Posts Tagged ‘Human Resources’

Scientists are People Too: Life Science Employers are Putting the “Human” Back in HR

Wednesday, November 7th, 2012

I recently had the privilege of attending The BioScience Network’s latest event: “Journey to the Top: How a Biotech Becomes a Top Employer” where senior leaders representing small, mid-sized, and large biopharma firms that have been recognized as “Best Places to Work” gave an insider’s perspective and the steps their organizations took to achieve key milestones and success. The panel included:

  • Sharon Cload, Ph.D., Vice President, Adnexus Therapeutics
  • Lisa Kelly Croswell, Vice President, Human Resources, Vertex Pharmaceuticals
  • Mark Leuchtenberger, CEO, Rib-X Pharmaceuticals
  • Alex Constan, Vice President, Toxicology and DMPK, Infinity Pharmaceuticals

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Learning about Commercial Launch – Putting Academics to Practice

Monday, October 15th, 2012
During summer 2012, I had the pleasure to participate in Maxiom Group’s summer internship program as a Summer Associate. Joining Maxiom Group with a background in Bioengineering and Engineering Entrepreneurship, I determined that Maxiom Group would provide me with the perfect environment to draw on both my technical acumen and business expertise. My assessment turned out to be quite correct.
Industry Interaction
I was immediately able to see how my biomedical knowledge applies to real world applications in the life sciences industry.  For example, the Maxiom Group onboarding process included an in-depth review of the pharmaceutical drug development process, regulatory process, and commercial market.  Also, as part of the company’s newly initiated case study program, selected Maxiom Group team members showcased past client cases within their particular industry specialty. These case studies were designed to not only familiarize new personnel with Maxiom Group’s consulting practice methodologies, but to advance strategic thinking on tough, real-world business problems.
Evolving Methodologies in Commercial Launch
I joined Maxiom Group’s Commercial Launch team to create a best practice methodology that would broaden and standardize Maxiom Group’s knowledge base for the commercial launch services. Leveraging Maxiom Group’s database of historical commercial launch engagements, I was tasked to build a project management tool that captured all of the potential tasks that a pharmaceutical company may need to complete in order to transform from a research and development organization to a commercial entity.
I distilled all of this information into a custom-built, reusable project management tool that can be used with a client to prepare for a US and or EU launch. This tool will now enable Maxiom Group to better serve their clients by presenting them with a complete commercial launch toolkit that consists of a detailed general commercial launch plan that can be tailored to meet their requirements and then rolled up to a high level dashboard tool that can assist in the management of launch implementation. This tool will allow Maxiom Group and clients to easily capture, update and manage all launch initiatives at any stage of commercial launch planning.
Client Facing Projects
Maxiom Group focuses on being a strategic partner to clients that are at the forefront of medical innovation. I had the opportunity to experience this first-hand by participating regularly in onsite client meetings related to commercial launch projects. This allowed me to see how a company prepares to launch a drug and how Maxiom Group manages the execution of the developed launch plan. This in turn enabled me to further garner a comprehensive inventory of drug launch activities and methodologies to incorporate within the commercial launch project management tool.
Access to All
Maxiom Group recruits highly motivated individuals who thrive on addressing complex business problems in a collaborative environment that draws on knowledge and insights from all company functions. Moreover, Maxiom Group strictly subscribes to an “open door” policy which fosters interaction between all  levels of the organization: interaction is highly encouraged on a daily basis. Quarterly companywide meetings update consultants on upcoming annual goals and help facilitate networking opportunities within the company.
Satisfaction of Accomplishment
I reflect on my internship with a real sense of accomplishment.  Due to a strong sense of inclusion and team work, I truly felt a part of the Maxiom Group team for the 10 weeks of my internship. I had the opportunity to work on a critical project from inception through completion as well as make an important contribution to Maxiom Group’s commercial launch services. It was a privilege to work on projects that are strategically important to Maxiom Group’s business and contribute to the development of the company’s future practice methodologies.
Logan Troppito

During summer 2012, I had the pleasure to participate in Maxiom Group’s summer internship program as a Summer Associate. Joining Maxiom Group with a background in Bioengineering and Engineering Entrepreneurship, I determined that Maxiom Group would provide me with the perfect environment to draw on both my technical acumen and business expertise. My assessment turned out to be quite correct.

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Managing Resistance to Change – It’s for the birds…and dogs, and cats!

Monday, September 20th, 2010

Having led many operational improvement initiatives and programs, I’ve learned resistance to change comes in different forms.  These forms are many and varied, ranging from the overt, such as, “I don’t think this will work and am not willing to spend time on it” to the more covert, for example “road-blocking” as in “I need much more information before I can get on board.”  The key to dealing with this resistance usually lies in first recognizing it as normal, second recognizing the type of resistance being displayed, and third determining an appropriate approach to dealing with it.  As we know, more than a few books and articles have been written on the topic.

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Virtual Workforce is a Growing Trend at Emerging Life Science Companies

Tuesday, February 2nd, 2010

There is a growing trend at emerging life science companies to adopt a ‘Virtual Workforce’ model in order to keep head count and capital burn rate down, and flexibility up.  Instead of hiring full time employees to fill department roles, companies are bringing on the appropriate level of talent via consulting firms, resource companies, or hiring contractors directly. Even some manager level roles are being filled this way. Some companies run virtually by design, while others do so because experienced FTE resources were simply impossible to find when they needed them.
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The Role of Talent Management in Managing Life Sciences Risk

Monday, January 18th, 2010

Life science companies have been facing unprecedented pressures requiring them to become more in tune with the realities of their marketplaces and to take a more thoughtful approach to understanding and managing business risks.  We know many of the issues driving risk  – patent expiry, pricing competition from generics, increased regulatory scrutiny, rising costs, poor efficiency of internal business processes.  The question becomes what to do about them.
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