FINAL AGENDA

October 8-10, 2024 | Royal Sonesta | Cambridge, MA & Virtual
21ST ANNUAL

Executive Decision Making
for Pharma & Biotech
Strategic Program, Portfolio and Resource
Management for Biopharma Executives
Two Conferences at the Intersection of Science, Business, and Operations

Program & Portfolio
Management

Strategic Resource
Management

Driving Optimized Portfolio Insights,
Prioritization, and Decision-Making

Tools and Strategies to Enhance R&D
Productivity, Forecasting, and Planning

October 8-9, 2024

October 9-10, 2024

Plenary Keynotes
Michelle Shogren

CEO & Owner, Innovate in
What You Do!; former SeniorDirector of Innovation, Pharma
R&D Clinical Operations, Bayer

Premier Sponsor:

Organized byCambridge Healthtech InstituteMary Lou Panzano
Founder and CEO, PanzanoEnterprises LLC; former
Vice President, InternalCommunications, Bayer

Mathilde Bryse

Head of R&D Strategy,
SanofiREGISTER EARLY & SAVE!
#ExecutiveDecisionMaking

ExecutiveDecisionMaking.com

Dear Colleague,
In today’s ever-changing landscape of pharmaceutical R&D, drug development
program and portfolio management, portfolio prioritization, capacity
management, resource forecasting, risk mitigation, and strategic decision-making
are paramount. Cambridge Healthtech Institute’s Biopharma Strategy Series presents
Executive Decision Making for Pharma and Biotech which offers a comprehensive platform
for high-level discussions, interactive sessions, networking opportunities, breakout roundtables,and personalized 1:1 meetings. Attendees will leave with new tools and organizational strategies
to optimize project planning, portfolio insights, and decision making; and to align resource planning,allocation, and capacity management with portfolio prioritization.
Bridget Kotelly
Senior Conference Director
Cambridge Healthtech InstituteConference at-a-glance
Program & Portfolio
Management

Strategic Resource
Management

Driving Optimized Portfolio Insights,
Prioritization, and Decision-Making

Tools and Strategies to Enhance R&D
Productivity, Forecasting, and Planning

October 8-9, 2024

October 9-10, 2024
ExecutiveDecisionMaking.com

2

Keynote Program
Unlock the Power of Change: Elevate Your Leadership Journey
Mary Lou Panzano, Founder and CEO, Panzano Enterprises LLC; Former Vice President, Internal Communications, Bayer
Michelle Shogren, CEO & Owner, Innovate in What You Do!; former Senior Director of Innovation, Pharma R&D Clinical
Operations, Bayer
As a forward-thinking leader, you wield the power to orchestrate transformative change within your organization. Yet,amidst the dynamic landscape of progress, do you possess the essential toolkit to navigate inevitable challenges
and conflicts, ensuring collaboration prevails over escalation? Join us for an engaging session where you’ll uncover
not only the five critical pillars of effective change management but also strategies for adept conflict resolution. Gaininvaluable insights to steer your organization towards a future of innovation, resilience, and sustainable growth. Seize
this transformative opportunity to elevate your leadership prowess and drive impactful change.

Employing AI to Increase R&D Productivity
Mathilde Bryse, Head of R&D Strategy, Sanofi
Sanofi, a pharmaceutical company of 100,000+ employees that develops medicines and vaccines, began a business
transformation in portfolio management, leveraging artificial intelligence (AI) as a key accelerator. As part of ourbusiness transformation, we’ve co-developed a decision intelligence tool called PLai that correlates >1B data points ina single source of truth, and leverages AI to make recommendations from strategy to operations. We use AI predictions
to challenge our internal view on key parameters.

PANEL DISCUSSION: Simplifying Portfolio and Resource

Management Processes in the Age of Analytics
Moderator:

Michael Myers, PhD
Associate Vice President, LRL
Project Management – Due
Diligence, Eli Lilly and Company

Panelists:

Leslie Lippard

Peter Ray

Helen Merianos, PhD

Melquiades de Jesus

Senior Director, Portfolio
Analytics, Alnylam
Pharmaceuticals

Vice President, Headof Portfolio Analytics,
Novartis

Head, R&D Portfolio Strategy,
Sanofi

Senior Director, R&D PMO
Business Capabilities, Jazz
Pharmaceuticals

Advisory Board
Michael Ferrante

Sean Gallagher

Leslie Lippard

Michael Myers

Joe StalderExecutive Director, Portfolio
Prioritization, Global
Regulatory Affairs & Clinical
Safety, Merck

Director, Capacity
Management and Business
Analytics, Janssen

Senior Director, Portfolio
Analytics, Alnylam
Pharmaceuticals

Associate Vice President,
LRL Project Management Due Diligence, Eli Lilly & Co.

Vice President, Program
Management, Zentalis
Pharmaceuticals

ExecutiveDecisionMaking.com

3

17th Annual
Cambridge Healthtech Institute’s 18th Annual

Program && Portfolio
PortfolioManagement
Management
Driving Optimized
OptimizedPortfolio
PortfolioInsights,
Insights,
Prioritization
DrivingPrioritization
andandDecision-Making
Decision-Making

Tuesday, October 8
8:00 am Registration and Morning Coffee
8:50 Organizer’s Welcome Remarks

MORNING MEET & GREET ICEBREAKER
8:55 Chairperson’s Remarks

Michael Ferrante, Executive Director, Business Analytics, Global Regulatory
Affairs & Clinical Safety, Merck

9:00 Networking Meet & Greet
Michael Ferrante, Executive Director, Business Analytics, Global
Regulatory Affairs & Clinical Safety, Merck
Jumpstart your conference experience with a lively morning speed
networking! This informal networking session is the perfect chance
to meet fellow participants and connect with your conference peers
right from the start. Grab a cup of coffee, engage in conversations, andkick off the conference with a bang. Don’t miss out on this fantastic
opportunity to make new connections, share insights, and lay thegroundwork for a memorable conference journey.

PORTFOLIO MANAGEMENT STRATEGY AND
PROCESSES
9:30 Transforming from a Distributed to a Centralized Portfolio
Management Function: Considerations and Lessons Learned

Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy &Analytics, Strategy & Growth, Novartis
As Novartis transformed to a focused, pure-play innovative medicinescompany, portfolio management was consolidated across Research,
Development, and Commercial to build lasting impact and achieve long-termbusiness success. Since mid-2022, we have focused on building a stronger,
focused pipeline, streamlined enterprise governance, centralized long-term
revenue forecasts and valuations, and created an aligned strategic framework.
Key learnings include importance of change management, flexibility, andstreamlined processes and systems.

10:00 The Partnership between Decision Sciences andProject Management to Enable Decision Quality in Drug
Development at Eli Lilly

Charles Persinger, Executive Director, R&D Strategy & Decision Sciences, Eli
Lilly and Company
Lilly Decision Sciences and Project Management organizations partner todeliver decision quality on decisions across research and development—and
Lilly Research Labs has won the Raiffa-Howard Award from the Society ofDecision Professionals for achieving organizational decision quality. Explore
which roles the decision sciences experts and project managers take andwhich approaches are put in place in those organizations to deliver decisionquality for individual projects and the portfolio.

10:30 Coffee Break with Exhibit Viewing
11:00 Case Study: The Intention and Reality of Leveraging External
Data to Inform Project and Portfolio Decisions
Elayne Ko, Director, Portfolio Decision Sciences, GSKThis presentation outlines the intention of waiting for external clinical data prior
to investment decision-making. An illustrative example—including an overview
of the quantitative inputs needed to generate outputs and insights—is used toframe the decision of invest now or invest later pending external data read-out.
While leveraging external data may appear appealing, the presentation will
review potential challenges to the decision alternative of waiting.

October 8-9, 2024
PORTFOLIO PRIORITIZATION METHODOLOGIES
12:55 Chairperson’s Remarks

Charles Naaman, Vice President, Global Portfolio & Project Management—
Oncology, AstraZeneca

1:00 Portfolio Prioritization in the Real World

Gregory Wayne, PhD, Senior Director, Decision Sciences Group, AbbVie, Inc.
There are several theoretical approaches to portfolio prioritization, based onvalue metrics, costs, and pareto curves. In the real world within the pharma
industry, prioritization needs to align with multiple stakeholders who havedifferent priorities, and to address multiple constraints. A framework will bepresented that addresses these limitations and provides transparency in orderto make tradeoffs within the portfolio.

1:30 FIRESIDE CHAT: Comparing Alternative Approaches toPortfolio Prioritization, Benefits, and Trade-Offs

Charles Naaman, Vice President, Global Portfolio & Project Management—
Oncology, AstraZeneca
Charles Persinger, Executive Director, R&D Strategy & Decision Sciences, Eli
Lilly and Company
Gregory Wayne, PhD, Senior Director, Decision Sciences Group, AbbVie, Inc.
Explore alternative portfolio prioritization methods and strategies. Discusstactics to align portfolio prioritization with short- and long-term corporate goals.
Uncover how alternative strategies can be leveraged to foster resilience,
mitigate uncertainties, and bolster innovation in pharmaceutical portfolio
management, paving the way for more robust and adaptable pipelines.

2:15 Level up Your Strategic Portfolio
Decision-Making with AI

Speaker to be Announced, Intelligencia.ai
Why AI needs to be part of your toolkit and how it fits into current workflows forstrategic portfolio planning.
The need for purpose-built data for transparent and accurate probability ofsuccess (PoS) assessments to enhance decision-making.
Real-world scenarios and applicable use cases where AI-driven PoS can beleveraged to your advantage.

2:45 Refreshment Break with Exhibit Viewing
3:15 Analyzing Ten Years of Clinical Trial Data with Causal
Inference and Discovery

Gary J. Summers, PhD, Director Oncology Portfolio Decision Sciences, Strategy
Portfolio Management, GSK
Traditional statistics analysis discovers correlations while yielding biased
results. New techniques, called causal inference and discovery, identify causal
relationships. Using these techniques, inspired by how statistics transformed
baseball (see the movie Moneyball), we analyze ten years of clinical trial data
to identify opportunities to improve trial design and PTRS.

BREAKOUT DISCUSSIONS (IN PERSON ONLY)
3:45 Breakout Discussions
Breakout Discussions are informal, moderated discussions, allowing
participants to exchange ideas and experiences and develop futurecollaborations around a focused topic. Each discussion will be led by afacilitator who keeps the discussion on track and the group engaged.
To get the most out of this format, please come prepared to shareexamples from your work, be a part of a collective, problem-solving
session, and participate in active idea sharing. Please visit the Breakout
Discussions page on the conference website for a complete listing of
topics and descriptions.​

11:30 Luncheon Presentation (Sponsorship Opportunity Available)
or Enjoy Lunch on Your Own
12:00 pm Session BreakExecutiveDecisionMaking.com

4

17th Annual
Cambridge Healthtech Institute’s 18th Annual

Program && Portfolio
PortfolioManagement
Management
Driving Optimized
OptimizedPortfolio
PortfolioInsights,
Insights,
Prioritization
DrivingPrioritization
andandDecision-Making
Decision-Making

TABLE 1: Project Prioritization Frameworks for Investment
Decision Making and Allocating Resources
Elayne Ko, Director, Portfolio Decision Sciences, GSK
Gregory Wayne, PhD, Senior Director, Decision Sciences
Group, AbbVie, Inc.
• What analysis do you use to evaluate investments andresource planning?
• How do you prioritize resources when evaluating both internal andexternal projects against each other?​

TABLE 2: Achieving The Right Balance Between Top-Down(Strategic & Enterprise) Driven and Bottom-Up (AssetFocused) Driven Decision Making
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam
Pharmaceuticals• What processes do you have for making asset-level decisions and formaking portfolio-level decisions?
• How does optimizing the asset level impact the portfolio level,and vice versa?
• What are the best practices that allow companies to achieve balanceat both the asset-level and the enterprise level, at a reasonable level oftime and energy spent on analytics and oversight?​

TABLE 3: Building Partnerships between ProjectManagement, Resource Management, Functional
Management, and Finance to Drive Productivity
Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy &Analytics, Strategy & Growth, Novartis
Michelle Shogren, CEO & Owner, Innovate in What You Do!; former
Senior Director of Innovation, Pharma R&D Clinical Operations, Bayer
Joe Stalder, Vice President, Program Management, Zentalis
Pharmaceuticals• What are the pitfalls to avoid when trying to develop
partnerships internally?
• What is an “engagement model” to use to establish trust, uncover
real resource needs, and maintain a strong relationship witheach department?​

4:45 Networking Reception with Exhibit Viewing
5:45 Close of Day

Wednesday, October 9
7:45 am Registration and Morning Coffee

COMBINING PROCESSES AND ANALYTICALINSIGHTS IN DECISION-MAKING
8:15 Chairperson’s Remarks

Joe Stalder, Vice President, Program Management, Zentalis Pharmaceuticals

8:20 Mirror, Mirror, on the Wall—Is This a Good Deal?
Navigating Bias(es)Michael Myers, PhD, Associate Vice President, LRL Project Management—Due
Diligence, Eli Lilly and Company
In helping to support decision-making on complex opportunities, setting thetable for the decision should include some elements that serve as mitigation
for any potential bias. Consistently leveraging a process OR building one togenerate an aligned set of key inputs can sometimes be challenging. Whichbiases might be at play for your opportunity? Which processes might you have(or may need to set up) to leverage?

October 8-9, 2024
8:50 Firm Boundaries and Incentives: Evidence from the
Biopharmaceutical Industry

Christopher Larson, Director Portfolio Program Management, AbbVie
It is well-documented that in-licensed drug projects have higher likelihoodof approval than internal-drug projects. We show this result holds whencontrolling for heterogeneity across projects. We further show that this successrate difference is partly driven by agency problems: internal R&D teams may
bring forward less promising projects due to monetary and career incentives.
We also show that this mechanism is distinct and coexists with previously
proposed mechanisms.

9:20 Coffee Break with Exhibit Viewing
9:50 Strategic Frameworks for Successful Drug Development:
Integrating Target Product Profiles and Stage-Gate Governance

Saeid (Sam) Yazdani, Principal Consultant, Yazdani Consulting; former Vice
President of Portfolio & Program Management at Caribou Biosciences
This session will explore strategic frameworks that drive successful drug
development. We will delve into the Target Product Profile (TPP), which
delineates a drug’s ideal characteristics, serving as a strategic blueprint to aligndevelopment and regulatory objectives. It ensures a clear vision from concept
to market. Additionally, we’ll examine the Stage-Gate Governance model,
which structures drug development into distinct phases, with decision points or“gates” to evaluate progress.

10:20 PANEL DISCUSSION: Right-Sizing Your Project Management
Methodology to Match Company Maturity: Lessons Learned in
Small and Large Biopharmas

Moderator: Joe Stalder, Vice President, Program Management, Zentalis
Pharmaceuticals
Panelists will address differences in approaches and lessons learned inmanaging R&D projects at large vs. small biopharma companies. Given
available resources and pressures from internal and external stakeholders,which trade-offs are made when managing R&D projects? What are thedifferences in team structures, governance models, and decision rights? Whichadvantages does a large company have over a small company, and vice versa?
Panelists:
Kundini Amin, Head, Portfolio Leadership, Analytics & Insights (PLAI), Biogen
Paul B. Cook, PhD, Senior Director, Program Management, Generation Bio
Alexander Rucci, Director, Project Management, Sumitomo Pharma America

11:05 RAID Logs Are Stale; GRIDALL Is Fresh

Joe Stalder, Vice President, Program Management, Zentalis Pharmaceuticals
The RAID Log is a commonly used tool for capturing project information.
However, it lacks key project information, does not link between key artifacts,
and it does not allow for feedback loops that enable continuous improvement.
The GRIDALL model offers a more comprehensive model for capturing project
information. A PMO that uses the GRIDALL method will provide value to project
teams by being more complete, connected, and continuous.

11:35 Luncheon Presentation (Sponsorship Opportunity Available)
or Enjoy Lunch on Your Own
1:00 pm Chairperson’s Remarks
Peter Ray, Vice President, Head of Portfolio Analytics, Novartis

1:10 KEYNOTE PRESENTATION: Unlock the Power of
Change: Elevate Your Leadership Journey

Mary Lou Panzano, Founder and CEO,Panzano Enterprises LLC; former Vice President, InternalCommunications, Bayer
Michelle Shogren, CEO & Owner, Innovate in What You Do!; former
Senior Director of Innovation, Pharma R&D Clinical Operations, Bayer
As a forward-thinking leader, you wield the power to orchestratetransformative change within your organization. Yet, amidst the dynamic

ExecutiveDecisionMaking.com

5

17th Annual
Cambridge Healthtech Institute’s 18th Annual

Program && Portfolio
PortfolioManagement
Management
Driving Optimized
OptimizedPortfolio
PortfolioInsights,
Insights,
Prioritization
DrivingPrioritization
andandDecision-Making
Decision-Making

landscape of progress, do you possess the essential toolkit to navigate
inevitable challenges and conflicts, ensuring collaboration prevails overescalation? Join us for an engaging session where you’ll uncover not only
the five critical pillars of effective change management but also strategies
for adept conflict resolution.

1:50 KEYNOTE PRESENTATION: Employing AI to
Increase R&D Productivity
Mathilde Bryse, Head of R&D Strategy, Sanofi
Sanofi, a pharmaceutical company of 100,000+ employees,
began a business transformation in portfolio management, leveraging
artificial intelligence (AI) as a key accelerator. As part of our business
transformation, we’ve co-developed a decision intelligence tool called
PLai that correlates >1B data points in a single source of truth, andleverages AI to make recommendations from strategy to operations. We
use AI predictions to challenge our internal view on key parameters.

2:30 Refreshment Break with Exhibit Viewing

BREAKOUT DISSCUSSIONS (IN PERSON ONLY)

October 8-9, 2024
TABLE 6: Influencing, Initiating and Executing Organizational
Change Management
Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy &Analytics, Strategy & Growth, Novartis
Paul B. Cook, PhD, Senior Director, Program Management,
Generation Bio
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam
Pharmaceuticals• How do you identify sources of the organizations pain points?
• How to say “no” or “not now” to all of the great ideas andproposed projects• What are the differences between project management and change
management, and how do you integrate them to deliver positive outcome
to the organization?​

4:00 Sponsored Presentation (Opportunity Available)
4:30 KEYNOTE PANEL DISCUSSION: Simplifying Portfolio andResource Management Processes in the Age of Analytics

3:00 Breakout Discussions
Breakout Discussions are informal, moderated discussions, allowing
participants to exchange ideas and experiences and develop futurecollaborations around a focused topic. Each discussion will be led by afacilitator who keeps the discussion on track and the group engaged.
To get the most out of this format, please come prepared to shareexamples from your work, be a part of a collective, problem-solving
session, and participate in active idea sharing. Please visit the Breakout
Discussions page on the conference website for a complete listing of
topics and descriptions.

TABLE 4: Balancing Internal R&D Investments and Resources
with External Collaborations
Elayne Ko, Director, Portfolio Decision Sciences, GSK
Gregory Wayne, PhD, Senior Director, Decision Sciences
Group, AbbVie, Inc.
• What analysis do you use to evaluate investments andresource planning?
• How do you prioritize resources when evaluating both internal andexternal projects against each other?​

TABLE 5: Applicability of AI within Project Decision-Making
and Portfolio Management: Where and When would AI Be
Relevant and Applicable

Moderator: Michael Myers, PhD, Associate Vice President, LRL ProjectManagement—Due Diligence, Eli Lilly and Company
There has been an increased emphasis in leveraging advanced analytics
across the scientific and business worlds. Sometimes our desire to test
the latest tools and algorithms may overly complicate our approach oreven the ability to make decisions based on the data we are collecting.
This panel discusses the changing analytics landscape and explores
best practices in deploying and leveraging analytics tools in prioritizing
projects and resources.
Panelists:
Melquiades de Jesus, Senior Director, R&D PMO Business Capabilities,
Jazz Pharmaceuticals
Mathilde Bryse, Head of R&D Strategy, Sanofi
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam
Pharmaceuticals
Peter Ray, Vice President, Head of Portfolio Analytics, Novartis

5:15 Close of Program & Portfolio Management Conference

Mathilde Bryse, Head of R&D Strategy, Sanofi
Joe Stalder, Vice President, Program Management, Zentalis
Pharmaceuticals• Where have you seen application of AI in decision making andproject management?
• At what specific areas and stages is AI likely to bring significant
value?What potential pitfalls and roadblocks should teams be on
the lookout for?​

ExecutiveDecisionMaking.com

6

17th Annual
Cambridge Healthtech Institute’s 21st Annual

Program
PortfolioManagement
Management
STRATEGIC&RESOURCE
Driving
Optimized
Insights,
Prioritization
and
Tools
and
Strategies Portfolio
to Enhance
R&D Productivity,
Forecasting,and Planning
Decision-Making

Wednesday, October 9
12:00 pm Registration Open
1:00 Chairperson’s Remarks
Peter Ray, Vice President, Head of Portfolio Analytics, Novartis

1:10 KEYNOTE PRESENTATION: Unlock the Power of
Change: Elevate Your Leadership Journey

Mary Lou Panzano, Founder and CEO,Panzano Enterprises LLC; former Vice President, InternalCommunications, Bayer
Michelle Shogren, CEO & Owner, Innovate in What You Do!; former
Senior Director of Innovation, Pharma R&D Clinical Operations, Bayer
As a forward-thinking leader, you wield the power to orchestratetransformative change within your organization. Yet, amidst the dynamic
landscape of progress, do you possess the essential toolkit to navigate
inevitable challenges and conflicts, ensuring collaboration prevails overescalation? Join us for an engaging session where you’ll uncover not
only the five critical pillars of effective change management but also
strategies for adept conflict resolution.

1:50 KEYNOTE PRESENTATION: Employing AI to
Increase R&D Productivity
Mathilde Bryse, Head of R&D Strategy, Sanofi
Sanofi, a pharmaceutical company of 100,000+ employees,
began a business transformation in portfolio management, leveraging
artificial intelligence (AI) as a key accelerator. As part of our business
transformation, we’ve co-developed a decision intelligence tool called
PLai that correlates >1B data points in a single source of truth, andleverages AI to make recommendations from strategy to operations. We
use AI predictions to challenge our internal view on key parameters.

October 9-10, 2024
TABLE 5: Applicability of AI within Project Decision-Making
and Portfolio Management: Where and When would AI Be
Relevant and Applicable
Mathilde Bryse, Head of R&D Strategy, Sanofi
Joe Stalder, Vice President, Program Management, Zentalis
Pharmaceuticals• Where have you seen application of AI in decision making andproject management?
• At what specific areas and stages is AI likely to bring significant
value?What potential pitfalls and roadblocks should teams be on
the lookout for?​TABLE 6: Influencing, Initiating and Executing Organizational
Change Management
Stephen Cho, PhD, Senior Vice President & Head, Portfolio Strategy &Analytics, Strategy & Growth, Novartis
Paul B. Cook, PhD, Senior Director, Program Management,
Generation Bio
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam
Pharmaceuticals• How do you identify sources of the organizations pain points?
• How to say “no” or “not now” to all of the great ideas andproposed projects• What are the differences between project management and change
management, and how do you integrate them to deliver positive
outcome to the organization?​

4:00 Sponsored Presentation (Opportunity Available)
4:30 KEYNOTE PANEL DISCUSSION: Simplifying Portfolio
and Resource Management Processes in the Age of Analytics

2:30 Refreshment Break with Exhibit Viewing

BREAKOUT DISSCUSSIONS (IN PERSON ONLY)
3:00 Breakout Discussions
Breakout Discussions are informal, moderated discussions, allowing
participants to exchange ideas and experiences and develop futurecollaborations around a focused topic. Each discussion will be led by afacilitator who keeps the discussion on track and the group engaged.
To get the most out of this format, please come prepared to shareexamples from your work, be a part of a collective, problem-solving
session, and participate in active idea sharing. Please visit the Breakout
Discussions page on the conference website for a complete listing of
topics and descriptions.

TABLE 4: Balancing Internal R&D Investments and Resources
with External Collaborations
Elayne Ko, Director, Portfolio Decision Sciences, GSK
Gregory Wayne, PhD, Senior Director, Decision Sciences
Group, AbbVie, Inc.
• What analysis do you use to evaluate investments andresource planning?
• How do you prioritize resources when evaluating both internal andexternal projects against each other?​Moderator: Michael Myers, PhD, Associate Vice President, LRL ProjectManagement—Due Diligence, Eli Lilly and Company
There has been an increased emphasis in leveraging advanced analytics
across the scientific and business worlds. Sometimes our desire to test
the latest tools and algorithms may overly complicate our approach oreven the ability to make decisions based on the data we are collecting.
This panel discusses the changing analytics landscape and explores
best practices in deploying and leveraging analytics tools in prioritizing
projects and resources.
Panelists:
Melquiades de Jesus, Senior Director, R&D PMO Business Capabilities,
Jazz Pharmaceuticals
Mathilde Bryse, Head of R&D Strategy, Sanofi
Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam
Pharmaceuticals
Peter Ray, Vice President, Head of Portfolio Analytics, Novartis

5:15 Close of Day

Thursday, October 10
8:00 am Registration and Morning Coffee

DELIVERING ON PROGRAM & PORTFOLIO STRATEGY
8:25 Chairperson’s Remarks

Sean Gallagher, Director, Capacity Management and Business Analytics,
Johnson & Johnson

ExecutiveDecisionMaking.com

7Cambridge Healthtech Institute’s 21st Annual

Program
PortfolioManagement
Management
STRATEGIC&RESOURCE
Driving
Optimized
Insights,
Prioritization
and
Tools
and
Strategies Portfolio
to Enhance
R&D Productivity,
Forecasting,and Planning
Decision-Making

8:30 Linking Portfolio Intent to Resource Deployment: Best
Practices to Enhance Operational Efficiency and EffectivenessMichael Ferrante, Executive Director, Business Analytics, Global Regulatory
Affairs & Clinical Safety, Merck
Effective resource allocation is crucial for achieving organizational goals andoptimizing project success. This presentation explores the strategic alignmentof portfolio intent with resource allocation, emphasizing the importance ofensuring coherence between company objectives and resource distribution.
By leveraging data analysis and forecasting techniques, organizations canmake informed decisions to balance resource demand and capacity, thereby
enhancing operational efficiency and effectiveness.

9:00 Implementation of Resource/Capacity Management throughIntegration with Portfolio Management

Stuart Fort, Senior Director, Project Management Strategy and Capabilities, Eli
Lilly and Company
Common challenges in capacity management systems involve maintaining
real-time demand data while also dealing with the differing structures andneeds of each function in the R&D value chain. This presentation highlights asolution that leverages an existing project and portfolio management system
and layers in the resource structure in a flexible and sustainable manner, andputting real-time resource and capacity management analyses in the hands ofeach functional leader.

October 9-10, 2024
considerations. Discover insights, case studies, and decision frameworks
essential for executives navigating complex resource allocation challenges.
Join us to unlock the potential of your resource management endeavors.

1:55 Updating Resource Management/Forecasting for
in-House Studies

Jennifer Daubenspeck, PhD, Associate Director, GMPO Systems & Integration,
Jazz Pharmaceuticals
Clinical trial work has traditionally been outsourced at Jazz. As we shift
to supporting some studies in-house, we needed to update the resource
forecasting algorithms for many roles. We worked with many stakeholders
and minimal historical data to develop the new algorithms. Understating thehigh level of uncertainty (known unknowns and unknown unknowns), we aredesigning a flexible solution meant to evolve.

2:25 Closing Remarks

Alexander Rucci, Director, Project Management, Sumitomo Pharma America

2:30 Close of Strategic Resource Management Conference

9:30 Sponsored Presentation (Opportunity Available)
10:00 Networking Coffee Break
10:20 Expanded Use of AI and Data Science in Resource
Forecasting and Planning

Thomas De Vis, Associate Director Capacity Management, Johnson & Johnson
Sean Gallagher, Director, Capacity Management and Business Analytics,
Johnson & Johnson
Embark on a journey into the future of resource forecasting and planningin pharmaceuticals and biotech with Thomas De Vis. Discover how AI anddata science revolutionize decision-making and optimize resource allocationfor efficiency. Gain insights into leveraging advanced analytics for strategic
resource management. Join us for an exploration, including a case study
from Johnson & Johnson. Don’t miss this chance to unlock AI-driven resource
optimization’s full potential.

10:50 Presentation to be Announced
11:20 Presentation to be Announced

RESOURCE PLANNING & FORECASTING TOSUPPORT SHIFTING PRIORITIES
12:50 pm Chairperson’s Remarks

Alexander Rucci, Director, Project Management, Sumitomo Pharma America

12:55 Increasing Employee Efficiency Post-Portfolio RePrioritization and Company Transformation

Alexander Rucci, Director, Project Management, Sumitomo Pharma America
In early 2024 SMPA announced a major organizational restructuring, including
a rationalization of workforce along with major changes to our biggest
partnership. The Global Corporate Strategy team needed to develop newprocesses that track key strategic metrics across the finance, resource, andmilestones spaces. This presentation will show our team’s approach to thisopportunity, along with a strategy to implement results.

“

The Resource Management community within
pharma is such a small group of people that it isalways wonderful when we can get together, learn,share, and return to our companies energized. No
one in our respective organizations knows as muchabout our discipline as these peers, so this timesharing best practices is beyond valuable.
— Michael Ferrante, GRACS Business Analytics, Merck“

11:50 Networking Luncheon

1:25 Optimizing Resource Allocation—Approaches for Internal,
External, and Regional Sourcing

Sabine Lenders, Associate Director, Capacity Management, Johnson &Johnson Innovative Medicine
This session will delve into strategies to maximize organizational efficiency
through internal collaboration, strategic external partnerships, and regional

ExecutiveDecisionMaking.com

8Interactive Breakout Discussions
Back by popular demand, the value of these in-person interactive sessions cannot be
overstated. These lively exchanges not only enhance learning, but they also create a vibrantnetworking environment, fostering community and inspiring future collaborations.
• Project Prioritization Frameworks for Investment Decision Making and Allocating Resources• Achieving The Right Balance Between Top-Down (Strategic & Enterprise) Driven and Bottom-Up(Asset-Focused) Driven Decision Making• Building Partnerships between Project Management, Resource Management, Functional Management, andFinance to Drive Productivity• Balancing Internal R&D Investments and Resources with External Collaborations• Applicability of AI within Project Decision-Making and Portfolio Management: Where and When would AI Be
Relevant and Applicable• Influencing, Initiating and Executing Organizational Change Management

Unparalleled Networking Opportunities
In addition to the multiple networking opportunities available for onsite attendees during the morning kickoff
networking, refreshment breaks, lunches, and cocktail reception, Executive Decision Making has invested ininnovative technology to ensure attendees can connect with fellow participants whether they are attending
in-person or virtually.
• Take part in 1-on-1 networking with an easy-to-navigate profile search, filter, and scheduling platform• Receive personalized 1-on-1 networking recommendations based on CHI’s unique matchmaking algorithm• Identify and establish meetings with participants who have similar initiatives and challenges within minutes• Engage with leading technology and service providers in their booths in-person or online““

This is an informative meeting with many
good networking opportunities.
— May Zhu, Director, Takeda Pharmaceuticals

ExecutiveDecisionMaking.com

9Hotel & Travel
Conference Venue and Hotel:

Royal Sonesta

40 Edwin Land Boulevard
Cambridge, MA 02142
Discounted Room Rate: $349 s/d(resort fee waived)
Discounted Room Rate Cut-off Date: September 19, 2024

LEARN MORE at ExecutiveDecisionMaking.com/travel

Top Reasons to Stay at the Royal Sonesta:• Complimentary Wireless Internet in your guest room
• Waived Resort fee when you book your room within the group block• Situated in the heart of Cambridge, just minutes from many of Boston’s business and tourist
destinations, the location offers a vantage point for all the local adventures• Enjoy a range of amenities including onsite dining, a fitness center, and a swimming pool
• Nestled beside the picturesque Charles River, the Royal Sonesta hotel provides an ideal starting point
for your explorations of both Cambridge and Boston

Can’t Join Us In-Person?

Connect from anywhere. Join via our robust virtual platform and accessthese dynamic features.

BREAKOUTGROUPSINTUITIVE
INTERFACE

COMPANY
BRANDING

LIVE CHATLIVESESSIONS

RECORDEDSESSIONSDOWNLOADS

ExecutiveDecisionMaking.com 10

SPONSORSHIP & EXHIBIT OPPORTUNITIESSPONSORSHIP & EXHIBIT OPPORTUNITIESExhibit

CHI offers comprehensive packages that can becustomized to your budget and objectives. Sponsorshipallows you to achieve your goals before, during, and longafter the event. Packages may include presentations,exhibit space and branding, as well as the use of delegate
lists. Signing on early will maximize your exposure
to qualified decision-makers and drive traffic to yourwebsite in the coming months.

Exhibitors will enjoy facilitated networking opportunities
with qualified delegates, making it the perfect platform
to launch a new product, collect feedback, and generate
new leads. Exhibit space sells out quickly, so reserve
yours today!

Podium Presentations — Available within Main
Agenda!
Showcase your solutions to a guaranteed, targeted
audience through a 15- or 30-minute presentation during
a specific program, breakfast, lunch, or a pre-conference
workshop. Package includes exhibit space, onsite
branding, and access to cooperative marketing efforts by
CHI. Lunches are delivered to attendees who are alreadyseated in the main session room. Presentations will sellout quickly! Sign on early to secure your talk.

Additional branding and promotional
opportunities are available, including:» Conference Tote Bags
» Literature Distribution (Tote Bag Insert or Chair Drop)» Badge Lanyards» Conference Materials Advertisement» Padfolios and More…

Sponsor:Invitation-Only VIP Dinner/Hospitality Suite

For additional information, please contact:

Select specific delegates from the pre-registration list
to attend a private function at an upscale restaurant or a
reception at the hotel. From extending the invitations, tovenue suggestions, CHI will deliver your prospects andhelp you make the most of this invaluable opportunity.

Kristin Skahan

Business Development Manager
781-972-5431
kskahan@healthtech.com

2023 Attendee Demographics

Delegate Title

Director
Executive
Manager
Scientist/
Technologist
Sales & Marketing

Geographic Location

Company Type

48%
19%
19%
9%

PharmaBiotechServicesCRO

USA
Europe
Other

41%
37%
21%
1%

US Breakdown
5%

88%
11%
1%
East Coast 76%
West Coast 14%
Midwest10%

ExecutiveDecisionMaking.com

11

21ST ANNUAL

Executive Decision Making
for Pharma & Biotech

Top Reasons to Attend
Access industry expertise, insights, and best practices for strategic decision-making
Explore cutting-edge approaches to resource management and portfolio management
Connect and collaborate with your peers and SMEs in the pharma and biotech sectors
Benefit from real-life case studies and success stories that you can apply to your organization
Discover new technologies and processes that enhance efficiency, and drive better outcomes
Advance your professional growth with fresh perspectives, new skills, and an expanded network

Hear from and network with your peers andindustry experts from these companies and more:— Leslie Lippard, Senior Director, Portfolio Analytics, Alnylam“

This is an informative
meeting with many
good networking
opportunities.

“

“

“

Excellent sessions focused on “doing”
portfolio management—experienced, thoughtprovoking speakers with interesting
perspectives and great networking.

— May Zhu, Director, Takeda Pharmaceuticals