PHARMAFI E LD.CO.U K
And the 2018 Pf Award winners areâ€Ś. Congratulations to all of the finalists and award winners. For full coverage of the night see Aprilâ€™s edition of Pf Magazine with the special Pf Awards 2018 post-award brochure.
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Letter from the Publisher
ello and welcome to the March issue of Pf Magazine. It’s befitting for me to write this month’s letter to talk to you about something very close to my heart – the Pf Awards. People often ask me why do we do the Pf Awards, and carry on doing them year after year. I always say that the pharma industry makes such a difference to patients’ lives every single day and we must recognise all of the people in the industry who play a part in this vital achievement. The Pf Awards are one way of doing this. Now in its 18th year, the event continues to follow the trends of the industry, highlighting the successful individuals and the essential role they play in improving patients’ lives. The Pf Awards recognise the tremendous skills and competencies represented by people within the industry, rewarding them for excellence in their fields. I’ve been advised that during the screening of the entry application forms this year there was an exceptionally high calibre of entries. The Pf Awards keep growing, and we have new categories for 2018 of Best Newcomer and Cross-Functional Team. By the time you read this, all successful candidates will have attended the Assessment Day and be looking forward to the Pf Awards Dinner on Thursday 8th March. As will I! Pf Awards change lives, as you can see from the words of a selection of our past winners on page 30. I’ll see you there! Enjoy this issue.
TH E P H A R M A FI E LD R E A D E R S U RV E Y Melanie Hamer, Founding Director of E4H and Director of Pf Awards
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CONTENTS Bringing you this month’s essential headlines C OV E R S TO RY
What can a pharma career offer young people? OPINION
David Thorne with a warning flare for pharma
March MAGA ZINE
F E AT U R E
Heart-stopping health headline examined HIGH FIVES
What’s new in antibiotic development?
HAVE YOUR SAY: What do you love about your day job? Are you a 2018 Pf Award winner? Have you or your family been impacted by bowel cancer? We’ll be covering these issues in the next Pf Magazine – want to contribute? GET IN TOUCH: email@example.com
Melanie Gadd’s sex ed revolution in Wales
Claudia Rubin on the future for rare diseases MARKETING
Are your sales strategies fit for purpose?
BE IN THE KNOW. DIG
RIS E of th e I TA L DOC T
Outcomes-based contracts explored F E AT U R E
PHARMAFI E LD.CO.U K
Who’s taking on ovarian cancer? P H A R M ACY
Deborah on the promise of a pharmacy career
03 08 11 14 15 16 18 20 24 26 29 30 34 36
N E WS
P F AWA R D S
Past winners in their own words P H A R M ATA L E N T
Three women blazing a trail at Roche P H A R M ATA L E N T
To request a FREE print subscription for your workplace, or to sign up to our weekly newsletters for the essential headlines, Jobs of the Week, PharmaTalent and thought-provoking features, visit pharmafield.co.uk/subscribe This issue and all past issues of Pf Magazine can be viewed online at issuu.com/pfmagazine
How to write a standout CV in a competitive market
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I N N OVAT I O N .
HIVE OF ACTIVITY
A P P R OVA L S
Elsevier has announced that six start-up companies have been selected from over 150 global applicants for The Hive, its innovation initiative for biotech and pharmaceutical start-ups. Exscientia, LegoChem Biosciences, 4P-Pharma, Beacon Discovery, Sigilon Therapeutics, and Unum Therapeutics were selected by the global information analytics business, which specialises in science and health, for their commitment to cutting-edge science in emerging areas of research. All of the start-ups were selected for demonstrating significant potential to impact how future treatments are researched and developed. As members of The Hive, each company will receive support, complimentary training, and access to Elsevier’s suite of information solutions for 18 months. The goal is to help foster the discoveries that happen in start-up environments, ensuring that the route to market for new innovations is accelerated.
ICE has issued its final decision recommending Perjeta (pertuzumab) for women with HER2-positive breast cancer which has returned to the breast but is inoperable, or where it has spread to other parts of the body. Trial data show that when Perjeta is given in combination with Herceptin and docetaxel, patients had an overall survival of 56.5 months, compared with 40.8 months for Herceptin and docetaxel alone. Each year in the UK, 53,000 cases of breast cancer are diagnosed, and up to 25% of cases have HER2-positive disease.
Perjeta could previously only be accessed via the Cancer Drugs Fund. Baroness Delyth Morgan, chief executive at Breast Cancer Now, said: “We’re thrilled that tough negotiation and flexibility by NHS England and NICE, and the willingness of Roche to put patients first and compromise on price, has again ensured thousands of women can be given more time to live.” Pf View: This decision shows just how much can be achieved when all parties work flexibly together with the shared goal of extending lives.
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UK Biobank and AMRA have announced that 6000 subjects have now been analysed for body composition through their globallyacclaimed health study and are now available for medical research. Scientists and researchers intending to use the data in research related to prevention, diagnosis, and treatment of illness are now able to apply for unlimited access via the UK Biobank website. Over the last decade, UK Biobank has gathered a wide range of information about its 500,000 participants’ health and well-being, including genetic data and health record data. In 2016, UK Biobank launched the world’s largest health imaging study, focused on
dedicated imaging of the brain, heart, bones, carotid arteries, and body composition of 100,000 UK Biobank participants. AMRA was tasked with performing the precise fat and muscle measurement of all 100,000 UK Biobank body MRIs, to be completed over the course of several years of data collection. The company’s analysis of the first 6000 MRI scans from UK Biobank has already resulted in several accepted abstract presentations by AMRA. These show a link between body composition and coronary heart disease, type 2 diabetes, sarcopenia, and an increased healthcare burden associated with visceral obesity.
Quick doses N H S and P U B L I C H E A LTH E N G L A N D to launch nationwide HPV vaccination programme for gay and bisexual men. NICE invites TE S A R O to submit a proposal for including niraparib (Zejula) in the Cancer Drugs Fund for treating some types of recurrent ovarian cancer.
SANOFI is to acquire BIOVER ATIV INC in deal worth approximately $11.6 billion. • Consortium of TR A KC E L , the C E L L A N D G E N E TH E R A PY C ATA P U LT, R E XG E N E R O LTD & F I S H E R B I O S E RV I C E S secures funding of £1.4m from Innovate UK to lead industrial research project.
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TA K E DA partners with Fujifilm to develop new regenerative medicine therapies for the treatment of heart failure. • CO B R A B I O LO G I C S & SY M B I O S I S awarded 16-month collaborative grant of £1.9m from Innovate UK to develop capabilities for production of gene and immunotherapy viral vectors.
P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S
PA R K I N S O N ’ S . .DISEASE.
arkinson’s UK is to provide more than $1million in funding to US biotech company, Neurolixis, to accelerate the development of a promising new drug for people with Parkinson’s. This is the second project funded by Parkinson’s UK’s Virtual Biotech initiative. The funding, which will be spread over a 12-month period, will support final pre-clinical studies for NLX-112, a novel serotonin 5-HT1A receptor agonist for the treatment of L-DOPA-induced dyskinesia. L-DOPA is currently the most effective drug for treating Parkinson’s, however its long-term use is often complicated by significantly disabling dyskinesias – or involuntary movements – reducing the beneficial effect of the drug. Neurolixis will now carry out final pre-clinical development of NLX-112, including testing in advanced pharmacology models prior to advancing NLX-112 into clinical studies.
T EC H N O LO GY
Tool’s gold The Pistoia Alliance has announced the launch of the User Experience (UX) for Life Sciences (LS) Toolkit, to enable life science companies to improve UX in line with other global industries. The UXLS toolkit marks the culmination of a collaborative project involving more than 50 UX specialists from 20 different organisations across the world; including several top 10 pharmaceutical companies, bioscience, and technology firms. The toolkit contains UX case studies from organisations including Novartis and AstraZeneca, methods and metrics – enabling life science companies to design better, more intuitive, more usable digital products specifically for R&D in the life science and healthcare environment. The global UXLS project team worked collaboratively to develop the toolkit which provides a ‘how-to’ that helps businesses adopt UX principles and methods as they develop scientific software.
Under review The European Medicines Agency (EMA) has accepted GW Pharmaceuticals’ request to review the Marketing Authorisation Application (MAA) of Epidiolex, or cannibidiol. The medication is used to treat patients who suffer from seizures linked to LennoxGastaut syndrome and Dravet syndrome. The biopharmaceutical first submitted Epidiolex for review in December 2017. The successful filing of the MAA of the drug follows the application acceptance by the U.S. Food and Drug Administration from December, as well as the recent publication of Phase 3 LGS results in The Lancet. The outcome of the MAA review by the EMA will be announced during the first quarter of 2019.
PA R T N E R S H I P S
Inflammatory terms Theravance Biopharma Ireland has entered into a global co-development and commercialisation agreement with Janssen Biotech for TD-1473 and related back-up compounds for inflammatory intestinal diseases, including ulcerative colitis and Crohn’s disease. Under the terms of the agreement, Theravance Biopharma will receive an upfront payment of $100 million and will be eligible to receive up to an additional $900 million in potential payments, if Janssen elects to remain in the collaboration following the completion of certain Phase II activities.
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PA R T N E R S H I P S .
PRIM AND PROPER
B Biosciences and Shire have announced their agreement granting Shire an exclusive worldwide license to develop and commercialise AB Biosciences’ pan receptor interacting molecule (PRIM) programme, which uses AB Biosciences’ proprietary oligomeric Fc technology platform. PRIM, a recombinant immunoglobulin product candidate, has shown encouraging preclinical data, including enhanced biological activity relative to currently approved intravenous immunoglobulin therapies, in preclinical models of autoimmune and inflammatory diseases.
Under the terms of the agreement, AB Biosciences will grant Shire an exclusive, worldwide license to its intellectual property relating to its PRIM programme. AB Biosciences will receive an upfront license fee payment from Shire and is eligible to receive contingent research, development, and commercialisation milestone payments as well as royalty payments.
A N T I M I C R O B I A L R E S I S TA N C E
Germ of an idea
New drug discovery research to tackle the growing health epidemic of antimicrobial resistance will soon be underway, thanks to an agreement brokered by the Medicines Discovery Catapult (MDC). The Medicines Discovery Catapult will act as a mutual broker between Antimicrobial Discovery Solutions (ADS) Ltd and the University of Dundee to create a neutral space for the partners to explore potential new antimicrobial drug discovery. The collaboration will see the Drug Discovery Unit at the University of Dundee supply around 20,000 chemical compounds. The MDC will act as the custodians of the compounds and will test them against patented assays developed by ADS Ltd, using the MDC’s facilities at the University of Warwick. Pf View: It’s encouraging to see organisations combining in the mutual interest of public health. The challenge of growing antimicrobial resistance cannot be underestimated.
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Mum’s the word
OVA R I A N C A N C E R
BEGINNING TO END Target Ovarian Cancer has announced a new call for research project grant applications, as part of the charity’s medical research programme. Researchers from across the UK are invited to apply for up to £200,000 of funding for projects that aim to optimise and develop more effective and less toxic treatments for ovarian cancer. This call for project proposals builds on the £1,000,000 that the charity has already invested in world class ovarian cancer specific research, to accelerate the discovery of new life extending treatments and improve the quality of life for women with ovarian cancer. Target Ovarian Cancer does not receive any government funding and research is only made possible through donations and legacies. Dr Liz Moore, recipient of the charity’s prestigious Target Ovarian Cancer/ Medical Research Council Joint Clinical Research Training Fellowship, is investigating novel methods for the earlier and more precise detection of ovarian cancer. She said: “A lot has been done in research but there is so much more to do.”
Pf View: Research funding for ovarian cancer has fallen by a third over the past five years, so it’s heartening to see that investment is being made possible by this vital charity. Read our ovarian cancer feature on page 24.
The NHS has confirmed that extra funding will be made available to improve the mental health of at least 3000 pregnant women and those who have recently given birth. The £23 million funding is part of a major programme of improvement and investment by NHS England in the mental health of expectant and new mums. A total of 30,000 additional women will get specialist mental health care in person and through online consultations including over Skype during the early stages of motherhood, supported by a total of £365m, by 2021. Perinatal mental ill health affects up to 20% of women. Perinatal services, alongside other treatments for common mental illnesses such as depression and anxiety, can play an important role in ensuring mental health is integrated into overall healthcare at the earliest possible stage of life. The new funding for community perinatal services follows additional spending since 2016 of £40 million, which will see over 6000 new mums receiving specialist mental health care by April 2018.
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PL IN E N E X OV C AT B IT I R ED ON EA BY A K T R H A E A RO C B U A U G R N H Am E yS E R DA S ch ,T ofi N eld I N T EC | IN , B H D UT A U ST AR ND RY E Al ex Bu ? cc
sk children what they want to do with the rest of their lives and you'll get a range of responses, such as “train driver”, “YouTuber” or “Ronaldo”. How often will you get the answer, “I want to work in the pharmaceutical industry”? But it’s a career with a clear career framework and opportunities to use myriad skills in numerous roles. It also provides the support to succeed and the chance to make a real difference to patients’ lives. What’s not to love? Are young people seeing the potential in taking the pharma path, or is it a struggle to attract the best young talent to the industry? We ask our experts.
C A R O L I N E W I LC H E R Director of Recruitment and Talent Aquisition at Ashfield, part of UDG Healthcare plc
J OA N N A PA I S H Recruitment Manager at Apodi Ltd
n acknowledged skills shortage in young people with science qualifications led to a new Sector Deal for Life Sciences being announced by the Government late last year. The perception of top pharmaceutical companies is improving year-on-year according to the 2017 Reputation Institute Report, however, opportunities in pharma are not always well known by young people, despite the industry offering competitive packages and excellent career prospects. At Apodi we think it is great to hear about new initiatives within the industry that provide graduate programmes, apprenticeships, internships and other training initiatives that will facilitate opportunities to enter the industry in the future.
hen I graduated 25 years ago, I knew I wanted to be a pharma rep. At the time, my tutors were mystified as to why I would want a career in sales and tried to push me into R&D, which at that time was a very viable option where many companies were investing heavily. Nevertheless, I was determined to follow my own path. Now, R&D roles are few and far between, but sales roles still have a negative stigma within the academic world. Sadly, there is still very little awareness of the incredible career paths that this route can offer. In my opinion, the industry needs to work harder to communicate effectively with universities and spot future talent – we need to build relationships and support their requirements. We spend a lot of time liaising with employability managers and graduates across the country and have our very own graduate ambassadors attending workshops and seminars. Combining a passion for science with great influencing skills and business acumen isn’t easy – but for the right kind of person, I couldn’t recommend a career in pharma sales more.
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O M I C H E L E W H I TE HR Director UK & Ireland, UCB
ur applicant rates demonstrate that a career in pharma is an attractive prospect to those currently in education. Many individuals, however, do not appear to have a ‘target’ pharma company in mind when starting their search, or an awareness of the breadth of organisations operating in this sector. Some graduates and postgraduates joining UCB from university or an academic role said they were attracted by the opportunity to impact drug-discovery and make a difference to the lives of patients. In the pharmaceutical industry, they interact with colleagues responsible for discovering, developing, testing and launching drugs. We would like to continue attracting high-quality candidates and make them aware of the wide variety of longterm career opportunities available to them. In particular, we need to attract medics, geneticists and those with skills and qualifications in chemistry, translational biology, early pipeline development and bioinformatics.
G ET TIN G INTO PHARMA Pharmaceutical companies in the UK currently employ around 73,000 people and this number continues to grow. But with fierce competition among graduates, where’s the best place to start?
Why do you want to join the industry? Why do you want to join pharma, and what is it that you enjoy the most? Graduate roles cover a range of functions, from medical sales to marketing and human resources, so be sure of exactly what you want before telling the company why you can do it.
Do you have a related degree? For many roles, you’ll need a Life Sciences degree, with some requiring specific qualifications such as a PhD. For commercial roles, employers may accept a degree from a different discipline, as long as you can demonstrate the required skills and characteristics.
What work experience do you have? Having relevant work experience is a great way to stand out from other candidates. Some of the largest pharma companies offer internship schemes, ranging from three months to a year. Alternatively, you can try applying to local hospitals or universities to find out about opportunities. Discover available graduate roles at pharmafield.co.uk/jobs
Words by Rachel Cresswell, Sales and Marketing Manager, PharmaJobs
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A N D R E W C R OY D O N Head of Education and Academic Liaison, ABPI
he ABPI is always encouraging more young people to consider a career in an industry, pushing back the boundaries of science. We provide interactive materials aimed at young people and their career advisors, take part in outreach programmes and support specific careers events such as university Bioscience Careers Days. Our industry has a lot to offer, but we know there are major skills gaps that need to be addressed if the UK is to be ready to research and develop the medicines and vaccines of the future. In our most recent skills report, we identified gaps in areas such as maths, bioinformatics, statistics, data and informatics, computational skills and translational medicine or clinical pharmacology. All these areas need addressing for the industry to thrive. We know that young people are showing an interest, however, and
1 in 4
ROLES ON PHARMAJOBS ARE FOR
are actively pursuing a career in the pharmaceutical industry. University careers advisors tell us that young people are expressing an interest in regulatory affairs, promotion of medicines and, overwhelmingly, R&D roles. When we surveyed our member companies, they told us that apprenticeships are increasing in popularity as a career entry route, but these aren’t the only solution to bridging the skills gap. If our industry is to recruit the talented individuals we need, we must get even better at demonstrating the globally competitive benefits of working in the industry, the diversity of roles and continually evolving career paths, while explaining how potential employees will be at the cutting-edge of science, helping create the next generation of medicines for patients around the world.
£42K UK pharma salary is
Healthcare’s redundant acronyms
Get real: The NHS refresh is bold and pharma needs to react decisively. WORDS BY
PAC Public Accounts Committee MCP Multispecialty Community Provider ACO Accountable Care Organisation ACS Accountable Care System
“T he refresh is blunt about medicines, with no mention of their positive role in supporting reduced admissions, length of stay or mental health targets”
ou probably read my February column during the week of the NHS Refresh. The predictions I made in that piece were duly endorsed by the announced policy. Indeed, there is a consistent theme to all I wrote last year – ignore the temporary lexicon, focus on the unequivocal direction of travel and consider ‘why’ before ‘what’. Then, face up to the reality that people leading these changes don’t understand or value medicines. Let’s start with a reality check; PACs, MCPs, ACOs and ACSs are redundant acronyms. Each STP is supposed to develop into an Integrated Care System (ICS) based upon one ‘team NHS’ working in collaboration as a vertically and horizontally integrated system, with networks of GP practices working in federation. The internal market will be duly replaced by co-ordinated and unified strategies across a health economy.
The refresh is blunt about medicines, with no mention of their positive role in supporting reduced admissions, length of stay or mental health targets. The clear context is entirely one of de-prescribing. The key stuff, as ever, is in the internal NHS documents that go alongside the refresh. From 1 April there will be 195 statutory CCG bodies, reduced from the current 208, and the original 211. Also, some CCG Chief Officers already work across multiple CCGs, so the consolidation is exacerbated by clustering. NHS insiders suggest the aim is one commissioning Chief Officer per STP. The implications on CCG funding remain invisible to the public. There is a 60% range in the per capita funding of CCGs, and a 5% range in the funding change year-on-year. Some CCGs are already seeing an absolute reduction in funding for 2018. Few people in pharma understand CCG per capita funding or the impact upon value propositions and budget impact models. We now have major shifts away from payment by results and an increasing variety of local models based upon integration. This makes the local key account manager even more pivotal in tailoring the offer to the local environment. Pharma in general is still trying to catch up with what is happening to the architecture, language and roles of the new NHS – and is way off the pace. Given typical time-lags in design, approval and training it is hard to see how pharma can get with the programme, unless it fundamentally alters the way it works. People tell me that, “pharma has changed a lot since your time”. OK, you’ve got an iPad and you expend 80% of your energy on internal compliance, but I don’t see anything else changing. Local teams have less flexibility in responding to their customers and you have to react accordingly. David Thorne is Chair, Washington Community Healthcare and Non-Executive Director, City and Vale GP Alliance. Go to blueriverconsulting.co.uk
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MSD’s focus on emerging talent
AD E LI NA I S MAI L ROLE: Graduate Brand and Customer Manager, Vaccines & Women’s Health DEGREE: BSc Marketing Management (Hons), Lancaster University 2-YEAR GRADUATE SCHEME: First year as a junior brand manager and the second year as a field representative
What was it that attracted you to a job in Pharma? What attracted me to Pharma was the prospect of applying my marketing and business acumen developed throughout my degree in an industry that is saving and improving people’s lives.
What inspires you?/gets you out of your of bed in the morning? The people. Knowing that I work every day alongside a fantastic group of individuals at MSD to make a difference in the UK healthcare space is deeply inspiring and rewarding.
How did you hear about MSD? I spent my placement year in another healthcare company, during which I gained insights into the various other pharma players. MSD was a name frequently mentioned as best practice.
What has been your proudest achievement at MSD? I think my proudest achievement for the first 6 months spent here is feeling like I truly belong in the team and can bring a real contribution.
What appealed to you/attracted you about coming to MSD? An agency director I worked with during my year in industry recommended MSD as having a fantastic culture and being extremely people-oriented. I’m glad I followed his advice to apply here, it was true!
Where would you like your career to progress to? I see the rest of my 20s pursuing my marketing career – I really enjoyed my degree at Lancaster University and I love consumer behaviour, as well as everything around building brand equity.
What advice would you give to a science graduate/young person considering this career? My advice is to not be afraid to work in pharma if you don’t have a science background. I love the challenge of finding ways to apply my marketing knowledge in a highly-regulated environment.
What excites you about the future at MSD? It’s hard to find something that is not exciting about a future at MSD! The products, pipeline, culture, people and last, but not least, the focus on building and retaining talent.
Can you help us ‘Invent For Life’ in the future? Visit www.msd.com/careers
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had not been on my radar, but now I realise that pharmaceutical marketing is a really good fit for someone interested in science communication.
H I L ARY RO B I N SO N ROLE: Graduate Brand and Customer Manager – Oncology DEGREE: Bsc (Hons) Medical Science, University of Leeds
What was it that attracted you to a job in Pharma? I wanted to remain close to science upon graduation – I did not want to pursue a job in research. Working in a marketing role in pharma allows me to use my scientific background, whilst also developing my understanding of the corporate environment. How did you hear about MSD? I met an MSD representative at my university’s careers fair, during my final year in Leeds. Whilst I was originally looking into scientific communication roles, the representative gave me an insight into marketing and sales in pharma, educating me on how these roles would suit my interests. What appealed to you/attracted you about coming to MSD? MSD’s commitment to saving and improving lives through innovative medicines was very clear from the beginning of my research into the company. The workplace culture, which I got a taste of at my assessment centre, was also very appealing. What advice would you give to a science graduate/young person considering this career? Have an open mind to different job titles – before meeting the MSD representative at the careers fair marketing CORP-1248784-0000 Date of prep: 20 February 2018
What inspires you?/gets you out of your of bed in the morning? The fact that I am working on innovative products that really make a difference to medical practices and patient lives mean that I really see the value in the work my colleagues and I are doing. I can also really see the impact of my development from the beginning of the graduate scheme. What has been your proudest achievement at MSD? During the first six months of my graduate scheme, I worked on the presence of MSD at the 2018 British Thoracic Oncology Group Conference – where we had an exhibition stand and a faculty-lead symposium. This was a major project for me, and we received extremely positive feedback from our symposium. Where would you like your career to progress to? I would like to gain further experience in sales and marketing, and progress within the oncology marketing team, so that I may one day lead a team and continue to make a difference to the lives of patients with cancer. What excites you about the future at MSD? That not only does the company evolve with the Pharma environment to ensure that patients are always at the centre of everything that we do, but that they put time and effort into nurturing new recruits to build their careers at MSD.
“MSD’s commitment to saving and improving lives through innovative medicines was very clear from the beginning of my research into the company.”
COULD YOU HELP US INVENT FOR LIFE AT MSD? MSD invents because the world still needs cures. Our work over the last 125 years has
helped change the world both preventing and curing disease – but to continue our groundbreaking work ‘Inventing For Life’ we need people to join us on our future journey. It’s an incredibly exciting time to join MSD – with plans announced for a Life Sciences Discovery Centre in London. We’ve recently been named as a Top Employer for the UK and Europe 2018 by the Top Employers Institute – and also appeared in the Top 50 Medium-sized Undergraduate Schemes by Rate My Placement. Our employees matter – we believe and invest in them to ensure we deliver on promises to positively impact on people’s lives. We provide products and services in key therapeutic areas including: oncology, vaccines, cardiovascular disease, infectious diseases, women’s health, diabetes, immunology and anaesthetics. We’re also innovating beyond the pill – working on innovative healthcare solutions for the future. We’re bold enough to want to change the world, but we’re smart enough to know we can’t do it alone. Can you help us ‘Invent For Life’ in the future? Visit www.msd.com/careers
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F E AT U R E
T H E ST ORY
T H E R E SE A RC H
T H E DE A L
Since the birth control pill was invented in the Sixties, women have had many options for family planning using oral contraceptives. Despite many years of research, men still only have two options – condoms or vasectomy. A new study on rats, however, has shown potential for a male pill derived from a plant extract, ouabain, traditionally used by African hunters and warriors in arrows to stop the hearts of their prey. Is this the bolt from the blue that could point to a contraception revolution?
Previous research has shown that ouabain, made by two types of African plants, and produced in small amounts in mammals’ bodies (probably to help control blood pressure), curtails fertility in men. But due to the risk of heart damage, ouabain on its own wouldn’t make a viable male contraceptive. Ouabain works by interrupting the movement of calcium and sodium ions through a membrane protein (Na,K-ATPase) made up of protein subunits and found in cell membranes. One type of subunit, ?4, found solely in sperm cells, is a protein recognised as being essential to fertility in male mice. Ouabain powerfully binds to ?4, and also less tightly to other Na,K-ATPase subunits. Researchers from the University of Minnesota and University of Kansas set out to design ouabain analogues that would be more likely to bind to the ?4 protein in sperm than the subunits in heart tissue, potentially creating a heart-safe male contraceptive pill.
The researchers say that the contraceptive effect of the compound should be reversible because ?4 can only be found on mature sperm cells, so those cells produced after treatment with the ouabain derivative is stopped should remain unaffected. Ouabain may offer men a birth control pill option with fewer side effects than hormonal options. The study authors said: ‘Our results are promising because our candidate molecule, unlike ouabain, is nontoxic in rats. Our modification is a big step forward in the process of developing a nonhormonal male birth control pill. But there’s a lot left to do before men can buy this contraceptive at the pharmacy.’ Future studies will now focus on proving that a reduction in sperm movement translates into a drop in egg fertilisation in animals. ‘If things continue as planned, we hope to get to human clinical trials within five years,’ they concluded.
Could a heartstopping poison hold the key to a male contraceptive pill? Don’t believe the hype: health headlines dissected
OUABAIN IS CLASSIFIED AS AN extremely hazardous SUBSTANCE IN THE U.S.
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T H E R E SU LT S The team created a derivative that was capable of targeting ?4 sperm cells in rats and binding to them, restricting the cells’ ability to swim and reach an egg to fertilise.
W H AT T H E PR E S S SA ID: ‘The future of male birth control: A 2000 year old poison?’ futurism.com; ‘This arrow poison may make male birth control a reality’ the dailybeast.com; ‘Heart-stopping arrow poison could be the key to male birth control’ smithsonianmag.com
A FATAL OVERDOSE
IT COMES FROM THE SEEDS OF A
liana mainly found in
by cardiac arrest
F E AT U R E
A DDE D I NC E N T I V E A research project managed by AstraZeneca and the University of Geneva has concluded that a market entry reward of $1 billion per antibiotic globally could increase the number of new antibiotics arriving over the next three decades. DRIVE-AB (Driving Re-investment in research and development for antibiotics and advocating their responsible use) had the task of developing and costing new economic models to promote antibiotic innovation and the sustainable use of novel antibiotics. The consortium assessed more than 30 incentives and determined that a market entry reward, in addition to unit sales for qualifying antibiotics, would create a more attractive market for investment in antibiotic research and development.
C H IC K E N SI N N E R Research from the Food Standards Agency (FSA) has shown that chickens for sale in Britain’s supermarkets are harbouring record levels of superbugs resistant to some of the strongest antibiotics. The FSA tested a large sample of fresh whole chickens from retailers, reporting ‘significantly higher proportions’ in instances of campylobacter found to be resistant to ciprofloxacin, the antibiotic usually used to treat it, compared to a previous survey 10 years ago.
T H E FA L L A report from the Netherlandsbased Access to Medicine Foundation shows that the number of new antibiotics in development has fallen significantly since 2000. The report, presented at the World Economic Forum in Davos, called on drug companies to do more to tackle the threat of AMR. The Foundation assessed 30 drugmakers worldwide. GSK and Johnson & Johnson emerged as leading the way in endeavours to combat AMR. Foundation head Jayasree Iyer said: “Pharmaceutical companies have a critical contribution to make to the effort to tackle superbugs.” *amrbenchmark.org
SL E E PE R C E L L
HIGH FIVES: ANTIBIOTICS EXPLORED
What’s new in the fight against antimicrobial resistance?
4. WORDS BY
Research from the University of Exeter has discovered a novel way to identify so-called ‘sleeper cells’, which are likely to survive antibiotics. Biophysicist Dr Stefano Pagliara and his team used a miniaturised device to isolate and study single bacteria over time, and found that after they dosed bacteria with ampicillin, the majority of the 1.3% of cells that survived were live, but non-growing. Those cells that appear to be dormant and resemble the cells killed by the antibiotics in have the ability to ‘wake up’, leading to reinfection even after a prolonged period of time.
SU PE RC H A RG E M E
Researchers at the University of Queensland (UQ) in Australia have ‘supercharged’ an old antibiotic using a technique that could potentially lead to the revitalisation of other antibiotics. Dr Mark Blaskovich and Professor Matt Cooper from UQ’s Institute for Molecular Bioscience modified the old drug, vancomycin, in a bid to combat the rise of vancomycin-resistant bacteria. The team modified the antibiotic’s membrane-binding properties to selectively bind to bacterial membranes rather than those of human cells, creating a series of supercharged vancomycin derivatives. The supercharged drug has the potential to treat deadly superbugs including MRSA.
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J INING the
D TS Looking for a bespoke recruitment solution?
Melanie Gadd provides vulnerable young people with sexual health education while empowering them to make positive choices.
Whether you need up to 30 roles on a short-term basis, or an annual contract for all of your roles – PharmaJobs has you covered. Sign up for a free trial today or contact 01462 476119 or firstname.lastname@example.org to discuss your online recruitment strategy.
y guest today is Melanie Gadd, who has spent 15 years in North Wales mastering the challenge of connecting with young people. Managing the Jiwsi project, Melanie and her team talk to these individuals in a language they understand and guide them towards a brighter future in which sexual health is a priority. Let’s find out how she does it.
PHARMAJOBS.CO.UK Tell me about what you and your team do. The Jiwsi project in North Wales is part of the Family Planning Association (FPA), but funded by the local health board. Our role involves delivering sexual health and relationships education to vulnerable young people aged eight to 25. They could be homeless, young offenders, have learning disabilities or been excluded from school. We also run training programmes for a network of healthcare professionals.
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Why has it been difficult to connect with young groups historically? Although sex education is compulsory in Wales, each school is allowed to decide how it is delivered, so some will deliver it all in one day. For many children with difficult backgrounds it can be a case of missing school when sex education happens. Those with impairments often don’t connect the dots – children with autism, for instance, are able to tell you perfectly what reproduction is, but don’t understand what sex is, and miss out on social cues about sexual relationships. What are the major challenges your team needs to combat? People only realise when they’ve missed out on this area of learning when problematic behaviour starts to arise. Internationally, and in the UK, work is being carried out about the effects of adverse childhood experiences, such as exposure to violence, parental separation or drug abuse.
COFFEE BRE AK
Evidence shows that if a child has more than four of these, they are much more likely to have poor health, violent relationships or go to prison. They are also six times more likely to have, or have caused, a teenage pregnancy.
and am constantly working with new groups. When I started out it was all about teenage pregnancy reduction, but now it’s sexting, pornography and sexual exploitation. The picture has shifted.
of young people don’t understand the concept of fluid transmission. We talk about whether they are viral, bacterial and parasitic, how you get tested and accessing local health services. It’s also important to discuss how treatable they are.
It sounds like you are taking on problems that have been endemic for generations. People who were born to teenage parents are more likely to have a teenage pregnancy themselves. Furthermore, if you have a baby under 18, it is likely to have poor health throughout its life, so the impact is much wider on society than just the individual. It’s about breaking the cycle and providing people with the control over when they become a parent. We say parents should be talking about sex, but if the parent hasn’t had any adequate sex education, they are passing on the culture of silence.
Your career has covered the entire digital revolution. When we started there were no smart phones. The reduction in teenage pregnancies over the last few years is actually down to the development in technology. In the past, when young people wanted a social engagement they had to meet up; now they can do it from their bedrooms.
How do young people access medicines in these communities? Community pharmacy is a major player – around here it is most young people’s first port of call for emergency contraception. When we talk to young people about treatment for STIs we give them a general overview about the treatment they might expect. For example, a course of antibiotics if they have chlamydia. We do tend to sugar coat sometimes, because we want to encourage them to seek treatment. With gonorrhoea, we know there are potential complications, but we wouldn’t explicitly tell young people, because we don’t want to put them off getting tested.
In the past British people have sniggered their way through sex ed. How do you overcome that? In British culture sex is either dirty or funny. Hardly anybody talks about it as a normal function like eating or going for a walk. You need to get past that barrier. I have been in this job for 15 years
It’s sorted out one social problem, but created another! When I met young people 10 years ago, the most challenging were still very streetwise, and I used to think "you’re having a hard time, but you’ll be okay." These days, vulnerable people can be a bit more like turtles without shells – they don’t know how to interact with the world. They’re amazing on their devices, but if they were left entirely alone, they wouldn’t have the resilience to survive. What do you cover when it comes to STIs? Some groups cover how they are caught. Lots
“We say parents should be talking about sex, but if the parent hasn’t had any adequate sex education, they are passing on the culture of silence”
HIV is very treatable now. Do young people know that? Not many professionals know that. Recently, we had an HIV nurse in to provide an update to 40 healthcare professionals. HIV is a lifelong condition, but we now have medication to stop people passing it on and catching it in the first place. In Wales, PReP is also available to all sexual health services, and we see it in the same category as contraception. Why should someone who doesn’t want HIV be treated differently from someone who doesn’t want a baby? Do young people leave your groups empowered? We work with them for six to eight weeks, but we don’t then stand beside their beds to make sure it’s put into practice. We have, however, met people who tell us it really made them think. I did get an immediate reaction the other day when I was talking to a group about sex in terms of social media, and many of them got their phones out and started changing their privacy settings. Young people have a very poor perception of risk but, in the future, they might just remember what we talked about. On the soundtrack of your life, what record would you choose? Little Creatures by Talking Heads – whenever I listen to the title track, it always makes me think of the job I’m doing. It’s your last supper, what are you having? A really hot curry. Goodbye Melanie. Bye John.
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In the minority
February’s magazine focused on rare diseases, but how can implementation plans for the Rare Disease Strategy be properly monitored?
he Rare Disease Strategy implementation plans for England were jointly published by the Department of Health and Social Care (DHSC) and NHS England. Four years after the Strategy was announced, this is welcome news for the 3.5 million people in the UK who suffer from a rare disease and the countless other people who take an interest in their welfare. One advantage of publishing these plans so long after the strategy, and for that matter, after the plans of the Devolved Nations, is that simply making it to publication was a cause of some celebration, and presumably relief. The plans do contribute to the greater level of transparency that DHSC and NHSE seek in this sector and demonstrate a commitment to maintaining improvement in the support, care and services that rare disease patients receive. In an unprecedented move, the 51 commitments have been divided up between NHSE and DHSC, which makes deciphering the nuances of the proposals that little bit harder, and holding someone accountable for the deliverables trickier. Official oversight is provided by the Rare Diseases Advisory Group (RDAG) which makes recommendations to NHS England on developing and implementing the strategy; and also by the Rare
Disease Policy Board (RDPB), a UK-wide committee, managed by DHSC, with responsibility for facilitating the coordination of policy development and meeting the commitments set out in the strategy. As DHSC puts it: ‘The role of the RDPB is to monitor what is being implemented in respect of the strategy and the role of RDAG is to make recommendations to NHS England on how the Strategy is implemented.’ Considering the potential conflict of interest of the RDPB, given that its membership is comprised of people from the organisations tasked with delivering the Strategy, one must question how effective this oversight and accountability can be. It is certainly crying out for a robust political role, for example, from the Health Select Committee or another cross party group to ensure progress is monitored and shortfalls are exposed. Among the highlights of the DHSC’s commitments are; • The Rare Disease Policy Forum and a new digital platform for the Forum. • A new annual conference by the UK Rare Diseases Policy Board • The establishment of a task and finish group to improve the ‘diagnostic odyssey’ of rare diseases patients. • An emphasis on the importance and potential of genomics.
AGREED TARGETS: NHS England’s three main objectives WORDS BY
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1 . FAC I L ITATI N G E A R L I E R D I AG N O S I S NHS England will implement wider genomic testing and additional genetic tests. It also plans to work with GP and nurse groups to increase awareness and improve knowledge of rare diseases. On DHSC’s part, there is a welcome focus on the so-called ‘diagnostic odyssey’, with the aim of ‘understanding in detail the diagnostic pathway’ as the ‘first step in finding ways to improve diagnosis and subsequent early intervention’. Last year a diagnostic odyssey task and finish group was established to identify and describe the diagnostic journey of three disease case studies. It will report its initial findings later in 2018.
M AG I C N U M B E R S . . . The plans take steps for progress evaluation, with a set of measures, through regular stakeholder meetings and reporting to the RDPB. Critics have noted, however, that measures hold no specifics on appropriate standards or targets. On care coordination, the measure against which NHSE claims it can be held accountable, in terms of delivering recommendations 8, 27, 33 ,47 and 51 of the strategy, are the number of rare disease collaborative networks endorsed and the number of rare disease collaborative centres endorsed. But what number counts as good? There is no detail here or standard to reach for, which may not encourage much ambition.
“T he only measure that NHS England is holding itself to account for delivering is whether a process is published” Then there is the elephant in the room – is there any new money attached to these plans? Well yes, some. We know that the 100,000 Genomes Project is funded, then there is the £20 million Genomics Education Programme, and specialised services continue to receive a healthy share of the overall NHS budget, but none of these represent new money for new commitments. Significantly the number of conditions screened for at birth would most certainly make a big difference to rare disease diagnosis – but with no new money for the national screening programme, how many new conditions will pass the committee’s current criteria for screening cost effectiveness? In this brave new world of innovation – stem cell treatments, multiple indication therapies and advanced technologies for complex diseases - the assessment system that evaluates costs and benefits of treatments available on the NHS is absolutely crucial. The only measure that NHS England is holding itself to account for delivering is whether a process is published. The current one, still intentionally referred to as ‘interim’ by Sir Andrew Dillon, is not yet fit for purpose and many of us are keen to help improve it quickly. A progress report on the UK Strategy for Rare Disease is due and while we all want credit to be given where it is due, we will also be eagerly looking for some robust analysis of the milestones needed to meet the strategy’s ambition.
Recruitment & Outsourcing Specialists in Pharmaceuticals, Healthcare and MedTech
Claudia is a Director at Decideum. Go to decideum.com
2. IMPROVING CARE COORDINATION NHS England is to develop ‘rare disease inserts’, a set of criteria to sit alongside service specifications that will enable patients to hold providers to account for their care. It will insist for example that everyone has an assigned care coordinator. The intention of these inserts, and the related idea of ‘alert cards’ seem positive, and perhaps patient groups should suggest they are best placed to lead this project, ensuring they have the most useful information and that the most uncommon rare diseases are not forgotten.
3 . P R O M OTI N G R E S E A R C H Though lacking information, the development and implementation of Rare Disease Collaborative Networks (RDCNs) could realise sizeable benefits for patients and the NHS. Anything that can be done to further direct the groundbreaking research from the 100,000 Genomes Project directly into frontline services and care will be of value.
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CLIMATE CHANGE Paying lip service to modern sales and marketing isn’t enough, new techniques must be taken seriously and applied.
ith the advent of Key Account Management and now digital channels of marketing, it is more important than ever for promotional resources to be analysed and quantified as appropriate. Even if the assumption were true, that traditional levels of promotional spending were justified by subsequent sales and profits growth that can no longer be an acceptable justification for a promotional budget tweaked from previous years. Every Commercial Director must start with a zero budget and justify each and every spending item in terms of its impact on sales and its contribution to profit. To do that requires a full understanding of how promotional components interact with every other component. Can you write on a single sheet of paper how your marketing strategy works and then test that strategy?
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TE S TI N G SA L E S A N D M A R K E TI N G S TR ATE G I E S Modern methods of data analysis, developed at Cranfield and Aston Universities, have been peer-reviewed and tested in the field, time and again. At least five of the Top 10 pharma companies have used this analysis somewhere within their organisation, as have many medium-sized companies. These methods are based in theory, but have enormous practical applications and can use a company’s own data, from its CRM system for example, to boost sales and decrease promotional spending, much of which is wasted. Methods based on regression analysis are unhelpful, as they make too many unsupported assumptions about the relationships between input variables and sales output. Given that only five of the Top 10 pharma companies have outperformed the S&P 500 since Jan 2000 there is a good case to argue that continuing underperformers will face calls for a break up sale – like GSK – to a third party or drastic reorganisation, such as has occurred with Sanofi. Sometimes all three outcomes seem to be on the cards at the same time, damaging employee morale within and shareholder support from without.
“T he big puzzle today is why so many commercial organisations have sales effectiveness teams and so few have adopted modern statistical tools” WORDS
D O N ’ T FO R G E T TH E P R O M OTI O N A L S P E N D Remember, the doom-mongers’ concerns about reduced returns on R&D use traditional promotional spending levels within the numerator of their ROI calculation. Typically, they will be assuming 25-30% of sales is spent on promotional activities. A reduction of that spend by five percentage points could almost double returns on R&D. Indeed, Deloitte’s latest research calculates that the top pharma companies have an aggregate return on R&D of just 4.2%. Such a reduction in spending, with no loss of sales momentum, is entirely feasible with modern methods of data analysis and subsequent implementation of conclusions. The big puzzle today is why so many commercial organisations have sales effectiveness teams and so few have adopted modern statistical tools. The solution to this conundrum may lie in the power of the affiliate, seeing the strength of their commercial organisation as a proxy for their own power and influence. The application of modern data analysis to CRM and other promotional data could free the country manager from having to make enforced and sometimes arbitrary budgetary cuts. It could also provide the decision-making tools to make rational resource allocations that boost sales and reduce waste. If used regularly as part of a promotional resource audit – perhaps every promotional cycle – not only should sales and margins rise, but the reduction in strategic drift should make the boom and bust of commercial organisations a less frequent occurrence.
R E A L IT Y C H E C K For several reasons the pharmaceutical industry is under pressure to deliver better sales and profits growth, and better shareholder returns. The commercial model that evolved during the supremacy of primary care products, and which served the industry well enough for 20 years, has been slashed and remodelled, supposedly to fit a focus on secondary care. Despite some reduction in promotional resource overall what remains is a legacy mindset that still considers 25-30% of sales being spent on sales and marketing as appropriate. This is not surprising if budgets are simply tinkered versions of the previous year. Return to zero budgeting and a thorough analysis of each and every component of promotional spend would be an excellent start. Removal of waste and a focus on activities that actually work would be even better. This would drive sales growth, improve margins and show reasonable returns even on today’s crop of new product offerings. Such rigorous analysis using modern statistical methodologies might be anathema to affiliate managers, yet the results would become quickly apparent in better commercial key performance indicators. When aggregated they would show up as above expected growth. Surely an approach that can relieve some of the pressure on beleaguered industry managers, but also begin to reverse the share price underperformance that causes so much soul-searching, must be worth considering. Stewart Adkins was a Pharmaceutical Analyst at Lehman Brothers for 23 years and is now a Director of Pharmaforensic Limited. Go to pharmaforensic.co.uk
Digital multichannel experiences with stakeholders in healthcare to maximise behavioural change
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SCIENCE OF COMPLIANCE:
Dr Rina Newton explains her passion for ‘the Code’ and why helping pharma to abide by it is so rewarding.
“The industry is perfectly placed to embrace compliance as the engine of their corporate car”
What do you do? I work for CompliMed and we specialise in making compliance clear. Last year we helped five of the six pharma companies audited by the PMCPA*. That’s a serious sanction which requires insight and experience to get through. I’m immensely proud that those who want to comply with the Code**, whether it’s for these exceptional challenges or ‘the everyday’, depend upon CompliMed. Why are CompliMed successful? I love the Code and I’m not ashamed of that! I believe passionately that you should love what you do. I am surrounded by talented compliance and medical teams, and what we do on a daily basis gives us a huge sense of achievement. This combination of factors is extremely motivating. We’re not limited by the usual trappings of large organisations, so at CompliMed everyone is clear on the company strategy, knows what’s expected of them and is free to operate according to our values. How have your values helped achieve success? Eighteen months ago, we successfully applied to join the British Library’s EU-funded Innovating-For-Growth programme and were given incredible and intense support, which helped us create a vision we are proud of, alongside values that are personal to us. It’s the absolute adherence to our values that gives us confidence to operate - we don't compromise on patient
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safety or ethical conduct, so we’ll stop working with clients that don’t respect that. Since then our turnover has tripled due to an effective strategy, coupled with the right infrastructure. With finance, IT, HR and administration support, we can work flexibly and effectively with a client base of 50 companies. What is your policy on flexible working? When I set up CompliMed I became a single mum unexpectedly, so it was tough – flexible working was essential because I chose to have it all; I worked unsociable hours to do the school run, as well as build my business. I now have a team that also needs this flexibility to allow them to be the best they can be, at home as well as at work. This is 2018, after all! Did your status affect the growth of your business? No, the direction of the company has been largely unaffected by my status. There are instances, as any working parent knows, where you question your motives – and sanity – but I’m lucky to have a strong leadership team and an amazing support network. My mum in particular, has always encouraged me to ignore perceived boundaries and “keep growing”. Accordingly, CompliMed is a meritocracy and it’s team talent that grows the business, not team ‘status’. Are difficult conversations with senior leaders harder for women? We’ve had CEOs throw the Code across the room at us during the first meeting, but we ultimately became their trusted confidant. We are in the business of difficult conversations and I’ve never considered position, race or gender to have any relevance. We speak truthfully and confidently to anyone about the Code and compliance; at the end of the day, that’s what earns respect, fosters trust and builds relationships. In your opinion, how are pharmacists perceived in the industry? When I joined the industry 20 years ago, I was a medical affairs pharmacist that was demotivated and always reporting to medics, with little prospect of career progression. Now it’s very different; pharmacists are marketing, medical and compliance directors, and even CEOs. CompliMed signatories are nearly all pharmacists and we championed the expansion of the pharmacists’ remit to become full medical signatories a number of years ago. It’s difficult when the rise of pharmacists is still regarded by some as a negative development, but our approach is, and always will be, advocacy.
“CompliMed is a meritocracy and it’s team talent that grows the business, not team ‘status’”
How are you helping to progress pharmacy even further? We are running a university roadshow visiting schools of pharmacy to educate undergraduates/postgraduates on career possibilities within corporate pharma. There has been phenomenal support for this venture from universities themselves and pharmacists across the industry. I’m genuinely excited that a new generation of pharmacists will be better informed about the difference they can make in pharma. What do you hope will be happening within the industry in ten years’, in terms of equal opportunities? I think my story demonstrates there are equal opportunities for all right now. My race, gender and qualifications have never defined me; I’ve created my own opportunities and know others can do the same. What’s important is what will happen in pharma with respect to compliance in ten years. The industry is perfectly placed to embrace compliance as the ‘engine’ of their corporate car; to realise the benefits that come from a positive compliance culture; and to accept that it’s absolutely right for our starting point to be ‘what patients need’ instead of ‘what our brands need’. It’s a very exciting time in compliance right now, with pharma taking more control over what is in the Code, and CompliMed providing strong leadership and helping companies to achieve their potential.
Dr Rina Newton is Managing Director at CompliMed. Go to complimedltd.co.uk or write to email@example.com
Compliance Made Clear Trusted by 19 of the top 25 global pharma companies Info@CompliMedltd.co.uk 01923 264338 @CompliMed
*Prescription Medicines Code of Practice Authority **ABPI Code of Practice
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I Outcome-based contracts for medicines – is there enough financial headroom to attract pharma? WORDS BY
Dr Duncan Jenkins
n the January and February issues of Pf Magazine we discussed the potential opportunities for pharma as accountable care systems develop. Since then the terminology has also evolved – no longer should we refer to the new inner workings as ‘accountable care systems’. The latest marching orders refer to ‘integrated care systems’. ACS is now ICS; do keep up! A variety of models are emerging under this broad banner which have four common characteristics; outcome focus, long term approach, integration of services and delivery at scale. In the February issue, we explored how partnerships based on outcome-focussed commercial arrangements might develop. This piece explores the financial feasibility of long-term contracts with incentives linked to population outcomes. W ITH TH E F LOW The developing frameworks for financial incentives, in the multispecialty community provider contract for example, will rely on ‘deal flow’ from the main contractor through to sub-contractors and other partners. In terms of financial value, we could be talking about £15 to £20m being conditional to outcomes being achieved in a mature contract worth £250m per year. This sounds like a lot, but this incentive will be linked to a broad range of outcomes from population life expectancy to patient reported outcomes, lifestyle metrics, social care and performance, such as relating to access.
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Let’s examine a possible scenario. It’s not difficult to imagine the characteristics which might form the basis of a commercial scheme: • H igh-spend on a product or portfolio of products based on either low volume/ high cost or high volume/lower cost • Measurable outcomes which relate to product performance • E vidence that products will impact on these • T ime period compatible with product or portfolio life-cycle. Given these characteristics, a potential commercial scenario could look like this: • P roduct A costs £50 per month, list price • It is a new product with good evidence, though proxy outcomes, phase IV trial are in progress • There are 20,000 patients who are prescribed the drug in the ICS • The cost to the NHS is £1m per year, minus 7% discount claw back • The ICS negotiates a deal whereby a rebate of 5% of list price is paid by the company for a five-year period – £250,000 • At the end of that period if disease related mortality rate has decreased by 5%, then the ICS will pay the manufacturer 10% of the list price as an incentive – £500,000 • The manufacturer receives an extra £250,000 income divided over five years • I f the disease-related mortality remains the same, the company receives no incentive payment.
FINANCIAL TIMES: THE KEY QUESTIONS
Is the integrated care system (ICS) able and willing to pay £250,000 extra over five years to one stakeholder, possibly out of many,for achieving an impacton one outcome?
Is this sufficient margin for the pharma supplier to merit the allocation of meaningful resources to the quality improvement process by which care is refined and outcomes optimised?
“A s with most deals and partnerships, the devil will be in the detail”
Q U E S TI O N 1 is complex. At first glance, one assumes the NHS’s answer would be a resounding ‘no’. Given that there are likely to be only a limited number of these deals that any ICS would be willing to enter into, this figure actually represents a small percentage on, for instance, a £50m drug budget (0.1%). Furthermore, depending on the therapy area and outcomes, costs may be avoided elsewhere. Perhaps a more pertinent question is whether the ICS will be willing to pay over the list price for full achievement. The earlier scenario is constructed so that the difference between minimum and maximum achievement spans the product list price. That is, if the outcomes are fully achieved, then pharma gets more than the list price, but if there is no achievement, then the price paid is lower. This seems like a reasonable approach, however, for completeness we should always ensure the full payment price is one which keeps the health economists happy. Q U E S TI O N 2 is perhaps easier to answer and one which pharma is used to grappling with, albeit in a slightly different context. A re-jigging of the marketing budget to align with the ICS needs seems feasible and with £100k bonus payment at stake, also seems attractive.
Is the £250k risk associated with failure to improve outcomes prohibitive to pharma involvement?
Q U E S TI O N 3 is the most difficult to answer. This represents true risk share. As with most deals and partnerships, the devil will be in the detail. As we discussed in the previous article, the combined effort of a number of parties is required to achieve the desired outcomes and, in some cases, a good sprinkling of luck. Do you feel lucky? Dr Duncan Jenkins is a Director at MORPh, specialist training providers for CCG, clinical, practice and GP pharmacists. Go to morphconsultancy.co.uk
MORPh NHS learning sets are back! Book your place now: 01905 612789 | firstname.lastname@example.org
20th MARCH 2018, LONDON NHS Rightcare Carl Marsh, NHS Rightcare Delivery Partner
Morph Consultancy @MorphCLtd @MorphConsultancy
18th APRIL 2018, LEEDS Sustainability and Transformation Partnerships Helen Liddell, Head of Medicines Optimisation Leeds CCGs Book two places and pay for one! 01905 612789 07976 417312 | www.morphconsultancy.co.uk
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Early light March is Ovarian Cancer Awareness Month. Early detection of this devastating disease is essential. What’s being done?
varian cancer kills 11 women every day in the UK and survival rates in the UK are amongst the worst in Europe. The outlook for women with ovarian cancer can be bleak. There have been very few new treatments approved for ovarian cancer in the last two decades; meanwhile, public and charitable funding for new research has dropped by one third (34%) in the past five years, according to figures from the NCRI (National Cancer Research Institute). Statistics show that when a woman is diagnosed at the earliest stage of ovarian cancer, her chance of surviving for five years or more is over 90%, therefore, early diagnosis and investment in research is vital to ensure that survival rates improve.
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O N TA R G E T TO B E AT OVA R I A N C A N C E R Target Ovarian Cancer is the UK’s leading ovarian cancer charity. Its medical research programme funds ovarian cancer research across the UK. “Some of our current projects centre around finding new diagnostic biomarkers for ovarian cancer, DNA damage and repair in ovarian cancer; and finding novel treatments for rare types of ovarian cancer,” Rebecca Rennison, Director of Public Affairs and Services at Target Ovarian Cancer, says. “Target Ovarian Cancer has launched a new three-year campaign – TAKE OVAR – that aims to accelerate change and transform the futures of more than 25,000 women in the UK who are living with ovarian cancer – and thousands more who are yet to be diagnosed.”
F E AT U R E
LIMITED OPTIONS Treatment options at any stage of ovarian cancer are limited, and ovarian cancer research lags behind research into other cancers, Rennison says: “The majority of women with ovarian cancer diagnosed today will receive by and large the same treatments patients were being prescribed 20 years ago, with a few exceptions.” On 8 February, NICE invited Tesaro to submit a proposal for including the PARP inhibitor niraparib (Zejula®) in the Cancer Drugs Fund, for treating some types of recurrent ovarian cancer. Previously licensed for use in the UK by the European Medicines Agency, it can be used to treat women who have platinum-sensitive recurrent ovarian cancer. The drug works by slowing the progress of ovarian cancer by stopping DNA in cancer cells from repairing, promoting cell death. PARP inhibitors could previously only be used to treat women who have a mutation in the BRCA1 or BRCA2 gene, however niraparib can be used whether or not women have a mutation in their BRCA1 or BRCA2 gene. “The NICE funding recommendation for niraparib
marked an important step forward in the availability of ovarian cancer drugs in the UK,” says Rennison. “While a handful of new drugs such as bevacizumab (Avastin®) and olaparib (Lynparza®) have become available in the past few years, these are only available to a small number of women with ovarian cancer. This was something Target Ovarian Cancer stressed when presenting evidence at the NICE inquiry on the future of niraparib, and we will follow its progress through the fast-track Cancer Drugs Fund.” At the time of going to press, the draft guidance was still open for consultation. Other ovarian cancer drug developments in the pipeline include further PARP inhibitors such as rucaparib (Rubraca®), and immunotherapy treatment avelumab (Bavencio®).
“The majority of women with ovarian cancer diagnosed today will receive by and large the same treatments patients were being prescribed 20 years ago, with a few exceptions” WORDS BY
SYMPTOMS Symptoms of ovarian cancer are frequent and persistent, and usually occur more than 12 times every month. They include: Other symptoms can include unexpected weight loss, change in bowel habits, and extreme fatigue. Any postmenopausal bleeding should always be investigated by a GP. Women who regularly experience any of these symptoms – that are not normal for them – should visit their GP. Source: targetovariancancer.org.uk
Pelvic or abdominal pain
Increased abdominal size/ persistent bloating
Difficulty eating/feeling full quickly
Needing to wee more urgently or more often
M AG A ZI N E | M A RCH 2018 | 2 7
F E AT U R E
ARE DIAGNOSED with ovarian cancer EACH YEAR IN THE UK -
20 CASES diagnosed every day.
4100 WOMEN lose their lives
TO OVARIAN CANCER A YEAR –
11 WOMEN EVERY DAY.
44% OF GPS MISTAKENLY BELIEVE
THAT SYMPTOMS ONLY PRESENT IN THE LATER
stages of the disease. (Cancer Research UK and Target Ovarian Cancer)
Target Ovarian Cancer’s nurse-led support line provides confidential information, support and signposting for anyone affected by ovarian cancer. Chat with nurse advisers on 020 7923 5475 or go to targetovariancancer.org.uk/supportline
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PE RSO NAL S TO RY:
Sally Ryan, 45, was diagnosed with an aggressive form of ovarian cancer while pregnant with her first child.
n November 1998 I was 26-yearsold, had graduated from university, and was just married. I’d noticed that there was an unusual lump on the lower right side of my abdomen, but put it down to too much partying. Then I fell pregnant in early December. The routine doctor’s appointment was anything less than routine. I was told I was six months pregnant, or at least there was the possibility that I was carrying twins. Over the following weeks I was sent for a scan. No baby’s heartbeat could be found. Instead there was a large cyst obscuring the view of everything. I went back to the doctor and was immediately referred to the hospital. It was Christmas Eve. I asked what was happening and they said they were going to remove the cyst. I told them I was pregnant and they told me I would lose the baby. I asked if there were other options and was told that I could come back at 13 weeks’ gestation and have the cyst removed then as the baby would be more reliant on my placenta than my hormones. At 13 weeks pregnant I was back at the hospital. The cyst was large and I looked heavily pregnant. The cyst was over 28cm in length, over a kilogram in weight, and difficult to take out. As it was being removed it burst. However, the baby was intact, and all seemed well. After three days in hospital the specialist came over to see me. He informed me he had removed most of my right ovary while removing the cyst. He told me the cyst had been cancerous. He told me it was ovarian cancer. He left.
“He told me it was ovarian cancer. He left” I went home and spent the weekend wondering what the rest of my life would look like and how long it would be. I tracked him down at his private practice and went there on the Monday. I asked for clarification and he told me the skin of the cyst was cancerous and that it had touched many parts of my internal organs. He told me that the rest of my right ovary and fallopian tube would have to be removed after the baby was born to limit the possible spreading of the cancer. He said that I was the second person to have this particularly aggressive form of ovarian cancer and that the other patient had recently died. I was lucky. The cancer didn’t spread, and I didn’t need any further treatment after the removal of my ovary and fallopian tube. Ovarian cancer is frightening. It’s quiet, and had I not been pregnant I wouldn’t have followed up on that small lump until it was possibly too late. That was 19 years ago. My son is now an apprentice carpenter and I have two other children. I’m going back to regular checkups this year as cancer continues to be a presence in my family.
For pharmacy graduates forcing doors open is essential. WORDS BY
ver 30 years ago I made the decision to study pharmacy at Nottingham University, with little understanding of what was involved. It was a passion for applied science, and my boyfriend of the time (he was in geology, next door to the pharmacy department), that sealed my fate. Hardly the calling to discover the next blockbuster, cure disease or change the pharmacy world, but studying pharmacy and becoming a pharmacist have been two of my best decisions. I qualified as a pharmacist following a rewarding pre-registration year with Merck, Sharp and Dohme combined with Addenbrooke’s Hospital in Cambridge. Following a spell in community pharmacy, I joined GSK in the 1990s, enjoying 12 years in industry. I have since operated in most sectors of the profession and remain passionate about the opportunities for pharmacists in pharma and the contribution we can make to the medicines development pathway. TH E YO U N G O N E S Keen to understand how the younger generation feel about pharmacy as a career choice, particularly within industry, I asked current British Pharmaceutical Students’ Association (BPSA) President, Stephen Messham, why he chose pharmacy as a degree and what opportunities there will be for young pharmacists in the next five years. “I was attracted to pharmacy because of the opportunity to combine my passion for science with my skill for dealing with people. There wasn’t another career option which gave fundamental training in both those areas.” “I believe opportunities for newly qualified pharmacists are increasingly diverse. There will still be traditional paths of community and hospital pharmacy, but there are also opportunities within general practice, as well as graduate schemes in industry, the NHS, and other organisations for which pharmacists are well-qualified.” “We also really understand the patient and the science behind therapeutics and we are the unique ‘bridge’ between them.” I agree, graduates in pharmacy are well placed to work in industry and with their specialist skills can be deployed in a variety of potential roles, from drug research and development, clinical trials, manufacturing, registration, medical information, through to sales and marketing.
A M B A S S A D O R ' S R E C E P TI O N Despite the attractions for individuals and industry, the majority of pharmacists choose to work in other sectors and, as a result, more must be done to attract pharmacists into the industry. Stephen believes earlier exposure to students about what pharmacists in industry are currently doing would be a great start. He also suggests pharmacists working within the industry should be ambassadors, talking to students, especially those who have different entry routes into industry. Other initiatives could include more work experience and shadowing roles open to pharmacy graduates, reflecting the unique nature of the pharmacist preregistration year. “I challenge all companies to offer shorter summer placements, experience days and other events which tap into the high-quality cohort of pharmacy students,” Stephen says.
“Individuals can experience an exciting and varied career working in different sectors” CO U NTE R C U LT U R E Stephen is currently on the first rotation of GSK’s Pharmaceutical Science Graduate Scheme within the Manufacturing division and has two more rotations in the programme before he considers a permanent role. There is certainly more choice than 30 years ago and arguably a greater need for pharmacists' contribution when it comes to how medicines are discovered and ultimately used. Pharmacy continues to be an excellent career choice for individuals who want to have an exceptional scientific education, involvement with patients and a professional qualification. Like me, individuals can experience an exciting and varied career working in different sectors, while helping people live longer, healthier lives. Deborah Evans is Managing Director of Pharmacy Complete, a specialist consultancy and training company working with pharmacy. Go to pharmacycomplete.org or email email@example.com Thanks to Stephen Messham for his contribution.
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PF AWARD WI N N E RS:
THIS IS YOUR LIFE WORDS BY
Pf Awards change lives. Some of our previous winners explain just how much of a difference winning a Pf Award has made to their careers.
NHS Recognition Award 2016
Experienced Account Manager 2017
“This memorable victory and being a top candidate in the Clinical Nursing Award were the pinnacles of my career. The whole process was inspirational.”
“Winning the award validates all your hard work and reinforces the will to keep trying harder, thinking smarter and striving to innovate.”
Clinical Nursing Award 2017
“My LinkedIn account went crazy. The recognition from my company has been overwhelming.”
Secondary Care Specialist 2017, Outstanding Performer 2017
New Hospital Representative Award 2009
“Winning the Pf Award prompted me to reassess all areas in my life. I now have a much clearer vision about my next career step and feel supported in reaching those goals over the next couple of years.”
“Winning a Pf Award can act as a real catalyst for your career. I was fortunate enough to be given my first Regional Business Manager opportunity two weeks after winning.”
PETER MULCAHY Learning and Development Award 2017
“Being recognised for the Award as an L&D professional has helped to build my personal profile, credibility and network.”
For full coverage of this year’s Pf Awards, follow us on social media and see the April edition of Pf Magazine for our special post-awards brochure. Want to be involved with next year’s awards? Email firstname.lastname@example.org @ P F_ AWA R D S # P F AWA R D S 2 0 1 8 P F AWA R D S . C O . U K
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GREATER INNOVATION: Preventing and treating cancer has come a long way, but there is still more to be done
ith the passing of another World Cancer Day, Rozlyn Bekker, Business Unit Director for Oncology at Janssen UK and Dr Frank Wiegand, Medical Director at Janssen UK & Ireland, discuss the continued drive towards greater innovation to overcome cancer and the unique approach adopted by Janssen to this challenge. Though there have been significant advances seen in the field of oncology, cancer continues to be a significant health burden across the globe. In the UK alone, one in four deaths each year is attributed to this devastating condition of epic proportion.1 How has Janssen changed its approach to the cancer challenge? Over the last century, the clinical community has been determined to catch up with cancer by utilising all the ‘tools’ in their armoury. What’s exciting about the future is how we are changing this approach and instead trying to get ahead of cancer. The goal now is not only to use therapies to treat cancer, but to eradicate the need to give patients a cancer diagnosis at all. Cancer interception is one of the areas where Janssen is focusing its scientific research and development. Through cancer interception, we are able to identify what causes malignancies in cancer cells, before they invade the body. Once we have a stronger understanding of how these cancers work, we can find the mechanisms to intervene, or ‘switch off’ the carcinogenic process, avoiding the spread of suspicious cells.
What is the goal of cancer interception? The goal is to identify and treat patients much earlier in their cancer journey, when they are less resistant to standard therapeutic interventions and the disease has not spread. At this point, patients have the greatest chance of long-term survival and we can potentially stop cancer in its tracks equating to cure. These research efforts are already yielding promising results in multiple myeloma, a form of blood cancer that is currently incurable. In smouldering multiple myeloma (SMM), a precursor stage to multiple myeloma, early intervention to delay or prevent the progression to active disease could significantly change patient outcomes. With approximately 10 percent of SMM patients progressing to active myeloma every year in the first five years, 2 proactively targeting these asymptomatic patients, could prevent progression to active disease. One size does not fit all, and cancer is very complex. How can we expand the progress being made? With more than 200 cancers identified so far, we understand we can’t be experts or have a great impact in all of them, so our approach in multiple myeloma may not work in other cancer types. Instead, we’re concentrating our extensive knowledge and expertise in finding curative regimens and delivering transformational therapeutic solutions for specific tumour types, which include three disease areas: haematological malignancies, prostate cancer and lung cancer. To achieve scientific progress, we must share knowledge and combine our resources across all sectors of the oncology space. We’re working hard to eliminate cancer and we will explore areas where patient needs can be addressed with the best results.
“The goal now is not only to use therapies to treat cancer, but to eradicate the need to give patients a cancer diagnosis at all.”
How is Janssen collaborating with others to share this knowledge? Janssen recently entered into a global collaboration and license agreement with Legend Biotech USA and Legend Biotech Ireland to develop, manufacture and commercialise an experimental Chimeric Antigen Receptor (CAR) T cell therapy, a type of immunotherapy. CAR T cells are derived from the patients’ own T cells, are engineered to kill cancer cells expressing a specific antigen, and have the potential to replace standard therapies and advance cure. At Janssen, we’re always working towards the same goal: a future without disease, and we’re confident that through persistence and commitment we can overcome cancer. Go to janssen.com/uk References: 1. Cancer Research UK. Cancer Mortality Statistics Available at: http://www. cancerresearchuk.org/health-professional/ cancer-statistics/mortality#heading-Zero Last accessed: February 2018. 2. Rajkumar, S. V. Preventive strategies in monoclonal gammopathy of undetermined significance and smoldering multiple myeloma. Am. J. Hematol.,2012 87:453–454. doi:10.1002/ ajh.23204 Last accessed: February 2018.
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P H A R M ATA L E N T
MOVERS & SHAKERS
C R I S C A L S A DA Laboratoris Sanifit S.L., a clinical-stage biopharmaceutical company focused on treatments for calcification disorders, has announced the appointment of Cris Calsada as Chief Financial Officer. She joins Sanifit with over 20 years of corporate finance experience in the life sciences and technology industries. She was most recently COO and VP of Finance at Ambrx.
AG E N CY.
L I S A VA N C A P E L L E Syneos Health has announced the appointment of Lisa van Capelle as Chief Human Resources Officer (CHRO). She will guide a workforce of approximately 21,000 employees in delivering high-value, integrated clinical and commercial solutions.
AG E N CY.
WHO’S GOING WHERE AND WHY THEY’RE GOING THERE. WORDS BY
Ashfield has announced the appointment of Doug Burcin as President of Ashfield Healthcare Communications. Doug spent 18 years working with Havas Health and was most recently Chief Growth Officer at Klick Health. Jez Moulding, COO of UDG Healthcare plc and Executive Vice President of Ashfield, said: “We are delighted to welcome Doug to Ashfield and UDG Healthcare. His phenomenal experience in leading the Havas Health agency network globally is extremely valuable to us as we continue to grow our Healthcare Communications business.”
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KNOW A RISING STAR WHO DESERVES A MENTION? RACHEL@PHARMAFIELD.CO.UK
M AT TH E W M WA L S H
CAMILL A HARDER HART VIG Alexion has appointed Camilla Harder Hartvig as Senior VP for EMEAC region. She will lead the commercial activities of the regional function from Alexion’s EMEAC headquarters in Zurich, Switzerland. Camilla has worked for several pharma companies, including AstraZeneca, Novartis and Allergan.
Allergan plc has revealed Matthew M. Walsh as the new Executive Vice President and Chief Financial Officer. “Matt brings a unique combination of skills, including a technical background, a rich experience across financial disciplines and the ability to lead complex health care organizations,” said Brent L. Saunders, Chairman and Chief Executive Officer at Allergan.
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Dr Jan Lowe has become the new Director of the Medical Research Council Laboratory of Molecular Biology (LMB). Jan is currently the joint head of the Structural Studies Division at the LMB and Deputy Director of the institute. He said: “Not in my wildest dreams would I have thought in 1996, when I came here, that I would one day be the director of this great institute.”
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P H A R M ATA L E N T
Biosample Operations Specialist
Integrated Franchise Leader – Immunology Franchise
P H A R M ATA L E N T S E R I E S
WOMEN of PHARMA Three women from Roche share their stories of working in pharma.
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lead and execute the biological sampling strategy within our clinical trial studies for a number of molecules we are conducting research in. I project manage multiple projects across a variety of therapeutic areas including Cancer Immunotherapy, Antibiotics and Rare Diseases, and work with cross-functional teams in a matrix organisation. After graduating with my degree in Pharmaceutical & Chemical Sciences I secured my first position at MSD as a Paper CRF Data Entry Associate. After MSD I joined AstraZeneca, then moved to a role where I was managing the portfolio of clinical trial studies with the NIHR Medicines for Children’s Research Network East based in Nottingham’s QMC Hospital. We all have to work hard t o rise through the ranks b ut as a woman you have more to prove to be taken as seriously as men. Being the eldest of four girlsin an Indian Sikh family came with a ‘glass ceiling’ of its own whereby education, marriage, motherhood and a job were the success factors. Having a career and rising up the ranks has only recently been acknowledged and the personal ‘glass ceiling’ is lifting. I have pushed through personal boundaries to make this acceptable. However, during my journey at Roche I have been able to rise and have been supported by some genuinely passionate and supportive female managers. I n fact, in my team, function, department, organisation, at every rank sits a woman. How is that for aspiring and squashing the ‘glass ceiling’?
’m accountable for our Immunology portfolio; ensuring we have the right strategy, the right resources and that we deliver on our short and long term commitments such as sales but also investment in supporting the Immunology community of patients and clinicians who might interact with our medicines. After getting my MSc in Management I specialised in healthcare and then joined Genentech, which was later acquired by Roche, in a market access strategy role. Nine years later I’m still with the company, albeit in a different affiliate and a very different role! In theory there isn’t a glass ceiling for women in pharma; that hasn’t been my personal experience. However, even in a progressive company like Roche, where in the UK 56% of those in managerial positions are women, we are still on a journey in terms of levelling the playing field. To attract more women in any type of role, companies need to start by considering more women in their hiring process. As far as retaining, it’s no secret that many women who find themselves in or aspiring to senior leadership positions are doing so at the same time their family demands are highest – be it childcare or eldercare for example. Beyond evolving hiring practices to more actively combat bias, making it easier for any parent (regardless of gender) to flex their day around work and family is essential to both attracting and retaining females at that point in their lives. Flexible working hours is the obvious one, but also childcare on-site, tele-working in a global organisation, and so on. Our US affiliate has on-site childcare available for a fee and it is a major recruitment and retention tool.
Brigitte Nolet Integrated Franchise Leader – Rare Disease Franchise
have the responsibility for leading our business for molecules within the rare diseases franchise. It is my role to ensure we set the strategy for the franchise and its molecules; ensure resourcing; ensure cross functional excellence in our execution; and support staff in their career journeys. My journey in pharma began in Canada within the Canadian Trade Association, where I joined 16 years ago as a Director of Federal Government Affairs. It was in that role that I met the General Manager of the Canadian Roche offices who gave me the opportunity to join Roche, and I have not looked back since. Women have to work differently to rise through the pharma ranks. Women have to ensure their voices are heard and that their efforts are both recognised and rewarded. Efforts must be made to communicate achievements and not shy away from expressing ultimate career objectives. For those women who want or have families, like me, this also involves finding a working style that meets your professional needs but also your family’s needs. I do believe that in the 16 years that I have been in the industry, the working environment for women has improved. But there is no doubt, based on numbers, that there is still room for improvement to see women in senior leadership roles. I mentor many women in the industry and my biggest contribution to our conversations is ensuring that we all have clear career paths developed and that we are pushing ourselves to consider our potential for roles – not only our accomplishments to complete a role.
“Women have to work differently to rise through the pharma ranks. Women have to ensure their voices are heard and their efforts are recognised.”
At a recent women’s professional group event, our global CEO reminded us, as women, of the importance of being clear with our career path and communicating our intentions to our line managers. Upon reflection, there were too many times in my career where I assumed that my next steps and interests would be understood and that my achievements were seen. But with this advice, I am now much more proactive and direct in discussions with my line manager about my expectations for my next role; the experience I want to gain; and speaking to timeframes in a realistic manner. While it took me way outside of my comfort zone at first – to be this transparent – it has been met with openness and appreciation, leading to extremely productive discussions about the future! Go to roche.co.uk
Extraordinary healthcare requires extraordinary people. Join Roche and help us to discover and develop innovative ways to detect, prevent and cure diseases helping us to transform patients’ lives. We are constantly looking for great people who are passionate about talking on today’s urgent healthcare challenges while ensuring we do now what patients need next. If you want an exciting, challenging career with opportunities to grow both in the UK and globally, visit www.roche.com/careers/unitedkingdom to find out more about working for us!
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P H A R M ATA L E N T
H OW T O W R I T E
A STANDOUT CV The job market is getting more competitive by the day, as highly-qualified candidates fiercely compete for the top jobs. A carefully constructed CV is your chance to make that vital first impression, showing prospective employers the experience, skills and talents that you have to offer. Recruiters reportedly spend five to seven seconds looking at your CV before making a judgement, so you need to know how to grab their attention, fast. Follow our top 10 tips for creating the perfect CV and you’ll be getting suited and booted for your interview in no time.
K E E P IT B R I E F
One or a maximum of two pages is enough. You may have plenty to shout about but a lengthy document will just put recruiters off reading further.
U S E K E Y WO R D S Recruiters are experts at scanning CVs for the keywords that match candidates most closely to the role so read the job description and person specification carefully, and match the key criteria.
K E E P IT S H O RT & L I S T YO U R AC H I E V E M E NT S Don’t just list what you did every day, say what you achieved, for example, ‘I increased the sales of Product X from £25,000 to £50,000 in X months’.
. A D D YO U R I NTE R E S T S This isn’t essential, but it gives a prospective employer an idea of who you are as a person. They’re looking for well-rounded individuals, not workaholics.
C L E A N U P YO U R SOCIAL MEDIA
Tailor your CV to suit each role you are applying for because nothing puts a recruiter off more quickly than a generic CV.
D O YO U R R E S E A R C H Read up on the company and ask around any contacts who already work there to get a feel for what the company culture is and what they’re looking for.
Whether you like it or not, recruiters often look at the social media presence of prospective employees, so if you wouldn’t say it if your grandma was in the room, don’t say it online.
WO R K E X P E R I E N C E Start with your current or most recent position and work backwards. Fill in the gaps – if there are any, whether you were raising children or volunteering, for example – explain them.
E D U C ATI O N , Q UA L I F I C ATI O N S & S K I L L S List these briefly, along with the grades attained. Include any IT skills and additional languages spoken and also include the names of any professional bodies of which you are a member.
P R O O F, P R O O F, PROOF Check your spelling, punctuation and grammar and get another pair of eyes to proofread it too to catch any clangers that may have slipped through.
M A K E I T R E L E VA NT
3 6 | PH A R M A FI EL D.CO.U K
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With consistently more jobs than anyone else*, there’s no smarter way to develop your Pharmaceutical or Healthcare career. Whether you’re looking for Permanent or Contract opportunities speak to us today and discover what we can do for you.
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