Specialisms
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Data
We connect programmers, statisticians, data managers and data scientists with the latest opportunities across a variety of life science industries.
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Clinical
In support of some of the most innovative pharmaceutical and biotechnology companies and leading CROs, our team source professionals for stages I - IV clinical trials across Europe and the US.
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Technical Operations
From manufacturing to product development, facilities management to engineering, our team understand the skills necessary to ensure the success of a tech ops department.
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Commercial
From sales and business development through to account management, our commercial team find talent across all post-trial drug development stages.
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Technology
Many of our most longstanding partners operate in the technology sectors, from ERP/CRM to machine learning and artificial intelligence.
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Harvey Curzen May 2022An insight into the challenges of cell and gene therapy commercialisation
Reaching the market with cell and gene therapies (CGTs) is no easy task. Despite there being over 1,000 ongoing clinical trials for cell and gene therapies, there are currently only 23 FDA approved CGTs on the market globally. This is not putting off investors though, roughly a third of all private investments made last year in the life sciences industry were within CGT: a whopping $68 billion. With such huge amounts of investment, it is easy to forget that we are currently in the early stages of CGTs commercialisation. Globally, there is a large eligible patient population who are ready and waiting to see the benefits of CGT but haven’t received the treatment yet. In the US for example, fewer than 20% of patients eligible for CAR-T therapy, a therapy used to recognise, target, and destroy cancer cells, are receiving it. Therefore, the commercialisation timeline needs to accelerate in a timely manner to help raise the statistics.So what are some of the hurdles faced when it comes to cell and gene therapy commercialisation?Target population sizesFirstly, CGTs are very expensive, and typically have small target markets. This makes them a tougher sell when it comes to governments and healthcare bodies; When a treatment can only help a relatively small number of patients, they’re more likely to be deemed unprofitable, and pose greater risk for those involved in purchasing decisions. In the case of Glybera, this is exactly what happened. Glybera was the world’s first gene therapy to receive approval in Europe, and due to commercial failure, the developers did not renew its market authorisation. The CGT was priced at €1 million, making it the most expensive treatment upon its commercialisation in 2012, and also had a small target market. This made it hard to convince governments to get behind it and continue to pay for it. Global healthcare infrastructureFor CGTs to help their target populations, the healthcare infrastructure will need to change at a global level. Currently, most hospitals do not have the facilities, processes, or expertise in place to provide patients with access to CGT treatments. With the amount of CGTs on the market growing at a relatively slow pace (only two were approved by the FDA in 2021), and as CGTs only help a small audience, it’s not likely that there will be a quick uptake in the healthcare industry making commercial success a challenge.Demand for talentTo support the uptake of CGTs, commercial directors need to have talented people on the ground and at the moment there is a shortage of qualified talent. One reason behind this is that, commercially speaking, CGT is a very new field. This means there are few people who have hands-on experience when it comes to leading a successful CGT commercial strategy, as it’s been done so few times. Hiring experienced commercial heads may therefore be a struggle for small or midsized companies, as many of the businesses that work within CGT and have the resources to attract and retain these people are larger companies. Following decades of effort to establish and progress the field, the future of personalised care, targeted treatment, and fights against rare disease are clearly looking more optimistic thanks to the capabilities shown by cell and gene therapies. It’s clear too, though, that transformation across the healthcare sector will need to be undertaken in order for us to see widespread commercial success, and to realise the full potential offered by CGTs.Harvey Curzen has vast knowledge and experience in the commercial space, specialising in cell and gene therapy within the DACH region. For support in securing your business-critical hires or to enquire about our open opportunities within the sector, connect with Harvey on LinkedIn here, or send him an email at harvey.curzen@seclifesciences.com.
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consultantstories
Olivia Skye May 2022My workplace non-negotiables: How I knew SEC was the right environment for me
I started my recruitment journey back in 2019, just shy of three years prior to joining SEC. I began my career working the EU and UK markets, but was drawn in by the hustle and bustle provided by the US market. I soon switched my remit and have been working with stateside clients and candidates ever since.When the opportunity came up to join the newly formed US division at SEC, it looked like the ideal opportunity - but it was going to take somewhere special for me to consider a new role.I joined SEC with the purpose of expanding our US life science presence. This was something I knew I could do and knew I could do well, as in my previous firm I’d built up the US market from scratch. So, when the chance to join SEC came up, the opportunity looked ideal for me.But when I was considering a new role there were three non-negotiables – things I’d consider dealbreakers if the agency I was interviewing with couldn’t offer them.First, homeworking flexibility was essential. When the pandemic hit, like so many of us, I had to adjust to working from home - and I came to love it. With the everyday commute too and from the office gone, I got back hours of my life that I didn’t even realise I was losing. With this new control over these hours I became so much more productive day-to-day, and knew that this was the way I wanted to work. "Having the flexibility to work from anywhere has allowed me to fulfil some of my life goals. I always wanted to live abroad, and SEC allowed me to do that."One of my biggest passions in life (second to life science recruitment, of course!) is to travel, and after 8 years in London I was ready for a change of scenery. As well as the flexibility to work from home, I knew I wanted to be with an agency that would allow me to work from anywhere. Once restrictions eased and international travel was possible again, I took my chance and upped and moved to Spain – and SEC were open to the fact I’d be working outside of the country. Being based here my hours are slightly different; I’m an hour ahead of the UK and 6 hours ahead of the US, so my work day starts at noon. It might not be everyone’s cup of tea, but I feel like I’m living my absolute dream lifestyle. Now before I start work, I have the time to go to the beach and workout, the freedom in my mornings is great. Then, at lunch I’ll go for a walk around my area, usually back to the beach (it’s just so close to my house) before working through until around 9pm. Spanish culture works so well with my hours, as unlike the UK, everyone tends to have dinner around 9-10pm anyway. So, I’ll have time to go out and meet my friends for dinner before starting all over again the next day. Having the flexibility to work remotely has allowed me to fulfil some of my life goals. Ahead of turning 30 I’d always wanted to live abroad, and SEC allowed me to do that. My second dealbreaker was relating to development. I wanted to constantly be learning, developing, and growing as a consultant. When I started at SEC I had just under three years of experience, and I knew that there were areas that I wanted to improve in. Since joining I’ve learnt a lot more than I ever anticipated I would, purely because of the experience the senior team have here. SEC recently brought on a new Performance and Development Director, Pin, and - no exaggerations - he is a legend. In the time that I’ve been here he has taught me so much already, things I didn’t realise I needed teaching or brushing up on. Everyone, no matter what position you are in, is seen and treated as equals. Even if you are an experienced recruiter, you’re not expected to know everything, and with the support here I’m learning every single day. It’s just been so refreshing. "When I joined SEC I had just under three years of experience, and I knew knew there were areas I wanted to improve in. Since joining I've learnt a lot more than I ever anticipated I would, purely because of the experience the senior team have here."And finally, I needed my potential manager’s leadership style to connect with how I like to be managed. When you first start, SEC ask their consultants to do a characteristics personality assessment. I loved this because its purpose is to clearly see how someone likes to learn, and which environments they like to work in and can thrive in. Based on this, the managers can adapt their style and approach to suit that individual. As an experienced recruiter finding a manager that takes this seriously, trusts you, and supports you in your role all while helping you build your desk is often hard to come by, especially working remotely. So, knowing that this assessment was in place, and after the initial conversations ahead of joining, it was clear that these were my kind of people. SEC recognised me as an individual and valued my recruitment skills, so coming in as an experienced consultant they were flexible in accommodating and supporting my career trajectory. The time and effort that my managers have put into my development has been next-level and I’m so appreciative of that. With this support, both my team and I have had some great successes, we’ve opened some fantastic clients, and so I am really excited to continue on my SEC journey.
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Clinical
Jacob Stafford-Wright May 2022Five biotech innovators transforming mental health care
A mental health crisis has sparked innovation from major names within the biotechnology industry, with several firms hitting the spotlight in the last few years as a result of cutting-edge research, contemporary methodology or innovative product application in the treatment of anxiety, depression, PTSD and other cognitive disorders.A particularly flourishing branch of mental health treatment can be seen in the use of psychedelics, where early research and application is garnering promising results, the likes of which haven’t gone unnoticed by major life science firms and investors alike.But the mental health market is massive, and it’s not only psychedelics drawing attention to the space. Wearables, diagnostics, artificial intelligence, and digital engagement platforms are all being explored with the intent to provide better outcomes for mental health patients. Here are five firms making waves in the sector.Lobe Sciences Lobe Sciences focus on the clinical development of medical devices and psychedelic medicines to treat neurological disorders and brain traumas, and have an impressive and diverse portfolio of 5 provisional patents – 3 for treatments that use psychedelic compounds and a further 2 for medical devices.Last year the firm announced a joint venture with Virtual Psychedelics Incorporated to develop digital therapeutic pods, set to be powered by a custom tech stack that combines display technology and biomonitoring to create a multi-sensory virtual experience."We believe this technology will be able to assist those suffering from depression, PTSD and other mental health issues. The KrysalisTM Pod is being designed as a therapeutic system capable of delivering an easy, immersive media experience, while simultaneously collecting critical biometric data in a safe and monitored environment."Sage TherapeuticsPostpartum (or postnatal) depression is believed to be the most common complication of childbirth, affecting roughly 1 in 7 people after delivering a child. Typically though, new mothers have had access to no treatments specifically designed to target the condition. Instead, they are prescribed antidepressant drugs that are approved for the general population, so it's not clear if they're safe or effective, and they don't always work.Sage Therapeutics set out to change this, and their treatment ZULRESSO became the first FDA-approved treatment for the condition back in 2019, and remains the only treatment specifically indicated for postpartum depression (PPD). In studies, mothers undergoing the treatment after childbirth experienced a reduction in symptoms of PPD in just 2.5 days, with maintained results in mood measured at the 30-day mark too.Last year the company planned to launch three new trials to test an additional product, SAGE-217, against the treatment of the condition.Neuronetics Commonly prescribed treatments for clinical depression often come with the risk of adverse side effects, so many patients opt against traditional antidepressant drugs. Neuronetics provide an alternative with their product NeuroStar, a non-drug, non-invasive treatment that uses magnetic pulses to stimulate areas of the brain that are underactive in those suffering from depression.An open-label trial into the product saw almost half of participants experience significant improvement in depression symptoms. Some also experienced an improvement in their anxiety, appetite, and energy levels.The market-leading medtech firm has delivered over 2.8 million treatments to patients suffering from depression since their product hit the market in 2008, and in 2020 they were named as a Top 10 Neurology Device Provider by MedTech Outlook Magazine.atai Life SciencesGlobal biotech atai Life Sciences have only been in the mental health space since 2018, but are involved in almost a dozen ongoing efforts analysing the effect of various compounds on depression, anxiety, addiction, and other mental health disorders.Many of the therapies under research by atai make use of psychedelic compounds, but since 2020 the company have also invested heavily in the digital health space, acquiring a majority stake in digital therapeutics firm Psyber and launched their own digital platform, IntroSpect.The company hope to utilise the flexibility and power of technology to meet the need of patients on their own terms, and use digital biomarkers to make mental health treatments more refined, effective and individualised.Pear TherapeuticsSince 2020, Pear Therapeutics has announced a variety of partnerships with key players in the fields of wearables, diagnostics and AI and between 2020 and 2021 raised $80m to develop their digital therapeutics that aim to support the treatment of a variety of cognitive disorders.They hope to redefine medicine by discovering, developing and delivering software-based therapeutics to provide better outcomes for sufferers of depression, bipolar disorder, schizophrenia and substance use disorder. Pear hit the news in 2021 as the Ohio Department of Mental Health & Addiction Services became the third state regulator to fund their digital therapeutics to tackle behavioural health and addiction recovery.
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Employer Resources
Emma Hobbs March 2022In a market as competitive as life sciences, your employer brand is key to securing top talent
In today’s increasingly competitive life science market, many active candidates are juggling two or three processes when it comes down to offer stage, and the most in-demand passive candidates are approached by dozens of talent acquisition teams each month. With 75% of candidates looking into your reputation before they even consider applying to your vacancy, taking control over your identity as a workplace is one of the most effective ways of positively impacting your talent pipeline. In the job climate of 2021, it isn’t enough to advertise a role and expect your ideal candidate will apply. In fact, 94% of the candidates we’ve placed this year weren’t actively searching for a new role at the time we initially spoke with them. For the small number of candidates that do come in through active recruitment channels, they face more choice than ever before, with demand at a post-pandemic high, more life science and medtech organisations gaining the attention of investors and hitting the limelight, and employers able to attract a wider pool of talent with the adoption of remote working. As a small to mid-sized organisation, your reputation as an employer of choice should be a consideration when it comes to growth strategy. Consistent messaging of what your workplace has to offer in terms of benefits, culture and opportunities is one of the most impactful ways of reaching that passive candidate goldmine. Effective messaging that taps into a candidate’s desires could be the difference between securing those ideal hires, or them accepting the offer of your competitor. What do candidates want to know? To understand where to start when it comes to your employer branding strategy, it’s important to know what employees today actually expect from their workplace. Passive candidates aren’t won over by the mission of a company, the type of clients you work with, even your place in the market – when considering a move, they want to know exactly what’s in it for them. Sent at the right time, messaging that speaks to candidate expectations doesn’t just support in attracting passive talent before they hit the job boards, but can also help in pre-closing any candidates you might have in process already. Earlier this year we surveyed more than 800 life science candidates and asked about their motivations when it comes to career moves. From a list of the most common employee value propositions (EVPs), the four that were most popular among our respondents were flexible working options, clear career progression, good work-life balance, and a competitive salary package (which came out on top, with 70% of candidates saying this was essential). Knowing what resonates with your ideal hires is key to constructing the right message, and these top desires are a good place to start. You can also uncover hidden facets of your current employer brand and what your candidates might expect by surveying your current employees, collecting feedback from candidates you’re interviewing, analysing data from exit interviews, and checking employment sites such as Glassdoor. Questions to answer when developing your employer brand.What does the company stand for?What benefits set us apart from our competitors?What makes the company unique?What do our current employees say about us?What makes ours a credible organisation?How do we keep on top of our employee's needs?What's our value proposition?Why should prospective hires care about us?How do you get the message out there? Employer branding is just one side of the coin – once you have a clear idea of the message you’d like to present, it’s time to begin recruitment marketing. The careers section of your company website is your shop window, and is important both as a dedicated channel for showcasing your workplace and a place to direct your audience with the intention of converting them to applicants. A dedicated careers page provides a good framework for measuring the success of your employer branding and recruitment marketing efforts, through traffic and conversions, which can be done through a tool such as Google Analytics. You should also consider how you could alter the content you already use when undergoing a recruitment drive, such as reformatting your job adverts to put your culture and benefits front-and-centre instead of touching only upon the vacancy requirements itself. When it comes to external messaging, think about where your candidates spend most of their time and consider ways of involving your business in the conversation. One of the most popular and cost-effective channels for employers to showcase what they have to offer is on the company social media channels, particularly LinkedIn, the world’s leading online professional networking channel. With the help of your marketing function (if your organisation has one) consider how you might build regular and consistent messaging of your EVPs into your existing social content calendar to reach the passive talent networks that are on the platform. Company channels aside, tapping into the networks of your employees has the potential to increase your reach tenfold. The top way people discover new job opportunities is through referrals, and influencer marketing techniques tell us that people are more likely to trust a recommendation when it’s coming from an individual compared to a business entity. Effective use of this powerful resource can allow your existing team to populate your talent pipeline. Consistency is the most important factor when it comes to building an impactful and sustainable employer brand, and with any marketing activity you’re unlikely to see meaningful results overnight. For guidance on how you can reach your ideal candidates, devise the right message to market, stand out against your competitors, and gain an advantage when it comes to attracting top life science talent to your organisation, reach out to our client services team here, or connect with me directly on LinkedIn.
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Clinical
Jacob Stafford-Wright March 2022International Women's Day 2022: Four life science pioneers shaping modern medicine
March 8th marks International Women's Day, and this year the theme is #BreaktheBias. Since 2015 the number of women graduating in core STEM subjects in the UK has grown from 22,000 to almost 25,000, but in 2021 females still only made up 26% of those graduating in STEM subjects, and just 24% of the average STEM workforce – this figure drops to as low as 10% for some industries. With the #BreaktheBias theme in mind, we wanted to recognise the critical role women play in STEM industries through celebrating four pioneers within the life science industry that are transforming the medical landscape through leadership and technical innovation. Carolyn Yarina, CEO and Co-Founder of Sisu Global HealthWhen a patient suffers internal bleeding, surgeons have two options; reach for a blood bag, or recycle the patient’s own blood using a process called autotransfusion. In many developing countries, though, lack of access to blood banks or a lack of blood donorship might mean the surgeon doesn’t have access to a blood bag, and the technology typically used for autotransfusion is expensive and requires power – a commodity not always available in emerging markets. After founding a non-profit that supported mobile clinics in India, Carolyn went on to co-found Sisu Global Health, a company focused on the research, development and commercialisation of medical devices aimed at emerging markets. The Sisu-developed Hemafuse, a handheld medical device that replaces the need for donor blood by recycling a person’s own from internal bleeding, launched in Ethiopia, Kenya and Ghana in 2020. Allysa Dittmar, President and Co-Founder of ClearMask With over 95% of those living with hearing loss saying masks and facial coverings impact their ability to communicate, Allysa, who has been deaf herself since birth, set out to design a transparent mask with her fellow public health students at Johns Hopkins University and co-founded ClearMask LLC. Allysa and the team at ClearMask have developed the first FDA-approved transparent face mask, allowing for the deaf and hard of hearing that would usually rely on lipreading for communication to do so clearly, without the obstruction a standard face mask would cause.Dr. Crystal Icenhour, PhD, CEO and Co-Founder of Aperiomics A rising star of American biotechnology, Dr. Crystal Icenhour holds two patents, has authored and co-authored numerous scientific publications and is a prolific speaker at many scientific conferences. In 2014 she co-founded Aperiomics, a bioinformatics firm that uses advanced data analysis and next-generation sequencing technology for detecting infectious disease. Where traditional infection testing might look at one bacteria, fungus or virus at a time, DNA sequencing technology developed by Dr. Crystal’s firm can identify every known pathogen there is – that’s nearly 40,000 microorganisms – from within a single blood sample. It’s the mission of the infectious disease firm to transform infection testing, and leverage the power of technology to advance human life and quality of life. Dr. Kimberly Smith, MD, MPH, Head of R&D at ViiV Healthcare Dr. Kimberly Smith heads up research and development at the only company wholly dedicated to HIV therapies, ViiV Healthcare. During her time at ViiV Dr. Kimberly has launched more than 25 late-stage trials for seven new medicines, and is working to revolutionise the management of HIV through regimes that decrease the lifetime exposure to medicines by suffers of HIV. Since working on the frontline of the AIDS epidemic as a clinician in the 1980s, Dr. Kimberly has made it her life work to answer the unmet needs of those living with the illness, and has been a public advocate for female and PoC representation in STEM professions and in exec level roles.
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consultantstories
Holly Hermance February 2022Full circle: The journey from Consultant to Associate Director
Danny has been involved in life science recruitment since 2012 with experience in both permanent and contract hiring. He joined SEC as associate director in October 2021 and has been heading up the contract team since. In that time alone, Danny has grown his contract team from six to ten, and has ambitious plans for further headcount growth. We sat down to talk to him about his first few months at SEC and to learn more about his plans for the future.So this isn’t exactly a welcome, but a welcome back! What made now the right time to return to TeamSEC?That’s right! My first ever recruitment role was actually at SEC way back in 2001. I started at consultant level and stayed for a while before leaving to pursue my own business, but I’ve kept a close eye on SEC since. Now, after 20-plus years of experience in the industry, I’m back again as associate director. Not to sound too cliché, but it really does feel as though I’ve come full circle! SEC is kind of like a sleeping giant, in that it has a great reputation but has never reached its full potential. I came back to help in executing an ambitious 5-year plan, push out this “sleeping giant” notion and help the contract function and wider business become a go-to life science firm, globally. The notion of what was on the horizon here was a huge draw for me to come back. When I looked at SEC’s growth plans together with my experience and skillset, I knew I was the one for the job. In my previous workplace I developed my team into 360 consultants. With that, when I left, my team were the top performing team in the business. That’s what made me excited about this role, I knew I could do exactly the same here, I’m starting fresh. Give us a bit more information on your role, and what you’re aiming to achieve as associate director.I’ve been brought on to grow and scale the contract side of SEC across multiple divisions. I’m going to be growing my team, not just in headcount, but growing the quality of my team, the businesses we work with and calibre of candidates we represent. We’ve invested heavily in our L&D recently, so my plan is to really utilise this and take the team all the way to the top. I’m not saying that my team are going to be the biggest or the best contract team in the life sciences sector, or even in London, that’s immeasurable. But what I do want is for my team to be recognised as a successful one, a knowledgeable one, one that people want to work with and one that other recruiters want to be in. My aim is the same with our clients and candidates; I want them to engage with SEC as their number one supplier. You mention the five-year plan in place - what’s going to keep that momentum going for you as we progress through this growth period?The team. The team I’ve inherited here, as well as the wider team I’m collaborating with too, is a really good one. They have the qualities that nowadays are difficult to find: enthusiasm, the want to do a good job, the pace, the thunder, the willingness to listen, and the willingness to learn. They’re open to change, open to learning, and for me those kinds of people are the ones I want to teach and mentor. We have a range of consultants in my team from veteran recruiters who’ve been around the block to our early talent who are so hungry to make their mark. The people we have now provide an ideal blueprint for the kind of recruiters we want to join us and share in this journey. That’s so exciting for me. What are the core priorities for us this year?Our people are the core priority this year. We want to solidify our early talent and get them to be the best consultants possible. At the same time, we want to make sure we have the right people in the right seats. By this I mean getting the best talent out there to come into this business while also nurturing the early talent. We’ve invested heavily in L&D to create our own talent, but also to help elevate our experienced consultants. We want both our senior consultants and newer consultants to have constant learning and development opportunities so they can grow and achieve their goals. It’s in place right now with the Future Leaders Programme and Early Talent Development Academy, but it’s only going to develop and grow as we do. It’s only been six months since you joined, but are there any success stories or core highlights you could tell us about?My team have given me so many things to be proud of. One of the biggest things was when a member of my contract team did his first 360 deal. When I took over the team, he’d expressed to me that he really wanted to do a 360 deal but was tentative as to whether he could do the BD necessary to get there. But the attitude and energy that he has saw him push on, believe in himself, and complete his first 360 deal. I honestly felt like a proud dad! At the start of 2022 my team also saw three double promotions. In my 20 plus years of recruitment I know this is a rarity. For it to happen in my own team not once but three times was something I won’t forget. The amount of hard work and dedication my team put in is second to none. I’ve found that in this job you can teach skill, and you can teach the recruitment process, but the willingness to get out of bed and do a good day’s work can’t be taught, it comes from within, and the team have that naturally. And finally, what would be your top tips for someone who was looking to join #TeamSEC?My advice is to always have a clear goal. When I look back over my career that’s probably when my performance wavered – when I wasn’t focused. When I had a clear goal, I achieved exactly what I wanted to every single time without fail. No matter your age, recruitment experience, or personal circumstances, having a strong focus and a clear why about what you are doing will set you up for success.
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Holly Hermance January 2022Has the pandemic changed the perception of the pharmaceutical industry?
Despite being an industry that serves the general population, the pharmaceutical industry has always polarised public opinion, faced antitrust scrutiny and had business practice continually under fire. Now, with the effort against Covid-19 dominating headlines for close to two years, pharmaceutical companies have now become household names. Unsurprisingly, as more people become aware of these firms, the stronger an opinion forms on the industry. Pre-pandemic, the UK public perception of the pharmaceutical sector was dubious with the pharma industry scoring just 44 on the 2019 Edelman Trust Barometer, a reputation calculator, putting them in the untrusted category. The UK aren’t alone in having poor public perception of the pharma market, public in the US also had a negative attitude towards the pharmaceutical industry. According to Gallup’s 2019 report, the pharma industry was ranked worst when it came to Americans’ views of the sector, unseating the US federal government as the lowest rated industry that year (which it had held since 2011).Two years later, and there has been somewhat of a shift in attitudes towards the pharmaceutical sector, as an industry-wide effort to eradicate coronavirus has focused public attention on the effort the sector goes to in the name of public health. Now, recent studies by the Pew Research Center and Wissenschaft im Dialog have shown a significant increase in public trust of the pharma industry, most notably in Germany and the US, and it’s looking as though that perception is at a net positive globally, too - a recent APCO Worldwide survey found that 52% of respondents now have a more positive perception towards the industry than before the pandemic began.The sector’s response to the COVID-19 pandemic has had a huge impact on public perception. The APCO Worldwide survey, conducted 8 months before the first COVID-19 vaccine was approved in the UK, found that 68% of respondents were optimistic that the pharmaceutical industry would develop a treatment for COVID-19.Professionals within the industry have also noticed the change in attitude, with Eva Prieschl-Grassauer, Chief Scientific Officer at Austrian respiratory and allergy company Marinomed, crediting the shift in attitude to the sector’s “fast reaction to the pandemic and focus on the development of vaccines”. Some believe this newfound positive public perception will last. The CEO and co-founder of a Swiss-German cancer immunotherapy firm VAXIMM, Heinz Lubenau, states that the industry has demonstrated its value to both health care systems and the economy, anticipating that the appreciation will last. “In the light of the mutations, competition for effective medicines will continue and public awareness of the biotech sector will be maintained".But some question the durability of this buzz. Shahar Silbershatz, CEO of reputational analytics company Caliber, states that the “attention afforded by the COVID-19 pandemic offers a once-in-a-generation opportunity to emphasise [the pharmaceutical industry’s] importance and potentially repair their reputation”, but warns it also could be their downfall if not handled correctly. With the rapid speed of bringing a COVID-19 vaccine to market, people may now expect that ‘miracle’ treatments or vaccines will come out for other illnesses just as fast - this leaves a high potential for disappointment and could prove to be reputationally harmful. The pandemic has affected both those who have had the virus and those who have not. The speed that the pharmaceutical industry, regulatory bodies and governments worldwide have dealt with the virus helped to deliver vaccines in record time and save many lives, which could be enough to ensure this new-found appreciation and confidence in the industry is here to stay.
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TeamSEC
Jacob Stafford-Wright January 2022The stories behind the scholars: hear from two graduates of the SEC Scholars Programme
Last year, and in partnership with In2ScienceUK, we launched the SEC Scholars initiative; a 5-year programme that will provide at least 50 young people with guidance, mentorship, and practical skills to support their journey towards a career in STEM. Last summer we supported 11 students through the programme – here are the stories of two of our recent graduates. Barriers faced when pursuing a career in STEM contribute to the fact that less than 10% of all life science professionals in the UK come from working-class backgrounds. They pose a threat to upward mobility within the sector, contribute toward under-representation, and negatively impact diversity and the talent pipeline the country has to offer. For more than 10 years In2ScienceUK have been working to provide young people from low-income and other disadvantaged backgrounds with the resources needed to tackle such barriers, starting with assistance in preparing for and entering university. Last year we launched a long-term partnership to support in their mission to open STEM opportunities up to everyone. The Programme GraduatesAspiring research scientist, Sejal Sejal applied for the programme to expand her knowledge of chemistry and explore the potential roles that would be available to her when embarking on a career in STEM. As part of the programme, Sejal worked with a mentor from within the industry and had the opportunity to conduct research, present her work and pose questions about careers in the field directly to a research scientist. “The programme helped me develop transferable skills that will benefit me in the future but has also confirmed my aspiration in pursuing a STEM-related career. Attending the research lectures and completing the set tasks enabled me to develop critical and analytical thinking skills as well as improve my communication skills through the discussion boards and social hubs. The programme has helped enhance my confidence in learning a STEM subject.” Currently in year 13, upon completing her A-levels Sejal is looking to enter university and pursue a Master of Chemistry degree with the aspiration of entering a career as a research scientist. Biomedical science enthusiast, Mohamed Mohamed was hoping to pursue a degree in biomedical science, and attended a placement day in a biomedical research institute as part of the programme last summer alongside his mentor, a scientist working in the field. Mohamed also attended research courses and workshops to give him a well-rounded picture of what a career in biomedical science could offer. “For me, the best part of the whole experience was the placement day I attended at the Francis Crick Institute. I got to actually meet real scientists and people that have degrees in the things I want to get into. The day itself was split into two parts; first I met with lots of people that worked at the Institute who told us about their journey to how they became what they are. After that, I got to take part in lots of hands-on activities with some of the scientists.” Originally apprehensive about constructing his university application, the programme offered Mohamed support in putting together a strong personal statement and improving his writing skills. Mohamed’s appetite to pursue biomedical science was strengthened as a result of attending the programme, and he credits his mentor, a scientist, on providing a positive perception of what it means to be a professional in the field and work in a real-life laboratory setting. You can read more about the work of In2ScienceUK over on their website. More information about last year’s programme can be found in their 2021 Impact Report.
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Digital Health
Jacob Stafford-Wright December 2021The healthcare technology trends we can expect to boom in 2022 and beyond
In the last 20 months the healthcare tech sector has been turned on its head, with medical technologies being designed and implemented at a pace previously unforeseen in the healthcare industry. As the world was thrust into lockdown, it became uncertain how patients would be able to access the treatments they needed, and how frontline clinicians, physicians, and healthcare providers would be able to keep providing care. In a sector with a history of tentative innovation, adoption of new tech and processes is typically slow. The pandemic, however, exposed a need for digital transformation, and the reactivity of medtech and healthtech firms in has not only provided assurance that the sector can continue to provide care in the face of adversity, but also attracted the attention of investors and has laid the groundwork for digital infrastructure to be the new normal of patient care. This digital acceleration has big implications for the wider life science industry, and here are four key areas we expect to see major growth in over the next few years.Telehealth Telemedicine, whilst not a new concept, was underutilised prior to 2020 and had failed to gain universal traction. Where it is the norm to seek out and receive medical advice and treatment in an in-person setting, telemedicine offers the ability for a patient to access care remotely through a two-way communication channel, often via an app, smart device or chatbot. Babylon Health offers an in-app mobile consultation service that allows patients to see GPs and specialists and place orders for prescription medication.The technology required has been used by other industries for decades to respond to an increasingly digital-savvy population and provide a wider-reaching service, so we can expect telehealth to take a more prominent spot in the healthcare landscape in the coming years as providers and users recognise its convenience, utility, and accessibility, and gain a greater understanding of building and implementing such systems. Big Data When we talk about big data in healthcare, we’re referring to the information that is collected from patient records and real-world sources; data that can be used to inform medical practice, help measure the post-market success of a product and provide a well-rounded picture of how a treatment or illness impacts (or could impact) a patient population. Collection of medical data is essential to the discovery and R&D stages of the drug development process, and with enough datasets can drastically impact the cost to develop and trial new drugs and even prevent major outbreaks and epidemics among certain populations. In the next few years we can expect the amount of data collected from the patient population to increase, and the methods of collection to diversify. Demand for technology that has the ability to monitor healthcare data is expected to soar in the next few years, and world leaders in technology such as Google and Amazon already entering the healthcare space, so we can expect to see traditional methods of data collection such as in GP practices, during hospital visits or monitored during trials used alongside data collected from smartwatches, wearable ECGs, biosensors and other advanced medical devices. We can also expect to see the way in which data is analysed and processed to transform, too, as advancements in machine learning, artificial intelligence and automation provide new avenues to explore with patient data.Digital Therapeutics Digital therapeutics (DTx) refers to any care that is delivered by software, either in its entirety or to complement more traditional therapeutics. Health and wellness apps are examples of digital therapeutics that are already available to a patient population, and they diverge from the broader healthcare landscape in that they still require regulatory approval to be used to replace or alongside treatment. We typically see therapies in the digital space administered by mobile apps or smart devices, and they can be patient-facing, clinician-facing, or a combination of the two. In this year alone we’ve seen DTx firms Pear Therapeutics, Virta Health and Akili raise millions in funding, and back in July, personalised care company Biofourmis received the FDA’s first-ever breakthrough device designation for a digital therapeutic for heart failure. A subfield of DTx, virtual reality, is also set to make waves in the coming years – we’ve already seen it utilised for medical training, planning complex surgeries, and treating developmental disorders in virtual environments. It’s a huge space that’s set to be worth $56b by 2025, so we can expect the DTx landscape to be a hotbed for merger and acquisition activity between now and then. Remote Monitoring With similar benefits to that of telehealth, remote monitoring allows information to pass between patients and care providers with the goal of collecting data, coordinating treatments remotely, and managing complex illnesses – all without the need for the patient or clinician to regularly meet. Unlike telehealth, remote monitoring is typically continuous rather than depending on patient outreach. It will usually require patients to wear medical devices that will provide round-the-clock measurement of critical health data and provide prompts such as reminders to take medication. Remote monitoring allows for a less intrusive experience for the patient, whilst still providing a wealth of usable data, reducing stress on frontline physicians and clinicians, and reducing overall costs compared to traditional patient monitoring techniques. With wearables becoming smarter and more affordable it opens the door to more widespread adoption amongst healthcare providers. It’s estimated that more than 30 million patients will use remote monitoring systems by 2024, and by 2027 the global market is projected to be worth over $1.7b – up more than 125% from what the market currently represents. The use of digital technologies in the delivery of patient care is fundamental to providing a greater, more consistent level of care at a larger scale. We have seen how digitisation has positively impacted many other sectors, and it’s clear the pandemic has provided a catalyst for proper review, administration, and implementation of new technologies in the healthcare industry too.
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Clinical
Roy Nelson November 2021The rise of virtual clinical trials and why they are here to stay
The COVID-19 pandemic has drastically derailed onsite clinical trials worldwide, leaving lasting impacts on the life science sector. Clinical trials often deal with vulnerable groups of people who are at the highest risk if exposed to COVID-19, so a large percentage of trials have been paused or stopped altogether. Social distancing regulations have forced clinical trials to change the way they are conducted, and it looks like these adaptations are here to stay.The pandemic’s impact on clinical trialsGlobally, clinical trials that are not researching COVID-19 have been put on the backburner. This has resulted in severe delays in timelines and in some cases a complete halt of operations. The delay in timelines has led to setbacks in the development of other life-saving drugs. At the start of the pandemic, more than 1,500 clinical trials researching treatments for cancer, heart disease, and other serious illnesses were permanently closed down due to the virus. Elective surgeries and other hospital services that were not COVID-19-orientated have also been delayed. This has seen a lasting impact on tumour banks that store cancer samples. Medical students will have less hands-on practical knowledge leading to potentially lesser qualified medical professionals. Alongside this, cancer researchers have less to analyse leading to further delays in cancer treatments. Despite elective biopsies restarting recently, cancer researchers have complained that the depleted number of samples has led and will continue to lead to reduced basic research. New methods of conducting clinical trialsThe number of enrolments in onsite clinical trials has plummeted as participants stay away from hospitals in an attempt to avoid the virus. A recent survey found that 35% of respondents feel worried about going to a hospital or clinic during the COVID-19 pandemic. To overcome this, life science professionals have had to be innovative and change their approach to clinical trials Informa Pharma and Oracle recently surveyed 251 life science professionals from biopharmaceutical and medical device companies. They found that due to the pandemic, 84% of the respondents adopted alternative trial methods so that they could continue their existing clinical trials or start new ones. These new methods have worked well, with 97% of the life science professionals stating that they will continue using at least one of the newly adopted approaches. New approaches saw virtual clinical trials become increasingly popular. Among the newly adopted virtual methods that companies plan to continue to use post-pandemic, remote monitoring (32%), video visits (28%), electronic health records (24%), and phone visits (24%) were top of the pack. The benefits of virtual trialsVirtual trials offer the opportunity for large population samples. For example, lower-income or underrepresented participants who were previously unable to engage in clinical trials due to work schedules or transportation access, may now find it easier to participate virtually. This method has also broadened the potential for studies to have wider geographic coverage, and even contribute towards greener, more sustainable clinical trials.A recent survey found that 44% of organisations will continue to use decentralised trials alongside in-person traditional clinical trials. Many respondents (61%) believe allowing patients’ choice of the trial method will have a positive impact on clinical research and well over half (58%) said that their organizations plan to give patients the option to choose how they participate in clinical trials moving forward.Previously, clinical trials could typically take 6-12 months for the implementation and the recruitment of the participants. However, due to the speed of the virus virtual clinical trials were forced to be up and running in a matter of days. Such trials have brought benefits such as timely data access and improved flexibility for patients, and with all the benefits that they offer, it’s likely that more organisations will look to conduct decentralised, or partially decentralised, clinical trials in future.
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