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SMi Presents their 6th conference on... 

 

Pharmaceutical Portfolio & Product Life-Cycle Management

As product pipelines become thinner, and pressure to get the most out of dwindling resources increases, pharmaceutical portfolio and product lifecycle management becomes an imperative part of a company’s approach to maximizing ROI. Not only must managers carefully strategize in relation to the product’s strengths against competitors and also in such a way to compliment the overall company portfolio, but they must also balance the crucial factors of regulatory change in patent protection, risk mitigation, effective R&D resource allocation in order to achieve an integrated approach to effective portfolio and PLCM.

Now in its 6th year, SMi Groups Pharmaceutical Portfolio & Product Life-Cycle Management is a well established meeting ground for such managers and directors who are faced with the task of managing the pipeline in a way that acknowledges the above mentioned factors and more. In the close up environment that our conferences provide, you can expect to discuss with some of the leading professionals in the field the best way to approach this difficult task. In a showcase of effective approaches from many of the largest pharmaceutical companies, you can be sure to learn much of value to yourself, and to your organization.

 At this conference you will:

Discuss other’s approaches to fully integrated portfolio and PLCM management


Learn of the latest EU patent regulatory guidance


Analyse the most effective risk mitigation strategies


Debate the merits and drawbacks of portfolio out licensing


Network with our expert speaker line up 

 

Interested in speaking at the conference?

Contact the conference producer

Interested in sponsorship or exhibition opportunities?

Contact our sponsorship department

 

Make sure you save the date for our half day pre-conference workshop

Associated with the conference there will be a half-day interactive workshop on:

 'Tools and Techniques for Optimal Drug Development Portfolio Planning: Portfolio Selection, Resource Allocation, and Risk Mitigation'

 taking place on Tuesday 28th of July. Leading this workshop will be Vladimir Shnaydman, President, ORBee Consulting

To see more information about the workshop, please see the comprehensive workshop page

Workshop hosted by: 

 The Chairman for this event is:

Tony Ellery, President, Ellery Pharma Consulting, Former Global Head LCM in Portfolio Management, Novartis

Confirmed Speaker include:

Ulrich Betz, Director, Department Head Center of Innovation, Merck Serono
Carmel Egan
, Vice President, Project Management, Eli Lilly
Julie Barret-Major
, Director of Intellectual Property, Norgine
Alessio Merlin
, Director Strategic Planning, Bayer
Hans Hoogkamer
, Business and Science Affairs, Actelion Pharmaceuticals
Tim Harris
, Director, Respiratory & Immuno-inflammation Portfolio Management, GSK
Marie Bernasconi
, Global Program Team Director, Novartis
Arif Shivji
, Director, Pfizer
Fabio Domanico
, Case Handler, European Pharmaceuticals Sector Task Force, DG Competition, European Commission
Kerstin Bode-Greuel
, Lecturer, University of Essen/PME Institute
Mike Rea, Chief Executive Officer, IDEA Pharma
Sakir Mutevelic
, Head of Global Project Management Biopharmaceuticals Hemophilia A / VWD, Baxter
Elisabeth Berthet
, Lawyer at the Paris Bar, Armengaud-Guerlain
Kimber Hardy
, Head of Valuation and Analysis, Portfolio Management , Merck Serono
Howard Stevens, Emeritus Professor of Drug Delivery, Strathclyde Institute of Pharmacy and Biomedical Sciences, University of Strathclyde

 

Heads, Directors, Senior Directors, Managers, Vice Presidents and Leaders in the following areas:

• Portfolio Management
• Portfolio Development
• Portfolio Coordinator
• Business Development
• Project management
• Valuation and Analysis
• Strategic Marketing
• Lifecycle Management
• Product Strategy
• Product development
• Programme management
• Strategic Marketing
• Brand development
• Generics

 

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Tony Ellery

Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis, Ellery Consulting

9:10 Linking portfolio management with business strategy

  • Developing an integrated approach to portfolio management
  • Closing the gap between theory and practise
  • Adapting to the organisational culture
  • Tips for successful integration

    Presentation content contributed to by:

    Miriam Halperin Wernli, Head Business and Science Affairs, Actelion Pharmaceuticals
  • Hans Hoogkamer

    Hans Hoogkamer , Senior Director, Business and Science Affairs, Actelion Pharmaceuticals

    9:50 Portfolio management: Integrated approaches to R&D

    Mellor Hennessy

    Mellor Hennessy, Global Portfolio Strategist, AstraZeneca

    • Aligning portfolio & productivity with corporate strategy
    • How to identify, select and manage a new project from R&D and drive up performance
    • Informed and effective resource allocation

    10:30 Morning Coffee

    11:00 Tailoring R&D portfolio management to the needs of your company

    Kerstin Bode-Greuel

    Kerstin Bode-Greuel, Lecturer, University of Essen/PME Institute

  • The ‘must-haves’ and the ‘optionals’ in R&D portfolio management
  • Requirements in companies of different sizes
  • Managing the portfolio across the discovery/development interface
  • Effective portfolio risk management
  • 11:40 Project and portfolio risk analysis

    Kimber Hardy

    Kimber Hardy, Head of Valuation and Analysis, Portfolio Management , Merck Serono

  • Measuring Project and Portfolio Risk
  • Portfolio simulations. Monte Carlo analysis
  • Correlated risks in development portfolios
  • Risk mitigation
  • 12:20 Networking Lunch

    13:30 Where is the strategy in the strategy?

    Mike Rea

    Mike Rea, Chief Executive Officer, IDEA Pharma

  • What does portfolio strategy mean in early phase?
  • Aligning Discovery, Clinical, Market Access and Commercial
  • Integrating Value Proposition in early phase development: biomarkers, PROs, PE assessment
  • 14:10 Holistic portfolio management at Bayer Healthcare Pharmaceuticals

    Alessio   Merlin

    Alessio Merlin, Director, Strategic Planning , Bayer Schering Pharma

  • Key elements of portfolio management approach
  • Decision analysis process at R&D milestones
  • Bridging strategy claims and operational reality
  • 14:50 Afternoon Tea

    15:10 Life Cycle Management - the academic spin-out contribution

    Howard Stevens

    Howard Stevens, Professor, University Of Strathclyde

  • Innovation management in the universities
  • Success case studies
  • Managing spin-out interface with big pharma
  • 15:50 Portfolio Management – It’s not about the numbers

    Tim Harris

    Tim Harris, Director, Respiratory & Immuno-inflammation Portfolio Management, GSK

  • Why Portfolio Management should not just focus on probabilities and NPVs
  • How to integrate the context into the thinking
  • The fully integrated strategic portfolio
  • 16:30 Chairman’s Closing Remarks and Close of Day One

    Tony Ellery

    Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis, Ellery Consulting

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    Tony Ellery

    Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis, Ellery Consulting

    9:10 Managing a mixed portfolio: Making key decisions at the science, project, resource, and governance level

    Carmel Egan

    Carmel Egan, Vice President Project Management, Eli Lilly

  • Managing diverse portfolios comprised of small chemical structures and a range of complex biomolecules
  • Providing portfolio governance from discovery through commercialization, decision making and prioritization
  • The factors involved in the reliable delivery of a blended portfolio comprised of 30%-40% biomolecules 
  • Lilly’s approach to achieve improved patient outcomes
  • Fully utilising the external universe of talent and capabilities to optimally manage a complex portfolio
  • 9:50 PANEL DISCUSSION: In-house portfolio vs. in-licensing/out-licensing strategies

  • Big Pharma R&D (Research & Development) vs. Big Pharma S&D (Search & Development)
  • Different approaches and experiences across pharmaceutical industry
  • How the Biotech Company Strategies fit to these changes
  • Marie  Bernasconi

    Marie Bernasconi, Global Program Team Director, Novartis

    Tony Ellery

    Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis, Ellery Consulting

    Carmel Egan

    Carmel Egan, Vice President Project Management, Eli Lilly

    Mellor Hennessy

    Mellor Hennessy, Global Portfolio Strategist, AstraZeneca

    10:30 Morning Coffee

    10:50 New approaches towards managing a portfolio of innovation projects

    Ulrich Betz

    Ulrich Betz, Director, Merck

  • Innovation management at Merck Serono
  • Cross-divisional idea competition
  • Using new web2.0 tools
  • Fostering innovativeness and entrepreneurial thinking
  • 11:30 Creating and challenging LCM brand plans

    Tony Ellery

    Tony Ellery, Former Global Head of Lifecycle Management in Portfolio Management, Novartis, Ellery Consulting

  • Selecting and implementing sustainable LCM strategies
  • Combining LCM strategies for maximum effectiveness
  • Credibility / robustness tests for LCM brand plans
  • 12:10 Networking Lunch

    13:40 Life-cycle Management - Applied case study

  • Early stage LCM: How to maximize value of products across lifecycle, when to implement and execute
  • Experiences of being close to the market
  • Lessons to be learned
  • Marie  Bernasconi

    Marie Bernasconi, Global Program Team Director, Novartis

    14:20 Early stage strategies and intellectual property

    Julie Barrett-Major

    Julie Barrett-Major, Director of Intellectual Property, Norgine Ltd

  • "Publish and be Damned!" (Duke of Wellington) - Patent issues in early stages
  • Patents as tools to assist portfolio management
  • Patents as taskmasters in product lifecycles
  • "What's in a Name?" (Shakespeare) - Naming issues in early stages
  • Trademarks considerations in product portfolios
  • 15:00 An update on data protection developments:

    Elisabeth Berthet-Maillols

    Elisabeth Berthet-Maillols, Lawyer at the Paris Bar, Armengaud-Guerlain

  • The global marketing authorization (MA) regarding various holders of MAs
  • The global MA regarding racemate/enantiomer : citalopram/escitalopram and zopiclone/eszopiclone cases
  • What about the data protection of a new generation of a biologic product ?
  • The reference product
  • 15:40 Chairman’s Closing Remarks and Afternoon Tea - Close of Day Two

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

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    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

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    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

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