Pf Magazine June 2018

THE NHS TURNS

70

June 2018 PHARMAFI E LD.CO.U K

JOIN OUR JOIN OUR JOIN OUR FIGHT FIGHT FIGHT TO END JOIN OUR TO END DUCHENNE TOFIGHT END ..

DUCHENNE TO END .

DUCHENNE

DUCHENNE.

Duchenne muscular dystrophy is muscular dystrophy is aDuchenne fatal genetic muscle-wasting a fatal genetic disorder.

It’s themuscle-wasting most common disorder.

It’s the most common Duchenne muscular dystrophy is genetic killer of children. genetic of children. a fatalkiller genetic muscle-wasting At Duchenne UK, we are dedicated disorder.

It’s the most common Duchenne muscular dystrophy is Duchenne UK, we are dedicated toAtaccelerating treatments that can atofatal genetic muscle-wasting genetic killer offor children. accelerating treatments that can change the future this generation disorder.

It’s the most common change thewith future for this generation ofgenetic children Duchenne.

At Duchenne UK, we are dedicated killer of children. of children with Duchenne. accelerating that can Atto Duchenne UK, wetreatments are dedicated the treatments future forthat thiscan generation tochange accelerating change the future for Duchenne. this generation of children with of children with Duchenne.

VisitVisit duchenneuk.org duchenneuk.org

Visit duchenneuk.org Visit duchenneuk.org

DUCHENNE UK DUCHENNE UK

DUCHENNE DUCHENNE UK UK

WELCOME

ACTING EDITOR

Amy Schofield amy@pharmafield.co.uk C R E AT I V E D I R E C T O R

Emma Warfield emma@pharmafield.co.uk COMMERCIAL DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk SALES & MARKETING MANAGER

Rachel Cresswell rachel@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@e4h.co.uk P f AWA R D S

Melanie Hamer melanie@e4h.co.uk PUBLISHER

Karl Hamer karl@e4h.co.uk pharmafield.co.uk e4h.co.uk @pharmafield @pharmajobsuk HEAD OFFICE

Spirella Building Bridge Road Letchworth Garden City Hertfordshire SG6 4ET United Kingdom The content of and information contained in this magazine are the opinions of the contributors and/or the authors of such content and/or information. Events4Healthcare accepts no responsibility or liability for any loss, cost, claim or expense arising from any reliance on such content or information. Users should independently verify such content or information before relying on it. The Publisher (Events4Healthcare) and its Directors shall not be responsible for any errors, omissions or inaccuracies within the publication, or within other sources that are referred to within the magazine.

The Publisher provides the features and advertisements on an ‘as is’ basis, without warranties of any kind, either express or implied, including but not limited to implied warranties of merchantability or fi tness for a particular purpose, other than those warranties that are implied by and capable of exclusion, restriction, or modification under the laws applicable to this agreement.

No copying, distribution, adaptation, extraction, reutilisation or other exploitation (whether in electronic or other format and whether for commercial or non-commercial purposes) may take place except with the express permission of the Publisher and the copyright owner (if other than the Publisher).

Letter from the team

H

ello and welcome to the June issue of Pf. Change is an inevitable part of life. No organisation knows this better than the NHS, which has arguably undergone more changes in its seven decades than most. As we celebrate our National Health Service’s 70th year, we look at how the organisation has undergone many shifts since Aneurin Bevan first envisioned free healthcare for all based solely on need, while also asking what the future holds for this septuagenarian establishment and what needs to evolve to create a health service that will survive for decades to come. Is it now an organisation that Bevan would find hard to recognise?

Elsewhere, we feature companies and individuals working within pharma and healthcare who have taken teamwork and a respect for the expertise of each and every member of staff to another level, whether it’s steering a team of 500 through times of corporate transition while remaining visible and accessible by regularly ‘walking the floor’; the support from management and colleagues that gives an individual the faith in themselves to become a Pf Award winner, or the creation of a new ABPI award that recognises the real passion and dedication that individuals in the industry bring to work every day.

We’ll be launching the first of our Pf Magazine Special Editions in July, covering the vital subject of market access with in-depth expert analysis and opinion, and the August issue will be asking if Brexit will actually be good news for pharma.

We are greater than the sum of our parts, and as our own team LE T ' S KE E P also evolves and changes, we I N TOUCH look forward to a bright future.

Team work makes the dream If you’d like to keep updated on Pf news, or if you missed our email work – it might be cheesy, but about continuing to receive our email it’s true. Enjoy this issue!

The Pf Team

newsletters, you can resubscribe at pharmafield.co.uk/subscribe

The information contained in this magazine and/or any accompanying brochure is intended for sales and marketing professionals within the healthcare industry, and not the medical profession or the general public.

Pf Magazine is published monthly. For a free U.K. subscription visit pharmafield.co.uk/subscribe.

HAVE AN OPINION ON SOMETHING YOU ' VE RE AD IN P f MAGA ZINE? @Pharmafield

M AG A ZI N E | J U N E 2018 | 1

CONTENTS

03 08 11 12 14 18 22 24 28 30 32

N E WS

Bringing you this month’s essential headlines

MAGA ZINE

June

C OV E R S TO RY

Happy 70th birthday to our NHS? P H A R M ACY

Community pharmacy support for asthmatics POLITICS

Claudia Rubin asks where the NHS goes from here COFFEE BREAK

Duchenne UK’s CEO on DMD F E AT U R E

HAVE YOUR SAY: If you’d like to share an idea for a feature or collaborate with us on a captivating advertorial, please get in contact.

GET IN TOUCH: hello@pharmafield.co.uk @pharmafield

@pharmajobsuk

Pf Magazine

Chris Finch discusses AI’s impact on healthcare F E AT U R E

Who’s taking on severe asthma?

BE IN THE KNOW.

EVENTS

ABPI’s exam award rewards excellence M OV E R S & S H A K E R S

Who’s going where and why they’re going there P H A R M ATA L E N T

Accord Healthcare’s Sandra Lee P H A R M ATA L E N T

Polish up your interview technique

To request a FREE print subscription for your workplace, or to sign up to our weekly newsletters for the essential headlines, Jobs of the Week, PharmaTalent and thought-provoking features, visit pharmafield.co.uk/subscribe This issue and all past issues of Pf Magazine can be viewed online at issuu.com/pfmagazine

2 | R E A D M O R E N E WS O N L I N E AT PH A R M A FI EL D.CO. U K

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S

NHS

NHS COULD BE ‘WORLD NUMBER ONE’ A N T I M I C R O B I A L R E S I S TA N C E

O

ne of the world’s leading healthcare experts says that the NHS will be the best system in the world if it succeeds in integrating care, getting people and organisations to work together.

Professor Don Berwick, a former adviser to Barack Obama, says the NHS is teeming with people who have built modern services fit for the 21st century and it would be smart to learn from them while creating the future NHS. He said the fragmented nature of the NHS could be solved if all local health and care organisations, including local government with social care, worked in partnership and pooled resources, a movement which is currently underway.

Prof Berwick is an advisor to the King’s Fund think tank and a leading authority on health

PSORIASIS.

Beneath the skin

care quality and improvement.

He has served on the faculties of the Harvard Medical School and Harvard School of Public Health as well as leading the US federal agency overseeing Medicare and Medicaid.

Prof Berwick said: “I think the NHS probably has a better chance to truly integrate care than almost any other health care system in the world.

We’re not our diseases, we’re not a broken arm or diabetes, we’re whole people who are making journeys through our lives and the care system has to honour and respect that.”

He added that it was essential to find time amongst many pressures to build relationships otherwise success would be elusive. “Right now the NHS is under enormous pressure. You’re going to have to find the time.”

AbbVie has submitted a marketing authorisation application to the European Medicines Agency (EMA) and a Biologics License Application to the US Food and Drug Administration for risankizumab, an investigational interleukin-23 inhibitor for the treatment of plaque psoriasis.

Michael Severino, executive vice president, research and development and chief scientific officer, AbbVie, said: “Many psoriasis patients are still battling this disease and the impact it has on their lives. Risankizumab has the potential to be an important new treatment option and we look forward to working with the EMA throughout the review process”.

Winning combination Helperby Therapeutics Ltd has presented data from Phase I results on the tolerability, pharmacokinetics, pharmacodynamics and efficacy of AZT and colistin both alone and as a combined therapy, against multi-drug resistant Enterobacteriaceae (CRE), one of the most serious drug resistant pathogens.

The company also presented preclinical data which shows that AZT is active against carbapenem and colistin resistant Enterobacteriaceae. AZT is a DNA chain terminator and represents a new class of antibacterial agent against the most resistant Gram-negative bacteria.

The research paves the way for further clinical trials and the potential for the development of a new class of antibiotics, effective against some of the most resistant pathogens.

The combination provides antibiotic enhancement with a low dose of colistin, which is safe and tolerable in humans as demonstrated by the phase 1 results, and so avoids the risk of renal toxicity associated with colistin in higher doses.

Helperby’s new class of ARB antibiotic therapy is one of only a handful of drug candidates that the World Health Organisation (WHO) has identified as in development to tackle the three WHO Critical Priority pathogens; CRE, carbapenemresistant Acinetobacter and carbapenemresistant pseudomonas aeruginosa.

CEO Dennis Molnar said: “Helperby’s combination technique has the potential to extend the life of last-resort antibiotics which are under huge threat from antimicrobial resistance.”

Pf View: The threat of antimicrobial resistance is an urgent priority for the preservation of global health and this research offers hope that alternatives can be found.

M AG A ZI N E | J U N E 2018 | 3

CANCER

Chink in the armour

HEART DISEASE .

WORK SMARTER

A

team of researchers funded by Pancreatic Cancer UK has found a way to slow down the growth and spread of the disease.

The team at Imperial College London, led by Dr Leandro Castellano, looked at a set of molecules called microRNAs, found in abundance in pancreatic cancer stem cells. These molecules work with a chemical hormone called tgf beta, which controls cancer cell behaviour, and together they encourage pancreatic cancer cells to grow and spread. Dr Castellano set out to investigate whether removing the microRNAs in pancreatic cancer would mean that this process could be slowed down, to improve the prognosis of pancreatic cancer. 80% of patients are diagnosed with the disease at an advanced stage and fewer than 7% of patients survive beyond five years.

Using the cutting-edge CRISPR gene editing technique, Dr Castellano and his team created pancreatic cancer cell lines in the lab without microRNAs and were then able to stop the process between microRNAs and tgf beta from happening, therefore slowing down the growth and spread of the disease. They then investigated the same process in mice with pancreatic cancer, and once again found that removing the microRNAs meant that the growth and spread of the disease was slowed down. Dr Castellano and team now plan to investigate whether removing the microRNAs will prevent a key process which develops the stroma, the ‘armour’ which surrounds a pancreatic cancer tumour, making it difficult for treatments such as chemotherapy to reach it.

The hope is that Dr Castellano’s research could in the future lead to a new treatment which could not only slow down the growth and spread of this tough disease, but also improve the effectiveness of chemotherapy.

Leanne Reynolds, Head of Research at Pancreatic Cancer UK, said: “If future research is successful, Dr Castellano’s results could lead to many pancreatic cancer patients living longer and having more precious time with their families.”

Pf View: It’s welcome news that investment is being made into research that’s making potentially great strides in tackling this devastating cancer.

4 | R E A D M O R E N E WS O N L I N E AT PH A R M A FI EL D.CO. U K

Lives are being saved through the NHS’s use of smarter technology, including the introduction of a ‘game changing’ cancer treatment which reprogrammes patients’ own immune cells, according to NHS England Chief Executive Simon Stevens.

Speaking at the ABPI’s annual conference, Stevens revealed how an e-observation system at a hospital in Liverpool has seen a 46% reduction in cardiac arrests while their sepsis screening tool has helped speed up treatment. In addition, 20,000 hours of nurses’ time has been freed up at Imperial College NHS Trust, in London.

He also announced that Chimeric antigen receptor T-cell therapy (CAR-T), a ‘game-changer’ to attack cancers – even where other methods have failed – could be approved for use this year.

There are a host of local and national initiatives that are helping drive up efficiency and improve safety for patients in the NHS which include moving GP referrals to hospitals online, electronic monitoring of patients at the bedside and one single electronic record system in a hospital.

Stevens said: “As we celebrate the 70th anniversary, the NHS is working harder than ever to save lives and improve care by embracing cutting edge technology like CAR-T therapy and spreading innovation across the whole health service.

“However we can’t do this alone and we need the help of the manufacturers to ensure we can get these treatments to patients as quickly and cost-effectively as possible.”

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S M E R G E R S & AC Q U I S I T I O N S

Sell off

D I G I TA L P H A R M ACY

Steady Eddie Well Pharmacy has launched ‘Eddie’, the first digital subscription service for Viagra Connect (sildenafil) in the UK. Well was one of the first pharmacies to sell Viagra Connect in-store over-the-counter from April this year. The pharmacy chain has now launched a hassle-free, discreet, online subscription service for men with erectile dysfunction.

Viagra Connect is now available without a prescription through the geteddie.co.uk website. The product is delivered in unbranded packaging to the door of the customer with bank-grade data security, and no prescription fees or delivery charges to pay.

Dan Sheldon, Head of Digital at Well, said: “Eddie is a friendly, convenient, simple way for our customers to get the treatment they need.

Most importantly, it’s safe.”

C O P D.

SAVE YOUR BREATH

A

straZeneca and its global biologics research and development arm, MedImmune, have announced top-line results from the GALATHEA Phase III trial for Fasenra (benralizumab) in patients with moderate to very severe chronic obstructive pulmonary disease (COPD). The trial did not meet the primary endpoint of a statisticallysignificant reduction of exacerbations in patients with the disease.

The pivotal Phase III trials GALATHEA and TERRANOVA are randomised, double-blinded, 56-week placebo-controlled, multi-centre trials assessing the safety and efficacy of Fasenra as an add-on to dual or triple inhaled therapy compared to placebo in patients with moderate to very severe COPD with a history of exacerbations across a range of baseline blood eosinophils.

The safety and tolerability findings in GALATHEA were consistent with those observed in previous trials with Fasenra. A full evaluation of the data is ongoing and the results will be submitted for presentation at a forthcoming medical meeting.

Dr. Sean Bohen, Executive Vice President, Global Medicines Development and Chief Medical Officer, said: “COPD is a debilitating disease with significant unmet need among patients whose disease remains uncontrolled despite treatment with existing inhaled therapies.

We will now await the results of TERRANOVA and a full evaluation of both trials to determine next steps for Fasenra in COPD.”

Merck has signed an agreement to sell its global Consumer Health business to Procter & Gamble (P&G) for approximately €3.4 billion in cash (approximately $4.2 billion). The transaction, expected to close by end of Q4 2018, is subject to regulatory approvals and satisfaction of certain other customary closing conditions.

Belén Garijo, Member of the Executive Board of Merck and CEO Healthcare, said: “With this transaction, we continue to rigorously deliver on our strategy to become a global specialty innovator and bring breakthrough medicines to patients.”

D R U G D I S C OV E RY

Humans on a chip Medicines Discovery Catapult, the Medical Research Council (MRC) Centre for Drug Safety Science, and the National Centre for the Replacement Refinement & Reduction of Animals in Research, brought together experts from the field of organ on a chip technology (OOAC) at an event at the Sensor City in Liverpool.

OOAC systems are the creation of representative 3D human organs linked by microfluidic channels on chips the size of USB sticks. It is possible to re-create functionality from many organs including lungs, kidneys, heart, brain and skin. Although still in its infancy, the technology is widely used and researched in the US and across Europe.

OOAC technology could potentially support the advancement of personalised medicine by imitating an individual’s unique biology.

The impact will save the UK drug discovery community vital time, resource and money, as well as reducing the number of failed trials and disappointments further down the line.

Professor Sir Munir Pirmohamed of the MRC Centre for Drug Safety Studies at the University of Liverpool says: “The OOAC technology will provide human data not currently available until Phase I and Phase II clinical trials that is crucial for scientists to understand both harmful and beneficial effects of drugs.”

Pf View: It’s inspiring to see that the UK drug discovery community is receiving this boost which could really propel it into the race to advance organ on a chip technology, and ultimately benefit UK patients.

M AG A ZI N E | J U N E 2018 | 5

Quick doses U C B announces agreement to acquire rights to P R OX I M AG E N ’s Midazolam Nasal Spray (USL261), an anti-epilepsy drug developed as an intended rescue treatment for acute repetitive seizures in patients with epilepsy.

• S COT TI S H M E D I C I N E S CO N S O R TI U M recommends AC TE L I O N ’s Uptravi® (selexipag) for restricted use for long-term treatment of pulmonary arterial hypertension in certain adult patients.

• S COT TI S H M E D I C I N E S CO N S O R TI U M accepts use of L E O P H A R M A’s Kyntheum® (brodalumab) for restricted use in NHS Scotland for treatment of moderate-to-severe plaque psoriasis in certain adults.

• N I C E recommends JA N S S E N ’s Tremfya®(guselkumab) for treatment of adults with moderate to severe plaque psoriasis.

• U S F DA approves A S TR A Z E N E C A’s Tagrisso (osimertinib) for the first-line treatment of patients with metastatic non-small cell lung cancer (NSCLC) whose tumours have epidermal growth factor receptor (EGFR) mutations.

• M U N D I P H A R M A’s global network of independent associated companies announce that Herzuma, biosimilar trastuzumab, is now available in Europe for treatment of certain patients with early breast cancer, metastatic breast cancer, or metastatic gastric cancer.

I N V E S T M E N T.

Novel approach

ARTIFICIAL .

INTELLIGENCE.

SIGNATURE MOVE

BenevolentAI has raised $115 million from new and existing investors at a pre-money valuation of $2 billion in one of the largest funding rounds in the AI pharmaceutical sector.

The company is applying artificial intelligence to develop new medicines for hard-to-treat diseases. In turn, they hope to lower costs, decrease failure rates and increase the speed at which medicines are delivered to patients. The technology is also able to decipher the molecular process of disease and link these disease signatures within patients to ensure that the right drugs reach the right patients.

The company’s AI technology is being used to develop treatments to meet unmet patient needs across a wide range of diseases, including motor neurone disease, Parkinson’s Disease, glioblastoma and sarcopenia.

Ken Mulvany, Founder and Chairman of BenevolentAI, said: “We have evolved into a fully integrated, AI enabled drug development company with the ability to deliver better medicines at previously unimaginable speeds – this ultimately means patients will receive the right medicines, at a lower cost, in less time.”

NeoPhore and PhoreMost have announced that the companies will receive £1million of funding following the award of a Biomedical Catalyst grant in an Innovate UK competition.

The companies are partners on a grant titled: ‘A novel small molecule approach to enhance cancer immunotherapy’. Their research plan proposes to develop small-molecule drugs that will stimulate cancer immunity by leveraging well-validated genetic mechanisms.

The award by Innovate UK recognises inventive and impactful approaches with a high potential for commercial success. The companies will use the funding to further develop and optimise small-molecule inhibitors into promising oral drug candidates, with an aim to progress the new treatment into the clinic.

Chris Torrance, PhoreMost CEO, said: “This award provides another instance where Innovate UK has been instrumental in fostering early-stage, differentiated R&D programmes.”

6 | R E A D M O R E N E WS O N L I N E AT PH A R M A FI EL D.CO. U K

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S

UNLICENSED MEDICINES

Dawn raid

A total of four people were arrested following morning raids in Bolton after the Medicines & Healthcare products Regulatory Agency (MHRA) investigators searched a series of addresses with the assistance of Greater Manchester Police.

Officers executed searches at five locations across Bolton after an investigation into a suspected illegal unlicensed medicines network, potentially running into millions of pounds.

Investigators seized a large variety of prescription-only medicine, including erectile dysfunction medication, hair loss medication, narcolepsy medication and steroids.

The suspects were arrested on suspicion of conspiracy to supply medicines, class C controlled drugs and money laundering.

MHRA is currently running the #FakeMeds campaign to educate people about the dangers of buying potentially dangerous or useless unlicensed medicines sold by illegal online suppliers.

MHRA’s Head of Enforcement, Alastair Jeffrey , said: “It is a serious criminal offence to sell potent unlicensed or prescription-only medicines. We work relentlessly with regulatory and law enforcement colleagues to identify and prosecute those involved.”

BRAIN TUMOURS.

BARONESS JOWELL’S LEGACY

T

he Government has announced that it will double a recent funding boost for brain tumour research following the death of Dame Tessa Jowell.

The late Labour Cabinet minister, who died in May from an aggressive brain tumour, campaigned for more resources to help combat her disease. £20 million was committed to brain tumour research by the Department of Health and Social Care in February, with the aim to boost survival in these hard-to-treat diseases. The Prime Minister Theresa May is now doubling this investment to £40 million as part of the Tessa Jowell Brain Cancer Research Mission.

Cancer Research UK also confirmed its recent commitment to brain tumour research with a £25 million funding boost for brain tumours over the next five years.

The funding will help support high quality research proposals via the National Institute for Health Research and Cancer Research UK. Announcing that the charity will rename its annual Brain Tumour Conference in tribute to Baroness Jowell, Cancer Research UK’s chief executive, Sir Harpal Kumar, said: “We are excited to be working alongside the Government to boost progress.”

M AG A ZI N E | J U N E 2018 | 7

HAPPY 70TH

W

As we mark the NHS’s 70th anniversary, how has the service evolved, and will it see another seven decades?

hen Health Minister Aneurin Bevan presented his National Health Service Bill to Parliament in 1946, he laid out his intent for what would become the NHS: “Not only is it available to the whole population freely, but it is intended . . . to generalise the best health advice and treatment”. When the NHS came into existence on 5 July 1948, Bevan declared it “The biggest single experiment in social service that the world has ever seen undertaken.”

The NHS was originally based on three core principles: • t hat it meet the needs of everyone • t hat it be free at the point of delivery • t hat it be based on clinical need, not ability to pay.

Then in March 2011, the Department of Health published the NHS constitution, which sets out seven guiding principles of the NHS, and each person’s rights as an NHS patient.

It promised an accountable NHS which would aspire to the ‘highest standards of excellence and professionalism’, provide value for taxpayers’ money, and provide the fairest and most sustainable use of its finite resources.

We asked two people who have worked within and with the NHS for their views on how the health service has evolved, what state it is in now, and what the future holds for this venerated institution – is it sustainable and if not, what’s the alternative?

WORDS BY

Amy Schofield

Chancellor of the Exchequer proposes charges of one shilling for prescriptions. july 5

1948 The NHS is born.

1951

1954 Wide-ranging review of the role of general practice.

8 | PH A R M A FI EL D.CO.U K

Enoch Powell recommends development of district general hospitals.

NHS Reorganisation Act.

1962

1973

A P O LITI C A L C H O I C E Nottingham GP Dr Ian Campbell

I

’ve spent my entire career working for the NHS, 35 years so far, and I’ve never known such a difficult time. I used to be proud of the service we offered, now I’m ashamed. The founding principles have been forgotten, with the service being more fragmented than ever and the inequalities that this creates being greater than ever before.

The NHS is a rationed service. There is no escaping that. But more than ever we are being compelled to make clinical decisions based on cost; not ‘best-value’, which is a positive attribute, but simply cost – ‘can we afford it?’. Ultimately, when services are rationed, reduced, or removed, people lose out. And those that lose the most are those that can’t afford to pay for private services themselves.

It used to be that people used private healthcare to save waiting times; now it’s to access services that are no longer available on the NHS. Podiatry is a simple example; its nigh impossible to get podiatry for patients, even if they are blind! Fertility services are under direct threat. The waiting time for life saving surgical procedures such as heart surgery is rising rapidly, a few years ago measured in a few

Margaret Thatcher makes National unexpected Health announcement Service and of NHS review Community on Panorama.

Care Act.

1982 NHS restructuring abolishes area health authorities (AHAs).

1988

1990

1991

New GP Contract introduced.

First 57 NHS trusts established.

COVER STORY

Y A D H BIRT weeks, it is now back to around six months, which is where it was 15 years ago.

We are told this dire situation is down to more patients needing more care; sure, it is in part. But it is mainly due to cuts in the NHS budget. A 1% rise in government spending annually for the past seven years, compared to an overall average of 5% per annum.

A good, efficient, well-funded, high quality NHS is a political choice – so too therefore is an underfunded, under-staffed and overwhelmed NHS. We do have a choice.

The leadership of the NHS is culpable, for sure, but ultimately they are simply delivering what their political masters tell them to. I hear senior management describe the way they are treated as “bullying”. But at some point, the defence of just obeying orders fails to cut it. Those of us working within the NHS need to speak out, as we are increasingly doing, until the public realise that their 70-year-old NHS is being slowly, and quietly stolen from under their feet.

Bevan would be proud of those working within the NHS today, but ashamed of the level of service they are able to provide. And so too am I, an NHS doctor for 35 years. The next 70 years? Unless we have a radical political rethink I fear we will be lucky to see another 10.

10-year NHS Plan brings about biggest change to healthcare in England since NHS was created.

National Institute for Health and Clinical Excellence (NICE) established.

Number of regional health authorities cut.

1994

“ T he founding principles have been forgotten, with the service being more fragmented than ever”

1997

1998

1999

NHS Primary Care Act 1997.

NHS Direct launched.

New primary care groups (PCGs) established.

2000

District health authorities replaced by strategic health authorities (SHAs) and primary care trusts (PCTs).

2001 Health and Social Care Act 2001 formalises the NHS Plan.

2002

First 10 foundation trusts created.

2003 The Health and Social Care (Community Health and Standards) Act introduced.

2004

2006 SHAs cut from 28 to 10.

Number of PCTs falls from 303 to 152.

M AG A ZI N E | J U N E 2018 | 9

COVER STORY

T

he NHS is a world-renowned organisation and something to be extremely proud of. It has welcomed many lives, saved many lives and improved many lives.

It is 70 years old and has led innovation, advice and care during its long history.

But it is broken. The political parties exploit the NHS to win votes or influence Brexit.

The NHS is an increasingly fragmented organisation, which is struggling to recruit staff and optimally care for a growing and ageing population, especially with many people now living with chronic diseases.

The demand for the NHS has simply outstripped the supply. Just try getting an appointment with your local GP. There are numerous organisations within the NHS, such as CQC, ICS, STP, CCG, primary care, secondary care and commissioning and it is fair to question whether they all share a common goal and measure of success.

Aneurin Bevan had a clear mandate for the NHS when it was conceived over 70 years ago, but how sustainable is that for the future?

The NHS must NEVER lose sight of the patient, but can the NHS remain free at the point of entry? I wonder if Aneurin Bevan would build the NHS in the form that it is in today? The sentiment surrounding the NHS is valid and real; but pragmatism must prevail over the next 70 years.

NHS Choices website launched.

2007

D E MA N D O UT S TR I P S S U PPLY Tim Warren, Managing Director, Triducive

“ T he sentiment surrounding the NHS is valid and real; but pragmatism must prevail over the next 70 years�

Health and Social Care Bill proposes abolition of SHAs and PCTs.

NHS Constitution published.

2008 Next Stage Review: the largest consultation process in history of the NHS.

2009

2010

Care Quality Public inquiry Commission into failings created. at MidStaffordshire NHS Foundation Trust announced.

10 | PH A R M A FI EL D.CO.U K

2011

2012 Health and Social Care Bill passed.

Simon Stevens appointed Chief Executive of the NHS.

Five Year Forward View published.

Junior doctors strike.

2013

2014

2016

2017

Agreement Report by Sustainability NHS England struck on international and publishes Pharmaceutical panel of Transformation Next steps Price healthcare Plans (STPs) on Five Regulation experts published.

Year Forward Scheme. declares NHS View. best healthcare system in the world.

I

’ve returned from a Saturday morning in community pharmacy practice and am reflecting on the number of patients I saw with asthma.

I checked one woman’s inhaler technique, spoke to a teenager about avoiding oral thrush post inhaled steroid use, counselled a 10-year old boy with his father about his new inhaler and spacer device and issued an emergency supply for salbutamol. There is no doubt that I made a difference to the people I served.

The evidence for the contribution community pharmacy can make is compelling. We have seen various pilots and studies demonstrate that pharmacy teams are effective in improving inhaler technique1, improving asthma control and symptoms2 , carrying out asthma reviews3 and reducing admissions 4 . I’ve helped many patients understand why they have been prescribed their inhalers, how they work, how to use them effectively and what the medicine does to help.

Aside from improving outcomes, we also help to reduce waste. Asking one patient with an exacerbation to show me how she used her device, she did not close her lips around the mouthpiece, did not inhale and breathed out a cloud of propellant and drug as she used it. Additionally, every time she used her inhaler, she ‘tested’ it once into the air; she was essentially getting through at least twice the amount she needed to.

Community pharmacy in England has asthma support embedded in its NHS contractual framework. The NHS Medicines Use Review (MUR) service can be offered by all pharmacies and enables pharmacies to have a semi-structured discussion with patients to optimise their use of medicines.

Similarly, the NHS New Medicine Service (NMS) enables us to discuss medicines with patients who have been newly prescribed a medicine for a long-term condition and then to follow up a further two times to answer any questions. Both services are in place to optimise the outcomes an individual has from their medicines, improve their adherence to treatment and identify any issues they may have. Asthma is a target condition for both services. Last year, the Quality Payment Scheme was introduced with a financial incentive for us to show evidence that asthma patients, dispensed more than six short acting bronchodilator inhalers without any corticosteroid inhaler within a six-month period, were referred to an appropriate health care professional for an asthma review.

OPINION

Take a deep breath

DEBORAH CALLS FOR A GREATER ROLE FOR PHARMACISTS IN ASTHMA MANAGEMENT

In the last decade, community pharmacy’s role has become further established in asthma management but there’s so much more we can do.

Asthma patients usually engage monthly with a pharmacy to receive their dispensed medicine and so we are well placed to intervene. Our support extends beyond informal and formal asthma medicine advice; we also support patients with asthma with help to stop smoking, administer their flu vaccination, support self-care and issue urgent supplies.

The GP service is groaning under the strain of demand; now is the time for an enhanced role for pharmacy in asthma management. Deborah Evans is Managing Director of Pharmacy Complete, a training and consultancy company working with pharmacy and the industry. Go to pharmacycomplete.org or email deborah@pharmacycomplete.org

WORDS BY

Deborah Evans

1 Local Professional Network for NHS South Yorkshire and Bassetlaw September 2012 to March 2013 2 South Central Region community pharmacies April 2011 to June 2012 3 Leicester City community pharmacy teams 4 Isle of Wight Primary Care Trust and community pharmacies 2010

M AG A ZI N E | J U N E 2018 | 1 1

POLITICS

SHAPE

SHIFTER

WORDS BY

1 2 | PH A R M A FI EL D.CO.U K

Claudia Rubin

The NHS is 70 – what’s next?

T E C H N O LO G I C A L E VO LU T I O N

F

rom birthday teas to big policy, blood donor drives to special 10p coins, the 70th anniversary of the creation of the NHS is getting the full-body treatment. Nowhere in the world celebrates their public services the way we do our NHS, and politicians will soon be falling over themselves to feature in photo opportunities at their local hospital or alongside smiling nurses.

While the feel-good factor ebbs through 70 years of healthcare progress, the real opportunity of this milestone is determining where and how the NHS goes from here.

Fortunately, the anniversary is unleashing a wave of new surveys, studies and reports into which policy-makers can delve. The question though is what role the private sector is going to play in the 10-year plan and whether the opportunity for industry to shape this relationship is being optimised.

Recent IPSOS Mori polling for NHS Providers on public attitudes to health and care offer some helpful clues as to where the government feels the pressure. While it found public support for the NHS to be ‘unwavering’, almost half expect the NHS to get ‘worse or much worse’ over the next few years. We expect to hear soon from the Prime Minister about the Government’s plan for a long-term funding solution for the NHS, but given that of the six other top priorities identified by the NHS Providers poll as needing more investment, none were in the field of medicines, devices or technology, the life sciences industry could surely do more to demonstrate its central role in delivering a sustainable 10-year plan.

Fortunately, although the public may not be entirely engaged with the vital role that innovative treatment and technology must play, the signs are there that the Government is. The Secretary of State has affirmed his commitment to much more use of technology in the NHS, which includes wholescale digitisation projects and harnessing artificial intelligence, particularly around prevention and diagnosis. But these are immense challenges – the expectation that all trusts in England are finally to do away with paper and switch to entirely e-referral systems by October this year is being met with significant concern, despite those of us in the private sector having long forgotten what paper actually feels like.

We know that the private sector has to be part of the plan, but we also know the inherent scepticism that profit-making companies encounter in public services. It is with almost blinkered zealotry that the public defend the core principle of delivering the same high-quality care free to everyone, alongside a belief that the private sector ought not be seen to make profit from the NHS. Challenging the damaging misconception that private profit and NHS benefit are mutually exclusive should be an important message for the public to hear. Numerous examples of recent efficiency gains at NHS Trusts, made as a result of a clever bit of software from which a small company has made healthy profit, illustrate this well. So too does the astonishing success of immunisation programmes and the use of innovative surgery techniques – highly profit-making initiatives central to transforming care over the past 70 years.

Where traditionally the private sector has been kept at arm’s length when it comes to strategic planning and decision-making in the health service, there is an increasing need for this to change. If the NHS wants to be in the best position to harness the potential that emerging technologies bring, the regulatory system that enables them needs to be developed in step. It is vital that policy and regulation keep up with the pace of scientific progress.

R E G U L AT E TO FAC I L I TAT E

The disruption to the pharmaceutical market is continuing. From the potential of machine learning and AI technology to affect drug development to the rise in expectation from patients, payers and providers, not just for high quality science, but for evidence of improved health outcomes at a cost that represents value to the NHS. Regulators and industry are coming to an understanding that the future is not necessarily about deregulation, but rather in some cases adding further regulation to facilitate innovation.

There is a sense amongst BEIS at least, that regulators must move away from resolutely setting the rules for a given market towards a more collaborative approach with industry, which is open to regulation readily adapting as the technology changes.

The UK public’s pride in the NHS manifests itself in our affection for its tireless staff.

But as the recent YouGov poll for the ABPI showed, 81% say they are proud of Britain’s history of innovation in healthcare and medicine; 86% say it is important that Britain continues to be a global leader in health and science innovation; and when asked the main reason for Britain’s lead in medicine and medical technology, the most popular answer was the role of the NHS. The NHS70 team has named Innovation and Digital as the policy focus for the month of July, and we expect some related policy announcements. In addition to the rather quaint birthday teas and ‘health heroes’ awards – policymakers might consider being seen regularly with the likes of BenevolentAI’s Ken Mulvany or DeepMind’s Demis Hassabis, (as well as more substantive initiatives), to make it clear that the next era for the NHS will be rooted in the cutting-edge science and technology that companies like these are investing so heavily in. Claudia is a Director at Decideum.

Go to decideum.com

M AG A ZI N E | J U N E 2018 | 13

S O E U A T R C H I N G

Duchenne UK’s co-founder and joint CEO Emily Crossley shares her vision for finding a cure for Duchenne Muscular Dystrophy (DMD) patients.

INTERVIEW BY

1 4 | PH A R M A FI EL D.CO.U K

Amy Schofield

H O P E

D

MD is a devastating muscle wasting disease and the most common genetic killer of boys worldwide.

Co-founder and joint CEO Emily Crossley tells Pf how the charity is helping to accelerate treatments for patients in need.

Hello Emily. Tell us about what Duchenne UK does. Duchenne UK is a highly focused, ambitious and lean charity with a clear vision: to fund and accelerate treatments and a cure for Duchenne muscular dystrophy. We’ve raised £10milion in 10 years: our priority is to fund clinical trials and help accelerate treatments into the clinic. Not only that, we launched the DMD Hub which funds the doctors, nurses and physiotherapists to run clinical trials.

DMD is a disease that mainly affects boys. It’s caused by a mutation on the dystrophin gene – the largest gene in the body – which creates a protein that protects our muscle cell. Without it, muscle cells die. There is no treatment or cure. Children will be totally paralysed by their teens and won’t live beyond their 20s.

What are the daily challenges faced by people with DMD? Because DMD is a progressive disease, the daily challenges change as boys grow up and the disease progresses.

These challenges are physical and psychosocial.

As younger boys grow older, they will lose all of the physical functions they have gained from climbing stairs, to jumping, to walking, to feeding themselves, to getting dressed, to brushing teeth. Most boys lose ambulation in their early teens. In the late stages of the disease patients will need ventilation.

A diagnosis of DMD affects not just the patient but the whole family and especially at the moment of diagnosis, the parents. It’s a long and slow road back to living from the devastation of being told your child has DMD.

“ OUR PRIORITY IS TO FUND CLINICAL TRIALS AND HELP ACCELERATE TREATMENTS INTO THE CLINIC.”

COFFEE BRE AK

How does the Duchenne community inform the charity’s mission?

Patient and parent involvement is at the heart of Duchenne UK. We believe that patients should be at the heart of drug development. The co-founders of the charity are both mothers of sons with Duchenne.

Plus, we have a Patient Advisory Board, which is made up of parents of children and young adults of different ages with Duchenne, who advise and give feedback on the projects we are considering for funding. Their contribution and support is invaluable.

You describe your approach as ‘lean, ambitious and highly focused’.

This approach has been absolutely critical to our success so far.

We are lean – which means 95% of the £10million we have raised goes directly on research projects. So that’s more money to the researchers and doctors who will help us to achieve our goal.

We are ambitious not just in the money we raise, but in the manner in which we spend it.

We are funding our own clinical trials: we are pushing hard on repurposing drugs, and we are shortly starting a trial to test a cancer drug in DMD. We have funded groundbreaking gene therapy work, which is now in the clinic.

We are highly focused, funding not only the research, but the infrastructure to support research. So we launched the DMD Hub in 2016 and have spent more than £700,000 supporting the doctors, nurses and physios to run clinical trials. We look at how wherever possible we can accelerate research and work with industry and regulators to get drugs approved, so this year we launched PROJECT HERCULES to help companies better engage with Health Technology Assessment.

What are the opportunities and the challenges offered by gene therapy as a potential treatment? DMD is an inherited, genetic disease. A gene is a very large molecule, and the gene for dystrophin is the longest known gene. So, we have a problem – how can we repair or deliver a new copy of this gene to every cell in the body where it is needed? Because of the size of the gene for dystrophin, it is impossible to insert the entire dystrophin DNA into the AAV vector. So, researchers have created microdystrophin – a shortened version of the dystrophin gene which can fit into the AAV vector. Gene therapy using microdystrophin has successfully

“ W E ARE LEAN – WHICH MEANS 95% OF THE £10MILLION WE HAVE RAISED GOES DIRECTLY ON RESEARCH PROJECTS.”

been tested in animal models of DMD. A shortened, but functional, dystrophin protein is produced using this method.

What else is in the pipeline? Multiple treatment approaches have emerged.

Some address the underlying cause of Duchenne which is a lack of dystrophin – and there are now numerous companies developing exon skipping as a way to restore dystrophin. Other approaches look at upregulating utrophin. Duchenne UK is working hard to develop as many repurposed drugs as possible. CRISPR also offers potential hope for DMD. How do you work in tandem with the pharma industry? We’re doing this in number of ways: Duchenne UK created the DMD Hub in 2016 to expand and develop the infrastructure for DMD trials in the UK and accelerate access to clinical studies for those who are interested in participating.

Pharmaceutical companies can be reluctant to go to clinical trial sites with no previous experience of running DMD trials. This has led to bottlenecks at existing experienced sites which are reaching capacity. The Hub’s aim is to make more clinical sites trial-ready by providing training, mentoring and resources to help them achieve the requirements set by industry to run clinical trials.

Duchenne UK launched Project HERCULES in 2017, a collaboration between Duchenne UK, and pharmaceutical companies who are developing medicines to treat DMD, to increase the chances of patients with DMD of accessing innovative treatments.

Thank you Emily – thanks to you and Duchenne UK, patients and families may have a brighter future. Go to duchenneuk. org and hercules.duchenneuk.org

M AG A ZI N E | J U N E 2018 | 15

NOVEL GENE THERAPY SHOWS PROMISE Amryt Pharma and University College Dublin unite to bring hope to ‘butterfly children’, who suffer from an incurable skin condition.

A

mryt Pharma has signed an agreement with University College Dublin to in-license an exciting non-viral gene therapy platform technology.

It offers a potential treatment for patients with a particularly severe form of an incurable and intensely painful skin condition known as epidermolysis bullosa (EB).

Severe forms of EB are life-limiting and sufferers are known as ‘butterfly children’, due to their fragile skin. People with extreme sub-types of this disease often do not survive past childhood; in other cases, they may die in their teenage years or twenties due to a severe form of skin cancer, exacerbated by the inflammation and repeated cycles of wounding and healing of their skin.

There are no approved treatments for EB but finding an effective treatment for their wounds, unbearable itch, pain and infection risk, is a patient’s most urgent need. In addition, gene therapy offers hope for a potential cure in the future.

I N TH E D N A Gene therapy is a medical procedure designed to treat or prevent a disease by modifying the faulty DNA in a person’s cells. Many human diseases are caused by a defect in either a single gene or set of genes; gene therapy could allow doctors to switch off a faulty or missing gene, replacing it with a correct copy or introduce a new gene into the body altogether.

Recessive dystrophic epidermolysis bullosa (RDEB) is a particularly severe form of EB caused by a fault in the gene responsible for instructing cells on how to produce the ‘velcro’ that keeps the first two layers of the skin together – the epidermis and the dermis – called collagen VII.

16 | PH A R M A FI EL D.CO.U K

TR A N S FO R M ATI V E TR E ATM E NT Unlike other therapies currently in development, the novel gene therapy platform in-licensed by Amryt Pharma, AP103, uses a special polymer which is designed to be applied topically and is intended to deliver a normally functioning collagen VII gene into skin cells, with the potential to restore the healthy production of collagen in people with RDEB. In turn, this may make the skin more robust and resistant to damage, thereby improving the patients’ quality of life.

“While we continue investing in our global, EASE trial for AP101 with the potential to be the first approved topical wound care product to improve the speed of healing in EB, our gene therapy platform brings a great opportunity for Amryt to play a role in leading research in the area of gene therapy, one of the most exciting and potentially transformative areas of medicine today,” said Joe Wiley, CEO of Amryt Pharma. “If successful, it has the potential to be a breakthrough for patients with RDEB and other severe, life-limiting diseases for patients and their families.” amrytpharma.com

ADVERTORIAL

“We are proud of the team we have built”

How are you working in partnership with Amicus Therapeutics in EB? Amicus granted Amryt unprecedented access to the data from its landmark Phase III clinical trial (ESSENCE) of SD101 in EB, which read out in September 2017. We are deeply grateful for this unique opportunity.

Based on the insights gained we are able to refine our protocol for the EASE trial which has the potential to increase the probability of success of the study.

CEO Joe Wiley shares what’s in store for Amryt Pharma in 2018.

W

hat is the company most excited about? Our great hope is to address the needs of patients with the rare, debilitating, genetic skin condition, Epidermolysis Bullosa (EB), through our EASE trial - the largest, global, Phase III trial ever conducted in EB. We anticipate filing an IND with the FDA to enable the opening of US trial sites in Q3 2018, completion of an interim efficacy analysis in Q4 2018, with read out of top-line data anticipated in Q2 2019.

Our new in-license gene-therapy platform from University College Dublin (UCD), a non-viral gene therapy platform technology, offers a potential breakthrough therapy for patients with EB in the future. The platform may also be broadly applicable in other dermatological conditions.

We are also excited about commercialising AP101, our lead topical treatment in EB, pending its approval in Europe and the USA in early 2020.

We have plans to study other severe partial thickness wound conditions such

as Toxic Epidermal Necrolysis (TEN) / Stevens Johnson Syndrome (SJS) – a rare, serious disorder of skin and mucous membranes, to maximise the potential value of our AP101 asset.

Another priority is reaching more people living with the ultra-rare and life-threatening condition, Homozygous Familial Hypercholesterolaemia (HoFH) by continuing to drive momentum for Lojuxta.

The Company is actively negotiating national reimbursement decisions in a number of countries, some of which may materialise during the course of 2018. If successful, these market-access decisions will allow Amryt to provide access for a cohort of HoFH patients in these territories.

In parallel we continue to see an increase in requests for individual patients, funded on a case by case basis across a whole range of countries across Europe, and the Middle East.

Lastly we intend to conduct various preclinical studies with AP103, our novel gene therapy platform, in the coming months and will report initial results in early Q4 2018.

What challenges do you face in the arena of rare and orphan diseases? Conducting clinical trials in rare diseases where trials may not have been conducted before both in terms of trial design but also in terms of patient recruitment.

As a small organisation, managing the multiple hurdles to bring innovations to patients, to get products approved by regulators and subsequently reimbursed by governments around the world.

There is also the question of how evolving systems for appraising medicines in the rare disease space will work in practice. We hope they will deliver on making timely, flexible decisions to provide access to medicines for rare diseases.

How does your ‘think global, act local approach’ work? We are a UK based company but our origins mean we have a deep understanding of what’s required and the nuances of doing business in the rare disease pharmaceutical space in Europe. We have ‘boots on the ground’ in the USA and in LATAM to understand the opportunity and meet with stakeholders while we continue our global EASE trial in EB. In the USA there are approximately 20 specialist centres focusing on EB, therefore it makes it easier for a small company like Amryt to work closely with them, offering the patients what they need as we seek to improve their quality of life, with more effective wound care.

We are proud of the team we have built.

The company is chaired by a veteran of the industry, Harry Stratford, who built successful international specialty pharmaceutical companies, Shire plc and ProStrakan. Collectively the team has an impressive depth and breadth of experience across multiple geographies and therapeutic areas. amrytpharma.com

M AG A ZI N E | J U N E 2018 | 17

SHAPING THE FUTURE OF HEALTHCARE WITH AI

Could chatbots and voice assistants transform healthcare and the experience of HCPs and patients?

I WORDS BY

Chris Finch

18 | PH A R M A FI EL D.CO.U K

n the rapidly changing world of digital healthcare, there are an increasing number of ways that technology is being used to impact and improve the everyday lives of patients and healthcare professionals (HCPs). Artificial Intelligence (AI) is the new face on the block and looks set to play a significant role.

AI can be described as a machine mimicking ‘cognitive’ functions associated with human minds, such as learning and problem solving 1. When referring to AI, Hollywood film studios like to paint a dystopian picture of a world dominated by machines. In reality, AI will most likely augment human decisions, improving imperfect processes and increasing efficiency. This has a wide range of potential applications in healthcare.

Two examples of AI that are becoming commonplace in the consumer world but are yet to be routinely adopted for use in healthcare are chatbots and voice assistants.

I NT U ITI V E C U S TO M E R E N G AG E M E NT Chatbots are computer programmes that use AI to facilitate conversational interactions with users. Companies are adopting chatbots as a convenient and intuitive way to engage with their customers, 24/7.

Voice assistants use voice recognition and natural language processing (NLP) to answer questions and complete tasks according to voice commands. In the last 10 years, voice assistants such as Apple’s Siri and Microsoft’s Cortana have become commonplace. More recently, smart speakers such as Amazon’s Echo have taken voice assistants out of the pocket and into the home.

C H ATB OT S ’ P OTE NTI A L U S E I N H E A LTH C A R E The popularity of online messaging and the maturation of chatbot technology presents an opportunity for healthcare businesses to engage more effectively with HCPs and patients. For example, by handling basic medical information queries (for example dosing information) a chatbot can provide immediate answers when needed (for example at the point of prescription or dispensing), while freeing up time for medical affairs professionals to handle more complex queries.

There are many simple questions about treatments that do not require the full attention of a doctor and can be answered with information from the summary of product characteristics or patient information leaflet. However, if the patient doesn’t know where to look, or can’t easily find the information they need, they can be left feeling confused and frustrated. Making information easily accessible via a chatbot could help prevent unnecessary anxiety or trips to the doctor2.

AI can also help with more complex health needs. For example, the chatbot ‘Woebot’ combines NLP with cognitive behaviour therapy techniques, to help people monitor and manage their mental health3 . Research suggests people find it easier to talk to a ‘virtual companion’ about personal or sensitive subjects than a real person. This could play a major role in helping patients manage chronic diseases or stigmatised conditions. 4

“ A I will most likely augment human decisions, improving imperfect processes and increasing efficiency”

F E AT U R E

VO I C E A S S I S TA NT S I M P R OV E E F F I C I E N CY Imagine how the efficiency of care home staff could be improved by capturing notes via an Amazon Echo (using Amazon’s ‘Alexa’ voice assistant), or by prioritising requests from patients remotely before attending in person. Could postdischarge homecare, so important in disease rehabilitation, be conducted through a virtual assistant to ensure patients take their medicines and feel supported? Voice assistants could also provide a virtual companion for patients who live alone and are experiencing loneliness.

Apps or ‘Skills’ provided through voice assistants can empower patients to manage their own health. This is particularly useful for patients who may have been unable to use technology in the past, such as those lacking manual dexterity or with impaired vision. AI can allow immobile patients to complete tasks without the need to move around, at home or in hospital.

Voice assistants could allow HCPs to ask questions and source medical information ‘hands-free’, perhaps while treating a patient or even while driving. Manufacturers are already installing voice assistants in cars5 , and when this becomes standard, HCPs could use their commute time to engage with CPD learning or manage administrative tasks such as processing email or dictating letters.

E N H A N C E D PATI E NT E X P E R I E N C E We expect widespread adoption of chatbots and voice assistants to happen in the healthcare sector, but the speed of that adoption is still unclear. It will be interesting to see which companies capitalise right now, offering an ‘in the moment’, enhanced experience for their customers and patients and gaining a competitive edge in customer insight, engagement, and ultimately commercial outcome.

The potential applications of chatbots and voice assistants in healthcare are endless, but adopting new technologies can be daunting. Compliance with the industry code of practice is vital, and clear hand-off points to a human are required when the technology is unable to provide the information needed. As with most digital innovations, starting small, prototyping and testing early in development are the keys to minimising risk and expense while exploring new possibilities.

Chris Finch is Managing Director at earthware. Go to earthware.co.uk. For more information on AI in healthcare, read earthware’s Chatbots and Voice Assistants White Paper here: https://earthware.co.uk/ai-white-paper.pdf or email info@earthware.co.uk.

1 Russell, Stuart J.; Norvig, Peter (2009). Artificial Intelligence: A Modern Approach (3rd ed.)

2 http://medicalfuturist.com/chatbots-health-assistants/ 3 h ttps://woebot.io/ 4 http://www.hcanews.com/news/how-virtual-coaches-change-the-conversation-for-cancer-patients 5 https://www.gearbrain.com/which-cars-have-amazon-alexa-2525958778.html

M AG A ZI N E | J U N E 2018 | 19

TR AC E Y C L AR K E HR Director for UK/Ireland and the Nordic region, BD, on how to create a no-blame culture of continuous learning.

JOIN THE BD UK TEAM Careers in Sales and Marketing, Technical Service, Finance, Customer Service, Manufacturing and Engineering.

Discover the difference of one with a leading global medical technology company that creates medical technology, devices and laboratory equipment for a variety of needs across the healthcare continuum.

At BD, we are looking for candidates who possess passion, innovative solutions and a commitment to our one mission of improving access to groundbreaking medical and biotechnology services for people near and far, delivering state-ofthe-art technology and cutting-edge research in the battle to fight and cure infectious diseases.

With a global reach that extends across 50 countries worldwide, our network of professionals collaborates on effective measures to deliver enhanced patient quality such as lower healthcare delivery costs, improved healthcare, and safety and expanded healthcare for all. Join our company and see how you can become a part of one global mission to make a difference in human health.

gineering. are.

erick

Electrical, Software,

If you have talent and you want your contribution to count, we invite you to join us in BD UK. Visit our website and of the opportunity to , we are working to take create theadvantage perfect y latest in instrumentation, technologies progress your career with a leading engineers and scientists looking to make global company. Go to bd.com/careers ution to count, we invite to join us. oryou bd.tal3nt.community

ogy company. We research, create d systems across the healthcare lity in Limerick is home to cutting re we’re inventing the future.

pportunity to progress your career with

BD and iTS Leadership came together to enter the Pf Awards 2018 to demonstrate how honesty and an appetite to solve problems can transform a business.

W

hat is BD? BD is a global medical technology company that is advancing the world of health by improving medical discovery, diagnostics and the delivery of care.

We provide end-to-end solutions in diagnosing and treating a wide range of diseases as well as sustaining life.

What sets BD apart? I’ve been at BD for 11 years and it’s changed a lot in that time, particularly through two recent major acquisitions, making us now one of the largest medical devices companies in the world.

What hasn’t changed is our essence of putting patients at the heart of everything we do, as well as having great people working here.

What makes BD a great place to work? Our culture has a lot to do with it, as well as the fact many people like working in healthcare in some way. We are a highly ethical company with strong values that we strive to work to; we use these values in our decision-making and to help guide us in what we do. Again, I come back to the people – a great sense of teamwork, supporting each other – and while people work incredibly hard, we do try to have fun along the way.

What motivated you to enter the Pf Awards 2018? BD in the UK has introduced iTS-aar (After Action Review) into the way we work. iTS-aar is a simple, effective way

2 0 | PH A R M A FI EL D.CO.U K

of learning from previous experiences and applying that learning to future events. We don’t want to go to the effort of learning lessons when things don’t go to plan and then not apply those learnings. The beauty is that the process is simple and can address small scale and significant events equally, while involving everyone who took part. Part of the process is not apportioning blame when things could have gone better – it’s about the learning. So while people are accountable, it’s not about blaming others. The iTS-aar process is helping us create a ‘no blame’ culture, which is vital.

How does iTS-aar help with the evolution of BD? As you can imagine with a company that has doubled in size in three years to a $16 bn company, there has been considerable change in that time. iTS-aar is proving extremely useful, particularly when processes change and there are numerous hand-offs between different teams. There are many situations where mistakes can be made or opportunities missed. We are using iTS-aar when things didn’t go exactly to plan. Then it’s about capturing those key learnings and ensure these are made available beyond that particular team – sometimes several other teams can benefit from that learning and avoid repeating those things that caused less than optimal results. It’s really helping us create a culture of continuous learning where people are encouraged to challenge constructively in an environment where it’s safe to do so and where people are not afraid to speak up for fear of being blamed.

ADVERTORIAL

ANTO NY TI N K E R Leading Director, iTS Leadership, talks about creating the ‘organisational alchemy’ that leads to success.

W

hat does iTS Leadership do? iTS Leadership has the sole focus of creating significant shifts in commercial performance together with cultural cohesion through Leadership Development and Team Development – inspiring both ‘Profit and Smiles’.

What was behind the creation of iTSaar? iTS-aar was developed following years of experience adapting the After Action Review system from the armed forces into the NHS. We have experienced the broad, deep lasting impact that quality implementation of AAR has within teams and organisations and see this as the very best foundation for teams interested in gaining commercial advantage through the creation of a true learning culture. iTS-aar is our unique way of introducing AAR into organisations with inspirational impact that realises such gains rapidly. We call this ‘Organisational Alchemy’.

individual transformation ME

Why should organisations invest in iTS-aar? iTS-aar creates organisational alchemy that gives every associate a voice.

It helps people understand each other like never before and always looks for learning.

People start to run towards issues rather than away, as they feel excited knowing that uncovering learning creates new insights and innovation, achieving even greater success. Every analysis of high performing teams includes two key factors for success: a continuous improvement culture and a high degree of honesty. Evidence demonstrates that working where there is an appetite to solve problems – rather than blame – means teams are quick to adapt and improve. iTS-aar is an approach which accelerates the creation of this culture and enables it to take root. It is truly transformational when rolled out in a carefully co-ordinated fashion and with a sustained support programme, especially through the first few months.

What impact have you seen? The greatest impact is the significant growth in organisational profit and smiles. It is amazing what people can achieve together when they feel happy, valued and safe to tell their truth in search of a better way. We’ve noticed significant shifts in cultures where self-interest and fear-based interests are replaced by healthy productive

Why do your clients keep coming back?

We combine our significant real-world leadership success together with listening to them like nobody else has. We ensure that we understand their opportunities and challenges deeply and then with them, we build bespoke solutions to truly engage and enthuse their teams. The results they see both commercially and culturally combine to create shifts in success that they have rarely witnessed. It becomes addictive…they simply want more! its-leadership.co.uk

individual transformation

ME transformation individual ME

team transformation At the heart of

conversations between all levels. Clients also love the positive energy created by regularly using iTS-aar because the difficult, recurring issues in the team don’t linger and energy is focused instead on doing what matters. We have found that this is enhanced by impact in three areas: ME – personal transformation • Freedom to speak • Increases in self-responsibility • Increase in leadership skills US – team transformation • C reates a learning and growth mindset • Enables greater understanding of others • Encourages safe honest conversations IT – performance transformation • Greater learning agility and adaptability • Generates competitive advantage • Improves talent attraction and retention.

individual transformation

individual transformation

ME At the heart of team transformation US At the heart of team UStransformation transformation for...At the heart team transformation of US for... transformation for...transformation team transformation performance transformation US

transformation for... performance transformation IT

7876 702 035⎮W: www.iTS-Leadership.co.uk

IT

performance transformation

performance transformation performance transformation for organisation IT IT alchemy

E: enquiries@iTS-leadership.co.uk⎮T: +44 E: (0)enquiries@iTS-leadership.co.uk 7876 702 035⎮W: www.iTS-Leadership.co.uk for organisation alchemy for organisation alchemy ⎮T: +44 (0) 7876 702 035⎮W: www.iTS-Leadership.co.uk E: enquiries@iTS-leadership.co.uk⎮T: +44 (0) 7876 702 035⎮W: www.iTS-Leadership.co.uk

E: enquiries@iTS-leadership.co.uk⎮T: +44 (0) 7876 702 035⎮W: www.iTS-Leadership.co.uk

for organisation alchemy

for organisation alchemy

M AG A ZI N E | J U N E 2018 | 2 1

WORDS BY

Amy Schofield

Breath test

Experts are hailing the developments in treatment of severe asthma as “life-changing”. What does the future hold for patients?

A

sthma is one of the most prevalent long term conditions in the UK, affecting 5.4 million people, of whom nearly three million take treatment.

According to Asthma UK, it costs the NHS £1.1 billion per year in GP visits, hospital care and state benefits, with £650 million of this total spent on prescription drugs.

It is estimated that 5 to 10% of all asthma patients have severe asthma and need to take multiple medications to control their day-to-day symptoms and reduce the risk of frequent and serious asthma attacks.

While there has been significant progress made in the treatment of respiratory conditions, including asthma, these diseases still impact the lives of nearly 700 million people world-wide, which is similar to the population of Europe*.

There is currently no cure for asthma, and despite medical advances, more than half of the people diagnosed with the condition continue to experience poor control and significant symptoms, impacting their lives every day. Despite the fact that treatment options for people with severe asthma are extremely limited, according to the experts, there are now some “revolutionary, and often life changing, therapies” emerging for selected patients suffering with severe asthma.

2 2 | PH A R M A FI EL D.CO.U K

A DVA N C E S I N S E V E R E A S TH M A Dr Samantha Walker, Director of Research and Policy at Asthma UK, says: “There are currently an estimated 250,000 people in the UK with a diagnosis of severe asthma, which means that regular asthma treatments don’t work for them.”

Dr Walker says that most severe asthma patients rely on high-dose oral steroids which can have serious side effects. “Even with these medications, their asthma is hard to control,” she adds. Advances however mean that there is hope for some of those with the most severe form of the condition. “The latest types of medicine used to treat it are monoclonal antibodies – known as ‘MABs’ – such as Xolair (omalizumab) which has been available for some time, and newer ones such as Nucala (mepolizumab) and Cinqaero (reslizumab).”

Dr Walker says that there is now a need to urgently identify treatments for all of those with severe asthma.

“We hear from people with severe asthma that these treatments can be lifechanging. However, it is becoming clear that asthma is not one condition but many and not all MABs will be effective for all of them. Urgent research is needed to understand the biology of asthma, work towards more treatments and ultimately find a cure.”

“ In severe asthma we have potentially transformational change”

F E AT U R E

THROUGH THE AGES

Early treatments for asthma included:

TAKE A BREATH

Owl’s blood in wine

Chicken soup

Asthma cigarettes, which delivered belladonna alkaloids with bronchodilator properties

‘Talking cures’

Inhaled adrenaline

On average

DIE 3 PEOPLE A DAY

from asthma

HIGHEST THE UK HAS SOME OF THE

RATES of asthma in Europe

ASTHMA ATTACKS hospitalise someone every 8 MINUTES (Source: Asthma UK)

The global asthma therapeutics market is

EXPECTED TO

GROW at a CAGR of 4.31% DURING THE PERIOD

2016-2020

**

TR A N S FO R M ATI O N A L C H A N G E When the main treatments for asthma such as preventer and reliever inhalers, steroid and non-steroid tablets, and injectable steroids don’t work, those with severe asthma need further options.

Dr Andrew Thornber, Chief Medical Officer at Now Patient (nowpatient.com, a leader in the tele-pharmacy space, which supplies asthma medication via app to people needing repeat prescriptions), says: “New treatments for asthma are constantly being researched and developed. Recent advances in injectable biologics and smart medical devices have led to an increase in new ways to treat severe asthma.”

There are significant developments in the field. “The management of mild to moderate asthma has evolved in line with clinical research, is generally reflected in clinical guidelines and is, in general, incremental. In severe asthma we have potentially transformational change,” says John Haughney, Clinical R&D, NHS Greater Glasgow & Clyde.

“Effective use of medicines in people with asthma is confounded by issues around the correct use of inhaler devices. ‘E-halers’, which offer feedback on inhaler use to patients and potentially their clinicians, are becoming available: drug delivery is inextricably linked with pharmacological treatment.”

According to Haughney, support is increasing for the use of so called ‘antiinflammatory reliever therapy’: “Fixed

combination therapy products permit the delivery of both bronchodilator and anti-inflammatory therapy, avoiding the dangers of reliever overuse.”

The advances in the treatment of severe asthma are “life-changing” for patients, Haughney says: “In severe asthma, there is transformational change. Led by the traditional respiratory houses, biologic therapies have or are being introduced. Novartis’ anti IgE therapy Xolair is well established; GSK, Teva and AZ have released anti-IL5 therapies, mepolizumab, reslizumab and benrulizumab. Other novel and exciting therapies such as Sanofi’s diplulimab may be available shortly,” he explains. “These are expensive therapies and require careful selection of suitable patients through identification of biomarkers in addition to clinical need to justify prescribing. So in asthma management we have in part useful modifications to traditional approaches and revolutionary, and often life-changing, therapies for selected patients.” *https://www.gsk.com/en-gb/media/press-releases/ gsk-presents-respiratory-data-from-pipeline-toclinical-practice-at-ers/ **https://journalhealthcare.com/189017/asthmatherapeutics-market-is-expected-to-grow-at-cagr-of4-31-with-rising-demand-in-drug-delivery/ For more information on severe asthma visit: asthma.org.uk/advice/severe-asthma/treating-severeasthma/xolair-and-new-treatments/

M AG A ZI N E | J U N E 2018 | 2 3

Awarding EXCELLENCE

EVENTS

T

his year, the Association of the British Pharmaceutical Industry (ABPI) turns 70 and has launched a new ABPI Exam Award to recognise the passion and dedication of individuals in the industry, and their commitment to upholding the highest standards of trust and transparency.

Medicine and vaccines researched and developed by our industry improve the lives of millions of people around the world. In the UK, the ABPI Code of Practice covers the promotion of medicines for prescribing to both health professionals and other relevant decision makers, as well as requirements for interactions with health professionals and setting standards for the provision of information about prescription only medicines to the public and patients, including patient organisations.

ABPI Exam Award 2017 Winner Charlotte Leversha (middle) with Lisa Anson, President of the ABPI (left) and Andrew Croydon, Head of Education at the ABPI (right).

To mark its 70th anniversary, the ABPI has launched an award to recognise exemplary contributions to industry.

WORDS BY

Alice Coburn

2 4 | PH A R M A FI EL D.CO.U K

“ Shortlisted candidates each achieved an inspiring average mark of over 90% across all exam units”

C E L E B R ATI N G H I G H S TA N DA R D S The ABPI Code – which celebrates its 60 year anniversary in 2018 – ensures that our industry maintains the highest ethical standards of conduct at all times. Our exam underpins those rules as a vital component to how we self-regulate.

That’s why exemplary candidates are rightly celebrated through this new award. Those candidates who achieved a Distinction in 2017 and are currently employed by a pharmaceutical company in a customer-facing role are considered, based both on the mark they achieved and the endorsement of their line manager.

This inaugural year saw a particularly strong field of candidates, with a record number of Distinctions attained.

Shortlisted candidates each achieved an inspiring average mark of over 90% across all exam units, with high marks attained by candidates from a wide range of backgrounds and specialties.

ROLE MODELS Lisa Anson, President of the ABPI, presented the award at the ABPI’s Annual Dinner, praising “the people at the frontline of our communications with doctors, nurses and pharmacists who use our medicines… the very people we are relying on to help us build that trust”.

Congratulations to Charlotte Leversha, Network Sales Representative at Pfizer, who was named winner of the inaugural 2017 ABPI Exam Award. Phillipa Murphy, Key Account Manager at MSD, and Victoria Overland, Senior Manager of Commercial Operations at Biogen, were also highly commended.

The award will be presented annually and will provide the industry with the opportunity to recognise candidates who have excelled in the ABPI Exam, in the presence of their managers, ABPI members and the industry.

We wish this year’s winners every success in their careers and hope they will continue to be role models for anyone entering the pharmaceutical industry. Alice Coburn is Education Officer, ABPI. Go to abpi.org.uk

ADVERTORIAL

You’re about to start your new job. How do you make the most of this opportunity?

Helen Weller advises you to think about it in three time periods:

30

First impressions count. The early days are going to be some of the most important. Get a good feel for the way things work in the company. They’re all different! Focus on the business, the competitors, the market, and key internal stakeholders.

Consider how you build a working relationship with your line manager and team. Go into your first meetings with an open mind but also be mindful of priorities, for example: What are we trying to achieve as a team? What’s my role within the team? What are the biggest challenges likely to be? How should I prioritise/address these challenges? Be sure to document these early conversations. Take notes for future reference.

30 90

By now you’ll have a better understanding of how things work and what’s required to be successful. You’ll also be more confident with the products and offering, and you’ll be starting to build relationships with customers.

Continue speaking regularly with your line manager. It’s always best to be aware of your progress and get ahead of any issues before they arise. Show initiative, ask questions and take a thoughtful approach to your new job. Set clear goals for yourself and be sure to be seen as someone with positive energy and focus.

FI RST DAYS

DAYS TO

90 DAYS+

You will hopefully be showing signs that you’re on the road to success! Consider bringing fresh ideas to your team – one at a time.

Choose something that you think will make a difference and present it in an objective way. You may get agreement. If you don’t, try again with a different idea another time.

If things aren’t going as well as you’d hoped, don’t get too disheartened. It’s still early days. The first few months can be challenging. It can take time to find your momentum in new surroundings. Rather than worry, focus on what it takes to be successful and ensure your manager is helping you to prioritise.

Remember, you were selected ahead of everyone else for this job.

Keep faith in your own ability. With hard work, proper focus and a positive attitude you will make it work!

Pf's CSO of the Year 2017

Helen Weller is a Recruitment Consultant – S London, Surrey, Sussex, Kent, Hampshire and Dorset at CHASE. If you’re interested in finding a new position, or wish to discuss your career options, please call 0131 553 6644 or email connect@chasepeople.com

M AG A ZI N E | J U N E 2018 | 2 5

ADVERTORIAL

Pf Awards presenter Hal Cruttenden, Manisha Raja and Secondary Care Specialist Pf Award sponsor Leila Osborne of Ascott Blake Specialist Recruitment.

A CLEAR MISSION: Manisha Raja, Dermatology Account Manager at LEO Pharma and winner of the Secondary Care Specialist Pf Award, on what motivates her to succeed.

INTERVIEW BY

Amy Schofield

2 6 | PH A R M A FI EL D.CO.U K

C

ongratulations on your Pf Award win Manisha, how did it feel when your name was announced? Thank you! My jaw dropped when my name was announced, it was such an honour to be nominated amongst some of the industry’s best, but to win the award and receive recognition for my work is something I’ll cherish throughout my career.

How did LEO Pharma support you in the application process? The culture at LEO Pharma is very collaborative and there is a real feeling that those around you want you to achieve and develop your capabilities. The support from my Regional Sales Manager and the Head of Sales was brilliant; they gave me time to prepare for the Pf Awards. The coaching and advice given from my Regional Manager Marc Timmins was invaluable.

As well as this there were three tables of LEO colleagues at the award ceremony who helped me celebrate my win on the night.

What does winning this Pf Award mean to you? I was so proud to win the Award and to receive recognition for my hard work and commitment to the industry. When I went to the Assessment Day it was a very challenging day as it was so different to my normal day, but I just did my best. Looking back on the day it was a wonderful experience meeting industry colleagues and peers who all share my passion for wanting to make a difference to patients.

How did your path to pharma begin and what have been your most significant career milestones? My path to joining the pharmaceutical industry began as soon as I left university.

Applying for my first job in industry was a difficult process but once I secured my first job as GP and Hospital Representative, it was rewarding knowing I would be doing something meaningful to help patients. After just a few days in my role I knew I was going to have a long and satisfying journey within this field.

I have been fortunate to take on various different roles in the field, including Hospital Representative, Regional Trainer, Account Manager, Regional NHS Engagement Lead, and to be highly successful in these positions. In my current role, I have achieved 153% Sales v Target 2017, Ranked #1 and 482% Sales ‘v’ Target 2016 for product launch. I continuously seek to learn about the needs of my customers, team and LEO Pharma and use these learnings to inform my day-to-day work.

I put patients at the forefront when seeing the healthcare professional and influential stakeholders. This has given me opportunities within my role to take on projects that utilise and build different skill sets, and allows me to take on more responsibilities. This has helped me build strong stakeholder relations, which has been hugely beneficial to forging a successful career.

Why did you choose to forge a career with LEO? LEO Pharma has a clear mission – ‘to help people achieve healthy skin’ – and it was inspiring to be offered the opportunity to help the company

“ My jaw dropped when my name was announced”

“ I put patients at the forefront when seeing the healthcare professional and influential stakeholders” achieve this mission. At LEO Pharma, ‘HELPING SARAH’, our patient-focused ethos and strategy, informs everything we do. I am proud to work for a company that centres itself on serving the needs of people affected by skin conditions, particularly as they can carry stigma and their significant physical and emotional impact is often poorly understood. It is compelling and energising to work with talented and committed colleagues who all share the same goal. This focus has helped me make my career as fulfilling and rewarding as possible.

What motivates you every day? I have a deep-seated compassion for patient wellbeing. We all have the experience of being a patient and would like to think products and services within the specialist area are at their best when working in partnership with the NHS. Knowing I can make a change in my role to help patients is what motivates me every day. I am also motivated by meeting set targets within deadlines, as it gives me a real sense of accomplishment.

What innovative dermatological developments does LEO currently have in the pipeline? With over 50 years’ experience in dermatology, LEO Pharma is one of a few fully specialised medical dermatology companies. We set out to meet the unmet needs of patients living with a skin condition by developing innovative new treatments and resources.

Towards 2025 LEO Pharma aims to broaden its portfolio of dermatologic treatment offerings covering oral, topical and biologic treatments, and extending into rare skin diseases.

What most excites you about your professional future? Sales is fascinating because of the competition it sparks and a desire to always achieve above and beyond expectations. I love being part of an evolving industry where I’m continuously developing my knowledge, which allows me to grow and support people to achieve healthy skin. leo-pharma.co.uk

— we help people achieve healthy skin

IT’S NOT ABOUT SKIN CONDITIONS It’s about the people living with them

WE UNDERSTAND … that the more you know the easier it is to take control in challenging situations … and living with a skin condition is no exception.

We see the challenges you, your family and your friends face as our own, why?

Because at LEO Pharma we have many decades of experience in developing care options and resources for people living with a range of skin conditions. So we understand what it’s like.

As a global company dedicated to dermatology, with our UK/Ireland operations based in Berkshire, our mission is to help people achieve healthy skin and this focus stems from listening to people living with skin conditions.

Want to know more about us?

Visit www.leo-pharma.co.uk

www.leo-pharma.co.uk LEO Pharma, Horizon, Honey Lane, Hurley, Berks, SL6 6RJ © LEO · LEO Pharma · UK · December 2017 ALL LEO TRADEMARKS MENTIONED BELONG TO THE LEO GROUP · UK/IE/MAT-13867

M AG A ZI N E | J U N E 2018 | 2 7

P H A R M ATA L E N T

MOVERS & SHAKERS

PHARMA

J O S H H A M E R M E S H & PAU L N E E Gamida Cell has appointed Josh Hamermesh as Chief Business Officer and Paul Nee as Vice President of Marketing.

Hamermesh previously served as Vice President, Business and Corporate Development at Infinity Pharmaceuticals. Nee joins from Sunovion Pharmaceuticals, where he was responsible for commercial forecasting initiatives across various corporate functions in his role as Senior Director of Forecasting.

T EC H N O LO GY.

J OA N N A S H I E L D S BenevolentAI has appointed Joanna Shields as Group CEO. Shields most recently served as the UK Minister for Internet Security & Safety, a Special Advisor to the UK Government on the Digital Economy, and Chair & CEO of TechCityUK. Prior to this, she spent 25 years in senior leadership positions at companies including Facebook, Bebo/ AOL, Google, Decru/NetApp, RealNetworks, Veon and EFI.

PHARMA .

A N D R E W W IT T Y

WHO’S GOING WHERE AND WHY THEY’RE GOING THERE. WORDS BY

Rachel Cresswell

2 8 | PH A R M A FI EL D.CO.U K

Former GlaxoSmithKline Chief Executive Andrew Witty has been announced as the new head of UnitedHealth’s pharmacy benefit manager Optum. Witty will take on the role from July 1. UnitedHealth CEO David Wichmann said in a statement that Witty “has deep experience with how data and analytics and new technologies can be used to improve patient outcomes, better serve consumers, lower costs and drive value across the system – which is at the heart of Optum’s work to shape health care for the better”.

H E A LT H C A R E

TO BY A N D E R S O N LloydsPharmacy’s parent company, Celesio UK, has appointed Toby Anderson as Chief Executive. Anderson joins after 12 years at A.S Watson Group, which includes Superdrug.

Brian Tyler, chairman of the management board of McKesson Europe – which owns Celesio UK – said: “Toby is committed to navigating the current and future challenges that our company faces and helping us to truly transform healthcare in the UK.”

Recruitment & Outsourcing Specialists in Pharmaceuticals, Healthcare and MedTech

AG E N CY

G AV I N J O N E S Open Health has appointed Gavin Jones to the newly formed role of Director of Rare Diseases. Jones joins the agency with 20 years’ biopharmaceutical industry experience with expertise in market access, therapy launch and patient-centric services.

PHARMA

S TE P H A N I E N OV I E L LO

PHARMA

JOHN REED Motif Bio has announced the appointment of Stephanie Noviello as Vice President, Clinical Development. Dr Noviello joins from Bristol-Myers Squibb, where most recently she was Clinical Program Lead, Virology.

Sanofi has appointed John Reed as Head of Global Research and Development. For the past five years Reed has served as the Global Head of Roche Pharma Research and Early Development. He was also a member of Roche’s Corporate Executive Committee, reporting to the CEO.

M AG A ZI N E | J U N E 2018 | 2 9

IN PERFECT ACCORD Sandra Lee, Managing Director of Operations at Accord Healthcare, on how being visible and ‘walking the floor’ during times of major change keeps employees proactively engaged.

INTERVIEW BY

Amy Schofield

H

ow did you get to where you are today? I first joined the industry 35 years ago as a young chemist working at the bench. I was really fortunate and was able to study a degree part time, did a post grad, then became a QP. It was at that point that I started to realise how important it was to connect people together. I’ve been at Accord for five years now, and on a daily basis from the site here in Barnstaple we produce around 20 million tablets. I’m responsible for and lead a team of around 500 people across two sites, where we perform manufacturing and packing, supply chain and planning, warehousing, testing and development of new products. It takes quite a lot of people to make that happen. When we’re making products, and you’ve got 500 people – it’s the connections that make it work. I’m really lucky, because every single day I can make a difference to someone’s health and wellbeing.

That chemistry that introduced me into the industry…it’s also about the chemistry of people and making it all come together.

3 0 | PH A R M A FI EL D.CO.U K

Tell us more about how you led Accord’s staff through the transitions last year when Actavis UK rebranded as Accord Healthcare following its acquisition by Intas? When you’re leading that change, it’s exciting. I work on what I call my ABC; at the start set the direction of how the businesses are going to come together, the second part is about being transparent, and the third is about how to connect the goals of the two companies. Everyone needs to know exactly where they fit in and what the destination is, so that everyone is aligned, and every individual knows what it means to them. From scientists to process leaders to the people who drive the fork trucks – they all want to understand what the impact of that change is going to be and how it is going to impact them personally. It’s about conversations. When I’m leading a transition, it’s about standing at the front, but it’s also about the conversations afterwards, these are what bring everyone together.

How did you keep everyone engaged through that time of change? Being visible is key to managing any transition.

Now, just over a year later, I walk the floor, and people say that they’ve seen a change.

It’s been very positive. The factory is now producing 25% more, and that’s what people want to see; more product coming through the factory and investment. I have my most fruitful conversations when I’m walking through the packing floor, or visiting the lab, or bumping into someone in the coffee queue or the restaurant.

Those are key places where I can really dip in, test the temperature of the water at that moment. It all comes back to the conversations, the two-way thing of not only sending a message but receiving it and listening. Also, as a combined organisation we get tremendous support from the parent company in India, from which I’ve just returned after a week working with my colleagues over there.

What is it like being a female in the traditionally-male dominated sector of manufacturing? I have been very fortunate, because in the early days of my career I joined an organisation that heavily invested in me in terms of developing my qualifications, but also professionally,

P H A R M ATA L E N T

and I had a coach and a mentor. There aren’t many women in the sector, I found a way to set myself as a role model. There are many enthusiastic young women who come into the industry, and if they can see a role model, if they can see it in action, that makes a difference when young adults are making choices around their studies. We have a very strong apprentice programme here in terms of providing support and encouragement. I regularly sit down with people – whether they’re female or male – and get them to think about what their career is going to be in the future.

What have been your key achievements?

Setting up the team at a site that was poorly performing to becoming one of the highest performing in the network, bringing a team together to develop new products, changing people’s quality of life. It’s also about being able to do that and add value – a pack that leaves here, on average costs less than a cup of coffee in the high street, yet it makes a difference. The biggest and most rewarding achievement is when I see a member of my team exceed their own expectations. Coaching and mentoring is absolutely crucial to that.

What does your job mean to you? I’m so lucky. I’ve always had a role that I just love doing. A factory is like a beating heart, you can feel it as you walk through. It was from that point that I had that absolute joy – I love walking the floor, seeing everyone come together. Multiple things have to happen when you’re making a product, and when I see everything coming together and a pallet of product leaving the site, it’s so rewarding.

One in six prescriptions in the UK is filled by a product from Accord. Every time a patient takes a prescription to the pharmacy, they go with this implicit trust in that medication and that’s with us every single day. Making sure that we do it right and to the best of our ability is one of the most important things that we have to do. I recently spoke to a friend whose son is on one of our products, and it’s changed the quality of his life. How wonderful is that?

“ A FACTORY IS LIKE A BEATING HEART, YOU CAN FEEL IT AS YOU WALK THROUGH”

What’s next? It’s an exciting time! As two companies come together, our vision about where we want to go is about thinking bigger about how to get even more affordable medicines to the people that matter most, our patients. It’s an incredibly exciting and challenging place to be; I have probably got more opportunities to shape this business than I’ve ever had in my career. It is my passion and it’s fabulous to be part of it!

Accord-healthcare.com

M AG A ZI N E | J U N E 2018 | 3 1

P H A R M ATA L E N T

TOP TIPS FO R I NTE RV I E W S U CC E S S

C L A R E J O N E S – Senior Consultant; North West, North Wales & Yorkshire; CHASE (Pf ’s CSO of the year 2017), shares her top tips to help you hone your interview technique:

GET CLUED UP ON THE DETAILS WORDS BY

Amy Schofield

H OW T O I M P R E S S A T

INTERVIEW Y

ou’ve been invited for an interview for your dream role. You need to stand head and shoulders above the competition, and it’s important to get the basics right – which include a smart, business-like appearance and doing your homework.

According to Greg Higgins, Business Development, PDC Healthcare, there are some specific dos and don’ts that candidates should bear in mind. The old adage, ‘Fail to prepare or prepare to fail’ always applies. “The candidate should know the organisation they have applied to and have rehearsed presenting themselves in alignment with the requirements of the role.”

Greg adds that “alignment of the candidate’s skills, knowledge, values and behaviours with the requirements of the business” are vital – so familiarise yourself with not only the job description, but also the company’s culture and values. Recruiters are looking for more than just a skills match.

W HAT N OT TO D O AT I NTE RV I E W People move on from jobs for many different reasons, that’s understandable, but Greg warns that interviews should never be seen as the time to confide in your interviewer about issues you may have in your current role: “Sometimes candidates are job hunting because they are having difficulties in their current role. The interview is not a therapy session.

Remember, every word you utter should be to credibly sell yourself for the role,” he advises.

Do you really want the job? Recruiters can spot those who really want the role, and also those who don’t, so make sure that your enthusiasm comes over in all that you do before, during, and after the interview. “Demonstrate that you have made an effort, prepare for the interview and communicate that you want the role,” says Greg. “It’s amazing how many candidates give the impression that the role they are being interviewed for is part of a milk round of interviews they are doing to get a job and they would actually prefer another role.” Go to the-pdc.com

3 2 | PH A R M A FI EL D.CO.U K

Research the company and the marketplace. Consider the opportunities to make yourself stand out; have you spoken to competitors, or customers for example? The more effort you go to the more confident you will feel.

STRUCTURE YOUR ANSWERS

There are different answer models you can use; we recommend considering SCAR – Situation, Challenges, Action, Result, or STARL – Situation, Task, Action, Result, Learnt. These will work well for all competency questions.

BE CLEAR ABOUT THE CHALLENGE

Prepare yourself by considering how the role will challenge you. Being self-aware and having clear insight into your own strengths and weaknesses makes you look like a thoughtful and responsible candidate.

ASK RELEVANT & INSIGHTFUL QUESTIONS

Have your questions prepared in advance and use your judgement on the day to determine whether they’ve already been covered. Go to chasepeople.com

Flexible recruitment solutions Whether you’re looking for brand exposure, or to post multiple roles – we’ve got the package for you.

Getting up and running is easy – get in touch on 01462 476119 or hello@pharmafield.co.uk to discuss your online recruitment strategy.

PHARMAJOBS.CO.UK

W H E R E TA L E N T G R O W S

We have some exciting changes coming to Pharmafield that will see us expanding our digital and publishing offering.

Don’t miss out!

Sign up for a

FREE SUBSCRIPTION pharmafield.co.uk/ subscribe

L E T ’ S K E E P I N TO U C H

If you’d like to keep updated on Pf news, or if you missed our email about continuing to receive our email newsletters, you can resubscribe at pharmafield.co.uk/subscribe

PHARMAFIELD.CO.UK

@pharmafield

@pharmajobsuk

Pf Magazine