strategic growth outlook for cello health · whilst this presentation has been prepared in good...
TRANSCRIPT
© CELLO HEALTH PLC
STRATEGIC GROWTH OUTLOOK FOR CELLO HEALTHApril 10th 2019
2© CELLO HEALTH PLC 2
DISCLAIMER
The information contained in this presentation document (the “presentation”, which term includes any information provided verbally in connection with this presentation document) does not constitute an offer or solicitation to hold, sell or invest in any security and should not be considered as investment advice or as a sufficient basis on which to make investment decisions. This presentation is being provided to you for information purposes only.
Whilst this presentation has been prepared in good faith, neither Cello Health Plc (the “Company”) nor any of its group undertakings nor any of their respective directors, members, advisers, representatives, officers, agent, consultants or employees: (i) makes, or is authorised to make any representation, warranty or undertaking, express or implied, with respect to the information and opinionscontained in it or accepts any responsibility or liability as to the accuracy, completeness or reasonableness of such information or opinions; or (ii) accepts any liability whatsoever for any loss howsoever arising, directly or indirectly, from use of or in connection with the information in this presentation.
The Company is under no obligation to provide any additional information or to update or revise the information in this presentation or to correct any inaccuracies which may become apparent. This presentation may include certain forward-looking statements, beliefs or opinions. There can be no assurance that any of the results and events contemplated by any forward-looking statements contained in the information can be achieved or will, in fact, occur. No representation is made or any assurance, undertaking or indemnity is given that any such forward looking statements are correct or that they can be achieved.
3© CELLO HEALTH PLC
WELCOME
Mark Scott
Chief Executive Officer
4© CELLO HEALTH PLC
INTRODUCTION TO CELLO HEALTH
Stephen Highley
Group Chief Operating Officer
5© CELLO HEALTH PLC 5
AGENDA
2.30pm – Welcome and Introduction to Cello Health
• Mark ScottChief Executive Officer
• Stephen Highley Chief Operating Officer
2.50pm – The Future & Cello Health Core Services
• Jon BircherChief Commercial Officer
• Jane ShirleyRegional Chief Executive Officer Europe
3.40pm – Future Growth & Strategic Outlook
• Julia RalstonRegional Chief Executive Officer USA
• Stephen Highley Chief Operating Officer
4.15pm – Q&A
4.30pm – Drinks
6© CELLO HEALTH PLC
PURPOSE OF THE DAY
7© CELLO HEALTH PLC 7
INTRODUCTION
The purpose of today is to outline:
• Our view of the future, particularly what this means for Cello Health
• Our ambition
• Our strategy
8© CELLO HEALTH PLC 8
CELLO HEALTH DIVISION - EXECUTIVE TEAM
Jane Shirley
Regional Chief ExecutiveEurope
Julia Ralston
Regional Chief Executive USA
Jon Bircher
Chief Commercial Officer
Mark Bentley
Chief Financial Officer
Stephen Highley
Chairman
9© CELLO HEALTH PLC
BRIEF OUTLINE
10© CELLO HEALTH PLC 10
WHO WE ARE
A global, healthcare focused advisory group, comprised of a distinct set of technical advisory and execution capabilities:
EXPERTS IN SCIENCE, INSIGHT, STRATEGY, COMMUNICATIONS DELIVERED AS A SPECIALIST CAPABILITY OR AS A FUSION OF EXPERTISE
STRATEGIC & SCIENTIFIC CONSULTING
SCIENTIFIC & CREATIVE COMMUNICATIONS
BUSINESS INSIGHTS & ANALYTICS
11© CELLO HEALTH PLC 11
WHY DO CLIENTS NEED US?
https://www.forbes.com/sites/baininsights/2018/03/05/the-secret-to-a-successful-drug-launch-infographic/#2df474f74346https://www.statnews.com/wp-content/uploads/2017/01/Lifetime_Trends_in_Biopharmaceutical_Innovation.pdf
https://academic.oup.com/biostatistics/advance-article/doi/10.1093/biostatistics/kxx069/4817524
10 – 12 YEARS TO LAUNCH
$3.6bn AVERAGE R&D SPEND PER NME SINCE 2007
FROM PHASE 1 ONLY
13.8% OF DRUGS MAKE IT TO APPROVAL
50% OF LAUNCHES OVER THE LAST EIGHT YEARS HAVE UNDERPERFOMED
SUCCESS DEPENDENT ON FIRST
12 -24 MONTHS POST LAUNCH
12© CELLO HEALTH PLC 12
THE PRIZE
Most successful drugs of all time in lifetime sales
Company
#1: Lipitor
Pfizer
High cholesterol
#2: Humira
AbbVie
Ankylosing spondylitis, arthritis, Crohn’s disease, plaque psoriasis, ulcerative colitis
#3: Advair
GlaxoSmithKline
Chronic obstructive pulmonary disease, asthma
https://www.nasdaq.com/article/biggest-blockbuster-drugs-of-all-time-cm900574GlobalData.com accessed on 26 Feb 2019
$150.1 billion
[1996-2017]
$116.1 billion
[2003-2017]
$95.7 billion
[1999-2017]
Treats
Lifetime sales
© CELLO HEALTH PLC 13
Maximise their likelihood
of success
14© CELLO HEALTH PLC 14
WHERE ARE WE ON OUR JOURNEY?
Drive a significant presence in the US
Increase weighting to early stage commercialisation
Alignment of Signal digital market capability to Health
Unified brand, unified professionalised organisation
15© CELLO HEALTH PLC 15
PRESENTATIONS
Jane Shirley
Core services, and what differentiates us
Julia Ralston
Our drivers and priority areas for growth
Jon Bircher
Why health, the future market place and
implications for Cello Health
Stephen Highley
Closing remarks
16© CELLO HEALTH PLC
THE FUTURE
Jon Bircher
Chief Commercial Officer
17© CELLO HEALTH PLC 17
CURE BLINDNESSMALARIA
ERADICATEDDIGITAL
PRESCRIPTIONTRIALS ON
CHIPS
THE FUTURE OF HEALTHCARE IS HERE
PHARMACY DRONES
18© CELLO HEALTH PLC 18
GLOBAL HEALTHCARE INDUSTRY IS A GREAT PLACE TO BE
Deloitte-g2017-health-care-outlook-infographichttps://www2.deloitte.com/content/dam/Deloitte/global/Images/infographics/lifesciences-healthcare/gx-lshc-hc-outlook-2019-infographic.pdf
~$10 trn
Global health care spend by 2022
= 10% GDP
7.5%
Percentage increase 2015-2020
2.5%
19© CELLO HEALTH PLC 19
PHARMA IS OUR CORE BUSINESS OPPORTUNITY AND CAPABILITY
$1.2 trnValue by 2024
+6.4% CAGR2018-24
20%Orphan drugs
~12%Oncology market growth
59Molecular entities and biologics FDA approved in 2018
3.1% CAGRForecasted R&D spend growth
http://info.evaluategroup.com/rs/607-YGS-364/images/WP2018.pdf
29.6% CAGRIn digital health
$11bnSpend on advisory services
20© CELLO HEALTH PLC 20
OUR CLIENTS NEED TO MAKE CONFIDENT CRITICAL DECISIONS
Drug life optimisation: the three life phasesEARLY MIDDLE LATE
Inve
stm
ent
of
sale
s
YearsDISCOVERY LAUNCH LOSS OF MARKET EXCLUSIVITY
Pre-Clin/Phase I Phase II Phase III Intro Growth Maturity Decline Generic Competition
CRITICAL DECISIONWhich indications in which sequence? CRITICAL DECISION
What evidence and outcomes to support access?
CRITICAL DECISIONHow to build the right organisation / plan for launch?
CRITICAL DECISIONHow to differentiate vs. growing competition?
CRITICAL DECISIONFollow on indications, assets and formulations?
21© CELLO HEALTH PLC 21
SO WHAT DOES THIS MEAN FOR OUR BUSINESS TODAY?
Expert Navigation
Through complexity, steer decisions and build solutions
Fresh Insights
Intelligence and data to address critical questions
Credible Perspective
Bring challenge and real-world experience
Thought Leadership
In areas of science, practice and therapeutics
Creatively Communicate
Connecting customers with cutting-edge science
Extra Capacity
Providing resources and skills or to fill capability gaps
Embedding
New process, ways of thinking and/or skills and capability
3
22© CELLO HEALTH PLC 22
BUT THE OPPORTUNITY GOES WELL BEYOND PHARMA
Biotech$500bn
30% of Biopharma
MedTech$800bn
5% growth
Digital Health$600bn
40% mHealth share
Health & Wellbeing$4.2trn
$575bn preventative care
http://info.evaluategroup.com/rs/607-YGS-364/images/WP2018.pdfhttps://globalwellnessinstitute.org/press-room/statistics-and-facts/https://www.gminsights.com/pressrelease/digital-health-market
https://pharmaphorum.com/news/digital-health-market-to-top-379bn-by-2024/https://www.wearable-technologies.com/2019/01/healthcare-wearables-market-to-reach-60-billion-by-2023-says-juniper-research/
23© CELLO HEALTH PLC 23
CRITICAL DECISION MAKING IS BECOMING MORE COMPLEX
Digital technology competitors disrupting the space
Targeted therapies focused on small patient populations
Digital sensors & digital health “around the pill”
AI and big data analytics impacting all stages of the development cycle
The mobilised, knowledgeable, quantified patient
Pricing pressure and drive towards innovative, evidenced
based, value outcomesImpact of the microbiome
24© CELLO HEALTH PLC
CORE SERVICES
Jane Shirley
Regional Chief Executive Officer
Europe
25© CELLO HEALTH PLC 25
CONFIDENCE, CREDIBILITY & CAPACITY: THE KEY REASONS CLIENTS NEED CELLO HEALTH
The Cello Health Knowledge Bank
500 STAFF 52GLOBAL MARKETS COVERED
+
Market Researchers, Master Practitioners, Digital Specialists, Innovation leads, Field and Compliance200
140
70+
60+
Communications Specialists, Scientists & Creatives including Client Service, Project Managers and Medical Writers
Consultants with a blend of industry experts and consulting specialists
PhDs and MDs providing a depth of understanding into cutting edge science
80RARE DISEASES COVERED IN 2018 8
MARKET SEGMENTATIONS IN 2018
26© CELLO HEALTH PLC 26
CELLO HEALTH SUPPORTS CLIENTS ACROSS THE FULL PRODUCT LIFECYCLE
Pre-Launch Launch Post-Launch Brand OptimisationPre-Clinical
Qualitative & Quantitative Research
TPP Optimisation
Landscaping & Unmet Needs Patient Journey
Customer & Market SegmentationPositioning & Message Development
Brand tracking
BD & Partnering Support
Asset & Indication PrioritisationForecasting & Valuation
Commercialisation StrategyFranchise & Brand Strategy
Scenario & Competitor PlanningLaunch Excellence
Analysis & Assessment
Data DisseminationStrategic Communication Planning
Stakeholder EngagementEducation & Outreach
Consumer EngagementPublic & Government Affairs
27© CELLO HEALTH PLC 27
Follow on work
OPPORTUNITIES FOR FURTHER WORK PROLIFERATE
Client moves to new
company
Follow on work
Initial / Ongoing Project
Cross sell
Expand into new team in
client base
Follow on work
Cross sell
Cross sell Cross sell
Expand into new team in
client base
Follow on work
Follow on work
Follow on work
Expand into new team in
client base
Follow on work Cross sell
Expand into new team in
client base
Expand into new team in
client base
Follow on work Cross sell
Expand into new team in
client base
Expand into new team in
client base
28© CELLO HEALTH PLC 28
THE CLIENT CHALLENGE: Developing commercial strategy and Phase 3 trials for important new asset in a specific TA. A rapidly changing market with several competitors also in development
CELLO HEALTH CONSULTING: APPLYING GAMING STRATEGY TO ENHANCE STRATEGIC PLANNING
OUR APPROACH
Developed perspectives of future market
Designed four plausible future market scenarios
Ran internal workshops to explore scenario implications
Ran competitor simulations to anticipate competitor strategy
Developed brand strategy
THE VALUED OUTCOME:
Robust global strategy accounting for multiple market and competitor scenarios, aligned across key functions
Informed Phase 3 Development Plan based on sound internal assumptions and competitor analysis
29© CELLO HEALTH PLC 29
CELLO HEALTH COMMUNICATIONS: TENURED AND INTEGRATED WORKFLOWS ACROSS CLIENT PORTFOLIOS
YEAR 1 YEAR 2 YEAR 3
Portfolio A Capabilities Pitch: Awarded Scientific Platform Development
Portfolio B: Awarded Scientific Communications AOR Portfolio B: Extends to
Health Economics & Outcomes support work
Portfolio A: Extends to Health Economics & Outcomes support work
Portfolio B: Continued expansion to include all portfolio assets
Portfolio A: Expansion to additional Scientific Communications programming support
Portfolio B:Digital solutions for Medical Affairs congress booth
Portfolio A: Continued expansion of activities across portfolio
Referral
FUTURE
30© CELLO HEALTH PLC 30
CELLO HEALTH INSIGHT: MAPPING THE PATIENT JOURNEY
As part of the submission for approval to launch, NICE requested our client provide real world evidence of impact of a specific allergy on patients throughout their “journey”
Parent co-discovery
Physician validation
Deep dive patient interviews
Social insights and analytics
Self-ethnographic mobile video capture
Mini-group discussions
Digital journey task
31© CELLO HEALTH PLC 31
THE CELLO HEALTH ASSET BANK
32© CELLO HEALTH PLC 32
HOW CELLO HEALTH STANDS OUT FOR OUR CLIENTS
ORGANISATIONAL BALANCE GIVES CLARITY OF PERSPECTIVE
EXCEPTIONAL CALIBRE OF TEAMS
GENUINLY ALIGNED AND NON-COMPETING STRUCTURE AND CULTURE
Complex challenges requiring expert
guidance and creative thinking
33© CELLO HEALTH PLC
FUTURE GROWTH
Julia Ralston
Regional Chief Executive Officer
USA
34© CELLO HEALTH PLC 34
DRIVERS OF GROWTH
PRODUCTS AND IP
LEVERAGING CAPABILITIES
GEOGRAPHY VALUE OF
CLIENT BASE
35© CELLO HEALTH PLC 35
EVOLVING PRIORITIES
Regulatory
Clinical / medical Reimbursement
Commercial
Valued advisory
Technical
High marginEarly stage
US expansion
Signal and Health
PRODUCTS AND IP
LEVERAGING CAPABILITIES
GEOGRAPHY
VALUE OF CLIENT BASE
36© CELLO HEALTH PLC 36
GEOGRAPHY
MA #2 VC investment $6.2bn16% US drugs in pipeline
> 2,000 candidates
#2 NIH grants
US COAST TO COAST
0
200
400
600
800
1000
1200
Preclin P2/3 Filed
‘Early’MA candidates by stage
Bio Medtech
‘Tech’ in CA companies
G L O B A L
UNITED STATES EUROPE
California Boston Berlin
CA #1 VC investment $7.6bn#1 Digital health VC funding
3,418 companies
#1 NIH grants
Close to client
For CA: California Life Sciences Industry Report 2019 http://info.califesciences.org/2019report
For MA: 2018 MassBio Industry Snapshot www.massbio.org/why-massachusetts/industrysnapshot
37© CELLO HEALTH PLC 37
CAPABILITY
Growth within capability
Centers of excellence across: Oncology
Rare diseases, gene therapy
Medtech
Forecasting
38© CELLO HEALTH PLC 38
CLIENT BASE
Integrated, matrix BD team structure
Integrated work teams
Reward & recognition
Top 25
Yes No
Depth of Top 25
Combined Single
Breadth across client base
Large Other
US Base
US ROW
39© CELLO HEALTH PLC 39
INNOVATION: IP AND PRODUCT
40© CELLO HEALTH PLC 40
SUMMARY
41© CELLO HEALTH PLC
SUMMARY
Stephen Highley
Group Chief Operating Officer
42© CELLO HEALTH PLC 42
KEY FUNDAMENTALS
Our foundation for growth is strong because:
Business is based on strong client interdependency
Mission critical projects, senior decision makers, deep dive technical expertise
We have a strong ‘unified’ Cello Health Brand
All future acquisitions will inherit and help build our presence in the market
We have a well integrated ‘unified’ organisation
Golden thread from PLC to operating board and executional teams
We have a high calibre, tenured team
Supported by succession plans, continued organisationdevelopment
We have a clear ‘unified’ purpose and ambition
Culture, values and aspirations
43© CELLO HEALTH PLC 43
AMBITION
The go-to-team of thought leaders and thought formers at the cutting edge of science and technology, navigating clients to confident critical decisions
Partner of choice to ‘support mission critical commercial decisions and implementation programs’ fundamental to brand success
Best known for early commercialisation
Working at the forefront of where science and technology is going
© CELLO HEALTH PLC www.cellohealthplc.com
Q&A
© CELLO HEALTH PLC www.cellohealthplc.com
CONTACT US:
Cello Health plc
Queens House
8-9 Queen Street
London
EC4N 1SP
MARK SCOTT, Chief [email protected]
+44 (0)20 7812 8462
MARK BENTLEY, Group Finance [email protected]
+44 (0)20 7812 8463
Thank You.
STEPHEN HIGHLEY, Group Chief Operating [email protected]
+44 (0)20 7812 8463