Centerwatch Weekly, August 19, 2019
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Immunotherapy and Chimeric Antigen Receptor T-Cell Therapy in Hepatocellular Carcinoma
11 Review Article Page 1 of 11 Immunotherapy and chimeric antigen receptor T-cell therapy in hepatocellular carcinoma Pedro Luiz Serrano Uson Junior1#, Alex J. Liu2#, Mohamad Bassam Sonbol1, Mitesh J. Borad1, Tanios S. Bekaii-Saab1 1Mayo Clinic Cancer Center, Phoenix, AZ, USA; 2Mayo Clinic Internal Medicine Residency, Phoenix, AZ, USA Contributions: (I) Conception and design: PLS Uson Junior, AJ Liu, MB Sonbol; (II) Administrative support: MJ Borad, TS Bekaii-Saab; (III) Provision of study materials or patients: None; (IV) Collection and assembly of data: None; (V) Data analysis and interpretation: None; (VI) Manuscript writing: All authors; (VII) Final approval of manuscript: All authors. #These authors contributed equally to this work. Correspondence to: Tanios S. Bekaii-Saab, MD. Professor of Medicine, Division of Hematology and Medical Oncology, Mayo Clinic, 5881 East Mayo Blvd, Phoenix, Arizona 85054, USA. Email: [email protected]. Abstract: Advanced hepatocellular carcinoma (HCC) is a deadly disease. With increasing incidence of new cases over the last years multiple efforts have been made to ameliorate survival and quality of life. Recent advances in understanding the tumor microenvironment and cancer immune evasion led to development of potent immune therapies targeting programmed death-ligand-1 (PD-L1), programmed cell death protein 1 (PD-1) and anti-cytotoxic T-lymphocyte-associated protein-4 (CTLA-4). Early clinical studies highlighted the activity and synergism of checkpoint inhibitors with antiangiogenic drugs, including anti- vascular endothelial growth factor (VEGF) antibodies and multi-tyrosine kinase inhibitors. Most recently, the combination of bevacizumab and atezolizumab improved survival compared to sorafenib in the treatment of advanced HCC on first-line therapy in a randomized phase III trial and now is considered the standard of care. -
Sillajen to Discontinue PHOCUS Trial for Advanced Liver Cancer
SillaJen to discontinue PHOCUS trial for advanced liver cancer 06 August 2019 | News | By Sonali Wankhade The PHOCUS trial is a Phase 3 clinical trial evaluating the oncolytic immunotherapy Pexa-Vec (formerly JX-594) for advanced liver cancer SillaJen, Inc., a South Korea based clinical-stage, biotherapeutics company focused on the development of oncolytic immunotherapy products for cancer, has announced that the Independent Data Monitoring Committee (IDMC) for the company's PHOCUS trial has evaluated the results of a formal pre-planned futility analysis for this study, and has recommended discontinuation of the trial. The PHOCUS trial is a Phase 3 clinical trial evaluating the oncolytic immunotherapy Pexa-Vec (formerly JX-594) for advanced liver cancer. While Pexa-Vec is generally well tolerated by patients, the interim results suggest that the study is unlikely to meet the primary objective by the time of the final analysis. This decision was not related to the safety of the investigational product. SillaJen is taking steps to notify investigators that enrollment is being stopped. SillaJen thanks the patients, caregivers and investigators involved in our clinical study and will continue to seek effective treatments for cancer patients. "The interim results are a disappointment to the company. However, SillaJen has shifted its focus toward other combination therapies that offer a more compelling and commercially viable solution to address unmet needs in liver cancer as well as other therapeutic areas," stated Dr. Eun Sang Moon, chief executive officer of SillaJen. "Other programs have continued to deliver encouraging results. The discontinuation of the study will allow us to focus on a more promising development program." The PHOCUS trial was designed to enroll 600 patients, worldwide, who had not received prior systemic treatment for their cancer, and they were randomized to one of two treatment groups: one which received Pexa-Vec followed by sorafenib and one which received sorafenib alone. -
Sorafenib in Patients with Hepatocellular Carcinoma—Results of the Observational INSIGHT Study Tom M
Published OnlineFirst July 11, 2017; DOI: 10.1158/1078-0432.CCR-16-0919 Cancer Therapy: Clinical Clinical Cancer Research Sorafenib in Patients with Hepatocellular Carcinoma—Results of the Observational INSIGHT Study Tom M. Ganten1, Rudolf E. Stauber2, Eckardt Schott3, Peter Malfertheiner4, Robert Buder5, Peter R. Galle6, Thomas Gohler€ 7, Matthias Walther8, Ronald Koschny9, and Guido Gerken10 Abstract Purpose: Sorafenib is the only currently approved systemic 13.6, D: 3.1 and A: 6.0, B: 5.5, C: 3.9, and D: 1.7 months, therapy for advanced hepatocellular carcinoma (HCC). We aimed respectively), Child–Pugh liver function (A: 17.6, B: 8.1, C: 5.6 to evaluate the safety and efficacy of sorafenib therapy in patients andA:5.3,B:3.3,C:2.5months,respectively),andperfor- with HCC under real-life conditions regarding patient, tumor mance status of the patient; however, age did not affect prog- characteristics, and any adverse events at study entry and at follow- nosis. Sorafenib-related adverse events at any grade occurred in up visits every 2 to 4 months. 64.9% of patients, with diarrhea (35.4%), hand–foot–skin Experimental Design: The current INSIGHT study is a non- reaction (16.6%), nausea (10.3%), and fatigue (11.2%) occur- interventional, prospective, multicenter, observational study per- ring most frequently. formed in 124 sites across Austria and Germany between 2008 Conclusions: Sorafenib treatment was shown to be effective in and 2014. a real-life setting, in agreement with previously reported clinical Results: Median overall survival and time to progression trial data. The therapy was found to have an acceptable safety (RECIST) were found to be dependent on baseline Barcelona profile, with predominantly mild to moderate side effects. -
SAN JUAN BASIN PUBLIC HEALTH Chief Strategy Officer
SAN JUAN BASIN PUBLIC HEALTH CLASS SPECIFICATION Chief Strategy Officer JOB FAMILY BAND/GRADE/SUBGRADE FLSA STATUS Management E81 Exempt CLASS SUMMARY: This class is the second level in a three-level Management Series. Incumbents serve as a high- level leader and strategist devoted to the management and administration of divisions and functions, reporting to the Executive Director, but working in close collaboration with the Deputy Director of Operations and the Deputy Director of Administrative Services. Incumbents apply advanced management principles to formulate, facilitate and communicate the organization’s vision, initiatives and goals. Incumbents; represent SJBPH; act as an advisor to the chief executive officer and to the Board of Health; develop and implement programs critical to SJBPH; and exercise control and supervision of multiple assigned functions and/or divisions and significant resources/assets. Within the incumbant’s designated division, managerial oversight and responsibilities cross multiple functional units within the organization. The position is responsible for program outcomes across a designated department, as assigned. Incumbents supervise management staff including overseeing and conducting performance evaluations, coordinating training; and implementing hiring, discipline and termination procedures. ESSENTIAL DUTIES: This class specification represents only the core areas of responsibilities; specific position assignments will vary depending on the needs of SJBPH. Supervises staff including overseeing and conducting -
Mckinsey Special Collection the Role of the CFO
McKinsey Special Collection The Role of the CFO Selected articles from the Strategy and Corporate Finance Practice The Role of the CFO articles Why CFOs need a bigger role in business transformations Ryan Davies and Douglas Huey April 2017 read the article Are today’s CFOs ready for tomorrow’s demands on finance? Survey December 2016 read the article Profiling the modern CFO A panel discussion October 2015 read the article Building a better partnership between finance and strategy Ankur Agrawal, Emma Bibbs and Jean-Hugues Monier October 2015 read the article The Role of the CFO McKinsey Special Collection 3 © Martin Barraud/Getty Images Why CFOs need a bigger role in business transformations CFO involvement can lead to better outcomes for organization-wide performance improvements. Ryan Davies and Douglas Huey When managers decide that a step change in that underlie a transformation. And they often have performance is desirable and achievable, they’ll an organization-wide credibility for measuring often undertake a business transformation. value creation. The way it usually works, though, is Such transformations are large-scale efforts that that CEOs sponsor transformations. A full-time run the full span of a company, challenging executive—often a chief transformation officer— the fundamentals of every organizational layer. assumes operational control, and individual That includes the most basic processes in business units take the lead on their own perfor- everything from R&D, purchasing, and production mance. That often leaves CFOs on the sidelines, to sales, marketing, and HR. And the effect on providing transaction support and auditing the earnings can be substantial—as much as 25 percent transformation’s results. -
Inside the C-Suite: the CEO, the Board, and the ELT
Center for Executive Succession Inside the C-Suite: The CEO, the Board, and the ELT Results of the 2017 HR@Moore Survey of Chief HR Officers Patrick M. Wright Anthony J. Nyberg Donald J. Schepker Ormonde R. Cragun Christina B. Hymer From the: Center for Executive Succession Department of Management Darla Moore School of Business University of South Carolina Executive Summary The 2017 HR@Moore Survey of Chief HR Officers asked respondents to provide information on the relationships among those in the C-suite and the board. The results revealed that half of the respondents reported that their CEO also served as the Chairman of the Board (indicating there is a separate Lead Director), while the other half had an Non-Executive Independent Chairman of the Board (Non-executive Chair). Non-executive Chairs tended to exert greater monitoring of the CEO and provide more advice relative to Lead Directors. There did not seem to be any differences in the effectiveness of the relationship or the level of collaboration between the CEO and the Non-executive Chair or the Lead Director. However, higher levels of trust existed between This and cover photo courtesy of the University of South Carolina the CEO and the Lead Director than between the Athletics Communications and Public Relations Department CEO and the Non-executive Chair. When asked In terms of dynamics among the ELT, CEOs were about the kinds of tensions that existed between most likely to rely on the CHRO as a confidant, the CEO and either the Non-executive Chair or followed by the CFO and the President/COO. -
WO 2018/195552 Al 25 October 2018 (25.10.2018) W !P O PCT
(12) INTERNATIONAL APPLICATION PUBLISHED UNDER THE PATENT COOPERATION TREATY (PCT) (19) World Intellectual Property Organization International Bureau (10) International Publication Number (43) International Publication Date WO 2018/195552 Al 25 October 2018 (25.10.2018) W !P O PCT (51) International Patent Classification: san 46508 (KR). JUNG, Joon-goo; c/o Sillajen, Inc., 607- A61K 35/768 (2015.01) A61P 35/00 (2006.01) ho, 6F, 111, Hyoyeol-ro, Buk-gu, Busan 46508 (KR). BAE, 59/595 (2006.01) Jungu; c/o Sillajen, Inc., 607-ho, 6F, 111, Hyoyeol-ro, Buk- gu, Busan 46508 (KR). (21) International Application Number: PCT/US20 18/028952 (74) Agent: MACDOUGALL, Christina A. et al; Morgan, Lewis & Bockius LLP, One Market, Spear Tower, San Fran (22) International Filing Date: cisco, CA 94105 (US). 23 April 2018 (23.04.2018) (81) Designated States (unless otherwise indicated, for every (25) Filing Language: English kind of national protection available): AE, AG, AL, AM, (26) Publication Language: English AO, AT, AU, AZ, BA, BB, BG, BH, BN, BR, BW, BY, BZ, CA, CH, CL, CN, CO, CR, CU, CZ, DE, DJ, DK, DM, DO, (30) Priority Data: DZ, EC, EE, EG, ES, FI, GB, GD, GE, GH, GM, GT, HN, 62/488,623 2 1 April 2017 (21 .04.2017) HR, HU, ID, IL, IN, IR, IS, JO, JP, KE, KG, KH, KN, KP, 62/550,486 25 August 2017 (25.08.2017) KR, KW, KZ, LA, LC, LK, LR, LS, LU, LY, MA, MD, ME, (71) Applicant: SILLAJEN, INC. [KR/KR]; 607-ho, 6F, 111, MG, MK, MN, MW, MX, MY, MZ, NA, NG, NI, NO, NZ, Hyoyeol-ro, Buk-gu, Busan 46508 (KR). -
Lee's Pharmaceutical Holdings Limited
Hong Kong Exchanges and Clearing Limited and The Stock Exchange of Hong Kong Limited take no responsibility for the contents of this announcement, make no representation as to its accuracy or completeness and expressly disclaim any liability whatsoever for any loss howsoever arising from or in reliance upon the whole or any part of the contents of this announcement. Lee’s Pharmaceutical Holdings Limited 李氏大藥廠控股有限公司* (incorporated in the Cayman Islands with limited liability) (Stock Code: 950) INSIDE INFORMATION UPDATE ON THE RESEARCH AND DEVELOPMENT OF AN INVESTIGATIONAL ONCOLOGY PRODUCT This announcement is made by the board of directors (the “Board”) of Lee’s Pharmaceutical Holdings Limited (the “Company”, together with its subsidiaries as the “Group”) pursuant to Rule 13.09 of the Rules Governing the Listing of Securities on The Stock Exchange of Hong Kong Limited (the “Listing Rules”) and the Inside Information Provisions (as defined under the Listing Rules) under Part XIVA of the Securities and Futures Ordinance (Cap. 571 of the Laws of Hong Kong). The business partner of the Group, Sillajen, Inc. (KOSDAQ: 215600) (“Sillajen”), announced that the Independent Data Monitoring Committee (IDMC) for the PHOCUS study, a Phase 3 clinical trial evaluating the oncolytic immunotherapy Pexa-Vec (formerly JX-594) for advanced liver cancer, has evaluated the results of a formal pre-planned futility analysis for this study, and has recommended discontinuation of the trial. While Pexa-Vec is generally well tolerated by patients, the interim results suggest that the study is unlikely to meet the primary objective by the time of the final analysis. The decision was not related to the safety of the investigational product. -
Radiology Department Report 2017–2019
Radiology Department Report 2017–2019 Radiology Department Report 2017–2019 Contents Letter from the Chair 2 Clinical Divisions 84 In Memoriam 6 Research Divisions 92 Canary Center at Stanford for Cancer Radiology Faculty 8 Early Detection 94 Department Leadership 10 Integrative Biomedical Imaging All Faculty 14 Informatics at Stanford (IBIIS) 100 New Faculty Appointments 18 Molecular Imaging Program at Stanford (MIPS) 106 Faculty Leadership Appointments 26 Precision Health and Integrated New Chair of Biomedical Data Science 27 Diagnostics (PHIND) Center at Stanford 120 radiology.stanford.edu Faculty Retirements and Recalls 28 Radiological Sciences Laboratory (RSL) 128 Faculty Departures 29 Faculty Honors and Awards 30 Feature: IMMERS 33 Active Sponsored Research 138 Future Faculty and Staff 34 Funded Projects Summary 149 Feature: 3DQ Lab 37 Equipment 38 Radiology Snapshot 150 Feature: Industry Collaborations 40 Radiology Family 152 Translational Research 42 Artificial Intelligence in Radiology 44 Thank You to our Colleagues 154 Theragnostics: Combining Diagnostic and Therapeutic Radiopharmaceuticals to Fight Cancer 50 Acknowledging our Diagnostic Ultrasound through a Different Lens 52 Generous Supporters 156 Cover Image Training Programs 54 Shear waves were induced in a cylindrical gelatin phantom using a mechanical vibra- Clinical Training Programs 56 How you can tor, causing them to scatter and reflect. Their displacements were imaged using a phase- Graduating Residents 60 Support the Department 157 contrast 3T MRI technique (MR elastography). This work highlights the importance of image reconstruction algorithms. Each individual wave image (represented by each Graduating Fellows 64 circle) is chaotic and difficult to interpret by itself. However, thousands of wave images can Research Training Programs 69 Canary Challenge 158 be thoughtfully fused together using an image reconstruction algorithm to produce a single Graduating PhDs 73 image representing the gelatin’s mechanical properties. -
Sillajen and Lee's Pharmaceutical Announce First Patient Enrolled In
SillaJen and Lee’s Pharmaceutical Announce First Patient Enrolled in the PHOCUS Trial in China Phase 3 Clinical Trial for Oncolytic Immunotherapy, Pexa-Vec, in Liver Cancer Seoul, Korea, San Francisco, Ca., Hong Kong, China —Sept. 4, 2018 -- SillaJen, Inc., (KOSDAQ:215600), a clinical-stage, biotherapeutics company focused on the development of oncolytic immunotherapy products for cancer, and Lee’s Pharmaceutical Holdings Ltd., announced the first patient has been enrolled in China in the Phase 3 PHOCUS clinical trial of the oncolytic immunotherapy Pexa-Vec (formerly JX-594) for advanced liver cancer. The PHOCUS trial is designed to enroll 600 patients, worldwide, who have not received prior systemic treatment for their cancer, and they will be randomized to one of two treatment groups: one which will receive Pexa-Vec followed by sorafenib and one which will receive sorafenib alone. The randomized study is currently being conducted at approximately 86 sites worldwide including North America, Asia, Australia, New Zealand and Europe. The primary objective of the study will be to determine the overall survival of patients treated with Pexa-Vec, followed by sorafenib versus sorafenib alone. Secondary objectives will include safety as well as assessments for tumor responses between the two groups as measured by the following endpoints: time to progression, progression- free survival, overall response rate and disease control rate. To learn more about the trial, please visit: http://www.pexavectrials.com/. “With more than 460,000 patients diagnosed with liver cancer in China each year, combined with the promise we have seen with Pexa-Vec in this patient population, we are happy to have enrolled the first patient in China in this important study,” said Dr. -
Corporate Governance Statement 2020
Corporate governance statement This corporate governance statement is prepared in Corporate accordance with Chapter 7, Section 7 of the Finnish Securities Markets Act (2012/746, as amended) and the Finnish governance Corporate Governance Code 2020 (the “Finnish Corporate Governance Code”). statement Introduction In 2020, we continued delivering on Nokia’s commitment to strong corporate governance and related practices. To do that, the Board activities are structured to develop the company’s strategy and to enable the Board to support the management on the delivery of it within a transparent governance framework. The table below sets out a high-level overview of the key areas of focus for the Board’s and its Committees’ activities during the year in addition to regular business and financial updates at each Board meeting and several reviews of the impacts and actions relating to the COVID-19 pandemic. January February/March April May July September/October December Board – Digitalization update – CEO change – Transformation update – Technology Strategy update – Annual sustainability review – Annual strategy meeting – Annual plan and long-range plan – Ethics & compliance and litigation – Postponing 2020 AGM due to – Convening the remote AGM – Digitalization update – Key market strategies – New operating model planning – Enterprise Risk Management update COVID-19 – Appointment of the new – Business group strategy planning – Board evaluation – Remuneration Policy to be Board Chair presented to the AGM – Nokia Equity Program 2020 Corporate -
Chief Strategy Officer Summit Gain Greater Insight with Strategic Planning
Chief Strategy Officer Summit Gain greater insight with strategic planning March 25 & 26, 2014 Intercontinental Grand Stanford Hong Kong Speakers Include: Confirmed Speakers: • Simeon Preston, Group Chief Strategy & Operations Officer, AIA • Matthew Smith, Global Head of Transformational Strategy, Cisco Systems • Tiziana Figliolia, Director, Strategic Planning Program, Emerging Markets, Autodesk • Kam Soon Siew, Head of Strategic Planning, Harley-Davidson • Leo Burnett, Chief Strategy Officer, Leo Burnett • Michael, Huddart, EVP & CEO, Manulife • Ayhan Siriner, Head of Strategy & Marketing, APAC, Osram • Jerry Lou, Chief Strategy Officer, Morgan Stanley • Carina Ho, Senior VP, Global Strategy & Development, Schneider Electric • Andy Liu, VP, Strategy & Business Development, Asia Pacific, IMS Health • Craig Dungey, Head of Strategy, Asia Pacific, Aon Benfield • Patrick Lau, Managing Director, Head of M&A, China Construction Bank Intl • Martin Thaysen, Vice President, CEVA Logistics • Robin Speculand, Chief Executive Officer, Bridges Business Consultancy Who Will You Meet? There is no question that IE. provides the gold standard events in the industry and will Job Title Of Attendees connect you with decision makers within the Attendees are at Director analytics industry. You will be meeting 82% senior level executives from major level or above corporations and innovative small to medium size companies. President 3% /Principal 21% Company Size Of Attendees SVP/VP 1000+ Employees 300-999 Employees 50-299 Employees 12% C-Level Less than 49 Employees 42% Snr. Director /Director 56% 81% 25% Attendees are companies with at least 300 employees Global Head 13% / Head 11% Snr. Manager 8% 8% /Manager Academic (1%) Past Delegates Include • Head of Strategic Planning, DBS Bank • Associate Dir.