Member Info for KingHomerJ

PYC clearly supported Johnson & Johnson £1.25 Billion Takeover of Numab as per Company accounts….and a MC of £1.3million.

https://pharmaceuticalmanufacturer.media/api/amp/pharma-manufacturing-news/pharma-finance-and-investment-news/johnson-johnson-acquire-numab-therapeutics/

Work with another biotech company to model the PK of its drug, confirming its potential advantages vs a competitor and contributing to its eventual acquisition

Can you blame them…..MC is insanely cheap at £1.4 Million

Half the MC in cash.

Biggest set of Revenues going into a new financial Year

DoseMerx Collaboration gaining traction for a Pay For Service of the Dosing Tool.

New Fields of contracts way from Oncology gaining traction and generating Revenue.

Beyond Blood Update probably discussed next week

Pipeline will have increased in my view past the 1.5million mark.

The dosing tool could and should generate tens of millions when rolled out.

I think a corner might have been turned here....

The Company achieved record levels of contract awards, with more than £1.1m of new contracts signed during the financial year and a record level of contracted revenue (more than £500k) to be taken forward into the next financial year ending 30 June 2025. Additional revenue has also been contracted for the two years ended 2026 and 2027.

I have received responses from JM for years and now PS. The last being last week.

At no point have i even had to mention my holding.

I’d simply chase the email you haven’t had a response from and I’m sure you will get a reply.

I do agree about directors buying shares however I would like to know and see if the team are incentivised in a forward things positive aggressive way to generate revenue.

Share options for contracts over x y z or share options for over 2 / 3 million in revenues and profit or however they would like to structure it

Hayley holds a BSc in Biomedical Science from University College London.

65k is still higher (15k) higher than last years average contract…

This is a very good and valid point

Interesting Link on Certara ( Billion £ MC)

PYC review the work in Jan 2024

This article is part of the Research Topic

FDA Project Optimus: Dose Selection in Oncology Drug Development

https://www.frontiersin.org/journals/oncology/articles/10.3389/fonc.2023.1235947/full

Generally a good sign….News is due and update this month….

The MC is ridiculously low at these levels…

Was happening last week also happened to my buys.

Not a lot left on offer before a few legs up.

Thanks Rob….

As mentioned any raise will likely be at a premium in my view…..is this what the market is awaiting so it can rerate significantly

Question if I may….the £6mill raised in September and Jan was this raised in order to commence the design and construction of a demonstration plant in 2025?

Or will there need to be more funds raised (granted I’d presume a huge premium)

Apologies if this has been mentioned before

Did you email the company or Pete direct ?

I would revert that email to Pete if you didn't email him directly - I'm sure he will respond

Have you emailed the company with your concerns?

I know a few of us have.....

Correct and logical to be honest.

Presumably news via Rns will need to be announced prior to the IMC to give the presentation some basis.

The just launched a new LinkedIn page for this also.

He has set three key goals for the oncology business in the coming 12-18 months:

Deliver on the existing pipeline;

Grow the pipeline through deals and partnerships to become a principal player in the space; and

Continue developing the team and its talents.

“When it comes to digital health,” Hefez added, “I would like to see us delivering across our digital health pipeline and really making sure that we do have best-in-class digital tools to really offer patients a very holistic and impactful experience.”

Ozcan is focused on scaling the digital health oncology program. He would also like to see a new drug launched in the near future with “digital solutions baked in from day one.”

“The future is drug-digital combinations. It’s a very powerful tool,” he said.

https://invivo.citeline.com/IV154692/Four-Reasons-Oncology-Needs-Digital-Health-Innovation

One example of this partnership approach in practice is Merck’s 2023 deal with Huma Therapeutics, a global digital health technology company. The pair launched a cancer treatment companion app in the UK in April this year to support bladder cancer patients. Additional markets are planned for launch in the coming year and may support delivery of care for a range of cancers.

The app is designed to support patients and caregivers in navigating the complexities of bladder cancer treatment. It aims to help patients:

understand of their treatment

have better conversations with their care team

self-track their health state

access holistic care services

connect with a personal support network

and manage expectations

UK-based patient organizations and specialist cancer care centers were involved in piloting the treatment journey app in advance of the launch.

4. AI Is Opening Doors

“We have done several collaborations in the last couple of years to bring AI technologies into research and development,” Hefez noted. Merck is leveraging artificial intelligence across its business.

Specifically, Hefez highlighted that the oncology business was looking at AI tools to help with product launches. “The beauty with AI is that not only can you segment the market, but you can also build training models for your salesforce.” Hefez sees AI as an “enabler.” The company is also using AI to better understand market trends.

From a digital health perspective, AI technology is “giving us superpowers for consolidation and synthesis of information,” Ozcan added.

He is also excited about the prospect of using AI technology to further enhance “hyper-personalization” of digital health tools.

Looking Ahead

Ozcan said there was no “golden recipe” for developing digital health tools, but Merck had focused on demonstrating value.

“The future is drug-digital combinations. It’s a very powerful tool."

The key measure for success when developing digital health technologies in any therapeutic area is adoption, Hefez believes. “At the end of the day, adoption is the most important KPI. We can come up with the smartest tool ever, but if there is no adoption the tool is useless.”

There was a time when almost any digital health tool could secure investment, but that period has ended. Ozcan said, “We have moved away from that world.” Now, evidence is critical. “Historically, digital could be a bit of a marketing gimmick, but that is no longer good enough,” he said. Integration into health care systems, adoption rates and adherence data are critical measures now. “Being evidence driven, especially in oncology, resonates,” he said.

The secret to success for digital health in oncology is simple, “collaboration, strategic alignment and very diligent follow-up,” said Hefez.

He has set three key goals for the oncology business in the coming 12-18 months:

Deliver on the existing pipeline;

Hefez said the company was assessing as part of its commercialization plans, solutions for this unique patient population in Greater China. “We are thinking about tools around adherence and side effects, but also community and support,” he said. “I'm personally very excited because I feel we can really do a lot with for this population to help shape the patient journey.”

2. Greater Personalization

For other drugs, Ozcan also highlighted that cancer diagnosis and treatment in the past were not very individualized to the patient. “Technology gets to a super powerful personalization level,” he said.

As well as responding to changing dynamics around patient populations, Merck is also focused on shifting cancer care away from the hospital where possible. Ozcan asked: “Why does oncology treatment have to always take place in a hospital?” Merck is trying to “bring a lot to remote patient monitoring capabilities,” he said. This could be a win for health care systems as well, Ozcan believes. “Imagine, every other person in Europe is going to get cancer at some point, we can’t have everyone at the hospital all the time.”

Individualizing patient care via digital tools can be challenging when introducing those tools to different markets. “Drug development is essentially a global process; you don’t have different molecules in different markets. Whereas digital health is very local work,” Ozcan explained. The tools developed will be used by different people in different locations. Merck is including strategies around co-creation with patients, HCPs and other stakeholders to shape its digital health tools. “The end user needs a say in the tools they will be able to use.”

Hefez added, “We are looking at the patient journey and trying to map the intersections where digital tools can be beneficial, and we are looking at it from different dimensions.”

3. Utilizing Available Technology

Merck is keen not to reinvent the wheel when it comes to digital health technologies. There are successful tools across many disease areas, particularly in chronic conditions such as diabetes.

The development teams ask, “Should we create something that is 100% novel for us, or should we try to piggyback on an existing platform and what are the advantages and disadvantages?” Hefez noted.

YARIF HEFEZ

Merck

Ozcan, who took leadership in digital health at Merck around 2 years ago, noted that there were many digital tools on the market already. “Putting another into the system is not always the best approach, especially when there are usually downstream challenges” for embedding tools. Merck is instead partnering with external parties where the fit is good.