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Like so many seasoned industry professionals, we eagerly seek thought leader perspectives — on the current biopharma industry landscape; the investment strategies purported to be in play; and (of course) the likely true impact of the Inflation Reduction Act in both the near- and mid-term.

Sadly, another summer is coming to a close. If you have school-aged kids at home, you are undoubtedly already taking steps to shake them out of summer mode and get them ready for the new school year with its firm schedule and structure.

Coming up the ranks in various roles, I remember feeling frustrated at times when leadership would not “decide” or “give direction.” We were all working so hard; we often felt stymied by a perception that leadership was not “plugged in” to our struggles or to what we perceived to be the most important priorities.

Regardless of your company or drug development stage, congress events are critical undertakings; they represent both a substantial opportunity and a significant investment of time and resources. These events provide an occasion to engage with a wide range of HCPs (including KOLs) to introduce new products, present data, gather insights, and more. Depending on your role in the company, the objectives that get you excited about attending one of these meetings will vary — you may not even be aware of some of the happenings outside your functional area.

Many of our clients are emerging companies striving towards their first clinical development program in anticipation of delivering on a promise to the patients they hope to serve. In most of these companies, leadership is appropriately focused on advancing the science and developing a “reason to believe” for both internal and external stakeholders (investigators, potential partners, investors, current and future employees, etc.).

What is the difference between strategic thinking in quantifying the future and Excel gymnastics? This was a distinction I needed to learn in my early years of marketing and, more specifically, market research.

It was March 2020 when I wrote the first sentences of issue #30 of this e-conversation. At the time, I acknowledged the WHO’s declaration that COVID-19 had reached the threshold of a global pandemic.

When biopharma executives or business development leaders think about developing their “partnering story,” the focus is often on the innovation. That’s understandable. These are science-based organizations, and without question, the innovation is fundamental to the work.