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Michael W Hughes [email protected]
June 10, 2015
Clinical to Commercial: Rapidly Building a Launch Founda<on in the Cloud
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Disclaimer: The views and opinions expressed in this presenta6on are those of the author and do not necessarily reflect the official policy or posi6on of KYTHERA Biopharmaceu6cals, Inc.
My Journey
• BSISE; Cal Poly, San Luis Obispo • MBA, MSISE University of Southern California
• 4 Years: Project Management SoKware ConsulLng
• 14 Years: NASA/Caltech’s Jet Propulsion Laboratory – Chief Eng, System Dev Standards
– Cassini Mission
• 10 Years: Head of Global Commercial IS
• 6 Years: ConsulLng
• Kythera BioPharmaceuLcals – Head of IT
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Topics
• The cloud is not a fad • The KYTHERA journey in the cloud
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As technologies mature their capabili<es increase and costs decrease
• Trevithick’s Penydarren (1804) • Stephenson’s Rocket (1829)
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Cloud is the evoluLonary end point of a maturing technology, much like railroads
Co`age Industry Phase • B&O shop (1854) Component Phase • 100 big shops (1940)
Mature Phase • 15 big shops (1960) Lots of leasing
CraKsmen Phase
Cloud Compu<ng is less expense
Example: Customer Master Projects
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Years Firm Size Cost Staff Approach
2001-‐2003 (2.5 Years)
Large SoCal BioTech
$30,000,000 90 FTE & Contractors
Built from scratch (Part of first working
comprehensive MDM/BI soluLon in Pharma)
2012 (6 Months)
Emerging SF BioTech with 3rd
Party Data
$1,000,000 (including Data
Purchase)
15 FTEs & Contractors
Built from Components,
Hosted in-‐house
2014 (9 Months)
Emerging SoCal BioTech with no 3rd Party Data
$350,000 (Including Data Gathering)
10 FTEs & Contractor
Veeva Network Cloud (Saas)
January 2, 2014 Start building a clinical to commercial system infrastructure
No Medical Affairs Staff No Sales Opera<ons Staff No Field Sales Staff No Commercial IS Staff
There was: • A CCO • A Small Marke<ng Team • A Medical Affairs VP • Veeva Vault in place (PlaYorm & eTMF)
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The KYTHERA Story Launching a biopharma commercial company in the cloud
Oct 6, 2013: Posi<ve Data From Trial No Commerical Infrastructure
No CRM No BI
No Customer Master No Territories Defined
No Alignment No Compe<ve Data
No Sales Data No 3rd Party Data
Challenge to Balance Scope, Schedule & Resources
• Scope: What is really needed? How can work be eliminated? • Schedule: When is the scope needed? How much Lme is
available? How can I get more Lme? • Resources: What is needed to do the work on the required
schedule? How can I leverage my resources to get more done?
Triage: Determining the priority of effort based on criLcality of need, Lme available and the availability of resources 7
Know Where You Are Headed The necessary systems are complex and Lghtly integrated
Clinical Systems
Enterprise Systems
CTMS AERS
IVRS EDC
ERSS
Other Clinical Data Apps.
Customer Master CRM
CDW
Alignment Master
ERP T&E SCM
DMS
BI
Input
Commercial Systems
ODS
EDMS EMR
MLRRs
Email Blast
QMS
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The Systems in Place on Oct 6, 2013
Clinical Systems
Enterprise Systems
CTMS AERS
IVRS EDC
ERSS
Other Clinical Data Apps.
Customer Master CRM
CDW
Alignment Master
ERP T&E SCM
DMS
BI
Input
Commercial Systems
ODS
EDMS EMR
MLRRs
Email Blast
QMS
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Increasing Resources, Reducing Work and Expanding Development Time
• Put your effort into what makes a difference – Leverage Saas, use your resources on what makes a difference – Use Iaas if Saas not available
• Get expert help while you build your team and build your team with
experts
• Use the globe to expand the Lme available
• Develop Rigorous Quality Processes
• Follow an agile approach – Made decisions quickly (fail fast) – Makes the best use of the available Lme
• Create a communicaLng environment
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Embrace Cloud CompuLng
• SaaS frees up resources to work on higher value acLviLes – No server room or servers to maintain – Handled by Saas vendor
• InformaLon and Infrastructure Security • Backup and Data Recovery
• Veeva eliminates a significant amount of interface work • BTW: beware of vendors new to a funcLonal space
• Ensure their staff isn’t also new to the space
Cloud allows you to focus on compeLLve advantage 11
Veeva Provides a Large % of the Needed Systems
Clinical Systems
eTMF AERS
IVRS EDC
Veeva Submissions
Other Clinical Data Apps.
Veeva Network Veeva CRM
CDW
Veeva Align
BI
Input
Commercial Systems
ODS
Veeva Vault EMR
PromoMats MedCom
Enterprise Systems
ERP T&E SCM
Veeva Vault
Approved Email
Quality Docs
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High Level Commercial Infrastructure ImplementaLon Plan
CRM (Veeva)
Customer Master (Veeva),
Alignment (ZS)
Data Warehouse, Interfaces,
and Scrubbing (IB Tech)
BI Repor<ng (IB Tech)
Data Quality & Opera<onal Support
Oct 2014
Prelaunch MSLs
May 2015 Dec 31st
Develop ABM CRM Launch ABM Version
Launch MSL Version
Post Launch Versions MSL
Post Launch
Implement Veeva Network
DW design – Customers, Alignments, Product, Calls
IntegraLon-‐Internall feeds; CM, Align, CRM
Automate QC Processes
Integrate DistribuLon and Training Partners data feed
Implement Dashboards
Implement Sales & AcLvity Analysis Tools
Establish Data Stewardship
Develop QC Processes and Train
Manually Scrub Customer Data
Select Vendor
Select Vendor
Historic and Planned Alignments Alignment
Field Scrub Customer Data
Implement Sales Analysis Tools
Update Dashboards
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Get Expert Help
• We hired smart, experienced vendors to parachute in and help • Veeva professional services • IB Technology • LPW Training
• Hire smart, experienced staff • The clinical to commercial transiLon is hard
• But don’t out-‐source your brains • We quickly hired staff with the skills and knowledge to own
these soluLons
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Use the Globe
This approach converts 12 hours to 24 hours 15
• Two risks to using an offshore vendor • Time difference • Cultural communicaLons differences
• Different EducaLonal System • Different Business Project Model
• Successful onsite-‐offshore model • Vendor has lead onsite
• Reduces cultural communicaLon gaps • Vendor handles the Lme difference
Establish Rigorous QC Processes and Roles
QC Processes are like Whac-‐a-‐mole Dirty data problems never end 16
Summary
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ü Embrace the Cloud ü Get expert help ü Use the globe to expand the Lme available ü Establish rigorous QC processes ü Make decisions quickly
ü Watch the clock -‐ Know how much Lme is leK ü You can’t steer a parked car
MOST IMPORTANT ü Accept & encourage bad news
• You can’t fix what you don’t know • Focus on fixing problems not assigning blame
Thanks to the IS and Sales Ops Team
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Thanks to the Commercial IS and Opera<ons Team Commercial OperaLons:
Jay Ramsinghani Sco` Crandall
InformaLon Systems Team: Jeff Ketelhut Claudia Thorsen Cathy Willo` Dawn Stone Rohini Boompally Noel O’Connor Ben Lam Yuon Lee
Pete Abbey Jon Tolman Isaac GuLerrez Brian Thomas Kari Kirbach
QuesLons?
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