Could you introduce us to the history of Pierre Fabre?
Pierre Fabre was established in the 1960s by Mr. Pierre Fabre, a pharmacist who initially aimed to commercialize a plant-based venotonic, marking the beginning of our pharmaceutical journey. Quickly expanding into dermocosmetics, we positioned ourselves as a leading brand, currently second only to L’Oréal in that sector. Our founder passed in 2013, leaving the company to a foundation, which now drives our dual focus on both dermocosmetics and pharmaceuticals with a mission to improve global healthcare access and education.
Our businesses are complementary, offering financial stability through dermocosmetics while the pharmaceutical side focuses on patient treatment and support. This structure ensures we maintain continuous growth despite the pharmaceutical industry's inherent risks. Our commitment to both beauty and medical treatments was foundational.
Can you tell us more about your journey within the company?
I began as an intern during a challenging period in 2013, just as the company was transitioning from reliance on chemotherapy to embracing new opportunities in precision medicine and partnerships. My initial roles in business development and mergers prepared me for my current position leading the rapidly growing Oncology franchise. We have built a robust new portfolio through strategic partnerships, enabling us to expand significantly on a global scale. My journey from intern to leader within Pierre Fabre has been incredibly rewarding.
You mentioned a shift from chemotherapy to a focus on precision medicine in oncology. Can you elaborate on the significance of this transition?
Our strategic pivot to precision medicine reflects our commitment to more predictable and manageable clinical development processes.
Given the high failure rates associated with targeting unspecific markers, precision medicine offers a more controlled approach to treatment development. This shift is particularly exemplified by our investment in Tab-cel, an allogenic T-cell therapy targeting EBV-infected cells, which is a prime example of our precision medicine initiatives.
Regarding cell therapy, while it is part of our portfolio, our approach remains opportunistic, reflecting our broader strategy of adaptive expansion through partnerships. This flexibility allows us to continuously assess and integrate innovative therapies that can significantly impact patient care.
Since you mentioned Tab-cel, what can you tell us about the significance of your partnership with Atara Biotherapeutics?
Our collaboration with Atara is particularly exciting due to the potential impact of Tab-cel therapy on patients suffering from post-transplant lymphomas—a critical and often fatal condition. This partnership enabled us to build a comprehensive infrastructure in Europe, laying the groundwork for a significant launch in the U.S. market. Our successful European operations provided the blueprint for our U.S. strategy, aiming to position us as a significant player in the global oncology market, with this partnership marking our substantial entry into the U.S. with a focused strategy on transformative cancer treatments.
What is your plan to boost your presence in the US?
Our presence in the US is strategic, primarily because it is a hub for biotech innovations and business development opportunities. Most of our innovative portfolio and key biotech interactions have occurred at venues like J.P. Morgan. Beyond commercial presence, it is crucial for us to develop close relationships with the FDA for our global projects, given its pivotal role in drug regulation. To truly integrate into the US market, we are establishing a US-centric structure with local executives, aiming for a deep understanding of the regulatory and clinical landscape. This US-driven approach involves about 50 professionals focused initially on commercial activities but will expand to include business development. We believe this tailored approach will enrich our French company by aligning more closely with US business practices and regulatory standards, which are essential for successful integration and growth in this influential market.
What is your take on radiopharmaceuticals? Could Pierre Fabre enter into this space?
Radiopharmaceuticals are seeing a resurgence, similar to the renewed interest in chemotherapy through antibody-drug conjugates (ADCs), which represent an evolved method of delivering chemotherapy. Radiopharmaceuticals, a staple in oncology, are becoming increasingly compelling with targeted delivery technologies. We are evaluating our strategic entry into this space, considering our existing capabilities in small molecules and cell therapy, and assessing the logistical and service requirements this new venture would entail.
The potential in this field is significant, especially for conditions like neuroendocrine tumors and prostate cancer, where targeted radiotherapy could have a transformative impact. As a French company, we are well-positioned to leverage our country’s strong nuclear medicine capabilities, supported by national infrastructure. Securing raw materials will be crucial, as seen in Novartis' experiences with supply shortages. This aspect is critical to our strategic planning as we aim to ensure robust and reliable sourcing for our radiopharmaceutical endeavors.
Looking ahead, what progress would you like to report in your oncology portfolio if we speak again in three years?
Our primary aim is to ensure that every product in our portfolio significantly impacts patient care, aligning with our purpose to transform cancer treatment. We aspire to have our products recognized as standard care options, well-incorporated into medical guidelines. The goal is to establish ourselves as a global player in oncology, particularly in the US market, which we see as a starting point for further expansion.
Moreover, we hope to leverage our strong positions in Europe and China to enhance our presence in the Americas. Our strategy includes identifying and seizing the right opportunities for growth, particularly in areas where we can introduce innovative treatments that meet significant unmet medical needs. This strategy will hopefully lead us to more substantial and impactful activities across the global oncology landscape.
