Interactive Breakout Discussions

TABLE 1: Stakeholder Engagement: Elevating the AM/Senior Executive Relationship
Jan Twombly, CSAP, President, The Rhythm of Business
Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb
Building trusted advisor relationships between Alliance Managers (AMs) and senior executives is critical to ensuring alignment, trust, and strategic impact within partnerships. Senior executives rely on AMs to provide insights, navigate complex challenges, and deliver recommendations that drive decision-making. By elevating these relationships, AMs can position themselves as strategic partners rather than operational intermediaries,

• Skills, knowledge, and behaviors required to build credibility and influence with senior executives
• Addressing common hurdles such as misaligned expectations, differing priorities, and maintaining trust under pressure
• Approaches to foster deeper collaboration and improved communication

TABLE 2: Starting up an Alliance Management Function
Nuria Amador Vila, Director, Alliance Management, Almirrall
Brent Harvey, Executive Director, Alliance Management and M&A Integration, Eli Lilly & Co.
Establishing a robust Alliance Management function is essential for effectively managing partnerships, ensuring alignment across teams, and driving long-term success. A well-structured AM function can streamline processes, improve communication, and enhance value creation in strategic alliances.

• Key responsibilities, reporting lines, and skillsets needed for a successful AM function
• Processes, governance frameworks, and technological tools to support the AM function
• Ensuring that the AM function is integrated with the company’s overall business strategy, KPIs and success metrics to measure alliance performance and impact

TABLE 3: When Partners Change: The Impact of Acquisitions and Sublicensing on Alliances
Sharon Morgenbesser, PhD, Head, Alliance Management, AffaMed Therapeutics
Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co.
Changes in alliance partners, though anticipated to some degree in contracts, can have a variety of unique and profound positive and negative impacts to an ongoing partnership. The Alliance Managers from all parties play a key role in helping their organizations navigate these changes. This table will discuss these changes from two perspectives: when your partner changes, and when you are the new partner.

• What are the first things Alliance Managers should focus on when partners change?
• What opportunities might a new partner bring to an alliance, and how can Alliance Managers try to maximize these positives?
• What issues might arise when a new partner comes into an alliance, and how can Alliance Managers try to mitigate the negatives?

TABLE 4: Managing your Career as an Alliance Manager
Nisha Zaidi, PhD MSc, Vice President, Business Development, Head of Global Alliances, Bristol Myers Squibb
Advancing your career as an Alliance Manager requires strategic planning, continuous skills development, and the ability to navigate complex professional landscapes. As the role evolves, AMs must adapt to emerging trends, expand their expertise, and position themselves for long-term growth within the organization or industry. Join this discussion to explore strategies for career development.

• Honing essential skills such as negotiation, relationship-building, strategic thinking, and cross-functional collaboration
• Cultivating relationships with key stakeholders, both internal and external, to expand influence, gain new opportunities, and stay informed on industry trends
• How partnership models are changing to reflect industry dynamics and the implications for alliance professionals

TABLE 5: Navigating Alliance Wind Down and Termination
Brent Harvey, Executive Director, Alliance Management and M&A Integration, Eli Lilly & Co.
Traci Paciulli, Senior Director, Business Development Execution, Global Regulatory Affairs & Clinical Safety, Merck & Co.
There are many reasons why a company may want to terminate an alliance. Whatever the reason, the parties must understand and follow the correct procedures for termination. Join this discussion to explore best practices for managing this process.

• Establishing a clear exit strategy and governance plan
• Strategies to steer through an alliance termination process while preserving trust, and maintaining reputational integrity for future collaborations
• Considerations for transition planning

TABLE 6: Alliance Communications and Reporting
Jan Twombly, CSAP, President, The Rhythm of Business
This interactive discussion explores strategies to design communication and reporting plans that provide clear insights into alliance activities without duplicating development and commercial reporting. Join this discussion to share best practices, address common challenges, and discover how to align reporting with alliance objectives.

• Identifying unique alliance reporting needs and avoiding overlap with other functions
• Structuring communication workflows to ensure transparency and efficiency
• Leveraging tools and metrics to highlight alliance value without redundant reporting