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Developing promising portfolios into a profitable revenue stream in such a highly regulated and resource limited environment is a challenging undertaking. It is therefore essential to understand how to build an optimal mix of innovative projects within a portfolio, introduce them quickly and manage them effectively and efficiently.



SMi’s 5th Annual Pharmaceutical Portfolio & Product Life Cycle Management Conference will provide an unmissable learning and networking opportunity with the leading experts from the world of Portfolio and Life Cycle Management. Offering you exceptional insight into: 


·         Improving accuracy in tracking and managing pharmaceutical projects

·         Cutting the costs of developing new products

·         The latest developments and issues in the regulatory landscape

·         Optimisation of portfolio planning and project scheduling

·         Route to efficient resource allocation

·         Defining and planning major operational projects



Learn from the industry experts, through firsthand accounts, how to evaluate and improve project and portfolio performance. Book your delegate place now to avoid missing out.   


Benefits of Attending:


Update your knowledge of portfolio and product lifecycle management issues and strategies

Learn through firsthand accounts what the latest developments are and what they mean for your organisation

Evaluate the latest developments and issues in the regulatory landscape

Define the route to efficient resource allocation

Network with all the key personnel in Portfolio and LCM from the major pharmaceutical companies

















Vice Presidents, Heads, Directors, Senior Managers and Managers of:

  • Portfolio Management
  • Project Management
  • Pharmaceutical Development
  • R&D
  • Strategic Planning & Decision
  • Strategy & Portfolio Analysis
  • Portfolio Selection
  • Decision Analysis


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, Novartis Ophthalmics

9:10 Portfolio Management Helping in the Valuation of Projects in Late Discovery Research and Early Development

John Bird

John Bird, Director Portfolio Management, UCB Pharma

·         Alignment of evaluation methodologies from discovery through early development to late stage development and life cycle management

·         Key parameters to be considered in the evaluation of projects

·         Alignment with therapeutic area and organisational strategies and objectives

·         Use of multi attribute analysis methods within UCB portfolio management

9:50 Portfolio Modelling in Support of Strategy

Michael  O'Grady

Michael O'Grady, Portfolio-Analysis Manager, GlaxoSmithKline


·         Why model, for whom, what decisions over what timeframe?

·         Understanding historical data

·         Modelling and decision making of the early stage portfolio

·         Future trends: Externalisation, Resources and Portfolio diversity

·         Leanings and challenges

10:30 Morning Coffee

11:00 Reflection on Pivotal Points in (R&D) Portfolio Management

Harald Nusser

Harald Nusser, Head of Portfolio Management, Bayer Schering Pharma

·         Holistic and flexible portfolio management at Bayer Schering Pharma

·         The role and the perception of target product profiles

·         Who decides before a project reaches clinical proof of concept

·         How could regional perspectives be reflected in prioritizing R&D assets?

11:40 What Happens to the Market When Major Brands Lose Exclusivity? Measuring the 'Class Effect' and Planning the Response

Simon  Shohet

Simon Shohet , Practice Leader, UK Product & Portfolio Strategy Consulting , IMS Health

·         Choosing comparator products and markets

·         Forecasting considerations

·         Options for life cycle management

·         Do's and don’t's

12:20 Networking Lunch

13:20 Applications of ImSus® Technology for Product Lifecycle Management

Celal  Albayrak

Celal Albayrak, CEO , Alrise Biosystems GMBH

  • Rationale for controlled-release depot formulations
  • Advantages of ImSus® technology
  • Field of application
  • Formulation of protein, peptide, small molecule drugs
  • Examples for successful product lifecycle management
  • 14:00 Portfolio Optimisation and Project Prioritisation

    Roger Holdsworth

    Roger Holdsworth, Head - R&D Portfolio Management, UCB Group

    ·         Similarities and Differences of Portfolio Optimisation and Project Prioritisation

    ·         Common parameters and tools

    ·         The different perspectives required for optimization and prioritisation 

    14:40 Portfolio Value and Risk Assessment

    Kimber Hardy

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

    ·         Assessing project and portfolio risks

    ·         Value scenarios and ranges

    ·         Monte Carlo simulations for portfolio analyses

    15:20 Afternoon Tea

    15:40 R&D Portfolio Management in Companies of Different Sizes

    Kerstin Bode-Greuel

    Kerstin Bode-Greuel, Co-Founder & Managing Director, Bioscience Valuation

    ·         Tasks and challenges of portfolio management in large, mid-size, and small companies: commonalities and differences

    ·         Appropriate analytical tools

    ·         Portfolio management process

    ·         Creating a sustainable portfolio by proactively managing portfolio risk

    16:20 The Human Factor in Portfolio Management

    Brian Roche

    Brian Roche, Director, Conseptua Consulting Ltd


  • People obstacles in portfolio management
  • Case studies
  • The political, emotional and rational dimensions
  • Management processes in R&D, committees, etc.
  • Implementing effective portfolio management in a complex organisation
  • Techniques to manage the people
  • 17:00 An EU Perspective on Patents, SPCs and Paediatric Extensions in Life Cycle Management

    Andrew  Sharples

    Andrew Sharples, European Patent Attorney, McDermott Will & Emery

    ·         Patents: polymorphs, stereochemistry and new formulations

    ·         SPCs (EU patent extensions): limitations

    ·         Paediatric extensions in the EU: latest case law

    ·         Antitrust concerns: the EU Pharma Sector Inquiry

    17:40 Chairman’s Closing Remarks and Close of Day One

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    Tony Ellery

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

    9:10 Integrated Approach to Portfolio Management and LCM

    Pasi  Piitulainen

    Pasi Piitulainen, Senior Director, Business and Science Affairs, Actelion Pharmaceuticals

    ·         How to build effective portfolio management based on LCM

    ·         What are the main obstacles

    ·         Best practices how to overcome the obstacles

    9:50 Healthcare Modeling: Simulation Modeling in Portfolio Prioritization

    ·         The Archimedes Model: Structure and Function

    ·         The Archimedes Model: Validation through Clinical Trial Simulation

    ·         Case Study: Prioritization of Interventions in Metabolic Disease

    David Eddy

    David Eddy, Chief Medical Officer and Founder, Archimedes

    Mika  Newton

    Mika Newton, Director of Sales, Archimedes

    10:30 Morning Coffee

    11:00 Forecasting Analysis and Incorporating Risk and Uncertainty

    Peter Raun

    Peter Raun, Head of Department, Branded products, H.Lundbeck

    ·         Different approaches to forecasting

    ·         Forecasting in the changing dynamics of the pharmaceutical industry

    ·         Forecasting the unpredictable – mitigating the risk

    11:40 Case study: How to Integrate Early Life Cycle Management in Drug Development?

    Marie  Bernasconi

    Marie Bernasconi, Global Program Team Director, Novartis

    ·         Unusual development approaches to reach market early

    ·         Acceleration of phase transition as a tool for effective drug

    ·         Early mapping of product opportunity for effective implementation of life cycle management

    12:20 Networking Lunch

    13:20 Generic Biotech: Science of Politics

    William Haddad

    William Haddad, Chairman / Chief Executive Officer, Biogenerics Inc Representing Cipla Ltd (India)

    ·         A rational pathway for generic biotech medicines through FDA

    ·         The political barrier to generic biologics

    ·         Where the developments lies

    ·         Costs of generic biotech and profits of brand biotech

    14:00 Strategic Implications for Pharmaceuticals in Recent US Patent Law Developments

    Bruce Sunstein

    Bruce Sunstein, Attorneys at Law, Sunstein Kann Murphy & Timbers LLP

    ·         New rules for patent term extension based on delays in the US Patent and Trademark Office—appeals v. requests for continued examination

    ·         Protecting existing drugs with novel delivery systems

    ·         Claims to methods of action—when can they work?

    ·         Other strategic considerations in the current environment

    14:40 Afternoon Tea

    15:00 Maximizing and Sustaining Pharmaceutical Brand Value with LCM

    Tony Ellery

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

    ·         Identifying strategies that will/won’t work in the face of tougher cost containment

    ·         Organizing the company for successful LCM

    ·         Creating integrated LCM plans

    15:40 Adding Value Through New Product Development

    Karrar Khan

    Karrar Khan, Former Director, Pharmaceutical Development, OSI Pharmaceuticals

    ·         Challenges faced by pharmaceutical industry

    ·         Constraints, myths and realities

    ·         Innovations and their value

    ·         Perceptions about life cycle and clinical benefits

    16:20 Chairman’s Closing Remarks and Close of Day Two



    Patents and Extensions: Maximising Your Term of Protection

    Patents and Extensions: Maximising Your Term of Protection

    Crowne Plaza Hotel - St James
    30th June 2010
    London, United Kingdom

    Crowne Plaza Hotel - St James

    Buckingham Gate 45/51
    London SW1E 6AF
    United Kingdom

    Crowne Plaza Hotel - St James



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    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.


    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.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.


    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.


    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.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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