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Previous NSEP Event


Accelerating Profitability and Growth


Thursday 2nd November 2006, Four Seasons Hotel, London



Event timing

The event starts at 6.30pm (Registration from 6.00pm). The short talks and panel discussions last approximately 1 ¼ hours and will be followed by cocktails and canapés - the ideal networking opportunity.

About the event

For Pharmaceutical and Biotechnology companies, standing still is not an option - shareholders expect growth. However, fast growth often hits the bottom line badly. Conversely, the standard way to increase profitability is to tighten one's belt, which can have a disastrous effect on growth. But do the different objectives necessarily have to be in conflict or they can both be realised simultaneously?

There are three main ways to grow: organically, through strategic alliances or by acquisition. The growth rate is different for each method, as is the profitability. Obviously, profits are necessary for survival in the long run but often the strategy is very much focussed on growth in the short term.

Allied with the problems of deciding on the best growth/profitability strategy is how to keep investors/shareholders on board. This includes not only identifying their expectations but managing them by having a distinct and open plan for expansion/profitability and persuading them that you are right.

In particular, the following issues will be addressed:

  1. How to determine the rate at which to grow
  2. How much is growth controlled by external factors (licensing authorities, the world economy etc.) and how much can be planned for?
  3. Balancing immediate calls to increase profitability with the need for long-term, sustainable growth
  4. Short term growth v long term growth and the effects on profits
  5. How much of the company can be successfully outsourced in order to allow room for growth?
  6. Achieving meaningful, long-term growth through effective management and planning
  7. Does cost cutting necessarily prevent growth?
  8. Identifying the optimum size to reap economies of scale
  9. Controlling growth in order to increase profitability
  10. How fund managers and other investors measure the value created by an alliance/acquisition
  11. Obtaining funding for expansion for a low profit organisation.
  12. Recognising restrictions to growth and how to overcome them
  13. How the shareholder/investor sees profitability and growth and whether this affects short and long term planning
  14. Identifying when to use mergers and acquisitions as a value enhancement and as a growth tool and when to avoid them


Networking evening

 One of the main reasons to attend this event is the opportunity to meet other key players within the industry, whether they be CEOs, Finance Directors, other key Directors, Consultants, Lawyers etc.

The cocktail party immediately following the event (it is almost worth coming for the famous Four Seasons canapés themselves!) is the ideal place to discuss matters in a less formal environment, whether this discussion is directly related to the event topic or not.
 

Who will attend?

Expected breakdown of job titles

 

Expected breakdown by audience sector







Outstanding speaker panel


Iain Ross - Chairman   SR Pharma + others

Iain Ross is a Biochemistry graduate from London University, and is an experienced business entrepreneur with more than 25 years experience in the pharmaceutical and biotechnology sector. Between 1980-1995 he held senior commercial positions with companies in the UK and internationally including Sandoz AG, Fisons plc, Hoffmann-La Roche AG and Celltech Group Plc where he was a main board director from 1991-1995 and responsible for building the Celltech Biologics Division, which was sold to Lonza in 1996.

His track record includes multiple financing transactions having raised more than £150m, both publicly and privately, as well as extensive experience of divestments and strategic restructurings and more than 15 years in cross-border management as a Chairman and CEO. He has been involved in 3 Initial Public Offerings, has direct experience of mergers and acquisitions both in the UK and USA and in particular, on behalf of small companies has engineered a number of transactions with big pharma and biotech companies.

From 1995 to 2000 he was CEO of Quadrant Healthcare plc, a drug delivery company, which he took public in 1998, then later merged with Andaris Ltd before selling the combined entity to Elan Corporation in 2000. In 2001/2002 as Chairman and CEO he was responsible for the operational and financial turnaround of Allergy Therapeutics Ltd.

Since 2002 Mr Ross has undertaken and input to a number of turnarounds and start-ups as a board member on behalf of banks and private equity groups. Currently he is Chairman of SR Pharma plc and Biomer Technology Ltd and a Non-Executive Director of Eden Biopharma Group Ltd., Phadia AB and Powerstax Ltd. Mr Ross continues to consult for a number of international private equity groups including Apax Partners; Permira and PPM Capital and also is a Chartered Director of the UK Institute of Directors and a Trustee of the Breast Cancer Haven.



Gordon Coutts - Vice President and General Manager UK and Ireland   Schering Plough

Prior to this appointment at Schering Plough, Dr. Coutts was Managing Director, Belgium and Luxembourg, for the Eli Lilly Company. He had a distinguished career with Lilly, having spent 15 years in the United Kingdom, the United States and Japan. Dr. Coutts holds a Medical degree from the University of London, St. Thomas Hospital Medical School. He also attended Harvard Business School's Program for Management Development.



Keiran Murphy - Chief Executive Officer   Innovata

Kieran Murphy, aged 42, joined ML Laboratories as Chief Executive in March 2005 with over 15 years' experience within the life sciences sector. He was previously Chief Executive of Adprotech Limited, a privately-owned UK biotech company which was acquired by Inflazyme Pharmaceuticals, Inc. in 2004. Prior to Adprotech he was Chief Executive Officer of Novartis Animal Vaccines where he led a merger and acquisitions strategy to build a food animal vaccines business. He was previously Chief Executive of Vericore Holdings Limited which he restructured and sold to Novartis AG in 2000. Before Vericore, he spent six years at Mallinckrodt where he held a variety of senior management positions and latterly served as Managing Director for the UK and Ireland businesses. He started his career in the sector working in sales and marketing positions at Janssen UK.



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