Sharon Morgenbesser is a senior level executive in the biotech/pharmaceutical industry, most recently in Alliance Management, and previously in pre-clinical research and Search and Evaluation.
Sharon was most recently Executive Director, Alliance Management at Fulcrum Therapeutics, and is currently providing Alliance Management support to Fulcrum as a part-time consultant to wind down a major alliance and provide support for another partnership. Prior to that, Sharon was Executive Director, Head of Alliance Management at AffaMed Therapeutics, where she managed 10 partnerships for 19 in-licensed assets, and established the Alliance Management function and Best Practices. Prior to joining AffaMed in 2021, Sharon was Director, Global Alliance Management at Sanofi for 4 and ½ years.
Sharon has managed many Research, Development, and Commercial stage partnerships across a wide range of therapeutic areas, and with large pharmaceutical, small biotech, and digital therapeutics companies, with academic institutions, and for joint ventures. Sharon has spoken about some of her Alliance Management experiences at several Alliance Management and partnering conferences as a speaker and in panel discussions.
Previously, Sharon held positions of increasing responsibility as a pre-clinical research scientist at Genzyme and Sanofi. During that time, Sharon led numerous project teams, focus groups, and External Innovation activities, and participated in, established, and managed several research collaborations. Sharon earned a B.S. in Molecular Genetics from the University of Rochester, a Ph.D. in Biology from the Albert Einstein College of Medicine, and CA-AM certification from the Association of Strategic Alliance Professionals (ASAP).
1. Transitioning into Alliance Management
Question: You’ve had an impressive journey from preclinical research to leading Alliance Management functions across multiple companies. Can you share how you transitioned into Alliance Management, and what initially attracted you to this field?
My journey from preclinical research into Alliance Management was actually quite accidental, though, in retrospect, it seems like it was meant to be. I spent many years managing preclinical research groups and building a strong scientific foundation, but as I became more senior, I also started looking at partnerships as a way to expand our pipeline, particularly to fill gaps at the Development and Commercial stages. My first experience was in oncology, where I was part of a team evaluating external opportunities, and later in multiple sclerosis, where I took the lead in scientific evaluations. I became deeply involved in discussions around potential partnerships and it opened my eyes to the fascinating world of collaboration and contracts, and I was drawn in by the challenges and unique ways that collaborations could strengthen both parties. The partnerships that we were pursuing were short-term, to bring something in and kick the tires on it before making a longer term commitment. I was involved in negotiating terms with BD and legal teams for these partnerships, and I became passionate about the complexity of these relationships.
Once the contracts were signed, I started serving as the Global Project Lead and I was also managing these early partnerships. I didn’t even know there was a field called Alliance Management. I assumed that if you had a collaboration, you just managed it yourself. Eventually, my workload became unsustainable, and my manager and I agreed I had to give something up. After a lot of reflection, I realized I enjoyed the collaborative side most and decided to make it my career.
I then started meeting with senior leaders, asking where I could focus on partnerships full-time. One leader told me an opening was coming up in the Global Alliance Management organization, and when I met with the group leader, he explained what Alliance Management was, and I realized, “Oh, I’m already doing that.” That’s when it became clear this was where I belonged because not only could I focus on this one role, but I would have the opportunity to manage more long-term, highly strategic, and complex alliances.
2. Commitment to Alliance Management as a Long-Term Career
Question: Many view Alliance Management as a stepping stone to broader business development or C-suite roles. What made you commit to it as a long-term career path, and how do you see the function evolving within the biopharma industry?
Alliance Management just feels right to me, and I honestly believe it’s where I will stay. Collaboration has always been a thread in my career, starting when I was in graduate school, and I find immense value in working with others to solve problems. I have been an Alliance Manager for over 8 years now, and there’s so much I enjoy about it and so much that I have now experienced—the variety of challenges, the different therapeutic areas, and the unique conditions of each contract, to name a few. Every alliance has something new to offer, and I love the fact that I’m always learning. In Alliance Management, I get to be involved in every stage of drug development, from early research to commercialization, which was missing in my previous roles in preclinical research.
Staying close to the science is another key reason I’ve chosen Alliance Management as a long-term career. Unlike in BD, where you close the deal and then move on, in Alliance Management, I get to stay with the project. I get to see the science develop, participate in problem-solving, and support decision-making. For someone with a scientific background, that’s incredibly rewarding. I also appreciate that Alliance Management combines operational and strategic work—it’s a role where I get to handle both logistics and the big-picture strategy, which keeps things interesting.
There’s a strong future for the field as well. More companies are recognizing that having well-trained, dedicated Alliance Managers is essential. Although I haven’t seen Alliance Management elevated to the C-suite just yet, I do hope that as its strategic importance continues to grow, we may see that kind of progression within the industry.
3. Strategies for Maintaining Value Creation in Alliances
Question: How do you establish and manage biopharma alliances to set them up for long-term success, ensuring both parties are aligned from the outset and equipped to maintain value creation over time?
Creating and maintaining value is really about setting up a partnership on a strong foundation from the start. I find it’s best to establish an initial plan—whether it’s a research, development, or commercial plan—as part of the contract negotiation. This plan sets the direction early on, so that some work can begin soon after the deal is signed, but also to help ensure that from the beginning that the partners are a good fit with one another– that both parties are aligned not only on goals but also have similar values.
Another key part of this process is being involved early on, ideally starting at the term sheet stage. These days, it’s more common for Alliance Managers to come in even before the final deal is signed, which I think is invaluable. I’m often not yet in direct meetings with the partner, but I do review the term sheet and the contract closely. This early review allows me to give input to my BD team on what’s likely to work in practice and what might create friction down the line, based on my experience with previous alliances. By identifying potential issues in the terms from the outset, we’re better equipped to set up processes and expectations that align well with each partner’s needs.
Having an initial plan also gives us time to get to know each other’s approaches more deeply without being under immediate pressure to align on more detailed and long-term plans. It allows the Alliance Managers time to identify fundamental differences and find ways to operate effectively around them so that we can be ready when we are working on amending these initial plans or making other decisions. This will start with an alliance kick-off meeting which is run by the Alliance Managers and is attended by the joint alliance team members. At the kick-off, it is essential to cover contractual as well as non-contractual aspects of the relationship to determine how you will work together long-term – you need to establish trust and to discuss Ways of Working. Given that alliances often involve different expertise, you need a level of trust to rely on the other party’s knowledge in areas outside your own. And as you talk about Ways of Working, it is important to acknowledge institutional and other differences that might complicate and prolong being able to align and make decisions, so that the Alliance Managers can start to figure out how to manage these differences so that the process of aligning can be as efficient as possible.
Beyond that, Alliance Managers play a critical role in logistics and preparations for meetings, to make things easier for everyone else involved. We handle behind-the-scenes work, like setting agendas, ensuring that there is internal alignment before communicating with the partner, and fully preparing our teams for alliance meetings. For instance, if my team is presenting something, I’ll work with them to make sure our materials are clear and anticipate the information our partner needs to get on board. Meetings and decisions flow better when everyone is prepared, keeping the focus on value creation rather than frustration over minor details. Alliance Managers need to be facilitators, smoothing out the process so others can concentrate on their areas of expertise and drive real value in the partnership.
4. Establishing an Alliance Management Function from Scratch
Question: When establishing an Alliance Management function from scratch, what are the key processes or systems you implement to ensure long-term success? How do you decide what to prioritize first to set a strong foundation for the partnerships?
When I step into a role where an Alliance Management function is just beginning, my first priority is to fully understand the landscape. I spend the initial weeks really getting to know the ongoing alliance(s) – I read the contract(s) in depth, gain an understanding of the history of the alliance(s) and the current state of the partnered program(s), and speak extensively with both internal teams and the partner to get their perspectives on what’s working and what isn’t. I also observe meeting dynamics and decision-making processes, to see how communication and collaboration are currently functioning. It’s critical not to make immediate changes; I don’t want to disrupt things unnecessarily. Instead, I focus on understanding where there might be gaps or areas for improvement.
Once I have a clear picture, I identify one to three critical areas where I believe changes would be most impactful. These early adjustments are key to setting a solid foundation, but in Alliance Management, you can’t just dictate changes or make decisions—you have to influence and earn trust from your stakeholders. Building internal support is essential, so I approach my recommendations carefully, starting by acknowledging what’s working well and then highlighting where improvements could help. I meet with my manager and other key stakeholders to explain my observations and approach, working to ensure everyone is on board.
I also make a point to recognize the efforts of those who managed the partnered program(s) before my arrival, especially if an alliance has been going well. Rather than simply imposing a new approach, I frame any changes in terms of how they’ll support the team’s success. Once I implement these initial changes and people see the positive impact, it becomes easier to address additional areas in need of improvement, gradually building up a function that’s both effective and well-integrated into the organization.
5. Navigating Cultural and Operational Differences in Cross-Border Partnerships
Question: Managing cross-border partnerships brings unique challenges, especially when navigating cultural and operational differences. How did you approach these complexities, and what lessons have you carried forward from managing partnerships across diverse geographies?
I have a particular expertise in working on cross-border partnerships, especially U.S.-China alliances, in which development and commercialization activities for a therapeutic in China often follow that in the US, or are being performed simultaneously. In these situations, the partner with the China rights is located in China, and usually, the partner with the US rights is in the US, the EU, or even other Asian countries. So in these alliances, there are cultural differences that can be particularly pronounced. Language, for instance, can create nuances even when both parties speak English. Often, people don’t realize that even slight variations in how we express ourselves can lead to misunderstandings that impact communication and collaboration. But language is only one layer.
In my experience, U.S.-China partnerships require particular attention to differences in regulatory requirements. China has a very different regulatory landscape, requiring far more information and documentation than is typical in the U.S, and there are different complexities with respect to regulatory strategy. It is critical to set clear expectations from the start about these differences. In my experience, U.S. partners are not always fully prepared for the volume of information required by Chinese regulatory authorities, which can lead to frustration if not managed correctly. I see it as my responsibility to ensure that our U.S. and Chinese alliance teams are working together to map out these additional demands, to align on regulatory strategy, and plan for regulatory submissions well in advance so that we can achieve the best-case rather than the base-case timelines.
One of the biggest lessons I’ve learned is the importance of not assuming that all differences between the partners stem from cultural factors. In many cases, it’s not so much about cultural differences as it is about the structures, size, or priorities of the respective companies. For example, a smaller company may have a different approach or set of priorities than a large multinational company, regardless of location. I rely heavily on my counterpart in the partner organization to help me navigate these distinctions, recognizing that they often have insights into how best to work together within these frameworks.
A collaborative mindset is essential. In these partnerships, I emphasize the idea that we’re not just working on behalf of one partner, but expanding the pie for both. Progress and successes in development, regulatory, and commercialization of a therapeutic in the US benefit the work in China, and vice versa. If there are only enough resources at a given time to devote to the regulatory activities in one country but not both, you have to try to agree on the priority, and remind folks about this to help them avoid feeling that resources devoted to that one country are taking away resources needed for the other. Framing the relationship this way helps prevent an “us vs. them” mentality, keeping everyone engaged and invested in the partnership’s success. Building an open, honest dialogue with my counterpart is key; it allows us to address any operational or strategic differences directly, rather than letting them become roadblocks.
6. Reestablishing Governance and Trust Post-Acquisition
Question: In situations where alliances have been impacted by acquisitions, how did you reestablish governance and trust to ensure continued success? What strategies helped you manage shifts in dynamics and priorities following such changes?
I’ve dealt with this situation multiple times from both sides—sometimes our partner was acquired, and sometimes we took on alliances through an acquisition. I often think of it as an “arranged marriage”—the new partners didn’t choose one another, but you need to make it work. When one of my partners is acquired, I start by understanding the new partner’s perspective on the alliance. For them, it might be a high priority and integral to their acquisition strategy, or it might just be an obligation they aren’t fully invested in.
A key focus in these situations is reestablishing governance and aligning decision-making structures. Often, the new partner has different processes or priorities than the original partner, and you may need to adapt. If the new partner makes a change in the alliance management team and/or the Joint Steering Committee, it’s like a “restart,” where you reestablish relationships and may even need a new kick-off meeting to reset expectations, clarify roles, and align on Ways of Working. Sometimes the contract needs to be amended, such as if roles and responsibilities are going to significantly shift, or if certain operational provisions simply won’t work for the new partner.
Internally, reassuring stakeholders is critical, especially if the alliance is at a sensitive stage. I communicate frequently and hold regular internal meetings to keep our teams and senior management informed, and to address any concerns they may have. These check-ins help maintain focus on shared goals and ease anxieties, particularly when there are shifts in governance.
Sometimes, having a new, larger partner involved can bring advantages—they might provide additional resources or expertise that can benefit the alliance overall. I try to remind our teams that these changes can present new opportunities, even if they require adjustments while acknowledging that there can be challenges. In the end, it’s about rebuilding trust, adapting to new dynamics, and keeping both partners focused on the alliance’s long-term success.
7. Maintaining Alignment Between Partners and Internal Leadership
Question: As the ambassador of your alliances, both internally and externally, how do you maintain alignment between your partners and your own organization’s leadership, particularly when navigating changes or conflicting priorities?
This is the core of the Alliance Manager’s role, really. I’m constantly meeting with people, checking in to understand what might be changing for both partners. You can’t assume that something discussed a month ago remains the same. For instance, either company might shift resources, adjust financial priorities, or encounter new regulatory challenges, and all of these changes have a direct impact on the alliance.
To keep everyone aligned, I work closely with my alliance management counterpart and I develop a partner strategy that involves getting a deep understanding of why the partner entered the alliance, their current view of the alliance, knowing who their key decision-makers are, what will motivate them, and what events and circumstances separate from the alliance might be impacting the partner’s work and commitment to our partnered program. This strategy guides how I approach meetings and interactions with both parties.
I also make it a point to remind everyone why we’re doing this deal in the first place. Keeping that shared purpose at the forefront helps maintain focus and engagement, even when priorities may shift. Detailed preparation before each meeting is also crucial—I work to understand what each side needs and prepare materials that focus on the issues that matter most, which helps ensure our discussions are productive. It’s about continuously bridging gaps and aligning goals to ensure the partnership stays on track.
8. The Impact of AI and Digital Transformation on Alliance Management
Question: With AI and digital transformation reshaping the biopharma landscape, how do you see these technologies impacting Alliance Management? What should companies be ready for as they integrate more digital tools into their partnership management strategies?
I see two main ways AI could impact Alliance Management. First, AI can be incredibly helpful in handling time-consuming operational tasks, freeing Alliance Managers to focus more on the strategic side of their role. I categorize my responsibilities into operational and strategic areas. Operational tasks include things like scheduling, minute-taking, and following up on action items, while strategic work is more about problem-solving, long-term planning, and anticipating issues. AI can assist with the operational tasks—imagine recording a meeting and having AI generate the minutes or pull out key data points from a presentation and even create visual aids. Accuracy with AI is an issue, but Alliance Managers can save hours each week by using these AI-generated documents as first drafts that will subsequently require some, but not as much, of the Alliance Managers’ own time to finalize. In addition, confidentiality is a big concern here. You can’t just upload sensitive information to a general AI tool like ChatGPT. Ideally, companies would need secure, in-house AI systems with strong confidentiality protections.
The other area I see is in the partnerships themselves. There are more partnerships between traditional biopharma companies and those with AI capabilities in drug discovery. Though I don’t have direct experience in managing these particular alliances, I’ve managed digital therapeutics alliances in the past, and I imagine that there are likely some similarities. Digital therapeutics companies have very different ways of working and different cultures from traditional biotech/pharma companies, and as the Alliance Manager, I have had to manage these differences. In addition, these types of programs move at a completely different pace than traditional drug development. With digital therapeutics, you can adjust software and test a new version relatively quickly. If something doesn’t work, you can fix it in the code and try again, whereas with more traditional therapeutics, like small molecules and biologics, you have to do much more work upfront to try to bring the best candidate to the clinic, and any subsequent change requires a lot of work over a much longer period of time. Alliance Managers need to help bridge that gap in expectations and help the biopharma side understand the digital-first approach.
At Alliance Management conferences, AI is increasingly a topic of discussion, and it’s clear that companies are exploring its potential. I’m personally interested in learning more as these tools develop, and I think the field will need to stay informed to make the best use of AI while respecting the unique needs and sensitivities of our partnerships.
9. Future of Alliance Management: Financial Pressures and Key Qualities for Success
Question: Looking ahead, and given the financial pressures and challenges currently facing the biotech industry, how do you see these constraints impacting alliance dynamics? What qualities do you believe will be essential for Alliance Managers to succeed in an increasingly complex and evolving industry?
Financial pressures are definitely impacting alliances. One trend is a shift toward option-type agreements, where the licensee can reduce its risk by making a smaller upfront investment, while the licensor gets some funding with the potential to move forward with that partner. We’re also seeing fewer deals on early-stage assets; companies prefer to wait until assets are more de-risked before partnering, which means larger upfront payments. For Alliance Managers, these higher-stakes alliances bring added pressure to ensure that we’re protecting these large investment by maximizing value and minimizing risks.
Another trend is that licensors are staying more involved in alliances even after licensing out their assets. Rather than just handing things over and waiting for milestone payments, they want more collaborative arrangements with joint decision-making. This makes Alliance Managers even more critical, as we’re the ones keeping both partners engaged, aligned, and productive. Establishing strong, trusting relationships is essential here. When licensors are actively involved in the process, it’s important to balance their input with the licensee’s operations to keep the alliance moving smoothly.
We’re also facing a more competitive environment. Much of the “low-hanging fruit” in terms of partnership opportunities has already been picked, which means there’s greater competition for the remaining, high-value deals. This competitive landscape means that Alliance Managers not only need to manage their current partnerships effectively but also contribute to positioning their company as a “partner of choice.”
Travel reductions are another change, and while virtual meetings have proven effective, I still believe that an in-person kick-off meeting is invaluable for establishing trust and building relationships. If possible, that initial face-to-face interaction is important, even if we rely on virtual meetings later on. Alliance Managers need to be flexible and ready to adapt to virtual environments, but those initial in-person interactions can make a significant difference, especially at the start of a new partnership.
10. Leaving a Legacy and Best Practices for Future Alliance Managers
Question: With your extensive experience in Alliance Management, what legacy do you hope to leave in the field, and what best practices would you pass on to future generations? Are there key qualities or backgrounds you think are most beneficial for succeeding in this role?
Alliance Management isn’t an easy job, and it’s definitely not for everyone. You often have to manage difficult personalities and navigate challenges that can’t always be solved with a “win-win.” There are times when one side prevails, and you have to deal with disappointed people, so being diplomatic and managing expectations are essential. It’s also a job where things change constantly. You might have a plan for the day, but then an urgent issue comes up, and you have to switch focus completely. Flexibility and resilience are key qualities for anyone considering this path.
For those looking to enter the field, different backgrounds offer unique strengths, especially when starting out. I believe a scientific background is especially helpful because it allows you to engage deeply with the technical aspects of the partnership. But I’ve also seen people with program management or business backgrounds excel in Alliance Management. When starting out, those with scientific or program management experience often do well in early-stage alliances, where understanding the research and development process is critical. People with business or finance backgrounds tend to thrive initially in commercial-stage alliances, where the focus is on strategy and maximizing returns. This way, you can start to master basic Alliance Management skills and apply them to partnerships that are at a stage in your comfort area, and build confidence and be successful in the role. It then becomes easier to add to that foundation by learning about other stages in the pharma pipeline and learn additional Alliance Management skills. Ultimately, I think a blend of these skills—or a strong willingness to learn across science, business, and operations—sets Alliance Managers up for success. It’s about having a broad toolkit that can adapt to the needs of the alliance, whatever stage it’s in.
This field offers so much variety; there’s always something new to learn or a fresh challenge to tackle, which keeps it rewarding. My hope is to leave a legacy of building strong, collaborative partnerships and being a trusted bridge between partners, even in the most complex and challenging alliances. If I can pass on anything, it’s the importance of staying curious, adaptable, and committed to the success of the partnership as a whole.