Adding Value Through Contract Creation, Implementation, and Management
A strategic alliance contract is filled with opportunities to create value and mitigate risks. Contracts inherently bring a significant degree of legal uncertainty to both parties; alliance managers are well positioned to lead in this area, but must leverage their skills, experience, and all the materials in their tool chest to ensure the best outcomes.
This session will help attendees focus on value-adding efforts throughout the various phases of alliance contracting, from the first stage of risk mitigation during contract development, into implementation and kickoff of the new alliance, to the steady state of the alliance where unanticipated issues can cause great risk or uncertainty but may also provide great potential for reward. The session will provide an overview of the contract learnings Lilly's Alliance Management team has acquired over 30+ years of alliance experience, followed by a short breakout session with a case study exercise where participants will have the opportunity to share knowledge and learn from fellow industry colleagues, concluding with a guided open discussion of the study.
Concepts to be covered will include:
- Contract Creation: a high-level overview of the key elements of a contract that alliance managers should focus on, including designing a strong governance structure.
- Contract Implementation: understanding the contract itself and the internal contract rollout to alliance team members, including proactively addressing potential areas of conflict and identifying potential value inflection points.
- Contract Management: effectively managing contract obligations and changes, including identifying and intervening when commitments and legally binding decisions are at risk of not being met, reducing legal uncertainty, and the importance appropriately documenting contract changes.
Facilitators:
Mark Dresen
Manager, Alliance Management
Eli Lilly & Company
Mark, accompanied by his guide dog Francie, works as an Alliance Manager for Lilly managing both developmental and commercial global alliances with such names as GSK, United Therapeutics, Janson, Sanofi and others, also managing Lilly's authorized generic alliances and some of his department's publication efforts.
His degree is a B.S. in Communications with an emphasis on Organizational Communications. Prior to Lilly his background was in Market Analysis and Financial Underwriting. In his spare time, he does public speaking and advocacy work in the areas of Disability Awareness, Inclusion and Accessibility.
Brent Harvey, CA-AM
Senior Director, Alliance Management and M&A Integration
Eli Lilly & Company
Brent leads teams focused on maximizing the value of partnered assets at each stage of the development and commercialization cycle.
Brent has played an integral role in some of the largest development and commercial alliances at Lilly, including worldwide partnerships with BMS, Merck KGaA, Daiichi-Sankyo, Innovent Biologics, GSK, and Sanofi. He also has alliance manager experience with venture capital collaborations, strategic equity investment companies, and oncology clinical trial collaborations. Brent has responsibilities for M&A integration as well.
Brent has an engineering degree from Purdue and an MBA from Indiana University. He also has a CA-AM and is a certified management accountant (CMA).
Lisa Keough, CA-AM
Senior Director, Alliance Management and M&A Integration
Eli Lilly & Company
Lisa has been in the alliance management profession at Lilly since 2006. In her sixteen years of alliance management experience, she has been the lead alliance manager for multiple worldwide strategic alliances across several therapeutic areas including neuroscience, diabetes, Alzheimer's disease, and CoVid-19 antibody therapies. These alliances have spanned the lifecycle of drug development from clinical to regulatory submission through commercial launch. In addition to managing strategic alliances, Lisa has led the integrations (pre-deal through 100-days post close) on several acquisitions. She achieved the Certificate of Achievement-Alliance Management (CA-AM) in 2011.
Prior to her role in alliance management, she spent five years in clinical development at Lilly. During the five years prior to joining Lilly, she worked in a hospital laboratory and then as a project manager for a central laboratory.