Current track and session postings reflect confirmed speakers only.
Session information and speakers are updated on daily basis and are subject to change.


Track Sponsors:

Human Capital in an Economic Downturn
9:45am – 11:00am

Cost-cutting measures never go out of style, but they become particularly attractive during periods of financial volatility. Executives wonder how to protect their company against the dizzying effects of a turbulent market. Improving human capital practices can be a powerful way to contain costs in a down economy. By optimizing your benefit funding you can be sure you have the right benefit strategy for your company's strategic objectives. Keeping your focus on performance management ensures that employee goals are aligned with business goals, and that compensation is determined accordingly. Making sure you have best practices in place to ensure that you’re making the right hires can prevent the exorbitant cost of a termination and re-launched position down the road. Company executives that retain a focus on identifying and developing their internal leaders are positioning their companies to survive and thrive. This session will provide human capital best practices that directly affect the bottom line. Keep your organization lean and efficient by outsourcing non-core functions; only hire the talent that is absolutely necessary for your primary business. The companies that preserve cash and stay nimble will be well-positioned for success once the marketplace returns to health.

Panel Moderator:

Fred Dorey
Special Counsel, Cooley Godward Kronish LLP

Panel Speakers:

Steven R. Deitcher, MD
President, CEO, and Director, Hana Biosciences

Jack Midgley
Vice President Human Capital Consulting, TriNet

August J. Moretti
Chief Financial Officer, Alexza Pharmaceuticals, Inc.

Jennifer A. Troia, SPHR
Vice President, Human Resources, CoMentis Inc.

Surviving the Storm: Retention Strategies That Are Working!
11:30am – 12:45pm

As employers struggle through these challenging economic times, focusing on employee retention has become a critical issue for many. Contrary to popular opinion, some of your best, most desired and savvy employees may be at risk to move where they have more opportunities. This panel session will analyze the strategies and tactics to successfully retain employees. To retain employees, an aggressive compensation strategy focuses on all reward aspects, including changing employee cash compensation philosophy and utilizing equity carefully. Employee Design and execute a cost reduction (downsizing) plan that will aligned with corporate culture and earn the respect of your employees while improving employee morale for those remaining. Use equity programs to motivate and retain employees, including the use of option repricing to increase retention value to key employees. Each speaker will discuss their decision making process, alternatives considered and why some programs were not utilized. A review of the communications efforts made during the roll out of each program will also be addressed.

Panel Moderator:

Ken Wechsler
Principal, Remedy Compensation Consulting

Panel Speakers:

Wendy Davis
Partner, Cooley Godward Kronish LLP

Howard Simon
Senior Vice President, HR & Corporate Services
Associate General Counsel, Chief Compliance Officer, InterMune, Inc.

Sally Thornton
President, Flexperience, LLC

Steve Zug
Director, Human Resources, Neurocrine Biosciences

Crisis: How Companies Can Stay Calm and in Control
2:15pm – 3:30pm

CEO and corporate reputation has never been a more highly prized — and more imperiled — asset for companies. The benefits of a positive reputation range from increased market value to the ability to hire and retain the best talent. However, reputations built on decades of innovation, accomplishment and integrity can be tarnished, and in some cases irreparably damaged, in an instant. An improperly managed issue can be devastating to a company’s reputation and bottom line. From failed clinical trials, finacial troubles to human capital issues, in today’s business environment, how can companies develop the internal culture and infrastructure needed to anticipate, prepare and effectively manage issues and crises? Simply put: you can never be too prepared. It’s important to anticipate and prepare for shifts in public opinion that could affect a company’s ability to achieve its business objective. Having a proactive approach to crisis management and being prepared to act immediately to reduce negative impact can make all the difference in a crisis situation. In addition to planning and preparation strategies, it’s critical that companies communicate messages properly and correct any inaccuracies in the media. This session will provide best practices in crisis and issues communications and management, in addition to practical advice and tips.

Panel Moderator:

Jill Schaefer
Executive Senior Vice President, Weber Shandwick

Panel Speakers:

Charles Butler
Senior Director, Investor Relations and Corporate Communications , Exelixis Pharmaceuticals, Inc.

Anthony Damaschino
Director of Staffing and Global Human Resources, CooperVision
Former Drector of Human Resources, Novartis (Chiron)

Brady Berg
Partner, Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C.

Alison Marquiss
Corporate Communications, Perlegen
Former Director of Global Communications, Novartis (Chiron)

Best Practices for a Soft Landing
3:45pm – 5:00pm

What to do when you think you might need to walk away: War stories, managing risk, planning and strategies for changing course. This session revolves around a case study of a life sciences company facing the crisis of a severe downturn. Our moderator and panelists will navigate the maze of issues faced by the company’s management, board and key advisors as they come to the realization that the company needs to be positioned for a potential exit transaction. A complex series of issues must be identified and strategies developed to manage the benefits and risks associated with turning the corner or winding down a life sciences company. You’ll walk in the shoes of our moderator and five panelists at crucial points in the company’s evaluation of alternative options. Each must deal with a unique set of practical concerns and considerations to best position the company for continued operations or wind-down. What can be done if you cannot pull out of the dive? How do you soften a crash landing?

Panel Moderator:

Russ Burbank, CTP
Partner, Burr, Pilger, & Mayer LLP

Panel Speakers:

Marc Baluda
Of counsel, Morgan, Lewis & Bockius LLP

Steven Gerbsman
Principal, Gerbsman Partners

David Summa
Chief Executive Officer, Acumen Pharmaceuticals, Inc.

Jerry Iwata
Senior Vice President, Technology & Life Sciences, Comerica Bank