Dr Villoo Morawala-Patell, plant biologist and PhD from the University of Louis Pasteur, set out to harvest her science at the marketplace on an unusual platter of agriculture, nutrition and medicine.
Her Bangalore-based company, Avesthagen Ltd, is singly or jointly developing unique, scientifically proven, plant products for modern malaises: cancer and metabolic disorders; crackers and bars to ward off diabetes, heart diseases and obesity; TB-detecting biochips, even bioplastic. Some global who’s-who keep it company; $40 million worth funds have come in from private equities – the Tata and Godrej groups. As infrastructure, production and market demands soar, the 600-people-strong Avesthagen has felt the need for fresh capital – hazarded at Rs 200-250 crore – and is on the verge of going public. Dr Patell, its Chairperson and Managing Director, speaks about her IPO, business strategy and a grand health plan. Excerpts:
You are about to tap the capital market. What could you tell us about it at this stage? You are said to hold around 35 per cent stake.
The public issue is in aggressive movement. My stake is something like 32 per cent. Of course, there will be equal dilution across the board. I cannot discuss more than that.
Why a public issue?
I have to brave the IPO or I can’t reach the market!
[Without an IPO,] It would not be a growth story. I don’t want to wait 20-25 years for the company to become big. By 2015, we have to establish as a sizeable company that is playing globally from here. I want to compete with the best in the world. Amgen and Genentech were great science-led biotech companies and took on big pharma. That is how we need to do it.
[The IPO] is for infrastructure, manufacturing and people. If an acquisition comes up and accelerates our product and market development, we would look at it. Primarily it is to finish off the manufacturing, start global marketing; for our new [Rs 160-crore] campus; for the second phase of biopharma manufacturing and expansion of the seeds business. The market looks bleak. Public issues have been pulled back. Aren’t you apprehensive?
I’m excited by today’s market, which is the market for Avesthagen to enter. Whether I fail or win is not [the issue]. We have designed the model for the new world. I’m not afraid, I’m prepared for the consequences.
Food, farming, pharmaceuticals: which is the real Avesthagen?
Life sciences conglomerates like Johnson & Johnson, Novartis, Pfizer also have a whole play into agriculture, pharma and nutrition. If in the ’60s and the ‘70s chemistry was in all these areas, Avesthagen is attempting a biology model.
Actually ours a holistic model taking care of the entire spectrum of human life and health. Our Science and Innovation group works on medicinal plants, food plants, bacteria, mammalian cell lines and human biodiversity. There is a big area of creativity that will result in different types of products for today, tomorrow and the day after. In biopharma. we are looking at [proteins to fight] cancer, autoimmune disorders and ageing. The ultimate goal of our two main projects [Biopharma and Bionutrition] is to integrate agriculture with health.
How close to the market are the products?
The first [pharma] pipeline is of biosimilars. With Cipla, we have created a pipeline of eight. Four molecules have been cleared by the RPGM [the regulatory panel for genetically modified products] and two will be entering pre-clinical trials shortly.
The first product will be out by the end of 2009 and two a year will follow. The second pipeline is AvesthaGenome [a Rs 120-crore project on the Parsi community’s genealogy] which will have new proteins, with new entities feeding it. We are partnering with French company ShigaMediX on [a vaccine for] TB and the human papilloma virus [that causes cervical cancer.]
What would be your manufacturing strategy?
We have positioned ourselves for the global biosimilars market by buying a German company [contract manufacturer Siegfried Biologics] and by building a 200-litre cGMP facility here.
We will make the manufacturing happen in areas where we will buy out or lease out. Except for the biopharma facility which we are building, because there aren’t such facilities in the world. Where is the missing link?
We need marketing muscle. We will have to build it ourselves except where we are partners – as with Cipla or Danone. All our products are sitting in fancy stores. I was thinking of the kirana store and the masses.
We may also look at totally novel ways of marketing. To be sitting on mainstream shelves, you have to create a niche or advertise like mad. There may be smarter ways of doing it, like Hutch or Google did.
If I brand and market them properly, each of my ingredients will potentially become a $200-300-million product in the next five years. We should have a way of taking technology quickly to the consumer. We recently launched avesthawellbeing.com. You can order online for [herbal ingredient] TeeStar; or for Amlapure . I want to integrate the whole predictive-preventive-personalised range online.
You have around a dozen collaborations. Have you found the right fit?
We are looking for new alliances. In each category, we will build newer collaborations at different levels.
The coming in of big partners like Nestle and Danone validated our model. . Most of these companies wanted to attach to us pretty early-for access to new products, ; technology, lab, ideas. Where the products would be ready in 3-5 years, we are with Danone, Vilmorin & Cie, Biomerieux, Godrej and Cipla.
With Danone, we are doing two products including R&D, clinicals and co-branding; and in yoghurt. We delivered eight molecules for diabetes to Nestle.
All the [nutritional] actives are ready to be licensed. It’s to be worked out [among] three to four big international companies, reports The Hindu Business Line.
Source: Moneycontrol.com