Eyeworld

EW NEWS & OPINION May 2016 15 we can bolt on other opportunities to our existing pipeline. Since I've joined, our pipeline has grown to more than 5 programs that we're very proud of. Since joining the company, Shire has invested more than $700 million in this space, building our pipeline, and then building the awareness and credibili- ty of Shire in the ophthalmic space. Dr. Donnenfeld: As an emerging leader in the eyecare space, what do you think the responsibility is for companies in ophthalmology to support education? Mr. Dempsey: I think that is a critical component. One of the things I did when I was building the team is show the ophthalmic space that we're committed and in show- ing this, we worked with various associations, for example, the Tear Film & Ocular Surface Society, the Cornea Society, the American Soci- ety of Cataract & Refractive Surgery (ASCRS), and the American Academy of Ophthalmology. Having known a lot of the key players, the receptivity to a new company, a company that is working on these collaborations, has been received very positively. For example, with ASCRS we're supporting the Foundation, and with that sponsorship we're showing dedication to collaborate with the thought leaders. We also support- ed the Young Eye Surgeons with a grant. I think that it is very import- ant to show our commitment to the space that we're willing to invest dollars. I think it's very important for us as an organization to show our commitment through our col- laborative efforts with the various associations. Dr. Donnenfeld: On behalf of ophthalmology, we're always look- ing for innovative companies to develop products that improve the lives of our patients and support education to bring these new ideas to eyecare professionals around the world. I know that you have a passion for eyecare, but you also have other passions as well. What do you think about the Red Sox this year? of the ophthalmic business unit through acquisition, as well as through organic growth and attract- ing the best and the brightest in the ophthalmic industry. Dr. Donnenfeld: Tell us a little bit about your background. I've known you for several years, but you've been in the ophthalmic space for a long time. Can you tell us about where you came from and what attracted you to Shire? Mr. Dempsey: I've been in the ophthalmic space for more than 23 years and I worked with 3 promi- nent companies: Allergan, Inspire, and then prior to joining Shire, Bausch + Lomb. During the course of my career, I have held numerous leadership positions. I started off my career as a sales representative in the Boston area. I progressed to positions of marketing and to sales management as well as senior sales leadership. I also have a unique background in that I was on the medical side as well; I have been a VP at the execu- tive level of 2 organizations in the medical arena. What that has given me is a broad view of the ophthal- mic pharmaceutical marketplace, so I understand the sales, I understand the commercial, I understand the marketing, and I understand the medical spheres. One of my passions is the commercial strategy. Since joining Shire, I've been responsible for the build-out of our ophthalmics business unit, and that has given me further leeway to enhance my skill- set on the strategic side in looking at not only the near-term but also the long-term strategic plan along with business development, looking at building the business and how Dr. Donnenfeld: You just told us a little bit about the innovative cycle at Shire. It's been controversial in the last couple of years in ophthal- mology whether companies should be internally investing resources to develop new products or if they should be looking to acquire start- up companies. You've told us that you're doing both. How is it possible to do both of these in a company like Shire? Mr. Dempsey: A little over 3 years ago, when Shire decided to become a player in the ophthalmic space, we did not have the experience, nor did we have the products. But our CEO made an important strategic deci- sion that he wanted to be a leader and wanted Shire to be a leader in the ophthalmic space. By doing so, we went out and purchased 2 com- panies. So when Flemming Ornskov [Shire CEO] joined, the first acqui- sition he made was SARcode, and with that acquisition we obtained lifitegrast. A few weeks prior to that, Shire acquired Premacure, and in that acquisition we purchased a pro- gram called insulin growth factor-1, which is our insulin replacement therapy for ROP. With these acquisitions, not only did we get products, but we got people. We've been able to attract not only individuals to join us from those companies but other individu- als from within the pharmaceutical industry, in particular the ophthal- mic industry. As I've been very fortu- nate to build a team, we've been able to recruit medical experts for research and development and now commercial individuals who have extensive ophthalmic backgrounds to join Shire. Our philosophy has been to help pave the way for the success Mr. Dempsey: I think they invest- ed $17 million on a third baseman who apparently they just found out is not worthy to be the starting third baseman. But I think my beloved Red Sox and your New York Yankees will battle it out in the American League East championship, and 1 of these teams will go on to represent the American League in the World Series this year. I'm a big believer in the Red Sox/Yankees rivalry, and I think it's good for baseball and good for both cities to have that passion behind the great sport of baseball. Dr. Donnenfeld: I'd like to set a wager here on the record on which of the teams—Yankees or Red Sox— has a better record this year, and I will wager 1 New York City pizza in return for something that Boston is known for. Is Boston known for anything culinary? Mr. Dempsey: As you know, having conducted your internship in Boston and you and I have had lobsters in the day at various Boston restaurants, so I will counter with a lobster feast in a nice restaurant in Boston for my New York colleague. Dr. Donnenfeld: Very good. Is there anything else you'd like to tell us about Shire? Mr. Dempsey: I think it's a very exciting time for the organization. Within Shire to demonstrate our commitment, our CEO has recently said this is the year of the eye and that the No. 1 strategic priority is the flawless execution and launch of lifitegrast, pending approval. For an organization that has made a stra- tegic investment in the ophthalmic space to get that level of commit- ment and support I think is critical and something we're very excited about. EW Editors' note: Dr. Donnenfeld and Mr. Dempsey have financial interests with Shire Pharmaceuticals. Contact information Dempsey: rodempsey@shire.com Donnenfeld: ericdonnenfeld@gmail.com

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