My Profile   |   Print Page   |   Contact Us   |   Sign In   |   Register
ASAP Blog
Blog Home All Blogs
Search all posts for:   

 

View all (358) posts »
 

The C-Suite Takes Front Seat in Lively Panel Discussion at ASAP BioPharma Conference (Part 2)

Posted By Cynthia B. Hanson, Wednesday, October 31, 2018

This article continues ASAP Media’s coverage of the panel discussion “Speak My Language: How to Have a High Impact Conversation with the C-suite,” which took place September 25 at the 2018 ASAP BioPharma Conference in Boston. After introducing the panel members (see Part 1 of this blog post for background information on the panelists), Christine Carberry, CSAP, chief operating officer at Keryx Biopharmaceuticals, prompted the panel members to answer the following: “Let’s dig into where things tend to go awry. How do alliance professionals demonstrate their value to the organization? The second half of my question is, what are some of the pitfalls? Where do alliances get in trouble, and how can an alliance manager avoid those pitfalls?”

Samantha Singer, chief operating officer at the Broad Institute: Alliance managers demonstrate their value in their ability to escalate appropriately and bring issues to senior management. We don’t always understand where relationships are going to stumble when we go around the corner. Where I’ve seen situations fall down is when alliance managers think they need to solve problems first; coming to the senior executive when there’s something wrong without ideas for how to solve it. Also, treat the relationship as a relationship. Make sure the transactional doesn’t get in the way of the relationship for you and the entire team. The last point is: Keep the conversations honest. When people are collaborating together, someone usually wants to impress someone else or know more. But we all know, on projects, that is not how you get things done: Tackle problems, and be creative. And make sure that honest dialog really happens.

James C. Mullen, chairman of the board of directors at Editas Medicine, Inc.: Understand whoever is running around the C-suite, they only know so much. You need to decide what they need to know. The tendency is to over-communicate. I’ve received 40-page project reports that I never read. I only care about the problems. Focus on escalating the exceptions. That’s what I need to know about. The best way to get my attention is: Don’t try to tell me everything as if I am on the same level as you are. If you dump those 40 pages in my in-box, they never get read. Escalate it, and escalate it quickly. If there is an issue, highlight it and tell me what the implication of this issue is. I want to hear ideas on how to solve the problem. Finally, I want to know if you need help from me to work on a problem. Those are my four steps. The last thing is: You need to know the details of the contract. And if the realities of the partnership are drifting to someplace else, you need to address that contractually. If they drift too far, then you are in a no-mans land of who-was-supposed-to-do-what.

Alex Waldron, chief commercial officer at Pear Therapeutics: I am empathetic in one area: You are the people who need to implement the contract that has just been written. You’ve got to translate the three million pages into what it means for the company and get that going forward. The quickest way to do this is to create as much transparency as you possibly can with the partners out there. Alliances are like marriages: When you get married, you are star struck. It’s a wonderful idea that is almost never accurate. As both companies grow, the priorities will change over time: Your job is to remind everyone of that. Don’t use the “E” wordEscalate. Try to understand the alliance manager on the other side of the table, and create as much transparency as you can, even if it means saying “I understand why you are saying ‘no’ to me, but I must insist based on this contract….”  Managing the contract is absolutely critical. To ensure the success of the contract is essential to avoid pitfalls.

See recent and forthcoming editions of eSAM Plus and Strategic Alliance Magazine and revisit the ASAP Blog at www.strategic-alliances.org for continuing, comprehensive ASAP Media team coverage of the 2018 ASAP BioPharma Conference. 

Tags:  Alex Waldron  alliance managers  Broad Institute  Christine Carberry  collaborations  c-suite  Editas Medicine  James C. Mullen  Keryx Biopharmaceuticals  partnerships  Pear Therapeutics  Samantha Singer 

Share |
Permalink | Comments (0)
 
For more information email us at info@strategic-alliances.org or call +1-781-562-1630