25
Jun
2020

The Exponential Curves Re-Emerge

Luke Timmerman, founder & editor, Timmerman Report

The curves are telling the story.

They were flat for a while. Now they’re heading up the exponential slope again.

Texas, Arizona, Florida – and even California, which did so well for so long – are among the couple dozen states that are beginning to look up at those scary curves of new COVID-19 cases.

We still have no idea where this is truly going. The CDC said yesterday that there are probably 10 times more cases in the US than have been officially counted.

Even with pandemic math this grim, nearly four months into the outbreak, we still don’t have enough people wearing masks. Not enough people are respecting social distancing guidelines.

Too many are wallowing in cynicism. Too many are stuck in denial. Too many are blinded by ideology or hatred of the other.

We are reaping what we’ve sown – too much pollution in the information age. The conservative New York Times columnist Ross Douthat would say that’s part of a decadent society.

Responsible public officials who came of age before the infodemic seem befuddled sometimes when people don’t listen.

“We have to realize that we’re a large country that has outbreaks in different regions, different states, different cities, that have different dynamics, and different phases in which they are in,” Tony Fauci, the nation’s top infectious disease official, said as far back as Apr. 23.

After a long plateau of cases in late May and June, we are recording about 38,000 cases a day, according to the CDC (see chart below). The growth trajectory of cases the past two weeks threatens to overrun hospitals in multiple states.

This new surge in the South and West is happening when the US has already recorded 122,000 dead. About 30.6 million people were receiving unemployment checks in the first week of June – about one-fifth of the US workforce. An estimated 28 million renter households are at risk of eviction in the pandemic, according to a May report by Amherst, an investment research firm. Black people in the US, of course, face a disproportionate risk of being evicted.

People are weary of the virus. People are scared about their economic future. Many don’t know how much longer they’ll have a roof over their heads.

Given this state of affairs, it’s sometimes hard to imagine a focused, intelligent, disciplined, collective problem-solving effort to wrestle this virus to the ground and get the economy back on track. The angriest, loudest, most provocative and dishonest voices suck up most of the oxygen on the Internet, drowning out the voices rooted in facts and reason. For now, we don’t seem capable of having grown-up conversations.

Those of us who care about science have to stay steady and focused.

We can be part of the solution.

The protests in the wake of the killings of George Floyd, Armaud Arbery and Breonna Taylor have shown us that people are willing and able to march in the streets. We can demand change, and get it.

We need to keep holding elected officials’ feet to the fire to create a more humane and just and healthier world. It starts with us expecting better, of not just shrugging in resigned acceptance of cynicism and corruption.

This industry is doing its part in the fight against COVID-19. Compiling this column every week fills me with hope and wonder. Read to the bottom and you’ll see why. Every week, it’s a joy to consolidate knowledge and see the remarkably fast progress on drugs, vaccines and diagnostic tests. The money flowing into this industry is breathtaking. The sheer brilliance and energy represented by the partnerships completed each week is inspiring.

I’d like to see this renewed mission-driven industry spirit spill over into other aspects of the way this business operates. The industry can get better in how it hires, develops, and treats every human being that comes to work. We can encourage everyone to vote, and remove obstacles that get in the way of people exercising that right.

We can demand elected officials to reverse disastrous anti-immigrant policies. Instead of going all-in to block changes to the way we pay for drugs, the industry can get to work on a new system that rewards drugs for the value created for patients and the healthcare system.

A lot is happening every day, and much is positive. Let’s keep the conversation going about beating COVID-19 in the near term, about strengthening our public health defenses for the long term, and about creating a more equitable and decent world for our kids forever.

Science

  • Effect of Dexamethasone in Hospitalized Patients with COVID-19. Preliminary Report. MedRxiv. June 22. (Peter Horby et al)

Science Features

Policy & Politics

  • Rules for Clinical Trials in a Pandemic. WSJ. June 21. (Scott Gottlieb and Mark McClellan)
  • Three Recent Reversals Highlight the Challenge of COVID19 Science. The Bulwark. June 22. (David Shaywitz)
  • The US is Falling Behind Its Peers. Americans – If Not Their Leaders – Are Noticing. Washington Post. June 22. (Catherine Rampell)

Public Health

  • CDC Broadens Guidance, Covering a Wider Range of Americans Facing Severe Risk of COVID-19. STAT. June 25. (Helen Branswell)
  • We’re Pretending the Virus Is Gone. That Will Make it Worse. Washington Post. June 20. (William Hanage)

Epidemiology

Humanity

  • A Dual Degree from Oxford. A Medical Degree from Harvard. Neither Protected Me from Racism. WBUR. June 18. (Tafadzwa Muguwe)
  • Why Juneteenth Matters. NYT. June 18. (Jamelle Bouie)
  • WHO Chief Calls for Equitable Supplies of Dexamethasone for Severe COVID19 Patients. The Hindu BusinessLine. June 23. (Jyothi Datta)

Communication

  • Research Explores How Conservative Media Misinformation May Have Intensified the Severity of the Pandemic. Washington Post. June 25. (Christopher Ingraham)
  • Canaries in the Coal Mine. COVID-19 and Black Communities. Harvard Kennedy School, Shorenstein Center on Media, Politics and Public Policy. June 24. (Brandi Collins-Dexter)

Treatments

South San Francisco-based Theravance Biopharma said it dosed the first patient in a Phase II study of its lung-selective nebulized delivery form of a JAK inhibitor for hospitalized patients with COVID-19. The study, in the UK, will look at whether the drug can tamp down cytokine storms that can progress to lung damage, and ultimately help patients avoid Acute Respiratory Distress Syndrome (ARDS).  

Miami-based Ridgeback Biotherapeutics said it’s starting up a pair of Phase II trials with its novel antiviral ribonucleoside analog against SARS-CoV-2. The studies will enroll adults ages 18 and older who are PCR-positive for COVID-19 but non-hospitalized, or newly hospitalized.

Gilead said it’s gotten clearance from the FDA to move ahead with clinical development plans for an inhalable formulation of remdesivir for COVID-19, instead of just the usual intravenous form. The inhalable could be given via nebulizer outside the hospital, and at earlier stages of disease, targeted to the lungs. First patient enrollment is scheduled for August.

Cambridge, Mass.-based Evelo Biosciences said its orally available, microbiome-based therapy EDP1815 is being prepared for a randomized 469-patient Phase II/III clinical trial in the UK. The Evelo drug candidate has been tested already in psoriasis, and has shown an ability to suppress multiple inflammatory cytokines implicated in cytokine storms that have been implicated in so much suffering and death in COVID-19 patients.

Vaccines

Cambridge, Mass.-based Moderna said it formed a deal with Catalent to provide fill & finish work on its COVID-19 vaccine candidate. Catalent will be staffing up to do the fill & finish work needed for 100 million doses for the US market starting in the third quarter of 2020 (before Sept. 30). Work will be done at Catalent’s facility in Bloomington, Indiana, and the companies are looking for capacity to make hundreds of millions of more doses.

Data That Mattered

Somerville, Mass.-based Finch Therapeutics said it passed a randomized 206-patient clinical trial with a microbiome-based therapy for C. difficile infections. The company said it met the Phase II study’s main goal, delivering a cure for 74.5 percent of recurrent C. diff patients after eight weeks, compared with 61.5 percent who did that well on the standard antibiotic treatment. Finch said it’s the first time an oral microbiome therapy has passed a pivotal trial. It’s something of a boon to the field of microbiome therapeutics, which has been perceptually dragged down by the failure of Seres Therapeutics in its first pivotal study a few years ago.

Merck said its experimental 15-valent conjugate pneumococcal vaccine passed a pair of Phase III studies looking at safety and immunogenicity in adults age 50 and older, and in adults age 18 and older living with HIV.

Cambridge, Mass.-based Acceleron Pharma said it passed a 106-patient Phase II, randomized, placebo-controlled study of sotatercept as a treatment for pulmonary arterial hypertension. The drug was tested at a low and high dose, and given by subcutaneous injection every 21 days to patients already on stable background therapy. Acceleron said it was able to reduce pulmonary vascular resistance, the primary endpoint of the study, by 33.9 percent on the high dose, and 20.5 percent on the low dose. The placebo group saw a 2.1 percent reduction.

Financings

  • Cambridge, Mass.-based Relay Therapeutics, a computationally driven drug discovery company, filed an S-1 prospectus to raise as much as $200 million in an IPO. For more background, see this December 2018 TR story, and this January 2020 appearance by CEO Sanjiv Patel on The Long Run podcast.
  • Cambridge, Mass. and Montreal-based Repare Therapeutics, a synthetic lethal cancer drug developer, raised $220 million in an IPO priced at $20 a share. It traded up above $33 a share at last glance.
  • Watertown, Mass.-based Forma Therapeutics, the developer of small molecules for rare blood diseases and cancers, raised $277 million in an IPO at $20 a share. Forma shares immediately doubled in value, and traded near $49 a share yesterday.
  • San Diego-based Progenity, a molecular diagnostics company, raised $100 million in an IPO priced at $15 a share. It traded down below $11 a share in its first few days. (Readers of the Progenity IPO preview on TR from June 16 will recall this company’s unusual disclosure that it owes $49 million to settle federal and state investigations into billing irregularities.)
  • China-based Genetron Holdings, a cancer diagnostics company in China, raised $256 million in an IPO priced at $16 a share. It traded down in the $12-13 range in the following days.
  • Seattle-based Sana Biotechnology said it collected all the tranches of its initial funding round of $700 million. The company is working on allogeneic cell therapies for cancer, and is led by veterans of Juno Therapeutics (now part of BMS).
  • Cambridge, Mass.-based Editas Medicine, the gene editing company, raised $187 million in a public offering at $31.25 a share.
  • Cambridge, Mass.-based Evelo Biosciences, a microbiome-based therapeutics developer, raised $45 million in a stock offering at $3.75 a share. The financing came after Evelo announced its EDP1815 drug candidate is entering a Phase II/III clinical trial in the UK in high-risk COVID-19 patients.
  • Plano, Tex.-based Reata Pharmaceuticals secured a $350 million investment from Blackstone Life Sciences.
  • Denver-based Dispatch Health, a tech-enabled home health care provider, raised $135.8 million in growth capital, led by Optum Ventures.
  • UK-based Epidarex Capital said it raised a new fund with 102 million pounds to invest in life science startups in the UK.
  • New Haven, Conn.-based Simcha Therapeutics secured a $25 million Series A financing to further develop an IL-18 cytokine it has engineered, with directed evolution, to reverse the immunosuppressive environment that allows tumors to grow.
  • Friendswood, Texas-based Castle Biosciences, a cancer diagnostics company, raised $74 million in a public offering.
  • Cambridge, Mass.-based Magenta Therapeutics, seeking to improve stem cell therapies, raised $60 million in a public offering.
  • NantKwest, a company developing Natural Killer cell therapies for cancer, raised $80 million in a public offering.
  • Chi-Med secured $100 million in equity financing from General Atlantic.
  • Baltimore-based AsclepiX Therapeutics raised $35 million in a Series A led by Perceptive Xontogeny Venture Fund. It’s developing therapies for retinal diseases.
  • Cambridge, Mass.-based Leap Therapeutics, an immune-oncology company, raised $45 million in a stock offering.
  • Cambridge, Mass.-based Compass Therapeutics, a cancer drug developer, raised $60 million in a private placement.

Deals

Lexington, Mass.-based Translate Bio, the developer of mRNA therapies and vaccines, expanded its 2018 collaboration with Sanofi to encompass vaccine work across broader swaths of infectious disease. Sanofi is getting exclusive worldwide rights to vaccines for infectious disease built on the Translate technology. In return, Translate is getting $425 million upfront, with $300 million in cash, and the rest in the form of a stock purchase. The companies are working on a COVID-19 mRNA vaccine candidate in preclinical development, but the collaboration also includes influenza and a couple of undisclosed viral and bacterial pathogens. Just after the deal, Translate announced plans to raise $125 million in a stock offering. (For background, listen to Translate CEO Ron Renaud on The Long Run podcast, December 2018).

Gilead Sciences, seeking to continue building out its cancer portfolio, agreed to acquire a 49.9 percent ownership stake in South San Francisco-based Pionyr Immunotherapeutics for $275 million. Gilead has an option to acquire the whole company for another $315 million, and could end up paying the Pionyr shareholders $1.15 billion more in milestones if certain goals are met. Pionyr is developing preclinical technology intended to help patients who don’t currently respond to checkpoint inhibitor therapy. (CEO Steve James was a featured speaker at the San Francisco Cancer Summit that I organized last year as a fundraiser for the Fred Hutch Climb to Fight Cancer.)

Lexington, Mass. and Amsterdam-based UniQure pulled in $450 million upfront from CSL Behring as part of a deal to commercialize its gene therapy for hemophilia B.

San Francisco-based Invitae, a genetic testing company, agreed to acquire ArcherDx. The combined company will have strengths in germline testing, somatic testing, liquid biopsy, and tissue genomic profiling for cancer. ArcherDx shareholders are getting 30 million shares in Invitae, plus $325 million in upfront. Another 27 million shares could go to ArcherDx if certain goals are met, bringing the total deal value to $1.4 billion.

Tokyo-based Sosei Heptares formed an agreement with AbbVie to co-develop small molecule drugs against G-protein coupled receptors (GPCRs) implicated in inflammatory and autoimmune diseases. Sosei Heptares is eligible to collect $32 million in upfront and near-term milestones.

Cambridge, Mass.-based Yumanity Therapeutics formed a strategic alliance with Merck, in which the big drugmaker will get access to work on two pipeline programs Yumanity has for amyotrophic lateral sclerosis and frontotemporal lobar dementia. Yumanity is getting an undisclosed upfront payment and is eligible to receive milestone payments worth as much as $500 million.

Cambridge, Mass.-based Codiak Biosciences, the developer of exosome therapeutics, agreed to work with Sarepta Therapeutics on five neuromuscular targets. Codiak stands to collect $72.5 million in upfront and near-term milestone payments. (See TR coverage, June 22, 2020).

Ann Arbor, Mich.-based Esperion Therapeutics amended its collaboration in Europe with Daiichi Sankyo. Esperion will collect its $150 million milestone payment once the companies applications for its cardiovascular drugs are cleared for marketing in Europe, not when the first commercial sale occurs, as was the case in the original deal.

Morristown, NJ.-based Melinta Therapeutics, an antibiotic developer, called off its merger agreement with Tetraphase Pharmaceuticals.

New York-based Schrodinger, the computational drug discovery company, announced a couple deals. One combines the company’s physics-based software with vivid structural imaging from cryo-EM technology from Thermo Fisher Scientific. Schrodinger also said it’s now working on antiviral therapeutic discovery against COVID-19, which could be sped up thanks to a donation of significant cloud computing power from Google Cloud.

Philadelphia-based Century Therapeutics, the developer of induced pluripotent stem cell-derived allogeneic cell therapies, agreed to acquire Empirica Therapeutics – a company with a multi-omics based approach to treating glioblastoma. Financial terms weren’t disclosed. Janelle Anderson, chief strategy officer of Century, was credited with shepherding the deal. (Listen to Janelle describe Century Therapeutics’ strategy on The Long Run podcast, August 2019).

Evotec and Samsara Capital and KCK, a family office, teamed up to invest in seed company projects in a new entity called Autobahn Labs. It has an initial collaboration with UCLA. Plans are to invest as much as $5 million per company.

Personnel File

Terri Young was hired as executive vice president, chief commercial and strategy officer, at Cambridge, Mass.-based Seres Therapeutics. She was previously vice president of global commercial strategy at Sage Therapeutics.

Brent Saunders, Randy Scott and Andrew Lo joined the board of directors at Palo Alto, Calif.-based BridgeBio Pharma, a developer of treatments for genetic diseases.

Brisbane, Calif.-based Sangamo Therapeutics said Adrian Woolfson, the executive vice president of R&D, is leaving the company. Sangamo is splitting research and development into separate functions that will both report in to CEO Sandy Macrae. Jason Fontenot will be interim head of research. The company said it’s looking for a head of development.

Regulatory Action

Cambridge, Mass.-based Epizyme, a cancer drug developer, secured accelerated approval from the FDA to start marketing tazemetostat (Tazverik). It’s for patients with EZH2-mutation positive tumors, getting third-line treatment for relapsed / refractory follicular lymphoma.

Boston-based Akili Interactive secured a CE Mark to allow marketing in the European Union for its video game-based approach to treatment of attention-deficit hyperactivity disorder (ADHD). The European clearance came just days after Akili secured clearance for its first-in-class digital therapeutic from the FDA.

Newton, Mass.-based Karyopharm Therapeutics won FDA clearance to market selinexor (Xpovio) as an oral therapy for third-line treatment of relapsed or refractory diffuse large B-cell lymphoma. It’s a second indication for the drug, which was previously cleared for multiple myeloma.

22
Jun
2020

From Heart to Head, Corporations Can Step Up Against Systemic Racism 

Karl Simpson, CEO, Liftstream

The raw, painful emotions emanating from Minneapolis, in the aftermath of George Floyd’s killing by police, have prompted millions of people to stand up in defiance of racism and inequality.

The passionate reaction is right, and long overdue. George Floyd was just the latest in a terrible list of victims of police brutality.

What’s most important is how activists have made clear, and forced the world to listen, to the fact that police brutality is just one of many manifestations of systemic racism that infects so many aspects of the modern world.

The business community has gotten the message. The first step was decrying the grievous act of murder. But very quickly, businesses have been forced to re-think many longstanding systems that serve to perpetuate inequality in so many ways, which usually aren’t caught on cell phone video. Hiring, retention, and promotion are obvious places where companies have control, and a chance to make good on many stated commitments to creating diverse, equitable and inclusive places of work.

Finding your voice in such times can be hard. As a white man in his forties, building leadership teams and consulting on diversity for predominantly white corporate clients in the US and Europe, I am commonly perceived as part of the inequality problem. The fear of vilification for misspeaking, appearing tone-deaf, or doing something perceived as ill-timed in the moment, can be a sufficient deterrent to action.

Instead of accepting this implicit blame and keeping quiet, I have, since 2004, chosen to put my energy towards developing solutions to the problem. I’ve researched and advocated for improved racial and gender diversity at life science companies at the board level, in the C-suite, and throughout these organizations. I’ve aligned myself with policy and lawmakers and shaped cross-industry actions. Equipped with data, evidence and expertise, I have worked with our clients across the life sciences sector to put together plans, with measurable benchmarks, to introduce diversity and inclusion. 

This experience has taught me to run towards these situations, not away. I have repeatedly had to find my voice and challenge behavior intended to discriminate.  

As a white man, people often reveal to you their racist and sexist views. Whether it is a biotech CEO who plainly refuses to countenance the recruitment of Muslim immigrants, or a male VC who once suggested that “women should be hired where they’ll do the least damage” — you have to confront these attitudes.

By speaking out, I hope to use any advantage that I have to tackle the specific challenges afflicting black people and minorities in our workplaces, as well as encourage others like me to do the same.

White people need to speak up, and be specific about the changes that need to occur, and the things we can do, to create a more equitable world.

The words we use matter. When the atmosphere is this febrile, the comments need to be particularly thoughtful and sensitive, but above all, genuine. Staying silent has implications too, as silence can be deafening, particularly in the ears of those people most expecting us to say something. If you are a company leader and have nothing to say, think about the message that sends.

When events pique our emotions, they guide our actions and our language. But for these passionate words to endure, they must be anchored in intellectual rigor, and a determination to see action follow. Like in any intense situation, the best leaders know how to listen carefully, and act decisively, with poise under pressure.

Company leaders today need to become champions of change.

In tackling gender equality as that movement has gathered momentum in the past few years, men have been crucial champions. Since men hold most of the positions of power, it simply requires men to get on board if we’re going to see real change.

When my company held its first diversity conference in Boston during 2015, of the 200+ executives in the room, only around 10 delegates were men. When we came back the next year, this was nearer 33%. By 2019, men were almost half of the attendees.

This was accomplished largely because we chose to cast a forward-looking narrative that focused on working as a community to address a business problem and that we wanted men included. More widely, women have recognized that to advance their cause, they require those in power to join their fight, which means easing up on the blame and shame game.

Beyond understanding the correlation between diversity and its effects on financial performance, talent acquisition and retention; innovation, access to capital; reduced risk and so much more, men have been motivated to improve the environment for their daughters, partners and friends. Enlightened men now see this as the right thing to do and have dropped many of the legacy values that perpetuated sexism. As gender diversity has taken root, they have witnessed the many advantages besides having truly talented colleagues.

Today though, two in five biotech boards are all-male, showing there is still a long way to go.

For racial equality to achieve the same amplification in the business setting, it too must recruit champions who’ll feel able to speak out and influence. One positive signal of the recent deluge of leader’s statements is that there now appear to be many more people, of all races, who want to be actors in the change process.

A talent imperative

But as corporate leaders join the chorus of the well-intentioned, with a new resolve to level the field, there is a truth to confront.

There’s a lot of work to do.

The life sciences sector has been delinquent in introducing broad diversity and increasing the participation of black and African American people. Sure, progress has been made, particularly on gender, but this has been incremental and slow. This inertia continues to disadvantage racial and ethnic minorities, women, LGBTQ, and others. The industry is simply not including many incredible people – and that is a dereliction of leadership responsibility.

Designing for outcomes

The racial dimension of the inequality problem in life sciences is complex, and its complexity has sometimes led to unhelpful simplification. When analyzing the talent pipeline, it reveals that black and African American employees, on aggregate, occupy a very different place in the pipeline than say people of Indian or Asian desent. Dissect that further and you’ll find variations across functions too. Therefore, prescribing solutions addressing broad classifications, such as “people of color,” can be ineffectual.

Should the representation of black employees need improving, the solution must target the explicit requirements of this group.

For example, a notable issue in growing a diverse workforce is ensuring that contributor-level employees make the transition to management.

Here are a few questions to ask:

  • If black employees are fulfilling early-career roles, how does a company set up the system such that they continue to be fully represented at that next level and don’t lose out relative to their white colleagues?
  • From the moment a black employee enters the company, how is the company allocating project work that will continually stretch and challenge that employee, heightening their chance of advancing?
  • What is the organization doing to build their network and ensure they are having impact within it?
  • What decision frameworks is the company employing to ensure that black employees are delegated decision authority, and that this is not concentrated in places where they’re not represented?

Similarly, the “double jeopardy” of intersectionality demands exploration. Each organization must understand the change it wants to affect and the outcome it seeks. To do that, it must identify the particular problems affecting each racial group and use evidence-based approaches to address the representation at each level of the corporate ladder. There is a balance for leaders to strike between discussion and action.

Although, leaders would be advised not to be too contemplative.

It doesn’t require a lot of in-depth thought or committee meetings to decide to pull the plug on the Aunt Jemima brand. Or if you’re Microsoft and Amazon, you don’t need to think very hard about stopping sales of facial recognition technology to police departments. Big pharma companies, for their part, shouldn’t need a lot of convincing to re-double efforts to recruit representative populations into their clinical trials, ever mindful of the trust they need to foster with these communities.

Many valid recommendations have been in public circulation for years, and they could be swiftly implemented as a visible sign of meaningful improvement. Inaction on some obvious steps to advance racial equity in corporations – such as the board of directors defining a clear diversity policy in their governance charter or publicly stating goals and targets for diversity – is bound to attract scrutiny from those asking what’s taking so long.

Impatience is growing.

Fix the system

When a manufacturing plant has a contamination problem, or there is a logistics issue in the supply chain, businesses typically act swiftly to implement new processes and systems that rectify the problem.

But when companies see a need to change the recruiting, retention, promotion and management of the human beings that work in a business, there’s not the same urgency to act.

The academic research, the experts, and even collective wisdom have pointed out that the systems and processes used to identify, hire, develop and retain talent are producing outcomes which repeatedly and negatively impact black people, and other people representative of diversity.

For example, if you’re a college admissions department, and you know that your university says it wants a diverse student body, but it continues to use standardized tests that favor students who can pay for expensive test prep classes, and who have been raised in school systems designed to prepare them to ace the test, then why stubbornly stick to the standardized tests for evaluating applications?

This was true until recent days, when universities around the US, after years of pressure from activists, finally said it was time to get rid of the standardized tests and find other ways to evaluate promising students.

Systems like this exist everywhere in our world, often operating below the radar of most people. Yet instead of dismantling the failed systems and replacing them with others capable of delivering more balanced representation across racial and ethnic groups, companies continue to merely tweak existing structures.

Companies commonly default to redefining company values, writing policies and handbooks, or switching emphasis to talent identification. Some will put emphasis on restructuring the interview process based on a hypothetical model of fairness, or they’ll add minorities to the team of interviewers, or they’ll scrutinize the supply chain. None of these things are likely to shift the dial.

The substantive overhaul required to correct systemic faults is then declined in favor of introducing actions designed to change individual behaviors.

It is not my wish to discourage supporting individuals, because that too is part of the solution. But no amount of training, mentoring, coaching or sponsorship is going to re-balance the opportunity scale for people of color if the underlying system is unchanged.

And fixing the system does not mean fighting inequality with other kinds of inequality. The desire for accelerated progress can lead us to seductive practices, many of which eventually disadvantage other people.

If a business wants more black employees, drawing up hiring shortlists of only black candidates, or handing out promotions to only black employees, directly discriminates against and is harmful to others. While this contortion of processes may bring short-term results, it stores up considerable problems for the future, is damaging to company culture, and should be avoided.

Better Measurement

Many CEO statements about racial inequality are prefaced with some general metric about the percentage of minorities they employ. I understand why leaders do this, but they should resist. Presenting aggregated workforce composition data often belies the real situation, and creates the perception that a company is doing better on diversity and equality than it actually is.

Alternatively, CEOs should offer accurate data that show where they employ black people in the company, at what level, and in which function. Reveal data highlighting how black and African American people are moving up through the company relative to the employee base. And report on how many racial minority candidates are being interviewed, hired and rejected in recruiting processes.

Data is needed to confirm that racial minorities are included in the decision-making fabric of the company and to introduce accountability. 

The time for data transparency has unquestionably arrived. Although complicated, it can and should be done.

Legitimate Intent

When racial minorities enter a hiring process, often their lived experience is divergent from that of a comparable white candidate.

Ultimately, many minority candidates that aspire to great jobs are met with rejection, like so many times before.

This repeated rejection compounds over time and begins to infect the way minorities see the process and alters their personal actions. The sense of not belonging, of being an outsider, of being invisible, becomes a determinant of whether they continue to engage in such competition for opportunities, knowing that being their best is unlikely to change the outcome. Where race intersects with other social categorizations, then this perception of unequal treatment is even more profound.

As a remedy, it is sorely tempting to encourage more racial minorities to put their hands up and their resumes forward to compete for positions. Cramming the funnel with candidates, unless they have a legitimate and equal chance of being hired, perpetuates false hope and exacerbates their compounded perception of bias when rejected. Instead, companies must test and trial the recruitment process to make it just and fair, as well as create that vital sense of belonging. It must deliver feedback constructively and systematically, as to negate any personal discrimination.

We have reached a moment of potentially momentous change. It’s a terrible shame it took a horrific police murder on video to compel people to get off the sidelines. But there’s a clear opportunity now to enact change and tackle the pernicious racism and inequality that weakens our organizations. History fuels our skepticism, but the millions of people marching the streets, for weeks on end, in sustained opposition to this insidious malady fills me with hope.

And it is the actions of individuals, en masse, working for change; speaking out, displaying their humanity; that will lead us to an equitable future.

 

Resources:

Karl Simpson is CEO of Liftstream, an executive search and leadership consulting practice that exclusively serves clients in the life sciences industry by supporting board and executive appointments, and consulting on diversity and governance. He is also co-founder of BioDirector, a diverse international network of board directors which is improving corporate governance and diversity in the boardrooms of innovative healthcare companies. 

18
Jun
2020

Merck Wins 2 Big Approvals, a Surprise from Old ‘Dex,’ and a Digital Therapeutics First

Luke Timmerman, founder & editor, Timmerman Report

For 40 days, the numbers on new COVID-19 cases have been traversing along a flat, steady ridgeline.

Now it is back on the ascent.

The President may wish to do less testing to make it appear as though case numbers are coming down. But that won’t make the SARS-CoV-2 virus go away. The 7-day moving average shows new cases are surging – in Texas, Florida, Arizona, Alabama, South Carolina, North Carolina, Oklahoma – in a full 20 states.

This unsettling fact ought to make everyone around the country pay careful attention to our daily habits and future plans. We know this virus has a way of boomeranging back on localities that have done the hard work to flatten the curve.

The numbers are reflecting what many predicted in late May. States reported 27,000 new cases yesterday – the highest number since May 8, according to the COVID Tracking Project.

Our academic scientists, our government agencies, and our biopharmaceutical companies must continue to flat-out fly to develop diagnostics, drugs, vaccines, and practical guidance for us all.

Still, some truly positive things happened.

It’s a tentative result issued by press release, but researchers from the UK reported a surprising survival benefit from an old, generic corticosteroid, dexamethasone, in hospitalized patients with severe COVID-19.

That might help in the short term. But long term, the pandemic has forced everyone to re-assess where they find value and meaning and purpose in life. While sheltering at home with family — depressed and anxious and uncertain — we looked straight into the face of atrocious racial injustice. This country has never fully faced up to this original sin.

What’s different this time is that no one can look away. No one can change the channel. The pandemic created the conditions that are likely to keep the pressure on until we citizens start seeing the change we demand. People of all ages and races and genders are activated, and we can see the pressure being put on elected officials is yielding immediate results.

Corporate America’s past of forming committees, and issuing carefully worded and meaningless statements? Please. Ain’t gonna cut it this time.

We, the people, are keeping our eye on the ball.

The highest levels of government are watching the streets. The US Supreme Court did a couple things this week that everyone in the business community, and everyone in biopharma, ought to cheer. Led by conservative Chief Justice John Roberts, the court ruled in favor of LGBTQ people, and with young immigrants protected from deportation by the DACA program.

Both of these decisions are important to the nation’s competitive advantage, especially if we want to continue building on our 75-year post-World War II history as the No. 1 biomedical superpower. Holding onto that position and building on it depends on recruiting and retaining the best people in the world. Many happen to be immigrants. Many happen to be black. Many happen to be LGBTQ. We need them all, and we need to treat them all like full citizens.

I, for one, anticipate some troubling images of backlash to start flooding the information platforms this weekend. Immense energy on the campaign trail, in Tulsa, will go into venting grievances. Some will revel in taunting and triggering the libs.

Hateful hearts will produce vile words. Those vile words will come out of loud mouths without masks.

This is not the time to take the provocateur’s bait. Not the time to play the flame game. It’s a time for being aware of what’s going on, and making sure our actions are aligned with the outcomes we want to achieve.

Big, hard problems are on the table. Like terrible disparities in how our country treats African Americans in health, education, housing, employment, and criminal justice. Like whether we are serious about creating an equitable healthcare system for everyone.

Like anything really worth doing, this is going to take hard work over a long period of time.

Biotech and pharma had a chance to set things right in the last election cycle. It didn’t step up. In one November 2015 column, when Martin Shkreli made himself the biggest name in biopharma, I wrote:

Recent drug-pricing scandals are forcing the pharmaceutical industry into an identity crisis. The industry has angered every constituency—patients, doctors, hospitals, payers, politicians—through years of self-serving bad behavior. And now leaders need to ask:

Who are we? What are we really about?

Is this business all about ruthless profiteering by a bunch of amoral hedge fund artists with empty slogans about helping patients? Or does it balance its profit obligations with a larger human purpose: to apply the latest science to the reduction of human suffering, as former Merck CEO Roy Vagelos used to say?

This time, with the pandemic and a racial justice awakening, is different. We won’t go about business as usual, in large part because we can’t.

Let’s use this time of reflection to renew the social contract of biopharma. Let’s get to work on the really hard problems worth our time and attention.

Let’s show the world what this industry is really all about.

Treatments

Researchers at Oxford University in the UK delivered some surprising good news. Scientists there said that dexamethasone — the old/cheap/abundant and convenient corticosteroid anti-inflammatory medicine — was able to reduce death rates by about one-third in a randomized trial of 11,500 patients hospitalized with severe COVID-19. Results from the RECOVERY trial were most compelling in patients on ventilators, a little less compelling in patients on oxygen-only, and no benefit was seen in patients who didn’t need respiratory support. Many scientists were optimistic, although noted with caution that the results were issued by press release, not in a peer-reviewed journal. (See the Oxford statement). (NYT coverage)

Testing

  • Ginkgo Bioworks on COVID-19 Testing. ‘If We Try, We Can Win.’ CNBC. June 18. (Chrissy Farr)

Our Broken Health Care System

  • Most Coronavirus Tests Cost $100. Why Did This One Cost $2,315? NYT. June 16. (Sarah Kliff)

Communications

Features

  • Before Catching Coronavirus, Some People’s Immune Systems Already Appear Primed to Fight It. WSJ. June 12. (Jason Douglas)
  • How America’s Hospitals Survived the First Wave of Coronavirus. ProPublica. June 15. (Charles Ornstein)

Humanity

  • Health Disparities Among Black Persons in the US and Addressing Racism in Health Care. JAMA Forum. June 18. (Aaron E. Carroll)
  • Racial Bias Skews Clinical Algorithms. New England Journal of Medicine. June 17. (Darshali Vyas et al)

Science

  • Deep Mutational Scanning of SARS-CoV-2 Receptor Binding Domain Reveals Constraints on Folding and ACE2 Binding. BioRxiv. June 17. (Jesse Bloom Lab at Fred Hutch)
  • Project Baby Bear Final Report on Whole Genome Sequencing for Kids With Rare Diseases in California. Rady Children’s Hospital San Diego. June 16. (Margareta Norton)
  • Does Tweeting Improve Citations? One-Year Results from Prospective, Randomized Trial. (Answer: Yes). Annals of Thoracic Surgery. June 2020. (Jessica Luc et al)

Politics

  • There Isn’t a Second Wave. We Are Far Better Off Than the Media Report. WSJ. June 16. (Mike Pence)
  • We’re Finally Talking About Structural Racism. Republicans Are Freaking Out. Washington Post. June 18. (Paul Waldman)

Public Health

Financings

Watertown, Mass.-based C4 Therapeutics secured $170 million in financing, including $150 million in Series B equity and another $20 million in venture debt from Perceptive Advisors. The company said it is working on advancing its small-molecule protein degrading drugs to clinical proof of concept.

Medtronic collected an investment of up to $337 million from Blackstone Life Sciences to advance its diabetes pump and technology offerings for diabetes management.

UK-based Bit Bio raised an additional $41.5 million to bring its Series A financing to a close with $50 million. Rick Klausner, Bob Nelsen and Jim Tananbaum led. The company aspires to reprogram stem cells to precisely turn them into every cell type in the human body.

Foster City, Calif.-based Vaxcyte, a vaccine developer, announced its total IPO fundraising haul was $287.5 million. The IPO price on June 11 was $16. The stock closed yesterday at more than $34 a share.

Seattle-based Proprio, a computer imaging and enhanced visualization company seeking to aid surgical navigation, raised $23 million in a Series A led by DCVC.

San Diego-based Lassen Therapeutics announced it has raised a $33 million Series A financing from Frazier Healthcare Partners, Alta Partners, and Longwood Fund. It will work to develop an IL-11 directed antibody against fibrosis and cancer.

Regulatory Action

The FDA revoked its Emergency Use Authorization for chloroquine and hydroxychloroquine for COVID-19 after reviewing data that show these drugs don’t work for this indication. Even worse, the FDA said the old malaria drugs could reduce the antiviral activity of remdesivir when given in combo with that recently approved medicine for COVID-19. The US had stockpiled 63 million doses on speculation (amplified for unknown reasons by political actors) that chloroquine / hydroxychloroquine could be the real deal. Now it will have to be dispersed to patients with lupus, or to governments around the world seeking help against malaria – indications where these drugs are known to be useful.

Merck won FDA approval to market Gardasil9, the vaccine to prevent cancers from the human papillomavirus, to prevent HPV-related head and neck cancers. The vaccine has long been approved to prevent cervical cancer.

Without regard for tumor type, Merck secured FDA clearance to market pembrolizumab (Keytruda) for cancer patients with high Tumor Mutational Burden (TMB) as defined by 10 mutations or more. That determination is being made by the FoundationOne CDx companion diagnostic test, which was also approved by the FDA on the same day.

Boston-based Akili Interactive won FDA clearance for EndeavorRx, a video game that represents a first-of-its-kind “digital therapeutic” for kids ages 8-12 with attention-deficit hyperactivity disorder (ADHD). It’s been a long road, building on research from Adam Gazzaley’s lab at UCSF. See my first story on the startup in 2012.

Cambridge, Mass.-based Epizyme won FDA clearance for tazemetostat (Tazverik) as a new treatment for relapsed/refractory follicular lymphoma. It’s an EZH2 inhibitor.

Novato, Calif.-based Ultragenyx and Kyowa Hakko Kirin won FDA clearance for burosumab (Crysvita) for the treatment of tumor-induced osteomalacia (a rare disease that causes softening of the bones and muscle weakness).

Jazz Pharmaceuticals, and its Madrid-based partner PharmaMar, announced the FDA approval of lurbinectedin (Zepzelca) for small cell lung cancer. PharmaMar said it will collect a $100 million payment in connection with the FDA approval.

Data That Mattered

CRISPR Therapeutics and Vertex Pharmaceuticals presented data from the first two patients in a clinical trial of a gene-editing therapy, CTX-001, for beta-thalassemia. One has needed any blood transfusions for 15 months, while the other has been transfusion-independent for five months. Another trial for sickle-cell disease showed that the first patient – who averaged seven vaso-occlusive crises per year and five red-blood-cell packed transfusions per year prior to enrollment – has now gone nine months without any vaso-occlusive crises, no need for transfusions, and has seen hemoglobin levels rise to 11.8 grams per deciliter (pretty darn impressive, although from a single patient).

Genentech reported that risdiplam, its orally available SMN-2 splicing modifier, provided sustained improvement in motor function over a 24-month period in patients with spinal muscular atrophy Type 2 and 3. The updated data were from patients ages 2-25, from the Sunfish trial.

Genentech also said its PD-L1 inhibitor atezolizumab (Tecentriq), given in combination with Abraxane, passed a Phase III trial of patients with triple-negative breast cancer. Patients benefitted regardless of their PD-L1 expression. The primary endpoint was pathological complete response rate.   

Deals

Seattle-based Alpine Immune Sciences secured a $60 million upfront payment from AbbVie, which now obtains the option to develop and market Alpine’s CD28/ICOS costimulation dual antagonist, ALPN-101. Alpine could collect as much as another $805 million if AbbVie exercises its option and hits development and commercial milestones. Alpine will conduct a Phase II study of the drug against systemic lupus erythematosus during the option period. AbbVie said it believes the drug could have potential against other autoimmune diseases as well.

South San Francisco-based Ideaya Biosciences pocketed $100 million in upfront cash, and a $20 million equity investment, through a collaboration agreement with GSK. The two companies will further develop Ideaya’s synthetic lethal cancer drug development programs, specifically against MAT2A, Pol Theta, and Werner Helicase.

Cambridge, Mass.-based Sarepta Therapeutics obtained access to Watertown, Mass.-based Selecta Biosciences’ immune tolerance platform for use in its programs against Duchenne Muscular Dystrophy and limb girdle dystrophy. Sarepta will do research to see whether the platform helps reduce neutralizing antibody formation to the adeno-associated viral vectors it uses for its gene therapy programs. Terms weren’t disclosed.

San Diego-based Neurocrine Biosciences formed a collaboration with Takeda Pharmaceuticals. Neurocrine is paying $120 million upfront cash, plus development and commercial milestones worth up to almost another $2 billion. Neurocrine will be responsible for developing seven pipeline programs, including three clinical stage assets for schizophrenia, treatment-resistant depression and anhedonia. Takeda retains an option to 50-50 profit share, which it can decide to exercise at certain development milestones.

Cambridge, Mass.-based Magenta Therapeutics agreed to provide access to its experimental antibody-drug conjugate to Beam Therapeutics, which is seeking to evaluate the targeted ADC as a conditioning regimen for patients receiving its base-edited cell therapies.

Personnel File

Redwood City, Calif.-based Revolution Medicines added Eric T. Schmidt, the chief financial officer of Allogene Therapeutics, and Peter Svennilson, the managing partner at The Column Group, to its board of directors. Larry Lasky is stepping down from the board, and will remain a scientific advisor.

Boston-based Dewpoint Therapeutics added Olivier Brandicourt, the former CEO of Sanofi, and Jurgen Eckhardt, the SVP and head of Leaps by Bayer, to its board. (See TR coverage by Asher Mullard on Dewpoint and its membraneless organelles for drug discovery. April 2019).

Oxford Sciences Innovation said Luke Williams and Ross Hendron joined the UK-based firm as scientists in residence.

Cambridge, Mass.-based FerGene hired Ambaw Bellette as chief operating officer, Vijay Kasturi as vice president of medical affairs, and Peter Olagunju as senior vice president of technical operations. The company is working on gene therapy for bladder cancer.

Worth Watching

New BIO CEO Dr. Michelle McMurry-Heath introduced herself to members at the BIO Digital Convention in a big way. She interviewed Tony Fauci in one session, and then convened three serious thinkers — Tony Coles, Ted Love and Jeremy Levin — for a discussion on diversity, equity and inclusion. (Videos compiled here).

13
Jun
2020

A Conversation About Race: Ted Love on The Long Run

Today’s guest on The Long Run is Ted Love.

Ted is the president and CEO of Global Blood Therapeutics, or GBT for short. The company is based in South San Francisco. GBT is focused on sickle cell disease. Sickle cell disease affects about 100,000 people in the US, the vast majority of whom are black. About 20 million are thought to be afflicted worldwide. It’s a huge source of pain and suffering.

Ted Love, president and CEO, Global Blood Therapeutics

GBT developed the first innovative, disease-modifying drug purposely developed for this need. GBT secured FDA approval last November. It’s a significant contribution to human health and wellbeing – which is what biotech is about, at its best.  

A few months before that landmark approval, Ted was a guest on The Long Run. You can hear about his upbringing in Alabama, his career path in biotech, and quite a bit about sickle cell and GBT’s drug.

One of the things I admire about Ted is that he’s gotten himself into a position where so many important things are aligned. He’s African American. He’s a physician. He’s an experienced drug developer and company leader. He found a way to combine all of his life experience and values, with his professional skills, and apply them all toward a huge and urgent healthcare need for African Americans.

Ted is someone who thinks about science and society, and the interconnectedness of our communities.

I’m thankful to have him share some wisdom on race today. He talks about some of his personal experiences, the shift that’s occurring in the country, and how individuals and companies can make a positive difference.

This is just one conversation of many we need to have over time. I intend to bring future guests on this show to have constructive conversations about what we can do. To that end, one specific group Ted said he supports is the Equal Justice Initiative, a nonprofit based in Montgomery, Alabama. Bryan Stevenson, a prominent public interest lawyer and author of “Just Mercy” founded and leads this group.

Now, please join me and Ted Love on The Long Run.

11
Jun
2020

AstraZeneca Opens Its Digital Komono

David Shaywitz

AstraZeneca has emerged with a reputation as one of the industry’s most imaginative pharmas – it was named the “most innovative” global pharma company by IDEA Pharma in November 2019, and was cast as Gallant to GSK’s Goofus in a recent Financial Times piece examining their contrasting trajectories.

In this context, I was especially excited when I saw what looked to be some public discussion of their digital strategy. In an official release on Thursday, several of the company’s digital leaders offered an update on how their digital transformation is going.

As Astounding readers know, “digital transformation” is the ideology sweeping business now, offering, depending on your perspective, either an opportunity for pharma to finally avail itself of the technologies transforming most other industries across the planet, or a sumptuous buffet – a deep trough – where all manner of management and technology consultants may dine.

AstraZeneca offers up three strategic priorities, which correspond (explicitly, it turns out) to the three temporal stages of their “Digital Health R&D Journey” (evidently, iter digitalis est omnis divisa in partes tres…).

The first, or “foundational stage” focuses on transforming processes (“how we work”), the second stage (“advanced”) looks at “redefining digital health,” and the third stage (“future-readiness”) aspires to “reimagine healthcare.”

Understandably, and in parallel to Vas Narasimhan’s experience at Novartis, most of the progress so far seems to be at the level of operations and processes, using digital approaches to introduce efficiencies. They describe a tool, “Merlin” (developed, it appears, with Deloitte) that helps design clinical studies, and another tool (which seems to be Veeva’s Vault Clinical) to “replace legacy trial management systems” with a “cloud-based, single, digitized and connected platform.” (Veeva’s low-key takeover of pharma may be as impressive as Epic’s penetration into academic medical centers.)

There’s also, inevitably, a clinical trial dashboard (for some reason, pharma execs seem particularly obsessed by the size of their dashboards, which, naturally, also have pet names; AZ calls theirs Control Tower; the Novartis version is called “Nerve Live”). 

AZ also highlights digital enhancements of their clinical supply chain that have reportedly yielded significant savings of time and money.

The other two strategic pillars seem, thus far, appreciably more aspirational, although I was struck by what seems like a solid commitment to move aggressively towards “hybrid” trials, where at least some of the data are collected remotely; AZ says up to 70% of trial data in 90 trial protocols they examined could be collected this way, which is obviously easier on patients and presumably could increase enrollment and retention, and would be especially attractive in the context of COVID-19.

Less clear is how the hybrid goal will actually be realized, though it sounds like it will involve a number of partners and a number of devices, which AZ seems to be in the process of vetting.  Beyond the data collection, there’s an aspiration to improve outcomes through digital intervention — though again, beyond the assertion of partnering with “the best in the field” (think “Top. Men.” from Indiana Jones, or “Best of the best of the best. Sir!” from Men In Black), there was really no color provided.

Finally, AZ offers a nod to a future where there’s earlier detection and diagnosis of disease, patients are alerted to risks sooner, symptoms are monitored better, AI picks up on worrisome data, and technology helps patients self-manage.  Relevant top of mind association here, of course, is Steve Martin’s famous “Holiday Wish” on Saturday Night Live. [Readers, trust me, watch this.—LT]

Bottom Line

Most pharmas are now dutifully embarked on a “digital transformation journey” and AZ is no exception; to the extent their approach is especially original or innovative, such creativity is not apparent from what they’ve shared, which feels like what most leading pharmas are doing: leveraging established partners like Deloitte to improve existing processes immediately, aspiring to bring digital to clinical trials soon, and harboring gauzy hopes for more proactive care in a technology-enabled future.

On the other hand, it seems clear that pharmas in general, and AZ specifically, really are serious about bringing more digital tools and capabilities into clinical trials, for highly pragmatic reasons. Emerging companies able to demonstrate excellence in this space are likely to be highly prized.  

11
Jun
2020

Inconvenient Truths and Rays of Light

Luke Timmerman, founder & editor, Timmerman Report

The information world that we built sometimes has a way of distracting us.

It downplays and marginalizes what’s important.

Not this week.

Let’s start with a few timely, inconvenient truths.

As of this writing on June 11:

  • The US has 113,865 dead from COVID-19 and counting.
  • 2 million+ confirmed cases.
  • 20,000 new cases adding up every day.
  • 21 states are seeing new cases on the rise.
  • We still have no coordinated national system for testing, tracing, and isolation.
  • A heartbreaking 44 million people have filed unemployment claims in 12 weeks.
  • Our 400-year history of systemic racism means blacks are, predictably, suffering from much more health and economic pain in the pandemic than whites.
  • Our state and national leaders don’t seem focused on creating a safe vote-by-mail system in time for the November elections. Voters of color in Georgia, once again, were disenfranchised in this week’s primary election.

But Don’t Despair. There Were Rays of Light

We have done an inexcusable, terrible job as a country fighting the COVID-19 pandemic. The world’s undisputed No. 1 superpower in biomedicine should perform better than this.

I have despaired in these pages about whether we have the guts as a country to reclaim our rights to citizenship and start getting our act together.

But this week, I saw more glimmers of hope that we will.

White Americans are paying more attention to racial injustice. The protests have moved on from the chaotic and destructive early moments to a more focused and constructive set of demands. The energy has been sustained since George Floyd’s death on May 27.

Protests have been forceful, and peaceful.

Citizens — i.e. people who accept responsibility to be informed and active participants in a democracy, rather than mere passive consumers — are holding police accountable in cities around the country. They’re using cell phone cameras capturing video of injustice on an almost daily basis.

Young and old, white and black and Asian and Latinx are locking arms in solidarity against these ongoing, brutal injustices.

The country, with no live sports and entertainment to distract us from the agony all around, can’t look away. Injustice is right there staring everyone in the face.

Powerful organizations can’t escape their past actions and inactions. Everything must be re-assessed from the ground up, and not just viewed through the lens of profit and loss.

Consider the National Football League. With the President in its corner, the NFL shamefully tried to silence black players like Colin Kaepernick and Eric Reid and Malcolm Jenkins. It got upset when these African American players exercised their First Amendment rights to peacefully protest police brutality. Four years too late, the NFL admitted it was wrong.

NASCAR, another powerhouse of cultural influence, banned displays of the Confederate flag at its events. A popular driver, Bubba Wallace, went a step further. He had “Black Lives Matter” painted on his car.

The Boston Red Sox acknowledged that former outfielder Torii Hunter, an African American, was subjected during his career to racist taunts at Fenway Park. It wasn’t just one bad apple here or there. It happens regularly. In liberal New England.

Mitt Romney, Republican Senator from Utah, isn’t living in denial. He marched with protestors.

The TV show “Cops,” after a 33-year run of glamorizing police who push around the “bad boys,”  raking in tons of ad money along the way, was abruptly cancelled.

Amazon said it would no longer provide facial recognition technology to police departments, at least for the next year. Microsoft said it will end sales of facial recognition technology to police.

Our military leadership is resisting the dangerous idea of deploying active-duty troops against American citizens who protest. Police departments around the country aren’t asking for the military to help. They are banning chokeholds. They are de-militarizing. They are getting re-trained in de-escalation tactics. New York repealed its law that shielded police misconduct records from public scrutiny. Portland and Denver got rid of the police in their schools. Police budgets are being looked at with fresh eyes. Funds are being diverted to social services and mental health agencies, which have been terribly underfunded for decades. Cops aren’t supposed to be mental health officers anyway.

What if we hired a new generation of cops who were trained in community policing, and put in the work to get to know members of the community, rather than threaten them with batons and AR-15s?

What if half of police officers were women? They are just as good at law enforcement, and less violent.

We can re-think everything about law enforcement from the ground up, and a whole lot of how our world works or should work, once citizens become active participants in democracy.

Citizens are definitely getting activated.

About three-quarters of Americans now say that George Floyd’s death is a sign of a national underlying problem with systemic racism, according to a recent ABC News poll. That represents an unheard-of 30-percentage point jump from when that question was asked in late 2014 following the death of Michael Brown at the hands of police in Ferguson, Missouri.

Systemic racism isn’t just in the police department. It’s everywhere. The demands for action are spreading, and it’s about time. Close to home, you can see it in #ShutDownSTEM and #ShutDownAcademia.

Feel the frustration, feel the exhaustion from underrepresented communities. Read this essay by Jasmine Roberts at Ohio State University, titled: “White Academia: Do Better.” Then this one, “Stolen Breaths” by Rachel Hardeman and colleagues at the University of Minnesota.

John Lewis, 80, the civil rights legend who marched across the Edmund Pettus Bridge on Bloody Sunday to fight for the Voting Rights Act of 1965, is feeling that youthful energy again.

Lewis told the Washington Post this week he’s feeling “inspired.” (Lewis, by the way, has Stage 4 pancreatic cancer. He’s focused on making the most of his remaining time.)

What can biotech do? A lot of things, like a few specifics suggested by Rob Perez and Uciane Scarlett in these pages.

Then there’s the work of biotech itself. The development of diagnostics, therapeutics, and vaccines for COVID-19 is urgent and important work for all of us, but especially African Americans who are shouldering a disproportionate burden in the pandemic.

Moderna said this week that it will start a 30,000-patient Phase III study in July with its mRNA vaccine candidate with the NIH. It’s an unimaginably fast sprint from when the SARS-CoV-2 DNA sequence was made publicly available on Jan. 11.

This industry can do amazing things.

We all know this industry has tremendous capacity for good. Biotech hasn’t always exercised its muscles for good. It can choose to do so now.

Those of you who are company leaders, here’s one humble suggestion. Make Election Day a company holiday. Give your employees the time and breathing space necessary to exercise their constitutional right to vote at the local, state and national level.

Those of you with real clout – how about pushing for a national biotech industry day off for Election Day? How about leaning on all your CROs and vendors and partners that operate all around the country to take the day off for Election Day? It’s the right thing to do. Business can take the lead.

The changes that need to happen go way beyond biotech, to the fundamentals of how we organize our society, our economy, what we value, and what we don’t. What kinds of behaviors does our economy incentivize, and what behaviors aren’t incentivized?

I’m hungry for thoughtful ideas.

If you have suggestions on how to organize a more humane, a more just, and a more healthy world, let’s talk. These things are all connected.

As Rob Perez recently said, quoting “The Lorax” by Dr. Seuss:

“Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not.”

luke@timmermanreport.com

 

Vaccines

Moderna said it’s on track to start a Phase III study of its mRNA vaccine candidate against COVID-19 in July. The study, in collaboration with the National Institute for Allergy and Infectious Diseases, will enroll 30,000 subjects with the 100-microgram dose – on the low range of what has been evaluated in smaller studies. The primary endpoint, according to a Moderna statement, “will be prevention of symptomatic COVID-19 disease; while key secondary endpoints include prevention of severe COVID-19 disease (as defined by the need for hospitalization) and prevention of infection by SARS-CoV-2, the virus that causes COVID-19.” The company said that it expects to be able to make 500 million to 1 billion doses per year, by 2021, in partnership with its contract manufacturer, Lonza.

Can a COVID-19 vaccine be developed in record time? Read the transcript of an NYT conversation moderated by Columbia University physician-scientist-author Sid Mukherjee.

Testing

Sunnyvale, Calif.-based Cepheid said it is developing a 4-in-1 test for SARS-CoV-2, Flu A and Flu B and RSV virus from a single sample, in time for the upcoming fall flu season. The test will be compatible with its installed base of 25,000 systems around the world, and can be conducted “in as little as 35 minutes.”  

Treatments

Speculation is out there on what Gilead Sciences is going to charge for remdesivir around the world once the initial donated supply runs out. The pharmaceutical industry has done a lot over the years to shoot itself in the foot and destroy its public trust. Approval ratings for the industry were in Big Tobacco territory prior to COVID-19. This is a chance do better. The decision will reverberate across the industry’s reputation, writes John LaMattina in Forbes.

Public Health

Science

  • Enhanced receptor binding of SARS-CoV-2 through networks of hydrogen-bonding and hydrophobic interactions. PNAS. May 27 (Yingjie Wang et al)
  • Effect of Large-Scale Anti-Contagion Policies During the Pandemic. Nature. June 8. (Solomon Hsiang et al)
  • Identifying Airborne Transmission as the Dominant Route for Spread of COVID-19. PNAS. June 11. (Renyi Zhang et al)
  • Analysis of SARS-CoV-2 Viral Load By Patient Age. MedRxiv. June 9. (Terry Jones et al)
  • COVID-19 Coagulopathy: An Evolving Story. The Lancet Hematology.

Science Features

  • Females are Still Routinely Left Out of Biomedical Research and Ignored in Data Analyses. STAT. June 9. (Elizabeth Cooney)
  • Lots of Coronavirus Antibody Therapeutics News. In the Pipeline. June 9. (Derek Lowe)
  • Monster or Machine? Our Enemy, Hidden in Plain Sight. NYT. June 2. (Alan Burdick)
  • COVID-19 Patient Gets Double Lung Transplant, Offering Hope. NYT. June 11. (Denise Grady)

Politics

  • Exceptionalism is Killing Americans. An Insular Political Culture is Failing the Test of the Pandemic. Foreign Affairs. June 8. (Jeremy Konyndyk)

Communications

  • MIT, guided by open access principles, ends Elsevier negotiations. June 11. (MIT Libraries)

Humanity

  • Quarantine Has Changed Us All. And It’s Not All Bad. Vox. June 9. (Sigal Samuel)

Deals

AbbVie agreed to make a $750 million upfront payment to Genmab for the right to collaborate with the Denmark-based company on three bispecific antibody candidates in early development, and to work together on discovery of new drugs.

Novo Nordisk agreed to acquire Corvidia Therapeutics, the developer of an IL-6 directed antibody to reduce cardiovascular disease risk in chronic kidney disease patients. The price was $725 million in upfront cash, and as much as $2.1 billion total if milestones are met.

Sherlock Biosciences, the Cambridge, Mass.-based company developing a cheap and fast CRISPR-based test to detect SARS-CoV-2 in samples, formed a large-scale manufacturing agreement with Integrated DNA Technologies of Coralville, Iowa. The test has received Emergency Use Authorization from the FDA.  

CSL Behring agreed to acquire Vitaeris, the company that took over clazakizumab, an IL-6 inhibitor originally developed by Alder Biopharmaceuticals. The drug is now in Phase III testing for chronic active antibody-mediated rejection (AMR), the leading cause of long-term rejection in kidney transplant recipients.

Some investment banker was probably bored at work, and thought it was a good idea to gin up a megamerger between AstraZeneca and Gilead Sciences, and then float the rumor in the financial press to see if it would get any traction. My guess: this idea is Dead on Arrival.

Paris-based Egle Therapeutics, a spinout from Insitut Curie, formed a collaboration with Takeda Pharmaceutical to advance drugs against targets on T regulatory cells.

New York-based Ovid Therapeutics agreed to collaborate with Wendy Chung, a prominent researcher at Columbia University, on rare neurological diseases.

Auburn, Ala.-based SiO2 Materials secured a $143 million federal contract to produce packaging materials for COVID-19 vaccines and therapies. MIT Institute Professor Bob Langer, an advisor to the company, had the lead paragraph in the press release.

UK-based Evox Therapeutics pocketed a $20 million upfront payment from Eli Lilly as part of a collaboration to develop exosome delivery technology for RNAi therapeutics.

Financings

  • Cambridge, Mass.-based Verve Therapeutics, a company working on gene editing therapies to reduce the risk of coronary heart disease, raised $63 million in a Series A2 round led by GV. The company has now raised $123 million total.
  • San Diego-based Avidity Biosciences raised $259 million in an IPO priced at $18 a share. It’s developing antibody oligonucleotide conjugate drugs.
  • Cambridge, Mass.-based Checkmate Therapeutics raised $85 million to advance its lead drug candidate, CMP-001, which it describes as “a differentiated Toll-like receptor 9 (TLR9) agonist delivered as a biologic virus-like particle utilizing a CpG-A oligonucleotide as a key component.” Longitude Capital and Novo Holdings co-led.
  • Wayne, Penn.-based NFlection Therapeutics raised a $20 million Series A round to develop a gel therapy for neurofibromatosis type 1. VenBio and F-Prime Capital participated.
  • Boston-based CereVasc, the developer of a shunt for hydrocephalus, raised $43.9 million in a Series A financing. Perceptive Xontogeny Venture Fund led.
  • Mountain View, Calif.-based DNAnexus, a cloud-based service provider that manages genomic and other biological data sets for life sciences companies, raised $100 million in financing. Perceptive Advisors and Northpond Ventures led.
  • Cambridge, Mass.-based Vedanta Biosciences, a microbiome-based drug developer, tacked on another $12 million in financing, bringing its Series C financing to $71.1 million.
  • Palo Alto, Calif.-based Autobahn Therapeutics raised a $76 million Series B to develop regenerative medicines for CNS disorders. Arch Ventures and Cowen Healthcare Investments co-led.
  • Sweden-based Calliditas Therapeutics raised $90 million in an IPO to support its work on orphan kidney diseases.
  • South San Francisco-based Applied Molecular Transport raised $154 million in an IPO to advance development of its oral therapies for inflammatory diseases.
  • Dallas-based Lantern Pharma, a cancer drug developer, raised $26 million in an IPO.
  • China-based Legend Biotech completed its IPO fundraising haul with $487 million.
  • Jazz Pharmaceuticals pulled in $850 million through a convertible debt financing.
  • New York-based C2i Genomics raised $12 million in a Series A. It says it’s “dedicated to improving cancer patient lives and outcomes with a breakthrough tumor pattern recognition approach for liquid biopsy.” Casdin Capital led.
  • Boston-based Replimune raised $65 million in a stock offering to support its work on oncolytic virus therapy.
  • San Clemente, Calif.-based Glaukos, a company focused on treatments for glaucoma and other eye diseases, raised $250 million in a convertible debt offering.
  • Boston-based Akouos, the developer of gene therapy for diseases of the ear, issued an S-1 IPO prospectus seeking to raise $100 million.
  • San Diego-based Retrophin, a rare disease drug developer, raised $100.8 million in a stock offering.
  • Boston-based PatientPing, which provides real-time notifications on patient encounters with healthcare providers, raised $60 million in a Series C financing. Andreessen Horowitz, F-Prime Capital, GV, and Transformation Capital participated.
  • South San Francisco-based Kezar Life Sciences raised $45.7 million in a stock offering for its work on autoimmune disease and cancer.
  • Rockville, Maryland-based Cerecor raised $33 million in a stock offering to support its work on rare pediatric diseases.
  • San Francisco-based Twist Bioscience, the DNA synthesis company, raised $107 million in a stock offering.
  • San Diego-based Fate Therapeutics raised $175 million in a stock offering to support its cell therapies for cancer and immune disorders.
  • San Diego-based Cue Health, a health tech company, raised $100 million in a Series C financing that included Decheng Capital, Foresite Capital, Madrone Capital Partners, Johnson & Johnson Innovation, and ACME Capital.
  • South San Francisco-based Alpha Health raised $20 million in a Series A financing to advance its platform for automation in reimbursement. A16Z led.

Personnel File

  • Denmark-based Lundbeck said it will cut 130-160 jobs.
  • South San Francisco-based ORIC Pharmaceuticals, a cancer drug developer, named Lori Kunkel to its board of directors.
  • Legend Biotech added Corazon (Corsee) Dating Sanders, Darren Ji, and Philip Yau to its board of directors.
  • Cambridge, Mass.-based Constellation Pharmaceuticals hired Jeffrey Humphrey as chief medical officer.
  • South San Francisco-based NGM Bio added Carole Ho to its board of directors.
  • Seal Beach, Calif.-based Dendreon hired Jason O’Neill as CEO.
  • Waltham, Mass.-based Affinia Therapeutics, a gene therapy company, named Elliott Sigal to its board of directors.

Regulatory Action

Gaithersburg, Maryland-based Viela Bio secured FDA approval for inebilizumab-cdon (Uplizna) for Neuromyelitis Optica Spectrum Disorder.

San Diego-based Illumina secured an FDA Emergency Use Authorization for a next-gen sequencing test to detect SARS-CoV-2 RNA in respiratory samples.

10
Jun
2020

Fighting COVID-19 & Racism: Andy Plump on The Long Run

Today’s guest on The Long Run is Andrew Plump.

Andy is the president of research and development, and a member of the board of directors, at Takeda Pharmaceutical. Takeda doesn’t get a lot of attention in the US, but it’s one of the world’s biggest pharmaceutical companies by revenue, ranking a little behind AbbVie and a little ahead of Bristol-Myers Squibb.

Andy Plump, president of R&D, Takeda Pharmaceutical

In this conversation, I asked Andy about the past few months of repositioning the company to fight COVID-19, particularly in its area of strength with plasma-derived therapy. Takeda, like so many companies, had to look in the mirror and ask what it had to offer on the global stage against this unprecedented threat.

Takeda, like many large pharma peers, also moved quickly to a Work-From-Home policy in mid-March, put a bunch of clinical trials on pause, and started collaborating in new ways with its peers.

Toward the end, we talk about the racial reckoning that has followed in wake of this pandemic. Andy, as a white male in a powerful position, reflects on some of the privilege that undoubtedly helped him along the way – whether he fully realized it or not along the way. He discusses some obvious things that pharma can do to right some of the wrongs of history.

Andy is paying careful attention to what the protestors are saying. He’s listening. He endorsed a heartfelt editorial from Ramona Sequeira, an executive colleague at Takeda.

It’s a start.

Like a lot of people, I’ve despaired about this topic in the past. But I’m hopeful now, at least partly because of the openness I’m seeing among white people to stare injustice in the face, and see it for what it is. And to say it must end.

Now, please join me and Andy Plump on The Long Run.

10
Jun
2020

Let’s Turn the Black Nod Into a Collective Nod

Uciane Scarlett, principal, Oxford Sciences Innovation

I first met Ken Frazier, the CEO of Merck, at the JP Morgan Healthcare Conference in San Francisco in January 2018.

It was my second year as an operator in biotech. I was still getting familiar with the whole bewildering experience of JPM. I was trained as a cancer immunologist at Dartmouth, did a stint in life sci strategy consulting, and had started to realize what I might do with the rest of my career in industry.

At the time, I was the director of business development & strategy for a little-known cancer immunotherapy startup, Compass Therapeutics. I didn’t know a lot of the people swarming around Union Square.

Yet there I was at the rather large Merck reception with several hundred people at the Fairmont Hotel with the CEO of my then company, working the room, making small talk. As would typically be the case, there were maybe 4-5 black people in the room.

When I noticed Ken making the rounds, my CEO had to do a double-take. It can’t be, why would the CEO of Merck attend such a large event with a lot of people likely to hound him with endless unwanted business pitches?

Then Ken saw me and gave me the “black nod.”

For those unfamiliar, this is a nod between black people as a way to say, “I see you; I acknowledge you”.

Then something surprising happened. Ken Frazier, one of the most powerful people in the pharmaceutical industry, and one of the most powerful people in all of Corporate America, came over to our little group. With great enthusiasm, he said he was looking to connect with everyone in the room. He had no idea what I was working on, or whether it might be something of interest to his company. He just made me feel welcome, and asked some questions that showed his curiosity about who I was and what I do.

We never spoke about race. That night I not only saw a black man acknowledging a black woman in a room where we represented <1% of attendees, I also saw a grounded individual with admirable humility.

Last Monday, Ken showed another side of himself during an extensive CNBC interview. He expressed grief and frustration for the killing of George Floyd. He chastised the actions of Minneapolis police officer Derek Chauvin. Importantly, expressed the need to keep the conversation going even after the protests end.

The second part of his 17-minute interview rose to an emotional crescendo as he built on a plea to do more to support African Americans’ participation in society. He spoke of his own opportunity provided by social engineers in Philadelphia which allowed him to be one of nine African Americans to get a rigorous education that set him on a path for success. He emphasized how someone intervened and provided him an opportunity.

Someone essentially said “I see you, I acknowledge your opportunity gap”.

It was poignant. In that instance, I reflected on the numerous images, videos, audio clips that have been in our newsfeeds and social media platforms. I heard the emotions in his voice, I saw it in his face. I was moved to tears.

I moved to the US from Jamaica and started grad school at Dartmouth College in Hanover, New Hampshire in 2006. That year I was the only black student in my class, and one of four black students in the Arts & Science PhD program at Dartmouth. I got my PhD in cancer immunology in 2011 – right around the beginning of the cancer immunotherapy revolution.

Although I’m an American citizen, I won’t write as if I’ve fully experienced what it’s like growing up black in America. The novel “Americanah” by Chimamanda Ngozi Adichie mimics my nuanced experience and reflects many healthy debates I had with classmates of color during grad school.

Still, I am a black woman and until recently – as I moved to the UK last December – fell within the estimated <5% (BIO 2020 report) of the US biotech workforce.

The biotech industry is fairly siloed, but based on meritocracy. It is one of the most diverse in the US relative to other highly specialized sectors, such as Finance (Figure 1). Still, blacks/African Americans represent a grossly underrepresented group in biotech when compared to the overall US population (Figure 2).  

Today, racial justice and diversity, equity, and inclusion are commanding people’s attention in America like never before. The appalling killing of George Floyd by the Minneapolis police, and other recent acts of violence against African Americans, have triggered this awakening. Coupled to the latest economic downturn and psychological pressures of lockdown and social distancing, the societal response and commentary is global.

For the first time in recent history we’re seeing corporate America, including biopharma companies, like Novartis, J&J, and Gilead, show public support with press releases and statements that go beyond the usual rhetoric.

But how do we translate the words, and the expressed values animating the words, into meaningful action? How do we do more? How do we continue to build an industry based on meritocracy, but that is more inclusive? How do we build a path for more underrepresented minorities towards higher education, and ensure we continue to tap into the pool of 3,000+ Black/African American doctoral recipients – 500+ in life science – in 2018?

Ken Frazier started to answer many of these questions during his CNBC interview, but I’ll build on his commentary with a few additional points below:

Start at the level of the individual

Boston is the biotech hub, with $4.8B venture capital investment and employing >70,000 individuals across the industry in 2018. About 10 miles south of the cluster of companies in Kendall Square is Roxbury, a neighbourhood I frequented during my role at Big Sister Boston. I enjoyed connecting with the girls in the program, which was committed to providing opportunities to underrepresented girls, and often drove them around Kendall Square as a way to ignite excitement for science and the biotech community. As humans we make deeper connections with the familiar. To many Americans, minority neighbourhoods are unfamiliar, individuals within these neighbourhoods are unfamiliar. Forming deeper connections with underrepresented groups exposes the unfamiliar, it creates the comfort required to speak openly about racial matters, it creates the foundation necessary to define meaningful actions, and establishes a platform for voices to be heard.        

Go beyond press releases and statements

1. Hire outside of network

When hiring we have natural biases to look within our networks. Oftentimes we look for individuals from select colleges, former colleagues, or members of professional or social groups. Tony Coles, CEO of Cerevel Therapeutics and former CEO of Onyx Pharma reflected on how he achieved 40% people of color on the executive team of Onyx. His marching orders for his head of human resources were simple, find him the best people.

2. Extend patient-specific diagnostic & therapeutic platforms to underserved groups  

In an era of personalized, individualized, and genetic-based therapies, the commercial model predominately supports a European demographic, thus limiting access to underrepresented groups. This is commonly seen in early-stage product development where a company focuses its platform on a major market segment, but often does not expand to minority groups as their platform matures. 23andMe, a genetics service provider who generates reports on health predispositions and traits, recently acknowledged that their product was Euro-centric and recognized they were part of the problem. While admirably forthright, it’s unclear how they intend to address this limitation, but providing underrepresented groups access aligned with potential socioeconomic limitations will be a necessary step forward.

3. Aim for fitting representation of race and ethnic minorities in clinical trials

Blacks and Hispanics are underrepresented in clinical trials for diseases prevalent in these groups. A 2019 AJMC study reported that blacks and Hispanics were enrolled at 22% and 44% respectively of their expected rate of cancer, in contrast to whites and Asians who were enrolled at 98% and 438% respectively. Companies like Pfizer have launched initiatives to recruit participants who are more representative of the patient populations under study, but can they do more? Education is a key limiting factor for clinical trial participation as underrepresented groups often have a misunderstanding of the cost, risk, and benefit of participation. There is also a legacy of mistrust that must be acknowledged and confronted. Coupling targeted education with innovative recruiting platforms, ensures therapies are developed suitably for diseases where minorities are predisposed.

As Chimamanda Ngozi Adichie said:

the single story creates stereotypes, and the problem with stereotypes is not that they are untrue, but that they are incomplete. They make one story become the only story”.

We’re energized and hungry for change. We’re well-positioned to change the single story. There is so much more that we can all do to create a more equitable world, through our individual actions, and through policies at our companies.

I hope we can all build on the “black nod,” and turn it into the “collective nod.”

 

 

Figure 1: Biotech survey of 33 biotech company respondents who completed questions on race/ethnicity representation. Tech – survey of 4 tech companies, Google, Apple, Facebook, and Microsoft. Finance – finance & insurance workforce (Sources: BIO – Mix Matters Annual Report, Measuring Diversity in the Biotech Industry, 2020; Wired 2019; US Bureau of Labor Statistics, 2019)

Figure 2: Survey of 98 biotech companies in 2019; showing 33 that completed questions on race/ethnicity representation against US 2019 census demographics (Sources: BIO – Mix Matters Annual Report, Measuring Diversity in the Biotech Industry, 2020; US Census Bureau)

5
Jun
2020

Tech Integration Into Pharma: A Report From The Front Line

David Shaywitz

Most biopharma companies can talk at some length about embracing data science, and sometimes it’s hard to get beneath the surface of what they’re doing, at least publicly.

But it was my privilege recently to frame and moderate a very insightful recent conversation – recorded for on-demand viewing at this year’s virtual BIO 2020 conference.

This provided an unusual opportunity to get beyond the aspirations and slogans companies tend to use when discussing how to integrate tech and pharma.

For this conversation, we got deep into the sort of issues I tend to encounter in my advisory work, and talked substantively about both the pain points that key players encounter and the specific solutions they are testing as they try to figure out how to make the most of data science in biopharma.

My discussion partners were Ray Deshaies of Amgen, Shahram Ebadollahi of Novartis, Amy Abernethy of the FDA, Chad Robins of Adaptive Biotechnologies, and Peter Lee of Microsoft.

We covered a lot of ground over nearly 90 minutes; rather than summarize, I wanted to share a couple of thematic takeaways that particularly resonated.

Learning From Biological Revolutions In Pharma

It takes a long time for a technology revolution to truly be absorbed by the pharmaceutical industry.  Ray Deshaies, SVP of Global Research at Amgen (and before that, a distinguished biologist at Caltech and a HHMI Investigator) described the lengthy process associated with the adoption of biologics (eg antibodies) by an industry that had been built around the discovery, evaluation and development of small molecules.   

The revolution clearly took. By 2018, eight of the top ten best-selling drugs in the world were biologics.There’s no doubt these products transformed the industry.

The first monoclonal antibody therapy, Deshaies reminded us, was actually a mouse anti-CD3 antibody, OKT3 (Orthoclone), approved by the FDA in 1986.  From there, it took eleven years before the approval of the anti-CD20 antibody rituximab (Rituxan), which would go on to be the first blockbuster drug of this class. 

Deshaies reviewed the ongoing evolution of antibody technology, from mouse antibodies to chimeric (part-mouse DNA/part-human protein sequence) antibodies (like rituximab [Rituxan]) to “humanized” (almost all human) antibodies like pembrolizumab (Keytruda) to “fully human” antibodies like secukinumab (Consentyx).   

This progression, Deshaies pointed out, reflected a considerable amount of deliberate effort, including extensive investment in successive technology platforms, along with the work required to understand each of them, embellish them, and fully understand the issues with each. In the manufacture of biologics, he noted, there are all sorts of less-appreciated complexities that crop up over time, including issues like the impact of cell line and media, which can each significantly impact the performance of the final protein product, despite a constant DNA sequence encoding it.

The rise of biologics gave rise to profound new needs on the talent side, Deshaies added. It created a need to train a new generation of people; for example, the way you think about pharmacokinetics for biologics is very different than how you think about it for small molecules. Additional learning was required, and it took time for all the newly trained people to get in place.

Deshaies also described a second revolution that also required (ongoing) adaptation: human genetics. This became especially important at Amgen once they resolved to pursue targets validated by human genetics, and acquired Icelandic genetics company deCode in 2012. Most lab researchers, Deshaies explained, were trained in mouse genetics, and need to be retrained in human genetics and human physiology. He reports that while Amgen been able to recruit increasing numbers of scientists trained in statistical genetics and human genetics, there’s still a lot of education required for the organization. “It takes repetition,” he said.

These efforts – at Amgen and across the industry – have persuaded most drug hunters of the value of human genetics; such validation significantly increases a compound’s probability of success.  (Of course, a drug may still not work as expected, a tough lesson Amgen itself learned when a genetics-inspired bone drug turned out to cause cardiovascular problems.)

Pursuing human genetics at Amgen, Deshaies added, required more than executive leadership and top-down messaging.  While it’s helpful for top brass to say “we want to do human genetics,” he said, it takes so much more for that message and thinking to permeate the organization, and become part of its fabric; considerable time and persistence seem to be required.

Pharma’s experience with these emerging biological technologies seems like useful context as the industry now contemplates the adoption of digital technologies, highlighting the effort, capital, and patience required to effect durable change in the industry.  While it’s encouraging that pharma constantly seeks out new technology, it’s sobering to appreciate how long it takes for large legacy organizations to fully internalize new ways of thinking.  It’s just not realistic to expect tech adoption to occur overnight in an enterprise this complicated, with this many moving parts.

A Pharma Goes All-In

Novartis is one of those traditional pharma companies that is trying.   With deliberate intentionality, and led by CEO Vas Narasimhan since 2018, Novartis is conspicuously trying to take itself through the revolution it sees happening in digital technology.

There has been no shortage of top-down messaging, starting with Narasimhan himself, who essentially introduced himself to the world by offering a vision of Novartis as a data-driven medicines company. Not unexpectedly, as Narasimhan has subsequently reported, progress has been uneven.

Thus it was especially interesting to listen to Novartis’s Global Head of Data Science and AI, Shahram Ebadollahi, discuss his ambitions and approach. 

What really struck me was that while Ebadollahi offered an example of “AI exploration”- some sexy longshot project in discovery chemistry – he spent a lot more time discussing “AI empowerment.” He described this effort as an attempt to introduce AI and data science tools (many available through a high-profile collaboration with Microsoft) at every step of the work flow; he wants to distill machine learning into “bite size engines,” so employees don’t even realize they’re using ML – it’s just running in the background.  His perspective seemed very aligned with Jim Manzi’s view, using AI to solve unsexy discrete problems.

In addition to the new technology, Ebadollahi described a very deliberate effort to “shift the mindset of people” via constant “multichannel communication.” Basically, if you work at Novartis, it sounds as though you hear about data science relentlessly. There’s an effort to educate current talent through a “data science academy” and other initiatives, and an AI residency program that seeks to embed a recently graduated AI expert within R&D teams. 

Successful cultural change in pharma will require an  elevation of the practice of data science within the industry, Ebadollahi argued. Today, he said, pharma is driven by biologists and physicians, but if a pharmaceutical organization is really to become a data science company, data scientists have to become truly equal partners. 

I imagine most pharma physicians and biologists would reply that this elevation will happen when data scientists demonstrate they can deliver substance and value, not just grandiose promises – which I imagine is why Ebadollahi also highlighted the importance of actually delivering value to programs – of really proving out an approach, not just living in the world of innovation, pilots, and proof-of-concept work. Success, he argued, required putting people with complementary skills in a room and setting them to work.

Learning From Hard-Won Experience

Drawing from her many experiences over her career trying to bring such groups together, Dr. Amy Abernethy, now Principal Deputy Commissioner of the FDA, emphasized not only the importance of integrating health and tech talent, but also the difficulty of pulling it off. The required collaboration is critical but hard, she explained, adding that we need to acknowledge and confront just how hard it is. 

Creating a culture that makes all the collaborators equal is a non-trivial challenge, Abernethy said, but also worth it. She argued that the interesting opportunities happen when we pull together streams of information and talent that generally don’t exist in the same place. Like Ebadollahi, she also emphasized the need to move from idea of collaboration to actually getting stuff done.

Abernethy also highlighted the importance of thinking about the application of technology as a “full stack opportunity” – in other words, it’s not only about how tech can help discover a new drug. We also need to think about how it can help accelerate clinical development, and contribute to clinical trials and through the approval and post-marketing phase as well. 

Abernethy spoke to the particular importance of not neglecting the “last mile” work – to be sure that the relevant information is delivered to the treating physician in a useful fashion. Doctors operate in an increasingly complex environment, she reminded us, with rapidly evolving knowledge, and limited time with patients who are often (and understandably) distraught. As a physician, you need clarity to offer relevant, useful, data driven advice that technology ought to be able to facilitate. 

Abernethy also emphasized that while randomized controlled trials remain the gold standard, the COVID-19 pandemic has highlighted the importance of trying to bring to bear all the data available, and leverage this information to the fullest extent possible, from electronic health record data to claims data to biosensor data. The problem, she explained, is how to bring it all together; everyone thinks there’s a “magic button,” she said, but there’s not, and it’s actually very hard. She hopes that the collaborations driven by the “COVID-19 Evidence Accelerator,” which focuses the community on identifying and then answering a critical set of questions, can help. I hope so too, though my mind kept returning to comments Walmart’s Marcus Osborne made at a recent healthcare conference: the U.S., he said, has no public health infrastructure. That said, if anyone can kluge together something useful from the scattered pieces we have, that person would be Amy Abernethy.

A Startup Integrates Health & Tech From The Outset

The opportunity for emerging tools to potentially add value to established techniques was highlighted by the work of Adaptive Biotechnologies, and their partnership with Microsoft. Adaptive’s focus is sequencing immune receptors – which is probably why their co-founder and CEO, Chad Robins, highlighted the “huge opportunity” in clinical sequencing. 

Like me, your first reaction was probably, “Clinical sequencing?  How quaint!”

But if we’ve learned anything about revolutions in healthcare, it’s that they take awhile, and often require the confluence of just the right technologies. Adaptive’s thesis is essentially that because the immune systems responds to everything adverse we encounter, it harbors in essence a version of our medical record, documenting the many enemies, both foreign (like a virus) and domestic (like a cancer) we may have encountered and mustered a response against. If this record could be understood, if our history could be “read,” the information could be used to diagnose diseases (like Lyme Disease, celiac disease, cancers, and now infectious diseases like COVID-19), as well as to suggest potentially effective antibodies to be tested as a biologic therapy. For example, they are working with Amgen to prioritize potential therapeutic antibodies against SARS-CoV-2 that Amgen could then develop.

Because of the volume and complexity of the sequencing data they intended to study far exceeded the capabilities of a traditional spreadsheet application, Robins said, they needed to develop  their own  software tools that could allow researchers to interpret, analyze and visualize the data.  This required, from the outset, a culture that necessarily integrated bioinformaticians and biologists.

Role Of Big Tech: Cloud Services Supplier

The Adaptive team also realized that even with their own software, they needed access to ever-more computational power, especially as they set their sights on a particularly ambitious goal – matching specific antigens with specific receptor sequences. This turns out, according to Peter Lee, Microsoft’s Corporate Vice President (and former head of the computer science department at Carnegie Mellon University) a difficult but not impossible machine learning problem, on par with language translation, and a perfect opportunity for a partnership, which is  what the two companies announced in 2018, and expanded recently to incorporate work on COVID-19. 

In the foundational agreement, Lee explained, Adaptive gained access to the computational power it required to extract remarkable value (if successful) from the immuno-sequencing data the company generates; Adaptive also received embedded Microsoft talent, and an equity investment from Microsoft as well. In exchange, they were compelled to move all their compute to the Microsoft Cloud (and away from competing clouds like Amazon’s AWS and Google Cloud, for example).

Microsoft’s goal, said Lee, is to develop substantial partnerships that drive value through use of cloud-enabled digital technologies. Microsoft sales teams are compensated based not on whether a client buys Microsoft technology (such as access to their Azure cloud), but rather based on the extent to which the client actually uses it. As Microsoft sees it, this places them in strong alignment with customers; the more valuable the cloud is to the business, the more it will be used, and the more revenue Microsoft will receive.  (This assumes, of course, that customer use of the cloud services actually correlates with the business value the service generates; there’s a parallel here to fee-for-service medicine.) 

Microsoft, in any case, is highly motivated to find ways for the cloud to be useful for customers, as we saw manifest at Novartis as well. (Lee notes the relationship with Novartis is obviously structured very differently than their relationship with Adaptive, which he describes as a model for their relationships with other especially promising startups; however, he notes that even in his relationship with Ebadollahi, Microsoft’s success is “completely indexed” on Novartis’s success.)

Bottom Line

Pharma is highly attuned to technological innovation in a range of domains; the most impactful medicines of today look very different, and were discovered in a very different way, than the medicines of yesterday. Tomorrow’s medicines will look very different than today’s, and are likely to be created, evaluated, and developed in a different fashion as well. 

The promise of digital technologies has appropriately captured pharma’s attention, but figuring out how to effectively engage with and implement these emerging approaches remains a work in progress. Powerful computational tools, combined with rich data, offer potentially transformational opportunities in both diagnostics and therapeutics – often in combination with established technologies such as next-generation sequencing and advanced imaging. More immediately, the application of machine learning to the thousands of intricate processes that underlie pharmaceutical operations are likely to provide the earliest indications of impact. 

Success of the digital revolution in pharma will require a culture that authentically recognizes and equally values the contributions of data scientists, as well as evidence that the promise of data science is translating into tangible pipeline results. We’ll know we’ve arrived when the impact of data science extends from tools used by patients to stay healthy, prevent disease, and discern early signs of trouble, to the discovery, development, and post-market assessment of new medicines to treat patients when they’re sick, through the provision of timely, point-of-care decision support so providers can most effectively guide patients back to health.

It’s an ambitious vision, at once deeply worthy and highly uncertain. Who’s in?

4
Jun
2020

Anger, Pain, and Hope

Luke Timmerman, founder & editor, Timmerman Report

The emotions this week were especially intense. Anger. Fear. Despair.

But there was also hope. That gets me up in the morning.

In this slice of America, the biotech industry, many people are mission-driven.

People in this industry work every day to improve the human condition by making better medicines.

Not everyone feels the full weight, but many in this part of the scientific problem-solving enterprise didn’t need a news flash that African Americans suffer terrible disparities in things like heart disease, cancer, diabetes, asthma, and now COVID-19.

What I saw this week were glints of new awareness — a growing recognition, let’s say — that the injustice inflicted on African Americans for 400 years is inextricably linked to those health disparities. The mission of biopharma is about improving health. But health is connected to all of those underlying things like housing, education, and criminal justice that are terribly unjust.

If people don’t dig into the root causes to make a better world for everyone, how can we begin to improve health?

The good news is, these protests are starting to move people.

This is a start.

Events move so fast now, it’s easy to lose track of actual progress being made. The police officer that killed George Floyd in Minneapolis had his charge upgraded to second-degree murder. The other three officers — who stood there and didn’t do anything to save him while he cried “I can’t breathe” and begged for his mother — they were charged with aiding and abetting. After days of protestors demanding they be charged.

George Floyd’s family asked for Minnesota Attorney General Keith Ellison to prosecute the case. The attorney general of Minnesota, no less, answered that call.

New investigations into troubling cases of African Americans dying in police custody are being opened up all around the country.

Mayors, Governors, police chiefs, and even some police union leaders all over the country, are speaking out like never before against the horrific acts of the Minneapolis police caught on video. The Republican governor of Maryland called Minneapolis police officer Derek Chauvin a “murderer in a blue uniform.”

Thoughtful executives, like Ken Frazier of Merck, could do the easy thing and say nothing. Or issue a statement with some generic platitudes. Instead Frazier said something real, both about George Floyd’s case and about how his life fortunately went down a different path.

He said it on national TV, on a channel that the powers-that-be actually watch.

This is a start.

If you’re ever going to change laws, change police union contracts, change structures around citizen review boards, and begin to hold cops accountable – you have to start with recognizing there’s a problem and applying pressure.

This is a start.

These things are happening because of the public pressure being brought by protestors.

Young people are demanding action at the local and state level. People in power in Minnesota, and elsewhere, seem to be listening and acting accordingly. They might listen some more, and continue to act accordingly, if the pressure remains relentless.

We need to watch out for the violence and senseless rioting. That’s destructive and wrong. It’s damaging to people’s livelihoods, including livelihoods of African American business owners. It needs to be stopped. Throwing bricks through windows and stealing merchandise? It doesn’t do any good, and we don’t really know who’s doing it and why. Then we watch cops do more abusive things in the heat of the moment, whether it’s because of all-too-human nerves, or because of foolish orders from above.

These past few days have gotten better on these counts. I believe the protestors, as long as they stay peaceful, might just have staying power during this summer of so much pain.

Tremendous acts of community kindness – offerings of water, sunscreen, food and more – are sustaining protestors. See this young woman describe the remarkable generosity she has witnessed in Minneapolis.

Many of us in biopharma are wondering what we can do. It’s easy to surrender to helplessness against a problem this big, this deeply engrained. Where to start? What difference can anyone make? Why bother?

That’s nihilism talking. That’s no way to live.

There are things we can do. Small things, maybe, but things that matter.

Many of you read Rob Perez’s guest article on things biopharma can do to dig deep and fight hard, against injustice. I think people are listening more than in the past.

This is a start.

We can use this moment to teach our children about right and wrong, in terms of racial justice. We can use this surge of energy to vote out dangerous leaders in Washington DC, and vote in a new generation of people willing and able to do the hard work in our communities of dismantling systemic racism – in criminal justice, in housing, in education, in health.

All these things are connected. We need to get our hands dirty, down there at the roots, if we really want to make progress across the board.

Nobody can do this alone. But if everybody digs in – and, crucially, is willing to stick with this long past the end of the news cycle – then we will have accomplished something meaningful.

Politics

The President said he’s pulling the United States out of the World Health Organization in the middle of a pandemic. It will harm people around the world, especially in developing countries. If he follows through with this threat, it will diminish US influence on the world stage. It will create an opening for China and others to seize, gaining more influence over how the pandemic response is run. To say the WHO is perfect would be wrong. It has made serious errors, like not declaring COVID-19 a global pandemic in January. But pulling out of the WHO completely, at this moment, is impetuous and short-sighted and dangerous.

The Pandemic Toll

The pandemic was pushed down in people’s news feeds. But let’s not forget. We have 108,000 deaths in the US, and almost 1.9 million cases. The New York Times reports 17 states where cases were increasing over the past week, and 15 states where cases were decreasing.

Science

  • ‘It Opens Up a Whole New Universe.’ CryoEM Sees Individual Atoms for the First Time. Nature. June 3. (Ewen Callaway)
  • Effect of Convalescent Plasma in Patients with Severe COVID-19. A Randomized Controlled Trial. JAMA. June 3. (Ling Li et al)

Science Features

  • The CDC Waited Its Entire Existence for This Moment. What Went Wrong? NYT. June 3. (Eric Lipton et al)
  • COVID-19 Can Last for Several Months. The Atlantic. (Ed Yong)
  • The Untold Story of the Moderna Coronavirus Vaccine. Boston magazine. June 4. (Catherine Elton)
  • Why Coronavirus Hits Men Harder. Sex Hormones Offer a Clue. Science. June 3. (Meredith Wadman)
  • The Global Race for a Coronavirus Vaccine Could Lead to This Generation’s Sputnik Moment. Washington Post. June 3. (Carolyn Johnson and Eva Dou)
  • Blood Vessel Attack Could Trigger Coronavirus Fatal ‘Second Phase’. Science. June 2. (Catherine Matacic)

Treatments

Gilead Sciences released some Phase III data from a remdesivir study of patients with moderate forms of COVID-19. These results, as many expected, were more encouraging than the earlier results from a study of more severely ill patients. The 5-day course of treatment was also the way to go, which is good news for stretching out manufacturing supplies around the world.

If you’re looking for important, under-covered stories on the pandemic, look at Eli Lilly’s neutralizing antibody candidate for COVID-19. In collaboration with AbCellera and researchers at the National Institute of Allergy and Infectious Disease, the team picked an antibody from the blood of a recovered patient, made recombinant copies as biopharma companies do so well, and now have it in patients in a clinical trial in the span of about three months. Along with Regeneron and VIR Biotechnology, these therapeutic antibodies have a chance to mitigate the pandemic in the interim period before we get a vaccine.

Hydroxychloroquine failed to prevent healthy people from getting COVID-19 in a clinical trial. The study was conducted at the University of Minnesota, and enrolled healthcare workers. See the Washington Post coverage.

Vaccines

  • AstraZeneca Lays Out Plan to Produce 2 Billion Doses of Coronavirus Vaccine. STAT. June 4. (Matthew Herper)
  • GAVI, The Global Vaccine Alliance, Launched $2B Advance Market Commitment to Deliver COVID-19 Vaccines Equitably Through the World. (GAVI statement)
  • Tony Fauci Didn’t Like the Early Data Release on Moderna Vaccine. STAT. June 1. (Helen Branswell)
  • The Five Leading Vaccine Candidates Prioritized by Operation Warp Speed. (See below)

Public Health

  • White House and CDC Remove Coronavirus Warnings About Choirs in Faith Guidance. Washington Post. May 28. (Lena Sun and Josh Dawsey)
  • Tear Gas Is Way More Dangerous Than Police Let On, Especially in a Pandemic. ProPublica. June 4. (Lisa Song)
  • Former CDC Director Says US Led the World Before Becoming a Global Health Laggard. Washington Post. May 29. (Joe Davidson)
  • Evidence for COVID-19 Spread in January and February. May 29. CDC. (Greg Armstrong et al)
  • Will Protests Set of a Second Wave? NYT. June 4. (Roni Caryn Rabin)
  • Zoloft Falls Into Short Supply as Virus Anxiety Strains Supplies. Bloomberg News. June 1. (Anna Edney)

A Big Retraction

The Lancet retracted a widely-read May 22 paper on hydroxychloroquine and chloroquine as treatments for COVID-19. The original article said there was no benefit seen, based on evaluating a registry with records from 96,000 patients. The authors wrote in their retraction, “we can no longer vouch for the veracity of the primary data sources.” Retractions are never good, but especially in a pandemic when we need trustworthy sources of scientific information and guidance. What’s the big takeaway from this? See Ashish Jha below.

Another paper that depended on Surgisphere for raw data collection appeared suspicious enough to generate an “Expression of Concern” in the New England Journal of Medicine. That was for a paper titled “Cardiovascular Disease, Drug Therapy, and Mortality in Covid-19.” Strangely, the authors of that paper “all the authors were not granted access to the raw data and the raw data could not be made available to a third-party auditor.” Maybe this is just naïvete, but aren’t authors of a scientific paper supposed to have access to raw data so they can properly analyze and summarize? This doesn’t smell right.

Deals

Cambridge, Mass.-based Intellia Therapeutics pocketed $100 million upfront ($70 million cash and $30 million equity investment at $32.42 a share) as part of a collaboration with Regeneron Pharmaceuticals to develop CRISPR-based treatments for hemophilia A and B. The companies have experience working together already, and this is an expansion of the prior collaboration.

Berkeley, Calif.-based Aduro Biotech merged with privately-held Vancouver BC and Seattle-based Chinook Therapeutics. The new company, called Chinook Therapeutics, will be led by Chinook CEO Eric Dobmeier. Chinook now will get a Nasdaq listing, will have $200 million of cash in the bank, and the runway to pursue its precision medicine approach to kidney disease.

Lexington, Mass.-based Accent Therapeutics, the developer of cancer drugs that target RNA-modifying enzymes, secured a $55 million upfront payment as part of a collaboration with AstraZeneca.

Data That Mattered

Waltham, Mass.-based Minerva Neuroscience said its drug candidate for schizophrenia failed in a placebo-controlled Phase III trial of 515 patients. The stock collapsed, down 70 percent.

Gilead Sciences released updated safety data from more than 4,500 patient years of experience with filgotinib, the oral JAK1 inhibitor for rheumatoid arthritis, at the European League Against Rheumatism conference. The drug is part of the collaboration with Galapagos NV of Belgium.

Regulatory Action

AbbVie won FDA clearance to market elagolix estradiol, and norethindrone acetate (Oriahnn) capsules as a treatment for heavy menstrual bleeding due to uterine fibroids. It’s the first oral treatment of its kind.

Eli Lilly won FDA approval for its IL-17 alpha inhibitor, ixekizumab (Taltz) for non-radiographic Axial Spondyloarthritis, including ankylosing spondylitis.

Personnel File

Mark Genovese was hired as senior vice president of inflammation at Gilead Sciences. He was on the faculty at Stanford University for 21 years.

Admiral Brett Giroir, who has been leading coronavirus testing efforts for the federal task force, said he’s being “demobilized” from that effort, and going back to his regular role at the Department of Health and Human Services, according to NPR.

Sanofi Ventures hired Jim Trenkle as head of investments. He was previously with Pivotal Bioventures. Cris de Luca also joined as global head of digital investments. He was previously with Johnson & Johnson Innovation and JLABS.

Financings

  • South San Francisco-based Pliant Therapeutics, a developer of treatments for fibrosis, raised $144 million in an IPO priced at $16 a share. See my coverage from its startup days in Forbes ( 2016).
  • Cambridge, UK, Seattle and Lexington, Mass.-based NodThera, a developer of anti-inflammatory drugs, received $55 million in a Series B financing. Novo Ventures led.
  • Cambridge, Mass.-based Intellia Therapeutics, the CRISPR drug developer, raised $100 million in a stock offering after the positive news of its expanded collaboration with Regeneron.
  • Shanghai-based Everest Medicines raised $310 million in a Series C financing.
  • Seattle-based Athira Pharma, an Alzheimer’s drug developer, raised $85 million in a Series B. Perceptive Advisors led.

On Grace

Tony Dungy, the Hall of Fame football coach, is a man of deep religious faith. I have respected him for years. He offered some wisdom — that rarest and most valuable of things — on a sports radio call-in show.

Dungy spoke his calm, empathetic words in the middle of the outraged, frenetic aftermath of what New Orleans Saints quarterback Drew Brees said about protests. Brees, a man with some great African American teammates, said something that was clueless and insensitive and self-centered. He later apologized.

We’ve seen this kind of foot-in-mouth moment a million times. In 400 years, we’ve never had an adult conversation about race in the US in which everyone sits and truly listens. If we’re going to take a deep breath and have that necessary conversation, the kind that’s incredibly painful but builds bridges of awareness needed to make things right, then our best bet is to look to community leaders like Dungy.

He’s giving people some space. Allowing them some room to say dumb things. Things that are awkward or tone deaf. Notice, Dungy didn’t excuse what Brees said and didn’t apologize for him. But he’s creating some room where people can listen to each other, and begin to understand why what the great quarterback said was so hurtful to so many of our fellow citizens.

People need to be given the room to make mistakes, and to see the error of their own ways. To begin to realize that perhaps they have blind spots. If people don’t feel they can be open and honest, and let their ignorance and clumsiness be forgiven, then they’ll crawl back into a shell, clam up, or stay in denial.

The worst among us will lash out in performative defensiveness and cash in off their perceived “victimhood.”

If that happens, we’ll stay right where we are, stuck in a rut, with terrible injustice happening all around us every day. With the majority of the country blind to the horror.

I want this terrible racism to end with our generation, and for our kids to grow up in a more humane and empathetic world.

Those of us — like me — who are privileged and don’t walk down the street afraid of police, need to stand shoulder-to-shoulder with those who do. We need to insist on this change, and be relentless about that change, right there with our black brothers and sisters.

It’s our job to have the awkward, painful, tearful conversations with our family members and friends who aren’t yet all the way there with us on this journey.

As Martin Luther King said: “Injustice anywhere is a threat to justice everywhere.”

As Frederick Douglass said: “Power concedes nothing without a demand.”

As John Legend wrote: “Justice for All Ain’t Specific Enough.”

The injustice is so pervasive, and so deep. We need to demand it end. Then we roll up our own sleeves. It’s not someone else’s job. For us to rip out the roots of this enduring injustice, we need to get comfortable with being uncomfortable.

Do everything Rob Perez wrote about this week. When you’ve done all that, think about doing more.

Do it with empathy, with patience. The conversations we need to have to change people’s hearts will happen in unusual places, unusual settings. Not just from a podium or a pulpit.

If you listen to Tony Dungy talking with a sports talk radio host — a young white guy — then you’ll get a feel for the words, the tone, the setting. This is what it’s about. Watch the empathy and respect he has for his conversation partner.

This is change in action.

2
Jun
2020

Digital Natives and Skilled Operators: Weaving Data Science Into Pharma R&D

David Shaywitz

An abiding challenge at the intersection of technology and pharma R&D is the need to bring together two historically disparate cultures

Tech companies tend to be led by engineers. Pharma R&D is generally run by chemists and biologists in the early stages, and by physicians further on in development.

Each of these domains has its own distinct language, culture and norms that don’t all neatly overlap on a Venn diagram.

It’s clear by this point that effective integration across these disciplines is both required and difficult. 

Data science is likely to make an impact on R&D when it’s perceived not as an exotic, novel capability, but rather when it becomes woven into the way medical researchers go about their daily work.   

This is how science progresses. In the 1980s, molecular biology was exotic, and clinician-scientists famously abandoned physiology to embrace it, as Brown and Goldstein classically described.  Today, molecular biology is a given, a standard part of the researcher’s toolbox, and the leaders of pharma R&D are all fluent with the standard tools and techniques.

I suspect data science today is where molecular biology was 40 years ago. It is now widely recognized as an incredibly powerful emerging tool, and many young physicians and medical scientists are eager to embrace it. 

Talent at intersection of medical research and data science is rare, and in high demand.  I think of people like Dr. Alvin Rajkomar, formerly of UCSF and now at Google; Dr. Krishna Yeshwant, at GV; Dr. Taha Kass-Hout, formerly of the FDA and now at Amazon; Dr. Andrew Trister, formerly at Apple, now leading the Innovative Technology Solutions team at the Gates Foundation; and Imran Haque, trained in computer science at Stanford and now at Recursion; among others. 

In what I suspect may be an early indication of where the puck is heading, Genentech recently announced what I believe is the first example of a “digitally native” researcher to lead a major pharma R&D group. The distinguished biotech drug discovery company recruited highly regarded computational biologist and systems biologist, Aviv Regev from the Broad Institute to run gRED (Genentech Research and Early Development). Her predecessor, Michael Varney, trained as an organic chemist. Varney’s predecessor in that high-powered, priority-setting role, Richard Scheller, was a molecular neurobiologist.  

To be sure, there are plenty of strong data scientists in pharma, but generally within data science-specific functions; at Genentech, Regev is responsible for all of early R&D. She isn’t being charged with running a science project, an innovation initiative, or some novel effort to link up disparate databases and see what happens. Her department must deliver actual drug candidates that move forward in development, and eventually become products that help patients.

Regev, known for her work in single-cell sequencing at high volumes, generating data that can be placed in a larger biological context, is the rare kind of individual who is equally comfortable at a computer science and molecular biology symposium. She inhabits several domains that seem critical for pharma’s future.

Digital natives like Regev remain extremely rare, though I suspect they will increasingly come to populate top pharma and medical research leadership roles – if data science is perceived to deliver on its promise (not a given). 

But “digital nativist” isn’t the only path to success. A second route is the “skilled orchestrator” – leaders who are knowledgeable, curious, and have a particular knack for effectively aligning health and tech talent against an objective. There’s a high degree of emotional intelligence that seems to be required, as well as an intuitive feel for both domains. A few role models spring to mind: Dr. Amy Abernethy (currently Deputy Commissioner of the FDA) and her leadership at Flatiron is one; Chris Gibson, the founder and CEO of Recursion seems like another.

Successful orchestration requires a common sense of mission; this is a much higher bar than most appreciate, requiring more than simply putting an engineer and a biologist in a room, say, or appending a data scientist onto a pharma product team. But a skilled orchestrator who can pull this off has the opportunity to leverage comparatively large pools of specialized tech and pharma talent, and doesn’t require all the competencies to reside in a single, remarkable person.

Whether through digital natives or skill orchestrators, it’s exciting to see pharma embrace the challenge of bringing data science to bear. The proof, however, will be in the pipeline.