pharma jobs

Merck's India sub aims for big growth

Tracy Staton — Thu, 06 Nov 2008 10:37:33 -0500

While Big Pharma sheds sales reps left and right in the U.S., at least one Indian outpost is set for significant expansion. MSD Pharmaceuticals, Merck's subsidiary on the subcontinent, plans to more than double its staff there over the next two years. Right now, MSD has a work force of 700, and aims to beef up to 1,500 to "strengthen its sales and marketing network and become a leading company by 2015," India's Business Standard reports.

The bigger sales-and-marketing team will be necessary to support twice-yearly drug launches aimed at broadening MSD's product portfolio in a major way. Among the new launches planned: a hepatitis B vaccine, chickenpox shot and rotavirus vaccine. On the pharma side, the company aims to roll out drugs for heart disease, asthma and cholesterold treatment, said Naveen Rao, MSD Managing Director.

- see the story in the Business Standard

Novartis to cut reps, reassign execs

Tracy Staton — Mon, 20 Oct 2008 09:15:19 -0400

Hundreds of Novartis sales reps will soon join their rivals in the unemployment line. The layoffs come as the Swiss drugmaker reports a 69 percent drop in third-quarter income--largely off of unusual expenses this year and unusual profit-boosters in 2007--and announces a shuffle in top management.

Some 550 U.S. sales positions face the axe, and those that remain will be divided among five regional units. It's a "new model" specifically for U.S. sales, and Novartis hopes that the regional realignment will help reps meet "the diverse needs of multiple customers." The company also thinks the changes will make sales more efficient; hence the need for fewer reps. More than half the jobs cut will be already vacant positions, so fewer than 300 working reps will be laid off.

Meanwhile, Novartis extended CEO Daniel Vasella's (photo) contract, and he tapped his vaccines and diagnostics chief, Joerg Reinhardt (photo), to be COO. Andrin Oswald (photo), chief of the recently acquired Speedel, will now take the helm at vaccines and diagnostics. George Gunn, who's been in charge of the animal health unit, takes over as head of consumer health for Thomas Ebeling, who's leaving. And Andreas Rummelt (photo), now Sandoz chief, will take a new position as head of quality assurance and technical ops; Jeff George will take over at Sandoz.

As for third-quarter numbers, net dropped to $2.1 billion from $6.9 billion, but sales leapt by 12 percent to $10.75 billion. And within those sales numbers lie some encouraging pharma increases, including a 20 percent hike in cardiovascular sales to $1.7 billion, led by Diovan. Cancer therapy Gleevec grew by 15 percent to $950 million, and vaccines and diagnostics expanded revenues by 16 percent.

- check out the Novartis press release
- read the story at MarketWatch

Sanofi to cut 817 French reps

Tracy Staton — Thu, 02 Oct 2008 10:14:57 -0400

Sanofi-Aventis' French sales reps aren't happy right now. The company is following through on its previously announced plans to trim its sales unit in France. Although the number of layoffs has not yet been determined, Sanofi said it would cut 817 from the sales ranks, about one-third of its present force. Another 110 jobs will fall to the axe at company HQ. The company says it will try to avoid outright layoffs as much as possible by reassigning workers; some 150 already have agreed to new posts elsewhere in the company.

These cuts come on top of a worldwide trimming of Sanofi's sales force over the past two years. Some 2,900 sales jobs were cut away in the U.S. and Europe by February 2008, about 5 percent of the worldwide total. In the U.S. alone, the sales ranks thinned by 18 percent to 7,800 people.

It's been a tough year for pharma sales reps. Big Pharma has been slashing their jobs by the thousands, with Merck, Wyeth, Schering-Plough and others announcing big-time sales layoffs. Plus, reps have been locked out of some academic medical centers, told to get a license by the District of Columbia's local government and barred from handing out tchotchkes in Massachusetts. Even the industry's own association, PhRMA, has curtailed reps' activities with a new marketing code.

- read the story from Dow Jones
- check out the Wall Street Journal's article

GlaxoSmithKline to axe 850 jobs in R&D

Calisha Myers — Wed, 01 Oct 2008 14:04:04 -0400

Moving forward with its restructuring plan, GlaxoSmithKline announced to employees via email today that it would be laying off as many as 850 (6%) employees in its research and development units in the U.K. and in the U.S. Although the company has yet to determine exactly how many employees will be laid off, the cuts will be concentrated in its preclinical and early-stage drug development teams, and will include scientists as well as administrative staff.

"We have started consultation on proposals which could impact 850 roles within research and development in the U.K. and the U.S.," spokeswoman Claire Brough told the International Herald Tribune. "These changes are necessary as part of GlaxoSmithKline's longer-term strategy to ensure that we can invest in key areas of future growth and evolve our business to compete effectively in what is a rapidly changing and challenging environment for pharmaceutical companies."

At this time last year, GlaxoSmithKline announced a major overhaul that would cut $1.4 billion in costs and 5,000 jobs over four years. Much of the slimming down has been focused on the research and development teams. The British drug maker has since axed 350 jobs in R&D, 90 in a manufacturing plant in Zebulon and closed a manufacturing facility with a workforce of 900 in Puerto Rico.

- read the News & Observer article

Caraco to add 600 jobs by 2012

Tracy Staton — Tue, 30 Sep 2008 11:08:29 -0400

Even in this era of big pharma layoffs, a few companies are still adding jobs. Take generics maker Caraco Pharmaceutical Laboratories, majority-owned by of India's Sun Pharmaceuticals. The company is moving forward with its previously announced plans to expand its Detroit-area manufacturing plant. The $22 million growth plan includes 600 new jobs by 2012.

Leveraging its connections with Sun, Caraco managed to boost sales by 200 percent last fiscal year, to $$350 million. Profits were $35.4 million. Sun gives Caraco access to capital, R&D and inexpensive raw materials for the 54 generics it makes in Michigan. And Caraco markets and distributes Sun's products in the U.S.

- read the story at the Detroit News

Pfizer layoff talk boosts stock

Tracy Staton — Fri, 26 Sep 2008 10:30:34 -0400

While the financial markets teeter, Pfizer stock closed 4 percent higher yesterday as rumors of more layoffs swirled. Never mind that Pfizer already announced big job cuts; the actual implementation appears to be cheering investors as it scares the drugmaker's rank-and-file. Derek Lowe at In the Pipeline hears from his Pfizer sources that employees are being told to expect "deep cuts," with more details--and some actual pink slips--hitting in two weeks.

As you know, a Pfizer exec announced earlier this week that about $800 million in cost cuts were coming during the fourth quarter. Now, word that those cuts could include jobs are making analysts tout Pfizer shares. "I think the 7 percent yield is increasingly attractive in the current environment," uber-analyst Barbara Ryan of Deustche Bank told MarketWatch, referring to Pfizer's vaunted dividend. Ryan also said word of layoffs, plus Pfizer's strong cash position, are boosting the stock.

- read the story at MarketWatch
- check out the In the Pipeline post

Senior staff: what attracts them and why they stay

Tue, 02 Sep 2008 08:53:52 -0400

By Jodi Andrews

We all know that one of the most valuable resources in the clinical research industry is staff. Recruiting and training budgets are high, and we depend on knowledgeable staff to manage and monitor our trials. Yet it is commonly accepted that a clinical monitor will only stay with a company for about three years. If this doesn't compromise the quality of work produced, it at least impacts the continuity of communication within the study team, between team and sponsor, and between the team and sites, which can cause disruptions during crucial project periods. How can biopharmas attract and retain senior staff that will stay with the company and provide their expertise to ongoing and upcoming trials?

Some companies have a history of maintaining relatively junior monitoring staff. This falls to the bottom line by keeping salaries lower, but incurs other costs, such as training and retraining, higher discrepancy rates due to unfamiliarity with a therapeutic area and standards and disruptions in communication within and between projects, to name a few. However, the functional requirements at all levels of the monitoring job family are the same--regulations must be followed, data must be monitored and the same reports must be generated. Junior staff are not as capable of providing these services at the same quality level as more experienced staff. While co-monitoring and training can go a long way toward remediating deficiencies, this often occurs only after the fact. Time and money that could have been more productively used are spent identifying and fixing problems, and providing re-training to staff and site personnel.

On the other hand, senior monitoring staff can provide stability, experience and support for trial sites and other team members. They know the ins and outs of regulations and have greater ability to spot problems at sites. Senior staff are more likely to anticipate issues and can contribute tracking and file maintenance suggestions that are be beneficial to the team. As long as senior staff remain interested and feel supported, they will make a valuable contribution to any team.

There are, of course, some challenges to attracting and retaining senior staff in the current economy. Many monitors receive several calls a month from recruiters hoping to entice them away to new positions. Recruiters motivate with both the carrot (better benefits, pensions and stock options, which are being reduced in all industries these days) and the stick (uncertainty of what expiring patents will mean for large companies). Staff members who have been happy where they are may be intrigued by the possibility of an easier schedule, more flexibility and/or more recognition. Piquing the individual's interest (if you want to hire them) or keeping their interest (if you want to retain them) often depends on key factors: an atmosphere of open communication, a solid internal infrastructure, the ability to provide interesting work, more recognition and a good compensation plan.

Open communication: Even in a large company, where communication may be more formalized and somewhat prescribed, a manager can create an atmosphere of attention and accessibility for their direct reports. Monitors are typically busy with travel and reporting, and they value a manager who has a sense of their strengths and contributions, and who pays attention to their workload. An employee is much more likely to have a candid conversation about with someone with whom they have a good working relationship than with someone they feel is remote from their day-to-day work. This helps managers plan realistically and work toward providing enriching work experiences to those employees who seek them.
Infrastructure: Monitors working from their home offices often feel they are managing their schedules and meeting their deadlines alone. A company that provides structure for them with clear procedures, forms and administrative and IT support, goes a long way toward freeing them to do the job they are hired to do. SOPs (standard operating procedures) and forms that are clear, concise and easy to access provide a solid structure. The importance of good IT support can't be emphasized too much: monitors have a variety of expertise in the IT area, and easy accessibility to someone who can troubleshoot their issues--for instance, lost remote access during a datalock--is invaluable. In addition, since regional CRAs (clinical research associates) travel so much, it's essential to have a program in place to help manage travel time and project workload.
Interesting work: Monitors vary in the experiences they desire during their career. The astute manager will discuss whether they want to remain working on Phase III trials in the same therapeutic area where they feel comfortable, or whether they would like more varied experience, which may include Phase I, lead, or new therapeutic area work. Any change in assignment needs to fit within the company's parameters, but in many cases there are opportunities to vary people's assignments to meet their interests. An employee who is interested in their daily work and feels valued for their contribution is less likely be attracted to other situations.
Recognition: Monitors, like everyone else, like the intangibles of respect and feeling valued. A good manager and/or company should acknowledge contributions (small and large) either in newsletters and emails or during meetings and/or conference calls. Acknowledgment from the management team on a job well done goes a long way toward employee retention.
Compensation plan: Most monitors are dedicated professionals who take pride in a job well done, and enjoy being part of the process of bringing new health options to the larger community. Of course, they want to be compensated in keeping with their experience and contributions. Biopharmas will benefit from providing competitive compensation. However, rate of pay seldom generates loyalty in the same way other management parameters will. All forms of recognition--including financial--work together to encourage longevity.

Each company will have its own plan for employee retention, and some companies value retention more than others. However, given the advantages of expertise, ease of integration with teams, and continuity of communication within and between projects, the benefits of attracting and retaining senior staff are worth the development of strong procedures and infrastructure to support them.

Jodi Andrews is co-founder and CEO of ProTrials Research CRO that provides clinical operations professional services to pharmaceutical, biotechnology and medical devices companies. ProTrials is one of a handful of women owned and operated CROs. For more information, visit www.protrials.com.

Chemists laid off at GlaxoSmithKline

Christe Bruderlin-Nelson — Wed, 06 Aug 2008 08:30:44 -0400

GlaxoSmithKline's June announcement that it was cutting 350 jobs worldwide is coming to fruition. The company just laid off 22 scientists at its Medicinal Chemistry and Oncology Department in Research Triangle Park, North Carolina.

Already this summer, the company laid off nearly 200 workers, with half in its research department in June and about 90 more from a manufacturing plant in Zebulon. Company spokespeople say its just part of GSK's overall R&D "restructuring" plan to increase research and development and make manufacturing more efficient.

- read more at the News & Observer
- see the Herald Sun story

IMS: Pace of outsourcing accelerating

Tracy Staton — Tue, 27 May 2008 09:39:45 -0400

Drugmakers are pulling out of manufacturing at an unprecedented rate, according to a new report from IMS Health. Four of the top 10 pharma players announced big new outsourcing programs last year. That's evidence that pharma execs are thinking in vastly different ways from their predecessors, who believed R&D and manufacturing had to work hand-in-glove, and that the skills required to make drugs couldn't be found in emerging markets.

This shift toward contract manufacturing has risks, IMS concludes. First, there are safety concerns. Just think of Baxter's heparin supplier Scientific Protein, which made crude heparin in partnership with a Chinese manufacturer whose plant was riddled with problems when the FDA finally inspected it after millions of doses of the blood thinner had to be recalled. Then there's Sanofi-Aventis, whose contract manufacturer went bankrupt, leaving Sanofi to deal with its manufacturing breaches. Secondly, in other industries, contract manufacturers have found ways to enter the market as competitors. Finally, there's economic implications of shipping work to emerging markets. Europe, for instance, counts 640,000 pharma jobs. If they are perceived to be under threat from outsourcing, politicians might intervene.

- read the story at Outsourcing Pharma

FDA aims to hire 1,300 by October

Thu, 01 May 2008 06:59:57 -0400

In answer to its critics, FDA is mounting a major hiring push to expand its drug safety operations. By October, it hopes to add 1,300 to its payroll--600 new positions and 700 vacancies that have lain unfilled. According to the agency, that's almost three times the number hired during the past three fiscal years.

Who should apply? Potential medical officers, chemists, biologists, microbiologists, epidemiologists, pharmacologists, nurse consultants, general health scientists, and more. The agency will be holding job fairs across the country to troll for job candidates. Plus, FDA got special hiring authority so it can make quick decisions; new hires could be on the job within three weeks.

You'll recall that the FDA's Science Board--and Congressional investigators and other watchdogs--consider the agency seriously understaffed. But hiring these specialized types is no easy task; Commissioner Andrew von Eschenbach said at a recent Senate hearing that it couldn't absorb a recommended $375 million in extra funding in one year because it's so time-consuming to recruit and train new employees.

- see the FDA's release
- check out USA Today's story
- read the article in the Wall Street Journal

ALSO: FDA is working with computer services firm Epocrates to step up doctors' reporting of adverse events, errors, and product quality problems. Release

Pfizer got tax break but didn't deliver jobs

Wed, 05 Mar 2008 06:59:57 -0500

As Pfizer held its big conference call with analysts this morning, the New York Daily News was reporting on the company's job cuts and plant closure in Manhattan and Brooklyn. At issue: a $10 million tax-break package the drug maker got in return for creating new jobs in New York. Pfizer was supposed to be on the hook for boosting employment to 8,659 from 5,735.

In 2004, the first year of the agreement, Pfizer was supposed to create 1,000 jobs. Tally: 199. And that was the net after Pfizer moved 1,000 jobs in from out of state and then cut other workers. Of course we all know that more job cuts have followed. The company is shutting down its historic Brooklyn plant; by the time the last workers there are laid off, the company may even have fewer employees than when the tax deal began.

Pfizer did notify the city last September that it wouldn't be meeting its job-growth goals. The city suspended the tax deal. But too late--Pfizer had already received almost all the tax breaks.

Meanwhile, about that conference call: As expected, the company didn't reveal any earth-shatteringly new strategies. It's eyeing global markets for growth and concentrating on cutting more costs via outsourced manufacturing and real estate cutbacks. It will also continue leaning hard on its fastest-growing meds such as Geodon and Lyrica. We'll have more tomorrow.

- see Pfizer's release
- read the story in the Daily News
- check out the Pharmalot item

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Ex-Malaysia PM blames Pharma for brain drain

Tue, 07 Aug 2007 06:59:54 -0400

A former prime minister of Malaysia is hopping mad at Western companies that poach top talent from his country. Mahathir Mohamad's prime target: Big Pharma, which he says steals the best researchers and doctors to develop medicines that poor countries can't afford. If drug makers want to nab the best and brightest from a poor country, Mahathir reasons, they ought to pay that country's government for it. It seems he's defining "ownership society" in an entirely new way.

- read the article from the Herald Sun

Related Article:
Malaysia plays catch-up for biotech business. Report