Top-level Industry leaders from around 25+ Countries come to join CTIP and leave with an exceptional experience that they return to the conferences year after year. Delegates attending our event are asked to complete a questionnaire, which confirms their clinical R&D budget. They also provide details on:
“I would Definitely recommend this event; it is very informational and I very much enjoyed my visit here.”
Acc Manager Ara Research
“I’ve already communicated to my collogues about the upcoming CTIP & we're already planning to attend based on this experience so far, I will recommend you give it a try, if you have never been to one of their conferences.”
Sr. Director, eClinical Solutions Intrinsic Clinical Systems
“I would Definitely recommend this event. It is very informational and I very much enjoyed my visit here.”
Strategikon Pharma is an expert-led, innovation-driven, agile, emerging new leader in the clinical trial business management space. We are a Woman-Owned Small Business, and cloud-based technology platform company funded by Silicon Valley and made up of industry veterans with experience on both the Sponsor and CRO side. Clinical Maestro is our flagship product; it is a fully digital system for clinical trial planning, budgeting, sourcing, vendor management and financial performance metrics management.
Our Clinical Maestro solution is absolutely unique in the industry – there are just no substitute products out there with the same breadth of novel solutions and collaborative infrastructure that have the potential to transform the industry. This is largely because we are not trying to build a product to sell to pharma companies or CROs, rather we are trying to solve an age-old problem that has plagued the industry with inefficiency since the introduction of computers and email. Our vision incorporates moving away from traditional Excel-driven manual methods of budgeting, sourcing and vendor management and metrics and into the age of workflow automation and artificial intelligence. Clinical Maestro brings order to the RFP process by assembling and organizing inputs from all stakeholders to create a shared digital standard. A good visualization of the current state of the industry is that each Sponsor and each CRO is playing their own musical instrument, their own song, in their own style, alone, in a corner. Clinical Maestro brings all these players together in unison to create a beautiful symphony. Together, with the right technology and tools, we believe we can get there.
We have seen amazing innovation start to flourish in the business processes around clinical development. I call it the Administrative Revolution of clinical trials. These include simplified, digitized and automated solutions for vendor discovery and payment, site and patient compensation, and whole process evolution for planning, sourcing, financial performance metrics and engaging with vendors such as Clinical Maestro’s digital Transaction Room and Governance dashboards. Furthermore, artificial intelligence has a mega role to play in our ability to use predictive analytics to better mine one’s own data sets and collective, anonymized data sets such as Clinical Maestro’s Intelligence Bank and Data Trove. Other areas that will change the game include using AI for at-home dosing, patient access and patient engagement. I am personally very excited by the use of video communication technology and localized contract staffing models to reach patients in remote areas. Lots of exciting things are happening that should propel our ability to deliver life-saving and life-improving therapies to patients in need.
Early adoption; with any new technology solution there tends to be a hockey-stick pattern of adoption – no one wants to be first and no one wants to be last. Having been founded in 2016, Strategikon Pharma is still a young company in a very conservative, slow-moving, and highly regulated industry. Our solution is so novel, so mind-blowing in its ability to disrupt current highly manual processes and deliver efficiencies that we are finding clients need time to digest the potential impacts. These include politicized corporate challenges such as replacing old, underutilized, embedded legacy applications, and even threatening existing low-productivity empires. We are addressing major industry pain points and are confident that our product is the absolute best on the market. Therefore, we are highly focused on Advocacy and Thought-Leadership to help educate the market, engaging the most open-minded and technology-savvy movers and shakers in the industry to champion our system, and of course building ongoing strong investor backing to help us weather the long sales cycles. In short - we aren’t going anywhere and are committed to bringing the future forward!
1. Inertia – there are many numerous new technologies available on the market that could really help solve industry problems but most are being brought forth by small, innovative companies that need to survive in order to move the dial. Many larger drug companies are taking a passive approach and expecting vendors to solve their internal issues with very broad, customized solutions that will require M&A activity. I worry that by waiting for these small players to consolidate into larger-scale providers, the industry to lose some of the innovation edge and nimble service benefits that small organizations can deliver today. 2. Conservatism – similarly, as much as we like to think of the pharmaceutical industry as being “high-tech”, we really haven’t changed that much in the past 40 years or even 20 years. In fact, much of the advances in communication have created more busywork and distractions. Each of us industry professionals need to look within at how our own daily behaviors and working practices could be improved to drive greater productivity and impact. We believe without a return of focus to analysis, strategy, action, performance and change, drug development will continue to elongate which drives up cost and risk. We owe it to patients to innovate and evolve. 3. Balance of Power – in my prior role at a Top CRO, I experienced the integration of commercial services into clinical solution strategies. This was a mega eye opener for me to start to appreciate this completely other world, and I will never forget the words of our CEO who led the assembly of this model back in 2011. He talked about the future being one in which drug companies are paid not for supplying drugs, but for achieving Health Outcomes. This, along with the introduction of greater efforts to hear the voice of the patient and the growth of formal patient advocacy groups, will finally start to change the dynamic towards one where the real customers of our industry achieve a greater balance of power. I believe this connection to the communities we serve and the accomplishments we deliver is essential for our industry to remain relevant and thrive.
It is important for us to attend CTIP because we have an excellent message to share and are eager to seek out other like-minded professionals who are thirsty for innovation. We hope that CTIP will help us expand minds while making new friends and partners in the process.
I have been working in the industry for 16 years, in various roles and capacities, and have been strongly rooted in the data world for clinical research. Over the years, while expanding my own knowledge and scope into clinical development operations, my latest roles have brought me to be highly engaged with customers and colleagues from a development perspective in getting small to medium size biotech/device companies to the clinical development stage and their programs moving.
I believe that what we are offering at Crown CRO, though a Full-Service CRO with truly in-house services, we differ in the way we interact with our customers. Knowing that time is precious and focusing on the aspects that are important for our customers and their programs, we have strived to offer subject matter experts even at early discussion stages to utilize everyone’s time in an optimal way. Getting right to the heart of the challenges and needs of our customers has proven to be more advantageous in getting programs to advance rather than overwhelming decision makers with irrelevant “pitches”.
Establishing trusted collaborator groups and integrator roles, that not only can provide core services from their own in-house portfolios but also those with wide networks of experts with aligned expectations and understanding of not only the program but the objectives – scientific and business.
We have made great investments into our service offerings in order to truly have in-house (not subcontracted) services as well as establishing our Commercial Innovations & Office to initiate discussions with customers and potential customers to provide subject matter expertise from the start.
Our Early Development consulting and Integrator services have increased starkly over the past year proving that our collaborative positioning and deep dedication to our customers is key from day 1.
After the establishment and investment into our own Data Services and Pharmacovigilance – we are taking steps toward further technological innovations and partnerships. We have a well-established partnership with IBM Watson Health as an example of these first steps to advance quickly in terms of technology and advanced approaches to Clinical Research.
My expectation is to be able to not only have meaningful discussions with industry peers and share experience, but also to highlight Crown CROs strength and capabilities not only in our region but in global clinical development.
Though we have a wide range of customers (from large pharma to virtual biotech), one of our strong focuses is in helping industry new comers as well existing small and virtual biotech see their programs through to clinical and support during the clinical phases in a transparent, flexible and reliable manner.
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