Takeda: Carlos De Sousa. Focusing on therapeutic areas with a substantial potential for growth




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Video title: Takeda: Carlos De Sousa. Focusing on therapeutic areas with a substantial potential for growth
Released on: January 23, 2013. © PharmaTelevision Ltd
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In this episode of PharmaTelevision News Review, filmed at BioEurope 2012 in Hamburg, Germany, Fintan Walton talks to Carlos De Sousa, Vice President Corporate Licensing ,(EU/Canada and Emerging Markets) at Takeda
Overview on Takeda's organization and its recent growth
Fintan Walton:
Hello and welcome to PharmaTelevision News Review here at BioEurope, in Hamburg, in 2012. On this show I have Carlos De Sousa, who is Vice President of Commercial Licensing for Europe, for Canada, and for the Emerging Markets for Takeda, welcome.
Carlos De Sousa:
Thank you. Thanks for having me here.
Fintan Walton:
Pleasure. And Carlos, you know Takeda is one of the biggest pharmaceutical companies in Japan and it is one of the biggest pharmaceutical companies in the world, it's growing, expanding, and one of the things it did do is to do recent acquisition of Nycomed, [PharmaDeals ID = 40811] which you were once part of, so how would you describe Takeda today?
Carlos De Sousa:
Well I think Takeda is a different company than it was a couple of years ago. As you said Takeda was the biggest company and it's still the biggest company in Japan, but outside of Japan had a mainly a presence in the US and some limited European markets, so the acquisition of Nycomed [PharmaDeals ID = 40811] was really transformational for the company and Takeda is today the truly first global company, a Japanese company and as you said you know one of the big pharma's with a truly global presence.
Fintan Walton:
Right, so I suppose when companies do acquisitions like they did with Nycomed they want to know, they want to understand how the company is organized, so from a regional point of view could you describe how Takeda is now organized?
Carlos De Sousa:
Well I think there from a commercial perspective, the commercial leadership have all the commercial operations outside of Japan are now based in Zurich, and our Chief Commercial Officer Dr. Frank Morich is responsible for all the commercial operations outside of Japan, and this is very important because now we have Europe, Emerging Markets, the US all integrated in one single organization.
Fintan Walton:
Okay, so and the other important thing is that you actually fit within a particular single group now within Takeda, could you describe that group?
Carlos De Sousa:
Sure, so I am part of the our Global Licensing and Business Development team that is headed by Anna Protopapas, and Anna I think very importantly reports directly to Mr. Yasuchika Hasegawa, Takeda's CEO. so this is a reflection of the importance of business development for Takeda. So we are a integrated group, part of the Anna's responsibilities includes the Takeda Venture, Investments, all of the R&D, Licensing, Commercial Licensing and including the Merger and Acquisitions. So it's a very integrated group and leverages all the contacts from group to group.
Focus of Takeda in emerging markets and global market
Fintan Walton:
Right, now importantly for any pharmaceutical company the emerging markets are really important, that's part of your remit, so what sort of focus do you have then, I mean what sort of, the type of licensing that you have to do for an emerging market is different to the type of licensing you would do for a more developed country, is that true and what would that difference be?
Carlos De Sousa:
Yes, I think that it's true. These days you need to look at what are the market needs, the patient needs in all of these geographies. Europe, and the US, and Japan are looking for innovation, innovative products, the Emerging Markets particularly in China, Latin America, Middle East, Russia, CIS, these patients are now a big fringe of the population are now having access to medications and this of course has a different need because these patients are looking for the basic treatments for conditions that didn't have the acquisition power, so you need to really need to adapt your strategy both commercial and in terms of business development to the needs of the patients in this regions.
Fintan Walton:
Right, just looking at the developed world, because now that Takeda has this reach across all of the parts of the developed world, it has to compete against obviously the other major players in the pharmaceutical space, so how does Takeda do that, how, what is the difference about Takeda that would make a company decide 'well, listen, lets do a deal with Takeda'?
Carlos De Sousa:
Takeda offers a global reach, we have presence in most of the world, US, Europe, Japan and we cover more than 80% of the Emerging Markets, and very soon we will be covering 90% of the potential and Emerging Markets. We have a global R&D organization, that is very important even in Emerging Markets to really bring a differentiation there, one aspect that probably we have a little bit of a differentiation and this is a result of the Nycomed legacy is that we have a very vast manufacturing operation organization. So we have operations in Latin America, in Asia, in India, in Russia we just opened a manufacturing plant and of course and traditionally in Japan, and in Europe and when you wanted to be a presence in emerging markets this is a very important differentiator, because you can be closer to the markets and also manufacture at a cost that are more appropriate to the acquisition level of these regions of the world.
Fintan Walton:
Right, so the footprint is really important there, your global footprint is important indeed, now obviously with your role you've got to do both, you've got to look for products both for the EU and Canada as you said already but also then for the Emerging Markets, so is that a task is really that separate or is it still, you are still looking for the similar sort of products for global market?
Carlos De Sousa:
Well from a, on a global perspective we look for opportunities for both the developed markets and emerging markets in the core areas of Takeda, cardiovascular, metabolicCNS, immunologyrespiratory, oncology, GI, so these are core focus areas for Takeda, but in some of these areas you need to look for different products, developed market is more innovation, we also use the innovation in the emerging markets but we are also looking for differentiated branded generics that are more closer and more accessible to the population.
Licensing and other deal making perspectives
Fintan Walton:
Right, what is Takeda looking for from on a regional basis, from the licensing perspective?
Carlos De Sousa:
Well my team and I have people in my team responsible for Europe, Canada and then other part of my team responsible for emerging markets, and we are looking for a little bit of different type of opportunities in these markets. From my direct responsibility we are looking for opportunities that are going to be of in positive impact in the next three to four-years, so late stage type of opportunities, and these are going to be in the same areas that is the focus areas of Takeda that I've mentioned, but also any other type of opportunities that will fit within our target to physicians. So very broad, very broad interest I think the important part is that, yes it fits within the capabilities of the company, fits within the universe of physicians that we visit and are immediate contributors to our sets.
Fintan Walton:
So I suppose in that activity obviously licensing is one strategy, setting up joint ventures could be another, and doing acquisitions could be another again, so from Takeda's point of view are all those options open?
Carlos De Sousa:
All those options are open, we really adapt the business construct of a deal to the needs. In some geographies we need to enter by acquiring companies or to reinforce our presence was the example of the acquisition we did in Brazil, (Multilab [PharmaDeals ID = 47062]) that allowed us to enter a new segment of the population in Brazil that was not covered by our presence there, this is a grow part of the population, they are totally different channels of distribution that, as a normal big pharma you do not cover, so the acquisition, that acquisition allowed us to really enter in a new segment very growth population, so this is an example. Joint ventures we have existing joint ventures being manufacturing or commercial, we have a joint venture with GE [PharmaDeals ID = 37809] in Russia, in-licensing is a core area of our activities.
Alliance management strategies and future prospects
Fintan Walton:
Okay, now then obviously the other important thing is that when you do deals you have to manage those deals and of course from a alliance management point of view how is Takeda now organized?
Carlos De Sousa:
Alliance management is a very important function at Takeda, and we have alliance managers in the US, in Europe, in Japan and the team is a very well structured and do being evolved very early on while we are still negotiating deals with the partners so that they can continue the relationship and doing very annually health checks into the partnership, so it's a very important, a very important component of the BD team and also examples where we if wouldn't be for our alliance management group some partnerships may have not evolved as they did, one example for instance is the deal with Affymax that for peginesatide [PharmaDeals ID = 23385] that we are now in regulatory view in Europe that is more than seven-years, and during this period of time the product moved in different directions, and our alliance management group was the team that focused both companies in reaching the success, so we have a product approval in the US and now under regulatory review in Europe.
Fintan Walton:
Okay, and do the alliance management team reside within the BD team as well?
Carlos De Sousa:
Yes, so alliance management resides within the BD team.
Fintan Walton:
Okay, and what, when we look into the future for Takeda what sort of company can we expect to see emerge over the next few years?
Carlos De Sousa:
I think what you can expect is to see a company that is going to build up on the core strengths now, so a global footprint, commercial development, manufacturing, very solid financials. You've probably heard that Takeda the first time that really leveraged as a company was for the acquisition of Nycomed [PharmaDeals ID = 40811], so this is a very strong financial structure. And I think very important in probably a differentiation versus more western companies is the long-term perspective, Takeda exist for more than 230 years and plans to be in the business for another at least another 200 years, so this long perspective is very helpful for our partners, we have partnerships already of more than 20 years that still are in place. So this provides some confidence to our partners that we really, really look at a long-term of a partnership and reaching a common way to success.
Fintan Walton:
Carlos De Sousa, thank you very much indeed for coming on the show.
Carlos De Sousa:
Thank you Fintan, thank you for having me here and for our good discussion.
Fintan Walton
Dr Fintan Walton is the Founder and CEO of PharmaVentures . After completing his doctoral research on the genetics of cell proliferation at the University of Michigan(US)and Trinity College (Dublin, Ireland), Dr Walton gained broad commercial experience in biotechnology in management positions at Bass and Celltech plc (1982-1992).
Carlos De Sousa
Vice President Corporate Licensing, (EU/Canada and Emerging Markets)
At the time of this PTV interview Carlos De Sousa serves as Vice President Corporate Licensing, (EU/Canada and Emerging Markets) at Takeda Pharmaceuticals International GmbH. Carlos De Sousa is Vice President and Head Commercial Licensing at Takeda Pharmaceuticals International GmbH . Previously, he was a Vice President, Corporate Licensing, Business Development at Nycomed. He brought with him experience from Newron Pharmaceuticals SpA in Italy, where he was Chief Business Officer responsible for the company's growth strategy, including its in- and out-licensing, and mergers & acquisitions activities. Previously, he was Global Head of Business Development and Licensing at Schwarz Pharma AG in Germany. Prior to that Dr. De Sousa served as Head of Global Negotiations Neuroscience and Region Europe Business Franchise Head Respiratory & Dermatology for Novartis Pharma AG, based in Switzerland. In 1989 he started his career in the pharmaceutical industry with Pfizer as Medical Director in Portugal. He then joined the Pfizer Corporation in New York, USA, where he was initially appointed International Medical Director, and subsequently Director Corporate Licensing & Development, and Director Medical and Regulatory Affairs for Latin America. Dr. De Sousa got his Medical Doctor degree from Lisbon University in 1983 and his Executive MBA from New York University in 2000.
PharmaVentures
PharmaVentures is a corporate finance and transactions advisory firm that has served hundreds of clients worldwide in relation to their strategic deal making in the pharmaceutical, life science and healthcare sectors. Our key offerings include: Transactions / deal negotiations; Product / technology valuations; Deal term advice; Due diligence & expert reports; Strategy formulation; Alliance management; and Expert opinion for litigation/arbitration cases. PharmaVentures provides the global expertise to ensure our clients generate the highest possible return on investment from all their deal making activities. We have experience of all therapeutic areas and can offer advice on both product and technology commercialization.
Takeda
Takeda is a research-based global company with its main focus on pharmaceuticals. As the largest pharmaceutical company in Japan and one of the global leaders of the industry, Takeda is committed to strive towards better health for patients worldwide through leading innovation in medicine. Takeda's ethical drugs are marketed in around 100 countries worldwide.