Powering Pipelines Forward: Approach Science Differently

Irfan Qureshi, MD, Chief Medical Officer, Biohaven Ltd.

I view neurological diseases with a special, and very personal, lens. When I was young, my father was diagnosed with Parkinson’s disease (PD). My first-hand experience with PD and the impact it had on my father and my family is why I am so passionate about researching and developing new treatments for people living with neurological diseases. My experience inspired me to go to medical school and focus my career on helping people with debilitating diseases. I know that each and every day matters for patients and their families.

I joined Biohaven with the hope of continuing to build on that passion. Here, we are focused on developing treatments to help patients who need new and better therapy options. A few years ago, the company had a pipeline of treatment candidates for neurological diseases and was known for its drug, Nurtec ODT (rimegepant), for migraine. In 2022, Pfizer acquired Biohaven’s migraine franchise and since then, the company’s pipeline has grown. We have invested in a broad pipeline of treatment candidates for neurology, oncology, inflammation and immunology, and rare diseases, including spinocerebellar ataxia and spinal muscular atrophy.

A FULL-PICTURE VIEW

Life science company leadership should always be committed to finding new therapies for diseases with limited treatment options. In our case, while we worked on launching Nurtec ODT, the team was also laying the groundwork for the next phase of drug development. Even as the acquisition by Pfizer was being structured, we planned to leverage the value generated for the next set of therapies as soon as the deal was closed.

To reach a position with potential multiple early-to-late-stage clinical trials, one idea is to strategically license molecules believed to be the next advancement for diseases with great unmet need for patients. Setting up an in-house drug discovery engine to move these molecules forward and conduct initial testing in-house can aid in these efforts. If resulting platforms developed are modular in design, there’s likely greater opportunity to enable rapid generation of novel therapies.

PEOPLE MATTER

But it’s not enough just to focus on science. Science needs experimentation, decoding data, coordination, publications, and more to convert molecules into viable commercial therapies that can help patients. People can be your most valuable asset; aim to hire talent with the right expertise to build on your current capabilities. Each team member should have distinct and acute responsibilities that allow for a high degree of autonomy. The efficiencies created by this strategy can translate to teams with deep experience in clinical development; drug discovery; and chemistry, manufacturing, and controls. This can go a long way in determining the broad outcomes of the work performed.

Another layer of the structure, or rather the foundation of it, is culture. A first rule for growing or integrated therapeutic businesses/franchises is not to be weighed down by big pharma traditions. Each person should have a voice; managers are there for coaching and mentorship, not necessarily oversight and approval. Organizational charts and hierarchy should not be a proxy for information flow and idea generation. It’s important to challenge teams to be agile and nimble in any situation or level.

Ultimately, it comes down to science and people—a mindset of keeping noses to the ground and following the science. If there is need to pivot midway on a project, take the risk and do it. We go down the road that may be less traveled in the hope that it will take us to a new destination or a new approach to solving an age-old problem. The only way to accomplish this is if biopharma companies—particularly clinical-stage organizations—trust the proficiency of their people and believe in their passion and commitment to helping individuals who need these therapies the most. Of course, it pays to strategize and look at the whole forest, not just the trees, so we never miss the bigger picture. It is in this balancing act that we potentially uncover the most value—for patients, teams, and the wider organization.

Irfan Qureshi, MD, is Chief Medical Officer at Biohaven Ltd.