopharma and an extended quest through a thick forest of data to find undiscovered treasure among some overlooked compounds.
Does every company developing a drug actually need its own dedicated management team? That question invokes a novel answer from Velocity Pharmaceutical Development: The only nonexpendable asset is the drug itself.
Sage Therapeutics’ CEO Jeff Jonas, M.D., discusses what he means by a “return to the basics of science” at his company.
Summary: Jeff Jonas, M.D., CEO of Sage Therapeutics, discusses some of the challenges of launching a product that could change the paradigm of treating postpartum depression (PPD).
Three manufacturing executives from three different companies (i.e., Allergan, Biogen, and GSK) tackle questions on trends, regions, and the future of biopharmaceutical manufacturing.
BIO 2018 does more than make business meeting history, but facilitates personal connections that can lead toward doing better business.
Miriam Massaad, a biomedical engineering student at Boston University, shares her experiences as a first-time attendee at the 2018 BIO International Convention and Conference in Boston.