Alex Zhavoronkov’s Post

Transcript

You look at your internal pipeline, how much, what percentage actually influencing from external sources, how many opportunities you evaluate per year and what percentage of these to a real deal give us something, but the high level, the volume and how much work can people appreciate on the by side that you know the things you have suffered through. Sure. So partnering is is very important at Santa Fe and I didn't tell you what therapeutic areas were interested in, but I'll tell you a little bit about the pipeline. And in that I'll I'll highlight what we're interested in. Our late stage pipeline, we have Big 12 assets that are either going through phase two or phase three. All of them have a $2 billion plus potential. So we call them our Big 12 blockbuster potential assets. A lot of them are in I and I. That's the most important area of interest to us. And there we will partner across the stage of development from very early to too late. To answer your question, our Big 12 pipeline is all partnered and we're proud of it. So those molecules came through. Either licensing deals, collaborations or M&A. Overall, our pipeline is about industry standard about 5050 organically developed and partnered. But the ones that were really focused on that is going to secure our growth throughout twenty 30s and beyond. Those came from partnering and partnering is a lot of work. We evaluate over 200 opportunities a year in venture, we evaluate 1000 opportunities a year and we do about 20 licensing. Feels a handful of M&A and about 8 to 10 venture investments a year. Most of our latest stage pipeline is probably organically homegrown pipeline, not entirely but mostly on the and a lot of that sort of more heme focused this year we're actually putting 12 solid tumour products into the clinic by the end of the year, so quite a way through that, but not yet quite complete. Again, the majority of those are actually have been generated from. Internal research programs, but I think as everyone's aware, you know in college is really about combinations. So we're really very actively seeking external partnerships for mechanisms of action and assets, asset areas that we haven't developed internally to really complement, you know, all of all of that current pipeline. So very busy for us to I think we probably look, I'm looking at Christina sitting in the front row because she does a lot of this. Hands on, but we look at hundreds of things a year as well. And they're mostly in the oncology space because that's our primary focus. We look a little bit and I and I, if it's, you know, something that we think we could really use our capabilities and our expertise to, you know, to really move forward very effectively. But hundreds of opportunities every year. And I think it really varies from year to year, you know, how much results in a deal because sometimes it might be for us that we do less but bigger deals or we could do more but smaller deals. So it does it. Has really changed as I, as I think I mentioned, we have a slightly different business model that Epson that we don't have a competing internal pipeline. Everything we do is through partnering. That's the the business model that we adopted 5 or 6 years ago now. And we've been using that to transform the overall company and also the pipeline. Back in 2020, we had one molecule that was selling more than 500 million a year. Next year we're projecting to have four and going into 27, we're looking at 7 or. Seven or more. So we're very much looking to extend innovation and partnering to further grow the pipeline and we're looking to add molecules across all stages. We're always very interested in what's available in the in the later stages of development, the registration phase. And we always look to think about how we as a mid size company can leverage the capabilities that we have to partner in a slightly different way than perhaps you might see a large farmer. Company doing from a capability standpoint, we keep everything you'd expect a pharma company to have in house to do basic research everything, all of the clinical development, the preclinical development, global regulatory marketing, etcetera, etcetera. But we look to really source the innovation through our partners. We're very proud that we have a long history of several outstanding, outstanding partners and we're looking to you know continue to to add to that. From a therapeutic standpoint where probably about a 60 or 70% oncology focused business at the moment. But we have a long history in neuroscience through that toxin franchise and also through through rare disease where we've been very focused recently on various rare liver diseases and building a suite of assets and a franchise around that, that we're looking to continue to to complement. Yeah, I think a novel it's kind of different for most of the big farmers, yeah. Extremely focused. So after 100 years, I think we're mainly focused on diabetes and then now obesity and also slowly we're expanding to cardiovascular disease. We also have a separate rare disease division. That's about it. But on the other hand, we are very actively investing in technology like enabling technology like say, you know, we want to go beyond peptides, antibodies, small molecule nucleic acids. So from disease area, I think we feel very confident about our, you know, obesity treatment and diabetes. So we're really looking for transformative new innovations in that way we actually can cure this disease, not just control them. So we're really looking for new ideas and new innovations both for technology and for asset. So and for how many deals like I only joined novel I think. Are almost three years I just counted my own Excel sheet you know I'm not AI yet you know I'm Excel Excel I I already have like more than 300 yeah just for myself I'm not even talking about my colleagues. So you do have to look into a lot of opportunities and and for the deals made I think every year but a few you know a dozen what I think is very unique for at least from our cases it takes long time. You know some of the deals like one recently and bringing to our transaction, it's actually starting like more than two years ago. But we are very patient, you know, we are old company and we have been here a long time. So we do kind of long term. So we don't look for like quick tell you know, if something is really high potential, you know, we work together, you know, for one year, 2 years, just if it makes sense. We just keep keep, keep it going. So I think good thing for us is to keep good relationship and get to know everyone and working together to looking for things beneficial for both sides versus you know, we just want to take something so the other. Last thing I want to mention that is for how much the innovation, so insulin and their summer group tide, those are homegrown for us, but like our cardiovascular pipeline is completed external. So when looking more and more externally for more and more collaboration, great. So and I still was as I mentioned earlier is very big on partnering internal. So a lot of our research programs are partnered, but also we grow internal programs. Your workstation so required quite a few but tech companies in US recently. So we have a total of 11 affiliates asked ourselves across the globe. And yeah, so it is all in a sense of partnerships. And then in the current, current focus is a little bit step away from just strictly therapeutic area focus, but also big focus on modalities. So we bring novel platforms to create programs together as a research collaborations and some examples maybe in immuno oncology. Another focus area not oncology, we brought in galatic virus cell therapy, several cell therapy partnerships and in different IPC in vivo car allergenic partnership. So almost all of all who said there is exist there and including also T cell engagers and mask technologies, atomics partnership. So a lot of those are important.