Welcome to the "First 90 Days" series, which focuses on how pharmaceutical executives chart a path to success in new roles. In this edition, we speak with Dr. PK Morrow, Head of the Oncology Therapeutic Area Unit at Takeda.

As the former Chief Medical Officer of CRISPR Therapeutics, Dr. PK Morrow was involved in late 2023 in thefirst CRISPR-based therapy to receive FDA approvalmilestone. But her focus isn't just on that approval—she is also closely tracking the progress of Takeda's metastatic colorectal cancer drugFruzaqla. This drug is the first new chemotherapy-free treatment option approved in the U.S. in over a decade, regardless of biomarker status.

"I saw that they were able to launch almost immediately after approval," Morrow said. "That showed me this company has the agility to prioritize patient needs."

Shortly thereafter, Morrow took the helm of Takeda's oncology unit and has spent the past several months refining and evolving its strategy, focusing on three disease areas: thoracic cancers, gastrointestinal cancers, and select hematologic malignancies such as chronic myeloid leukemia. The company will also invest in four technology platforms: antibody-drug conjugates, bispecific antibodies, small molecules, and cell therapies. "We must adapt to the evolving disease landscape," she said.

Shortly after Morrow took office, Takedadropped several cancer drug candidates, including a Phase 2 program in relapsed/refractory multiple myeloma. This move was part of the company's strategic retreat from the myeloma space and a realignment of other priorities.

"This was a strategic decision based on multiple factors, including the available data, the rapidly evolving treatment landscape in multiple myeloma, and the lengthy development timelines," said Andrew Plump, President of R&D at Takeda, during aearlier this yearearnings call

"Cancer progresses so rapidly that we cannot let a single day pass without advancing these programs."

— Dr. PK Morrow, Head of the Oncology Therapeutic Area Unit at Takeda

Morrow not only draws on her historic experience at CRISPR Therapeutics, but also brings a background as a physician at MD Anderson Cancer Center and years at Amgen, where she was involved in developingthe lung cancer drug Lumakras, which targets the KRAS G12C mutation—a target long considered "undruggable."

"When I came to Takeda, I already knew how to successfully develop therapies that address unmet needs," she said. "You also need conviction about which therapies are truly worth accelerating."

Below is our conversation with Morrow about her priorities at Takeda and the company's reshaped oncology strategy.

This interview has been edited for length and style.

PHARMAVOICE: How are you refocusing Takeda's oncology strategy?

DR. PK MORROW:We have made some strategic shifts. When I came to Takeda, I was inspired by the company's legacy in multiple myeloma—we developed remarkable therapies like Velcade and Ninlaro. But the landscape has changed significantly now, with multiple therapies approved. I realized we needed to pivot to address the evolving disease landscape and focus on areas with the greatest unmet need.

For example, we decided to shift from myeloma drug development to leukemia therapies in hematology. We have now moved into acute lymphoblastic leukemia (ALL) and are developingponatinib。

We have an option agreement withAscentage Pharmato potentially develop a therapy called olverembatinib. We see that patients with chronic myeloid leukemia (CML) can develop the T315I mutation while on first- and second-generation tyrosine kinase inhibitors. We looked at this and asked: where is the greatest unmet need, and where should we focus?

What will the new strategy look like?

We want to focus precisely on unmet needs, so we are zeroing in on three disease areas: thoracic cancers, gastrointestinal cancers, and select hematologic malignancies. We want to leverage our existing expertise and platforms, so we are focusing on four technologies: antibody-drug conjugates (ADCs), bispecific antibodies, small molecules, and cell therapies.

Will we remain opportunistic? Absolutely. If we see an exciting new technology that could benefit patients in the near or medium term, we will seriously consider it. But we want to first establish a robust "three-by-four" framework to evaluate business development opportunities and our internal pipeline within a scientific and strategic context.

What are your long-term goals?

In the medium and long term, my goal—and the reason I came here—is to make a real impact globally and bring effective therapies to patients as quickly as possible. Having practiced at MD Anderson, I know patients cannot wait. Cancer progresses so rapidly that we cannot let a single day pass without advancing these programs. Hopefully, (a year from now) I can tell you that we are indeed delivering on this strategy of "four technologies, three disease areas" for patients.