Supporting Innovative Biotechs to Bring Cell and Gene Therapies to Market

Kineticos takes an immersive stance with their biotech engagements and investments, working closely in a collaborative effort with key leadership roles in the companies they support. By advising emerging organizations on all phases of the life cycle and helping them succeed through commercialization and beyond, Kineticos and their clients benefit from a return on their investments through equity growth while contributing to improved patient outcomes. With their ultimate goal to play an impactful role in developing cures for cancer and rare diseases, the company leverages its highly experienced and knowledgeable staff to partner with those organizations most likely to positively impact patient health. Philip Gialenios, President and Chief Operating Officer of Kineticos Life Sciences, met with Pharma’s Almanac Editor in Chief David Alvaro to explain how the company is helping to advance novel therapies by having its consulting advisors work directly with companies and offering potential support through its investment activities to identify, establish, and execute effective growth strategies.

David Alvaro (DA): Can you introduce us to Kineticos Life Sciences and your mission?

Philip Gialenios (PG): Kineticos Life Sciences is a management consulting company helping companies develop and implement growth strategies. We work with biotechs that are trying to bring assets to market, whether that means developing a portfolio strategy that includes asset prioritization planning, finding investors to help them fund clinical trials, identifying potential opportunities for out-licensing and partnerships for co-developing those assets, or eventually helping them with commercialization activities.

We also spend a lot of time supporting service providers to those biotechs, including contract research organizations (CROs), contract development and manufacturing organizations (CDMOs), and the analytical labs that help to bring therapeutic assets through clinical development into commercialization. This part of the business is the legacy of the firm, but it’s also the background of most of our senior executives.

The last group we work with is investors, mostly private equity, who are looking at companies they might purchase or researching market areas they might move into. We help them with market opportunity assessments and diligence work.

Kineticos over the years has also invested in different companies and different technologies. This began when some companies were looking for strategy assistance but couldn’t afford Kineticos’ services. We took payment in the form of equity  and helped these companies grow as well. Over the past 2 ½ years, Kineticos has made over 10 investments, and those companies have worked closely with our consulting team, which has helped them develop and get their assets both through the regulatory phase and many through  to commercial success. The key to our investments has always been our active involvement in the companies we are supporting as consultants and advisors working with their CEOs, boards, and board members.

DA: What is unique or differentiating about the perspective Kineticos brings to advising your clients ?

PG: Kineticos has not only internal senior leadership with extensive experience in the biopharma industry but also a broad group of operating executives that are independent consultants. We can reach out and leverage their long-term experience for any type of project, whether it is focused on cell and gene therapies for oncology, which are two of our centers of excellence, or projects impacting neurodegenerative or rare diseases.  We are able to pull the right team together that brings relevant experience to the table.

With the benefit of our investment activities, we  have an ongoing dialogue with companies trying to move forward and take the next step, and we are going on that journey with them. In 2021, we have worked on close to two dozen projects, and 60–65% of those projects were related to the cell and gene therapy field. So we are not only able to access historic industry experience and the expertise of a large array of people, we also have amassed day-to-day experience living in the cell and gene therapy environment.

At Kineticos, we are able to speak to customers about selecting the right indication and understanding the best strategy for getting their asset developed and commercialized. We are familiar with the challenges around manufacturing capacity and how we can help CDMOs looking to explore cell and gene therapy manufacturing, because there is an opportunity to fill a real capacity gap. At Kineticos, we bring the experience of living in that environment, because we are tackling the very same issues on a day-to-day basis within the companies we are involved in. We have some of the greatest people in this area that can provide expert guidance on cell and gene therapy development and help our customers establish effective strategies.

The difference at Kineticos is that we have the opportunity to work with and invest in promising cell and gene therapy companies early on and help build and grow them and assist them in getting their products or services to market. Having both the ability to invest and a consulting firm within the same company means we can really help these companies grow by supporting them across the entire spectrum –– from developing effective regulatory and commercialization strategies to raising money and assisting them in running their companies successfully. We can help make sure that these companies are structured in a way that positions them to create products and services with a high likelihood of approval and thus ultimately to help patients in serious need. That’s what it comes down to: there are so many patients with so many needs. Kineticos can help cell and gene therapy companies progress to a point where their therapies can have real and measurable impacts on those patients’ lives.

DA: Can you expand on how you view the current state of the cell and gene therapy field and its attraction for Kineticos?

PG: Cell and gene therapies have been defined as game-changing and growing technology waves that could  define the next hugely successful therapeutic sector within the pharmaceutical industry, if things are managed correctly, or they could come to a crashing halt if they aren’t. As a result, it is an extremely exciting field to be involved in, but also one that is very challenging. Only seven products have been approved in this space to date.

There are, however, more than 1,200 candidates in  preclinical and clinical stages of development, and that number is growing every day. The FDA expects that by 2025 –– which is not that far away –– 10 to 20 cell and gene therapies will be approved each year. How does that happen? How do they get manufactured? How do they get staged? What are the logistics? How do we get these therapeutics to the patients?

With cell and gene therapies, these are potential treatments that don’t just manage chronic disease long-term and extend life in the face of debilitating issues, but take patients from being incapacitated to having the ability to lead long, fulfilling lives. It is exciting to be part of the life sciences ecosystem bringing these medicines to the market, but they don’t get there by chance. There has to be strategic planning and clear and well-defined processes to accomplish these goals.

Through both the consulting side of the business and potential investments in companies, we are helping to bring these treatments forward. The ultimate goal of our Founder and Chairman of the Board Shailesh Maingi is to be part of curing some type of cancer. He wants to look back knowing that Kineticos had a footprint in the sand that led to curing cancer.

Shailesh Maingi is also the Founder and CEO of Inceptor Bio, a cell and gene therapy company targeting difficult-to-treat cancers, which has given us a more encompassing awareness of what is going on in this ecosystem and what we can bring to bear for those that we are helping through our investment activities and by having our advisors work directly with companies to establish effective growth strategies. We have created our own ecosystem under Kineticos that allows us to have a broader — but also deeper — understanding of what these companies are doing and how we can help them be successful.

DA: Given the challenges with manufacturing capacity, cold-chain storage, and so on, what are some of the best strategies and approaches that smaller cell and gene therapy companies can take to ensure access to all the support they will need throughout all phases of development and commercialization?

PG: I think that capacity is one thing, but technologies that can accelerate the entire drug development and manufacturing process are just as important. For  cell and gene therapies, the current process is manual or semi-automated. The yields are very low –– about 30%, which, for a small molecule drug, would lead to a decision to preclude development completely. There are a lot of manufacturing technologies still to be identified that will increase efficiency and productivity, increase yields and thereby lower capacity demand, and reduce development timelines. Solutions will also be developed to address supply chain issues and the ability to transport products at very low temperatures.

At Kineticos, we are constantly talking to people with really good ideas. The challenge is to support their development and then help them to commercialize in a way that will lead to regulatory approval. It isn’t just capacity and throughput; you have to start with  the drug development phase and consider the regulatory approval process. All of these aspects need to be considered and addressed when building technologies that will reduce time to market.

Underlying all of these challenges and questions is the need for enough experts that can identify and address these challenges and ultimately deliver sustainable answers. There is a real scarcity of expertise in cell and gene therapy development and manufacturing. A company may decide to fund and build an internal manufacturing facility to ensure capacity and process control, but they need to find people with the right expertise. Smaller companies are challenged to find CDMOs they can trust and that have the right expertise and capabilities.

Scalability is going to be the biggest challenge. It’s great that we’re figuring out how to deliver personalized medicine for individual patients supported by companion diagnostics, but these subsets of patients are small groups. How do you come up with cost-efficient, high-yield processes in manufacturing so you can get more from each run and get the treatments back into more of the right patients? How do we move away from autologous to allogeneic therapies that don’t require HLA matching? How do we move from delivering only blood-based cancer treatments to cell therapies that can effectively tackle the multitude of solid tumor cancers?

The cost of existing cell and gene therapies continues to rise, which is a real concern that will need to be addressed. Everybody wants patients to benefit from these novel treatments, but how should they be paid for, especially if there is no absolute guarantee they are curative? CAR-T cell therapies can cost $370,000 per injection, and the gene therapy Zolgensma, which is curative for spinal muscular atrophy, comes in at more than $2 million. This is a rare disease with a small patient population, and the cost may be justified and balanced against the annual costs for long-term care with untreated patients, but the insurers don’t really know how to manage this yet.

If these treatments are ultimately curative, elimination of long-term management costs will be very beneficial to the overall healthcare cost structure. But it is still the early days for cell and gene therapeutics, and, in the meantime, we need to be creative in how we cover the costs of these products. We work with companies on a regular basis regarding their pricing strategies, thinking ahead about reimbursement and the potential level of physician adoption of their therapies. The last piece is critical, because, without physician acceptance, these therapies do not end up treating patients, and the whole point of this exercise is lost and voided.

DA: How do companies developing cell and gene therapies strategize to consider the added risk due to the questions around manufacturing, cost, reimbursement, and so on?

PG: The drug development process for a cell therapy or a gene therapy is totally different than a small molecule or even a monoclonal antibody. For many of the targeted indications, no treatment yet exists. There is a lot of pressure on regulatory agencies from patient advocacy groups to accelerate the development and approval processes, because patients will die without these therapies. Clinical studies often start off with phase I/II trials that look at both safety and efficacy and, if the results are positive, the phase III (or pivotal) studies and BLA filings and launch can be accelerated. Rather than seven plus years, it can take just three or four to get a product approved. That acceleration helps with risk management, because companies learn pretty quickly whether their products work.

It is also worth mentioning that a study by McKinsey in 2018 found that the success rate for cell and gene therapies is 11%, compared with about 8% for small molecules and monoclonal antibodies. Of course, there are much larger data sets for small molecules and mAbs than for cell and gene products, but, if that trend continues, that should translate into many more product approvals.  

DA: How has that higher success rate impacted investment in the cell and gene therapy space?

PG: One of the downsides of that high success rate is that the cell and gene therapy field has become very crowded. The biggest issue many small biotechs face is getting attention from investors and getting the right investors to fund their projects all the way from IND to commercial launch. There is a lot of money moving into the market, but there are also a lot of biotechs with promising candidates vying for that money.

The question for those biotechs becomes how to differentiate themselves. How do they demonstrate that they have the right platform and the right asset to move forward and actually be successful? We know this because companies are asking Kineticos these questions and looking for us to help them stand out and be recognized in a crowded space.

In 2020, venture capital funds alone — excluding private equity — invested $24 billion in biotechs. In 2021, just within the first six months, VCs invested $21 billion — almost double what was invested the entire previous year. Not all of that money went into cell and gene therapies, of course. There are so many biotechs developing many types of therapeutics, as well as diagnostics. And then there are service companies: manufacturers, laboratories, clinical research companies, logistics firms. There are countless companies across the development cycle looking for funding. Kineticos helps many of these companies build and promote strategies that ultimately attract critical investment dollars.

Focusing on some of the most dynamic areas of life sciences, specifically oncology and cell & gene therapy, Kineticos Life Sciences has built an incredible team of consultants, industry leaders and operating experts who bring tremendous experience to the close collaborations they build with their clients. Companies they work with benefit from having these people as a seamless extension of their organization. Kineticos arguably has the strongest network of SMEs and KOLs in both oncology and the relatively small universe of cell & gene therapy pioneers.

Originally published on PharmasAlmanac.com on December 1, 2021.

Investing with a Focus on Medical Devices and Digital Health

For entrepreneurs developing medical devices and digital health technologies, Medevice is much more than an investment firm. Founded by successful entrepreneurs, the company serves as a business development partner, providing advice and access to international networks, as well as financial resources.

An Atypical Investment Fund

The investment fund Medevice was founded in 2011 by successful entrepreneurs from the healthcare sector to help French entrepreneurs to develop medical devices and digital health products.

At Medevice, we respect entrepreneurship because we understand the unique challenges associated with creating and developing companies in this space first-hand. Beyond simply providing financial resources, we work with management teams as an active, everyday partner, bringing our expertise and forging close mentoring relationships. We understand that each entrepreneur has an unique set of talents, and our strategy is to build around those talents to create a winning team.

A Unique Background

The Medevice team is made of a unique blend of entrepreneurs, tech transfer specialists, and senior managers from large pharmaceutical and medtech companies. We have a track record of launching successful companies from start-up phase, to raising both dilutive and non-dilutive money and designing, industrializing, and implementing successful go-to-market strategies for innovative products. We also have strong experience in corporate development and M&A, both from the acquirer and seller position, giving a unique perspective and support to our portfolio companies in their strategic partnerships. 

Focus on Two Growing Markets

The medical device and digital health markets are expected to experience strong growth for the foreseeable future. The global medical device market is expected to reach a value of $432.6 billion by 2025, growing at a CAGR of 4.1% from 2020 to 2025, according to global market research firm Luceintel.1 The market includes surgical and infection control devices, general medical devices, cardiovascular devices, orthopedic devices, home healthcare devices, and other devices. 

Important trends include the increasing use of artificial intelligence (AI)-optimized medical devices, the growing acceptance of wearable medical devices, the expanding use of miniaturized devices, and the greater adoption of 3D-printing. We are also seeing projects related to guided interventional surgery and radiology and the use of AI in diagnostic applications.

The value of the global digital health market was estimated to be $106 billion in 2019 and is predicted to expand at a CAGR of 28.5% through 2026, reaching upward of $639.4 billion.2 The COVID-19 pandemic has accelerated the adoption of e-health solutions and created increased demand for novel digital health technologies. The growing use of smartphones around the world, advancing healthcare IT infrastructure, and modernization of healthcare systems are important enablers of growth. The health analytics and digital health systems segments are projected to experience strong growth.

Choosing the Right Target Firms

Medevice works with early-stage medical device and digital health start-ups that need seed funding (€500,000 to €2 million) that are located in, or near, France but have an international focus. Their solutions should be innovative and differentiated from currently available products and provide improvements for patients — either directly or indirectly by benefiting physicians, surgeons, or other healthcare providers. The products must be economically viable; healthcare systems must be willing to pay a price for them that will afford some level of profitability for the company. 

The leadership team must comprise true entrepreneurs who can drive projects forward while also being open to new ideas. They need to understand their strengths and weakness and be willing to build on the former and compensate for the latter. They must be agile and able to adjust rapidly to change, because the medtech and e-health fields are evolving at a breakneck pace. 

To partner with Medevice, company management teams must be willing to receive advice as well as share their experiences. There must also be a cultural fit between the management team and our team at Medevice. Growing a new business is a multi-year adventure; our teams must mesh well so a symbiotic partnership can be formed, lest the relationship won’t work.

Building Around Investment

One additional important differentiator for Medevice is our commitment to building around our investment fund. As our portfolio companies develop strategies and have experiences — both successful and otherwise — that information is shared across the group to everyone’s benefit. We provide the companies we invest in connections to our global network of industry and business key opinion leaders, including surgeons and doctors in different specialties who are helpful in evaluating new ideas; finance and innovation organizations; lawyers and auditors; third-party service providers; distributors to help launch new products; and large biopharma and other life science companies for developing long-term relationships. By granting our partners access to these specialists, we can ensure that all of the companies we invest in have the best resources available. 

Investment Strategy Based on Partnering

Indeed, to transform innovation projects in fast-growing companies, it is necessary to have daily support. Medevice is looking to work with start-up medical device and digital health firms that realize they need help and want more than financial support from an investment partner. Each member of the Medevice team is responsible for assisting with different aspects of a company’s activities, such as finance, structuring of partnerships, and commercial development. We believe close relationships enable collaboration. Problems are anticipated before they arise, allowing the proactive development of solutions. As a result, key functions are accessed at the appropriate times, enabling the development of the company without the need to hire full-time resources before reaching critical size.

When our portfolio companies require large investments, Medevice also helps them find the right partner to take them to the next level. In some cases, with work together with the new partner, while other times we exit the company.

Current Portfolio

We have worked with 10 companies to date, investing a total of €10 million. Since our founding, we have exited two of these investments, and currently work with eight firms. We have helped to create 250 jobs over the last 9 years. Our current portfolio includes entrepreneurial companies developing medical devices for diagnostics and drug delivery applications, producing chemicals via environmentally friendly fermentation processes, and offering web platforms for data tracking and telemedicine.

Preparing for Future Growth

Presently, Medevice is launching a further fund targeting €20 million. Our intention is to keep the number of companies we invest in within the range of 10 to 12. That will enable the entire Medevice team to continue working closely with each of our partners. In addition, with this larger fund, we will be able to invest more money in each firm and finance our portfolio companies for a longer period of time. 

References

  1. The medical device market is expected to reach an estimated $432.6 billion by 2025, and it is forecast to grow at a CAGR of 4.1% from 2020 to 2025. Report Linker, 31 Dec. 2019. Web. 
  2. Digital Health Market Size By Technology [Tele-healthcare {Telecare (Activity Monitoring, Remote Medication Management), Telehealth (LTC Monitoring, Video Consultation)}, mHealth {Wearables (BP Monitors, Glucose Meter, Pulse Oximeter, Sleep Apnea Monitors, Neurological Monitors), Apps (Medical, Fitness)}, Health Analytics, Digital Health System (EHR, e-prescribing System)], By Component [Hardware, Software, Services], Industry Analysis Report, Regional Outlook, Application Potential, Price Trends, Competitive Market Share & Forecast, 2020 – 2026. Rep. Global Market Insights, Jun. 2020. Web. 

Originally published on PharmasAlmanac.com on September 29, 2020.

Life Science Industrials Are Key to the Growth of the Biopharma Industry

Life science industrials (LSIs) — tools, technologies, and services used to develop and produce lifesaving therapeutics — have contributed significantly to advances in biopharmaceutical manufacturing. Going forward, they will be critical to solving the production challenges facing developers of therapies based on novel and advanced modalities. Dynamk Capital, uniquely focused on LSIs, is helping many startups bring their innovative technologies to the market.

 Dynamic Growth in the Life Science Industrials Market

LSIs include everything from production equipment, such as single-use technologies, to cell lines and cell culture media, to artificial intelligence (AI) and machine learning (ML) algorithms — indeed, anything that facilitates drug discovery, process development, and commercial-scale manufacturing. As such, innovations provided by LSI firms enable biopharmaceutical companies to bring new drugs to market and to optimize existing processes to reduce cost of goods (COGs).

Not surprisingly, the growth experienced in the biopharmaceutical industry in recent years in response to the aging of the worldwide population and the general increase in global wealth, combined with the introduction of new modalities and most recently the COVID-19 pandemic, has resulted in dramatic growth in the LSI sector.

In particular, the potential for growth of new disease modalities, such as targeted antibody-based drugs, cell and gene therapies, mRNA vaccines and therapeutics, and others, is creating significant demand for LSI solutions. For instance, there is a growing need for off-the-shelf mRNA service providers, innovative manufacturing solutions to effectively industrialize gene therapies, solutions for intensified and continuous processing, new protein expression systems, induced pluripotent stem cells as raw materials for many types of cell therapies, and AI and ML solutions to accelerate drug development and increase the probability of success.

Investment in the LSI sector is largely focused on startups, which are typically the original source of most of the innovative tools and technologies leveraged by the biopharma industry. Indeed, the largest LSI companies — Danaher, Sartorius, and Thermo Fisher Scientific — grew to their current positions largely via acquisition. Today’s investors, however, include not only private companies with strategic interests but also venture capitalists and private equity funds looking for shorter-term exits.

It is also noteworthy that, while most startups int the LSI sector originated in the United States, with a few coming from Europe, that is changing. A growing number of LSI startups with interesting new technologies are arising from Asia, particularly China and South Korea.

Offering Innovative Solutions to Increase Efficiency and Reduce Costs

An important driver of LSI development is the significant need to improve the efficiency of biopharmaceutical manufacturing. Compared with other industries, pharmaceutical processes are highly inefficient, with only limited use of automation and advanced algorithms. There is potential for dynamic growth of the LIS sector as biopharma manufacturers seek innovative technologies that can reduce drug development failures while also minimizing development times and maximizing manufacturing productivity.

Every biopharma company continuously looks for ways to increase efficiency. Although the cost of medicines accounts for only a small portion of overall healthcare costs, drug prices are high and result in limited access in many parts of the world. The challenges in achieving global equity with COVID-19 vaccines illustrate one such example.

Poor yields and product recoveries must be overcome if viral vector production is to be sufficiently cost-effective to enable the production of gene therapies that treat hundreds of thousands of patients rather than a few hundred or fewer. For adoptive cell therapies, problems with storage and shipment must be solved. Downstream purification solutions are needed for more efficient processing of crude, high-titer antibody and protein harvests. Alternative expression systems may be another approach. Additionally, solutions leveraging AI and ML may allow drug developers to select candidates with the highest likelihood of success and thus avoid costly late-stage failures, which could have dramatic effects on timelines and costs.

Characterized by Resilience

LSI companies tend to be more resilient than biopharmaceutical firms, because drug development is fundamentally driven by a binary outcome — either the drug candidate is safe and effective and gets approval or it fails. Such uncertainty and risk structures are not in play for LSIs. LSI companies make money by selling millions of copies of their new technologies, focusing on supplying products during drug discovery, process development, and early-phase clinical testing. If a drug candidate produced using their technology advances to late-stage development and commercial production, that is an added bonus.

Resilience in the LSI sector is also attributable to the fact that these companies typically face less competition than exists in the biopharmaceutical development and manufacturing space, which face competition from both branded and biosimilar developers on a continual basis. All of those competing players require the tools, technologies, and services offered by LSI suppliers. The constant introduction of new modalities also creates an ongoing demand for innovative, enabling solutions.

Some Growing Market Pressures

The biopharmaceutical industry continues to experience growth. The drivers that have existed for the past decade remain, and new modalities and platforms continue to be introduced. It is unlikely that this sector will experience recession like other industries might, but costs are rising, and there are short-term headwinds that must be weathered.

First, the COVID-19 pandemic — and more recently the war in Ukraine — have impacted supply chains, leading to extended delivery times for many products. They have also exacerbated global tendencies toward nationalism and protectionism. Many countries wish to be self-sufficient with respect to pharmaceutical manufacturing, which directly impacts production strategies for LSI companies. Another significant headwind is the current shortage of skilled personnel, which is a critical issue worldwide.

Single-use (SU) equipment presents yet another challenge. Supply shortages existed before the Russian invasion of Ukraine, although most producers were already expanding capacity. The skyrocketing price of oil and its limited availability as a result of the conflict in Ukraine is further compounding the problem. SU assemblies typically comprise 15–20 components, and even if just one component is unavailable, the product cannot be supplied. With access to SU solutions becoming increasingly difficult, some biopharma manufacturers may be seeking reusable technologies — not traditional stainless-steel, but something new — that could be leveraged if SU equipment is unavailable.

All of these issues must be addressed quickly, because the situation will never return to the way it was before the pandemic. The future will be quite different. Biopharma companies must get global supply chain management under control, significantly reduce COGs despite facing rising raw material costs, reduce the time to market by measurably increasing clinical-phase efficiencies, manage the macro political environment with respect to nationalism and protectionism by developing solutions for different geographical markets, and find ways to benefit from Big Data and AI/ML by eliminating data silos, enabling data sharing across platforms, and leveraging patient/real-world data.

Owing to these needs within the biopharmaceutical sector — despite the current adjustment period that the industry in undergoing — the demand for LSI products will remain strong. As a result, the LSI market will continue to outperform the biotech sector, and investor confidence remains high with respect to long-term performance.

Room for Consolidation

Often, LSI startups are companies that are formed by experts in the biopharmaceutical industry that have found a solution to overcome daily challenges or problems and recognize the potential of the technology to benefit other manufacturers. Some startups originate from academia, but the solutions they bring to the market must still address a critical practical problem. Successful LSI suppliers offer technologies or services with value propositions that can be readily evaluated by biopharma manufacturers with respect to their impact on margins.

Given that most innovative LSI technologies are brought to the market by startup companies, there is room for consolidation in the sector. Much of this consolidation will initially be achieved by PE firms that build LSI portfolios, support their growth, and then exit through merger and acquisition (M&A) deals or initial public offerings (IPOs). LSI companies benefit from this approach, because they gain access to global sales forces and other resources that they would be challenged to finance on their own.

LSI companies must also be aware of changing dynamics with respect to funding. There is a race for money by startups of all kinds in the life science sector, and LSI firms should expect things to be more difficult than in the past. Cash flow management is essential; an additional financing round may not be an easy way to generate more funds.

The Only LSI-Focused Fund

Dynamk Capital is uniquely focused on LSIs and the support of technical founders in this underserved market. We have an extensive network that enables effective sourcing, partnering, and scaling, as well as access to talent and the ability to facilitate M&A deals. Examples of Dynamk Capital’s 12 current portfolio companies include Lucid Scientific, RoosterBio, Envisagenics, Vectron Biosolutions, Virica, and Vernal Biosciences.

To attract the attention of investors like Dynamk Capital, LSI developers must have a new solution that addresses existing problems in the biopharmaceutical industry. That could be an advanced technology for use in early drug discovery that improves therapeutic success rates or solutions for streamlined AI and data management. It could also be a means for industrializing manufacturing processes earlier in the clinical pipeline or an approach for enabling local production.

Originally published on PharmasAlmanac.com on August 4, 2022