Presentation of Louisa Chaubert of FIND at the ICAEW Switzerland event on 07 Feb 2018

1. Product Development Partnerships:
Bridging gap between industry and patients to achieve
lasting Impact : https://www.finddx.org/
Louisa Chaubert, Finance Director, FIND

2. 21 out of 28 diseases of poverty lack essential diagnostic solutions
The right dx needed must be easy to use and affordable
Lack of potential for profits acts as disincentives for companies to invest
in R&D (same problem for treatments and vaccines)
Patients struggle to get quality diagnosis in LMICs

3. Overcoming challenges on the way to essential diagnostics
Few tests in development
or don’t make it to market
Slow LMIC market penetration Impact stifled…
• Gaps in science & knowledge
sharing
• Limited understanding of needs /
priorities
• Low market incentives given high
development risks
• Lack of supporting infrastructure
for innovators
• Fragmented regulatory and policy
pathways
• Unclear financing/ procurement
pathways
• Complex delivery channels
• Weak health and lab systems
• Linkage of testing and care
• Logistics, support and quality use
Prioritization of diagnostics low
• Limited understanding of diagnostics value and thus minimal investment
• Since 2007, R&D funding for diagnostics has stagnated at 3-4% 3
1 2 3
4

4. 4
As a not-for-profit Product
Development Partnership, we
collaborate with public and private
partners to deliver dx solutions
• PDPs are a proven model to drive
research for neglected diseases
• PDPs have accelerated promising
products more quickly and cost-
effectively than either public or private
sector entities acting alone
PDP model to drive Impact
Governments
Research
institutes
& NGOs
DonorsAcademia
Pharma/
biotech
Companies
Patients
FIND is one of 17 PDPs working on
improving global health

5. • 190+ people working toward a world where diagnosis
guides the way to health for all people
• 210+ Partnerships with industry, research/academia,
government agencies and NGOs
• Our mission: Turning complex diagnostic challenges into
simple, holistic solutions to overcome diseases of poverty
and transform lives
FIND at a glance
Easy-to-use diagnostic
Connectivity
& IT
Policy & global
implementation package Financing
mechanism to
buy dx and
finance R&D
Quality
assurance
Impact
measurement Support &
supply chain
Holistic diagnostic solutions

6. FIND’s portfolio:
Turning science into products and solutions to improve patient lives
Catalyse
Development
Guide Use
and Policy
Accelerating
Access
Shape the
Agenda
SCIENCE PRODUCTS SOLUTIONS PATIENTS
E-DiagnosticsTuberculosis NTDs
Hepatitis C and
HIVAMR / Outbreak Malaria

7. Funding sources
7
Restricted
grants; 67%
Flexible
funding; 29%
Fee for
service; 3%
Other; 1%
BMGF; 18%
Governments;
36%
UNITAID; 23%
Global Fund, 13%
Industry, 2%
Botnar, 2%
Other;
5%

8. Impact investing: limited opportunities for PDPs
Suitability of Impact Investment for PDPs
Limited opportunities to attract impact investment
capital
Agility of PDPs to attract different sources or funding /
stakeholders
Clear opportunity for investment with clear market
pathway can attract impact investors
Real investment considerations need development and
test of the approach
Lack of specialized knowledge of investment in R&D for
global health, hinders investments
Way forward
Clarify the investment case for potential “investors”,
An investor needs to take the plunge in the field of R&D
for global health to set a precedent.
Ensure alignment on investment terms (investor and
PDP; role, IP, investment terms)
Build PDP organizational consensus and buy-in early in
the investment design process to make negotiations
more efficient.

9. How PDPs generate value for money
Leveraging contributions from companies and academic partners (contributions in kind – staff, supplies etc)
Costs are lower than in industry (low indirect costs, salaries lower than in pharma industry)
Academia good at basic science but not good at tech transfer to industry (PDPs act as match maker
between academia and companies)
Most PDPs have an open access policy which ensures access to markets we are interested in
PDPs are not driven by profit so are motivated to push pricing down for end user
Motivation for governments is that by building the health of populations you raise productivity and hence
global revenues.

10. Similarities between private and not for profit sectors
Time reporting to enable staff costs to be allocated to grants
Tight budgetary control and regular forecasting
Strong ICS required
Risk management
Forex and treasury management
Governance via board and committees

11. Differences between private and not for profit sectors
Shareholders are our donors – looking for impact rather than profits
Complex financial tracking system required – by grant, project etc varying start and end dates, reporting in
different currencies.
Funding is often time restricted and based upon financial reports or budgets.
Tax exemption
Grant audits in addition to statutory audits
Legal structure – BoD work as volunteers but are still responsible for the organization

12. 1
Innovative diagnostics matter – but only if
they reach the people who need them.