|
 |
 |
|
|
|
|
|
|
|
|
|
|
|
Proximagen's long-term success is dependent on the introduction of new
and innovative therapies for treating and slowing the progression of
neurodegenerative diseases.
Proximagen is developing novel therapies along three parallel
tracks:
- Collaboratively with academic
institutions, biotech and pharmaceutical companies.
- In-licensing
of compounds with unrealised potential.
- Independently through our
discovery programme.
This provides a balanced model that maximises the
commercial opportunity for discovery and enhances our potential to deliver
sustained value and commercial growth.
For information about our partner programme, please click here.
|
|
|
Collaboration with academic, biotech and large pharmaceutical partners play an
important role in Proximagen's strategic plan to strengthen its development
pipeline.
Proximagen believes that product-focused collaborations are an
important component of the Company's business model going forward.
Through partnerships, Proximagen balances risk but also retains the potential
for significant return in the form of downstream royalties and
profit-sharing. We endeavour to create a collaborative structure that
provides clear benefits to both parties.
In addition to forging new collaborations, Proximagen is actively
pursuing in-licensing and acquisition opportunities that could serve to
accelerate the Company's business strategy and strengthen its product
pipeline. Proximagen's in-licensing efforts are focused on earlier-stage
preclinical compounds for neurodegenerative disease therapy.
Proximagen is focused on structuring in-licensing deals and acquisitions that
meet the strategic objectives of both parties and build
shareholder value.
Proximagen is committed to creating and acting on
scientific breakthroughs developed through its in-house development programme for the next generation of therapies for
improving the quality of life of patients with neurodegenerative diseases.
For information about our in-house research programme, please click here.
|
|
|
|
|
|
