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Full Description
A biotech manager's handbook lays out - in a simple, straightforward manner - for the manager or would-be entrepreneur the basic principles of running a biotech company. Most managers in biotechnology companies are working in their first company or in their first managerial role. Their expertise and experience in the scientific part of the work can be taken as a given but there is a whole range of other skills to be learned and areas of expertise to come to terms with. Small companies do not have big budgets to hire people or time to become an expert in so many areas. The book starts by outlining the state of the biopharmaceutical industry and goes on to explain the importance of planning (no matter what the size of the company). Succeeding chapters deal with the basics of intellectual property, perspectives from a university technology transfer office and how to raise some initial funding from an investor and entrepreneur.
Contents
DedicationList of figures and tablesAbout the Editors and ContributorsWoodhead Publishing Series in BiomedicinePrefaceAcknowledgementsChapter 1: The bioscience sector: challenges and opportunitiesChapter 2: Academic innovation: so you want to be a bio-entrepreneur?Chapter 3: Leadership and youChapter 4: Managing self, situations and stressChapter 5: It's all in the planChapter 6: Exploring funding routes for therapeutics firmsChapter 7: Raising funds and managing financesChapter 8: Introduction to intellectual propertyChapter 9: Managing projects and portfolios in R&D: why and howChapter 10: Successful registration of new therapies in the EU and USAChapter 11: Clinical trials: design and practiceChapter 12: Business development: starting outChapter 13: Business development: to the deal and beyondChapter 14: Conclusions and final thoughtsIndex
