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From the Bench to Market

From the Bench to Market. Bridging the Gaps for Early Stage Development in a Difficult Economy. Background.

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From the Bench to Market

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  1. From the Bench to Market Bridging the Gaps for Early Stage Development in a Difficult Economy

  2. Background • Joined PDL BioPharma in 2006 with 1100 employees, as it transitioned from being a leading provider of antibody humanization technology to a product-driven enterprise with three commercial drugs on the market and a strong pipeline of therapies in development. • Within a year hedge fund investor prompted the sell off of the commercial products • In 2008, the PDL BioPharma R&D programs were spun out to form Facet Biotech Corporation with approximately 200 employees

  3. Navigating the Downturn at Facet:Responding to Shareholder Pressure • Narrowed our focus to a single therapeutic area • Evaluated additional early stage clinical candidates to strengthen our existing pipeline • Evaluated our platform technology to create business opportunities • Selective effort to reduce burn rate • Create sustainability via partnering our pipeline programs with Big Pharma

  4. Partnering to Create Sustainability • The biotech industry raised a record $55.8 billion in 2009 despite hesitant stock and venture capital markets, as drug-company partnerships fed the cash-burning startups that develop new therapies. • Represents a jump of 85 percent over the $30.1 billion recorded in 2008 • 2009 results driven by $37 billion in financial partnerships through which large drug companies license technologies or experimental remedies from biotech startups • Limit growth of the start up if forced to cede control over most promising developments • Farm for Big Pharma Source: http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2010/01/10/BUQ61BF0UT.DTL

  5. Impact on IP Portfolio Management • Increased pressure to enter license agreements with academic institutions to bridge the gap for reduced R&D effort in-house • IP ownership issues • Coordinating patent prosecution to protect the candidate molecule • Objectives of the institution and the company may conflict with respect to claim scope • Use of research materials outside the scope of the agreement

  6. Impact on IP Portfolio Management • Collaboration agreements with Big Pharma • Working successfully in joint patent committee setting • Becoming the target • Assessing IP portfolio for strengths and weakness in advance of due diligence

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