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Press Clipping / Sep 25, 2022

Making drugs more bioavailable

C&EN, 25 September, 2022

Hints of new science emerge in a field of growth for pharmaceutical services firms.

 

Earlier this year, Hovione announced a partnership with a Danish firm that has developed a whey protein–based excipient meant to enhance spray-dry dispersions. Hovione saw in Zerion Pharma’s Dispersome a means of advancing its services addressing bioavailability in drug formulation. Zerion, launched in 2019, saw a clear advantage in teaming with a well-established pharmaceutical services firm recognized as a leader in spray-drying services.

A few months later, Nanoform Finland, a nanoparticle engineering specialist based in Helsinki, announced a partnership with the specialty drug firm Pharmanovia, which will apply Nanoform’s nanoparticle technology and formulation know-how to improve the bioavailability of drugs in its product line.

Zerion and Nanoform are among the growing number of firms trying to deal with problems related to drug bioavailability. Their approaches are welcomed by industry observers, given the increased urgency of such problems and the relative sparsity of technological innovation.

 

Bioavailability, a measure of the portion of an active drug substance that enters the body’s circulation and affects the drug’s target, may not be the steepest challenge faced by developers of new therapeutic compounds. But it may well be the most pervasive. By many estimates, 70–90% of new small-molecule oral drugs have problems related to solubility and absorption.

These problems have been exacerbated in recent years by the increasing complexity of drug molecules, especially in the oncology arena, according to Peter Bigelow, president of xCell Strategic Consulting. The speed with which innovators need to move forward in development has also resulted in a growing market for particle engineering and design, he says.

 

“Because speed is kind of the most important objective of so many of these programs, changing the chemistry is not something they have the luxury to do,” Bigelow says. “A sponsor company will say, ‘I can’t take a year off to come up with a new synthetic route. So you’ve got to make this route to work.’ ”

Bioavailability services first emerged among providers specializing in formulation rather than at contract development and manufacturing organizations (CDMOs), whose primary service centers on the manufacture of active pharmaceutical ingredients (APIs). But the field has shifted over the last decade with the broadening of service offerings among CDMOs and the emergence of a one-stop-shop approach.

 

BEYOND API MANUFACTURE

One of the most popular techniques for improving bioavailability is spray drying, a method for converting poorly soluble APIs into an amorphous dispersion by dissolving the API and a polymer exipient in an organic solvent and evaporating the solvent with heated gases. Hovione was an early adopter, investing in its first spray-drying capacity in 2004, but not with an eye toward improving bioavailability of customers’ drug candidates.

“This is a good example of taking the right decision for the wrong reason,” says Guy Villax, who stepped down as CEO of the family-owned company earlier this year but remains on its board. “I was out in the market looking for business. I came across two inquiries that needed spray drying. We decided if customers were ready to make commitments, we were willing to invest.”

 

"To be successful you need more than the hardware." - Filipe Gaspar, chief technology officer

 

The contracts involved work on Captisol, a solubilizing agent whose manufacture required spray drying as an isolation technique. “There was nothing strategic in terms of addressing poorly soluble molecules,” Villax recalls. But as a result of those early contracts, Hovione was in position to provide solubility services—notably for hepatitis C drugs—as the market grew.

Hovione significantly increased its spray-drying capacity in 2009, when it acquired a Pfizer plant in Cork, Ireland, that included what at the time was the world’s largest solvent-based pharmaceutical spray-drying tower.

Other CDMOs have added services more recently. Fabbrica Italiana Sintetici (FIS) adopted spray drying in 2017, when it opened a new facility at its headquarters plant in Montecchio, Italy. FIS also provides micronization, a process of physically and mechanically breaking up drug crystals, and lyophilization, a freeze-drying means of manipulating particle size. Its sister company, Brenta, is a nanotechnology specialist offering formulation services that address API absorption and bioavailability.

“FIS is a drug substance manufacturer; we are not in drug product,” says Luca Parlanti, the firm’s marketing director, using industry terms for active chemicals and finished drugs. “However, we recognized the increasing relevance of particle-size solid-state technology in general. It is important for a provider like ourselves to offer a forward integration into areas that bridge drug substance and formulation.” Particle engineering is a method of addressing not only bioavailability but also processability, Parlanti says, “because solid-state properties may impact the flow of a drug in the formulation process.”

 

BROAD PORTFOLIOS
Lonza, one of the largest contract API manufacturers, has extended services into particle design via acquisition. The company acquired Capsugel, a formulation services specialist, in 2016, 3 years after Capsugel bought Bend Research, a leader in spray-dry dispersion services. The Capsugel deal also netted Lonza micronization services, but the Swiss firm recently divested assets, notably a plant in Quakertown, Pennsylvania, that was acquired by investors and set up on its own as Microsize.

Lonza announced last month that it would introduce X-ray powder diffraction technology, an analytical tool to improve jet-milling micronization, at its formulation services operation in Monteggio, Switzerland.

The company’s sale of the Pennsylvania plant is the latest transaction for a business dating back to 1994, when it began as Powdersize. It changed hands twice—purchased first in 2013 by Microsize’s current CEO, TJ Higley, and then by Capsugel. Higley left after the Lonza acquisition and returned to head the company this year.

Higley says Microsize maintains its heritage of micronization, which he characterizes as a first line of attack in addressing bioavailability. He says the advantages of micronization include ease of process development and scale-up, an increase in particle surface area, processing at ambient temperatures, and overall low cost compared with its primary alternative, spray drying.

Higley sees Microsize in a strong position. “The market is capacity constrained,” he says. “There is plenty of work out there, plenty of demand.” Some drugmakers have responded by setting up in-house particle design centers, “but there are huge limitations because people aren’t experts at it.” Nor are the in-house facilities typically capable of processing APIs from gram scale up to clinical and commercial scale, he says. “I would say people are bringing early, small-scale micronization in-house,” Higley says. “So, at some point they are going to need to outsource.”

Catalent, another big services firm that has amassed particle design services, has bioavailability assets that date back nearly a century. “Catalent has been in the business of increasing oral bioavailability for oral delivery of active ingredients since the RP Scherer business was formed in 1933,” says Cornell Stamoran, vice president of corporate strategy, referring to a company formed by Robert Pauli Scherer, inventor of the rotary die encapsulation process used to formulate soft gelatin capsules. “I have a lab notebook in my office of one of the first R&D people on their second or third project, which was increasing bioavailability of fish oil.”

Scherer was purchased in 1998 by Cardinal Health, which spun out its pharmaceutical services business as Catalent in 2007. Catalent has since acquired Pharmatek Laboratories, a drug services firm with spray-drying capabilities, and Juniper Pharmaceuticals, an expert in spray drying, nanomilling, and hot-melt extrusion—a method of melting a substance and forcing it through a die to form a new structure; it is widely employed in plastics and has more recently been adapted to pharmaceutical particle design applications.

Thermo Fisher Scientific, a pharmaceutical services firm that took a leadership position in formulation services with the acquisition of Patheon in 2017, has also built a portfolio of bioavailability technologies. It added small-scale spray-drying dispersions with the purchase of Agere Pharmaceuticals in Bend, Oregon, which was formed in 2016 by the former CEO of Bend Research. Thermo Fisher added commercial-scale spray drying at a plant in Florence, South Carolina, shortly after acquiring the site from Roche in 2016.

The Roche site also added micronization to Thermo Fisher’s tool kit. And the company invested in small-scale hot-melt extrusion capacity in Bend before scaling up the technology at its plant in Cincinnati.

Both Catalent and Thermo Fisher have introduced systems to assess the most effective approach to formulation in early-stage drug development, including the selection of techniques to address bioavailability. Catalent has a program, OptiForm, that is based on a predictive modeling regimen it acquired from GSK in 2010. And Thermo Fisher introduced a predictive modeling tool, called Quadrant 2, that guides drug developers in choosing particle design approaches.

 

NEW WAVE

Meanwhile, there are indications that improved approaches are coming to the market. Based on research that began at the University of Copenhagen, Zerion has developed a technology that uses proteins to increase small-molecule drug solubility and that constitutes an alternative to known polymer excipients in spray-dry dispersion applications. “We researched all sorts of different materials, including mesoporous silica, amino acid peptides, and cellulose nanofibers and eventually also proteins,” says Korbinian Löbmann, who is now Zerion’s chief science officer. The firm zeroed in on proteins.

“We tested all the different proteins we could get our hands on, and out of all that research we identified that whey proteins worked particularly well not only for amorphous stabilization but also solubility enhancement,” Löbmann says. The whey protein also allowed significantly higher drug loading—up to 70% of the weight of the particle as opposed to an industry standard of 30% at the high end.

Researchers filed a patent on behalf of the university and formed Zerion. The company has a partnership with Arla Food Ingredients, a specialist in whey protein processing that has developed a means of purifying β-lactoglobulin from whey protein isolate, for which the largest market is infant formula.

Interest in the protein excipient Dispersome has materialized, says Zerion CEO Ole Wiborg, and the firm now has contracts with four major drug companies. And then there is the partnership with Hovione.

“We were approached by Hovione, and this was very positive,” Wiborg says. We could see there was a lot of synergy between what we offer and what Hovione offers. And Hovione is, if not the best, then one of the best at spray-dry amorphous dispersion.”

Moreover, Wiborg says, Hovione opens the door to small and midsize companies, the primary pharmaceutical innovators, which have been more difficult to identify and connect with than the majors.

Hovione also sees benefits for both partners, whereby it gets access to a sophisticated new technology and boosts market access for a start-up, says António Dinis, Hovione’s director of sales and marketing. The deal establishes Hovione as “the sole partner for promoting the technology into the pharma marketplace,” he says.

The arrangement is the first in which Hovione has gained new technology through a partnership, he adds. It may not be the last, given the industry’s problems with bioavailability. “Hovione is actively pursuing opportunities to enhance our technology offering to address these problems,” Dinis says. “Hovione will from now on be much more open to partnering with companies that help us bring more solutions to our customers.”

Nanoform, which spun out of the University of Helsinki in 2015, has innovated a nanocrystalization approach to particle design by employing supercritical carbon dioxide. The company’s controlled expansion of supercritical solution technology produces particles as small ​as 10 nm but more typically within a range of 100–300 nm without the use of solvents, excipients, or polymers.

The technology works by dissolving APIs in supercritical CO2 and controlling the pressure through a flow process to achieve supersaturation, which leads to crystallization or precipitation, according to Christopher Worrall, Nanoform’s vice president of US business development. The reduced size increases particles’ surface area, thereby increasing the dissolution rate and thus bioavailability.

Nanoform signed its first contract last year for a drug produced according to the Finnish Medicines Agency Fimea's good manufacturing practice standards and has a goal of signing three such contracts this year.

 

TWEAKS AND TRANSFORMATION

Despite the paucity of wholly new approaches to particle design, efforts are underway to improve workhorse approaches such as spray drying. Deanna Mudie, a principal scientist at Lonza’s operation in Bend, says Lonza has been experimenting with methods to facilitate amorphous dispersion of so-called brick-dust APIs—poorly soluble drugs with high melting points.

“When drugs have poor solubility in organic spray-dry solvents, you end up with a very low throughput and also high organic solvent usage, which of course is not environmentally friendly,” Mudie says.

One approach is to install a heat exchanger before the spray-drying step to increase a drug’s solubility in an organic solvent. The company is also applying environmentally friendly solvents, such as acetic acid, to processes to reduce the use of standards such as acetone, methanol, and in some cases environmentally impactful solvents such as dichloromethane.

“In general, we have had that focus on improving spray drying over the last 5 years,” Mudie says. “There is a big push because we have seen a trend toward the brick-dust APIs.”

While CDMOs have tended to bring on board tried-and-true methodologies for addressing bioavailability, adding such services can have a transformative impact. At Hovione, research in particle design has grown from a small research group of five chemists in 2005 to a multidisciplinary division with 70 scientists, including chemists, chemical engineers, biologists, and mathematicians.

 

“To be successful you need more than the hardware,” says Filipe Gaspar, Hovione’s chief technology officer and head of its particle design group. “You need the software, the people, the knowledge in R&D, the marketing effort. It is the coordination of a lot of disciplines.”

 

And innovation in particle design, as well as the customer engagements that arise as a result, aims CDMOs toward broader activity in services downstream from API manufacturing. Last month, Hovione announced the start of a new continuous tableting operation at its site in Loures, Portugal. Dinis sees a continuity in the growth of services. “A hundred percent of the powder we process in tableting comes out of spray drying,” he says. “If we weren’t working in spray drying, we would not be involved in tableting.”

 

Read the entire article at CEN.ACS.org

 

 

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The podcast "The Next Discovery" is a six-episode series created by Observador, a leading portuguese digital newspaper and radio station, in partnership with Hovione. And what if some of the scientific discoveries that can improve the lives of millions of people were happening right now in Portugal? The Next Discovery. Listen to the first episode of the podcast here, featuring Diane Villax, co-founder of Hovione. [English transcription] Welcome to The Next Discovery. This is a series of conversations, created in partnership between Observador Lab and Hovione, an international pharmaceutical company of Portuguese origin, that will open the doors to its world and share real stories of science, innovation and global impact. Over six episodes, we will meet the people behind technologies that help develop and manufacture innovative medicines for the world’s largest pharmaceutical companies that improve the lives of more than 80 million patients every year. I am Nelson Ferreira and, in this first episode, we will discover how an unlikely story, which began in a basement in Lisbon, became a story of global leadership. To talk about this legacy, I have the honour of welcoming Diane Villax, co-founder and non-executive board member of Hovione, who at the age of 91 remains a living witness to this journey. Nelson Ferreira (NF): Welcome, Mrs Diane Villax. Let us begin our conversation in 1959. Hovione was born in an unlikely way, in a basement in Lisbon, founded by your husband, Ivan Villax, by you and by two other partners. How did you manage family life and, at the same time, the birth of a pharmaceutical company, all in the same space? I imagine that created some interesting logistical challenges. Diane Villax (DV): From the beginning, we decided that we would manufacture raw materials for the pharmaceutical industry, that is, the active ingredients of medicines. We had no money, so it had to start from our home, which was in a residential neighborhood in Lisbon. Right from the start, we divided the tasks. My husband, a brilliant Hungarian chemical engineer, would be the inventor, the producer and the salesman, while I would take care of all the administrative side: imports, exports, accounting and banks. I kept those responsibilities for at least 30 years. At the same time, we also thought about the values that would guide us over this long period: transparency, innovation, the pursuit of excellence and great consideration for everyone who would come to work with us over the years. NF: Very early on, your husband made it clear that Hovione would not compete on low price, but rather on quality and on solving complex problems. What was it like to apply this principle of rigour when resources were still scarce? Especially because, from day one, it always seems to me that your objective was global. The world would be your market. DV: From the beginning, we felt that Portugal, with a population of 10 million people, would not be a very significant market, and that the world would be ours. Perhaps we were a little naïve, because we were entering a global market that was already quite sophisticated. But the decision was made and we moved forward. We moved forward and were fortunate that Japan discovered us quite quickly. They came knocking on our door, because of course we did not have the means to knock on theirs. At that time, they did not manufacture; they only formulated, so they needed to buy raw materials. My husband had invention patents for independent processes and there were long discussions. They felt that our technology was good, our IP was very robust and our quality was excellent. This led to a cooperation that lasted 10 or 15 years and was very profitable for both sides, I believe. NF: In the 1980s and 1990s, Hovione took a more significant leap forward. What were the decisions, the technological bets or even the moments of greatest courage that allowed this small Portuguese company to become a leading multinational? DV: In 1982, after a successful inspection by the FDA, the regulatory authority in the United States of America, we entered the American market with our generic doxycycline antibiotic. The inventor’s patent had already expired and we had an independent manufacturing process. It was a huge, demanding and competitive market, but one that respects good service and quality. And it was indeed a major leap, because the market was so large that we had no real sense of what it would mean, and demand was much greater than what we were able to produce. I remember, it must have been the summer of 1983, many people probably had to postpone their holidays to the autumn or winter, because missing delivery deadlines was not an option. Later, in the 1990s, we entered a new business area: services. We realized that large American pharmaceutical companies, as well as small biotechs, were increasingly inclined to outsource the development work for new molecules. This is a very long period, which can take four, six or even 10 years — the development process for new molecules before they are approved by regulators and become commercial products. So we began to offer this development service, and it went very well. From there, we developed new technologies, such as spray drying, for poorly soluble molecules, because this could greatly increase their bioavailability. Today, this services area is our largest business segment. NF: Hovione today works with 19 of the world’s 20 largest pharmaceutical companies. How do you maintain the agile, pioneering spirit that was born in that basement, when today the company has 2,600 employees, more than 300 scientists, and has even become the largest private employer of PhDs in Portugal? DV: Agility has to be maintained. For example, during the pandemic, we suddenly received large, unexpected orders to manufacture a component of Remdesivir, which was the product authorized to help Covid patients. So agility has to be maintained, and we always maintain our quality. Today, with more than 60 years of history, clients come to us because they know they can count on our quality and on our responsibility to produce and deliver on time what they order. NF: There is another impressive figure here. Your products reach 80 million people every year and Hovione participates in up to 10% of the new medicines approved annually by the FDA in the United States. When you look at this impact, do you feel that the dream of 1959 has been fully achieved? DV: I think it has been far exceeded. When we founded Hovione, my husband, who was a scientist, simply wanted to have his own laboratory. But he never imagined that we would develop in such a way that, today, we are sought out by major international pharmaceutical companies, which frequently come to us. NF: This is a series about science, but it is also about people. And the rigour, ethics and long-term vision that Diane always brought to management are still present at Hovione. What message would you leave to the scientists who join Hovione today with the mission of finding the next discovery? From what I understand, Diane makes a point of welcoming them whenever they join the company. DV: Yes. Four times a year, twice in English and twice in Portuguese, I speak to the newcomers at Hovione, giving them a very brief account of our journey, our values, our objectives, our dreams, the challenges we faced and how we overcame them to get to where we are today. And I always recommend that anyone who joins this company must work with passion. They must work with passion and always remember that our work is to produce medicines for those who need them. We have the privilege of serving patients. We are a company that works for society. I think “In it for life”, which is our motto, has a lot to do with us, because we have been here for 67 years as a family company, and that is how we intend to continue for many good years to come. Above all, in the healthcare sector, there is a great advantage, because we can look at the long term. We do not have to think about stock market results every quarter, as public companies do. And, on the other hand, we are here precisely to give life to those who need it. “In it for life.” NF: At the age of 91, how does Diane herself maintain this passion and continue to make long-term plans? DV: Because I was a founder of this company. I see it progressing and developing successfully, so it is a joy for me. And I have a large family coming after me. I have six grandchildren and seven great-grandchildren, and I hope to leave the company to them so that they can continue it as I managed it. NF: That is truly inspiring. Mrs Diane Villax, thank you very much for sharing the memories and inspiration of this legacy, which remains very much alive. It was a privilege. This was the first chapter of The Next Discovery. In the coming weeks, we will continue to open the doors of Hovione to discover how Portuguese talent is leading the world, from complex chemistry to particle engineering, from respiratory therapies to next-generation biological medicines.   You can listen to the next episodes on observador.pt and on your usual podcast platform.    

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Hovione is bringing momentum to the intranasal field after announcing that its lead single-use nasal dry powder device, developed in collaboration with Industrial Design Consultancy Ltd (IDC), is now available for commercial partnerships. The milestone marks the transition from prototype to a fully integrated intranasal drug delivery platform that spans Hovione’s end-to-end partnership capabilities–from API synthesis through advanced formulation and particle engineering to drug product manufacturing, including device supply and advanced analytical tools for nasal performance characterization. The platform’s single-use device is designed to be manufacturable at scale and to leverage existing advanced particle engineering and drug product manufacturing capabilities, a practical advantage that can shorten timelines to clinic and commercialization while reducing development risk and cost. The device’s patented mechanism supports targeted nasal deposition, including access to the upper olfactory region. This enables rapid systemic absorption and potential nose-to-brain delivery pathways that are increasingly important for CNS and emergency-use indications. Beyond the single-use format, Hovione and IDC are advancing a multi-dose variant to broaden applicability across dosing regimens and therapeutic areas. The collaboration is backed by an intellectual property portfolio and initial patent grants, positioning the platform as a turnkey option for pharma partners seeking a single integrated supplier for both drug substance and device. This development arrives as intranasal delivery gains traction for systemic, CNS and rapid-onset therapies. This is precisely the focus of the upcoming 4th Nasal Formulation & Delivery Summit, for which Hovione is a key sponsor. The annual summit unites formulation, delivery and product development leaders to tackle drug-device compatibility, translational preclinical models, and strategies for scalable, regulatory-ready intranasal programs. Hovione’s recent progress will be highly relevant to attendees looking to de-risk nose-to-brain and systemic intranasal programs. Read the full article at News-Medical.net    

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