BioMed Partners. The rocky way from science to market. Dr. Karsten Fischer BioMedPartners AG. VPM Days Hannover

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1 The rocky way from science to market Dr. Karsten Fischer BioMedPartners AG VPM Days Hannover November 2013

2 Content I. Stage 1 II. Setbacks 6 III. Hope 12 IV. Solutions 17 V. Expertise 20 Page 1

3 The Challenge Research Development Marketing & Sales Page 2

4 Scientific excellence of the DACH region Science and Patents 39! The DACH area is one of the most productive regions with regard to application oriented science and resulting patents in biotechnology, medtech, and pharma Page 3

5 The Biotech Approach to Bridge the Gap Creativity Standardization Academia Seeking knowledge Idea driven Non-hierarchic No market orientation Idealistic decision making No Industry standards Biotechnology Focused on 1-2 core projects Lean organizations High flexibility Value generating step High motivation of founders Fast moving entities Pragmatic execution Pharma SOPs Tedious reporting structures Long decision processes High organizational complexity Geographic diversity Politics Lower creativity Bureaucratic mentality Non-incentivized scientists Funded by venture capital Page 4

6 So far a significant pipeline Pipeline! After the US, the DACH region has the most prominent clinical pipeline Translation in Switzerland is much higher compared to Germany Source: Roche Page 5

7 Content I. Stage 1 II. Setbacks 6 III. Hope 12 IV. Solutions 17 V. Expertise 20 Page 6

8 Drug development in Germany Drugs developed! 100 % attrition rate Drugs failures Scientific excellence and number of patents do not translate into success Source: Roche Page 7

9 The Funding Complexity a House of Cards? Layer Funding Institutional Investors Venture Capitalists/ Business Angels Biotechnology Companies Projects! The traditional funding pathway has reached its limits and is no longer functional! Small companies are vitally dependent on their lead products making efficient go/no-go decisions impossible Page 8

10 EXEMPLARY Biotech companies: functional complexity Setup Legal Bus.Dev. Marketing&Reimb Clinical Preclinical Production Challenges of building a fully fledged company Additional qualifications required Additional personnel to be recruited for low reputation company Low flexibility regarding qualification buildup and downsizing Start from academic nucleus Finance&Contolling Science Project management Executive management Value destruction through complexity and lack of expertise Page 9

11 Exit caveats Exit horizons! The IPO window in Europe is closed and the M&A market remains on a low level! Time to sale increased to an enormous 9 years Source: Roche Page 10

12 Drug development in Germany Financing of biotech innovation! Venture capital is dwindling worldwide Contribution of family offices has increased to ~3/4, but commitment has suffered significantly lately Source: Roche Page 11

13 Content I. Stage 1 II. Setbacks 6 III. Hope 12 IV. Solutions 17 V. Expertise 20 Page 12

14 Patent cliff Expiring Sales! The pharma patent cliff is not a temporary drop but marks a substantial innovation crisis Source: Roche Page 13

15 Range of novel structures being used by Pharma for early innovation access Innovation models $ $$$ Open Innovation model Network of collaborations Incubator to start companies Collaboration through institutes Investments in labs / facilities Investigators are invited to submit compounds and use Lilly resources Lilly retains no rights but gets to interact with scientists Network of Universities create a virtual research group New company formation with potential to partner later Non-profit research institute to attract collaborators under one umbrella Merck commits funding in exchange for a first rights to projects Large Multi- Million Centers for Therapeutic Innovation (CTI) Pharma has developed an array of models of which none seems to be really sound Source: Roche Page 14

16 resulting in a significant pipeline Development trends CARG: ~-4%! The productivity is shrinking but small entities are in favor Page 15

17 Reaction of pharma companies Pharma pipeline trends Acquired assets! More Earlier Better Source: Roche Page 16

18 Content I. Stage 1 II. Setbacks 6 III. Hope 12 IV. Solutions 17 V. Expertise 20 Page 17

19 Is the Biotech Project Management Approach an Alternative? In-house vs. external functions Key benefits External External PM Institutional Investor Marketing&Reim. Adv. Legal Project management Finance&Controlling Business Development CRO pccro CMO Science! Lean organization Full transparency Fast reaction time Efficient go/no-go decisions Professional execution in each step through external experts Clear cost structure per project Direct Investments Value creation through effective and efficient development Page 18

20 Recommendations Research Development Marketing & Sales Pharma Focus on core competencies in-house (later stage clinical development, marketing & sales etc.) Fund extramural innovative science early on a project basis Rethink corporate venture capital approach with industry (Biotech and Pharma) Biotech Focus on core strength: early clinical development Implement project management approaches VCs: rebuild confidence with investment community Academia Continuous funding of innovative and speculative research Enable early interaction with industry (Biotech and Pharma) Page 19

21 Content I. Stage 1 II. Setbacks 6 III. Hope 12 IV. Solutions 17 V. Expertise 20 Page 20

22 BioMed Partners Significant success with all three funds Dr. Gerhard Ries General Partner (63) Dr. Markus Hosang General Partner (62) Thomas Möller General Partner (44) Dr. Karsten Fischer Principal (40) Stefan Fäs CFO (37) McKinsey, Practice Expert InterPharmaLink, Partner Novartis, BD&L Manager Boehringer, Ciba Geigy, Harvard MS, MPI MPM Capital, Venture Partner Roche Genet.& Integr. Med., VP & CSO Roche, Board Global R&D, senior mgmt. positions in Pharma R&D NMT New Medical Technology, CFO PwC Business Advisory Services, Senior Manager West LB, Director Equity Capital Markets Sanofi-Aventis, Sales Force Exc. Mgr. McKinsey, Associate DVCG, Analyst Ernst & Young Audit & Advisory Services UBS Asset Management Helbling Corporate Finance, Manager BioMed Invest I BioMed Credit BioMed Invest II Private Equity Fund (established 2003) CHF 100 million 20 portfolio companies 6 exits already realized (2 IPO s; 4 Trade Sales) Mezzanine Fund (established 2006) CHF 50 million 9 portfolio companies (up to now) 4 exits already realized (1 Trade Sale; 3 Buy-outs) Private Equity Fund (established 2009) CHF 106 million 8 portfolio companies (up to now) 1 exit already realized (1 IPO) *Gross IRR, as of June 30, 2012 Page 21

23 BioMedPartners 37 investments in Life Sciences & Healthcare 10 successful exits already concluded IPOs Trade Sales Repayments Exits BioMed Invest I ONCALIS BioMed Invest II BioMed Credit Page 22

24 Dr. Karsten Fischer, Principal BioMedPartners AG Elisabethenstrasse 23, CH-4051 Basel, Switzerland Contact BioMedPartners AG Am Klopferspitz 19/IZB D Munich, Germany E: T: F: W: BioMedPartners AG Medical Valley Center Henkestrasse 91 D Erlangen, Germany

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