Morozov biocad biography. Dmitry Morozov: Oncology is the most corrupt area of ​​healthcare

Dmitry Morozov, as he himself emphasizes, is a native Muscovite. His company "Biocad" was also created in Moscow, but it was in St. Petersburg that the business reached a scale that allowed Dmitry Morozov to enter the rating.

The Biocad company became one of the first residents of the St. Petersburg pharmaceutical cluster and opened a plant here already in 2013. In 2014, thanks to the launch of its developments on the market - analogues of expensive imported drugs, Biocad increased its turnover from about 3 billion rubles in 2012-2013 to 8.5 billion rubles.

Investors became interested in the pharmaceutical manufacturer, 20% of Biocad was acquired by Pharmstandard, another 50% was bought by a structure affiliated with the investment company Millhouse. The remaining 30% Dmitry Morozov retains.

How the fortune of a billionaire has changed in 2016

Main assets: BIOCAD company.

According to DSM Group, in the first half of 2016, the volume of hospital purchases of the company's drugs doubled. The turnover of CJSC Biocad in 2015 amounted to almost 9 billion rubles.

This year, "Biocad" starts construction of the second plant near St. Petersburg - at the "Neudorf" site of the SEZ "St. Petersburg". As expected, the construction of the plant with an area of ​​24 thousand m2 will last until 2019, the volume of investments in construction and equipment will exceed 15 billion rubles.

The Russian pharmaceutical market is in for big shocks in the near future, and it is necessary to prepare for them, take measures today, says the CEO of BIOCAD. In an interview held as part of the Biotechmed conference, he spoke about the problems of the Russian pharmaceutical market and shared his vision of its prospects.

Lenta.ru: In your speech at the conference, you said that the potential of the generics market would be exhausted in the next two or three years. Please explain what you mean.

The Pharma-2020 program has been successfully implemented in Russia. A significant part of it was aimed at learning how to create generics - gaining experience, knowledge, technology, building production facilities. And this program has been completed. There is a very active substitution of drugs, more and more production facilities are being created, focused on the production of generics. There are more and more players on the market, which is good, but they have no choice but to compete on prices. Prices will start falling naturally, and it will be very difficult to survive in this market. Only the most efficient, those who keep track of costs, and not only will succeed in this. But companies will no longer have the margin that will allow them to create innovative drugs, develop new technologies, and form a foreign network.

We have repeatedly cited Turkey as an example, where local manufacturers for some time developed in the domestic market, taking a share from the big farm, and were successful. However, they failed to move from the model of import substitution and reproduction of generics to the creation of new drugs and going abroad. They remained in their small closed market. The government imposed strict price controls and forced companies to sell low. But substance producers, seeing this situation, raised prices, and domestic market participants were held hostage by the situation - their profitability and margins fell. Now they are working on the edge, and any mistake will lead to bankruptcy. The government takes stimulus measures, but time is lost, there is no capital.

Is there a lot of competition in the international generics market?

Yes, of course, there is a lot of competition, but even in the generics market, due to economies of scale, you can maintain a decent profitability. Now in Russia there is a stagnation of this market, and most drugs are sold cheaper than in the rest of the world - in Europe, China. talked about this many times.

And these innovations in the methodology for calculating the maximum ex-works prices set by manufacturers for drugs included in the Vital and Essential Drugs List, during their state registration and re-registration, put an end to the entire pharmaceutical industry, because there are deliberately discriminatory measures for players. Companies that produce biosimilars (biotechnological products that are as close as possible in terms of production technology and properties), and we actively produce biosimilars, are forced to register prices 60 percent lower than the originator and cannot sell more. If the originator decides to lower the price, he can sell at a fairly good price, but we can't. What is the economic point then?

If you have developed an innovative drug, then you cannot register a price greater than a 30 percent margin, the methodology says. This is how we are forced to withdraw research centers from Russia. That is, we should take scientists, take them to Finland, and create a drug there so that we do not have a limit in profitability? This is nonsense!

The company is obliged to calculate everything, and we assessed how we will live if this methodology is adopted: about three billion rubles of losses from closed projects, 250 young employees who did not go abroad, who remained in our innovation centers to develop science here, will end up on street, and all innovative directions will have to be closed. This is a catastrophe.

How are your science-intensive projects progressing, including the creation of drugs for the treatment of oncological diseases?

I believe that oncoimmunology has a great future, we see a potential breakthrough in the treatment of poorly curable diseases. Finally, knowledge has appeared in the world that will help us get to the specifics. I'm talking about modeling the processes associated with how a cancer cell hides in the body, and trying to influence these processes - this is very interesting and promising. The first drugs have already entered the market, and our American colleagues have them. We have a lag, according to my estimates, no more than three years - we will bring out a similar drug. For other targets, we will bring drugs to the market at the same time, and this inspires optimism in the fight against incurable diseases.

Now we are conducting clinical trials on melanoma, which is a very aggressively developing tumor. The patient was given only five months to live, but he has been living for more than a year, and this is a great inspiration for all of us. When you create a drug that makes a person live, it is very motivating!

How is the work on the implementation of the investment project in St. Petersburg, the agreement on which was signed within the framework of the SPIEF, proceeding?

Progressing well. We are completing the land registration process, the city has recognized us as a strategic investor, allocated a territory. As soon as we complete the procedures related to land allocation, we will proceed to the next stage - conceptual design. That is, the project is being implemented within the scheduled time frame.

And when is it planned to launch?

It depends on many things. First, design. We have a complex object, and a very thorough study of these issues is necessary. Secondly, you need to get all the permits and so on. I think it will take about two years to prepare everything and go to the site. Further construction - two years, launch - 8 months. In pharmaceutics, in general, the deadlines are long, so you need to understand that this will not happen tomorrow.

You said that without an export direction, without access to foreign markets, the pharmaceutical industry in Russia will not be able to develop.

I am convinced that, due to objective market reasons, the generic market in Russia will shrink, and those players who do not prepare their companies for going abroad, whether with generics or innovative drugs, will face serious difficulties.

It is also necessary to analyze the market, and here I place great hopes on the information system that is being developed now. The Unified State Health Information System (EGISZ) has been created in Russia since 2011. It will be useful for market research, obtaining objective data.

I also hope that various accusations against the pharmaceutical industry will also become a thing of the past. There are really justified claims, but there are also completely unfounded accusations of collusion and so on. We have always effectively interacted with the FAS, it is a very effective body, we had many difficult moments, but we have always found support from the FAS. And we are fulfilling our task - if you look at the list of vital and essential drugs, then 80 percent have already been replaced by domestic products. That is, there is no former dependence on foreign pharmaceutical concerns. Regarding the withdrawal of our biosimilars, we managed to save the state more than 13 billion rubles.

Is it difficult for a Russian product to enter the foreign pharmaceutical market? How strong is the competition?

It's not a question of competition. If we are talking about the countries of Western Europe or the USA, then the situation there is simple - if you do not have 120 million dollars for research, do not come. That is, in order to bring a good quality product to the European market, which is already being sold in other countries, hundreds of millions of dollars more need to be spent on additional research: clinical studies with patients from European countries, taking into account the requirements of the regulator for the localization of drugs abroad, etc. Even if we meet all the formal conditions of the market of another country, the rules of the game are dictated by the originators, and it is they who require additional research from biosimilar manufacturers. They recommend to the regulator the required number of patients to participate in such a study. Then they say: we will not sell the drug (together with which it is necessary to conduct research). How to conduct research? Where can companies get the funds for this, for creating a network, for promotion?

Which countries do you export products to?

We are currently exporting products to countries with lower barriers to entry - to Sri Lanka, Vietnam, and Latin American countries.

How do you see the pharmaceutical market in the medium term?

There will be strong price erosion in the generics market, a certain number of companies will leave the markets in which they traditionally operate. Also, we should probably expect scandals in connection with the failure of pharmaceutical companies to fulfill their obligations - primarily due to economic reasons.

What to do? Rebuild the business model, focusing on innovative products, and be sure to look for money in other markets too, because the domestic market alone is not enough for development. For a company to be viable, it is necessary to diversify the business in terms of sales markets. It is simply necessary.

The Russian pharmaceutical industry is developing by leaps and bounds. Over the past decade, many confident players have appeared on the market. However, most of them are manufacturers of generics - drugs that have already been invented by someone. I spoke with the CEO of the pharmaceutical company BIOCAD about the possibilities for the emergence of players creating original drugs.

Lenta.ru: Over the past 10 years, the Russian pharmaceutical industry, thanks in part to your company, has made a real breakthrough. What are the main trends in the industry now and where will everything move in the future?

Morozov: Of course, we see that the industry is so attractive that even people who do not have experience in pharmaceuticals are trying to invest there. There are many such examples. Our trends are different, as always. On the one hand, we understand that competition is increasing and this is normal.

For example, in the generics market, where the efforts of most of our domestic players are now mainly concentrated. And international, by the way, too. You have to understand that when an international company declares itself an innovator, at the same time it does not stop selling generics and fights very hard for this market. And in this market now there is a rather tough price competition - it, in fact, is the basis of competition. And within its framework, prices are falling, profitability is decreasing, and often the cost of medicines is at the level of profitability for many players. And this means that in the future revenues will be small and they will decline catastrophically (in the generic segment of the market). And companies won't have the funds to invest further in developing new drugs.

On the other hand, the role of distributors is decreasing. You know that the state is increasingly trying to make deals with manufacturers directly. And our offset contract with Moscow is an example of this - when in exchange for the construction of a pharmaceutical enterprise in Moscow, we receive a firm contract for the purchase of drugs for 7 years. This is also a trend. True, not all players can do such projects. We have to be honest about this. Accordingly, this also affects the decrease in the attractiveness of the generics market.

Therefore, companies need to find resources, and most importantly, forces within themselves in order to carry out the transformation from typical generic players to companies that produce innovative molecules in order to get out of the “red ocean”, which I obviously see in this segment. All these trends are obvious, and those who think about further development should think first of all about how to carry out this transformation and replenish their portfolio with original products, which will then provide resources for further development.

Do I understand correctly that this requires investments in both science and production, and this is quite a lot of money?

Yes. Investments are needed. And money is different. But first of all, it is necessary to make organizational decisions and managerial decisions. Because science is not just science, but understandable managerial steps, understandable teams that are managed according to understandable rules. This is research planning. This is the definition of priorities and guidelines. This is what needs to be created in the company as an important part of doing business.

Now there is a very interesting basis for this. At the moment, a new strategy "Pharma-2030" is being formed. There is an approved joint order, as well as on promising biotargets. Namely those that may be of interest in the future: against which diseases molecules will be produced, that is, which diseases will be treated in the first place. Part of this list will form the basis of the 2030 program. And this trend is also understandable.

Now - the next stage - we must begin the transformation of companies. And either stay in the generics segment, where consolidation, mergers and bankruptcies are inevitable, or move on - towards the production of innovative drugs.

Another important point is export. If you have accumulated enough strength and resources, you simply have to "splash out of the sandbox", as I say, and go out into the world. You must offer your products not only within Russia.

And in what segments can we compete with big pharma (the world's largest pharmaceutical companies)? For example, your company?

For example, my company - obviously - can compete well in high-tech segments. Exactly where we talk about "great knowledge content" in a product. This is not traditional chemistry - generics that do everything and no one will be surprised by them, but complex biological molecules - new, original, patented, with proven effectiveness and with a real price-performance ratio.

In fact, in this process, it is very important to ensure the availability of drugs. Because those new drugs that our colleagues produce are very expensive. Their prices are skyrocketing. And in this regard, we understand that not only the Russian Federation will not be able to provide all the "Wishlist" of pharmaceutical companies launching new drugs, but no one in the world will be able to do this. It is important that high-quality players appear who will offer high-quality innovative drugs at affordable prices.

At least that's our position. Why, in fact, we are effectively moving abroad and getting a good response from local partners, as well as from the ministries of health of the countries where we work or plan to work. Because we offer quality medicines at an affordable price. The one that allows them to free up resources for other medicines too. Before, they had nothing.

Photo: Evgeny Odinokov / RIA Novosti

And what is the state of your oncological developments now?

Things are going well there. We are finishing the second phase of our "blockbuster" PD1 blocker. The data that we have on the results of the second phase are very encouraging. We have decided to include this molecule in international clinical trials. Let's start this test in . Our foreign colleagues are very interested in it, including the licensing of this drug.

Needless to say, we often start the licensing process before we have complete clinical data. Therefore, many partners have already expressed interest in obtaining this drug. It generates a lot of interest.

So when will the licensing process end?

I hope that at the end of the second phase, we will ask the Ministry of Health to consider the possibility of registration, since the drug has a very important social status. And in parallel, two more clinical trials will be launched in the European Union. One blocker trial for lung cancer and one for cervical cancer. In Russia, at least three more clinical trials will start with this drug. Different clinical trials will end at different times, and we will have additional already proven segments of its use.

Thus, before the end of the year, we will most likely submit an application for registration of the drug to the Ministry of Health, they will consider it for about six months. Accordingly, in the second half of next year we will be able to see our PD1 blocker on the Russian market.

By 2020, the global market for biotechnological drugs could reach $497 billion. What is Russia's largest biotech company Biocad, in which Roman Abramovich and Viktor Kharitonin have invested?

The global market for biotech drugs could reach $497 billion by 2020. In the United States, the number of investments in biotechnology companies in the pharmaceutical industry is measured in the hundreds every year, and their total amount is in the billions of dollars. What is the largest Russian biotechnology company? “I'm interested in solving complex problems,” says Biocad co-founder and president Dmitry Morozov. - It is interesting to look for remedies for those diseases that cannot be cured at the present stage of development of science, for example, in the field of oncology. The more complicated the disease, the less likely it is to be cured - the more interesting it is for me. Morozov is talking to RBC in Moscow City: here the company rents a small office for meetings with partners. The main office of Biocad is in St. Petersburg. Morozov moved there a few years ago to build the company of "his dreams." Now Biocad includes two factories and three research centers. The company's portfolio includes 17 generic drugs, five biosimilars and five original drugs, and 40 more are at different stages of development. billion rubles (data for 2015 not yet available). Morozov now owns only 30% of the company he founded. In May 2014, the acquisition of 70% of Biocad was announced by Roman Abramovich's Millhouse Capital and Pharmstandard, one of Russia's largest drug manufacturers. Millhouse Capital became the owner of 50% of the company, the amount of this transaction was not disclosed. And Pharmstandard paid $100 million for 20% (3.5 billion rubles at the exchange rate on the date of payment). Based on this amount, it turns out that the entire Biocad could be valued at $ 500 million (Vedomosti, citing a source close to one of the parties to the transaction, reported that Millhouse Capital bought a stake based on a lower estimate; John Mann, a representative of the company, did not RBC to comment on the cost of the acquisition).

Bloomberg in 2013, reporting that a controlling stake in the company was put up for sale, citing sources close to the deal, called an even higher estimate of Biocad: from $750 million to $1 billion. Over the past ten years, there have been several transactions in the Russian pharmaceutical market with comparable amounts, says the managing partner of Novus Capital (advises M&A transactions) Alexander Lobakov. But none of the large companies sold over the years specialize in the production of biotech drugs. Cure for boredom“Pharmaceuticals will develop rapidly in the next century, which is why I decided to invest in it,” says Morozov. In 2001, he, at that time a co-owner of the Centrocredit bank, "got bored" of working at the bank, which did not bring him satisfaction, sold his share in the business and invested about $ 8 million with a partner in a pharmaceutical plant and his own research center. Andrey Karklin, whom they met when Morozov was buying up aluminum assets, became a business partner, the businessman recalls. Biocad CJSC, according to the Unified State Register of Legal Entities, on July 25, 2001, Dmitry Morozov and Tatyana Dubrovskaya were established in equal shares. Dubrovskaya, according to Morozov, is the common-law wife of Karklin. It was not possible to contact RBC with Karklin. Originals and copies Work on an innovative drug begins with basic research: at this stage, out of 10 thousand molecules, one is selected, on the basis of which a new drug can be obtained. Preclinical and clinical trials are carried out consistently at the cellular level, animals and humans. Registration of a finished drug takes several years. In the first years after being launched on the market, an innovative drug (also called original) is under patent protection, after which other manufacturers have the right to produce generics and biosimilars of this drug. Generics are produced by chemical synthesis. Biosimilars are the same generics, but not of chemical, but of biological origin. Unlike generics, biosimilars are not an exact copy of the original
drug. The partners began with the production of biologically active additives containing bifidobacteria at a plant near Moscow. Preparations for the normalization of the intestinal microflora were sold under the brand "Bifidumbacterin". In 2004, according to IMS Health, its sales amounted to about 3 million rubles, then went down. According to Morozov, the project was unsuccessful and Biocad was forced to close it. Gradually, the production of medicines was also established, and in 2005 the first to bring to the market was the original drug - the antiviral "Genferon". At some point, Karklin's interest in participating in the project, according to Morozov, cooled down. In 2011, the share, which, according to Morozov, was controlled by a partner, was acquired by Gazprombank (this asset has not been mentioned in the bank's statements since 2011). The exact size of the package and the amount of the transaction were not disclosed then, Morozov refused to name them even now. In 2013, it became known that a controlling stake in Biocad was put up for sale: according to Bloomberg, the American giants Pfizer and Amgen were interested in buying. Morozov names Israeli Teva Pharmaceutical Industries among the then contenders. The issue of the buyer, according to Morozov, was coordinated with him as with one of the company's shareholders. “I started with an understanding of who I and my team would be comfortable working with,” he explains. “I want to create the company of my dreams with people I like.” So 70% of Biocad ended up with Pharmstandard and Roman Abramovich's structures (according to Vedomosti, Morozov also sold part of his package to them). Representatives of Pfizer and Teva declined to comment, Amgen and Gazprombank did not respond to requests from RBC. For Abramovich, pharmaceuticals is not a new industry, and Pharmstandard is not a foreign company. It was Millhouse Capital that in 2003 created the Pharmstandard holding on the basis of five factories, and in 2008 sold it to Viktor Kharitonin and Egor Kulkov. Abramovich currently has no pharmaceutical assets in Russia, says Millhouse spokesman John Mann. A stake in Biocad, according to Mann, is a promising investment for a company that is accustomed to investing "in the technologies of the future." Pharmstandard considers this purchase "a financial investment pursuing strategic goals," the company reported in 2014. It was not possible to get more detailed explanations about why they valued Biocad at five annual revenues from buyers: Kharitonin's assistant told RBC that the company would not talk about Biocad, requests to Pharmstandard remained unanswered. “We need to look at the potential market, what share in it the company can theoretically take in the future,” said BCS analyst Marat Ibragimov. Pharmstandard and Millhouse paid for the potential of Biocad, he is sure.

What kind of potential did Roman Abramovich and Viktor Kharitonin see in Biocad? Market participants and analysts interviewed by RBC name three main versions. The first is investment in innovative drugs that Biocad expects to bring to market in the next few years. The second is investments in generics and biosimilars, which the company is bringing to the market right now. And finally - the transformation of a competitor in the struggle for supplies under government contracts into a partner. Moved for heads By 2010, when Morozov moved to St. Petersburg, Biocad already had a plant in the Krasnogorsk district of the Moscow region and an R&D center (research & development) in Chekhovsky. Biocad, according to Morozov, was invited to the northern capital by then-governor Valentina Matvienko, offering a choice of several sites for creating a new production. A year later, Biocad opened an R&D center in the SEZ of St. Petersburg (out of 36 residents of the zone, 12 belong to the biomedical cluster), investing about 120 million rubles in it. In 2013, she launched the first stage of the plant there (the amount of investments is 330 million rubles, including borrowed funds), which produces not only medicines, but also raw materials for them - substances. A year later, the company opened its third R&D center, having invested more than 200 million rubles in it.

“In St. Petersburg, we got access to talented young people from various universities,” says Morozov. - Previously, these people were simply nowhere to take. In Moscow, I would spend much more time creating a talent search machine: the youth of the capital do not want to go to the laboratory.” Biocad's three R&D centers now include 17 laboratories and employ about 350 people. The average age of Biocad employees, according to Morozov, is 28 years. One of the R&D centers in St. Petersburg is engaged in the study of small chemical molecules, the other two - in St. Petersburg and Moscow - biological molecules. Biocad, according to Morozov, is engaged in a full cycle of drug development. Of all Biocad's product costs, investments in development account for more than 70%. In 2015, Biocad spent 1.2 billion rubles on R&D. “We have been bearing costs for five or six years, conducting clinical trials, and maintaining a staff,” Morozov lists. “Of course, all these costs are included in the cost of the final drugs.” In world practice, the cost of developing an innovative drug is up to 90% of its price in a pharmacy, says the general director of RMI Partners (manages RosnanoMedInvest and NovaMedica projects) Vladimir Gurdus. Biocad currently has more than 30 original drugs in its development portfolio, although only four of them have reached clinical trials so far. One of the drugs will enter the market this year, and from 2018 the company plans to launch two or three original drugs on the market annually, Morozov promises. He expects that more than half of the drugs currently in development will receive patents. Competition in the class The amount of investment in development, which Morozov names, differs from the investments of the world's pharmaceutical giants not even at times, but by orders of magnitude. For example, Janssen, the pharmaceutical subsidiary of Johnson & Johnson, invested $6.2 billion in R&D in 2014. The average cost of developing an innovative drug is €1.25 billion, and its time to market is 14 years, the co-chair said in an interview with RBC board Janssen Joaquin Duato. In 2013, Biocad launched its original Algeron drug for the treatment of hepatitis C on the market. The development took five years and cost about $5 million. At that time, it was an advanced development, but now developments of this level are “kindergarten” for us, Morozov admits : "We took a known molecule, made it a little bit different and got the original drug." Such developments, he explains, are called next-in-class: these are new drugs in their class, with improved properties of existing ones. Such drugs are also innovative and are protected by patents. “Completely innovative drugs in the first-in-class category are fundamentally new drugs that have not yet been on the market,” explains the difference, vice president for business development at Rosta, Milos Petrovich, who previously headed the Russian division of the Swiss Roche. “Next-in-class are new molecules, but the mechanism of their action is already clear.” Creating a next-in-class drug is much cheaper and takes less time: it's tens of millions and three to five years, says Petrovich.

Innovation in Russia revolves around the development of new forms of using existing molecules, Gurdus states. “In order to invest billions of dollars in R&D, you need to earn this money or attract investors. But they are not on the market yet,” he throws up his hands. In addition to Biocad, Gurdus lists several other Russian companies whose developments are “quite competitive on the Russian market”: Generium (Viktor Kharitonin’s project), R-Pharm and NovaMedica headed by him. RNC Pharma Development Director Nikolay Bespalov adds Polisan to the list. “30 innovative drugs in development (this figure is named by Morozov. - RBC) is a lot, perhaps now this is the best result on the market,” said Zakhar Golant, chairman of the board of the non-profit partnership Union of Pharmaceutical and Biomedical Clusters of Russia. R-Pharm currently has 14 innovative molecules in development, two of which are first-in-class, says company owner Alexei Repik. Generium, according to the company's CEO Dmitry Kudlay, has nine original molecules in development, one original drug is undergoing clinical trials. NovaMedica has 15 projects in development, 10-15 will enter the market, Gurdus expects. Polisan has seven original drugs in development, a company spokesman said. And among the manufacturers of full-cycle biotechnological products, only Generium can be compared with Biocad, says Andrey Vasiliev, former head of the Department of Innovative Development and Scientific Design of the Ministry of Health of the Russian Federation. “There are relatively many companies that have the production of a full cycle of biotechnological products,” says Nikolai Bespalov. "But the products they make are much simpler than Biocad's." Sales of Algeron in 2015, according to IMS Health Russia, amounted to 257.3 million rubles. in wholesale prices, this is approximately 2.9% of the company's total sales. Biocad will continue to bring next-in-class drugs to the market, Morozov is sure. Among the company's developments, there are also several drugs of the first-in-class category, the businessman continues, but refuses to talk about them in more detail. More generics While innovative drugs are mainly being developed, Biocad's main revenue comes from generics and biosimilars: according to IMS Health Russia, out of 8.9 billion rubles. in 2015, only 12.5% ​​of sales - 1.1 billion rubles - fell on the original "Algeron" and drugs of the "Genferon" line. (hereinafter sales data - IMS Health Russia). “Generic drugs dominate our portfolio because they are faster to develop,” explains Morozov. “Going forward, we will focus on the development of original drugs, but from time to time we will release generics [with a short development cycle].” The company plans to abandon biosimilars.

Biocad currently has two biosimilars and ten generics in its development portfolio. This year, Biocad expects to increase revenue by 40% due to the launch of two more anticancer biosimilars - bevacizumab and trastuzumab, which went out of patent protection in 2015. According to Nikolai Demidov, CEO of IMS Health Russia, Biocad has "very good planning for the withdrawal of analogues of those drugs that are out of patents." The rights to bevacizumab (original Avastin) and trastuzumab (Herceptin), as well as to rituximab (MabThera), belonged to Roche. In 2015, from the sale of these three drugs, according to IMS Health Russia, Roche gained 12.6 billion rubles, in 2014 - 17.3 billion rubles. In the next few years, Biocad plans to develop drugs against the most "expensive" diseases, including cancer and autoimmune diseases, says Morozov. Among them will be generics of drugs that are out of patent protection. Despite the fact that while the main portfolio of Biocad is made up of generics and biosimilars, approximately 70% of revenue comes from drugs made from its own substances (the active substance of the drug). Not all Russian companies can boast of this: out of 350 drug manufacturers in Russia last year, according to Bespalov, only 45 (less than 13%) were engaged in the production of their own substances. Remove competitor 90% of Biocad's sales in 2015 came from public procurement, according to IMS Health Russia. Moreover, most of the revenue - 67%, or about 6 billion rubles. - provided by the program of additional drug provision (DLO; supplies of medicines for beneficiaries; IMS considers deliveries under the "7 nosologies" program as DLO). Total sales of the company's medicines, according to IMS Health Russia, amounted to 8.9 billion rubles in 2015.

Biocad has successfully integrated into the state policy of import substitution in the pharmaceutical industry. In the National Security Strategy of the Russian Federation adopted in 2009, the creation of innovative clusters and research and development in the pharmaceutical industry were recognized as a priority. State program "Pharma-2020" with a budget of 99.4 billion rubles. provides for an increase in the market share of domestic drugs and an increase in the number of companies involved in technological innovations in pharmaceuticals and medicine. Finally, in December 2015, Russian Prime Minister Dmitry Medvedev signed a decree on limiting government purchases of imported drugs included in the list of vital and essential drugs. According to this resolution, after December 31, 2016, an imported drug cannot participate in public procurement if there is an offer from at least two domestic suppliers. Morozov insists that he focuses business "not on public procurement, but on solving certain problems." Back in 2013, the antiviral drugs Genferon and Genferon Light were the main generator of Biocad's revenue: according to IMS Health Russia, the company earned 858.3 million rubles from their sales. (36%). More than 95% of these drugs were sold on the commercial market.

But in 2014, the patent protection of the anticancer drug rituximab, which is sold by the Swiss Roche under the MabThera brand, expired. In Russia, the drug was packaged at the Pharmstandard plant in Ufa, while Pharmstandard was and remains the distributor of the drug. The state purchases rituximab under the 7 Nosologies program (which includes drugs for the treatment of the most expensive diseases): in 2013, Roche, as the only manufacturer, supplied this drug for 8.4 billion rubles. Already in 2014, Biocad launched its generic rituximab on the market under the Acellbia brand. In the first year, Biocad supplied the state with a drug worth 268.8 thousand rubles, the rest was supplied by Roche, the total amount of deliveries amounted to 9.1 billion rubles. And in 2015, according to IMS Health Russia, sales of "Acellbia" for public procurement amounted to 5.4 billion rubles, "Mabthera" - 3.5 billion rubles. (total amount of deliveries - 8.9 billion rubles). The state helped the development of Biocad's generic rituximab: for this, the Ministry of Industry and Trade provided the company with a subsidy of about 285 million rubles, Deputy Minister of Industry and Trade Sergey Tsyb told Vedomosti. At the end of 2014, he estimated the effect of these investments at 6 billion rubles. Help from the state Biocad is "an active participant in government programs aimed at developing the Russian pharmaceutical industry," says a spokesman for the Ministry of Industry and Trade. The company, according to him, has fulfilled and is fulfilling more than a dozen state contracts for organizing the production and conducting clinical trials of innovative and import-substituting drugs for a total amount of about 1 billion rubles. After the withdrawal of Acellbia, Biocad's revenue soared by 180%, to 8.4 billion rubles. in 2014 (the company takes into account the proceeds from the supply of the drug in 2015 in the reporting for 2014). The interests of Biocad and the shareholders of Pharmstandard may overlap not only in rituximab. In 2015, according to RNC Pharma, 70% of the 1.5 billion rubles. public procurement of interferon beta-1b was provided by Generium, about 25% - by Biocad. Generium, according to SPARK-Interfax, belongs to ZAO Lekko. This company is 100% owned by Pharmstandard, according to the company's statements. One of the lobbyists of the pharmaceutical market, who asked not to be named, believes that Pharmstandard could invest in a competitor so that the prices at the auction after the withdrawal of generics do not drop too much. Morozov calls all questions about the possibility of concerted action "complete absurdity." “Pharmstandard has its own shareholders, Biocad has its own,” he says. - Any company seeks to maximize its profits. And according to your logic, it turns out that I should say to Pharmstandard: “You just sit at home, and I will earn money.” Well, how will the shareholders of Pharmstandard look at this? Dmitry Kudlay, General Director of Generium, also insists that "it is impossible to talk about any agreements between the companies." Does not see the problem and the FAS. Pharmstandard owns only 20% in Biocad, and this does not pose a threat of violating the antimonopoly law," Timofey Nizhegorodtsev, head of the Social Sphere and Trade Control Department of the Federal Antimonopoly Service, told RBC. In 2015, the state segment of the market was, according to IMS Health Russia, about half the size of the commercial one: 308.3 billion rubles. against 631.7 billion rubles. (according to DSM Group, 322.9 against 740.6 billion rubles, respectively). Biocad will own its segment of the public procurement market as long as "the state will purchase generics and build administrative barriers for foreigners," said the deputy general director of Stada CIS Ivan Glushkov. This is a sector with a limited number of patients and limited funding, and the government's strategy may change, he warns. David Melik-Guseinov, director of the State Budgetary Institution Research Institute of Health Organization and Medical Management of the Moscow City Health Department, on the contrary, is sure that public procurement is “a clear, reliable segment”, in which there will always be stable demand. "Dima restless" Morozov is fascinated by the idea of ​​supplying medicines abroad. In 2015, exports brought the company only 4% of revenue. “We supply drugs to Vietnam, Sri Lanka, the CIS countries,” Morozov lists. - So far, these are small volumes, but our drugs are now being registered in 47 countries. As soon as the registration process is completed, sales of drugs abroad will increase significantly.” Can Morozov continue to compete with international pharmaceutical giants? “Dima is restless and, undoubtedly, will pull the whole company up to a normal Western level,” says a good friend of Morozov, who asked for anonymity. - But I don’t think that in our lifetime they will be equal to someone from Big Pharma: they are advanced for Russia, but they are as far as the sky before Western leading companies. We are too far behind and too much investment is needed.”

The beginning of the professional activity of the future president of the best business school in the country was, in a sense, programmed. Following in the footsteps of all the members of his family who worked at the Ufa Aviation Plant, Andrei Sharonov graduated from a mathematical class and entered the Aviation Institute.

At the age of 19, thanks to work in the Komsomol and construction teams, the first skills of a public figure came: the need to negotiate, convince and convey one's position quickly develops the now notorious emotional intelligence.

Having given the Komsomol several years, Sharonov continued his career development along the line of "youth affairs" further, reaching the position of the first person of the corresponding State Committee of the Russian Federation. Developed a new conceptual approach to the formation of state youth policy in the transitional society of the 90s.

Now he would probably be called an "ombundsman", but it is obvious that long before SKOLKOVO, Andrei Vladimirovich was interested in the careers and fates of young specialists.

This was followed by 11 years in the Ministry of Economic Development under 4 ministers - from the team of Yevgeny Yasin to great luck and work with German Gref. It was he who set the future head of business education high standards of professional standards, the appropriate level of ambition and the scale of thinking.

Having reached the status of “minister without 5 minutes”, Sharonov, at the age of 43, suddenly leaves for the real sector of the economy - for Troika Dialog as a managing director. The abrupt change of side of the barricades became a real cold shower - a lot of things started almost anew. Having changed the civil service to work in a service organization, he had to learn the eccentricity of business moves and the speed of reaction to ongoing events.

But it gave a comprehensive understanding of economic processes as such: if it is possible to go back and forth from government to business, it is useful to complete the picture, the former deputy minister himself believes.

By the way, since then it has become a habit for him to save his time and leave projects and functionality that have ceased to drive and be interesting.

Time at Troika taught me how to work with the staff piece by piece: to convey my expectations, to hear the needs, to manage people's motivation. The Nordic character began to acquire poise and attentiveness, which, coupled with irony and a tenacious look, turn Andrei Vladimirovich into an incredibly charismatic leader.

In 2009, he received the Aristos award in the Independent Director nomination, and the list of companies where he was or still is on the board takes several lines from the most famous names: Russian Railways, Sheremetyevo International Airport, Mostotrest, RAO UES, Transneft, RVC, Inter RAO UES, RusHydro, Aeroflot, VTB, Bank of Moscow... and that's not all.

Covering completely different areas with his attention, Andrey Vladimirovich, first of all, as the main value, brings his understanding of the general things of the enterprise economy to a combination of people with industry expertise, which gives rise to more balanced decisions of the collective mind.

At the same time, he himself is calm about regalia, awards, status signs: “If vanity is the engine, then I am against such vanity, which is based on artificial attributes that allow you to evaluate a person only externally ... If a person cannot wear something on his hand worth less than $10,000, it tells me that he probably does not have any other qualities that he could be proud of.

Having become “one of the strangers” in 3 years, Sharonov receives a new challenge, now from Mayor Sobyanin - and in 2010 he agrees to become his deputy for economic policy, tempted by the scope of the tasks set.

Another 3 years in the civil service, and a new appointment - Ruben Vardanyan again called his former colleague under his banner, and the SKOLKOVO business school found a new rector.

Another super-goal and a new round of building a dialogue between entrepreneurship and government. It is curious that, having perceived a new project for himself primarily as a social one, Sharonov got the opportunity not only to create a “bubble of common sense in society”, but also to actively compensate for his lack of a systematic business education.

Now he has at his disposal the best international professors, interesting students, regular modules at other world-famous schools, and new archaic tasks.

Andrei Vladimirovich loves sports, especially football, and has ranks in athletics and swimming. His morning workouts are known to all students and are recommended for visiting.

Sharonov's method: always play for a long time, don't try to solve issues momentarily, but don't get stuck in comfort and change the field of activity every 5-7 years, continuing to move and personal growth. I wonder what will be next?