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Monica Rosoff, the founder and CEO of LBBAL™ Alianza. Prior to launching Alianza, Monica was a partnering executive with roles of increasing seniority at Genentech, Gilead, Kite and Exelixis. Over the course of over two decades, she had the...
Monica Rosoff, the founder and CEO of LBBAL™ Alianza. Prior to launching Alianza, Monica was a partnering executive with roles of increasing seniority at Genentech, Gilead, Kite and Exelixis. Over the course of over two decades, she had the opportunity to lead and participate in a wide diversity of deals, negotiations, diligence exercises, alliances, technology transfers, M&A integrations, dispute resolution negotiations, amendments and terminations–at all stages of the drug development and commercialization lifecycle and in multiple therapeutic areas.
Dr. Rosoff earned a doctorate in Pharmacology from the University of Washington and conducted her postdoctoral work at Stanford. We talked about lessons learned from her experiences in alliance management, especially for early stage startups.
Shownotes
Monica Rosoff https://lbbalalianza.com/
Monica’s entry into alliance management
Principles that guide a good partnership: What’s best for the patient? Find synergies, timing and motivations
Who to approach at a big pharma when identifying a partner?
Evaluating motivations of a big pharma: Get specific
Building trust
Performing due diligence-How?
Power dynamics: How to deal with a big partner when you have a power imbalance?
Role of lawyers
Communicating failures
Have a list of “To-dont’s” as opposed to “To-do” list
Conflicts might be important
Repeating problems: Lessons learned
How to prepare for unexpected changes at big companies?
Conflict resolution: What to pick fights on?
Allocating resources
