Jan Mikkelsen
Analyst · JPMorgan. Your line is now open
Thanks Scott and good afternoon. In this quarter, we continued to execute on our strategic goals advancing towards our vision to build a fully integrated biopharma company. For TransCon Growth Hormone, we are completing enrollment in the fliGHt trial. And our heiGHt trial is progressing as planned towards top-line Phase 3 results expected in Q1 2019. For TransCon PTH, we have completed the Phase 1 study and recently outlined a change in the development program. This involves a Phase 2 trial with a planned long-term extension and an expansion of the Phase 3 program to a global pivotal trial, incorporating trial site in Japan and possible other Asian countries. Our updated plan is based on an analysis of how to strengthen the product profile. Initial feedback from FDA, how to reduce development risk and the [relation][ph] of the market potential for TransCon PTH in Asia. In the Phase 2 trial, we plan to measure not only PK and PD of different fixed doses of TransCon PTH in adult patient with hypoparathyroidism. But also add titration schedule, designed to completely discontinue activated vitamin D and calcium supplements. We believe that TransCon PTH also has the potential to address a large market in the Asian countries. In Japan alone, our research indicates that they are more than 30,000 patients with hypoparathyroidism, therefore, we plan to conduct a global Phase 3 trial incorporating sites in Japan and possible other Asian countries. We believe this new approach will accelerate the regulatory findings in the Asian market by several years thereby broadened [indiscernible] market potential while only moving back our U.S. filing by less than 1. We believe our new plan also reduce development risk for the TransCon PTH development program by testing the proposed of titration protocol before Phase 3 mutation and providing additional guidance for our Phase 3 power calculation. With this updated development strategy, we believe we have strengthened the commercial product, we can collect and learn from long-term extension data, potential to improve the label, decrease development risk and potential to broaden the commercial opportunity via geographic expansion. For our last product opportunity, for TransCon CNP, we are moving through the Phase 1 study, which we plan to complete as planned in the fourth quarter of this year. Now, I would like to focus on our growth strategy and reflect on how Ascendis plan to create sustainable growth as our company matures. Our vision is to create a biopharma company with several therapeutic areas each containing multiple independent products created by our technology platform and not to establish Ascendis as a one trick pony with a single product. We have a built a pipeline of three independent product opportunities in endocrinology rare disease. All three of these wholly-owned product candidates have the opportunity to provide sustainable growth through label expansion. We are also planning to create further growth by building new therapeutic areas outside of endocrinology rare disease. Each of these new therapeutic areas will contain multiple independent product opportunities. Why do we believe we have a strong fundamental for sustainable growth? We have a unique technology platform, which can continue to deliver innovation and thus not currently face significant competition. We continue to advance the TransCon technology and also to expand the platform to new areas such as localized delivery. Over the last several years, our platform has evolved from systemic delivery of an unmodified parent drug such as with TransCon Growth Hormone, TransCon PTH and TransCon CNP to also include localized delivery of an unmodified parent drug tailor-made for specific unmet medical need. Our TransCon platform localized delivery capabilities have been developed through both internal research efforts and our Roche Genentech ophthalmology collaboration, and believe our localized delivery platform has now reached a stage where it can be applied across different therapeutic areas and we are investigating these as we continue expanding our pipeline. In addition, we have a strong culture of innovation one that values science and drives our product development efforts. We have already applied this mindset and expertise to build our pipeline of three independent product candidates in endocrinology rare disease. By combining these essential fundamentals, our unique technology platform and culture of innovation, we expect to grow through a consistent stream of high value differentiated product opportunity as our company matures as a leading biopharma company. Another driver of sustainable growth and value creation at Ascendis is our plan to be -- to become fully integrated. It is logical that before integrating endocrinology rare disease as a commercial company because we can realize strong synergies by having multiple products in a single therapeutic area. We are already making important progress towards this objective by the strategy of initial commercial team led by Tom Larson. They are undertaking important projects to get a deep understanding of the market dynamics for each of our product candidate including physician, patient and market access results that will help refine future product positioning. Our goal is to build multiple independent therapeutic areas each with a diversified pipeline. We have built our first pipeline in endocrinology rare disease, a pipeline that is diverse and present multiple potential label expansion opportunity to support further growth. Now, we intend to put in place an additional source of growth with a pipeline in a new therapeutic area. We expect to disclose this next therapeutic area at the beginning of next year. We believe this approach with our technology platform and a culture of innovation at the core can successfully create sustainable long-term growth. Now, Jonathan will review our clinical products.