And SLC answering one of scotty's misrepresentations:
Quote:slcimmuno Member Level Sunday, 05/28/17 02:57:29 PM
Re: scottsmith post# 183500
Post # of 183507
CTIX has done a great job where it matters most -- advancing drugs that work... so far, across all trials.
Even better, each has true platform potential because of their novel mechanisms.
Strike this Fact up to the sound basic science being conducted ... Esp in the early Phase 2s.
(see below Lily's "lean-PofC" approach--informing Go / No Go decisions)
People can wax on and on, speculate about staff turnover (common) and trial delays (common) (oh vey), but the point that matters most is the Science emerging from CTIX has the potential to be truly "transformative" -- as a Harvard MBA might put it.
The Spin that gets doctored here won't trump imo the blindingly good Science making its way closer to becoming a reality. Big Pharma under CDA are prob just waiting to move on the fuller data reveals, if they continue to deliver what's been shown at Interim (OM, IBD) and the Prurisol P2 200mg arm (signal).
Very much like the odds. Big Pharma is hungry for new drugs and CTIX has 3 rather tasty ones being served up.
//
"Changing R&D models in research-based pharmaceutical companies"
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4847363/
Chorus, an entity of Eli Lilly, has proven that virtual R&D can help to reduce both cost and time needed in pharmaceutical R&D (www.choruspharma.com). In 2002, Chorus started as an alternative path for drug R&D with the aim to manage the complex R&D process lean and flexible and to bring preclinical compounds with earlier decision in a “lean-to-PoC” model to the clinical PoC in a shorter time and at lower costs. Chorus manages a portfolio of 15–17 projects in the phases of candidate selection to PoC in 19 countries with around 40 full-time employees in a flat hierarchy model—all experts in the Chorus team report to one managing director. Approximately 25 % of Chorus’ budget are fixed overhead costs, the remaining 75 % are allocated to the external costs of the drug projects [58]. The success of Chorus is outstanding, as since 2002, the productivity of Chorus has been 3–10 times higher than the traditional pharmaceutical R&D model of Eli Lilly—in particular the improved PTRS in Phase II provided the greatest potential to increase the R&D efficiency [59].
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"And last but not least, we are focused on critical experiments in early development -- meaning that we want to resolve key uncertainties as early as possible, to define early on whether a compound should be prioritized or, on the contrary, should be terminated. It's what we call the "lean-to-POC" (proof of concept) approach, which is better understanding early in the development process whether the profile of a certain pipeline candidate would fulfil our requirements to go into later phases."
http://ieseinsight.com/doc.aspx?id=1798&ar=15
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