1. Collaborate your way to success
René van der Merwe
Senior Director, Clinical Development
21 September 2017

2. Cambridge Cluster Statistics*
Companies in knowledge-intensive industries
Companies created in the last five years
Space to grow at Cambridge Biomedical Campus
World’s largest corporations with operations in Cambridge
Registered companies and revenue
Patents compared to the next city
20,000 X
30%
105 14 25
£30 bn
Wembley Arena
*Malcolm Lowe-Lauri

3. New world is innovation and collaboration
Knowledge
Experience
Partnership
Innovation does not happen in isolation
Foster beneficial partnerships
Don’t reinvent the wheel
Tap into the network of experience and knowledge
Identify what resources you need and seek partners to help
Even big pharma needs to collaborate e.g. MedImmune/Amgen collaboration

4. Are you ready to collaborate?
Administrative support
Workspace
Part vs full time workforce
Accounting 
Basic business infrastructure
Hiring
Training 
Human resource (support)
Business Development…
Intellectual Property
Contracts 
Legal (support)
Basic business infrastructure 
Administrative support
Workspace
Part vs full time workforce
Accounting
Human resource (support) 
Hiring
Training
Legal (support) 
Intellectual property
Contracts
Business Development …

5. What is your framework?
Vision
Strategy
Execution

6. What are you offering? Why should they collaborate with you?
You have a unique product that is scientifically validated
Your product or technology can cause disruption to competitors
You have identified a niche market that is being missed elsewhere
You can get your product to customers before someone else does
Be prepared to align with potential partners strategy, vision and goals
Look for opportunities
Realise in most cases it is a transaction to them (but can be life or death to a biotech)
Does it fit with your vision?

7. Be clear on how your product adds value
Serves an unmet medical need or patient population
Does it give them a competitive advantage or enhance their current capabilities?
Give a time frame for return on investment
Personalise your pitch to their needs
Patient focused/value
Unmet need ZS pharma & hyperkalaemia
Competitive advantage – eg LEO

8. Know your collaborator
Understand what type of collaborator are you looking for
Financial
Scientific input
Executional skills e.g. R&D capabilities
Do you have the same vision and goals for future development?
Partnership is a 2 way street (it is not just about the money)
What do you want the partner to bring to the table?
Investment
Experience in areas you lack/Expertise in future development
Resource
Partnership is a 2 way street (it is not just about the money) e.g. CRUK-Medimmune Alliance Laboratory (CMAL)

9. A good collaborator adds value
Opportunity
Vision
Vision
Access to resources
Distinctive Competencies
Capabilities of team
Strategy
Innovation or novelty
Business Strategy
Industry context
Execution
Talent
Structure
Processes
Profitability

10. Factors to success that are local to Cambridge
Talent pool
Infrastructure of support
Venture capital
Entrepreneurial spirit
Role models and mentors
Talent pool
Loyalty to the technology with a unique highly skilled and highly motivated
Social networks of people
Diverse
Support infrastructure with suppliers and outsourcing
Venture capital for both financing and team building
Entrepreneurial spirit
Role models and mentors (with networks, confidence and paranoia)

11. You are collaborating, now what?
Manage expectations
Understand large pharma governance
Identify decision-maker
Allow time for decision-making
Ensure open lines of communication
Identify an internal champion
Identify and update key stakeholders
Be resilient
Be prepared to terminate
Identify decision maker
Manage expectations
Understand large pharma governance structure
Allow time for decision making in large companies
Identify an internal champion
Ensure open lines of communication
Identify key stakeholders and keep them updated with regular feedback and detailed updates
Be prepared to terminate collaborations if not working
Be resilient…don’t give up!

12. Any Questions?

13. Who are entrepreneurs? Internal locus of control, High energy level, High need for achievement, Tolerance for ambiguity, Self-confidence, Passion and action-orientation, Self-reliance and desire for independence, Flexibility
Growth pressures: Entrepreneurs often find that as their business grows, they feel more pressure to use formal methods to lead their organizations. Although this formalization process may compromise some entrepreneurs spirit, it often leads to more focus, organization, and greater financial returns. Basically, it’s a movement from a “seat-of-the-pants” operation to a more structured, legitimate and recognizable business.