Connect with us

International

NAIOP Chair Kim Snyder Shares His Outlooks, Experiences

NAIOP’s chair shares his thoughts on our industry, his goals this year as chair, why advocacy matters, and the value provided by NAIOP.

Published

on

In the Spring issue of Development magazine, I shared some of my thoughts on our industry, my goals as chair, and what I see as NAIOP’s greatest member value. I had so much to share that I quickly ran out of room! So, I’m sharing an extended cut of our conversation with our Market Share blog readers. If you already haven’t, I’d invite you to read my recent column in the Spring issue of the magazine.

What are your goals as NAIOP Chair?

Our association is growing – surpassing new records at the end of 2022 – yet the membership structure is complex and can be challenging to explain to a new member. We need to simplify and streamline, making the structure easier to understand and removing any potential barriers for members. I’m pleased to share that a task force has been appointed to examine the structure.

The industry remains behind the curve of diversity, equity, inclusion and belonging (DEI&B). As we develop the next strategic plan, I believe we need to establish meaningful and actionable tenets, supported by the executive committee and propelled by our board. This commitment needs to be supported with a budget for further recruitment, development and education for all members on the merits of a diverse workforce so that our association can demonstrate its commitment to all underrepresented individuals in commercial real estate.

For decades, NAIOP Corporate – uniting 52 chapters across the U.S. and Canada – has successfully represented the members on federal policy issues; however, we need to work with our chapters to align our priorities on common issues and problems facing regions, states and provinces. This year, we’ll survey members to identify key issues to create a more focused approach to advocacy on all levels.

Why is diversity so important to business?

Our industry has been slow on its path to diversity and inclusion, but I have great optimism about what we can achieve with focus and commitment. It needs to be second nature to think, behave, hire and develop the broadest spectrum of talent for the future of commercial real estate. That’s how we keep our association and our industry successful in the modern era.

Almost 17 years ago, NAIOP introduced its Developing Leaders program for younger professionals. Today they comprise more than a quarter of all members. They already represent the association well, and they will help keep NAIOP strong and essential as the industry evolves through economic cycles and generational change. 

Why should our members be engaged legislatively?

Relationships matter. If elected officials and regulators don’t know who our members are, what they do and how we contribute to communities and the overall economic health of the U.S., they may feel freer to enact laws and regulations that make it harder for us to operate. It is important to stay engaged and aware of the legislative and regulatory environment – both locally and nationally. That will help us make better decisions and, more importantly, convey our pride for this great industry and all that it does.

Members are part of both a local chapter and the overarching organization. Why is this valuable and how can the two affiliations complement one another?

Real estate is a local business. Chapters can best adapt their programming to meet the needs of local members. The overarching organization can provide national and regional level insights, broad educational opportunities, networking across local chapters and advocacy and issue spotting on legislative matters affecting the broader membership. It’s a symbiotic relationship of collaborating, educating, and advocating if properly executed. That should be our goal.

What do you see for 2023 as we emerge from three years of pandemic living?

We will face challenges in 2023 as we grapple with escalating interest rates, stubborn inflation and dimming confidence in the overall economy. But there are also reasons to be optimistic. Savvy commercial real estate developers learn to predict and assess these external factors and overcome obstacles in the path of our success. A downturn can present opportunities for capital investment, creative problem-solving and recruiting new talent.

What can NAIOP do to prepare its members for a period of uncertainty/economic stresses?

NAIOP has always helped its members navigate choppy waters with continuing education, new areas of learning, and a collaborative membership that is willing to help others by sharing our experiences. NAIOP can help its members find new opportunities, partners and ways to make real estate projects more financeable and successful. The reports by the Research Foundation are a key example of this type of benefit. The association has a lot to offer during uncertain times and we should all take advantage of its offerings.

What do you find engaging about the CRE industry?

Whether in office, retail, hospitality or logistics, developers need tenants. I love getting to know customers – their business and their needs – and then help solve their problems so they can flourish. This makes me excited to go to work every day. The pivotal role our industry plays in making local communities and economies stronger also is incredibly satisfying. Our real estate investments and career opportunities are much bigger than one development project – we’re helping create a strong economy and better communities for people to work and live.

How has the Southern California/Western Region market grown and changed?

I have lived in SoCal for nearly 35 years in Arizona for a decade before that, and I have worked all over Europe, Mexico, Canada and Brazil during the last few decades. But SoCal is my home and where I am most rooted with family, friends and colleagues. In the time I have lived and worked here, Southern California has really changed in terms of population growth and economic significance. Our economy has substantially diversified. It continues to be a vibrant place for entrepreneurs and offers a diverse culture that is open to newcomers.

What’s next for industrial development?

Industrial was the darling product type for the last 5-6 years and still has gas in its tank, in my view. As consumers have moved to a more omnichannel buying behavior, logistics real estate will continue to bloom for years to come as the percentage of online retail sales grows. That shift in consumer spending behavior is creating a growing need for industrial space closer to areas of major population. As a result, we’re seeing the need for more community engagement in the development of industrial, which presents an opportunity to help local leaders and members of the community better understand the value industrial developments bring to their community.

Sustainable logistics is an area that I expect to explode. As companies develop industrial projects, making sure they are being designed, constructed and operated in a sustainable manner will be key to winning and maintaining community support. Fully featured 40-foot clear, LEED certified warehouses are as popular today as they have ever been, making them a solid investment opportunity. That said, the smart investor is investing in properties that are built with an eye toward the future (solar, LED, EV, etc.). 

Fleet electrification, while in its infancy, is having a huge impact on the industry. As landlords and tenants strive to achieve net zero goals, the emergence of electric vehicles of all kinds will be a part of that solution.

Read More

Continue Reading

International

Four burning questions about the future of the $16.5B Novo-Catalent deal

To build or to buy? That’s a classic question for pharma boardrooms, and Novo Nordisk is going with both.
Beyond spending billions of dollars to expand…

Published

on

To build or to buy? That’s a classic question for pharma boardrooms, and Novo Nordisk is going with both.

Beyond spending billions of dollars to expand its own production capacity for its weight loss drugs, the Danish drugmaker said Monday it will pay $11 billion to acquire three manufacturing plants from Catalent. It’s part of a broader $16.5 billion deal with Novo Holdings, the investment arm of the pharma’s parent group, which agreed to acquire the contract manufacturer and take it private.

It’s a big deal for all parties, with potential ripple effects across the biotech ecosystem. Here’s a look at some of the most pressing questions to watch after Monday’s announcement.

Why did Novo do this?

Novo Holdings isn’t the most obvious buyer for Catalent, particularly after last year’s on-and-off M&A interest from the serial acquirer Danaher. But the deal could benefit both Novo Holdings and Novo Nordisk.

Novo Nordisk’s biggest challenge has been simply making enough of the weight loss drug Wegovy and diabetes therapy Ozempic. On last week’s earnings call, Novo Nordisk CEO Lars Fruergaard Jørgensen said the company isn’t constrained by capital in its efforts to boost manufacturing. Rather, the main challenge is the limited amount of capabilities out there, he said.

“Most pharmaceutical companies in the world would be shopping among the same manufacturers,” he said. “There’s not an unlimited amount of machinery and people to build it.”

While Novo was already one of Catalent’s major customers, the manufacturer has been hamstrung by its own balance sheet. With roughly $5 billion in debt on its books, it’s had to juggle paying down debt with sufficiently investing in its facilities. That’s been particularly challenging in keeping pace with soaring demand for GLP-1 drugs.

Novo, on the other hand, has the balance sheet to funnel as much money as needed into the plants in Italy, Belgium, and Indiana. It’s also struggled to make enough of its popular GLP-1 drugs to meet their soaring demand, with documented shortages of both Ozempic and Wegovy.

The impact won’t be immediate. The parties expect the deal to close near the end of 2024. Novo Nordisk said it expects the three new sites to “gradually increase Novo Nordisk’s filling capacity from 2026 and onwards.”

As for the rest of Catalent — nearly 50 other sites employing thousands of workers — Novo Holdings will take control. The group previously acquired Altasciences in 2021 and Ritedose in 2022, so the Catalent deal builds on a core investing interest in biopharma services, Novo Holdings CEO Kasim Kutay told Endpoints News.

Kasim Kutay

When asked about possible site closures or layoffs, Kutay said the team hasn’t thought about that.

“That’s not our track record. Our track record is to invest in quality businesses and help them grow,” he said. “There’s always stuff to do with any asset you own, but we haven’t bought this company to do some of the stuff you’re talking about.”

What does it mean for Catalent’s customers? 

Until the deal closes, Catalent will operate as a standalone business. After it closes, Novo Nordisk said it will honor its customer obligations at the three sites, a spokesperson said. But they didn’t answer a question about what happens when those contracts expire.

The wrinkle is the long-term future of the three plants that Novo Nordisk is paying for. Those sites don’t exclusively pump out Wegovy, but that could be the logical long-term aim for the Danish drugmaker.

The ideal scenario is that pricing and timelines remain the same for customers, said Nicole Paulk, CEO of the gene therapy startup Siren Biotechnology.

Nicole Paulk

“The name of the group that you’re going to send your check to is now going to be Novo Holdings instead of Catalent, but otherwise everything remains the same,” Paulk told Endpoints. “That’s the best-case scenario.”

In a worst case, Paulk said she feared the new owners could wind up closing sites or laying off Catalent groups. That could create some uncertainty for customers looking for a long-term manufacturing partner.

Are shareholders and regulators happy? 

The pandemic was a wild ride for Catalent’s stock, with shares surging from about $40 to $140 and then crashing back to earth. The $63.50 share price for the takeover is a happy ending depending on the investor.

On that point, the investing giant Elliott Investment Management is satisfied. Marc Steinberg, a partner at Elliott, called the agreement “an outstanding outcome” that “clearly maximizes value for Catalent stockholders” in a statement.

Elliott helped kick off a strategic review last August that culminated in the sale agreement. Compared to Catalent’s stock price before that review started, the deal pays a nearly 40% premium.

Alessandro Maselli

But this is hardly a victory lap for CEO Alessandro Maselli, who took over in July 2022 when Catalent’s stock price was north of $100. Novo’s takeover is a tacit acknowledgment that Maselli could never fully right the ship, as operational problems plagued the company throughout 2023 while it was limited by its debt.

Additional regulatory filings in the next few weeks could give insight into just how competitive the sale process was. William Blair analysts said they don’t expect a competing bidder “given the organic investments already being pursued at other leading CDMOs and the breadth and scale of Catalent’s operations.”

The Blair analysts also noted the companies likely “expect to spend some time educating relevant government agencies” about the deal, given the lengthy closing timeline. Given Novo Nordisk’s ascent — it’s now one of Europe’s most valuable companies — paired with the limited number of large contract manufacturers, antitrust regulators could be interested in taking a close look.

Are Catalent’s problems finally a thing of the past?

Catalent ran into a mix of financial and operational problems over the past year that played no small part in attracting the interest of an activist like Elliott.

Now with a deal in place, how quickly can Novo rectify those problems? Some of the challenges were driven by the demands of being a publicly traded company, like failing to meet investors’ revenue expectations or even filing earnings reports on time.

But Catalent also struggled with its business at times, with a range of manufacturing delays, inspection reports and occasionally writing down acquisitions that didn’t pan out. Novo’s deep pockets will go a long way to a turnaround, but only the future will tell if all these issues are fixed.

Kutay said his team is excited by the opportunity and was satisfied with the due diligence it did on the company.

“We believe we’re buying a strong company with a good management team and good prospects,” Kutay said. “If that wasn’t the case, I don’t think we’d be here.”

Amber Tong and Reynald Castañeda contributed reporting.

Read More

Continue Reading

International

Petrina Kamya, Ph.D., Head of AI Platforms at Insilico Medicine, presents at BIO CEO & Investor Conference

Petrina Kamya, PhD, Head of AI Platforms and President of Insilico Medicine Canada, will present at the BIO CEO & Investor Conference happening Feb….

Published

on

Petrina Kamya, PhD, Head of AI Platforms and President of Insilico Medicine Canada, will present at the BIO CEO & Investor Conference happening Feb. 26-27 at the New York Marriott Marquis in New York City. Dr. Kamya will speak as part of the panel “AI within Biopharma: Separating Value from Hype,” on Feb. 27, 1pm ET along with Michael Nally, CEO of Generate: Biomedicines and Liz Schwarzbach, PhD, CBO of BigHat Biosciences.

Credit: Insilico Medicine

Petrina Kamya, PhD, Head of AI Platforms and President of Insilico Medicine Canada, will present at the BIO CEO & Investor Conference happening Feb. 26-27 at the New York Marriott Marquis in New York City. Dr. Kamya will speak as part of the panel “AI within Biopharma: Separating Value from Hype,” on Feb. 27, 1pm ET along with Michael Nally, CEO of Generate: Biomedicines and Liz Schwarzbach, PhD, CBO of BigHat Biosciences.

The session will look at how the latest artificial intelligence (AI) tools – including generative AI and large language models – are currently being used to advance the discovery and design of new drugs, and which technologies are still in development. 

The BIO CEO & Investor Conference brings together over 1,000 attendees and more than 700 companies across industry and institutional investment to discuss the future investment landscape of biotechnology. Sessions focus on topics such as therapeutic advancements, market outlook, and policy priorities.

Insilico Medicine is a leading, clinical stage AI-driven drug discovery company that has raised over $400m in investments since it was founded in 2014. Dr. Kamya leads the development of the Company’s end-to-end generative AI platform, Pharma.AI from Insilico’s AI R&D Center in Montreal. Using modern machine learning techniques in the context of chemistry and biology, the platform has driven the discovery and design of 30+ new therapies, with five in clinical stages – for cancer, fibrosis, inflammatory bowel disease (IBD), and COVID-19. The Company’s lead drug, for the chronic, rare lung condition idiopathic pulmonary fibrosis, is the first AI-designed drug for an AI-discovered target to reach Phase II clinical trials with patients. Nine of the top 20 pharmaceutical companies have used Insilico’s AI platform to advance their programs, and the Company has a number of major strategic licensing deals around its AI-designed therapeutic assets, including with Sanofi, Exelixis and Menarini. 

 

About Insilico Medicine

Insilico Medicine, a global clinical stage biotechnology company powered by generative AI, is connecting biology, chemistry, and clinical trials analysis using next-generation AI systems. The company has developed AI platforms that utilize deep generative models, reinforcement learning, transformers, and other modern machine learning techniques for novel target discovery and the generation of novel molecular structures with desired properties. Insilico Medicine is developing breakthrough solutions to discover and develop innovative drugs for cancer, fibrosis, immunity, central nervous system diseases, infectious diseases, autoimmune diseases, and aging-related diseases. www.insilico.com 


Read More

Continue Reading

International

Another country is getting ready to launch a visa for digital nomads

Early reports are saying Japan will soon have a digital nomad visa for high-earning foreigners.

Published

on

Over the last decade, the explosion of remote work that came as a result of improved technology and the pandemic has allowed an increasing number of people to become digital nomads. 

When looked at more broadly as anyone not required to come into a fixed office but instead moves between different locations such as the home and the coffee shop, the latest estimate shows that there were more than 35 million such workers in the world by the end of 2023 while over half of those come from the United States.

Related: There is a new list of cities that are best for digital nomads

While remote work has also allowed many to move to cheaper places and travel around the world while still bringing in income, working outside of one's home country requires either dual citizenship or work authorization — the global shift toward remote work has pushed many countries to launch specific digital nomad visas to boost their economies and bring in new residents.

Japan is a very popular destination for U.S. tourists. 

Shutterstock

This popular vacation destination will soon have a nomad visa

Spain, Portugal, Indonesia, Malaysia, Costa Rica, Brazil, Latvia and Malta are some of the countries currently offering specific visas for foreigners who want to live there while bringing in income from abroad.

More Travel:

With the exception of a few, Asian countries generally have stricter immigration laws and were much slower to launch these types of visas that some of the countries with weaker economies had as far back as 2015. As first reported by the Japan Times, the country's Immigration Services Agency ended up making the leap toward a visa for those who can earn more than ¥10 million ($68,300 USD) with income from another country.

The Japanese government has not yet worked out the specifics of how long the visa will be valid for or how much it will cost — public comment on the proposal is being accepted throughout next week. 

That said, early reports say the visa will be shorter than the typical digital nomad option that allows foreigners to live in a country for several years. The visa will reportedly be valid for six months or slightly longer but still no more than a year — along with the ability to work, this allows some to stay beyond the 90-day tourist period typically afforded to those from countries with visa-free agreements.

'Not be given a residence card of residence certificate'

While one will be able to reapply for the visa after the time runs out, this can only be done by exiting the country and being away for six months before coming back again — becoming a permanent resident on the pathway to citizenship is an entirely different process with much more strict requirements.

"Those living in Japan with the digital nomad visa will not be given a residence card or a residence certificate, which provide access to certain government benefits," reports the news outlet. "The visa cannot be renewed and must be reapplied for, with this only possible six months after leaving the countr

The visa will reportedly start in March and also allow holders to bring their spouses and families with them. To start using the visa, holders will also need to purchase private health insurance from their home country while taxes on any money one earns will also need to be paid through one's home country.

Read More

Continue Reading

Trending