Morgan Prestwich

A Message from Lord Pickles and Lord Blunkett, followed by Morgan Prestwich's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Morgan Prestwich is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

CEO Greg Bell
Gene editing heralds a
new industrial revolution in
Many biopharmaceutical companies around the world
want to bring their medicines to Europe, but fail
to understand the complexities of the regulatory
environment and the market access hurdles in order to launch
within the 28 member states. This is where Morgan Prestwich, a
Surrey-headquartered specialist global biopharmaceutical search
consultancy, adds real value. Their experienced team advise global
biopharmaceutical companies on their go-to market strategies for
the UK and mainland Europe and then build the entire team, from
European senior leadership to in-country local teams. Greg Bell,
CEO of Morgan Prestwich, explains the company’s strategy.
Getting the EU strategy right from the get-go not only optimises profits for innovative
biotechnology companies by accelerating their route to market, but more importantly
ensures that patients with real unmet clinical need have access to medicines that
can be truly life-changing.
We continually champion the UK as the best place to base EU headquarters, for the
simple fact that the UK has the best life sciences talent across Europe, and arguably
the world.
We live in an increasingly global economy; it does, however, remain a fact that the
regulatory environment and consequent market access challenges present serious
barriers to entry for biopharmaceutical companies looking to enter new regions.
The start-up biopharmaceutical industry tends to see the EU as one entity, assuming
that marketing approval by a European regulatory body, the European Medicines
»CEO: Greg Bell
»Founded in 2010
»Located in Reigate, UK, as
well as and Cork, Ireland and
Boston, US
»Services: Executive search &
»No. of employees: 20
»At the end of 2018, they
opened an office in Boston to
build biotech start-ups in the
US focused on rare or orphan
Morgan Prestwich
Highlighting best practice
Agency, a green light for all 28 member
states. When it becomes apparent
this is not the case, companies shy
away from Europe, concerned about
the complexities and potential delays
A service driven by expertise
Our job is to make this important
strategic decision as straightforward
as possible by helping companies
to hone their strategy in terms of
timelines, budgets, headcount and
expertise. Aside from access to a global
network of biopharma talent that is
second-to-none, we havea number
of strategic partnerships with a suite
of organisations who can provide
complementary services. These include
investor communications, market
access, regulatory consultancy and
investment banking.
Our level of endorsement is not just
about serving the national interest. We
have the best talent, the best academic
institutions, fantastic tax incentives
and the best connectivity to Europe
and the US. That view is supported
in the recent McKinsey analysis of
European biotech hot-spots, published
in May2019.
Of the 1,000 biotech companies
created in Europe in the past seven
years, 35 per cent are located in the UK
and the UK now leads on all therapeutic
cluster modalities, including cell and
gene therapy, advance therapeutic
medicinal products and vaccines. Nearly
40 per cent of all inward investment in
European biotech has come into the
UK, leading McKinsey to conclude that
UK is leading a two-speed Europe.
With a global footprint and offices
in UK, Ireland and the US, we are
supporting biotech companies
through searches for c-suites from
chairman through CEO and Leadership
positions in all key functional areas
across the biopharma value chain –
from clinical development through
to commercialisation and launch. In
addition to c-suite services, we have
become recognised leaders in building
whole medical and commercial launch
teams, both at above-country and in-
country levels.
Avoiding the pitfalls
We have developed a body of
experience that enables us to share
insights and learnings with our
clients on how best to approach a
It’s tempting for companies to build
teams too quickly – they can end up
ahead of the curve in terms of when
their launch date begins to crystallise.
That is, however, not efficient and
can leave people dragging their heels,
which is not good for morale, nor the
bottom line.
The other common mistake is to build
too slowly, particularly in terms of
preparing the market environment
prior to launch. That can have major
ramifications in terms of securing
appropriate reimbursement, which can
cost millions in lost revenue.
The UK has become
a leader in biotech,
representing 27 per cent
of all biotech in Europe
companies to
hone their
strategy in
terms of
headcount and
Embracing change
One could be forgiven for thinking
that, given the international nature of
biopharma, we would be particularly
concerned about the effects of Brexit
and the consequent uncertainty
around the UK domestic business
environment. This, however, could not
be further from the truth.
Our strong global presence and
deep domain experience within the
British, European and US markets
gives us the confidence to know that
our business will thrive whatever
the eventual outcome of the Brexit
decision. The fundamentals for UK
in our view are sound and while we
expect to experience some short-term
turbulence, the future is bright.
Our mantra in the business is that great
science deserves great teams, and we
know we have both inabundance in the
UK. Moreover, we will also ensure that
if and when the regulatory framework
does change, we are prepared and
remain up to date. Indeed, depending
on the outcome, Brexit might well
present opportunities for the UK and
Morgan Prestwich as abusiness.
An environment to encourage
and nurture entrepreneurs
In terms of the domestic political
environment, the only political changes
I feel especially strongly about are taxes
and rates on SMEs and entrepreneurs.
It is my view that policies should
be created in such a way that
entrepreneurship is incentivised. At
present, I feel the system of incentives
is working against small business
owners – it even appears more friendly
to big business.
Many creative and industrious people
now find that starting a business
is simply a risk not worth taking,
and seek employment instead. As a
nation, however, it’s important that
we encourage more entrepreneurs to
innovate, be wealth creators and take
us into the future.
Growth, change and
Over the last 15 years or so, since I’ve
been in the industry, it has grown
extensively year-on-year and all the
signs suggest that this is not going
to slow down any time soon. There
will always be a market for us to
operate in, as new technologies and
approaches to medicine evolve to cure
more diseases and genetic disorders.
It will, however, not only grow on
a quantitative scale; there will also
be qualitative changes, with the
introduction of artificial intelligence
and the increasingly important role it
will play in medicine.
No matter how much technology
progresses, however, there will
nonetheless always be a need for that
human element – and this is something
we at Morgan Prestwich will be there
to provide.
Ultimately, if we get it right, building
the right team and supporting clients
to ensure a speedy route to access
will benefit the patient, and that’s
why we do what we do. I remain very
optimistic for the future.
Our mantra in
the business is
that great
science deserves
great teams
AI applied to clinical
development is a
paradigm shift

This article was sponsored by Morgan Prestwich. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster