More than a Matter of Appearances: Pharma’s Existential PR Problem

the tarnished image that has made Pharma a whipping boy for politicians on both the left and the right—the one thing they all agree on.

Who in the industry stood up for Pfizer and Ian Read?  On the PBS Evening News Hour a White House spokesman smugly repeated verbatim the president’s mischaracterization of the transaction. But there was no industry rebuttal.

The pharmaceutical industry must communicate a consistent message regarding its devotion to treating debilitating disease and the value of pharmaceuticals.  Television news shows the horrors of drug addiction, but fails to mention the suffering alleviated by these same opioid drugs.

The campaign needs to be relentless. Think of Reagan and the Cold War.  I helped start a company with a scientist from the former Yugoslavia during the conflict in Bosnia.  On her visits home she brought two things to keep friends and family alive: U.S. dollars and pharmaceuticals.  No other products made anywhere in the world can touch that value proposition, and yet somehow it gets lost in the discussion.

At a dinner some years ago John Lechleiter, the CEO of Eli Lilly, recounted a day he had spent talking with members of Congress.  When asked what he had accomplished, he thought a moment and said, “Well, maybe we convinced at least some of them that generic companies don’t create generic medicines.”

These are the people who make the rules that govern our industry.  If they don’t know the difference between a generic and a proprietary drug, how can we expect them to understand the industry’s more nuanced needs for  sustaining innovation?

Pharma must focus attention on value, or it will surely be lost.  Not even big pharma can invest hundreds of millions over 15 years with a less than 10 percent chance of success, knowing that the payoff will be determined, not by the value created, but what public opinion decides is “fair” a decade or more in the future.

How many people understand that the Merck drug pembrolizumab (Keytruda) is the reason that Jimmy Carter is alive today?  The pharmaceutical industry literally works miracles… and gets credit for dodging taxes.

Author: Standish Fleming

Standish Fleming is a 29-year veteran of early stage life sciences investing. He has helped raise and manage six venture capital funds totaling more than $500 million, and has served on the boards of 19 venture-backed companies, including Nereus Pharmaceuticals, Ambit Biosciences, Triangle Pharmaceuticals (acquired by Gilead Sciences) and Actigen/Corixa (now part of GSK). He has extensive experience in all aspects of venture management and finance, including fund-raising, investor relations, operations and portfolio development. He has made investments, managed portfolio companies, raised funds, pursued business development, taken companies public and successfully exited investments through public-market sales and buyouts. In 1993, Mr. Fleming co-founded San Diego's Forward Ventures. He has made investments in almost every segment of the health-care industry, including pharmaceuticals, biologics, diagnostics, devices, services, and software. He has managed both platform and product companies, portfolio investments, and led or participated in financings at all levels, from pre-startup to PIPES in public companies, in both debt and equity. He has helped start more than 15 companies and served as founding CEO of eight. Fleming serves as a director of CONNECT, San Diego's support organization for the early-stage community, and is a past president of the Biotechnology Venture Investors Group. Before establishing Forward Ventures, He served as the chairman, president and CEO of GeneSys Therapeutics, (merged with Somatix and acquired by Cell GeneSys [NASDAQ:CEGE]). Fleming began his venture career with Ventana Growth Funds in San Diego in 1986. He earned his B.A. from Amherst College and his M.B.A. from the UCLA Graduate School of Management.