Welcome to "Building Bridges: Insights into Business Development and Partnerships in Biopharma." In this article, we feature Anjali Kumar, an accomplished leader with over 25 years of experience in the biopharmaceutical industry and currently VP and Head of Business Development at Cellarity, a Flagship Pioneering company.

Anjali is based in the vibrant biotech hub of Kendall Square, Cambridge, MA, and has previously worked for major companies such as Johnson & Johnson, Shire, Wyeth, and Pharmacia & Upjohn, as well as emerging companies like Flexion Therapeutics, Critical Therapeutics, and Clinquest, Inc. Earlier in her career, she dedicated many years to drug discovery and development, program leadership, and strategic planning, significantly contributing to multiple now-approved drugs. Anjali is a widely connected, scientifically rigorous, and collaborative business development executive. With extensive experience in strategically sourcing transformational innovation, she has led over 50 deep integrated opportunity assessments and hundreds of initial diligences. She is adept at structuring and negotiating transactions such as M&A, license agreements, research collaborations, and managing alliances.

In her role at Cellarity, Anjali is applying and expanding her skills on the "sell" side, leading business development activities for Cellarity’s unique data-driven, AI/ML-enabled platform that identifies novel biological insights into complex diseases, driving a radical new approach to drug discovery.

Additionally, Anjali serves as a member of the External Advisory Board of the Parker H. Petit Institute of Bioengineering and Biosciences at Georgia Tech and advises biotech companies, entrepreneurs, and several life science accelerator programs.

She holds a PhD in Bioengineering from Georgia Tech, Atlanta, GA, and a Bachelor’s in Chemical Engineering from the Indian Institute of Technology, Roorkee, India.

Join us as Anjali shares her journey, the challenges and opportunities in the industry, and her vision for the future. We explore her insights on building successful partnerships and driving innovation in biopharma.

1. Career Path:

Could you share your journey to becoming a leader in biopharma business development? What key experiences have shaped your career, especially your transition from J&J to your current role at Cellarity?

It's interesting to reflect on my career path because it wasn't a preordained plan. I started out as an engineer, transitioned into bioengineering from chemical engineering, and during my Ph.D. work, moved increasingly towards biology. My journey into biopharma began with my postdoc experience in pharma, which set the stage for my entire career in biopharma.

I began in R&D, leading cross-functional teams, bringing molecules to the clinic, and getting drugs approved. I worked in several small companies, two of which went public. My roles were broad, and I also contributed to regulatory strategy, intellectual property, scientific advisory board management and scientific communications. About nine years ago, I faced a crossroads. While I still loved R&D, I felt the need for a new perspective. That’s when I joined Shire to lead due diligence alongside business development colleagues. This role allowed me to leverage my R&D background to evaluate in-licensing and acquisition opportunities from all angles, including strategic, scientific, commercial potential, IP, manufacturing, legal, and financial.

After Shire was acquired by Takeda, I moved to J&J Innovation in Cambridge, Massachusetts, focusing on innovative technologies and earlier stage assets. This role was an incredible learning experience, exposing me to cutting-edge technologies and the broader innovation ecosystem. After gaining significant insights in larger companies, I yearned for the immediacy of impact in a smaller company, which led me to Cellarity. Here, in addition to our exciting platform and programs, decision-making is faster, there's less bureaucracy, and the day-to-day impact is more tangible.

2. Industry Changes:

How have you seen the biopharma industry evolve over the past decade, particularly in the areas of business development and strategic partnerships?

About ten years ago, when J&J first set up its Innovation Center in Cambridge, that was quite unique. This was a visible commitment to early-stage partnerships and nurturing innovation in the ecosystem. Now, nearly all pharma companies have adopted this model. Around 50% of their pipelines are externally sourced or partnered opportunities. This shift shows how much the industry has embraced external innovation and partnership as a core strategy alongside internal R&D.

3. Challenges and Solutions:

What are the biggest challenges currently facing business development in biopharma, and how is Cellarity addressing these challenges?

There are always issues of the day – sometimes there are hot technologies that everyone scrambles to get into. Right now, many pharma companies are facing revenue gaps and looking for de-risked assets to partner on. This situation is particularly tough for smaller companies that are trying to piece together data packages with limited funding. Cellarity addresses this challenge by targeting our powerful platform exactly at the strategic needs of partner pharma companies. By aligning our novel approach with their pipeline gaps and desired therapeutic profile for product candidates, we aim to create small molecules that fit precisely into their strategic framework.

4. Innovation Impact:

What recent innovations in the biopharma industry have significantly impacted your business development strategy, particularly in the context of AI and machine learning?

AI and machine learning have become the buzzwords, but they have genuinely transformed the field. Initially, AI/ML expanded the chemical space with virtual libraries. Now, it's used to mine biological data for novel targets. At Cellarity, we leverage single-cell RNA sequencing to gain novel biological insights into complex pathologies at the whole cell level and link that biology to chemistry through our proprietary data and algorithms. This approach allows us to direct our platform toward creating therapeutics needed by the market, benefiting both our internal programs and our partners.  In this way, we deliver on not just the efficiency but also the creativity that AI/ML enables.

5. Partnership Dynamics:

What do you look for in a strategic partner, and how do you assess fit beyond the financials? How do you manage complex partnering agreements?

In research collaborations, which are long-term partnerships, the depth of a partner’s strategic commitment to a specific area is crucial. We look for partners who are experts in their therapeutic areas, bringing their experience and capabilities to shape the program. Our collaboration with Novo Nordisk is a great example—they are undisputed experts in the metabolic space, making the partnership opportunity more compelling. Managing complex agreements involves shared vision, strategic alignment, clear communication, and understanding each party’s needs and expectations. It’s essential to keep the shared goals in mind and have an open dialogue about what works and what doesn’t to ensure a successful collaboration.

6. Board Engagement:

What does effective board engagement look like in the context of business development strategy and deal execution? What challenges have you faced in ensuring productive involvement from the board, and how has their input influenced key deals?

Effective board engagement involves keeping the board informed and aligned with strategic BD activities. On the buy side, boards focus on the strategic fit and long-term impact of deals. On the sell side, there is more day-to-day involvement, and aligning expectations is critical. Pharma companies rely on extensive data for deal comparables, while smaller companies might have additional considerations, like non-dilutive financing. Clear communication and strategic discussions about why we are doing a partnership and what makes sense are vital. Understanding the non-financial terms and why they matter to each side also require board alignment and facilitate successful deal execution.

7. Personal Insights:

What is the best piece of advice you've received in your career that you would pass on to someone aspiring to reach a leadership position in biopharma?

I'm not sure anyone told me this, but looking back, I’d say, stay curious. Always be learning because you never know how different pieces of information will come together. Connecting these pieces from your unique perspective, shaped by your experiences, adds immense value. Be curious about the science, the industry, the people, and the players. This broad awareness and understanding helps in managing deals and partnerships, where interpersonal relationships are as crucial as technical knowledge. It’s not just about scoring points in negotiations but ensuring long-term success in collaborations.

8. Legacy and Impact:

Looking forward, what impact do you hope to have on Cellarity and the biopharma industry at large?

At Cellarity, we aim to expand our reach through impactful partnerships and successful products. Beyond my official role, I want to contribute across various areas, leveraging the flexibility of a smaller company to make significant impact every day. In the broader industry, I hope for our collective success, navigating challenging times to emerge as a more streamlined and disciplined sector. It's a privilege to work in an industry where we can make a real difference in patients’ lives. I strive to ensure that our partnerships are successful, financially rewarding, and enjoyable for all involved.

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