THE LIST

Who’s on the List — 2020 Indexed by Category

COMMANDERS & CHIEFS Nancy Yu...... RDMD Sagar Anisingaraju...... Saama Technologies Teresa Bitetti...... Takeda Pharmaceutical Company CHANGE AGENTS Olivier Chateau...... Health Union Ahsan Awan...... Genlantis Dan Chichester...... Ogilvy Health Dr. Ray Chan...... ThinkGen Jim Corrigan...... ERT Dr. Deepa Desai...... IQVIA Dr. Jayson Dallas...... Aimmune Therapeutics Debbie Durso-Bumpus...... Blueprint Medicines Teresa Bitetti Dr. Eric Dube...... Retrophin Tristen George...... AbelsonTaylor Takeda Dawn Flitcraft...... WCG Adlai Goldberg...... EY Pharmaceutical Dr. Priti Hedge...... Foundation Medicine Tammy Guld...... Janssen Natalie Holles...... Audentes Therapeutics Guadalupe Hayes-Mota..... Pharmaceuticals Dr. Pearl Huang...... Cygnal Therapeutics Erin Horvath...... AmerisourceBergen Colleen Carter Dr. Tariq Kassum...... Celsius Therapeutics Dr. Howard Jacob...... AbbVie Fingerpaint Dr. Karen Kaucic...... Evidera Susan Kalk...... Sunovion Pharmaceuticals. Ryan Keeling...... Diaceutics Dr. Nicole Richie...... Dr. Reshma Kewalramani...... Craig Serra...... Novartis Suzanne Kincaid...... Aperio Clinical Outcomes JoyL Silva...... CentreOne Jim Lang...... EVERSANA Rebecca Vermeulen...... Roche Dr. Helen Hyun Jung Lee...... Samyang Ryan Walsh...... Real Endpoints Jim Corrigan Pharmaceuticals USA ERT Dr. Gary Lee...... Senti Biosciences INNOVATORS Dr. Jeremy Levin...... Ovid Therapeutics Jose Ferreira...... CMI Media Greg Lewis...... Calcium Vanessa Phillips...... WAYS Pharmaceutical Services Tristen George Wendy Lund...... GCI Health Deb Tatton...... Parexel International AbelsonTaylor Sandy Macrae...... Sangamo Therapeutics Amy Turnquist...... eHealthcare Solutions Peter Marchesini...... EVERSANA Dr. Gail McIntyre...... Aravive PATIENT CHAMPIONS Anupam Nandawana...... PharmaVOICEP360 Dr. Elliot Barnathan...... Janssen Casey Orvin...... Society for Clinical Research Sites Research & Development Stacy Patterson...... QBFox Healthcomm Matt Flesch...... Horizon Therapeutics Dr. Rama Kondru Chris Peetz...... Mirum Pharmaceuticals Dr. Anita Gupta...... Heron Therapeutics Medidata, a Dassault Saundra Pelletier...... ofEvofem Biosciences Mary Frances Harmon...... PTC Therapeutics Systèmes Company Dr. Mary Pittman...... Public Health Institute Rhonda Henry...... PPD Nandini Ramani...... Outcome Health Barby Ingle...... International Pain Foundation Prof. Dr. Arndt Rolfs...... Centogene Michael Keens...... ICON Steve Matas Laurent Schockmel...... Antidote Technologies Jessica Kim...... BBK Worldwide Advanced Clinical Dr. Sharon Shacham...... Karyopharm Therapeutics Kelly McKee...... Vertex Pharmaceuticals Robin Shapiro...... TBWA\WorldHealth Tiffany Mura...... Mad*Pow Dr. Todd Sherer...... The Michael J. Fox Foundation Dr. Kanchan Relwani...... Dr. Jeffrey Sherman...... Horizon Therapeutics Dr. Jessica Scott...... Takeda Pharmaceutical Dr. Bing Wang...... Refuge Biotechnologies Company Anne Whitaker...... Aerami Therapeutics Eli Phillips Jr., MARKETERS Pharm.D. ENTREPRENEURS Ryan Billings...... GSK Cardinal Inger Arum...... ProTrials Reseach Colleen Carter...... Fingerpaint Elyse Dickerson...... Eosera Inc. Kunsan Kim...... PRECISIONeffect Natalie Douglas...... RareiTi Lisa Owendoff...... Relevate Joyce Suhy Pete Guillot...... Centerfirst Kat Piscatelli...... VMLY&R Health Bioclinica Fred Kinch...... Brick City Greenhouse Donna LaVoie...... LaVoieHealthScience MENTORS Michelle Longmire...... Medable Peter Anastasiou...... Lundbeck Melanie Nallicheri...... EQRx Steve Matas...... Advanced Clinical ComplimentsVimal Narayanan...... MedTrix Healthcare Dr. Eli Phillips Jr...... Cardinal Health Cinda Orr...... SCORR Marketing Specialty Solutions Amy Turnquist Dr. John Potthoff...... Elligo Health Research Dr. Joyce Suhy...... Bioclinica eHealthcare Neal Rothermel...... VMS BioMarketing Solutions Dr. Jude Samulski ...... Asklepios BioPharmaceutical TECHNOLOGISTS Sunny White...... Xavier Creative House Dr. Rama Kondru...... Medidata, a Dassault Systèmes (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] Sunny White Mike Willis...... TradeCraft Clinical Research Company Xavier Creative House Dr. Troy Wilson...... Kura Oncology Dave Meyers...... Microsoft

8 July/August 2020 ● PharmaVOICE (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected]

Compliments

of PharmaVOICE THE LIST

Who’s on the List — 2020 Indexed by Company/Organization

AbbVie...... Dr. Howard Jacob LaVoieHealthScience...... Donna LaVoie AbelsonTaylor...... Tristen George Lundbeck...... Peter Anastasiou Advanced Clinical...... Steve Matas Mad*Pow...... Tiffany Mura Aerami Therapeutics...... Anne Whitaker Medable...... Dr. Michelle Longmire Aimmune Therapeutics...... Dr. Jayson Dallas Medidata, a Dassault Systèmes Alkermes...... Dr. Kanchan Relwani Company...... Dr. Rama Kondru Sagar Anisingaraju AmerisourceBergen...... Erin Horvath MedTrix Healthcare...... Vimal Narayanan Saama Technologies Antidote Technologies...... Laurent Schockmel The Michael J. Fox Foundation...... Dr. Todd Sherer Aperio Clinical Outcomes...... Suzanne Kincaid Microsoft...... Dave Meyers Aravive...... Dr. Gail McIntyre Mirum Pharmaceuticals...... Chris Peetz Olivier Chateau Asklepios BioPharmaceutical...... Dr. Jude Samulski Novartis...... Craig Serra Health Union Audentes Therapeutics...... Natalie Holles Ogilvy Health...... Dan Chichester BBK Worldwide...... Jessica Kim Outcome Health...... Nandini Ramani Bioclinica...... Dr. Joyce Suhy Ovid Therapeutics...... Dr. Jeremy Levin Blueprint Medicines...... Debbie Durso-Bumpus P360...... Anupam Nandawana Brick City Greenhouse...... Fred Kinch Parexel International...... Deb Tatton Jose Ferreira Calcium...... Greg Lewis Pfizer CentreOne...... JoyL Silva CMI Cardinal Health Specialty Solutions...... Dr. Eli Phillips, Jr. PPD...... Rhonda Henry Celsius Therapeutics...... Dr. Tariq Kassum PRECISIONeffect...... Kunsan Kim Centerfirst...... Pete Guillot ProTrials Reseach...... Inger Arum Dawn Flitcraft Centogene...... Prof. Dr. Arndt Rolfs PTC Therapeutics...... Mary Frances Harmon WCG CMI Media...... Jose Ferreira Public Health Institute...... Dr. Mary Pittman Cygnal Therapeutics...... Dr. Pearl Huang QBFox Healthcomm...... Stacy Patterson Diaceutics...... PharmaVOICERyan Keeling RareiTi...... Natalie Douglas eHealthcare Solutions...... Amy Turnquist RDMD...... Nancy Yu Elligo Health Research...... Dr. John Potthoff Real Endpoints...... Ryan Walsh Adlai Goldberg Eosera...... of Elyse Dickerson Refuge Biotechnologies...... Dr. Bing Wang EY EQRx...... Melanie Nallicheri Relevate...... Lisa Owendoff ERT...... Jim Corrigan Retrophin...... Dr. Eric Dube EVERSANA...... Peter Marchesini Roche...... Rebecca Vermeulen Suzanne Kincaid EVERSANA...... Jim Lang Saama Technologies...... Sagar Anisingaraju Aperio Clinical Evidera...... Dr. Karen Kaucic Samyang Pharmaceuticals USA...... Dr. Helen Hyun Jung Lee Outcomes Evofem Biosciences...... Saundra Pelletier Sangamo Therapeutics...... Sandy Macrae EY ...... Adlai Goldberg SCORR Marketing...... Cinda Orr Fingerpaint...... Colleen Carter Senti Biosciences...... Dr. Gary Lee Foundation Medicine...... Dr. Priti Hedge Society for Clinical Research Sites...... Casey Orvin Jim Lang GCI Health...... Wendy Lund Sunovion Pharmaceuticals...... Susan Kalk EVERSANA Genentech, Inc...... Dr. Nicole Richie Takeda Pharmaceutical Company...... Teresa Bitetti

Genlantis...... Ahsan Awan Takeda Pharmaceutical Company...... Dr. Jessica Scott GSK...... Ryan Billings TBWA\WorldHealth...... Robin Shapiro Greg Lewis Health Union...... Olivier Chateau ThinkGen...... Dr. Ray Chan Calcium Heron Therapeutics...... Dr. Anita Gupta TradeCraft Clinical Research...... Mike Willis Horizon Therapeutics...... Matt Flesch Ultragenyx Pharmaceuticals...... Guadalupe Hayes-Mota Horizon Therapeutics...... Dr. Jeffrey Sherman Vertex Pharmaceuticals...... Dr. Reshma Kewalramani ComplimentsICON...... Michael Keens Vertex Pharmaceuticals...... Kelly McKee International Pain Foundation...... Barby Ingle VMLY&R Health...... Kat Piscatelli Robin Shapiro IQVIA...... Dr. Deepa Desai VMS BioMarketing...... Neal Rothermel TBWA\WorldHealth Janssen...... Tammy Guld WAYS Pharmaceutical Services...... Vanessa Phillips Janssen Research & Development...... Dr. Elliot Barnathan WCG...... Dawn Flitcraft Karyopharm Therapeutics...... Dr. Sharon Shacham Xavier Creative House...... Sunny White (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] Dr. Troy Wilson Kura Oncology...... Dr. Troy Wilson Kura Oncology

10 July/August 2020 ● PharmaVOICE Congratulations to Jim Lang, Peter Marchesini and all the disruptive leaders recognized by PharmaVOICE readers, for positively transforming the Life Sciences Industry.

PharmaVOICE JIM LANG PETER MARCHESINI Chief Executive Officer of President of Field Solutions

EVERSANA is a catalyst for innovation in life science services. With the most comprehensive integrated services platform, we build, perform & optimize next generation commercial performance – powered byCompliments best-in-class operations and propelled by the power of data and analytics. Visit eversana.com to improve value for your stakeholders and better outcomes for your patients.

(c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] eversana.com RED JACKET AWARDS 2020 RED JACKET HONOREES Inspiring Leaders for Today and Tomorrow

ince launching the Red Jacket Award in 2014, PharmaVOICE has recognized 40 inspiring, innovative, collaborative, and transformative individuals who epitomize leadership for today and tomorrow. Red Jacket honorees have raised S the bar in terms of what it means to be an inspired leader for their teams, their companies, their communities, and the industry at large. Red Jacket honorees challenge us to think differently, act differently, and lead differently; create new opportunities to make what was once impossible — possible; focus beyond short-term gains and commit to executing their long-term visions in a tightly regulated and competitive industry; have a persistence of vision; and transform the life-sciences industry to create better health outcomes for all.

2020 Red Jacket HONOREES

ALBERT ALTOMARI SHARON CALLAHAN DONALD DEIESO, NANCY DREYER, PH.D. BARRY GREENE JULIE ROSS Chairman and CEO CEO PH.D. Chief Scientific Officer President President Agile Therapeutics Inc. CDM Chairman and CEO & Senior VP, Real World Alnylam Advanced Clinical WCG Solutions Pharmaceuticals IQVIAPharmaVOICE 2019 Red Jacket HONOREES of

NANCY BERG CRAIG LIPSET CHRIS PERKIN AHNAL PUROHIT, RYAN SAADI, M.D. TIMOTHY WALBERT CEO and Executive (former) Head of Clinical CEO PH.D. (former) VP, Global Chairman, President, Director Innovation Altasciences Founder and CEO Evidence, Market Access and CEO ISPOR Pfizer Purohit Navigation and Pricing Horizon Pharma CSL Behring

2018 Red Jacket HONOREES

Compliments BILL DRUMMY ANDREA MELINDA RICHTER LYNN O’CONNOR SANJIT SINGH LAMBA, Founder and Chairman MCGONIGLE Head of Johnson & VOS PH.D. Emeritus Managing Director, Johnson Innovation, President and CEO (Former) Managing Director Heartbeat Ideas Health & Life Science JLABS Muscular Dystrophy Eisai Pharmaceuticals India (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] Business Development Johnson & Johnson Association Microsoft

136 July/August 2020  PharmaVOICE RED JACKET AWARDS

2017 Red Jacket HONOREES

JIM CURTIS CAMERON TERRY HERRING BRIAN LOEW MATT MCNALLY JULES MITCHEL, WENDY WHITE CMO, Head of DURRANT, M.D. (former) President, CEO CEO PH.D. Co-founder Brand at Institute Chairman and CEO Commercial Inspire Outcome Health CEO RareiTi Integrative Humanigen Operations Target Health Nutrition Mission Pharmacal

2016 Red Jacket HONOREES

KATHY GIUSTI MICHELLE KEEFE MIKE REA STUART PELTZ, CHRISTINE Founder President, CEO and PH.D. PIERRE Multiple Myeloma Commercial Co-Founder CEO and (deceased) Research Solutions IDEA Pharma Co-Founder Founder Foundation Syneos Health PTC Therapeutics PharmaVOICESCRS 2015 Red Jacket HONOREES of

JEFF ARONIN DEBORAH ALEX GORSKY FREDA LEEROM SEGAL Chairman and CEO DUNSIRE, M.D. Chairman and CEO LEWIS-HALL, M.D. Co-founder and Paragon CEO Johnson & Johnson Senior Medical CEO Biosciences Lundbeck Advisor Klick Health Pfizer

2014 Red Jacket HONOREES

Compliments JEFFREY NICHOLAS AMIR KALALI, RICK KEEFER DAVID DONATO BERKOWITZ COLUCCI M.D. President ORMESHER TRAMUTO CEO CEO Chief Curator and Ethica Group CEO and Founder (former) CEO Real Endpoints Publicis Health Chairman Closerlook Tivity Health (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] CNS Summit

PharmaVOICE  July/August 2020 137 RED JACKET AWARDS AL ALTOMARI A Value-Based Leader TENACIOUS. CARING.

stalwart of the industry, Al Altomari has a reputation for doing what is right, therefore elevating both the businesses he works for and the A people he works with. Since joining Agile Therapeutics as CEO in 2010, Al has revitalized the company, fostering a culture of innovation and working to make a difference in people’s lives. Through his thoughtful, inclusive leadership, he has taken Agile to great heights, helping it to become a leader in women’s health while striving to make the industry as a whole more thoughtful about addressing unmet health needs. Colleagues say Al is an exemplary leader, who inspires them with his passion, energy, and caring. He fosters innovation by letting people make mistakes and by laughing at his own blunders. He is a true champion of supporting and developing others for success with no expectation or desire for personal recognition. He is an especially strong advocate for moving the needle and providing leadership opportunities for women in the industry. Al takes the idea of making a difference in people’s lives seriously, and says he is driven to innovate by a combination of patients and a sense of competition. Al spent many years at Johnson & Johnson before serving as CEO of Bar- rier Therapeutics, where he began blazing his own trail in pharmaceuticals, launching, developing, and commercializing innovative women’s healthcare and dermatology products. PV: What drew you to a company focused on 100 employees, the growth has PharmaVOICEbeen amazing. We with pharma. We want to be much more flexible women’s health, and what makes this category want to use that success to become a leader in with helping those customers engage with us. For so different from other therapeutics? contraception, and as the company unfolds move our staff, we’re investing in technology. If people into other areas. At a higher level we consider are going to work at home, we need to give them ALTOMARI: One of my responsibilities at J&J was ourselves to be a women’sof healthcare company. the right setup, make them comfortable. the women’s healthcare business. In general, I love We’re not here to make drugs for ob-gyn; we make To me, raising the bar is about rolling with the specialty businesses because you get the chance drugs for women. We’ve said, let’s just put our punches and being ready for the next one. It could to know the thought leaders and physicians. Wom- mind around women and find great therapies and be a rainstorm, a snowstorm, a political situation, a en’s health was always at the top of my list, because advancements for them. rally, political unrest or whatever — we need to be in the broadest sense J&J is a great women’s smarter and learn from this current situation. healthcare company; women’s health became part PV: You left Barrier and took a leap of faith to of my DNA. move on to Agile. What drew you to the busi- PV: How would you define yourself as a leader? Today, I have two married daughters, so this ness? category is very close to home. The more I became ALTOMARI: When I was at J&J 20 years ago, some- involved in the field I learned that women’s health ALTOMARI: I was on the board of Agile, and the one gave me a plaque calling me a caring warrior, has been understudied from a scientific perspec- more I learned about the company the more I which I thought was an amazing way of summariz- tive. Years ago, we didn’t include women in clinical loved it. I helped the company raise money back ing who I am. It’s a paradox: caring about your peo- trials to any notable degree, which has changed. in 2008 when I was the chairman, and we did ple and being a competitor too. I think I’ve lived by So I feel like this is an emerging area of medicine. our first clinical trials. And this and it’s what I want Also, women are just fantastic to market to; women then the board asked me CARING WARRIOR to be known as. That’s my are very involved in their health and in their to take over as CEO. I’ve brand. I can care about healthcare decisions. Also, from a societial point been here about 10 years and just fell in love with people as individuals and still push performance of view, stepping up for women and lending my the company. This is a great company, with a great and still compete with my competitors, in a very voice to this category is important to me. Women’s product that was worth fighting for. honorable and ethical way. health hits so many buckets for me. PV: As a leader, how are you raising the bar? PV: How do you promote diversity within your PV: Your pipelineCompliments is focused right now on the organization? contraception area. What’s next? ALTOMARI: For me, it’s positioning our company to adapt to change or business interruption and ALTOMARI: After the reboot of the company, when ALTOMARI: We started this journey with the ap- continue to service our customers better. Doctors Twirla was eventually approved, we recognized proval of our first product Twirla — a once-a-week are really struggling right now, financially and that we we need to do better. I had six board contraception patch — with 11 employees, includ- emotionally. They are looking forward to talking members, all male, and I asked two to step down (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] ing me. By the end of this year we’ll be well over to us again, they’re looking forward to interacting and two women to come on board — the former

138 July/August 2020  PharmaVOICE RED JACKET AWARDS

Gilead chief financial officer and a renowned pro- PV: How important is it for you to mentor and Mentoring gives me more fessor from Yale. My leadership team at the time nurture the next generation of leaders? was me and three male officers. Since then, the last personal satisfaction than three people who we brought on board in lead- ALTOMARI: Mentoring gives me more personal anything. I love passing ership positions have all been women and four of satisfaction than anything. And the reason I got our seven regional managers are women. We also where I am is because of mentors. I have had mul- along advice and sharing life need to concentrate on doing better in terms of tiple mentors who I go to for different advice. I love race and ethnicity. Our work is not over. passing along advice and sharing life experiences. experiences. To me mentoring I’d love to teach. I also enjoy being a board mem- is a circle — the more you give, PV: What are some of the qualities you look for ber and helping other CEOs. I view this as a men- when building your leadership team? torship role. I really can’t get enough of mentoring. the more you get back. To me mentoring is a circle — the more you I encourage others to be ALTOMARI: There are three aspects that are key to give, the more you get back. I encourage others to our culture and we look for these with each hire. be mentors because mentoring makes you a bet- mentors because mentoring The first is transparency. The second is peer review ter boss. And I encourage people to be self-aware. — we are tough on each other in a good way, we Be your own judge. Are you ready to be promoted, makes you a better boss. review things, and we role-play. And the third is are you ready to take on the responsibilities? respect. We look for those same values with our people and still retain the culture? I’m a steward for board and with our partners. We want everyone PV: What is the one thing about running a busi- the culture. I interview everyone in the company, to be able to have a conversation and treat each ness that keeps you up at night? because I want them to feel comfortable with me, other with respect. but I also want to talk about our culture and make ALTOMARI: It’s about the culture. Can we hire 100 sure it’s a good fit for them and vice-versa.

PV: What’s the thing that brings you the most PharmaVOICEjoy? ALTOMARI: We’re hiring fast now and just watch- ing people get up to speed brings me joy. It gives of me satisfaction to say, this person is killing it, and they’re great for the culture. The other aspect that Al Altomari has always brought me satisfaction is people’s TITLE: Chairman and CEO career progress and just thinking I had a little something to do with that. COMPANY: Agile Therapeutics AWARDS/HONORS: Hall of Fame PV: Beyond the industry, what is important to Father Judge High School, 2017; Hall you? of Fame, Drexel 100, 2017; CEO of the Year, Finance Magazine, 2016; Father ALTOMARI: I’m very involved in education. I’m on multiple advisory boards at Drexel. My wife and I of the Year, American Diabetes do a lot of work with education, we support kids Association, 2015; CEO of the Year, that need help. And I’m also the chairman of the New Jersey Technology Council, Trenton Area Soup Kitchen (TASK). We have about 2014; PharmaVOICE 100, 2007, 2017 35 people on staff in the soup kitchen and through ASSOCIATIONS: TASK Trenton COVID we’ve asked our chef to look at ways to Area Soup Kitchen Chairman); keep people fed. We’ve navigated through the cri- sis, we’re keeping the staff safe, we’ve empowered Multiple Advisory Boards, Drexel the chef, and we’ve kept to our core mission, which University including Chairman is to keep people fed. Raising the bar… Business School Advisory Board PV: What legacy would you like to leave in the andCompliments rolling with the punches industry?

ALTOMARI: I’d like my legacy to be a value-based leader. It doesn’t mean you’re not competitive and don’t have grit. It just means you have values and can be the whole package. You’ll sleep a lot better (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] at night with that approach.

PharmaVOICE  July/August 2020 139 RED JACKET AWARDS SHARON CALLAHAN A Call to Action ADAPTABLE. FOCUSED. here are few people in healthcare marketing with a more impressive resume than Sharon Callahan. For more than 30 years, she has led the way for the industry to navigate change T through her strategic expertise and knowledge of consumer and professional advertising, medical education, clinical programs, publishing, and digital. In April 2020, Sharon was named CEO of the CDM Group in addition to her roles as chairman of TBWA\WorldHealth and chief client officer of Omnicom Health Group. Described by her colleagues as an influencer and true disruptor, Sharon has earned almost every industry award possible. With a long track record of nurturing top talent, and a special commitment to advancing the influence and impact of women in the industry, Sharon was named Woman of the Year in 2019 by the Healthcare Businesswomen’s Association. She is a trusted advi- sor, visionary, and industry thought leader, and has long been committed to championing diverse and inclusive workplaces where everyone feels safe bringing their whole self to work. Colleagues are inspired by her authenticity, her accessibility, and her willingness to be a sounding board and mentor — formally and informally.

PV: You are a recognized innovator in health- something that has held back creative agencies; care marketing. How are you raising the bar for often, the thought was that everything had to be yourself and your organization? perfect before it went to the client. We have to Raising the bar… develop new types of relationships where it’s okay by calling people to take action CALLAHAN: It starts by calling people to action, to present something that is good so the concept because without action you don’t get results. This can be tested before putting so much money into extends from collaborations across the ecosystem making it perfect before we know it works. where everyone feels like their voice can be heard that impact innovation to driving improvements. We have to start to think differently.PharmaVOICE Consider and their ideas matter. People are much more As an example, in my new role as CEO of CDM, how telemedicine is taking hold. I was speaking innovative when they feel that they’re important I’m trying to find the white space and ask how we recently to a health system client who told me in and that they’re valued. differentiate ourselves beyond just being great February they had 200 telehealth calls. In April, If a company wants to innovate and thrive, at what we do. I’m requiring every person in the they had 35,000. Suddenly,of there are all these doc- everyone has to feel like they’re equal. People also agency to go through agility training, which is tors working from home. In addition to the tech- need to see leaders embracing bold ideas. something that our industry is not known for on nology, there’s a real creative opportunity to be the client side or the agency side, although it’s the had, because doctors were not trained to diagnose PV: How do you start to build that kind of cul- future. and treat patients over the telephone. ture where people do feel valued? It’s not just about being faster, it’s about being smarter. We need to be able to find more efficient, PV: Do you see the pandemic changing the in- CALLAHAN: You have to show examples of it all viable ways to launch creative, innovative ideas dustry in other ways? the time, and you have to allow people to fail fast, into the market — then test, gather insights, make experiment, and do something different, because the process better, and keep going. This is how we CALLAHAN: I think digital is going to take hold, that’s where innovation comes from. If you’re al- are going to have to do things going forward. and we have to invest in that. We have to think ways afraid that you’re going to fail, you will just We see this happening now with the develop- differently about the physician-patient interaction, do the safe thing, and that’s never going to lead to ment of therapies for COVID-19 and vaccines. It’s and actually, the rep-physician interaction. These innovation or transformation. hard to imagine a drug getting approved in less face-to-face interactions aren’t going to go away, than a year from the time it was put into clinical but they’re not going to be the primary way that PV: How do you believe your leadership style trials. It’s never happened before, but it’s going to people interact. So, how do we reinvent how we inspires others to reach their personal and pro- have to happen in the future. do things so that we can still have real, authentic fessional goals? The companies that are going to make it will relationships? be those that are agile.oing to make it will be those CALLAHAN: I lead and make decisions from gut that are agile. PV: How do you approach innovation? Is it a instincts or intuition, and really, it’s the only way top down, bottom up, or across company ap- I know how to do it. I’m not sure this approach PV: How do you become agile in a creative in- proach? served me well early in my career when I felt the dustry? Compliments culture was much more male-dominated or there CALLAHAN: I think innovation is a cultural thing. was a certain way I had to act or look. Now, I don’t CALLAHAN: It’s about not chasing perfection. This is I want to create an empowering environment feel I have an option but to be who I am. I’ve always felt that even if a decision I make is wrong, it’s better to be decisive, because you can fix a wrong BRING YOUR WHOLE SELF TO decision, but you can’t fix not being decisive. (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] WORK EVERY DAY I think that just being myself and admitting

140 July/August 2020  PharmaVOICE PharmaVOICE of

CongratulationsCompliments on being recognized as a Red Jacket honoree, Sharon Callahan! Courage is rare. And in this unique time when we need it most, Sharon has

(c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] stepped up and spoken up to make our industry more inclusive. Her bravery is an inspiration to us—and everyone. PharmaVOICE  July/August 2020 141 RED JACKET AWARDS

when I’m wrong and tak- ing credit when I’m right inspires others to go with their gut instincts, too. I’ve certainly done that both personally and profession- ally, and have received feed- back that my approach is inspiring to other people.

PV: If you had to choose two words to describe yourself, what would they be and why?

CALLAHAN: I’m pretty adaptable to the demands of whatever situation I’m in, yet I don’t lose myself in the process of being adaptable. And I’m focused. I know where I’m going but I don’t lose sight of where I’ve been, either. PharmaVOICEPV: As a leader, what’s the one thing that keeps Sharon Callahan you up at night? PV: I know you are a big proponent of mentor- ing, why is this important? TITLE: CEO CALLAHAN: There are a lot of things we can’t con- COMPANY: CDMof trol, and one of them is that there’s a lot of toxic CALLAHAN: I believe I get more out of mentoring PERSONAL AWARDS: Healthcare leadership in the world right now. There’s a lot of than I give. Mentoring skills are good to have be- Businesswomen’s Association (HBA) STAR, arrogance. In this pandemic people’s lives are at cause the job of senior leaders is to mentor and stake, and we need leaders who are driven by val- 2006; PharmaVOICE 100, 2020 (Red Jacket), coach people. When you invest in somebody it ues, and those values need to come through loud 2019, 2017; MedAdNews, Industry Person of makes a difference in their life, and that’s where and clear. I think if you really want to know what loyalty and trust come from—people feel empow- the Year, 2019; HBA Woman of the Year, 2019 someone’s priorities are, all you need to do is look ered to bring up new ideas or to be innovative or COMMUNITY AWARDS: Women’s Venture at what they do, not what they say. to be a leader. By mentoring, I get a lot of feedback Fund Highest Leaf Award, 2014; Arthritis about what’s really happening in the company, Foundation, Champion of Yes Award, 2019 PV: What’s the thing that brings you joy in your not neatly packaged, but through those honest world? ASSOCIATIONS: LGBTQ Victory Fund, Board conversations. I’m involved in some formal mentoring pro- Chair; Arthritis Foundation, NY Board; Coalition CALLAHAN: It’s the little acts of kindness, which I grams, including with the Parsons School of De- for Healthcare Communications (former chair); hope will propel us into the future. Something as sign, which has a graduate degree in branding. Medical Advertising Hall of Fame simple as the people who go out and bang their I’m pretty good at identifying a problem or TWITTER: @SharonFCallahan pots and pans for essential healthcare workers at 7 issue. Mentoring isn’t meant to be psychotherapy; pm. I think these gestures touch people a lot more it’s meant to help people problem-solve in the than just talk. We’re seeing leadership from places moment by showing them how to navigate a get made. It’s often not about your ability, but we didn’t think it would come from before. Leaders situation. Being open about where you’ve failed, your visibility. Nobody is going back and looking emerge in these times of crisis. you can help others to learn, which creates a pretty at your last five years of performance reviews good relationship right up front. or going around asking everyone you’ve ever PV: What mark would you like to leave on the Complimentsworked with how good you are. They’re going industry as your legacy? PV: What advice do you have for future leaders? with their gut instinct in that moment when they make a decision about your future. So, you’d bet- CALLAHAN: I like to believe that the people I’ve CALLAHAN: People often don’t understand what ter be top of mind, and I don’t think people take touched can have the career of their dreams. I it takes to move ahead, and a lot of times it’s that as seriously as they should. My advice is to never imagined I’d have such a wonderful, fulfilling not what you think it is. You really need to get consider is to always be top of mind for your boss career that has given me so much joy and made (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] under the hood and understand how decisions and your boss’s boss. me feel so purposeful.

142 July/August 2020  PharmaVOICE (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected]

Compliments

of PharmaVOICE RED JACKET AWARDS DONALD DEIESO, PH.D. Dedicated to a Higher Purpose

onald Deieso, Ph.D., has devoted his life to public health. Dr. Deieso lives a purposeful life by contributing to mankind and being a champion for patients. He is not interested Donald Deieso, Ph.D. in following the path of least resistance, his goal is to transform the clinical trial indus- D TITLE: Executive Chairman and CEO try. As executive chairman and CEO of WIRB-Copernicus Group (WCG), he sets an example for colleagues by displaying strength of character in everything he does; his word is his bond. COMPANY: WIRB-Copernicus Group Over his career, he has led eight companies, but building the WCG enterprise of companies INDUSTRY AWARDS: PharmaVOICE 100, has been the most gratifying. Since founding the company in 2012, WCG has grown more than 2019 and 2016 15 times in size. And for those at WCG, under Dr. Deieso’s leadership this simply means help- COMPANY AWARDS: 20 Innovators ing many more patients enjoy better cures and interventions. He embodies a joy of purpose that Changing the Face of the Clinical Trials extends throughout the organization; he communicates WCG’s powerful mission is about saving lives and his hope is that through this purpose, joy becomes permanent in his employees’ lives. Industry, CenterWatch, 2013; EY Entrepreneur of the Year, finalist in New Jersey, 2010 boy. He taught me that commitment is making a promise to something without the expectation of a reward, in his case his commitment was to family. that we have inside of us. And so passion is that And every leader must understand the power of key for me. Without passion, I’d have no reason commitment at a deep level. for being. We learn leadership through example. In this, The second is commitment. It’s simply making my dad was my most influential mentor. He pro- a promise to something without an expectation vided an uncompromising set of values. He taught of a reward. It goes along with good character. me “Don, your word is your bond,” and on that I’ve You surrender to a cause you believe in. It turns never veered one bit. He pushed me to work as out that we all have an intrinsic need to pursue hard as he did so that I could realizePharmaVOICE my full poten- purposes larger than ourselves. Not all purposes tial. Because he believed I could do it, I believed I are equal. Existing for the sole pursuit of desire could do it. For leaders, you have to trust your team soon feels empty. greatly and they will show themselves great. And When you have the material possessions that so I say this to everyof emerging leader I can coach: you desired — you have your car, you have a Just trust your team, treat them with greatness, house, and you have all of those things — then and watch what they do. It’s remarkable. what? I was most impressed with a new book and As a CEO leader, perhaps the greatest trait I can’t recommend it enough, David Brooks’ The though — and this one is the greatest challenge Second Mountain. And in it, he describes just that — is you have to appear like the biblical Moses. phenomenon that we’re all brought up to have Your team must believe you’re going to take them the house and car and these possessions and he to the promised land with a simple clearly articu- said “and then in some stage of life you begin to lated path for success. So those are the ingredients ask what now?” And so this commitment is very I’ve always followed and this is my eighth company simple — the second mountain of maturity. Not as CEO and I’m sticking to it. all people have it. Some people get stuck on the first mountain, some go into the valley of despair, PV: What two words would you use to describe they may have had tragedy in their lives, and they PV: How do you inspire others to reach their yourself as a leader? get stuck there. But when you rise to the second personal and professional goals? mountain it’s because you begin to recognize that DEIESO: The two words are passionate and com- self-centered is not the purpose; it’s being oth- DEIESO: A leader is only as good as the last promise mitted. People think passion is something that er-centered, thinking of others. kept. So for me, when there is trust in what you manifests itself in high emotional outbursts — say, there will be belief in what you do. So that, ranting or shouting or some dramatic display; of PV: How do you foster a culture of innovation for me, is the first element of a leadership style. course, it’s not that at all. Passion is the interest in throughout the organization? You can paraphrase it and say “walk the talk,” and your life — the single thing in your life that you I understand those phrases, but for me it’s really care about; the thing that keeps you up at night DEIESO: In 2012, when we started the WCG en- based in trust.Compliments that you invest yourself in with your heart, your terprise, we set out to transform the clinical trial I learned the most important traits that I body and your soul. It comes with the recognition process and we set out to help transform the needed to know about leadership by watching my that you are living for others, not just for yourself. industry. It was a simple organizing principle and grandfather return from work as a construction And so it’s a fire within the soul. I’m a musician purpose and we’ve not strayed from it one bit; that laborer each day. He had calloused hands and he and so I tend to think about things in that level of was our reason for being. As the French would say was in complete exhaustion, but he had no com- passion. Our deeper selves want to invest our time raison d’être, and that’s what we did. Collectively, (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] plaints and he always had a smile for me as a little in work, in something that summons the greatness the management team shared the same genetic

144 July/August 2020  PharmaVOICE   Congratulations AWARDS to Our Honorees!

PharmaVOICE of Don Deieso, PhD Dawn Flitcraft Chairman & CEO, WCG President, Ethical Review Division

Don is once again recognized by PharmaVOICE, Hats off to Dawn, President of WCG’s Ethical this time as a 2020 Red Jacket honoree! Don Review Division, for being named to this years’ balances the relentless pursuit of innovation with PharmaVOICE 100 most inspiring leaders in the an unwavering commitment to doing what’s right global life sciences industry! Dawn is known for for patients, and in doing so, brings his colleagues her passion, vision and judgement, and her and the clinical research community together to innate ability to motivate teams to see challenges make a difference. as opportunities to drive innovation and impact. Compliments Extraordinary times require extraordinary leadership, and we’re incredibly fortunate and proud to have Don Deieso and Dawn Flitcraft at WCG’s helm. On behalf of the entire WCG team and the patients and industry we serve, thank you both for your (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] unparalleled leadership and unwavering commitment to advancing clinical research! wcgclinical.com

PharmaVOICE  July/August 2020 145 RED JACKET AWARDS

code that considered maintaining the status quo was failure. So every day, we get up, and know if something’s been done the same way for 10 years, we’re against it. One of the most I’d say concerning things for me as industry is that on one side the scientists are pushing the frontiers of biology down to a COMMITTED. sub-cellular level; we’re down to strands of DNA, the genius of it is remarkable. I’m trained as a sci- entist and I sit in homage every day to what these beautiful minds are achieving. And then we look at the other side of running a clinical trial for example

and it’s the same old thing day after day. But for PASSIONATE. WCG, we set out at the beginning to change the status quo. We tell our people if you aren’t comfort- able every day to change two or three things in our company and help the industry, we are the wrong company for you. People who say no to change, hold on because they’re afraid to take a risk. There’s an old saying that I buy: When you’re organized in non-profit or in large companies, you’re organized not to fail. Raising the bar… through leadership But those of us in companies like WCG and others PharmaVOICE and many like it, are organized to succeed. Those PV: What advice do you provide to future lead- I’ve got to go back and I’ve got to get that done. are two different motives. I wish that innovation ers? So inculcating that value of change is probably the in the pharmaceutical industry adopted that no- single most important thing I would bequeath to tion: It is time to be organized and managed to DEIESO: There’s an oldof mentor of mine who said to leaders today: Don’t miss a leadership moment; succeed. Let’s not worry about failure, let’s worry me as he began to think about retirement, “When they come too infrequently. about success. you have less in front of you than you have behind Innovation is not in short supply in our indus- you, your life priorities suddenly become clear.” PV: What would you like your legacy to be? try. We have innovation in the industry, what we And so for me, I can tell you mentoring is all that I lack is courage. And so it’s time — leadership at the do and all that I enjoy. It’s my way of giving back. DEIESO: I’m hopeful that in the future when history top must start to have courage. There’s an old phrase, “Live like this may be your comes to account that WCG will be regarded well last day because one day it will be.” And so for me, as an organization of dedicated professionals who PV: How are you raising the bar? giving back, giving it forward, paying it forward to made a significant contribution by having the management teams is what dominates my day. It courage to be an advocate for change. Perhaps DEIESO: Whether it’s COVID, post-COVID, new nor- isn’t an easy thing to mentor in today’s world but the most lasting legacy will be the contrast we mal — whatever the phrase, the one thing that will for me it’s all there is. We are known by what we provided to those who regarded change as fearful, remain constant is the need for leadership. And leave behind. unwanted risk, and impossible to achieve. so I chose as raising the bar, just a simple phrase, I tell folks that being able to articulate an Whenever I think of the word impossible, one through leadership. It’s idea is not the same as of my favorite quotes was a Muhammad Ali quote, about moving others to A PURPOSEFUL LIFE putting it into action. in which in a most articulate way he said and I achieve things that they Much of leadership is quote: Impossible is just a big word thrown around did not believe they could achieve by giving them helping people deal with change, understanding by small men who find it easier to live in the world the confidence to do uncommon things. the human elements of making change. they’ve been given than to explore the power they When you think about everything we’ve done Of course, the change you want starts with you. have to change it. Impossible is not a fact. It’s an as an industry, as individual companies, setting And so I say to them “Change begins in the mirror; opinion. Impossible is not a declaration. It’s a dare. that bar for uncommon things, setting goals so to lead others, you have to lead yourself.” In short, Impossible is potential. Impossible is temporary. high but givingCompliments it purpose for me is as simple as never miss a moment in your career to implement When I talk to folks about WCG’s future, it’s that. I don’t think any of us in this industry haven’t change when you are presented with a leadership very simple — it’s change; take what others have looked with pride at the way R&D teams and sci- moment. Just think about change every day. I per- said is impossible, show them it’s possible, and be entists are collaborating and sharing information sonally get up every morning, I write on a piece of remembered for that. openly because they know the fate of the human paper the three things I’m going to change that It may not be a Harvard Business Review article population is at play. It was an insight into a nir- day. And if life interferes with that, one urgency or but it will certainly be something that will benefit (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] vana time. another, I’m not the same at the end of that day. mankind.

146 July/August 2020  PharmaVOICE (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected]

Compliments

of PharmaVOICE RED JACKET AWARDS DR. NANCY A. DREYER Shaping the Future of Real-World Evidence

ancy Dreyer, Ph.D., is a visionary, strategic thinker and collaborator, who has been lead- ing the way in the field of epidemiology for many years. Her natural curiosity about the N causes and control of disease, and other factors relating to health has created a framework for a very successful career. Creative and driven in her approach to problem-solving, Nancy has pursued a nontraditional career path from the start. For almost 20 years, she led an independent CURIOUS. think tank in epidemiology that she founded, which investigated occupational and environmental health issues and conducted pharmacoepidemiologic research, while running a successful summer training program and launching the peer-reviewed journal, Epidemiology. With that same entrepreneurial spirit, Nancy has been at the forefront of the real-world ev- idence movement for many years, evangelizing the benefits of real-world research, done well, to CREATIVE. benefit patients and public health. Now as chief scientific officer and global chief of scientific affairs for IQVIA Real World Solutions at IQVIA, she leads the scientific activities in real-world research and heads the Center for Advanced Evidence Generation. Under her leadership, the group leads studies of comparative effectiveness and safety, and sports injuries using existing data or creating appropriate evidence with fit-for-purpose approaches, including randomized pragmatic trials. She is also a Fellow of both the International Society of Pharmacoepidemiology and the Drug Information Association and is adjunct professor of epidemiology at the UNC Gillings School of Global Public Health in North Carolina.

PV: Your career path has been a bit unusual. ferently, but that’s the perspective you gain with PV: How do you strive to drive innovation and What led you to your current position? hindsight. PharmaVOICEtransformation in those you lead? DREYER: As a pragmatist, I’m always looking for PV: What would you like your legacy to be in the DREYER: I like to surround myself with smart peo- what comes next. While the work I have done has industry? ple who are successful performers and who are changed, I’ve really only had three jobs since I got not satisfied with the status quo. I’ve also learned my doctorate. DREYER: I’d like to helpof shape a greater apprecia- that it’s important to extend your networks and After spending six months in one company tion of real-world evidence, including its trustwor- sphere of influence beyond your trusted inner and watching it suddenly fold, I started my own thiness and ensuring that its value is considered in circle. business. I ran that independent think tank for 20 the context of whether it fits the purpose. In phar- People who are really successful are constantly years, sold it to a large U.S. insurer, worked there for maceutical drug and device development, there’s building new bridges and making new connec- a few years and then was lured away by a spinoff a perception that if the study is not randomized, it tions, which helps you discover new ways to solve of Harvard Medical School. This company was later can’t be reliable. I hope my legacy will give people problems. You have to extend yourself, listen and acquired by Quintiles, which then merged with a substantial reason to change that philosophy. learn — be open and seek perspective from peo- IQVIA. I also hope that I can inspire young women ple who think differently than you do, and who Starting my first business took a leap of cour- who wonder if they can make a dif- age, but I did that for 20 years and was ready for a ference in science and the business of WHEN REAL IS RELIABLE change. It took me two jobs to find a great place science. to be. I realized that I wanted to be part of a big are successful in what they do. The path you make business where research was at the core and IQVIA PV: Where do you think the greatest potential together will be stronger and often better than certainly brings me that. lies for real-world data? your first idea. My career has been about looking for the opportunities to become smarter, stronger, and to DREYER: We’ve been using real-world data for PV: We’re starting to see far more collaborations be able to do more and different kinds of highly safety for decades, but in the future I hope to across the ecosystem. How do you think that’s relevant work, like my current work on COVID-19 see it established in its rightful place alongside going to drive innovation and improve R&D at www.helpstopCOVID19.com. randomized control trials (RCT) as a complement, and commercialization? not a lesser form of evidence. What we’ve learned PV: Is there anything you would have changed from RCTs is they can be very informative for a set DREYER: These collaborations across the ecosys- along that trajectoryCompliments as you were plotting out of narrowly defined people. tem are what keeps me excited about my work. what the next step would be? We need the rest of the story, the real-world I’m a disruptor; I think that comes with being an evidence, to know if the findings translate to other entrepreneur. The pharmaceutical industry is DREYER: My grandmother had a saying that you settings, other uses, as well as other age groups fixed in its position in many ways, and for good can’t put an old head on young shoulders. and other risk categories. We need both types of reason. There are well-established methods and I was young and naïve in my first job as CEO. research to make sensible policy decisions about approaches for discovery and development and (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] There were a lot of things I would have done dif- drug use. it’s a risky, expensive business. But the race for

148 July/August 2020  PharmaVOICE RED JACKET AWARDS

treatments is going to keep pushing creativity and women in business. I watch how they organize dence gaps that can improve people’s lives. I’ve processes, much as the 21st Century Cures Act themselves and handle various challenges, often actually been fascinated with epidemiology since intended. And not just in the United States. We are in ways entirely different from my approach. I’ve I was a child, when I was inspired by the fictional seeing new ways to modernize medicine develop- met some very talented and smart people in IQVIA detective Nancy Drew. She solved murder myster- ment and access in Europe, China, and Japan. who give me energy. ies — and had a cool car — but the stories I wrote COVID-19 is forcing us to be nimble and to were about medical mysteries. connect even more with technology, for example, PV: As a leader, what is the one thing that keeps in ways we never previously did. I hope that these you up at night? PV: You were honored with the Inspire Author- new regulatory developments will continue to ship Award from DIA. What did that award drive conversations and connections earlier and DREYER: Perceived roadblocks keep me up at mean to you? make the progress necessary to bring new drugs night. When things aren’t going the way I think to market more efficiently. they should, I ruminate about the issues, and try to DREYER: That was tremendously meaningful to me. find another angle to come at the problem. The award recognized that I was able to success- PV: How would you describe your leadership fully articulate a position that broadened the per- style? PV: What brings you joy? spective of some readers. To have an authorship award means you did something with enduring DREYER: My leadership style is a positive one. It’s all DREYER: My family, my talented co-workers, and value. about finding innate talent and helping to develop my garden. I take particular pride when the teams it, put it to productive use and also providing a I work with achieve new heights — get the work reality check. I like working with teams. I don’t done well and efficiently, filling important evi- expect any individual to be great at everything, but teams can really soar. PV: Do you consider yourself to be a mentor? PharmaVOICE DREYER: Yes, I see mentoring as a responsibility that comes with success and experience. I was able to succeed in large part by collaborations Nancy Dreyer, Ph.D.of with others. I try to pay that forward, so to speak. In my current role, I have the opportunity to help TITLE: Chief Scientific Officer develop top talent, which couldn’t be a better role and Senior VP for me at this point in my career. COMPANY: IQVIA INDUSTRY AWARDS: 2019 PV: What advice do you provide to that next Author of the Year, DIA Inspire group of future leaders? Award DREYER: I try to help them with practical advice. I ASSOCIATIONS: Drug often ask people to think through the commercial Information Association; value of what they’re talking about, not just the International Society of scientific excitement of possible discoveries. Also Pharmacoepidemiology; I try to discourage the victim-type thinking that PCORI Clinical Trials Methods you sometimes encounter — ‘I can’t get ahead because of some person or situation beyond my Advisory Panel; National control.’ I try to encourage people to take charge Football League Health & of their careers. Safety Executive Committee If you have a horrible boss, get a better boss or find a different job. You need to figure out how you can make change and own the consequences of your behavior. Compliments PV: As a role model yourself, who do you look to as role models?

DREYER: I like to learn from smart people. If you’re surrounded by smart, successful people, you can (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] get a lot done. I’m also inspired by successful Raising the bar… with the help of others

PharmaVOICE  July/August 2020 149 RED JACKET AWARDS BARRY GREENE Every Single Patient Matters PASSION. INTEGRITY. o complete the journey from the raw science of RNA interference (RNAi) to a clini- cally validated platform required a leader with passion and persistence. That’s exactly T what Barry Greene has brought to Alnylam as president. Since joining the company in 2003, he has been leading the company to develop RNAi therapeutics to transform the lives of people living with diseases for which there are limited or inadequate treatment options. Barry epitomizes what Alnylam is all about. Much like the company name, which is derived from “Alnilam,” the bright center star in the constellation Orion’s belt that has been used by navigators for thousands of years and symbolizes a passion for discovery, Barry is guiding the company to deliver on its promise of RNAi from a Nobel Prize-winning dis- covery into an innovative, entirely new class of medicines. In fact, Alnylam has delivered the world’s first and only approved RNAi therapeutics — Onpattro (patisiran) for the treatment of transthyretin-mediated amyloidosis (hATTR amyloidosis) and Givlaari (givosiran) for the treatment of acute hepatic porphyria (AHP). For Barry, it’s all about patients and bringing new and innovative medicines to market that not only improve the lives of patients but save lives. And along the way, he’s guiding the next generation of researchers and leaders to create their own patient-based legacies of success.

PV: How do inspire others to reach their per- to the communities to help them deal with sonal and professional goals? the crisis. I’m proud that we doubled the net fundraising from last year through a virtual GREENE: What we do is personal and it’s amazing. engagement. We raised more than $1.6 mil- When you work in a company that is developing lion for programming to tackle disparities a whole new class of medicine that saves lives, of heart disease. As a company,PharmaVOICE we started that in itself is inspirational. I focus on our vision, thinking about digitization and virtualization mission, and our core values. And I try to live our early on. So, when COVID hit, we were able to core values every day to the best of my ability. I move forward fairly quickly. The other heavy think the best companies are those where the lift that we had to doof was find alternative sites leadership believes in the vision and mission and of care for our patients as institutions were believes in the core values and lives those core closing “elective procedures.” Giving someone a GREENE: Helping people be successful is ulti- values: commitment to people, innovation and drug, even a cancer drug, became an elective pro- mately the most important thing. I look at it discovery, sense of urgency, open culture, and pas- cedure. In a very short period of time, we were able this way, if I can work with others and help sion for excellence. I look at leadership mostly as a to move many patients to home care from local make them be more successful, ultimately I function of support. What can I do to enable the centers, so that they didn’t have to stop taking will be successful. I don’t know if this is a phi- people in my organization to be successful? And their lifesaving medicines. losophy I developed over time or something what processes, what tools, what enabling tech- I was just born with. My parents told me that nologies can we put in their hands, so ultimately, PV: We’re hearing that with COVID-19 there has my kindergarten and first grade report cards people feel like they’re succeeding? We also set been greater collaboration in the industry. Are said something like, ‘Barry’s more interested big, hairy, audacious goals, and ask people to strive you seeing this in your space? in helping everyone else with their homework and stretch. Nothing is more satisfying to a team than doing his own.’ I have had the good when it’s been able to achieve big, hairy, aggressive GREENE: What’s been interesting about the bio- fortune of working at amazing places with goals, particularly when those goals are oriented pharma space, particularly in the Cambridge/Ken- amazing people working together toward a toward saving lives and helping patients. dall Square area, is for the 20-plus years I’ve been common goal. up here, I have found there to be more collabora- PV: How are you raising the bar both profession- tion than in any other ecosystem out there. I could PV: When you work with the next generation of ally and personally? reach out to a Nobel laureate professor at MIT, and leaders, what advice do you provide to them? he or she would come walk over to our facility for GREENE: On a personal level, I was asked to be the an hour and exchange thoughts and ideas. You can GREENE: I tell people, whatever you’re asked to chair of the 2020 Boston Heart and Stroke Ball for meet venture partners and exchange ideas. I think do, do your very best at whatever it is. Also, make the AmericanCompliments Heart Association, which brings to- COVID has taken the Kendall Square ecosystem, if sure people know that you have done the very gether many in the medical community to tackle you will, and globalized it, meaning big pharma is best you can do. It’s okay to showcase your work. the devastating aspect of heart disease and the working with other big pharma, biopharma, and The third thing that I tell people is look for white disparities between certain communities. And academia. spaces. Where can you add value? How can you those disparities have grown greater with COVID, do more than you are asked to do? The final thing so rather than not do our 2020 event, we thought PV: What is your philosophy with mentoring is look for ways to make everyone around you (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] about how the AHA could be even more valuable and developing the next generation of leaders? more successful.

150 July/August 2020  PharmaVOICE RED JACKET AWARDS

YES WE CAN

Barry Greene

TITLE: President COMPANY: AWARDS/HONORS: Albert Einstein Award; 2008 Pharmaceutical Executive 45 Under Forty Five; 2008 The 11th Annual Myer Saxe Award from the Alzheimer’s Association; 2010 Women Unlimited, Inc. You Make the Difference Recognition; Alzheimer’s Association 2010 Century Award ASSOCIATIONS: Acorda Pharma Board of Directors; Karyopharma Board of Directors; Hope for the Harbor Event Committee for Alzheimer’s Association; Chair, 2020 American Heart Association Boston Heart and Stroke Ball TWITTER: @BarryGreene

Raising the bar… by bringingPharmaVOICE interconnectivity into everything we do PV: When you look to build your executive team, what are some of the qualities you look for? there.’ I looked at him and said, ‘yes, but every sin- Helping people be successful is gle patient matters, everyof story gives me great joy.’ GREENE: I look for people to be strong individual I also get joy from seeing people come together to ultimately the most important contributors and team players. I look for people work on something hard and achieving the goal who can do the work, meaning I want player as one team. thing. I look at it this way, if I coaches. People have to know how to create deliv- can work with others and help erables, move projects along, and dive in without PV: What would you like to leave to this industry requiring massive teams to get a lot done. I also as your legacy? make them be more successful, look for people who resonate with our core values. They also have to value the mission of Alnylam and GREENE: One of the things I’m most proud of is ultimately I will be successful. our goals to build a top-tier, independent biophar- when I hear ‘Barry’s got your back.’ I also feel pretty maceutical company founded on RNAi. good about bringing medicines to patients amid the doubters who never believed these medicines cludes everything from testing, to diagnosing, to PV: As a leader, what is the one thing that keeps would make it in the first place. I am proud that Al- treatments, to vaccines, to prophylaxis to get us you up at night? nylam is a patient-focused company. And third, I’m through this global crisis. I hope at the end, rather incredibly proud that Alnylam has led the world than being seen as those damn drug companies GREENE: I don’t sleep very much, so that’s a bad by offering proactive value-based agreements and that charge too much money, the public views us question for me, but the thing that saps my energy partnering with payers. I’d like to see value-based differently. We need to do everything we can, not is when I see a lack of collaboration to do the best agreements strengthen in the future. We’ve paved just to do great work, but to make sure people toward a common goal. the way for how manufacturers and payers can know the great work we’ve been doing. I’m also partner at Alnylam. Our industry should be praised hoping that collaboration between and among PV: Conversely, what brings you most joy? and should be part of the solution, not part of the industry players continues to stay strong beyond problem. solving COVID. How do we come together to GREENE: Every timeCompliments I hear a story about a patient improve access? How do we come together to that we helped in a meaningful way, and fortu- PV: Where do you see the industry headed in speed drug development? How do we come to- nately we hear these stories a lot, gives me great the shorter term? gether to share information — legally — and en- joy. One of our more serious doctors looked at me hance collaboration? How do we get faster and one day and said: ‘Barry, every time you hear a pa- GREENE: My hope is that the industry emerges better at trial design, testing drugs, and getting tient story, you get all excited. You know the data, from the COVID situation with the recognition real-world evidence into how we promote and (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] you know that there are a lot of these stories out that it literally can save the world. And that in- use drugs in an effective way?

PharmaVOICE  July/August 2020 151 RED JACKET AWARDS JULIE ROSS Steering Toward the Quantum Leap

recognized thought leader and innovator in the life-sciences industry, Julie Ross is at COMPASSIONATE. BRAVE. the forefront of championing initiatives to improve clinical research. As president of A Advanced Clinical, Julie has worked extensively on targeted strategies to improve risk- based monitoring, electronic trial master files, business intelligence tools, and business process automation. Beyond Julie’s zeal to improve clinical trials to benefit patients worldwide, she is passionate about developing high-performing teams and mentoring future talent, which is reflected in the culture of her company and in her roles as a mentor and board member with the Healthcare Businesswomen’s Association. Julie’s leadership philosophy incites people to be their best and do their best. She has created such a special and unparalleled culture in the CRO field, the people who come to Advanced Clinical stay invested in the company, which is shown through the company’s com- petitive retention rates. Julie firmly believes that when people know they are supported, safe, and loved, their potential is unleashed. As a leader, she is known for taking problematic situations and implementing long-term solutions for venture capitalists, private equity firms, private owners, and thousands of employees. Julie has never been about the short-term dollar. Ingrained into her mindset are long-term goals and creating a compelling vision that motivates her teams to go beyond what they thought might be possible. In her career, she has grown companies’ profitability and footprints, while increasing efficiencies that create sustainable work environments that offer rewarding cultures to employees. Raising the bar… by constantly She is a thoughtful leader in that she takes great care to ask questions that incite new ways of thinking. As she continues to drive meaningful change and innovation in the industry, she is challenging the status quo paving the way to achieve her legacy, which is to inspire and influence a generationPharmaVOICE of leaders to challenge the status quo and embrace all points of view. Julie Ross

PV: How do you believe your leadership style PV: How do you encourage your leaders to think TITLE: President inspires others to reach their personal and differently? of COMPANY: Advanced Clinical professional goals? INDUSTRY AWARDS: 2019 Healthcare ROSS: First, I challenge our people to network ROSS: I seek to ensure we have a safe space where more than they do. Second, I encourage them Businesswomen’s Association’s Chair Award; people can bring their whole self to work and to ask questions from those who are not in our 2016, 2014 PharmaVOICE 100 where failure is embraced as a step in the jour- industry — why, why not, how, to what degree, COMPANY AWARDS: 2019 Outstanding ney of seeking a better where have we fallen Leader; 2018 Outstanding Leader way. Only then can they short? This is one of LEAD WITH LOVE ASSOCIATIONS: DIA, Healthcare feel free to be mentally the reasons I joined the stimulated and creative. My job is about helping Healthcare Businesswomen’s Association (HBA). I Businesswomen’s Association others be their best in the work environment. Not get the chance to learn about different perspec- everybody works the same way. I grew up in a tives from leaders from across the industry and generation where you came in at eight and you surround myself with a network of people who are and gender domains. We need to blend the social left at five. Now we have a new generation that different from me. By asking questions, listening, disparity that we have in our worlds with a new works differently, but also remains accountable, and probing, you grow and your thinking extrap- road map of how we’re going to work and develop responsible, motivated, and engaged. olates in so many different ways. This is the power drugs and products together. When this happens, of innovation. we will have made a quantum leap. PV. How do you strive to drive innovation and transformation in your company and in the PV: As a leader who is striving to change the PV: What are some of the qualities you look for industry? trajectory of the industry, what does that in the next generation of leaders? mantle of responsibility mean to you? ROSS. Innovation begins with creating a safe space. ROSS: I look for people who lead first with their Then the magicCompliments happens. When people feel safe ROSS: We must ensure we have diversity in our ears and then their voice. Future leaders are the they bring their best selves. My role then is to pro- thinking and make sure all voices are heard. Our ones who are making sure all voices are heard. It’s vide opportunities for the team and to think and industry has always looked at the world through hard to be influential if you don’t demonstrate the network with others, allow for failure, and wrap a scientists and drug developers; now we’ve started core qualities that show you don’t have all the an- learning culture around the people, which leads to embrace other stakeholders such as service swers yourself. A leader never has all the answers to innovation and real transformation within my providers and academics. But that’s not enough. as an individual. A leader is only as good as the (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] company and the industry. We must look socially across the ethnicity domains team he or she is surrounded by. I believe the other

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part of leadership is caring, and loving, and really a village to drive results, so ensure you have cap- My up-at-night issue is knowing understanding that all people are good. tured all points of view. we have people with horrible PV: What advice do you share with leaders in PV: How important is it for you to mentor and diseases dying without a 24-Hour Marathon your organization? develop the next generation of leaders? cure, and I keep asking, What ROSS: As a leader you need to understand your ROSS: It’s critical to mentor and develop the new role is just one of many, and no one role is more generation if we are striving to drive innovation as more can I do? Where is my Come and go as you wish for 24 hours important than the others. Also, make sure you well as better and more timely results. By sharing of Live and OnDemand programming, have all the right people in the right seats. It takes our thoughts on life and business lessons, includ- opportunity to do more? What ing successes and failures, others are empowered am I missing? How can I help? including interactive panels, to not repeat failures of the past. think tanks, lifestyle experiences, PV: There has been a huge level of PV: How would you describe yourself as a collaboration with COVID-19. How do we leader? networking, videos, entertainment, maintain this going forward? ROSS: I am compassionate, because we need peo- and a ton more fun! ROSS: The pandemic has driven us to break down ple in our lives to survive. Understanding and hav- barriers and to engage with others outside of our ing concern for those around you helps you focus silos. We have been driven to put humanity first on what’s most important. It keeps your moral and above profits and individual/company accom- compass in tune, and when others know they are plishments. This is allowing us toPharmaVOICE have better, faster supported, safe, and loved, it’s amazing how their outcomes as brilliant minds across companies and potential is recognized. I also believe I am brave SEPTEMBER 10, 2020 stakeholders work together to break barriers, chal- because I do not shy away from path finding. lenge the status quo, and find a COVID cure. We all My inner being is in a state of constant turmoil 12AM-11:59PM ET need to make sure thatof we don’t go backwards as questioning what else, why, and is the time right? we leave the pandemic. We’ve accomplished so Keeping this in balance and alignment allows me much in such a short, crazy amount of time. Yes, the to be brave and not foolish. Challenging the status cure isn’t here yet, but it’s right around the corner. quo, surrounding oneself with different points of If we continue to wear that lens of humanity first, view, and then focusing on what matters most is business results will follow all of us. I’m hoping we the best way to embrace risk and be brave. can replicate this way of working to create a con- sortium of stakeholders committed to addressing PV: What is the one thing that keeps you up at other diseases, such as Alzheimer’s and ALS. night? Conversely, what’s the one thing that brings you joy? PV: Let’s talk about your passion for bridging the gender gap. Your company was one of the ROSS: My up-at-night issue is knowing we have first to join the HBA’s Collaborative. Why is this people with horrible diseases dying without a cure, so important to you? and I keep asking, What more can I do? Where is my opportunity to do more? What am I missing? ROSS: A lot of times in my career, I was held back How can I help? Joy comes when I witness mean- from being my best self because of my gender. I ingful progress in finding cures, but on a daily don’t think people did it intentionally, it’s just the basis my joy comes from others when they see the way the world was. But it’s wrong. Working as hard rainbow on a cloudy day. as I did, I should have had an equal opportunity. So I’ve been committed to not only being a voice PV: What mark would you like to leave on this for change, but demonstrating action to change. industry as your legacy? ComplimentsOur company joined the HBA Collaborative so I could be involved with other leading companies ROSS: I would like to be remembered as a leader that say this is important, it is wrong, and we’re who inspired and influenced a whole new gener- going to change it. Also, when you fix gender im- ation of leaders to challenge the status quo and balance, you begin to fix other imbalances across embrace all points of view. A leader who drove ethnicities and races. This is something I’m very meaningful change, diversity, and innovation in (c) PharmaLinx LLC. Rights do not include promotional use. For distribution or printing rights, contact [email protected] passionate about. the industry. FREE REGISTRATION IN ADVANCE

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