Intervju med Jes Trygved, vd för Cessatech

Under vinjetten ”#FemSnabba” får intressanta och spännande börsbolag i en kortintervju chansen att förklara var bolaget befinner sig och vart det är på väg. Frågorna ska belysa det aktuella läget i företaget. Syftet är att ge en ögonblicksbild för att Börsvärldens läsare ska kunna bilda sig en uppfattning om vad som händer just nu. Denna gång är det Jes Trygved,vd för Cessatech A/S som ger svaren.

1. Where are you right now and what do the next few years look like?

This year we are initiating three [3] clinical trials, for our first product CT001, the nasal spray for acute pain management. This is a major accomplishment for any organization as it requires much effort in preparation and authorizations and getting manufacturing up and ready - which has been on track. Especially a large effort for a new company like Cessatech, with many new people and procedures. We are currently working hard to finalize the initiation of trail 0205 and then finalizing the reporting for trial 0206 which is expected at the end of  this year.  In parallel, we have spent much effort on getting the right team in place and this is obviously more important for our long term success - I am really pleased with our efforts and the team that has been put in place.

2. You have released an interim report, can you comment on it a little briefly?

The short answer is; we are on track and planning for the pivotal studies of CT001. We are a development company, and our financial reporting is hence only focusing on activities related to our clinical program. The second quarter highlights are - Completed recruitment for trial 0204, ready to initiate recruitment for trial 0206 (now initiated), Preparing for the pivotal trial 0205, Initiated formulation activities of CT002, Awarded IPO of the year by Affärsvälden, Continue to build the organization to lead the development of CT001 and of course very important the appointment of Adam Steensberg as Chairman of the Board.

3. What are your biggest challenges?

We are in an industry (pharmaceuticals), where we are often not completely in charge of our challenges, but having said that our biggest challenges are still to get the right team in place, we have a great product, we are on track with our activities - but we need the right people to continue the good work, and it is not easy to find talent, especially being a small company. I am extremely proud of our current team, but we need to advance and onboard many new processes and team-members so that we can advance next year’s activities. It is important to enjoy this process, and it is people whom we will work together with for many years to come...

4. Tell us a little about your visions. Where are you going?

Rethinking Child Treatments is our ‘purpose’, the reason we exist and the motivation behind what started as a project from Copenhagen University Hospital in Denmark and continued into a listed company. Whenever we look at new projects or the way we work with devices or solutions we always evaluate and consider the impact on children, will it make a difference and how important is this difference? The term ‘rethinking’ is also very important to understand, we are not an early-stage biotech research company working with peptides or molecules, we are a company reevaluating current solutions and investigating new solutions based on prior experience or new administration forms. We are all driven by an interest to get these products out on the market, we want to see the solutions being applied in hospitals and not just in research or academic environments. Hopefully, we will be able to get many approved products and solutions available for the patients, the children.

5. What can a shareholder expect from you as a company?

We constantly focus on ‘synergies’, and how this can enable us to expand our business and accelerate the processes of product development. Some biotech companies focus on specific disease areas, many do not – we focus on approved medicine for children, and only for children, and we also focus on specific disease areas. For us to further expand our offerings to children, we will look into different disease areas, and it will be important that we can find synergies – otherwise the business model will not turn into a successful commercial model. One product in one disease will rarely be the foundation of a longer journey. This is more the long-term focus, and on a more short-term horizon we are extremely focused on delivering on what we have promised and constantly evaluate if we can do something faster and even at  lower costs. This could be evaluating the number of sites needed for a clinical trial, or considering various regulatory options. Constantly trying to be as agile as possible and perform better than what we have promised.