Fyodor Biotechnologies, Inc.

"Our specific goal is to expand the availability and affordability of rapid diagnostics and biopharmaceuticals, with an initial focus on malaria."

 

Profile By: Lauren Nelson and Richard Morgan

 

1. What is your company's mission? 

Fyodor’s mission is to address certain urgent healthcare needs of people in the emerging target economies by matching novel biotechnologies to existing healthcare needs, and then developing and commercializing these relevant technologies to meet those needs. Our specific goal is to expand the availability and affordability of rapid diagnostics and biopharmaceuticals, with an initial focus on malaria. Though the immediate needs are regional, our vision for addressing them is global. Fyodor believes that the involvement of a vibrant indigenous-driven private sector is essential to drive and sustain this effort.

 

2. How will your product change the way malaria is detected and treated in the developing world? 

The first sign of malaria is fever. Presently the diagnosis of clinical malaria requires a blood test. The blood samples can be tested in one of two ways: microscopically or by a rapid diagnostic test (RDT). However, either of these two methods  requires trained personnel, sterile utensils and /or microscope, and can only be performed at a clinic or hospital, highly impractical for people who live hours or days from such facilities.

 

A recent directive from the World Health Organization (WHO) recommends malaria diagnosis prior to treatment, and current focus favors diagnosis and treatment within 1 hour of fever onset. Fyodor’s Urine Malaria Test (UMT) will make it possible for anyone to test themselves or their child when they have a “fever suspected of being malaria”. The test strip is dipped in about 5 drops of urine, and allowed to develop for 10-15 minutes. If two lines appear, it is positive for malaria; if one line appear, it is not malaria. If the test result is positive, uncomplicated malaria is easily treated with ‘over the counter medicines’ at home; a negative result means that the fever is not due to malaria and that the patient should do the appropriate follow up.

 

3. What’s next for your company?

Fyodor is currently completing the requisite testing prior to appropriate regulatory submissions for the UMT, expected to be completed by the end of 2011. In addition, we continue to work on the development of a yeast-based production method for artemisinin, the most effective therapeutic for malaria, presently extracted from plants.

 

4. If this technology belonged to a founder, when did you realize that you had something that you could take to market?  If you in-licensed the technology, how did you go about selecting the IP and working with the University?  

Company founder Dr. Eddy Agbo grew up in Nigeria and thus had an intimate experience with the effect that malaria has on people’s lives, every day.  He had long sought to identify a way that he could make a difference in a meaningful way.  When he learned about the technology developed in Dr. David Sullivan’s lab at the Johns Hopkins School of Public Health, he realized that such a technology offered an opportunity to effect change in the management of malaria unlike any other product he was aware of. 

 

An inquiry to the Hopkins Technology Transfer Office resulted in an introduction to Dr. Rachel Cassidy, Associate Director in the Office of Technology Transfer, followed by a series of discussions and negotiations. The Hopkins Technology Transfer Office is very interested to find the proper home(s) for its technologies and were, and continue to be, incredibly helpful and supportive. The result was an agreement which allows Fyodor to complete development and commercialize the UMT on a worldwide basis.  Hopkins continues to be a resource as we proceed through development.

 

5. How did you meet, choose, and assemble your foundational team? 

It is extremely important to assemble a team with the skills to help one to plot a course and reach each milestone. Resources are always an issue so it is a precarious balancing act to identify a team with the appropriate business, scientific and financial experience, as well as the passion to be part of such a demanding, often resource-challenged, yet emotionally-rewarding endeavor.  

 

Dr. Agbo first enlisted the support of fellow Nigerians, Dr Camellus Ezeugwu and Dr Basil Onugu, both of whom shared his life experience and thus could truly appreciate the practical benefit of a urine malaria test to people in malaria-endemic regions of the world. 

 

Realizing that the first couple of years would require the assistance of persons with experience in product development, licensing, collaborations, and project management, Dr. Agbo approached a former colleague, Anne Derrick, to be a part of his team.  Ms Derrick was a biotech business development executive with previous experience in diagnostic product development and product management.  Dr Agbo had worked with Ms Derrick at another startup and knew this experience would be invaluable during the early days of Fyodor’s existence.

 

Fyodor accesses additional product development, regulatory and finance and legal expertise, as well as international public policy and health issues on a consultant basis and intends to broaden its management team as resources allow.

 

6. What advice do you have for Hopkins entrepreneurs wishing to create their own spin-outs?

Talk confidentially to as many trusted people as you can about your vision, from as many perspectives as possible. There are a number of resources available for the entrepreneur. 

 

Because getting other people to invest in your vision early on is usually very challenging, it is helpful to take advantage of available resources that help small business get off the ground. In our case, in addition to the Hopkins team, Fyodor has accessed the numerous resources available from the State of Maryland including the Maryland Department of Business and Economic Development (DBED), Maryland Technology Development Corporation (TEDCO), and the Maryland Industrial Partnerships (MIPS) program, both monetarily and otherwise. Individuals from these organizations have been incredibly generous with their time, providing their perspective, guidance to additional resources and mentoring along the way.