“We need to make sure that it’s scalable, safe, and reproducible—so that every patient gets the same medicine every time.”
As a CMC lead focused on new asset development, Ian Fox works at the intersection of research and application—taking promising molecules and turning them into real-world treatments. He explains his work as “a kind of bridge between early research identification of a target area and making the end product a sustainable, controlled, safe, quality product that can meet a patient’s needs.”
Ian supports the push from medicinal chemistry into clinical development, translating discovery into consistent, high-quality products. That means evaluating manufacturing processes early, making sure they are viable not just in theory but in scale. “It has to be always the same quality, the same dose, the same perfect medicine every time,” he says.
Ian did not begin in development. His journey started in commercial manufacturing, then he saw an opportunity to move closer to impact. “The move into pharmaceutical development gives me the opportunity to reach more patients and change their lives.”
That shift required growth. He “climbed the ladder” and completed a master’s focused on innovative manufacturing. Ipsen’s structure allowed him to move across teams, expand his technical scope, and step into a role where science connects directly to patients.
He believes the future lies in better tools and deeper collaboration. “With advancements in AI, we might reduce the risk or the level of testing we have to execute—through more effective modeling,” he says. “Tools like this will aid scientists and let us focus more on the work itself.”
In the end, for Ian, everything comes together through collaboration. “If we can’t collaborate, the product doesn’t make it to market. By working together, we work towards delivering the same results for every patient every time.”
What a start to 2026! We announced excellent financial results today.
Total sales grew by 23.5% at constant exchange rates, driven by double-digit sales growth in all three therapeutic areas: +15.6% in Oncology, +108.0% in Rare Disease and +16.6% in Neuroscience.
This follows a series of announcements that highlight the great progress we have made since January: two acquisitions and three positive topline results in clinical trials in both chronic and episodic migraine, as well as in primary biliary cholangitis.
For Rajminder, the past five years have been marked by challenges that affected every aspect of her life. As a mother and a wife, she struggled to fully participate in the moments that mattered most, while navigating a condition that proved difficult to treat.
After several unsuccessful treatment attempts, she found herself running out of options. Conversations with her healthcare team increasingly focused on what could come next and whether another treatment might be able to make a difference.
When she finally started a treatment that worked for her, the impact was felt far beyond symptom management. It enabled her to regain parts of her daily life that she had lost over the years: spending time with family and friends, enjoying everyday activities and, most importantly, being present for her daughter.
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Those experiences have given Rajminder a unique perspective on the impact medicines can have on patients and their families. Having lived through the uncertainty of failed treatments and the life-changing difference of finding one that worked, she understands firsthand what is at stake for people waiting for new therapeutic options.
Today, that personal experience brings a deeper meaning to her role at Ipsen. Knowing what it feels like to be a patient searching for answers, she is reminded every day of the importance of the work being done across the organization. For her, it is not just about developing and delivering medicines. It is about helping people regain moments, opportunities and experiences that may have once seemed out of reach.
Looking back, Rajminder reflects on how difficult it was to imagine a brighter future during her toughest moments. Today, however, she sees her journey differently. It has reinforced her appreciation for the people working to advance treatment options and strengthened her belief in the difference those efforts can make in patients’ lives.
Rajminder’s story is a powerful reminder that behind every medicine is a human story, and that for some patients, finding the right treatment can open the door to an entirely new chapter.
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Jennifer Schranz, Senior Vice President, Head of Rare Diseases
The human cost of a system out of balance
Over the years, I’ve seen firsthand how crushing fatigue and relentless itching can define daily life for so many people living with rare cholestatic liver diseases. It disrupts sleep, work and family life – all visible signs of a body struggling to maintain biological balance. These symptoms come from cholestasis, where bile flow from the liver is impaired, leading to a toxic accumulation of bile acids, heightening the severity of symptoms and driving progressive liver damage. But despite advances in our understanding, treatment options remain limited. It raises an important question: what if the key to new treatments lies in understanding the wider role bile acids play in the body?
Bile acids: the bigger story shaping the future of research
For a long time, bile acids were mainly discussed in terms of the damage their build-up can cause in the liver. But advances in cholestatic biology are revealing a much broader picture. Bile acids are now recognized as powerful signaling molecules that influence metabolism, inflammation and immune function throughout the body.
As this understanding has grown, so too has the way researchers approach rare cholestatic liver diseases. The focus is no longer only on impaired bile flow, but on the biological imbalances that drive disease progression. Across rare liver disease research, this shift is opening new avenues for treatment. Today, approaches such as IBAT inhibitors, PPAR agonists, FXR agonists and microbiome-modulating therapies are all being explored, reflecting a deeper understanding of bile acid biology.
What’s particularly exciting is how these advances are beginning to reshape the way we think about care. By intervening earlier and targeting the drivers of disease, we can begin to move beyond symptom control alone. Biomarkers such as alkaline phosphatase (ALP) – a marker of cholestasis where normalization is tied to better long‑term outcomes – are increasingly helping guide treatment decisions.
Ipsen: putting this science to work for patients
At Ipsen, our approach in rare liver disease is built on a deliberate shift: understanding bile acids as a complex, system‑wide driver of disease and daily patient burden. This perspective defines how we accelerate our science – shaping the pathways we focus on and the clinical trials we design to deliver meaningful impact.
Across five rare cholestatic liver diseases, we are advancing a focused research strategy grounded in emerging insights in bile acid biology, applying this understanding to develop therapeutic approaches.
Every scientific breakthrough begins with a question: can this medicine extend life, restore balance, or meaningfully change what is possible for patients? At Ipsen, we are bringing that same discipline to artificial intelligence, asking whether it can help our teams analyse data in new ways, reduce rework and make better, faster decisions in pursuit of science with purpose.
This is the aim of our pilot with the Claude for healthcare and life science team: to test hypotheses in real research and business workflows, measure impact and learn quickly with responsibility embedded from the outset.
Launched in May 2026, the pilot brings together over 40 colleagues across Ipsen’s Research & Development and Medical organizations to work on a defined set of use cases spanning external innovation assessments, scientific literature synthesis, knowledge generation and clinical development workflows. The objective is to focus on high-value activities where teams routinely navigate large amounts of complex data and must produce consistent, high-quality outputs. Participants are exploring the platform using tools including Claude Science and Claude Code.
In healthcare, how AI is used matters as much as what it can do. This pilot is therefore being run with a strong focus on governance, appropriate access, ensuring the right controls are in place and that teams use these tools responsibly.
This is not AI for AI’s sake. Ipsen’s ambition is to bring medicines to patients sooner. This pilot is a focused test of where AI can support that ambition, responsibly and with scientific rigour. Not every step in the delivery of medicines to patients can be accelerated but improving how and when decisions are made and reducing friction in complex analytical work, can make a meaningful difference.
Anne Petit does not wait for instructions. She knows that in pharmaceutical development, her team often moves first. “We always need to anticipate the next development phases of a clinical program,” she says. “We need to manufacture the product. It takes time.”
Anne leads formulation and process development at Ipsen, where she supports medicines from early nonclinical work through clinical trials and into commercial transfer. Her team defines how the medicine will be made, how it will be delivered, and how the product will perform—long before most colleagues have begun their phase of work.
Anne comes from a family of scientists, so it was natural for her to continue in the family business of sorts. She trained as a chemist and considered pharmacy, but found her direction during a PhD focused on peptide formulation. “That was really the first time I worked on formulation with the intent to go to patients,” she says. The work included drug product manufacturing and in vitro testing and in vivo evaluation in mice. For Anne, this work was “patient-centric,” she says. “That’s when I knew it was what I wanted to do.”
Today, the work demands a combination of speed and foresight. “We need to define several things, even something as simple as the color of a capsule, way ahead of the commercial launch.” This is done to generate stability data for dossiers. Small choices carry regulatory consequences, and deadlines cannot be missed.
Anne sees her group as the link between vision and reality. “People have an idea for a new medicine,” she says. “We are already there, adapting to the request. But we need time. And we need to anticipate decisions.”
She also keeps her focus on the clinic. “We are in the middle of everything,” she says. “We need to ensure we are manufacturing enough product on time, so there will be no issue when the clinical study runs.”
Anne sees potential in AI and in silico tools, but she stays grounded. “At the end you will still need to have experiments,” she says. “Because your molecule will be unique.”
At Ipsen, medical insights are not an end in themselves. They help us better understand the reality experienced by patients, healthcare professionals and health systems so we can make better decisions across our organization.
This matters because quality insights can lead to clear and focused action: shaping evidence generation, informing medical strategy, strengthening cross-functional decision-making and helping Ipsen respond more effectively to unmet needs. At the heart of this approach is a simple principle: curiosity and active listening can help us act for patients and society.
This reflects Ipsen’s broader strategy: a science-led, patient-driven approach that turns knowledge into enterprise-wide impact. By embedding patient insights and robust data into decision-making, Medical helps connect what we learn through scientific engagement to the strategic choices that shape our evidence plans and portfolio priorities across Oncology, Rare Disease and Neuroscience. This ensures that, as we advance our pipeline and strengthen our portfolio, patient needs remain central to how we create value, guide investment and deliver meaningful impact for the communities we serve.
aligned to quality standards, to bring the right capabilities in curiosity and listening for insights and to capture what matters most and connect evidence to strategic priorities.
to ensure insights are synthesized, assessed and acted on by the right teams.
to identify patterns faster and support more informed decisions.
so insights can shape action across Medical, R&D and beyond.
“When insights are brought together systematically across markets and therapeutic areas, they can help identify shared needs, guide evidence generation priorities and strengthen alignment across functions and geographies. In this way, global strategy is informed not only by data, but by a clearer understanding of what matters most in practice.”
“Insights have the greatest value when they help teams respond to the realities of their healthcare environment – whether by refining engagement, informing local evidence needs or improving collaboration across functions. This is how strategy becomes more grounded, more relevant and ultimately more useful for the communities Ipsen serves.”
Together, these perspectives show that elevating medical insights is not simply about gathering more information. It is about creating the conditions for insight to become action – through shared ownership, clear priorities and a commitment to using what we learn to improve decision-making for patients.
As Ipsen continues to expand our portfolio at every stage of development, turning insights into action will remain essential to how we work. It helps us listen more effectively, learn more systematically and act with greater focus across global and local settings.
Because at Ipsen, the value of insight lies in what it helps us do: make better decisions, work better together and create greater impact for patients.
Ipsen has been recognized with a 2026 LTEN Excellence Award in the “Transformational Enablement” category, celebrating its innovative program“First-line Sales Managers coaching to drive scalable impact.”
This prestigious recognition highlights Ipsen’s ability to guide its teams through change with both effectiveness and empathy, ensuring sustainable impact across markets.
At the heart of this initiative lies a strong conviction: first-line sales managers play a critical role in shaping behaviors, strengthening execution, and ultimately improving patient outcomes.
Coaching practices varied across markets, and the objective was to refocus managers on developing capabilities and coaching.
This insight led Ipsen to redefine the role of first-line managers — moving from operational supervisors to true performance multipliers.
To address this challenge, Ipsen designed a structured, scalable Coaching Excellence Pathway, built around three complementary levels:
A key innovation was the integration of coaching directly into daily workflows through digital tools, enabling structured conversations, consistent tracking, and measurable progression over time.
“This approach goes beyond traditional training: it embeds coaching into everyday practice, ensuring that learning translates into real-world impact.”
Recognizing the diversity of its global footprint, Ipsen adopted a co-creation approach involving more than 10 countries, ensuring the program reflected real field realities and cultural differences.
At the same time, the company actively addressed resistance to change by repositioning coaching as a development and performance accelerator, rather than a corrective tool.
“Coaching was initially perceived as a control mechanism. By reframing it as a growth opportunity, we strengthened engagement and ownership across teams.”
This combination of global standards and local adaptability enabled Ipsen to successfully deploy a consistent coaching culture worldwide.
The program has already delivered strong, measurable results across its early deployment phase:
Beyond these metrics, Ipsen observed tangible improvements in field execution, including more effective healthcare professional engagement and deeper clinical discussions.
“Coaching has become a strategic execution lever, enabling stronger alignment between global strategy and field impact.”
This recognition reinforces Ipsen’s long-term commitment to developing its people and investing in learning as a driver of performance and innovation. By equipping field teams with coaching capabilities, Ipsen is not only improving execution — it is fostering a culture of continuous learning, agility, collaboration, and impact.
“Our ambition is to build a lasting coaching culture where every manager is empowered to develop their teams and deliver meaningful results for patients.”
This award adds to Ipsen’s growing recognition in Commercial learning and development, including several major international distinctions received in 2025:
Together, these achievements demonstrate Ipsen’s ability to design innovative, impactful learning solutions that deliver measurable results at scale.
The LTEN “Transformational Enablement” category recognizes organizations that successfully guide teams through change while ensuring long-term adoption and effectiveness.
Ipsen’s award-winning initiative exemplifies this ambition by combining:
Ultimately, it reflects Ipsen’s commitment to empowering its people to make a meaningful difference for patients worldwide.
The Life Sciences Trainers & Educators Network (LTEN) is the leading global nonprofit organization dedicated to learning and development in the life sciences industry, including pharmaceutical, biotech, medical device, and diagnostics companies.
Founded in 1971, LTEN brings together a large international community of training professionals and learning leaders to share best practices, explore innovation, and advance the impact of education across healthcare organizations.
Through its annual conference, resources, and global network, LTEN plays a key role in shaping how companies develop their people to deliver better performance and ultimately improve patient outcomes.
Each year, the LTEN Excellence Awards recognize organizations and teams that are driving meaningful transformation in learning and development, highlighting initiatives that deliver measurable impact and set new standards across the industry.
At Ipsen, Commercial Learning & Development is how we turn science with purpose into conversations that matter. Every program we offer for our sales representatives and first-line sales managers (FLSMs) who coach them is designed to power confident and science-based HCP conversations.
As part of our commitment to communities, Ipsen has completed the global bi-annual survey to better understand how patient organizations experience collaboration with the company, and to identify opportunities to further strengthen these partnerships.
The results provide valuable insights and serve as an important foundation for ongoing listening and continuous improvement.
The survey highlights areas of strength, while also pointing to clear expectations from patient organizations for deeper, more integrated collaboration in the future.
Patient organizations generally report positive and well-established relationships with Ipsen, built over time through regular engagement and shared objectives.
Many respondents describe mature partnerships grounded in trust, characterized by consistent interactions and a strong willingness to collaborate.
At the same time, their feedback reinforces the importance of maintaining high standards and continuing to evolve these partnerships to meet changing needs.
“At IKCC, our partnership with Ipsen is rooted in a mutual dedication to elevating the patient voice and fostering shared decision-making within oncology. Ipsen consistently demonstrates a sincere commitment to patient advocacy—whether through training initiatives, publications, collaborative events, or ongoing co-production. These sustained efforts ensure that our work together delivers genuine social impact and is instrumental in creating lasting benefits for patients affected by kidney cancer.“
The survey indicates a high level of satisfaction with engagement, reflected in an average score of 8.8 out of 10.
This result demonstrates that Ipsen’s efforts to build constructive relationships are recognized by patient organizations. However, it also signals rising expectations. this key stakeholder group is increasingly seeking earlier involvement in initiatives, more consistent collaboration across markets, and greater transparency and shared value creation.
These expectations highlight that strong engagement today must translate into even more meaningful collaboration tomorrow.
A clear theme emerging from the survey is the ambition of patient organizations to move beyond engagement toward deeper, long-term co-creation.
This includes:
Ipsen recognizes that meeting these expectations will require continued effort, structured approaches, and ongoing dialogue with patient communities.
Ipsen remains committed to listening, learning, and working alongside patient organizations to ensure collaborations continue to evolve in meaningful and impactful ways.
“This feedback reflects strong, trusted relationships built over time. We’re encouraged by the strength of these partnerships, and equally motivated by the ambition of patient organizations to go further. Listening and co-creating will be key to what comes next.”
“My job is to be a guardian of patient safety.”
As Safety Science Director, she works across both early development and post-marketing, ensuring that risks are anticipated, analyzed, and managed so treatments can reach patients responsibly.
Her work currently includes a marketed medicine and another in early development, preparing for the first-in-human trial. “We have to define all the potential risks that we anticipate based on what’s been seen in non-clinical studies and other similar compounds,” she explains. “Once the first patient is treated, GPS is very closely involved in monitoring what happens—every reported adverse event, every side effect.”
That attention does not stop at trial data. “It’s analyzing and interpreting all safety data, whether it comes from clinical trials or the post-marketing side,” she says. “We work to identify any trends or signals that may impact the benefit–risk balance of the medicines. If we do identify something, then we decide what action is needed.”
Her role also extends to Ipsen’s Benefit Risk Decision Board. “It’s the highest level of safety governance,” she says. “Teams bring their data, and the board makes the ultimate decisions. For me, it’s a unique opportunity to understand the important safety decisions being taken for products across the Ipsen portfolio.”
One moment that stands out came during a recent European regulatory submission for an extension of indication. “Part of the strategy was to show that the safety profile was consistent with what was already known for the product,” she recalls. “It was a long journey, but I learned so much along the way, and it was so rewarding when the final decision was approval.”
For Nisha, that is the purpose of pharmacovigilance. “To understand, minimize, and communicate the risks or harmful reactions associated with a medicine, allowing an assessment on the benefit versus the risk to be made,” she says. “What we do is crucial to ensure patients can access safe treatments.”