By Sandra Silvestri, EVP & Chief Medical Officer, Ipsen

At Ipsen, our heritage in neuroscience has always been about more than advancing science – it is about transforming lives. Despite advances in care and numerous initiatives to prevent stroke, cases continue to rise over recent decades.[i] A key challenge we continue to face today is post‑stroke spasticity (PSS), a condition that affects around one in four stroke survivors. Yet despite its prevalence, too many people are left without timely access to care. Only a fraction receive support, and even fewer continue with regular follow‑up.

These gaps in care are not inevitable. They are the result of fragmented pathways, inconsistent monitoring, and uneven access to specialist services. Survivors often move between multiple teams — neurology, rehabilitation, community therapy, pain services, and specialist clinics — without a clear point of accountability. This complexity means spasticity can go unnoticed or untreated, leaving patients and caregivers struggling to navigate the system.

At Ipsen, we believe these challenges can be addressed. By embedding structured follow‑up, encouraging multidisciplinary collaboration, and simplifying referral routes, we can help patients move through the pathway more smoothly and access care sooner. Just as importantly, we must see the whole person. Recovery after stroke is shaped not only by physical symptoms but also by mood, motivation, comorbidities, and the daily realities faced by caregivers. Compassionate, practical support — from mood checks and clear information to coordinated appointments that reduce travel and cost — is essential to sustaining engagement.

Our proactive approach is grounded in evidence and collaboration. Through real‑world studies, patient journey mapping, and partnerships across the global neurotoxin community, we are uncovering where care breaks down and designing solutions to close those gaps. This work is already delivering measurable gains: earlier treatment starts, better goal attainment, and renewed confidence for patients and carers.

Above all, we listen. The voices of survivors, families, and clinicians guide our mission. Their lived experiences remind us that recovery is not only about survival, but about life fully lived. As one survivor shared: “I have discovered that I could be strong and overcome difficulties — and give strength to others.”

Ipsen’s commitment to neuroscience is rooted in this belief: that every stroke survivor deserves the chance not only to live, but to thrive. By investing in education, evidence, and collaboration, we are working to ensure that care gaps are closed and that life after stroke is defined by possibility, not limitation.

[i] https://journals.sagepub.com/doi/10.1177/17474930241308142

“I felt, during my career path, that I was more a scientist rather than a leader; in my current role, I’m bridging the two as a research leader.” Elisabetta Leo is moving science forward at the heart of early development. This involves progressing nonclinical data and novel molecules in oncology, from bench to bedside. As Early Development Asset Lead, she leads a diverse team to align data packages, regulatory timelines, and cross-functional coordination to meet critical milestones. Her role covers every step of the transition from nonclinical to clinical. “I work with scientists, clinicians, clinical operations, regulatory, supply chain, and beyond” she notes. Though it encompasses a lot, the goal is simple: ensure the readiness of each program across all functions. This includes maintaining alignment with external partners and involves collaborating on the most promising modalities, shaping them to develop the strategy to test them in humans for the first time—ultimately determining the potential of a medicine in patients.

What drives her is not just the scientific challenge; it’s also human connection. “The people here are exceptional,” she says. “The size of the company allows us to be very connected.” She also values the visibility that comes with Ipsen’s scale. “In some global corporations there are several layers. Here, it is much more agile.”

“I now lead both science and people—and I am really enjoying that.”

It is that combination of leadership, along with curiosity, structure, and purpose—that defines Elisabetta’s work and continues to guide her and her team toward promising results for patients.

Philippe Lopes-Fernandes, EVP & Chief Business Officer, shares how Ipsen’s tenacious approach to dealmaking is transforming breakthrough science into global impact—solidly.

At Ipsen, strategic M&A is more than a growth engine—it’s a commitment to purposeful science. We acquire with intent: to accelerate innovation, expand our therapeutic reach, and deliver meaningful impact for patients with few or no options.

Our approach begins with great science. We seek programs with strong biological rationale and the potential to transform care—whether it’s a novel mechanism in rare liver disease or a differentiated approach in hematology-oncology. But we go further. We look for science that can anchor a franchise, open new pathways, and offer optionality for future expansion. This is how we build sustainable value and long-term leadership.

We don’t wait for innovation to come to us. We proactively engage with biotech founders, academic labs, and early-stage platforms where bold ideas are born. Our partnering model is personal and purposeful—grounded in shared ambition and a clear path to scale. Ipsen is becoming the preferred partner for innovators with purpose, ready to accelerate and go global.

And we don’t stop at acquisition. What sets Ipsen apart is our continuity model. The same team that leads the deal stays with the science—bringing deep cross-functional expertise across R&D, regulatory, medical, and commercial. This seamless integration accelerates development, reduces risk, and sets a benchmark for post-deal execution.

The results speak for themselves. Our newly built rare liver franchise is now recognized as an industry leader, with two medicines approved across three indications and a pipeline of assets targeting five rare cholestatic liver diseases. We’re expanding therapeutic possibilities where options are limited, and our commitment to combination strategies and novel mechanisms is unlocking new potential.

In hematology-oncology, we’re building momentum with assets that address immune-evasive tumors and complex cancers. Our strategy is focused on optionality—developing assets that can be combined, sequenced, or expanded into adjacent indications, always with the patient need front and center.

Across our portfolio, the impact is clear. In the past five years, we’ve added over 35  programs with an attrition rate below 30%—a testament to our scientific discipline and execution excellence.

Every deal reflects Ipsen’s commitment to science with purpose. Through strategic M&A, we’re not just acquiring assets—we’re building franchises, expanding therapeutic possibilities, and ensuring that transformative innovation reaches patients worldwide with speed, precision, and care.

“We all know someone affected by cancer, so for me, there’s an urgency, especially when I think about the patient.”

Developing an antibody-drug conjugate (ADC) is a technical challenge. Across Ipsen’s work in ADCs Will Olughu leads a team driving the chemistry, manufacturing, and controls (CMC) effort to bring this complex science into reality.

Will and his team approach work with the “end” in mind. They start by defining the quality target product profile and then work backwards to identify critical process parameters and considering necessary controls early. “You do not wait until the end to check quality,” he explained during his interview. “You build it into the process from the beginning.”

This philosophy is especially important when working with novel payloads and sensitive linkers. The science is unforgiving, and the stakes are high. Ipsen drives these stakes to the finish line, accelerating timelines while aligning data, decisions, and regulatory requirements in real-time.

Will’s interest in process optimization runs deep. His ongoing academic work explores sustainable manufacturing using biological systems—an approach that reduces energy and material demands while increasing efficiency and productivity. That mindset now informs his vision for the future. “I want to see personalized medicine mature,” he says. “To make this a reality, we need systems that can deliver viable therapies tailored to a single person at scale. That changes everything—from supply chains to regulatory thinking.”

For now, his focus is on building the foundation. Ipsen’s ADC efforts are advancing, but the process, platform, and principles Will has helped establish offer a model for what comes next: precision-guided medicines, built for patients from the onset.

Ivan Diaz-Padilla, Senior Vice President and Global Head, Oncology Therapeutic Area Unit, R&D at Ipsen, shares his vision for building a balanced and sustainable pipeline powered by bold science.

It is a pivotal moment in Ipsen’s oncology journey, advancing our clinical-stage pipeline with bold science and a clear purpose – to bring meaningful innovation to the patients who need it most, transforming what patients and healthcare systems can expect from cancer treatment.

Across the industry, progress is accelerating, with new modalities including antibody-drug conjugates (ADCs), multi-specific antibodies, novel targeted treatments and vaccines – all redefining standards of precision and efficacy. Setting the bar at transformative care is not without its challenges, particularly in our areas of focus where innovation is scarce and options are limited.  

We believe bold science must be matched by bold execution. Our oncology pipeline is expanding with purpose, with deepening focus in immuno-oncology, building on our existing expertise and offering powerful potential for future innovation. Recognizing the promise of early science, we have advanced both an ADC and T-cell activator to Phase I trials, as well as progressing an innovative monoclonal antibody technology to reach Phase IIb/III trials. These milestones exemplify our efforts to advance care across stages of development in both solid tumors and hematological cancers, channeling and accelerating potential not where it is easiest, but where there is the greatest need.   

By combining deep expertise with a culture that embraces possibility, we are advancing therapies that challenge the status quo and aim to deliver meaningful impact for patients and their families.

It is a privilege to lead Ipsen’s oncology team into the future, where every step forward brings us closer to transforming outcomes for people living with cancer.

Christelle Huguet, Executive Vice President, Head of R&D at Ipsen, challenges the outdated belief that bigger means better in biopharma, arguing that agility – not size – drives breakthrough innovation. With precision, swift decision-making, and an unwavering focus on patient needs, agile innovators like Ipsen are poised to deliver real-world impact.

The future of biopharma will be shaped not by the biggest players, but by the most agile ones. That is why I believe our operating model at Ipsen gives us a real advantage in today’s fast-moving landscape.

We’re a global biopharmaceutical company with the mindset of a biotech. This unique position allows us to combine the scale and reach of a large organization with the focus and flexibility of a biotech. That means faster decisions, specialist expertise across the pathway, and the agility to adapt as new data and insights emerge – all helping us move promising medicines through development at speed.

At the heart of our approach is a science-driven R&D model, focused on what matters most: patients. We follow a clear strategy to build a pipeline where options are limited and patient needs are high. These are the avenues that remain elusive or where few others tread, but where we are taking compelling science to address barriers to new treatments and in new disease areas. What remains key to this approach is flexibility; coming together as a team and pivoting when the data tells us to. While we start with a clear roadmap, as new evidence emerges, particularly in early research, it can reveal greater possibilities for patients. It’s a clear example of what it means to follow the science in practice, and how that approach helps us unlock the full potential of our medicines for patients.

Being cross-functional in our approach also results in swifter decision-making. This means involving our medical and regulatory teams from the very beginning of development. By doing so, we enhance efficiencies, leverage end-to-end expertise, and ensure we make the right calls.

Above all, it shows that being agile is essential – to follow the science, make meaningful decisions, and ultimately meet patient needs.

What is This is My PBC?

Getting to know your PBC is the first step to take charge of your PBC journey

 

This is My PBC is a disease awareness initiative developed and funded by Ipsen, that seeks to raise awareness of the need for people living with PBC to know more about their disease and understand that everyone’s experience is different – and valid. By taking a personalized approach to your PBC management, you can empower yourself with the knowledge to have meaningful conversations with your healthcare professional, and play a more active role in your PBC management and care. You may be unique, but you are not alone.

Meet Gill

Gill is a devoted mother and grandmother who loves spending time with her grandchildren and gardening. She also has a real passion for her volunteering work. She has lived for over 20 years with PBC.

Learn more

Meet Jo

Jo’s journey to diagnosis began about 10 years ago, when she contacted her GP feeling tired and run down, but it wasn’t until four years ago following some routine blood tests and a liver biopsy, that she received a diagnosis. Support groups, like the PBC Foundation, have been a gamechanger for Jo, providing support, education and a like-minded community.

Learn more

Meet Wendy

Wendy has been living with PBC for over 13 years, and it took five years of GP and specialist appointments to receive her diagnosis. Her advice to other people living with PBC is to go to your doctor prepared to ask lots of questions, manage your condition as well as you can and be kind to yourself.

Learn more

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Rare Disease 27 November 2025 0 mins read

This is My PBC

This is My PBC is a disease awareness initiative developed and funded by Ipsen, that seeks to raise awareness of the need for people living with PBC to know more about their disease and understand that everyone’s experience is different – and valid. By taking a personalized approach to your PBC management, you can empower yourself with the knowledge to have meaningful conversations with your healthcare professional, and play a more active role in your PBC management and care. You may be unique, but you are not alone.

Rare Disease 25 November 2025 0 mins read

Meet Jo, living with PBC

Jo’s journey to diagnosis began about 10 years ago, when she contacted her GP feeling tired and run down, but it wasn’t until 4 years ago following some routine blood tests and a liver biopsy, that she received a diagnosis. Support groups, like the PBC Foundation, have been a gamechanger for Jo, providing support, education and a like-minded community.

Rare Disease 25 November 2025 0 mins read

Meet Wendy, living with PBC

Wendy has been living with PBC for over 13 years, and it took 5 years of GP and specialist appointments to receive her diagnosis. Her advice to other people living with PBC is to go to your doctor prepared to ask lots of questions, manage your condition as well as you can and be kind to yourself.

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Meet Gill, living with PBC

Gill is a devoted mother and grandmother who loves spending time with her grandchildren and gardening. She also has a real passion for her volunteering work. She has lived for over 20 years with PBC.

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