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Business Wire
18 hours ago
- Business
- Business Wire
Medincell Proposes Board Appointments of Industry Veterans Dr. Sharon Mates and Dr. Charles Kunsch
MONTPELLIER, France--(BUSINESS WIRE)--Regulatory News: Medincell (Paris:MEDCL): Sharon Mates, PhD, is the co-founder and former Chair and CEO of Intra-Cellular Therapies, a CNS-focused biotech that developed the successful drug CAPLYTA ®, acquired by Johnson & Johnson for $14.6 billion in April 2025. Dr. Mates said: "Medincell is entering a new era and I'm excited to help shape its future. Its vision and achievements closely align with my passion for advancing medical innovation and delivering meaningful solutions for patients." Charles Kunsch, PhD, is a seasoned life sciences executive with over 30 years of experience, including as former Managing Director at AbbVie Ventures, where he led investments in pioneering biotech companies. Dr. Kunsch said: 'Throughout my career, I've seen how innovation and collaboration can transform bold ideas into meaningful impact. These values are deeply rooted at Medincell. They've already taken the company far and laid a strong foundation for a new phase of growth. I'm excited to contribute my experience to support the executive team and fellow board members in driving the company's continued success.' These nominations aim to further strengthen the expertise of Medincell's Board of Directors, which currently includes: Philippe Guy (Chairman) - Former Head of BCG's Global Health Care Practice and member of BCG's Worldwide Executive Committee Christophe Douat - CEO of Medincell Elisabeth Kogan - CEO of Clexio Bioscience, former SVP at Teva where she led global generic and specialty R&D Tone Kvåle - CFO of Herantis Pharma, with over 25 years of biotech finance leadership Virginie Lleu - Senior Partner at WittKieffer, with over 30 years of experience in executive search for the pharmaceutical industry Pascal Touchon - Former Global Head of Cell & Gene Therapy at Novartis Oncology, CEO then Chairman of Atara Biotherapeutics, Inc. Philippe Guy, Chairman of the Board of Medincell, said: 'The Board has made it a priority to strengthen its collective expertise in preparation for the future. The addition of Dr. Mates and Dr. Kunsch brings a wealth of experience in innovation, strategic vision, and influential networks. Their contributions will play a key role in reinforcing our leadership, expanding our impact, and creating lasting value.' Christophe Douat, CEO and Director of Medincell, said: 'The coming years will be the most transformative in Medincell's history. Sharon and Charles will bring invaluable experience and world-class expertise in science and innovation to our Board, as Medincell remains deeply committed to improving patients' lives.' The appointments of Dr. Mates and Dr. Kunsch, along with that of Pascal Touchon - who was previously appointed by Medincell's Board of Directors (see press release) - is subject to shareholder approval at the General Assembly to be held on September 11, 2025. About Dr. Mates Sharon Mates, Ph.D., co-founded Intra-Cellular Therapies in 2002 with Nobel Laureate Dr. Paul Greengard, building the company on his groundbreaking research into intracellular signaling to pioneer treatments for psychiatric and neurologic disorders. As Co-founder, Chairman and CEO, Dr. Mates led the development of CAPLYTA ® (lumateperone), a breakthrough therapy for schizophrenia and bipolar depression, with analysts projecting peak annual sales of up to $5 billion. Under her leadership, the company went public and grew to a market capitalization of over $10 billion before its acquisition by Johnson & Johnson for $14.6 billion in April 2025. Previously, for almost a decade, Dr. Mates served as President of North American Vaccine Inc., where she oversaw the development of pediatric vaccines. She holds a Ph.D. in anatomy and neuroscience and completed her postdoctoral training at Harvard Medical School and Massachusetts General Hospital. In addition to her scientific leadership as a research analyst and investment banker in the life sciences sector, she has co-founded several biotech companies and has sat on several non-profit boards. Dr. Mates was named to Forbes' '50 Over 50 – Innovation' list in recognition of her lasting impact on neuroscience and biotech innovation. About Dr. Kunsch Charles Kunsch, Ph.D., is a seasoned life sciences executive and investor with over 30 years of leadership in R&D, venture capital, and biotech innovation. He served as Managing Director at AbbVie Ventures, where he led investments in manyhigh-impact biotech companies including Prevail Therapeutics (acquired by Lilly) and Tidal Therapeutics (acquired by Sanofi) among others. Earlier in his career, he held senior scientific roles at AbbVie, AtheroGenics and Human Genome Sciences. Kunsch holds a Ph.D. in Immunology from Pennsylvania State University College of Medicine and completed postdoctoral training at the Roche Institute of Molecular Biology. He currently serves as a Venture Partner at Dreavent Capital, Vice Chair of the Board at Massachusetts Biomedical Initiatives, Board of Trustees of the Penn State Research Foundation, and is a board member at Captor Therapeutics, Antiverse and NextRNA. About Medincell Medincell is a clinical and commercial-stage biopharmaceutical licensing company developing long-acting injectable drugs in many therapeutic areas. Our innovative treatments aim to guarantee compliance with medical prescriptions, to improve the effectiveness and accessibility of medicines, and to reduce their environmental footprint. They combine active pharmaceutical ingredients with our proprietary BEPO ® technology which controls the delivery of a drug at a therapeutic level for several days, weeks or months from the subcutaneous or local injection of a simple deposit of a few millimeters, entirely bioresorbable. We collaborate with leading pharmaceutical companies and foundations to improve global health through new treatment options. Based in Montpellier, Medincell currently employs more than 140 people representing more than 25 different nationalities. This press release may contain forward-looking statements, particularly concerning the progress of the Company's clinical trials. Although the Company considers that its forecasts are based on reasonable assumptions, any statements other than statements of historical fact that may be contained in this press release relating to future events are subject to change without notice, to factors beyond the Company's control and to the Company's financial capabilities. These statements may include, but are not limited to, any statements beginning with, followed by or including words or expressions such as "objective", "believe", "expect", "aim", "intend", "may", "anticipate", "estimate", "plan", "project", "will", "may", "probably", "should", "could" and other words or expressions of similar meaning or used in the negative. Forward-looking statements are subject to inherent risks and uncertainties beyond the Company's control which may cause actual results, performance or achievements of the Company to differ materially from those anticipated or implied by such statements. A list and description of such risks, hazards and uncertainties can be found in the documents filed by the Company with the Autorité des Marchés Financiers (AMF) pursuant to its regulatory obligations, including in the Company's document de base, registered with the AMF on September 4, 2018 under number I. 18-062, as well as in documents and reports to be published subsequently by the Company. Furthermore, these forward-looking statements only apply as of the date of this press release. Readers are cautioned not to place undue reliance on these forward-looking statements. Except as required by law, the Company undertakes no obligation to publicly update these forward-looking statements, nor to update the reasons why actual results may differ materially from those anticipated in the forward-looking statements, even if new information becomes available. The Company's updating of one or more forward-looking statements does not imply that it will or will not update these or any other forward-looking statements. This press release is published for information purposes only. The information contained herein does not constitute an offer to sell or a solicitation of an offer to buy or subscribe for securities of the Company in any jurisdiction whatsoever, particularly in France. Similarly, this press release does not constitute investment advice and should not be treated as such. It is not intended to address the investment objectives, financial situation or specific needs of any particular recipient. It should not be relied upon as a substitute for the exercise of your own judgement. All opinions expressed in this document are subject to change without notice. The distribution of this press release may be restricted by law in certain jurisdictions. Persons into whose possession this press release comes are required to inform themselves about and to observe any such restrictions.
Business Times
21 hours ago
- Business
- Business Times
Temasek to buy 5% stake in Ermenegildo Zegna
[SINGAPORE] Temasek has signed a share-purchase agreement with Ermenegildo Zegna to purchase a 5 per cent stake in the Italian luxury group at US$8.90 a share, for a total of US$126.4 million on Tuesday (Jul 29). The shares will come from Temasek's treasury shares, and, combined with its share purchases on the open market, will bring the Singapore investment company's stake to 10 per cent after the transaction is completed on Jul 30. The cash consideration will add to Ermenegildo Zegna's balance sheet and enable the company to seize selected opportunities for organic growth of its brand portfolio. Ermenegildo 'Gildo' Zegna, chairman and chief executive officer of the group, said: 'This investment is a strong endorsement of our vision and long-term growth potential, while firmly recognising the global significance of the Italian luxury sector.' Nagi Hamiyeh, head of Europe, Middle East and Africa for Temasek, is expected to join Ermenegildo Zegna's board of directors in June 2026. The company's customer base comprises high-net-worth individuals (HNWI) who have been more resilient in their spending. A BCG report noted that this segment spends more than 50,000 euros (S$74,380) a year on luxury brands; the wealthiest top-tier clients comprise just 1 per cent of the personal luxury goods market, but generate 22 per cent of the value. Aspiration consumers, which make up 60 per cent of the market, have faltered in recent years, but the big spenders have consistently grown their expenditure. The segment is set to grow from about 940,000 HNWIs, holding about 68 trillion euros in wealth in 2024, to about 1.4 million HNWIs in 2030, with about 100 trillion euros in wealth. This group is also growing in confidence. Half of them say they expect to increase spending by between 5 and 25 per cent over the next 18 months. Temasek will bring its experience in the luxury sector and knowledge of the Asian market to Ermenegildo Zegna under this deal. The investor will also support expansion in key geographies where the company's presence is underdeveloped. Hamiyeh added: 'Our investment in them underscores our ongoing commitment to support leading European businesses with strong track records and global potential.'
Business Times
a day ago
- Business
- Business Times
Temasek to buy a 5% stake in Italian luxury group Ermenegildo Zegna
[SINGAPORE] Temasek has signed a share-purchase agreement with Ermenegildo Zegna to purchase a 5 per cent stake in the Italian luxury group at US$8.9 a share, for a total of US$126.4 million on Tuesday (Jul 29). The shares will come from the company's treasury shares, and, combined with Temasek's share purchases on the open market, will bring Temasek's stake to 10 per cent after the transaction is completed on Jul 30. The cash consideration will add to Ermenegildo Zegna's balance sheet and enable the company to seize selected opportunities for organic growth of its brand portfolio. Ermenegildo 'Gildo' Zegna, chairman and chief executive officer of the luxury fashion brand, said: 'This investment is a strong endorsement of our vision and long-term growth potential, while firmly recognising the global significance of the Italian luxury sector.' Nagi Hamiyeh, head of Europe, Middle East and Africa for Temasek, is expected to join Ermenegildo Zegna's board of directors in June 2026. The customer base of the fashion house comprises high-net-worth individuals (HNWI) who have been more resilient in their spending. A BCG report noted that this segment spends more than 50,000 euros (S$74,380) a year on luxury brands; the wealthiest top-tier clients comprise just 1 per cent of the personal luxury goods market, but generate 22 per cent of the value. BT in your inbox Start and end each day with the latest news stories and analyses delivered straight to your inbox. Sign Up Sign Up Aspiration consumers, which make up 60 per cent of the market, have faltered in recent years, but the big spenders have consistently grown their expenditure. The segment is set to grow from about 940,000 HNWIs, holding about 68 trillion in wealth in 2024, to about 1.4 million HNWIs in 2030, with about 100 trillion in wealth. This group is also growing in confidence. Half of them say they expect to increase spending by between 5 and 25 per cent over the next 18 months. Temasek will bring its experience in the luxury sector and knowledge of the Asian market to Ermenegildo Zegna under this deal. The state investor will also support expansion in key geographies where the company's presence is underdeveloped. Hamiyeh said: 'Our investment in them underscores our ongoing commitment to support leading European businesses with strong track records and global potential.'
USA Today
a day ago
- Business
- USA Today
How to rebuild trust after a viral CEO controversy: Advice for leaders, employees
When a CEO makes headlines for the wrong reasons — a viral video, a tone-deaf comment or a scandal that dominates your social media feed — it can damage not only their reputation, but the company's as well. When the chief executive of data software company Astronomer was caught on a concert Kiss Cam this month, cuddling with the company's HR chief — who was not his wife — that viral moment led to their resignations and questions about leadership culture. Nearly 30% of large companies experienced abrupt drops in stakeholder trust during a crisis, and almost all struggled to recover without visible, sustained leadership action, according to BCG's Trust Index. For employees, it can raise an unsettling question: Where do we go from here? While PR teams work to manage the external message, repairing internal trust is far more complex. Rebuilding company trust requires honest leadership, true accountability and a thorough examination of the company's values — and whether they're being lived or merely listed on the company website. To understand how companies can move forward after a CEO controversy and how employees can gauge whether trust can be rebuilt, we asked experts what companies should do after a controversy goes viral. What good leadership looks like after a controversy After a controversy, leadership sets the tone for how trust can be rebuilt. Lisa Burke, an organizational development consultant with Energage, says leaders must do more than tout company values; they need to live them. 'It's so often about leaders walking the talk,' she says. 'Values really set the standard for what our culture looks like and feels like.' When leaders embody those values in their actions and decisions, she says, employees begin to rebuild confidence in the culture. It's also important to reassure employees that their work still matters, despite the controversy. 'Yes, we've been through a challenge,' Burke says. 'Let's all come together and help move this organization forward and become better because of it. What lessons can we learn? And how do we get better?' Burke notes that becoming better starts with rebuilding trust from the top down. After a controversy, companies must begin rebuilding trust with their employees, and that starts with taking ownership of the issue. 'The first thing is to own it,' says Burke. 'People feel when it's performative. They also feel when it's authentic.' Rather than delaying, downplaying or shirking blame, leadership should acknowledge the situation promptly, she says, even with a simple message like, 'This thing has occurred, we're handling it.' She adds that it's essential for the company to reaffirm its core values and acknowledge that the incident may not have aligned with those values, but that they remain important. 'You should be as transparent as possible, because employees are already giving feedback. The way our brain works is we make up stories in the absence of information, and most often, we make up a negative story,' Burke says. After a viral controversy, 'I think the biggest answer is some communication,' says Ashley Herd, who spent 20 years working in human resources before launching her own company, Manager Method. 'That's the biggest gap.' Scandals spread quickly, but companies often hesitate to respond, waiting days while uncertainty festers. But while companies wait to finalize a polished statement, employees are often left with unanswered questions. According to Herd, a lack of transparency can allow underlying issues to simmer. If unaddressed, they can surface publicly through Glassdoor reviews, employee chatter or social media posts. Herd emphasizes: 'What people, especially people at the company, care about most are the things that you're saying to them. Are you talking to them as a human?' she asks. It doesn't have to be perfect. Even simple communication helps, she says. She recommends something like, 'This is really hard. I'm still trying to figure this out. I'm here to support you and the team members, and my focus is on you all as an organization.' She also recommends holding a candid meeting, even if it feels tense, and creating space for open conversation without making it feel like an obligation. The message should be clear, she advises: 'We want to give you the opportunity to talk honestly about this, because this isn't just a news story; this is something that impacts the trust of the organization.' Even though it won't be fun, she says it's best to focus on the outcome. 'Having a meeting that doesn't go well is a million times better than having silence that goes worse,' she says. Senior leaders should become more visible, Burke says, especially to help coach managers who feel uneasy addressing tough topics. One way to achieve this is through listening sessions, where groups of employees and managers share their concerns about the organization's future with leadership. 'It's a great opportunity to build trust and relationships,' Burke explains. Another possible approach is role-playing. 'If you're nervous about sharing this with your team, is there an individual you're most nervous about?' she says. 'Let's have a role play, and I'll play that person so the mid-level manager can feel more confident.' Burke also recommends offering open office hours for unstructured conversations. You might say, "Hey, I have open office hours on Friday from three to four," allowing for good discussions about what's going on in the organization and giving employees a chance to see where their role is headed. Even small, informal check-ins signal that leadership is present and paying attention. By showing up consistently and creating space for honest dialogue, leaders prove that rebuilding trust isn't just a message, it's a mindset. However, listening to employees isn't enough; leaders also need to take action. 'If I'm a senior leader and I've just had a listening session where you shared concerns as my employee, my responsibility is now to take action,' Burke explains. That could mean scheduling a follow-up to share potential solutions or progress. 'It isn't always taking action based on what I think would be best,' Burke says, 'but listening to those who are on the front line. You might then ask them, 'What's the solution you see?'' Even small steps toward progress help reinforce that employee feedback matters and that leaders are listening with intention to act. What to do when your company's culture starts to feel broken When a company fails to respond transparently after a controversy, it can reveal deeper cracks in the culture. And for employees, those cracks are often easier to feel than to name. According to Herd, a lack of genuine recognition of human values is something employees should watch out for. Ashley Herd warns that a major red flag is when 'employees are asking for some sort of meeting, and the company just shuts them down across the board and says 'no.' Another red flag, she adds, is if 'you have a meeting, and it's stopped right away.' In those cases, leadership may say things like, 'We're not going to talk about these things. Get back to work.' Lisa Burke notes that poor company culture often becomes tangible to employees over time. 'You will start to feel it if you're not in a great culture,' she said. 'The worst ones are gaslighting or not sharing any information. You're just not hearing anything for a month about something.' These patterns, Burke explains, tend to be strong signals that the culture 'may not be doing what it needs to do in order for us to achieve our mission.' For employees facing these challenges, Burke recommends honest self-reflection. Ask yourself, 'Is this the place I really want to be working? What are my pros and cons?' She encourages looking ahead: 'The next thing would be, let me play the movie to the end. So if I did leave, where would I go? What would that look like? Would the grass be greener or not?' Finally, while it's important to provide honest feedback to your employer, Burke reminds employees to be mindful about maintaining professional relationships. 'Make sure you aren't also burning bridges on the way out,' she said. Leadership that earns trust, not just headlines In the end, rebuilding trust in the wake of a CEO controversy isn't about perfect statements; it's about communication, ownership and transparency. According to these experts, it comes down to four simple, if uncomfortable, steps: According to experts, when companies commit to their values, employees can sense they're not just being heard, they're being led. What is USA TODAY Top Workplaces 2025? Does your company have your trust? Each year, USA TODAY Top Workplaces, a collaboration between Energage and USA TODAY, ranks organizations across the United States that excel at creating a positive work environment for their employees. Employee feedback determines the winners. In 2025, over 1,500 companies earned recognition as top workplaces. Check out our overall U.S. rankings. You can also gain insights into more workplace trends and advice by checking out the links below.
Hindustan Times
2 days ago
- Health
- Hindustan Times
Bladder cancer explained: Symptoms, causes, and recovery as Deion Sanders reveals diagnosis
NFL Hall of Famer and Colorado football coach Deion Sanders has gone public with a major health update: he was recently diagnosed with bladder cancer and has undergone a complete bladder removal surgery. Though now cancer-free, Sanders has urged others to prioritise their health. During a press conference held on Monday, he revealed that he had known about his condition during the NFL draft weekend but kept it private, even from his family, saying it was an issue with his foot. Deion Sanders updated the public on his illness, revealing an aggressive bladder cancer diagnosis.(Getty Images via AFP) Since 2021, he has undergone 14 surgeries, with the latest one being among the most difficult, per ESPN. Sanders said he was cancer-free after the surgery, but still faces post-operative challenges like urinary incontinence. He said many deal with it, but few talk about it. 'Let's stop being ashamed of it, and let's deal with it head-on,' he said during the press conference. Also read: Will Deion Sanders step away from Colorado Buffaloes after cancer battle? Doctors say 'We'll keep him on…' What is bladder cancer, and common symptoms? Bladder cancer is a rather rare but serious disease that develops in the lining of the bladder, the organ that stores urine. If diagnosed early, sometimes it is possible to cure this type of cancer; however, about 75 per cent of early-stage cases eventually recur, and therefore constant watch is needed. Signs of bladder cancer include hematuria, a burning sensation when passing urine, frequent urination, difficulty in urination or a weak urine stream, and persistent bladder infections. Early symptoms are frequently mistaken for something less threatening, which can delay diagnosis, especially in women, the Cleveland Clinic report said. Who is more prone to contracting bladder cancer? Bladder cancer is listed as the fourth most common cancer in males, particularly affecting men aged 55 years and above. The Cleveland Clinic report further said that white men are twice as likely to be diagnosed with bladder cancer when compared to men of African descent. Some key reasons that might cause bladder cancer include: smoking, prolonged bladder infections, chronic use of catheters, exposure to industrial chemicals such as dyes, rubber, textiles, etc. Diagnosis and treatment options Physicians usually resort to tests such as urinalysis, cytology, and cystoscopy to diagnose a person. If the diagnosis is positive for cancer, then it gets staged by other imaging investigations such as MRI, CT, and even bone scans. Treatment options for bladder cancer include chemotherapy, radiation therapy, immunotherapy such as BCG or PD L-1 inhibitors, or targeted therapy, depending on genetic mutations. Treatment can also include surgery, depending on severity, including TURBT for early cases or radical cystectomy for invasive cancers. Prognosis and outlook for bladder cancer Bladder cancer can be fatal if untreated because it metastasizes into different parts of the body. Early diagnosis and treatment greatly increase the survival rate, with a 96% five-year survival rate after diagnosis in early stages. For those who have been diagnosed, it is self-care that becomes top priority; regular checkups, eating a heart-healthy and high-fibre diet, engaging in bodily exercises, and reaching out to supportive networks. For a select population, it might also mean going through surgery with urinary diversion and then adjusting to a different way of managing urine, according to another report from Cancer Research. FAQs Q: Is bladder cancer fatal? A: If left untreated, bladder cancer can spread and become life-threatening. Early treatment greatly improves survival rates. Q: What was Deion Sanders' treatment for bladder cancer? A: Sanders underwent complete bladder removal surgery and is now cancer-free. Q: What causes bladder cancer? A: Risk factors include smoking, exposure to industrial chemicals, chronic bladder infections, and certain cancer treatments. Q: What is the first symptom of bladder cancer? A: Blood in the urine (hematuria), either visible or microscopic, is usually the first sign. Q: Is Deion Sanders still coaching? A: Yes. Despite his health challenges, Sanders remains active and is continuing his coaching career at the University of Colorado.
