第 22 届Cambridge Healthtech Institute
Strategic Alliance Management Congress
策略联盟管理大会
Optimize Biopharma Partnerships, Cultivate Strong Relationships, and Maximize Alliance Management Value
优化生物制药合作伙伴关系，建立牢固的关系，并最大限度地发挥联盟管理的价值
2025年3月25日 - 26日
3月25日（星期二）
7:15 amRegistration and Morning Coffee
8:15 amOrganizer's Welcome Remarks
Networking Meet & Greet
Brent Harvey, Executive Director, Alliance Management and M&A Integration, Eli Lilly & Co.
Jumpstart your conference experience with a lively morning speed networking! This informal networking session is the perfect chance to meet fellow participants and connect with your conference peers right from the start.
Grab a cup of coffee, engage in conversations, and kick off the conference with a bang. Don't miss out on this fantastic opportunity to make new connections, share insights, and lay the groundwork for a memorable
conference journey.
OPTIMIZE ALLIANCE MANAGEMENT IMPACT IN YOUR ORGANIZATION
Beyond the Deal: How to Integrate Alliance Management Early to Fuel Partnership Success
Brian Stewart, Executive Director, Alliance Management, Global Business Development, Daiichi Sankyo
Explore the critical role of Alliance Management from the earliest stages of a partnership. This session highlights strategies to integrate alliance teams during deal structuring to enhance collaboration, mitigate risks,
and ensure alignment. Discover how proactive Alliance Management drives long-term value and strengthens partnerships beyond the initial agreement.
Optimizing Alliance Staffing: Strategies for Determining and Justifying the Right Team Size
Christopher Black, Head, Corporate Alliance Management & Integration, Merck & Co., Inc.
This discussion explores the commonly expressed pain points of excessive work and limited alliance resources. Participants will delve into workload drivers and efficiency optimization strategies, while seeking to understand
what senior management must understand and believe in order for them to support headcount requests. Practical tools will be presented to help individual contributors and people managers understand their unique situations
and build their own business cases.
9:55 amCoffee Break with Exhibit Viewing
LEVERAGING GenAI TOOLS TO ENHANCE ALLIANCE MANAGEMENT
Talk Title to be Announced
GenAI Applications in Alliance Management
Doug Williams, Senior Director Alliance Management, Alliance Management, Incyte Corp.
Discover how artificial intelligence is revolutionizing alliance management in the pharma and biotech industry by improving efficiency. This interactive presentation explores practical strategies for leveraging AI to
optimize operations, streamline communication, and enhance problem-solving and negotiation across partnerships. Join us to learn how GenAI can reduce the alliance manager's workload, boost productivity, and lead
to greater alliance success.
Real World Applications—Uses of GenAI in Alliance Management
Grace Vandal, Executive Director, Alliance & Program Management, Zentalis Pharmaceuticals Inc.
This panel will dive into how Generative AI (GenAI) is being incorporated into Alliance Management processes and activities. Discuss how AI tools can streamline collaboration, improve decision-making, reduce administrative
load, and enhance relationship management between partners. Attendees will gain insights into real-world applications of GenAI, addressing both the benefits and challenges of integrating AI into alliance strategies
to maximize value and efficiency.
11:55 amLuncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own
12:25 pmSession Break
Mitigating Risk and Maximizing Opportunity: The Power of Option Alliances in Pharma Partnerships
Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb
In option alliances, alliance managers play a crucial role in balancing incentives and responsibilities between partners. One party is incentivized to advance development while the other provides strategic advice, maintaining
the right to license the molecule once de-risked. This approach allows for shared risk, with the advising party reserving the option to invest in a more mature, lower-risk asset, thus maximizing opportunity and alignment
of interests.
PANEL DISCUSSION:
Navigating Complexity: Effective Strategies for Managing and Optimizing Collaborative Partnerships and Alliance Ecosystems in Pharma
Speaker to be Announced, Vantage Partners
This presentation will provide strategic insights into managing and optimizing complex alliances within the pharmaceutical sector, focusing on the development and commercialization partnership between two large pharmaceutical companies. We will examine how to align competing interests across diverse teams, enhance collaboration in joint decision-making, and leverage governance frameworks to navigate complexity. Attendees will gain practical strategies for maximizing value creation and ensuring sustained success in high-stakes partnerships.
2:15 pmRefreshment Break with Exhibit Viewing
Synergizing Strengths: Managing a Complex Alliance for Breakthrough ADC Development
Aimee Crombie, Senior Vice President, Head of Strategic Planning and Operations, Prelude Therapeutics
In 2023, Prelude Therapeutics and AbCellera formed a multi-year, multi-program alliance to develop and commercialize novel ADCs. This collaboration leverages Prelude's expertise in targeted protein degradation and clinical
development with AbCellera's antibody discovery engine. This session will share insights on launching and managing this complex alliance, focusing on cross-functional team integration. Key learnings and tools will be
presented to demonstrate effective management of co-development partnerships.
INTERACTIVE BREAKOUT DISCUSSIONS
Interactive Discussions are informal, moderated discussions, allowing participants to exchange ideas and experiences and develop future collaborations around a focused topic. Each discussion will be led by a facilitator
who keeps the discussion on track and the group engaged. To get the most out of this format, please come prepared to share examples from your work, be a part of a collective, problem-solving session, and participate
in active idea sharing. Please visit the Interactive Discussions page on the conference website for a complete
listing of topics and descriptions.
TABLE 1: Stakeholder Engagement: Elevating the AM/Senior Executive Relationship
Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb
Building trusted advisor relationships between Alliance Managers (AMs) and senior executives is critical to ensuring alignment, trust, and strategic impact within partnerships. Senior executives rely on AMs to provide insights, navigate complex challenges, and deliver recommendations that drive decision-making. By elevating these relationships, AMs can position themselves as strategic partners rather than operational intermediaries. This table will explore:
- Skills, knowledge, and behaviors required to build credibility and influence with senior executives
- Addressing common hurdles such as misaligned expectations, differing priorities, and maintaining trust under pressure
- Approaches to foster deeper collaboration and improved communication
TABLE 2: Starting up an Alliance Management Function
Establishing a robust Alliance Management function is essential for effectively managing partnerships, ensuring alignment across teams, and driving long-term success. A well-structured AM function can streamline processes, improve communication, and enhance value creation in strategic alliances. Join this roundtable to discuss:
- Key responsibilities, reporting lines, and skillsets needed for a successful AM function
- Processes, governance frameworks, and technological tools to support the AM function
- Ensuring that the AM function is integrated with the company’s overall business strategy, KPIs and success metrics to measure alliance performance and impact
TABLE 3: When Partners Change: The Impact of Acquisitions and Sublicensing on Alliances
Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co.
Changes in alliance partners, though anticipated to some degree in contracts, can have a variety of unique and profound positive and negative impacts to an ongoing partnership. The Alliance Managers from all parties play a key role in helping their organizations navigate these changes. This table will discuss these changes from two perspectives: when your partner changes, and when you are the new partner.
- What are the first things Alliance Managers should focus on when partners change?
- What opportunities might a new partner bring to an alliance, and how can Alliance Managers try to maximize these positives?
- What issues might arise when a new partner comes into an alliance, and how can Alliance Managers try to mitigate the negatives?
4:15 pmWelcome Reception with Exhibit Viewing
5:15 pmClose of Day One
3月26日（星期三）
8:00 amRegistration and Morning Coffee
OPTIMIZING ALLIANCE MANAGEMENT FUNCTION
Interactive Workshop: Improve Team Collaboration to Improve Alliance Outcomes
Jan Twombly, President, The Rhythm of Business, Inc.
Every alliance manager has dealt with dysfunctional project teams and ineffective governance committees. Research demonstrates that developing people’s abilities to collaborate well results in enthusiastic, high performing teams that achieve better alliance outcomes. In this hands-on workshop, examine real-world scenarios and gain frameworks and tools for helping teams reduce churn, organize their work with no gaps or overlaps, and produce results.
Operationalizing Alliance Execution in Business: A Functional Example
Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co.
When two companies enter into a collaborative agreement, there are foundational relationship-enabling components needed to enable an effective working relationship. When executed well, this can set a positive tone early in the relationship to establish how the companies will work together for the life of the deal relationship. Building on this relationship management methodology consistently and pulled through at the functional level, day-to-day activities can help with continued consistent support by reducing role ambiguity. By establishing structured operations at the functional level, there is a potential to reduce unnecessary churn which can enhance the benefits of the collaboration and partnership while building trust as a valued partner. This presentation will provide an example of these structured operational activities using the regulatory function, and of how this centralized functional knowledge and consistent approach has benefits with each new experience.
9:45 amSponsored Presentation (Opportunity Available)
10:15 amCoffee Break with Exhibit Viewing
PARTNERING FOR SUCCESS IN AN INCREASINGLY COMPLEX ALLIANCE LANDSCAPE
Unlocking Platform Partnerships: An AbbVie–Frontier Medicines Alliance Case Study
Join us for a discussion from the front lines of alliance leadership navigating a platform technology collaboration. Donna Taneja from Frontier Medicines and Amanda McAllister from AbbVie will discuss how alliance leadership
has helped unlock the value and potential of their company's collaboration. They will discuss real world examples of bridging differences between big pharma and platform biotechnology while inspiring their
teams to perform at their full potential.
Building Platform Alliances between Charity, Industry, and Academia to Democratize Access to High Quality Technologies and Innovative Science
Beatrice Lana, Strategic Alliance Executive, Cancer Research UK (CRUK)
This presentation offers insights into the CRH platform alliances that provide antibody and functional genomics capabilities to advance oncology research. Cancer Research UK, through in-house labs within CRH, collaborates
with industry and academia to bridge gaps, supporting the translation of impactful research into cancer treatments. By democratizing access to high-quality resources, the alliance model removes barriers to knowledge
and technology. Case studies will demonstrate how the CRH dedicated team of Strategic Alliance Managers has applied alliance management best practice to build, maintain, and progress these long-lasting and impactful
strategic alliances with industry, including AstraZeneca, and leading academic researchers.
Platform Alliances: Key Factors for Success
Diana Sanchez, PhD, Director, Alliance Management, Beam Therapeutics
Partnering with platform companies provides opportunities to access novel, highly specialized therapeutic modalities without requiring the build of infrastructure. For platform companies themselves, alliances provide
ways to expand the access of their platform to therapeutic areas that are out of scope and reach more patients. In this panel, alliance managers from a suite of platform companies will share their learnings about
key factors to launch and maintain successful platform alliances.
12:30 pmLuncheon Presentation (Sponsorship Opportunity Available) or Enjoy Lunch on Your Own
1:00 pmSession Break
Driving Value in a Spanish/US Alliance
The collaboration between Almirall and Lilly was not initially planned but emerged from Lilly’s acquisition of Dermira. This unexpected partnership has evolved into a high-performing alliance, thanks to the strategic
influence of alliance management. In this presentation, we will share key learnings from the alliance management strategies that were instrumental in this transformation. Our discussion will cover cultural awareness,
operational efficiencies, and strategic alignment, providing valuable insights for fostering successful collaborations in similar contexts.
Navigating Global Alliances: Legal, Cultural, and Regulatory Challenges in Pharma Collaborations
Jan Twombly, CSAP, President, The Rhythm of Business
In today’s globalized pharma landscape, managing alliances across diverse regions presents complex challenges. This panel will explore what alliance managers need to understand about different legal and regulatory structures,
including the impact of international sanctions. We’ll discuss the unique dynamics of working with emerging markets like China. Panelists will share the critical importance of cultural considerations, from Japan’s
distinct business environment to navigating the diversity within the EU. Understanding these global nuances is essential for successful alliance management.
INTERACTIVE BREAKOUT DISCUSSIONS
Interactive Discussions are informal, moderated discussions, allowing participants to exchange ideas and experiences and develop future collaborations around a focused topic. Each discussion will be led by a facilitator
who keeps the discussion on track and the group engaged. To get the most out of this format, please come prepared to share examples from your work, be a part of a collective, problem-solving session, and participate in
active idea sharing. Please visit the Interactive Discussions page on the conference website for a complete
listing of topics and descriptions.
TABLE 4: Managing your Career as an Alliance Manager
Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb
Advancing your career as an Alliance Manager requires strategic planning, continuous skills development, and the ability to navigate complex professional landscapes. As the role evolves, AMs must adapt to emerging trends, expand their expertise, and position themselves for long-term growth within the organization or industry. Join this discussion to explore strategies for career development.
- Honing essential skills such as negotiation, relationship-building, strategic thinking, and cross-functional collaboration
- Cultivating relationships with key stakeholders, both internal and external, to expand influence, gain new opportunities, and stay informed on industry trends
- How partnership models are changing to reflect industry dynamics and the implications for alliance professionals
TABLE 5: Navigating Alliance Wind Down and Termination
Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co.
There are many reasons why a company may want to terminate an alliance. Whatever the reason, the parties must understand and follow the correct procedures for termination. Join this discussion to explore best practices for managing this process.
- Establishing a clear exit strategy and governance plan
- Strategies to steer through an alliance termination process while preserving trust, and maintaining reputational integrity for future collaborations
- Considerations for transition planning
TABLE 6: Alliance Communications and Reporting
Jan Twombly, CSAP, President, The Rhythm of Business
This interactive discussion explores strategies to design communication and reporting plans that provide clear insights into alliance activities without duplicating development and commercial reporting. Join this discussion to share best practices, address common challenges, and discover how to align reporting with alliance objectives.
- Identifying unique alliance reporting needs and avoiding overlap with other functions
- Structuring communication workflows to ensure transparency and efficiency
- Leveraging tools and metrics to highlight alliance value without redundant reporting
3:50 pmClose of Summit
* 活动内容有可能不事先告知作更动及调整。
