New Merck surrendered some more executive talent to the competition today, thus -- from a MarketWatch business wire story:
. . . .Morphotek® Inc. today announced the appointment of Joye L. Bramble, Ph.D. as Vice President, Pilot Plant Operations. In this role, Dr. Bramble will have full responsibility for the management and operation of Morphotek's new pilot manufacturing plant, which will produce biologics to support the company's early-stage clinical trials. . . .
Dr. Bramble most recently served as Executive Director of Business and Research Integration in Research Planning and Integration at Merck Research Labs (MRL) where she led a staff of 150 people at six sites in three countries that provided business operations support to the President of MRL and his management team. This included the development of therapeutic area and capability strategies, long-range operational and capital plans, and portfolio and pipeline management methodologies.
Over the course of her tenure with Merck, which began in 1990, Dr. Bramble assumed positions of increasing responsibility in Vaccine Technology and Engineering, Project Planning and Management, Bioprocess Research and Development, and Bioprocess Clinical Manufacturing and Technology, before assuming her most recent position in Research Planning and Integration. She also was part of the Merck/Schering Plough Research Integration Team that was charged with developing organizational structures, value capture targets and execution time lines to support the merger as well as the governance structures for the new company's product development activities moving forward. . . .
Morphotek, a subsidiary of Eisai Inc., is a biopharmaceutical company specializing in the development of protein and antibody products through the use of novel and proprietary technologies. . . .
3 comments:
what are "value capture targets"? Can you please expand on what this terms is intended to mean ... IMO, taken in a marketing context, this would mean the most bang for the buck ... who will pay the most for a new drug ... correct?
Great question! --
In my M&A experience -- which is what she was doing, when she worked on setting "value capture targets" -- this would mean figuring out how much "cost savings" or "synergy value" could be squeezed out of a given area, once the two operations (Old Merck and Old Schering-Plough) were combined into one entity.
In short, she was looking for REVENUE centers where "1 plus 1 could equal 4"; or COST centers where -- instead of using 2 of everything, the combined company could get by on 1 or 1-1/2 -- generating savings.
Any other thoughts out there?
Thanks for sharing this. Very intresting.
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