Rajesh K Sinha

7 Global Leaders in Pharmaceutical Companies Vs 7 Indian Pharmaceutical leaders 1. Johnson & Johnson Known for its diverse portfolio of pharmaceuticals, medical devices, and consumer products. 2. Pfizer A leading biopharmaceutical company developing innovative medicines and vaccines. 3. Roche A global healthcare company focused on developing innovative medicines and diagnostics. 4. Merck & Co. A research-driven biopharmaceutical company developing innovative medicines and vaccines. 5. Novartis A global healthcare company focused on developing innovative medicines and treatments. 6. GlaxoSmithKline A global healthcare company developing innovative medicines, vaccines, and consumer healthcare products. 7. AstraZeneca A global biopharmaceutical company focused on developing innovative medicines and treatments. 7 Indian Pharmaceutical Companies 1. Sun Pharmaceutical Industries A leading pharmaceutical company in India with a strong presence in generics and specialty medicines. 2. Dr. Reddy's Laboratories A multinational pharmaceutical company developing and marketing generic medicines and APIs. 3. Cipla A leading pharmaceutical company in India with a strong presence in generics and respiratory medicines. 4. Aurobindo Pharma A leading pharmaceutical company in India with a strong presence in generics and APIs. 5. Lupin A multinational pharmaceutical company developing and marketing generic medicines and APIs. 6. Torrent Pharmaceuticals A leading pharmaceutical company in India with a strong presence in various therapeutic segments. 7. Glenmark Pharmaceuticals A research-driven pharmaceutical company developing innovative medicines and APIs. Synergistic Solutions The collaboration between global leaders and Indian pharmaceutical companies tie ups. A-Healthcare Market Reach Expanding the market reaches and increasing accessibility to medicines globally. B- Innovation in Critical Care Treatments Developing innovative treatments for critical care conditions such as cancer, cardiovascular diseases, and infectious diseases. C- Transplantation Developing innovative medicines and treatments for transplantation and organ rejection. D- Charity Collaborating on charitable initiatives to improve healthcare access and outcomes in underserved communities. E- Global Reach Leveraging global networks and expertise to develop and market medicines globally. Benefits The collaboration can benefit both global leaders and Indian pharmaceutical companies by: Enhancing Innovation Combining expertise and resources to develop innovative medicines and treatments. Increasing Market Access Expanding the market reaches and increasing accessibility to medicines globally. Improving Healthcare Outcomes Developing effective treatments and improving healthcare outcomes for patients globally. By collaborating, global leaders and Indian pharmaceutical companies can create synergistic solutions that benefit patients, healthcare providers, and the pharmaceutical industry.

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For those of you who think numbers matter, listen to this closely. Over 1.5 million new cancer cases are diagnosed in India every year. Sadly, the oncology market is projected to grow at over 12% CAGR between now and 2030. But numbers don’t tell you the other side of the story. About the father who sold his land to fund treatment for his wife or the young mother who delayed care because the cost felt impossible. Working in a sensitive industry like #pharma, these stories are a part of my work. I have known families who chose between survival and their life savings. Unfortunately, many times, nothing works too. This is where oncology biosimilars are rewriting the story. They offer the same therapeutic efficacy and safety as innovator biologics, but at a fraction of the cost. That means more patients get access, and healthcare systems can stretch their budgets further. India is uniquely positioned here. We have the manufacturing scale, scientific expertise, and now, increasing government support through initiatives like PLI and biotech parks. Partnerships with global pharma, the rise of CDMOs, and a curated pipeline from Indian companies are accelerating this shift. At Pinnacle, I’ve watched our teams harness this by navigating complex R&D cycles, regulatory demands and so much more. Not just to launch a product, but to ensure that treatment isn’t out of reach for those who need it most. Yes, the oncology market will grow. But the real test is whether that growth translates into accessibility and impact. #OncologyBiosimilars #CancerCare #PharmaLeadership

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It Takes a Village to Raise a Child: Advancing Clinical Research in India vis-à-vis China and other South East Asian countries India stands at a critical juncture in its evolution as a global hub for clinical research. While countries like China, Indonesia, and South Korea have made significant strides in attracting multiregional clinical trials (#MRCTs), India continues to possess untapped potential that, if realized, can benefit not only global research but also Indian patients—through earlier access to innovative therapies. To unlock this potential, it is essential that all stakeholders—government bodies, regulatory agencies, industry groups, academia, and the biotech community—work in unison. As the adage goes, it takes a village to raise a child, and similarly, building a robust clinical research ecosystem in India will require sustained, collaborative, and wholehearted efforts. In a welcome move, the Prime Minister of India recently directed the Union Health Ministry to take concrete steps toward promoting the ease of doing business in pharmaceutical and clinical research sectors. In response, CDSCO FDA India MoHFW) and Drug Controller General of India (Rajeev Raghuvanshi) have made commendable progress. Amendments to the New Drugs and Clinical Trials Rules, 2019 aim to streamline approval timelines and reduce regulatory friction—marking a significant step toward aligning India with global best practices. Organizations like Indian Society for Clinical Research (ISCR) are playing a pivotal role in this transformation—through advocacy, educational initiatives, and strategic engagement with key stakeholders. These efforts are helping to increase awareness about critical role India can play in global clinical research. At our level, too, at CLINEXEL, we are making dedicated efforts to raise awareness—especially among emerging biotech—about the scope, advantages, and real-world challenges of conducting clinical trials in India. While large MNCs are increasingly including India in their Phase II and III #MRCTs, small and mid-sized biotech firms often remain unaware of the opportunities and support available in India. India offers several advantages: A large, treatment-naïve patient population Skilled investigators and medical infrastructure Competitive cost structures A growing regulatory focus on innovation and patient-centricity However, realizing these benefits requires more than regulatory reform—it demands ecosystem-wide engagement. For India to gain proper recognition as a preferred destination for #globalclinicaltrials—and for Indian patients to receive timely access to novel therapies under development—we must continue to invest in building awareness, simplifying processes, training professionals, and maintaining the highest ethical and scientific standards. This is not the task of one entity or one sector. It is a collective mission. Let's continue our efforts together #clinexelcro #indiaclinicaltrials #clinicaltrialsinindia

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The USFDA isn’t a hurdle. It’s a growth strategy 📈 Every company dreads inspections. But here’s the truth: ▪️ The most resilient Indian pharma companies embrace the USFDA — and build to meet it. ▪️ A successful USFDA audit isn’t just a compliance win. It’s a passport to global trust, investor confidence, and long-term margins. Instead of fearing the regulator, let’s build for the world 🌍 That’s how Indian pharma scales.

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🌍 India at the Crossroads of Global Pharma Realignment On October 3, the U.S. FDA https://lnkd.in/gjGdgri2 unveiled a bold pilot — fast-tracking generic drug reviews when the entire chain — from API sourcing to bioequivalence testing to final manufacturing — occurs within the U.S. This isn’t just regulatory tinkering. It’s a strategic push to re-industrialize, reclaim sovereignty over drug security, and shift the center of gravity in global pharma. U.S. media https://lnkd.in/gjNuqCAJ frames this as both an economic and national security move. The implication? Countries like India, which currently supply large APIs and lead in generics, face the dual challenge of preserving export markets while forging new paths into U.S. territory. The Indian Pharmaceutical Alliance https://lnkd.in/g_rQQY_e has already pushed back against tariff rhetoric, defending the quality and global trust Indian firms have built. But here lies a deeper narrative — India is not merely a supplier but a strategic partner — one that must transform itself or risk being sidelined. Greater capital tie-ups in U.S. soil, joint ventures, dual-market facilities, and shared compliance regimes will no longer be optional — they’ll be essential. This moment calls not for reaction, but reflection and reinvention. As global pharma dynamics shift, India’s strength lies not just in scale — but in foresight, collaboration, and trust. 💭 How can we, as stakeholders, innovators, and policymakers, reimagine India’s role from being the ‘pharmacy of the world’ to becoming the ‘engine of global health resilience’? The answers will shape the next decade of medicine — and they must come from all of us. — Chakravarthi AVPS #IndiaPharma #PharmaStrategy #GlobalHealth #FDAPilot #DrugSecurity #globalpharma #HealthcareLeadership #SupplyChainResilience #Innovation #PolicyInsight

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SARS-CoV-2: A POWERFUL SECOND GENERATION DRUG CANDIDATE, 3CL PROTEASE INHIBITOR DISCOVERED  The coronavirus disease 2019 (COVID-19) outbreak caused  by severe acute respiratory syndrome coronavirus-2 (SARS-CoV-2) has substantially impacted humanity. The develop mentand introduction of vaccines and first-generation antiviral drugs for COVID-19 has enabledus to respond to the acute emergencies. However, the virus is persistently mutating, evading the immune system, and cancause repeated infections, resulting in the disease becoming endemic and not disappearing completely. There remains concern regarding public health and an unmet need for therapeutic options. The need for effective COVID-19 therapeutics remains high as it remains a challenging disease.  The SARS-CoV-2 3C-like protease (3CLpro), also known as main protease (Mpro) and non structural protein5 (nsp5), is a  promising drug target for COVID-19 therapy. Herein, in un OPEN ACCESS paper on J Med Chem, authors report the discovery of S-892216, a second-generation SARS-CoV-2 3C-like protease (3CLpro) inhibitor, to treat COVID-19. S-892216 is a reversible covalent 3CLpro inhibitor with highly potent antiviral activity and an EC50 value of 2.48 nM against SARS-CoV-2 infected cells. Structure-based design of a covalent modifier for compound 1 revealed that introducing a nitrile warhead increased 3CLpro inhibition activity by 180-fold. Subsequent optimization efforts yielded S-892216, which combined a favorable pharmacokinetic profile and high off-target selectivity. S-892216 exhibited antiviral activity against diverse SARS-CoV-2 variants, including major mutations reducing antiviral activities of nirmatrelvir and ensitrelvir. In SARS-CoV-2-infected mice, S-892216 inhibited viral replication in the lungs similar to ensitrelvir, although at a 30-fold lower dose. #S892216 #SARS_CoV_2 #3CLpro #COVID_19 Yuto Unoh, et al. Journal of Medicinal Chemistry Article ASAP https://lnkd.in/dZJ5fQm4

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Rethinking Doctor-Patient Interactions in #India: Lessons from Abroad The doctor-patient relationship is the cornerstone of #healthcare, yet in India, it often feels like a vastly different experience compared to what we see overseas. Having experienced both, I’ve often pondered why these discrepancies exist and what we can learn to enhance our healthcare journey. The Indian Healthcare Journey: A Closer Look   1. The Follow-Up Void: In India, patient follow-ups are surprisingly rare. Once you leave the clinic, you're often on your own, lacking continued guidance. 2. The Missing #Pharmacist as an Ally: Unlike many Western countries where pharmacists play a vital role as continuing advisors, this essential layer of support is largely absent in India. Patients are often left feeling truly abandoned once they have their #medication. 3. The Waiting Game: Who hasn't spent an inordinate amount of time waiting in a doctor's clinic? Why can't we streamline appointments for a more respectful use of everyone's time? This applies to both patients and doctors. 4. Perfunctory #Examinations & Lack of #Transparency: There's a perception that examinations can be brief and superficial. More critically, detailed written reports of findings and observations are rarely provided. When they are, they’re often in handwriting that even a seasoned cryptographer would struggle with! This creates significant hurdles for chemists trying to dispense the right medicine. In Western countries, doctors are often diligently recording notes on computers, summarising discussions, and providing clear recommendations and follow-up actions. Empowering #patients with a better understanding of their condition & treatment plan. The "why" behind findings and recommendations is also explained, fostering #trust and clarity. 1. To get more time from your doctor: A #solution is to take back-to-back appointment as double appointment. This gives extra time for meaningful dialogue or a thorough consultation. 2. Seek Second Opinions: For various reasons, seeking second or third opinion is not as common, which can limit comprehensive care. 3. Pharmacy Predicaments: Even if we manage to decipher the doctor’s handwriting, challenges don't end there. Anecdotally, many of us have received a different brand of medicine than prescribed, even if the chemical composition is the same. This practice, often driven by higher margins for the pharmacy, raises concerns about quality and patient choice, and directly impacts pharmaceutical companies whose products are substituted. Consider this striking statistic: In Western hospitals, over 15% of occupied beds are filled by patients admitted due to incorrect prescriptions, improper administration, or medication malfunctions. Has anyone genuinely investigated the scale of this issue in India? What have your experiences been, and what are your thoughts on enhancing our healthcare interactions?

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