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And a Resilient Life Sciences Infrastructure for the Future
… AND A RESILIENT LIFE
SCIENCES INFRASTRUCTURE FOR THE FUTURE
One of the greatest learning opportunities of the pandemic is in Canada’s life sciences sector. Canada incurred multiple vaccine sourcing issues, putting us behind other countries. But reliance on foreign suppliers does not have to be our future.
“We have a choice,” says Jane Chung, President, AstraZeneca Canada and MERG Sector Leader – Life Sciences & Healthcare. “We can keep doing things the same way we’ve always done them, or we can learn from the lessons of this pandemic. We need to rebuild our pharmaceutical manufacturing and supply capacities and reshape healthcare delivery with critical life sciences investments so that Canadians will have first access to medicines and first-class medical services in the future.”
The Mississauga Economic Recovery Group (MERG) has brought together some of the best minds in the life sciences private sector. For these CEOs, making Canada a go-to choice for investment in assets, talent and research through a connected, aligned life sciences ecosystem, is the only option.
Sam Ricchezza, strategic advisor with McMaster Innovation Park and past President, North America with Bora Pharmaceuticals, has stepped up to lead the charge on developing a national vision and strategy for Canada’s life sciences and healthcare sector.
“Sam is eminently qualified to take on this leadership role,” says Ellen McGregor, CEO, Fielding Environmental SAM RICCHEZZA IS LEADING THE CHARGE ON BUILDING A NATIONAL LIFE SCIENCES AND HEALTHCARE STRATEGY.
and Chair, MERG. “He has a wealth of knowledge and contacts, he has the patience to work with the myriad of stakeholders involved and most importantly, he’s deeply passionate about this issue. He is the puzzle master who is going to help put all the pieces together.”
Building a Comprehensive, National Life Sciences Strategy: It’s Complex
The Life Sciences industry is a large, complex ecosystem made up of many interrelated parts, from research and development, manufacturing, distribution and transportation, hospitals, community health partners and pharmacies to name just a few. It is also guided by strict policies and significant regulatory oversight from numerous federal and provincial ministries.
“We have a unique opportunity here to align all parties, including government and its policy decision-making processes, as well as the public, behind a common vision and values-based goals for the future of healthcare in this country,” says Sam.
It’s early in the strategy development process but it’s already clear that there is a collective aspiration to help make Canada one of the top health and biosciences hub in the world. A vibrant, resilient top-to-bottom ecosystem benefits everyone, including improved health outcomes for Canadians. That’s a powerful vision.
“The time is now,” says Sam. “MERG has brought us together and helped connect the dots at an opportune moment in time. We now have a case for change, momentum and critical mass. Sometimes you need to make a bold move if you want to effect change, and that’s exactly what we’re going to do.”
