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The ‘Investible CEO’: Driving Change and Creating Value

Jamie Heath is Managing Director in Deutsche Bank’s Global Healthcare investment Banking group, providing strategic and financial advisory services to Life Sciences clients. He has 20+ years of M&A and financing transaction experience across large cap pharma, specialty and generics and diagnostics.

Ken founded and leads The Vanguard Group for Leadership, which works directly with CEOs and develops senior executives through Vanguard Forums. In advance of the next Forum for Healthcare Leaders on November 28 and 29 in New York City, where Jamie was on the faculty, they discussed the critical role of leadership in building the company brand and transforming organizations.

Read the full article on Linkedin here.

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The Healthcare CEOs of Today Coach the Top Leaders…

Last week was the Vanguard Forum For Healthcare Leaders in New York.

It was quite the event.

David Pyott (Philips Board Member, past Chairman and CEO of Allergan) has attended perhaps hundreds of high level programs. Vanguard he said: “Was the best. Great format, great faculty.”

David is not one for overstatement, so we feel honored.

I founded the Vanguard Forum four years ago, with the mission of helping to develop the next top leaders across healthcare.

Read the full article on Linkedin.

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Debevoise Healthcare Partners Join Faculty of Vanguard Forum for…

Debevoise & Plimpton LLP Healthcare Group partners Maura Kathleen Monaghan and Paul D. Rubin have been selected to serve as faculty at the 2017 Vanguard Forum for Healthcare Leaders.

Debevoise partner Paul D. Rubin will discuss critical trends in healthcare and partner Maura Kathleen Monaghan will lead a session about succeeding as an executive in today’s active board environment.

The Vanguard Forum for Healthcare Leaders, presented by The Vanguard Group for Leadership, seeks to engage senior leadership across the healthcare and biopharmaceutical ecosystem with top tier CEOs, advisors and other experts who help define and build leadership for the future. The organization brings together a network to share best practices, approaches and perspectives regarding leadership opportunities and challenges across the industry.

In addition to Debevoise’s Ms. Monaghan and Mr. Rubin, other faculty members at the Forum will include David Pyott (Philips board, former Chairman and CEO, Allergan); Ashley McEvoy, (Group Chairman, J&J); Jeremy Levin, (CEO, Ovid Therapeutics, former CEO, Teva); Tom Sabatino (EVP and GC, Aetna); Peter Hecht (CEO, Ironwood); and Ram Charan (CEO and Board advisor, and best-selling author).

Debevoise’s strategic partnership with The Vanguard Group for Leadership underscores the firm’s commitment to help healthcare businesses prepare and adapt to ongoing changes in today’s market. To help healthcare leaders stay current in this dynamic environment, Debevoise will contribute to Vanguard’s learning curriculum throughout 2018. Additionally, during January’s JP Morgan Healthcare Conference in San Francisco, Debevoise is planning an event that will explore the challenges facing healthcare leaders in the coming decade.

Debevoise’s Healthcare Group handles significant transactions and regulatory and litigation matters for pharmaceutical, life sciences and medical device companies, hospitals, financial sponsors, financial advisors and other key players in the industry. The Group’s transactional work includes mergers and acquisitions, financings, securities offerings, licensing, development and commercialization transactions. The Group’s litigation work spans investigations by U.S. government agencies; a broad range of civil litigation, including state and federal qui tam actions and class action litigation; compliance with U.S. regulatory requirements; advising boards of directors; and the defense of intellectual property rights.

Debevoise & Plimpton LLP is a premier law firm with market-leading practices, a global perspective and strong New York roots. We deliver effective solutions to our clients’ most important legal challenges, applying clear commercial judgment and a distinctively collaborative approach.

 

See the full release here.

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Navigating the Future: the Role of the CEO

Peter Hecht has served as the CEO of Ironwood Pharmaceuticals since co‐founding the company in 1998. Under his leadership, Ironwood has grown from a small group of scientists to a commercial biotechnology company.

Ken Banta founded and leads The Vanguard Group for Leadership, which works directly with CEOs and develops senior executives through Vanguard Forums. In advance of the next Forum for Healthcare Leaders on November 28 and 29 in New York City, where Peter will be on the faculty, they discussed the forward-looking role of the CEO.

Read the full article on Linkedin.

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Vanguard Forum to Convene Top Healthcare Leaders of Tomorrow…

The next Vanguard Forum for Healthcare Leaders will take place in New York City on November 28–29 at the Parker Meridien Hotel.

Faculty Includes:

  • David Pyott, Board Member, PHILIPS, BIOMARIN, ALNYLAM; Past CEO and Chairman, ALLERGAN
  • Ram Charan, CEO and Board Advisor, Best-Selling Author
  • Ashley McEvoy, Company Group Chairman of Consumer Medical Devices, and Member of the Management Committee, JOHNSON & JOHNSON
  • Jeremy Levin, CEO, OVID THERAPEUTICS; Past CEO, TEVA

Entering its fourth year, the invitation-only Vanguard Forum uniquely helps to develop the leadership capabilities of the next generation of CEOs and C-Suite executives, across the healthcare ecosystem.

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Building the Brand – The Role of the CEO

Michael Watras and Ken Banta have collaborated on major brand building projects — Ken as a senior executive, and Michael as leader of the strategic branding consultancy Straightline International.

Ken founded and leads The Vanguard Group for Leadership, which works directly with CEOs and develops senior executives through Vanguard Forums. In advance of the next Forum for Healthcare Leaders on November 28 and 29 in New York City, where Michael will be on the faculty, they discussed the critical role of leadership in building the company brand and transforming organizations.

Read the full article on Linkedin here.

Harvard Business Review

How CEOs Can Work with an Active Board

At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs.

This change can be daunting and frustrating for CEOs. However, based on our experience of advising CEOs, operating as CEOs, and sitting on boards, we have found that executives can be effective in the new environment by revamping their interactions with their boards. It consists of four approaches.

Read the Full Article on HBR.org

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So You Want to Be a CEO?

That was the focus of the Vanguard Forum for Healthcare Leaders, Europe, this past February.

The location was Mercers’ Hall, a majestic guild hall in the City of London. We brought together around 85 senior management delegates to spend a day with current and former CEOs, Board members and leadership experts.  In a series of intimate sessions and dialogues, we covered real-world challenges for CEOs and C-Suite executives, from working with the Board, to building a high performance top team, to leading on societal issues.

We are entering the fourth year of Vanguard since I founded it in New York City in 2014, but this was the inaugural Forum in Europe. So I was eager to hear what delegates thought about it. An acid test is to ask whether participants would recommend an experience to their peers. We asked that tough question – and 97% of the London delegates said they would! That was so good it was a bit astonishing. But we double-checked the numbers, and that’s what it was.

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Harvard Business Review

This Pharma Company Stays Innovative by Doing Two Things

For industries that depend on innovation, sustaining it is a constant challenge. But Roivant Sciences, a biopharmaceuticals company, bucked the trend by realigning incentives for employees and systematically introducing outside talent and practices. These steps cost almost nothing compared to vast sums often spent — and often wasted — on fostering innovation and have already generated tens of millions of dollars in value. Roivant rewards teams for raising red flags about programs they feel should be halted. And to align everyone around the success of the company, instead specific programs, every employee receives stock options. Research teams are promised new roles if their particular program or subsidiary does not succeed. In addition, the company recruited “rebel” scientists who were open to new ways of working. It also recruited talented non-scientists and charged them with coming up with fresh ideas for making the drug-development process more efficient.

Read the Full Article on HBR.org

Harvard Business Review

Great Strategy Begins with a CEO on the Frontlines

Building a winning strategy begins with recognizing that strategy is too important to be delegated to a strategy department. It can certainly be valuable to have the help of strategy officers or teams on refining and implementing strategy, but the strategy itself needs to be conceived and owned by the CEO (or equivalent for a division). Otherwise, strategy often becomes a diffuse product of group thinking and compromises among multiple stakeholders in the organization.

Read the full article on HBR.org