Transcript From the Bench to Market

From the Bench to
Market
Bridging the Gaps for Early
Stage Development in a
Difficult Economy
Background

Joined PDL BioPharma in 2006 with 1100
employees, as it transitioned from being a
leading provider of antibody humanization
technology to a product-driven enterprise with
three commercial drugs on the market and a
strong pipeline of therapies in development.
• Within a year hedge fund investor prompted the sell off
of the commercial products

In 2008, the PDL BioPharma R&D programs were
spun out to form Facet Biotech Corporation with
approximately 200 employees
Navigating the Downturn at Facet:
Responding to Shareholder
Pressure

Narrowed our focus to a single therapeutic
area
• Evaluated additional early stage clinical
candidates to strengthen our existing pipeline



Evaluated our platform technology to
create business opportunities
Selective effort to reduce burn rate
Create sustainability via partnering our
pipeline programs with Big Pharma
Partnering to Create Sustainability



The biotech industry raised a record $55.8 billion
in 2009 despite hesitant stock and venture
capital markets, as drug-company partnerships
fed the cash-burning startups that develop new
therapies.
Represents a jump of 85 percent over the $30.1
billion recorded in 2008
2009 results driven by $37 billion in financial
partnerships through which large drug companies
license technologies or experimental remedies
from biotech startups
• Limit growth of the start up if forced to cede control over
most promising developments

Farm for Big Pharma
Source: http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2010/01/10/BUQ61BF0UT.DTL
Impact on IP Portfolio Management

Increased pressure to enter license
agreements with academic
institutions to bridge the gap for
reduced R&D effort in-house


IP ownership issues
Coordinating patent prosecution to protect
the candidate molecule
• Objectives of the institution and the company
may conflict with respect to claim scope

Use of research materials outside the scope
of the agreement
Impact on IP Portfolio Management

Collaboration agreements with Big
Pharma
• Working successfully in joint patent
committee setting
• Becoming the target

Assessing IP portfolio for strengths and
weakness in advance of due diligence