The DDI was founded to address the translational development gap that exists between discoveries made in the research lab and the conversion of those discoveries to innovative drug therapies for patients. This gap is often due to a limitation in resources and the complexity of the drug-development process.
The DDI is supported by the Harry T. Mangurian Jr. Foundation, Pelotonia, and other philanthropic sources. These funds help support project costs such as research reagents, cellular assays, chemical manufacturing and specialized analytics. Funds are used judiciously to build value into DDI-invested projects.
The DDI Process: Evaluate, Manage and Partner
Ohio State’s DDI is uniquely structured to accelerate drug development projects. Our project-intake process begins with an internal review of the scientific merits and unmet medical need targeted by a proposed project. Once the project passes this review, it undergoes a more in-depth scientific, intellectual property and commercial assessment in collaboration with the DDI Advisory Board, the Ohio State Technology Commercialization Office, and the Ohio State Technology Entrepreneurship and Commercialization Institute. Promising projects are then presented to the executive leadership of the OSUCCC – James for approval.
Approved projects are either: 1) managed by the DDI along with investment of funds; 2) managed by the DDI without investment; or 3) moved directly into partnering discussions with prospective industry partners.
The desired outcome is to advance projects to the point of partnership with industry at phase I, or earlier, in the development pathway.
DDI Dual-Track Execution Approach
DDI Implements a Collaborative Execution Approach
The DDI accelerates development by strategically investing funds and managing programs to reach key drug development milestones as quickly as possible. Project-development teams consist of DDI scientists and Ohio State investigators working together. The DDI employs a “dual-track” management process to make sure that all projects progress as efficiently and rapidly as possible. This means that project activities are divided between the DDI and investigators, and run in parallel, so that we best leverage the expertise of both.
As an example, investigators with years of experience in a particular disease area may be responsible for a study evaluating a novel compound in models of that disease. In support of this, the DDI may take responsibility for the synthesis and manufacture of the novel compound for testing in those models, taking advantage of the DDI’s network of contract research partners and industry experience in chemical synthesis. All activities are complementary, with project teams working collaboratively to reach project milestones and decision points.
The Dual-Track Execution Approach allows the DDI to leverage the expertise of Ohio State’s renowned research teams and DDI drug development expertise to move promising drug candidates forward.
- Principal investigators focus on key target validation and engagement studies to take advantage of specific areas of expertise.
- In parallel, the DDI team directs all other relevant drug development activities using internal and external resources.
This approach allows the DDI to independently replicate key studies and validate critical data, while efficiently and rapidly advancing projects to key development milestones.
For more information, contact the DDI at email@example.com.