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  • All Tracks
  • The Great Hall
  • Aston Webb Reception
  • Elgar Concert Hall
  • G30
  • G31
1570798800 - 1570802400
The Great Hall
1570799700 - 1570801500
1570802400 - 1570805100
Elgar Concert Hall

Panel: The Collaboration Paradox

This panel will address the mechanics of a successful collaboration; the causes of problems and suggested solutions to maximise success.

Any entrepreneur with a vision may establish a new company, but it takes a collaboration with many people, both internally and externally, to ultimately deliver a successful business.

Within the Life Sciences sector, the sheer complexity of the ecosystem dictates the need for a wide range of multi-disciplinary skills, competencies, and experiences in which the whole is greater than the sum of the parts, and very few organisations can deliver this in isolation.

Typically, the average return on collaboration is four times the initial investment and this ROI results from cost avoidance, cost reductions, business optimisation, accelerated innovation, improved agility, and ultimately better business decisions.

Yet, things do not always go to plan. Joining different cultures can be challenging when philosophies differ and there are times when collaborations just don’t work out. You can lose some control, waste money and time so it’s critical to think through the scenario from all angles.  Simply put, collaboration isn’t always easy.

This panel explores the challenges of collaboration, not in a negative light, but in the spirit of appreciating some of the potential pitfalls in order to make interactions more positive for you in the future.

The panel will cover topics such as:
  • Who is the best partner for you? Big Pharma, another Biotech, CRO or advisory firm?
  • How does your organisation differentiate who is potentially the best-fit before an engagement?
  • Identifying what you want from the relationship, and ensuring collaborative roles are clearly defined
  • Protecting your interests – agreements and the legal angle
  • IP ownership – background and foreground IP considerations and who owns what. Do you have freedom to operate if you need to pivot?
  • What to do when things aren’t going as planned and how to exit the collaboration cleanly if appropriate
  • Establishing productive working practices and maintaining focus, assessing and reviewing progress with a clear delineation of responsibilities to avoid confusion, frustration and dysfunction
  • The importance of clear communication
  • The importance of authenticity, avoiding misrepresentation of skill sets
  • More doing and less talking – shifting the emphasis onto real-time problem solving with others
1570804200 - 1570807800

BioLearn Masterclass: Social Media for Beginners

This session will cover:
  • Why use social media and what are the driving forces behind it
  • Where and how to start using social media for business
  • The key features to create a successful social media strategy
  • How to set up and use key social media platforms including Facebook, LinkedIn and Twitter
  • What content to create for your business on social media  
1570804200 - 1570807800

'How To' Benefit from the Life Sciences Strategy - where next?

Our expert panel will facilitate a discussion around The Government's Life Sciences Industrial Strategy of 2017, identifying where improvements can be made, with the aim to advocate for a bottom-up, forward looking approach driven by a new generation of CEO’s and entrepreneurs, when the strategy is next re-visited.

The Life Sciences Industrial Strategy was significantly important in seeking to provide a long-term strategic roadmap for UK business. As we navigate the challenges of leaving the European Union, it is important we continue to make the domestic landscape as attractive as possible to drive investor confidence and energise inward investment.

Whilst some aspects of the strategy have been uniformly welcomed, such as the support for blue sky research and harnessing the use of data to benefit patients, there have been criticisms too.
The House of Lords Science and Technology Committee's report 'Life Sciences Industrial Strategy: Who's driving the bus? (26th April 2018)' raised serious concerns about the Government's commitment to delivering the strategy which has so far been "wholly inadequate" and recommends there should be sweeping simplification of its implementation arrangements.

The House also considered that in order to be truly successful the NHS must be a key constituent in the Life Science Sector Deal and be an active research partner, providing a market for the innovative treatments and diagnostics that the sector develops.

Join us and contribute your thoughts on the many challenges facing life sciences companies in making the objectives of the Industrial Strategy a reality, including:
  • How to deal with the shortage of talent especially STEM graduates
  • How to move the focus from Big Pharma to practical consideration that support SME’s, the future of the sector
  • What is the strategy for linking life science clusters all over the UK to create a national approach?
  • Does the national strategy provide enough practical support to SME’s to achieve their individual objectives?
1570805100 - 1570807800
1570805100 - 1570807800
Elgar Concert Hall

Panel: Clinical Trials - Getting it Right First-Time

Clinical research is one of the most expensive areas of drug development and bringing a drug to market can take up to 13 years and involve a huge amount of capital investment.

Setting up to do a first in man trial places many demands on a small company, particularly those companies where many of the personnel are scaling a steep learning curve.  Not only do you have to think about your preclinical work, source appropriate quality materials for your trial but also design the trial, identify appropriate partners and receive the necessary approval from the regulators.  There’s plenty of scope for wasting money and time – something you or your investors will be keen to avoid.

To keep costs low, maximise competitive advantage, and deliver life-saving therapies to patients as quickly as possible, the life Sciences industry must leverage novel management models, new technologies and creative study approaches to accelerate clinical trials.

Our expert panel will discuss these and other relevant issues pertaining to successful Clinical Trials Including:
  • Top tips for successful clinical development
  • Adapting your work practices to comply with GLP and getting ready for GCP
  • Sourcing clinical grade materials – when is GMP appropriate and identifying credible suppliers
  • Designing your trial to maximise your asset’s value
  • Selecting clinical development partners - boutique, multinational behemoth, therapeutically focused - or even no CRO at all, and how best to work with them
  • Difficulties in recruiting volunteers and enrolling them in a study
  • Contract and budget negotiations with investigative sites
  • Country selection and initiation, regulatory compliance, and standardising procedures – the pros and cons of conducting studies in in emerging markets
1570807800 - 1570809600
1570807800 - 1570813200
The Great Hall
1570808700 - 1570812300

'How To' Embrace the Brave New World of A.I. & Machine Learning

Artificial intelligence (A.I.) has already established a small but growing foothold in the life sciences industry, starting with drug discovery and development and now in emerging applications across the product life cycle. Opportunities extend across several data-rich processes generating the expectation that A.I. will bring a constant stream of disruptive changes to our sector.

A.I. represents an opportunity for life sciences companies to transform business at all levels — organisation structures, processes, and people. However, companies must have a plan for what they hope to get out of the technology. They need to establish tangible projects and identify a practical starting point to take advantage of the best and most immediate opportunities, to explore a future not yet imagined.

While most in the life sciences sector agree that A.I. is likely to reshape our industry in the longer-term, the technology is still relatively in its infancy despite some benefits starting to emerge. Pockets of early adopters are driving new approaches and seeking a competitive edge to accelerate innovation and patient outcomes, but as yet these are in the minority of firms. A.I. will not be a great disrupter due to its prevalence, but rather, how effectively firms employ A.I. will determine the biggest winners.

Our How-to session will bring together thought leaders in the sector to explore A.I. related trends, when to embrace them and how to prepare for the future, as well as:
  • Lack of talent – both A.I. developers and multi-disciplinary staff are in demand and short-supply. How can the sector attract and nurture the necessary skills?
  • Are Start-ups and tech companies more likely to take the lead in A.I. powered drug discovery the rate of progress in modern machine learning outpaces the rate of progress in the pharmaceutical sciences
  • Can we expect Big Pharma to accelerate acquisitions within the sector?
  • How can we holistically view the potential interactions between A.I., machine learning, natural language processing, deep learning, big data and predictive analytics?
  • Having an inherent knowledge of how A.I. to understand how to define practical objectives for the utilisation of the technology
  • Adopting disruptive technology in a highly regulated industry
  • Are sensors / data capture, Big Data handling and assisted interpretation the future of clinical / patient interactions?