Pharmaceutical Executive Europe - October 2008 - (Page 18)

Executive recruitment A system whereby pharma could access the full panoply of expertise with the high-level skills it needs on an ‘as and when needed’ basis — that is, at the level it needs, when it needs it — would be a logical solution. This would ideally be delivered through an integrated approach with the necessary layers of competencies, training and quality oversight assured coupled to a flexibility of access, rather than by using random combinations of freelancers, interims and CROs where team working has to be built from scratch each time. There are many advantages of this approach for companies. The key benefits are: ● The skills they need can be available without the full overheads of permanent staff. ● New ventures can be tested and staffed at known cost and then closed quickly if necessary. ● Expertise is accessed and paid for by hour, day or week. ● Backup consultants are on hand to cover illness, annual leave and so on. ● The layered approach means extra competencies: functional and operational capabilities can be accessed very quickly by individual consultants working on client projects (using people they are familiar with work-wise) or by the clients themselves. ● All consultants continue to be trained and kept up to date with all the latest developments/thinking in their field. ● Senior R&D and regulatory affairs staff who volunteer for redundancy, or who are made redundant, have an alternative to ‘going it alone’ where they can sign up as consultants and gain immediate infrastructure support, advice and additional capacity to bolster their own. ● Emerging biotechs can be helped as there is no need to build their own in-house pharma medical, project leadership or regulatory affairs teams. Expertise in drug evolution is vital to ensure an end-point is reached in as rapid, secure, cost-effective and safe a manner as possible. This expertise is expensive to hold in-house and difficult to access or integrate from external sources. The model for providing this on an as-needed basis is already available on a regional — and shortly a global —basis. Other variants will surely follow as the pharma industry adapts to changing conditions. Figure 2 Registrations versus investment. 60 50 Spend and number 40 30 20 10 0 95 96 97 98 00 01 02 03 04 19 99 20 05 19 19 19 19 20 20 20 20 20 20 06 Years R&D Spend ($ Billion) Drugs licensed Figure 3 Requirements for pharmaceutical physicians across drug development phases. 5 4 3 FTEs 2 1 0 Preclinical Phase I Phase II Phase IIa Phase IIb Peri-Reg Post-Reg Pharmacology specialist Junior TA specialist Senior TA specialist Local affiliate physician 19 Meet unmet needs Natalie Douglas on named patient programmes 22 Pharma in Turkey Interviews with the country’s leading executives 37 Last words Who said what in pharma’s last four weeks 3 News The monthly round-up of European stories

Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - October 2008

Pharmaceutical Executive Europe - October 2008 Contents News and Analysis Calendar BioFutures Strategy Fundamentals Executive Recruitment: Small Company, Big Career Executive Recruitment: Instant Pharma Named Patient Programmes Executive Review: Turkey

Pharmaceutical Executive Europe - October 2008

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