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LSL LIFESCIENCELEADER.COM APRIL 2014 8 A A COMMON MENTORING MISTAKE IS WHEN THE MENTOR BECOMES MORE DIRECTIVE RATHER THAN FACILITATING IN THE MENTEE'S DEVELOPMENT. A mentor's impact can be accomplished by listening carefully to the situation the mentee is facing and then sharing relevant life experiences, providing anecdotes, and simply asking a lot of questions. For mentees, a common mistake is to not follow through, e.g., be a no-show for meetings, not complete actions, or not get back to the mentor with information. A mentor values a mentee's follow-through because it demonstrates dedication and desire to succeed. This means learning something from your mentor, trying it out as soon as possible, and reporting back to your mentor about what happened, what worked, what you still need to learn, etc. LAURIE COOKE Laurie Cooke, BS, RPh, PGDip, CAE, is the CEO of the Healthcare Businesswomen's Association (HBA). EDITORIAL ADVISORY BOARD EAB ASK THE BOARD Have a response to our experts' answers? Send us an email to atb@lifescienceconnect.com . JOHN BALDONI Chair, Leadership Development Practice, N2growth RAFIK BISHARA, PH.D. Chair, Pharmaceutical Cold Chain Interest Group, PDA G. STEVEN BURRILL CEO & Founder, Burrill & Company WILLIAM F. CIAMBRONE EVP, Technical Operations, Shire RON COHEN, M.D. President & CEO Acorda Therapeutics, Inc. LAURIE COOKE CEO, Healthcare Businesswomen's Association (HBA) ALAN EISENBERG Executive VP, Emerging Companies & Bus. Dev., Biotechnology Industry Organization (BIO) BARRY EISENSTEIN, M.D. Senior VP, Scientif c Affairs Cubist Pharmaceuticals HEATHER ERICKSON President & CEO Life Sciences Foundation JEFFREY EVANS, PH.D. Life Science Entrepreneur TIM FREEMAN Director of Operations at Freeman Technology & Past Chair of the Process Analytical Technology Focus Group of AAPS RON GUIDO President, Lifecare Services, LLC LAURA HALES, PH.D. Founder, The Isis Group FRED HASSAN Chairman of the Board Bausch + Lomb JOHN HUBBARD, PH.D. Senior VP & Worldwide Head of Development Operations, Pf zer MAIK JORNITZ Founder, BioProcess Resources, LLC Immediate Past Chair, PDA MITCHELL KATZ, PH.D. Exec. Dir. of Medical Research Operations, Purdue Pharma, L.P. MARY ROSE KELLER Former VP Clinical Operations, Sangart NORMAN KLEIN Principal, Core Results TIMOTHY KRUPA President, TSK Clinical Development JOHN LAMATTINA, PH.D. Senior Partner, PureTech Ventures LYNN JOHNSON LANGER, PH.D. Director, Enterprise & Regulatory Affairs Program Center for Biotechnology Educa- tion, Johns Hopkins University CRAIG LIPSET Head of Clinical Innovation, Worldwide Research & Development, Pf zer GREG MACMICHAEL, PH.D. Global Head of Biologics Process R&D; Novartis JEROLD MARTIN Chairman Bio-Process Systems Alliance (BPSA) KENNETH I. MOCH President & CEO, Chimerix, Inc. BERNARD MUNOS Founder, InnoThink Center for Research in Biomedical Innovation MIKE MYATT Leadership Adviser, N2growth CAROL NACY, PH.D. CEO, Sequella, Inc. SESHA NEERVANNAN, PH.D. VP Pharmaceutical Development Allergan KEVIN O'DONNELL Senior Partner, Exelsius Cold Chain Mgt. Consultancy U.S., Chair, Int. Air Transport Assoc. Time & Temp. Task Force JOHN ORLOFF, M.D. Head of Global Clinical Development Merck Serono MARK PYKETT, PH.D. President & CEO Navidea Biopharmaceuticals JOHN REYNDERS, PH.D. Chief Information Off cer Moderna Therapeutics JAMES ROBINSON VP, Vaccine & Biologics Technical Operations, Merck MARK SNYDER, PH.D. Former Associate Director, Purif cation Process Development Bayer HealthCare LESLIE WILLIAMS Founder, President, & CEO ImmusanT Q Q Q In large pharma companies, which organization typically makes decisions about brand protection investments? A THERE ARE MANY ORGANIZATIONS THAT HAVE PRIMARY BRAND PROTECTION (BP) RESPONSIBILITY or share it cross-functionally. The BP discipline is still new and maturing. Originating out of the legal/corporate security ranks, where incidents were addressed tactically, BP professionals tend to now focus on preventive measures. Supply chain leaders are logical decision makers of BP programs. The supply chain functions have the best perspective from which to evaluate supply risks, and BP solutions are often included in the cost-of-goods-sold. Brand managers should be accountable as well, especially investing in BP during the pre-launch phases of drug development, but ongoing brand management is usually decentralized regionally. Ideally, brand protection should reside as a separate, enterprisewide function. RON GUIDO Ron Guido is the president of Lifecare Services, LLC, a management consulting f rm specializing in healthcare marketing, brand protection, and strategic planning. A FOCUS ON YOUR OPERATION'S VALUE DRIVERS. Beyond cost, other drivers such as f exibility and risk should also be considered. For f rms that have suff cient scale to dedicate capacity to single products, more traditional approaches may be more appropriate. Where f exibility is of greater importance, a risk/benef t analysis may lead a f rm to pursue single-use. The technologies are usually positioned as signif cantly more economical, but this may not be the case. For instance, there are limitations of scale that should be considered when demand forecasts have signif cant upside. Capital investment is often less, but operating cost savings may be partially offset by the cost of the consumables. Similarly, cleaning validation savings are reduced by some additional leachables and extractables costs. So, the number of products and the attendant multiproduct risks will drive the risk/benef t outcomes. WILLIAM F. CIAMBRONE Bill Ciambrone is currently the executive VP of global technical operations at Shire, where he led a $470M capital expansion that included a $200M manufacturing facility centered around single-use cell culture technology. What advice do you have for executives seeking to incorporate single-use manufacturing technologies into their operations? What is a common mentoring mistake and how can it be avoided? 0 4 1 4 _ E A B . i n d d 1 0414_EAB.indd 1 3 / 2 1 / 2 0 1 4 1 1 : 0 7 : 4 0 A M 3/21/2014 11:07:40 AM