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Keynote Speaker “Dr. Sam” To Prescribe More Collaboration as Part of the Cure for US Heathcare Ailments at ASAP’s BioPharma Conference

Posted By Cynthia B. Hanson, Tuesday, August 30, 2016
Updated: Saturday, August 27, 2016

He’s a respected medical officer as well as a major mover and shaker in the area of healthcare reform. To those who know him personally, however, Dr. Sam Nussbaum is the wise and approachable “Dr. Sam.” The distinguished healthcare policy expert will be up on the podium at ASAP’s 2016 BioPharma Conference diagnosing woes and handing out prescriptions in relation to the changing political and healthcare scene in his talk “Healing the U.S. Health Care System: Collaboration is Essential” Wednesday, Sept. 7 at the conference “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed” at the Revere Hotel, Boston Common, Boston.

 

As a strategic consultant at EGB Advisors, Inc., the consulting arm for Epstein, Becker & Green, he advises healthcare, life science companies, physicians, hospitals, and provider organizations. He also served as the former executive vice president, clinical health policy, and chief medical officer at Anthem Health from 2000 to 2016, where he was acted as the key spokesperson and policy advocate and oversaw clinical strategy and corporate medical and pharmacy policy. He was responsible for HealthCore, Anthem's clinical outcomes research subsidiary, and helped create the model for the Food and Drug Administration’s Safety Sentinel System. Recognized by Modern Healthcare as one of the "50 Most Influential Physician Executives in Healthcare," he received the 2004 Physician Executive Award of Excellence from the American College of Physician Executives.

"Sam is the ‘advisor to healthcare advisors,’” says Brooke Paige, staff vice president, strategic initiatives at HealthCore, Inc. “He is sure to bring a dynamic energy and unique perspective to the ASAP Biopharma Conference. Sam is a true clinician, always keeping the patient in mind. As we talk about how our healthcare landscape may change in response to the upcoming presidential election, “Dr. Sam” can advise what potential election outcomes could mean for each segment of the industry."

 

Nussbaum is known for his exceptional role in creating collaborative solutions between Anthem, HealthCore, hospital systems, the FDA, and public agencies. He is well-versed in the value of partnering to solve systemic problems at the highest of levels, having helped design and promote patient-centered medical homes and assessed their impact on the quality and cost effectiveness of care. Under his leadership, HealthCore has built partnerships with federal agencies and academic institutions to advance drug safety, comparative effectiveness, and outcomes research.

“Dr. Nussbaum is uniquely qualified to discuss collaborative approaches and help attendees define ecosystem problems specific to their business while envisioning strategic partnering options to best address an alliance challenge,” says ASAP CEO Mike Leonetti, CSAP, of the choice. “We know as partnership professionals, that the US healthcare system will never be fixed without a collaborative approachit's just too complex not to bring the payors, providers, industry, and government participants together.  In addition, Nussbaum is a policy guru with strong healthcare policy experience and can help attendees prepare for a range of potential scenarios stemming from evolving healthcare policy impacted by the presidential elections.”

 

While serving at chief medical officer at WellPoint, he was accountable for $100 billion in healthcare expendituresfrom clinical pharmacy programs to care and disease management. The HealthCore subsidiary built partnerships during that time to further outcomes research, drug safety, and comparative effectiveness with large federal agencies, such as the Centers for Disease Control and FDA, as well as academic institutions.

 

He received his medical degree from Mount Sinai School of Medicine, and trained in internal medicine at Stanford University Medical Center and Massachusetts General Hospital. He also trained in endocrinology and metabolism at Harvard Medical School and Massachusetts General Hospital. He currently serves on the Board of Directors of the OASIS Institute, NEHI, BioCrossroads (an Indiana-based public-private collaboration that advances and invests in the life sciences), and America's Agenda. He is a member of the Scientific Advisory Board of Medidata, a publicly traded clinical technology company serving life sciences clients, and the Healthcare Advisory Board of KPMG. He serves as Chair of the Centers for Education & Research on Therapeutics (CERTs) Steering Committee (a cooperative agreement between AHRQ and the FDA), is a member the HHS Health Care Payment Learning and Action Network (LAN) Guiding Committee, and participates in Institute of Medicine activities, including serving on the Roundtable on Value & Science-Driven Health Care.

 

For more information about the 2016 ASAP BioPharma Conference and keynote speaker Sam Nussbaum, go to http://www.asapweb.org/biopharma/.

Tags:  Anthem Health  ASAP BioPharma Conference  collaborative solutions  Dr. Sam Nussbaum  EGB Advisors  FDA  healthcare  HealthCore  hospital systems  Inc.  life science companies  partnerships  public agencies  WellPoint 

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Maximizing the Alliance Management and C-Suite Relationship Through the Eyes of Biopharma Conference Plenary Speaker Stéphane Thiroloix

Posted By Cynthia B. Hanson, Monday, August 1, 2016
Updated: Sunday, July 31, 2016

Stéphane Thiroloix describes himself as a “reasonable generalist,” having been involved with partnering in multiple waysfrom business development, general management, marketing, and sales to R&D and legal affairs. The CEO at Mayoly Spindler, an emerging family-owned, independent French company with a focus on gastroenterology and dermocosmetics, will present a plenary talk on The View from the C-Suite: Partnering and Alliances Today and Tomorrow,” Thursday morning, Sept. 8, during the 2016 ASAP BioPharma Conference. This year’s conference, “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed,” will be held Sept. 7-9 at the Revere Hotel in Boston. Mayoly Spindler’s revenue originates half in France and half abroad through activities in over 50 countries, mostly via local partnerships. The company’s portfolio strategy is based almost exclusively on partnering. Thiroloix provided this preview of his topic on how alliance management functions can best be viewed and leveraged by company senior leadership.

What are some of the challenges when coordinating the alliance management and C-Suite relationships?
The first challenge is simply understanding the role of alliance management. When you have skilled and proactive alliance managers, it does not take long for the C-Suite to appreciate their work and turn to them constantly. Another challenge is keeping the alliance manager in play at all times, even when a partner is tempted to take a more direct CEO-to-CEO route. While that’s a perfectly legitimate move, it’s then the CEO's responsibility to keep the alliance manager in play, even if it’s transiently unofficial. One interesting challenge is accepting contradictions from the alliance manager as they stand for partner interests. It’s easy to state and posture that the alliance manager is our partner's ambassador in our ExCom [executive committee], but when they make the partner's case in a difficult decision, we may feel a little strain as we remind ourselves that we hired them to do so and should pay attention.

Among your proposed discussion topics is the importance of establishing an alliance management function and its value to the senior executive team. Why has this become increasingly important in the new ecosystem?
The pharma model has become tremendously fragmented. When I started my professional life, large pharma companies were the norm, and they were fully integrated—from fundamental research to sales. Partnerships were the exception rather than the norm, and we relied mostly on our internal dynamics to succeed. Today, not only is there a constellation of small, ultra-specialized players, but even the large pharma players outsource vast quantities of strategic activities, including entire components of their R&D, most of their manufacturing, and frequently their commercial activity. As a result, the way we work today is intrinsically alliance-based. Additionally, it’s not about whether you're big or small. If you are a big, dominant player, there is high risk that you will be overpowering in your partnerships. Partners used to accept this because partnering with big pharma was the grail. That’s no longer the case, so big players need alliance management to maintain a healthy balance in their dealings with smaller players who have a variety of other doors to knock on. If you are a small player, you must be agile, humble, and alliance-focused in order to quickly build a strong partnering track record.

Describe some effective strategies partnering professionals can use to support the C-Suite?
A straight answer may be a little simplistic. The company (and its C-Suite), its partners and the alliance manager themselves, have a specific profile and style that may call for different approaches. The C-Suite requires a difficult balance between boring them with systematic activity reporting and appearing to withhold knowledge that provides an edge—which is unbearable to the C-Suite. What I've seen work well is to use the pace of partnership governance: at ExCom meetings before key alliance governance moments, provide relevant updates and gather C-Suite insight. That way you will not be covering all topics all the time. Make sure you share partner milestones to provide the C-Suite with opportunities to react in a constructive manner. If a partner cleared an FDA hurdle or raised capital, some C-Suite members may want to send a congratulatory note—but if you don’t point it out, they might miss the occasion. The best way to work the C-Suite is unquestionably to work more with their teams than with them. Similarly, make sure the C-Suite's personal assistants know where to find alliance reports, and develop flexibility and opportunities for them to connect with bosses whenever they need to deal with the alliance. Be ready to explain the same things again and again. And never, ever surprise them.

Tags:  alliance management  alliances  C-Suite  ecosystem  FDA  governance  Mayoly Spindler  partners  partnership  Stéphane Thiroloix 

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