Transcript Title to go here

Cells: The Building Blocks of Life
...and SAL Scientific!!!
Dr Steve Game & Dr Alasdair Robertson
Directors
SAL Scientific
SAL Scientific Ltd
Overview:
• Life science business based at University of Southampton
Science Park.
• Provide cell biology products and services to organisations
using mammalian cells in their drug discovery workflows.
• Winners of 2015 Test Valley Business Awards "New Business
of the Year" and 2013 USSP Catalyst Competition.
Growth Strategy:
• Initial offering comprising a range of cell biology contract
research services to generate early revenues.
• Use service revenues and other funding sources to develop
new high-value, high-margin cell biology products and
services.
Services
Custom generation of recombinant monoclonal cell lines
expressing a target of interest.
The development and optimisation of cell-based assays and
assay reagents across a range of imaging modalities &
instrument platforms
Provision of cells as bulk frozen preps
Cloning of high-expressing biopharmaceutical producer cell lines
Development and optimisation of defined cell culture media
Monoclonal antibody production.
Products
• InstiGRO, InstiTHAW &
InstiSHAKE.
• Commercially important cells
typically grown in sub-optimal
conditions (in the absence of
serum).
• Suffer from high attrition and
slow growth, particularly when
subjected to stress.
• Overcome by InstiGro,
InstiThaw, and InstiSHAKE.
Why Cells?
• Cells are the basic functional and structural unit of all
living organisms.
• Simple model to understand intracellular biochemistry
within a physiologically relevant context.
• Easy to maintain large quantities of cells in culture.
• Experimentally tractable (e.g. easy to manipulate gene
expression and treat with drugs).
• Well suited to high throughput approaches (can be
grown, manipulated and imaged in multi-well plates).
• Usually human in origin
However!
• Unlike cell cultures, tissues contain multiple cell types
working together
• Cell cultures are typically 2D, tissues are 3D
• Animal models still dominate pre-clinical tissue models in
drug discovery
• Cost of failure in clinical trials accounts for >80% of the
cost of a new drug
• Due to poor translation of pre-clinical data into humans.
• Driving rapid growth in the market for advanced cell
culture technologies.
Innovation for Growth
• Technology opportunity identified (Smart Biochip) to model
epithelial tissue responses in preclinical drug discovery.
• Will use reprogrammed human stem cells as a source of tissue.
• Delivers more physiologically relevant data than current
models.
• Initially focused on respiratory tissue.
• COPD and Asthma represent a key unmet need.
• Pharma Respiratory Pre-clinical R&D spend - $2.6 billion
• Develop in partnership with UoS & major pharma end-user.
• Awarded Innovate UK collaborative grant, to fund the
development programme.
Development Plan
• Initially high-value services, then high-value product range.
2016
2017
2018
Design and Development
2019
Productisation/Commercialisation
SMART/SME
Instrument?
IUK Collaborative R&D Grant
Stem Cell
Services
Smart Biochip
Services
Smart Biochip
Products
£
££
££££
Growth Roadmap
Time
Revenues
High-value
Proprietary
Services
Leading-edge
Cell Biology
Business
Cell Biology
Business
•Drug Discovery Services
•Cell Culture Reagents
•Drug Discovery Services
•Cell Culture Reagents
•Stem Cell Services
•Drug Discovery Services
•Cell Culture Reagents
•Stem Cell Services
•Smart Biochip Services
•Drug Discovery Services
•Cell Culture Reagents
•Stem Cell Services
•Smart Biochip Services
•Smart Biochip Products
High-value
Proprietary
Products and
Services
Thank You!
+44 (0)2381 290 272
www.salscientific.com
[email protected]
www.linkedin.com/company/sal-scientific-ltd-/
@salscientific
Interactive Listen and
Learn Session
wagamama
‘Innovation through People’
Andy Moat, People Director
purpose of the next 20 mins
1. to share with you wagamama’s story over the last 2 years
2. to highlight transferable learnings
3. to create some new customers!
16
who are wagamama?
8
Scotland
30
London
32
North
46
South
39
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opened our first
doors in london’s
bloomsbury in 1992
inspired by fastpaced, japanese
ramen bars and a
celebration of
asian food
a unique and
innovative dining



20+ years of
kaizen philosophy
food and consumer
focused
established leader
in the casual
dining market




Overseas restaurants
116 restaurants in
the UK
39 overseas
restaurants across
16 markets
serving c.15m
meals a year
and still growing
fast!!
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why is wagamama here?
because we are what we eat
at wagamama, we believe that eating is the most
important activity of our daily lives
what we eat shapes our physical health and
wellbeing. the way we eat animates our spirit
it is too easy to eat junk: artificial,
industrial foods that are the
philosophical opposite of real cooking
and leave us flat, exhausted and ill
positive eating sustains
body, mind and soul,
leaving us feeling
optimistic, energetic
and fully alive
wagamama makes
positive eating easy
what does wagamama believe?
our conviction
at wagamama, we believe that eating is the most
important activity of our daily lives
what we eat shapes our physical health and
wellbeing. the way we eat animates our spirit
our purpose
to spread positivity from bowl to soul and beyond
our values
fresh | playful | restless | free
23
what happened
19.0%
14.0%
9.0%
4.0%
-1.0%
24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
last 52 weeks
 continued (and accelerating) turnover growth
220
Turnover (£m)
2001
2002
2003
2004
04–15
turnover CAGR
2016E
2000
17.6%
2015
1999
164
2014
1998
145
2013
1997
129
2012
1996
115
2011
1995
110
2010
19
101
2009
14
89
2008
8
72
2007
5
58
2006
3
46
2005
2
11
33
2
5
25
1
1994
193
1993
like for like sales variance %
 like-for-like sales outperformance of the market for 72 consecutive weeks
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how did it happen? business examples
1. top team – ‘manager/leader’ makes the difference (+ resource)
2. clarity on mission and ‘customer need state’ – clear work “experience
seekers”
3. customer communication – eg placemats
4. people/operations investment (am investment, coaching, beliefs, growth
mindset), tools eg smart rota’s
5. kaizen philosophy – thinking small to hit big + a big organising idea (project
kaizen)
25
how did it happen? people examples
1. leadership shadow - invested in coaching
2. created a learning & development agenda
3. introduced greater honesty & challenge around performance
4. kaizen service – be you | be wagamama
5. challenged some unhelpful beliefs but celebrated the helpful ones
6. created a network of ‘centres of brilliance’ to train in consistency
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innovation examples - qkr
28
innovation examples – vidleo training
29
innovation examples – restaurant design
30
innovation examples – communication
31
summary – some personal learnings
1. challenge beliefs – fixed vs growth mind-sets
2. high support | high challenge – london Olympics learnings
3. you get what you inspect not what you expect
4. listen to the right people – your people and your customer
(george davies)
5. golden circle thinking – why, how, what – (smart rota’s)
6. a problem is just the absence of the right conversation (w
erhart)
7. sundown rule - Walmart
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Closing Session
Reflections on the
event and looking
forward.