Our Strategic
Priorities

More energy –
Growing and delivering

More energy – Growing and delivering, Idorsia

The purpose of Idorsia is to discover, develop and commercialize innovative medicines to help more patients.

In order to achieve this, we will develop Idorsia into one of Europe’s leading biopharmaceutical companies, with a strong scientific core.

We have identified five mid-term key strategic priorities to achieve long-term success.

Jean-Paul Clozel, Idorsia

Deliver products to market

Promising compounds, Idorsia

We believe that our development compounds have the potential to significantly change treatment in their target diseases, resulting in medicines with substantial commercial potential.

We have a diversified and balanced clinical development pipeline, covering multiple therapeutic areas, including CNS, cardiovascular and immunological disorders, as well as orphan diseases.

The pipeline comprises 12 compounds, including 6 in late-stage development. The development of an innovative compound into a future therapy is a complex undertaking, which inevitably involves an element of risk. With our scientific, data-driven approach helping to mitigate risk at each step, we aim to bring at least three products to the market in the medium term.

“With patients at the heart of our process, our key assets have the potential to transform treatment in the target indications.”

- Guy Braunstein, Head of Global Clinical Development

World-class commercial organization

From bench to bedside, Idorsia

In order to bring pioneering therapies to patients and to maximize the value of our innovations, we plan to continue building and integrating our global commercial organization.

We will take a simple, efficient approach to preparing product launches, utilizing shared, best in class platforms and ways of working that enable fast decision-making and cost-effective growth. We will focus on transforming treatment in underserved markets, such as insomnia, and building new markets, such as cerebral vasospasm, using scientific and medical evidence to engage effectively with experts in the field and with payors. We plan to remain flexible and nimble in the way we commercialize our portfolio, building the core capabilities required to successfully launch our products, while also being prepared to enter into partnerships where we need support to reach a primary care market.

We have established commercial operations in the US and Japan, with experienced leadership teams and strategic locations. We have also established a robust and lean global supply chain function to ensure consistent supplies of our innovative medicines to patients.

“Idorsia has the ideal constellation for bringing successful medicines to the market.”

- Simon Jose, COO

Bring Idorsia to sustainable profitability

Becoming a sustainable company, Idorsia

We are building Idorsia with a long-term focus and ambitious aspirations. By advancing our development pipeline and commercial readiness, we aim to bring Idorsia to sustainable profitability as soon as possible.

We believe that we have the potential to generate significant revenues from product sales, once the first of our development compounds has received regulatory approval.

To maximize the medical value of our discoveries and to provide a source of liquidity in the short to medium term, we have entered into several collaborative partnerships with pharmaceutical companies. These include development, commercialization and revenue-sharing agreements, under which we are eligible to receive milestone payments based on the progress of the development compound in question.

Furthermore, with several unencumbered assets in clinical development, additional contract revenue from partnerships and/or out-licensing remains an option for us.

“We have a diverse pipeline with unique assets that have significant potential for patients. We must invest in this pipeline in order to make Idorsia a profitable company, in a sustainable manner.”

- André C. Muller, CFO

Fuel our pipeline

insomnia gets in the way of everything

While building up our commercial operations and developing our late-stage clinical pipeline so as to bring innovative therapies to patients, we also continue to discover new compounds.

In addition to several drug candidates in the early stages of clinical and preclinical development, we must continue with our discovery efforts, to maintain a steady supply of innovative compounds to our pipeline. We aim to create a pipeline with a sales potential of at least CHF 5 billion.

Achieving this is dependent on a company-wide effort, so we must attract, retain and develop a talented and engaged workforce. We want our employees to feel proud of their work, and of the company they work for.

We provide a supportive and stimulating environment for high-performing teams, recognizing and rewarding their contributions.

“Our approach: novel projects that answer medical problems in groundbreaking ways, balanced with less risky projects where we have a deep understanding of the disease mechanisms.”

- Martine Clozel, CSO

Utilize state-of-the-art technologies

Utilize state-of-the-art technologies, Idorsia

As we wish to remain at the cutting edge of science, it is vital that we consider innovative approaches and utilize state-of-the-art technologies at each stage of the process, from bench to bedside.

We integrate computational tools and digital technologies at various stages of the drug discovery, development and commercialization process, so as to maximize our potential and bring breakthrough medicines to patients.

We look for creative ways to harness advances in technology to focus on novel targets and use new drug development methods. All functions of the drug discovery, clinical and pharmaceutical development processes are streamlined to assist in the delivery of tailored, high-quality medicines.

“We must integrate computational tools and digital technologies at every stage of the drug discovery, clinical development and commercialization process in order to maximize our potential to bring breakthrough medicines to patients.”

- Jean-Paul Clozel, CEO