STRATEGIC GROWTH OUTLOOK FOR CELLO HEALTH · Whilst this presentation has been prepared in good...

© CELLO HEALTH PLC

STRATEGIC GROWTH OUTLOOK FOR CELLO HEALTHApril 10th 2019

2© CELLO HEALTH PLC 2

DISCLAIMER

The information contained in this presentation document (the “presentation”, which term includes any information provided verbally in connection with this presentation document) does not constitute an offer or solicitation to hold, sell or invest in any security and should not be considered as investment advice or as a sufficient basis on which to make investment decisions. This presentation is being provided to you for information purposes only.

Whilst this presentation has been prepared in good faith, neither Cello Health Plc (the “Company”) nor any of its group undertakings nor any of their respective directors, members, advisers, representatives, officers, agent, consultants or employees: (i) makes, or is authorised to make any representation, warranty or undertaking, express or implied, with respect to the information and opinionscontained in it or accepts any responsibility or liability as to the accuracy, completeness or reasonableness of such information or opinions; or (ii) accepts any liability whatsoever for any loss howsoever arising, directly or indirectly, from use of or in connection with the information in this presentation.

The Company is under no obligation to provide any additional information or to update or revise the information in this presentation or to correct any inaccuracies which may become apparent. This presentation may include certain forward-looking statements, beliefs or opinions. There can be no assurance that any of the results and events contemplated by any forward-looking statements contained in the information can be achieved or will, in fact, occur. No representation is made or any assurance, undertaking or indemnity is given that any such forward looking statements are correct or that they can be achieved.

3© CELLO HEALTH PLC

WELCOME

Mark Scott

Chief Executive Officer


INTRODUCTION TO CELLO HEALTH

Stephen Highley

Group Chief Operating Officer


AGENDA

2.30pm – Welcome and Introduction to Cello Health

• Mark ScottChief Executive Officer

• Stephen Highley Chief Operating Officer

2.50pm – The Future & Cello Health Core Services

• Jon BircherChief Commercial Officer

• Jane ShirleyRegional Chief Executive Officer Europe

3.40pm – Future Growth & Strategic Outlook

• Julia RalstonRegional Chief Executive Officer USA

• Stephen Highley Chief Operating Officer

4.15pm – Q&A

4.30pm – Drinks


PURPOSE OF THE DAY


INTRODUCTION

The purpose of today is to outline:

• Our view of the future, particularly what this means for Cello Health

• Our ambition

• Our strategy


CELLO HEALTH DIVISION - EXECUTIVE TEAM

Jane Shirley

Regional Chief ExecutiveEurope

Julia Ralston

Regional Chief Executive USA

Jon Bircher

Chief Commercial Officer

Mark Bentley

Chief Financial Officer

Stephen Highley

Chairman


BRIEF OUTLINE


WHO WE ARE

A global, healthcare focused advisory group, comprised of a distinct set of technical advisory and execution capabilities:

EXPERTS IN SCIENCE, INSIGHT, STRATEGY, COMMUNICATIONS DELIVERED AS A SPECIALIST CAPABILITY OR AS A FUSION OF EXPERTISE

STRATEGIC & SCIENTIFIC CONSULTING

SCIENTIFIC & CREATIVE COMMUNICATIONS

BUSINESS INSIGHTS & ANALYTICS


WHY DO CLIENTS NEED US?

https://www.forbes.com/sites/baininsights/2018/03/05/the-secret-to-a-successful-drug-launch-infographic/#2df474f74346https://www.statnews.com/wp-content/uploads/2017/01/Lifetime_Trends_in_Biopharmaceutical_Innovation.pdf

https://academic.oup.com/biostatistics/advance-article/doi/10.1093/biostatistics/kxx069/4817524

10 – 12 YEARS TO LAUNCH

$3.6bn AVERAGE R&D SPEND PER NME SINCE 2007

FROM PHASE 1 ONLY

13.8% OF DRUGS MAKE IT TO APPROVAL

50% OF LAUNCHES OVER THE LAST EIGHT YEARS HAVE UNDERPERFOMED

SUCCESS DEPENDENT ON FIRST

12 -24 MONTHS POST LAUNCH

https://www.forbes.com/sites/baininsights/2018/03/05/the-secret-to-a-successful-drug-launch-infographic/#2df474f74346

https://academic.oup.com/biostatistics/advance-article/doi/10.1093/biostatistics/kxx069/4817524


THE PRIZE

Most successful drugs of all time in lifetime sales

Company

#1: Lipitor

Pfizer

High cholesterol

#2: Humira

AbbVie

Ankylosing spondylitis, arthritis, Crohn’s disease, plaque psoriasis, ulcerative colitis

#3: Advair

GlaxoSmithKline

Chronic obstructive pulmonary disease, asthma

https://www.nasdaq.com/article/biggest-blockbuster-drugs-of-all-time-cm900574GlobalData.com accessed on 26 Feb 2019

$150.1 billion

[1996-2017]

$116.1 billion

[2003-2017]

$95.7 billion

[1999-2017]

Treats

Lifetime sales

https://www.nasdaq.com/article/biggest-blockbuster-drugs-of-all-time-cm900574

© CELLO HEALTH PLC 13

Maximise their likelihood

of success


WHERE ARE WE ON OUR JOURNEY?

Drive a significant presence in the US

Increase weighting to early stage commercialisation

Alignment of Signal digital market capability to Health

Unified brand, unified professionalised organisation


PRESENTATIONS

Jane Shirley

Core services, and what differentiates us

Julia Ralston

Our drivers and priority areas for growth

Jon Bircher

Why health, the future market place and

implications for Cello Health

Stephen Highley

Closing remarks


THE FUTURE

Jon Bircher

Chief Commercial Officer


CURE BLINDNESSMALARIA

ERADICATEDDIGITAL

PRESCRIPTIONTRIALS ON

CHIPS

THE FUTURE OF HEALTHCARE IS HERE

PHARMACY DRONES


GLOBAL HEALTHCARE INDUSTRY IS A GREAT PLACE TO BE

Deloitte-g2017-health-care-outlook-infographichttps://www2.deloitte.com/content/dam/Deloitte/global/Images/infographics/lifesciences-healthcare/gx-lshc-hc-outlook-2019-infographic.pdf

~$10 trn

Global health care spend by 2022

= 10% GDP

7.5%

Percentage increase 2015-2020

2.5%


PHARMA IS OUR CORE BUSINESS OPPORTUNITY AND CAPABILITY

$1.2 trnValue by 2024

+6.4% CAGR2018-24

20%Orphan drugs

~12%Oncology market growth

59Molecular entities and biologics FDA approved in 2018

3.1% CAGRForecasted R&D spend growth

http://info.evaluategroup.com/rs/607-YGS-364/images/WP2018.pdf

29.6% CAGRIn digital health

$11bnSpend on advisory services



OUR CLIENTS NEED TO MAKE CONFIDENT CRITICAL DECISIONS

Drug life optimisation: the three life phasesEARLY MIDDLE LATE

Inve

stm

ent

of

sale

s

YearsDISCOVERY LAUNCH LOSS OF MARKET EXCLUSIVITY

Pre-Clin/Phase I Phase II Phase III Intro Growth Maturity Decline Generic Competition

CRITICAL DECISIONWhich indications in which sequence? CRITICAL DECISION

What evidence and outcomes to support access?

CRITICAL DECISIONHow to build the right organisation / plan for launch?

CRITICAL DECISIONHow to differentiate vs. growing competition?

CRITICAL DECISIONFollow on indications, assets and formulations?


SO WHAT DOES THIS MEAN FOR OUR BUSINESS TODAY?

Expert Navigation

Through complexity, steer decisions and build solutions

Fresh Insights

Intelligence and data to address critical questions

Credible Perspective

Bring challenge and real-world experience

Thought Leadership

In areas of science, practice and therapeutics

Creatively Communicate

Connecting customers with cutting-edge science

Extra Capacity

Providing resources and skills or to fill capability gaps

Embedding

New process, ways of thinking and/or skills and capability

3


BUT THE OPPORTUNITY GOES WELL BEYOND PHARMA

Biotech$500bn

30% of Biopharma

MedTech$800bn

5% growth

Digital Health$600bn

40% mHealth share

Health & Wellbeing$4.2trn

$575bn preventative care

http://info.evaluategroup.com/rs/607-YGS-364/images/WP2018.pdfhttps://globalwellnessinstitute.org/press-room/statistics-and-facts/https://www.gminsights.com/pressrelease/digital-health-market

https://pharmaphorum.com/news/digital-health-market-to-top-379bn-by-2024/https://www.wearable-technologies.com/2019/01/healthcare-wearables-market-to-reach-60-billion-by-2023-says-juniper-research/


https://globalwellnessinstitute.org/press-room/statistics-and-facts/

https://www.gminsights.com/pressrelease/digital-health-market

https://pharmaphorum.com/news/digital-health-market-to-top-379bn-by-2024/

https://www.wearable-technologies.com/2019/01/healthcare-wearables-market-to-reach-60-billion-by-2023-says-juniper-research/


CRITICAL DECISION MAKING IS BECOMING MORE COMPLEX

Digital technology competitors disrupting the space

Targeted therapies focused on small patient populations

Digital sensors & digital health “around the pill”

AI and big data analytics impacting all stages of the development cycle

The mobilised, knowledgeable, quantified patient

Pricing pressure and drive towards innovative, evidenced

based, value outcomesImpact of the microbiome


CORE SERVICES

Jane Shirley

Regional Chief Executive Officer

Europe


CONFIDENCE, CREDIBILITY & CAPACITY: THE KEY REASONS CLIENTS NEED CELLO HEALTH

The Cello Health Knowledge Bank

500 STAFF 52GLOBAL MARKETS COVERED

+

Market Researchers, Master Practitioners, Digital Specialists, Innovation leads, Field and Compliance200

140

70+

60+

Communications Specialists, Scientists & Creatives including Client Service, Project Managers and Medical Writers

Consultants with a blend of industry experts and consulting specialists

PhDs and MDs providing a depth of understanding into cutting edge science

80RARE DISEASES COVERED IN 2018 8

MARKET SEGMENTATIONS IN 2018


CELLO HEALTH SUPPORTS CLIENTS ACROSS THE FULL PRODUCT LIFECYCLE

Pre-Launch Launch Post-Launch Brand OptimisationPre-Clinical

Qualitative & Quantitative Research

TPP Optimisation

Landscaping & Unmet Needs Patient Journey

Customer & Market SegmentationPositioning & Message Development

Brand tracking

BD & Partnering Support

Asset & Indication PrioritisationForecasting & Valuation

Commercialisation StrategyFranchise & Brand Strategy

Scenario & Competitor PlanningLaunch Excellence

Analysis & Assessment

Data DisseminationStrategic Communication Planning

Stakeholder EngagementEducation & Outreach

Consumer EngagementPublic & Government Affairs


Follow on work

OPPORTUNITIES FOR FURTHER WORK PROLIFERATE

Client moves to new

company

Follow on work

Initial / Ongoing Project

Cross sell

Expand into new team in

client base

Follow on work

Cross sell

Cross sell Cross sell


client base

Follow on work

Follow on work

Follow on work


client base

Follow on work Cross sell


client base


client base

Follow on work Cross sell


client base


client base


THE CLIENT CHALLENGE: Developing commercial strategy and Phase 3 trials for important new asset in a specific TA. A rapidly changing market with several competitors also in development

CELLO HEALTH CONSULTING: APPLYING GAMING STRATEGY TO ENHANCE STRATEGIC PLANNING

OUR APPROACH

Developed perspectives of future market

Designed four plausible future market scenarios

Ran internal workshops to explore scenario implications

Ran competitor simulations to anticipate competitor strategy

Developed brand strategy

THE VALUED OUTCOME:

Robust global strategy accounting for multiple market and competitor scenarios, aligned across key functions

Informed Phase 3 Development Plan based on sound internal assumptions and competitor analysis


CELLO HEALTH COMMUNICATIONS: TENURED AND INTEGRATED WORKFLOWS ACROSS CLIENT PORTFOLIOS

YEAR 1 YEAR 2 YEAR 3

Portfolio A Capabilities Pitch: Awarded Scientific Platform Development

Portfolio B: Awarded Scientific Communications AOR Portfolio B: Extends to

Health Economics & Outcomes support work

Portfolio A: Extends to Health Economics & Outcomes support work

Portfolio B: Continued expansion to include all portfolio assets

Portfolio A: Expansion to additional Scientific Communications programming support

Portfolio B:Digital solutions for Medical Affairs congress booth

Portfolio A: Continued expansion of activities across portfolio

Referral

FUTURE


CELLO HEALTH INSIGHT: MAPPING THE PATIENT JOURNEY

As part of the submission for approval to launch, NICE requested our client provide real world evidence of impact of a specific allergy on patients throughout their “journey”

Parent co-discovery

Physician validation

Deep dive patient interviews

Social insights and analytics

Self-ethnographic mobile video capture

Mini-group discussions

Digital journey task


THE CELLO HEALTH ASSET BANK


HOW CELLO HEALTH STANDS OUT FOR OUR CLIENTS

ORGANISATIONAL BALANCE GIVES CLARITY OF PERSPECTIVE

EXCEPTIONAL CALIBRE OF TEAMS

GENUINLY ALIGNED AND NON-COMPETING STRUCTURE AND CULTURE

Complex challenges requiring expert

guidance and creative thinking


FUTURE GROWTH

Julia Ralston

Regional Chief Executive Officer

USA


DRIVERS OF GROWTH

PRODUCTS AND IP

LEVERAGING CAPABILITIES

GEOGRAPHY VALUE OF

CLIENT BASE


EVOLVING PRIORITIES

Regulatory

Clinical / medical Reimbursement

Commercial

Valued advisory

Technical

High marginEarly stage

US expansion

Signal and Health

PRODUCTS AND IP

LEVERAGING CAPABILITIES

GEOGRAPHY

VALUE OF CLIENT BASE


GEOGRAPHY

MA #2 VC investment $6.2bn16% US drugs in pipeline

> 2,000 candidates

#2 NIH grants

US COAST TO COAST

0

200

400

600

800

1000

1200

Preclin P2/3 Filed

‘Early’MA candidates by stage

Bio Medtech

‘Tech’ in CA companies

G L O B A L

UNITED STATES EUROPE

California Boston Berlin

CA #1 VC investment $7.6bn#1 Digital health VC funding

3,418 companies

#1 NIH grants

Close to client

For CA: California Life Sciences Industry Report 2019 http://info.califesciences.org/2019report

For MA: 2018 MassBio Industry Snapshot www.massbio.org/why-massachusetts/industrysnapshot

http://info.califesciences.org/2019report

http://www.massbio.org/why-massachusetts/industrysnapshot


CAPABILITY

Growth within capability

Centers of excellence across: Oncology

Rare diseases, gene therapy

Medtech

Forecasting


CLIENT BASE

Integrated, matrix BD team structure

Integrated work teams

Reward & recognition

Top 25

Yes No

Depth of Top 25

Combined Single

Breadth across client base

Large Other

US Base

US ROW


INNOVATION: IP AND PRODUCT


SUMMARY


SUMMARY

Stephen Highley

Group Chief Operating Officer


KEY FUNDAMENTALS

Our foundation for growth is strong because:

Business is based on strong client interdependency

Mission critical projects, senior decision makers, deep dive technical expertise

We have a strong ‘unified’ Cello Health Brand

All future acquisitions will inherit and help build our presence in the market

We have a well integrated ‘unified’ organisation

Golden thread from PLC to operating board and executional teams

We have a high calibre, tenured team

Supported by succession plans, continued organisationdevelopment

We have a clear ‘unified’ purpose and ambition

Culture, values and aspirations


AMBITION

The go-to-team of thought leaders and thought formers at the cutting edge of science and technology, navigating clients to confident critical decisions

Partner of choice to ‘support mission critical commercial decisions and implementation programs’ fundamental to brand success

Best known for early commercialisation

Working at the forefront of where science and technology is going

© CELLO HEALTH PLC www.cellohealthplc.com

Q&A

© CELLO HEALTH PLC www.cellohealthplc.com

CONTACT US:

Cello Health plc

Queens House

8-9 Queen Street

London

EC4N 1SP

MARK SCOTT, Chief [email protected]

+44 (0)20 7812 8462

MARK BENTLEY, Group Finance [email protected]

+44 (0)20 7812 8463

Thank You.

STEPHEN HIGHLEY, Group Chief Operating [email protected]

+44 (0)20 7812 8463

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