Radient Pharmaceuticals Corporation fka RXPC

[guardiangel]

Radient Is Being Restructured by A Reverse Merger

Uni-Pharma April 27, 2015

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Conclusion: April 26, 2015

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Part 1 April 20, 2015

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Part 2 April 21, 2015

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Part 3 April 22, 2015

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Part 4 April 23, 2015

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Part 5 April 24, 2015 Rebuttals

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Part 6 April 25, 2015 Rebuttals

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All Roads Lead To Tapei, Taiwn Uni-Pharma Takeover of Radient Pharmaceuticals Underway you understand along with USA Partners.

Where will Uni-Pharma be in five years’ time?

TL: I think we will have grown the company ten-fold: both in terms of staff count and revenues. We will need more people to understand the subtleties inherent in different international regulatory systems—and at the same time, our ventures outside of Taiwan will bring increased turnover. By 2018, Uni-Pharma will be present in more than ten countries, and the next generation of our product will be on the market.

FW: We are also planning an IPO. As you can imagine, developing our own product internationally will be a very capital-intensive endeavor.

TL: We anticipate an IPO around 2016. We hope to raise about NT$300 million.

FW: Our expansion with Onko-Sure happened almost by accident. Initially, we just wanted to distribute the product in Taiwan. We then began to develop within the region to markets like Singapore—but again, just as a distributor. However, we began to realize that we could do more.

TL: We’ve completed our first steps in developing a manufacturing platform in Taiwan. The second step is now to work with our partner to study the regulations in different Asian markets. We believe our first achievements will trickle down in 2014: we hope to receive marketing approval in four or five countries by the end of that year.



William Gartner, CEO of Provista Life Sciences in Phoenix, also sees a great business benefit from international partnerships. He’s been involved with the Phoenix Sister Cities program for more than 15 years and has used those connections to help develop licensing and supply-chain relationships for his biotech company’s early detection tests for various diseases.

Provista is marketing a blood test for early detection of breast cancer. Gartner said the Sister Cities program has helped his company cultivate personal relationships and make introductions that might not have happened otherwise.

“Introductions don’t come easily in Asia, but Sister Cities has opened every door I asked,” he said. “We will be traveling to the Middle East, southeastern Europe, Europe, Asia, and Africa in the next 12 months to negotiate license agreements for the use of our BT test for breast cancer. The first call we will make before heading for the airport is to Sister Cities.”

http://www.bizjournals.com/phoenix/stories/2009/11/09/focus1.html?page=all

Paula West, director of protocol at the Sister Cities Office for the city of Phoenix, says she is proud to know Gartner, who has served on the board of the Phoenix Sister Cities Commission and chaired the Taipei Committee.

"Will has been tremendously supportive of us," West says. "He understands the relationship between cities and how important it is to have international connections."

Gartner's philosophy, she says, is to make friends and do business.

"He has the most positive, wonderful outlook on life," she says. "He makes you smile."

http://www.bizjournals.com/phoenix/stories/2008/05/12/story13.html?page=all

Interview: Terry Lin, General Manager, and Freia Wei, Senior Consultant, Uni-Pharma, Taiwan

http://www.uni-pharma.com/gyhyenglish.html

06.09.2013 / Pharmaboardroom

"Terry Lin (TL): Uni-Pharma won its first distribution agreement in 2000, with Dupont Pharmaceuticals, a US company that was later acquired by Bristol-Myers Squibb. Subsequently, we clinched agreements with a new partner almost every year. Notably, we are partnered with Biogen Idec, who came onboard with us in 2003.

Our strategy has never been to go after mass-market products. We have always been a specialty company—for instance, we’ve distributed lung-preservation solution for the Swedish company XVIVO, which focuses on organ transplantation, since 2007."

https://clinicaltrials.gov/ct2/show/results/NCT00422617


“Partnerships are absolutely essential. We partner with people who we believe are among the best in the world at what they do.”
— George A. Scangos, Biogen CEO


Working to find solutions through collaborations

We build partnerships to further scientific innovation and advance new therapies. Here is how we work together.


https://www.biogen.com/en_us/about-biogen/collaborations.html

What is your strategy for further expansion?

TL: In 2010, thanks to Freia’s help, we added a cancer-detection device—an in-vitro diagnostics (IVD) product—to our portfolio. The device is extremely efficacious in monitoring the progress of colorectal cancer treatment.

We spent two years learning the nuances of the IVD market, and hope to be listed in every major medical center in the country by next year. I believe our product can help at least 50 percent of the colorectal cancer patients in the country from 2014 onwards. But our plans do not stop at Taiwan!

Freia Wei (FW): Based on our work with this product so far, we further gained the right to manufacture it in Taiwan. We are looking to transform our company from a pure distribution player to an organization that has the capability to make and develop its own products.

We saw that there was a constraint on the pharmaceutical industry, so we moved from pharma products to medical devices and diagnostics. But we also want to build a foundation for the long-term. The distribution business can be difficult to sustain: after all, the principal can always revoke the product rights if they chose! We don’t want to be confined by such vagaries—we want to own our products, and we want to be able to move beyond Taiwan. To this end, we have recently established a manufacturing and distribution partnership with the company Pharmigene.

As Freia began to mention, we are now looking to differentiate our business and move beyond distribution. To do so, we plan to increase our capital, and significantly expand our organization, over the next two years.

We are not a development company. Rather, our strength is in market research, sales, and promotion. We can connect to clinical demand: this is our strength. When we identify a product based on that demand, we can develop a very strong go-to-market strategy.

We need a partner to help us manufacture the product, which is why we have formed an alliance with Pharmigene. This way, we will not need our own factory for production purposes.

FW: Most med tech companies in Taiwan are OEM manufacturers. We, on the other hand, will penetrate the market with a brand that we own the license to in this part of the world. We are looking to further develop an awareness of the brand’s name: Onko-Sure. Onko-Sure can help patients to monitor their condition, and it can even aid prevention.

We are still a specialty distributor, and distribution in Taiwan is certainly not a business we are looking to abandon. Nonetheless, we want to offer the market something more.

Is your new direction indicative, then, of a side-business? Or something that will ultimately come to define Uni-Pharma as a company?

FW: Our vision is to take this product to different countries. We think Onko-Sure can benefit patients throughout the entire world. We own the license to manufacture it in Taiwan, and to sell it in a number of global markets, mostly in Asia Pacific and the Middle East. Penetrating these markets—our first international foray with a product we manufacture ourselves—will be a huge step for us.

After we take that first step, we will look to develop an even better product. Our dream is to do more with diagnostics for cancer patients. We want to develop an increasingly broad portfolio that is tailored to that goal. Will it come to define us as a company? That depends on how successful we are!

Do you anticipate a difficult competitive environment abroad? Or is your product unique enough to stave off competition?

FW: The product is unique. Onko-Sure uses a biomarker that is significantly underutilized. If we can bring it to the market with the right strategy, we will gain market share very quickly. A number of countries have already expressed strong interest in offering Onko-Sure within the parameters of their health insurance systems.

With that said, one challenge that we will face overseas is the diversity of regulation, and the fact that we will need a tailored pricing strategy for each country. Pricing is critical, and we know that we cannot homogenize price across every market we enter. We will also need the right partners to help us along the way: at this time, we are not in a position to open our own international branches.

To return briefly to your business in Taiwan: you mentioned that Onko-Sure might be reimbursed in certain markets—but you haven’t submitted it for reimbursement in Taiwan, is that correct?

TL: That is correct. It is another self-pay business for us.

We have a few products on the reimbursement list in Taiwan: for instance, we just picked up a biologic two weeks ago that will be reimbursed under the NHI system. The product, Tysabri, is a Biogen Idec drug for the treatment of multiple sclerosis. The Bureau of National Health Insurance (BNHI) has offered us a great price: approximately 75 thousand TWD per vial.

Our long term strategy and consideration for profit has given us a self-pay focus in Taiwan. However, we will respond to partner demand in countries like Turkey, Australia, and China when we bring Onko-Sure to those markets. We will reduce price, and give our distribution partners more space to be competitive and submit for reimbursement.

FW: We focus on self-pay in Taiwan because there is a typical consumer myth out there that says that if you pay more, you get a better product or better treatment. Despite the fact that our NHI system offers great care at a relatively inexpensive price, some patients still perceive self-pay as a premium market, and we have targeted that demand.

Actually, positioning Onko-Sure as a somewhat premium product in Taiwan is one way we will be able to build awareness of its great efficacy. But with that said, we want to eventually make the product more available to patients. Down the road, we want to work with the Health Promotion Administration to make it more affordable.

Where will Uni-Pharma be in five years’ time?

TL: I think we will have grown the company ten-fold: both in terms of staff count and revenues. We will need more people to understand the subtleties inherent in different international regulatory systems—and at the same time, our ventures outside of Taiwan will bring increased turnover. By 2018, Uni-Pharma will be present in more than ten countries, and the next generation of our product will be on the market.

FW: We are also planning an IPO. As you can imagine, developing our own product internationally will be a very capital-intensive endeavor.

TL: We anticipate an IPO around 2016. We hope to raise about NT$300 million.

The US FDA approved the Carcinoembryonic Antigen (CEA) test for colorectal cancer monitoring in 1978. No product was approved for the ensuing thirty years—until 2008, when Onko-Sure received certification. We very much believe that this product can help clinical physicians and patients.

FW: Our expansion with Onko-Sure happened almost by accident. Initially, we just wanted to distribute the product in Taiwan. We then began to develop within the region to markets like Singapore—but again, just as a distributor. However, we began to realize that we could do more.

There are multiple reasons for our evolution. Firstly, I think it was the right time. The company was looking for a new direction, and Onko-Sure had the right profile. With a pharmaceutical product, we would have had a hard time in Taiwan because of the challenges we would face in development and regulation. For diagnostic products, Taiwan has had significant strengths for at least ten years in OEM. By leveraging that history, and with the great partner that we have in Pharmigene, we can make great strides forward.

Taiwan is a small island. Every company has their unique strengths, but we need to team up in order to grow.

What is your final message to our readers?

TL: We’ve completed our first steps in developing a manufacturing platform in Taiwan. The second step is now to work with our partner to study the regulations in different Asian markets. We believe our first achievements will trickle down in 2014: we hope to receive marketing approval in four or five countries by the end of that year.

FW: I’ve lived in the US and traveled extensively in Asia. In doing so, I learned one thing about Taiwan: people work really hard here. They try to be very efficient and effective in doing business globally. Taiwan has this reputation all over the world. This is why I like working in this country: the environment is great, the country is free, and the government supports businesses that want to go abroad!

United States

20112 Edinburgh Dr.,
Saratoga, CA 95070,USA

Tel: [phone]
Fax: [phone]

[e-mail]


Taiwan

4F., No. 17, Ln. 171, Sec. 2, Jiouzong Rd.,
Neihu Dist., Taipei City 114, Taiwan

Tel: [phone]
Fax: [phone]

[e-mail]

http://www.pharmigene.com/en/index/index.html


Section 1 - Registrant’s Business and Operations
Item 1.01 - Entry into Material Definitive Agreements

On June 6th 2013, we entered into a 5-year license agreement between AMDL Diagnostics, Inc. (“ADI”), a division within our company, and Uni Pharma Co., Ltd. a Taipei Taiwan limited liability company (“UNI”) that provides UNI with a 5-year exclusive license (subject to automatic renewal for an additional 5 years) to RXPC’s Onko-Sure® (formerly called DR-70 cancer blood test kits (the “Tests”), procedures, analyses, data, know how, manufacturing, manufacturing processes, components, trademarks and intellectual property. Pursuant to the terms of the Agreement, the total license fee shall be US$500,000, $100,000 of which UNI shall pay as an up-front license fee ($20,000 upon signing the agreement and $80,000 upon commencement of training UNI personnel at ADI facilities) and the remaining of which, UNI shall pay in 4 equal annual installments over the next 4 years. The License Agreement will become effective upon our receipt of the up-front license fee.

The agreement covers the following territories: China, Hong Kong, Malaysia, Singapore, Indonesia, Thailand, Japan, India, Turkey and Australia and New Zealand. We also agreed not to issue exclusive rights to any other person(s) to sell the Tests in the covered territories during the term of the agreement.



http://www.sec.gov/Archives/edgar/data/838879/000121390013003078/f8k061113_radientpharm.htm

On June 7th, 2013, the Board of Directors appointed Mr. Michael Christiansen to fill the vacancy on our Board created by Mr. Boswell's resignation. Mr. Christiansen was formerly the Executive Vice President and Chief Financial Officer of Jameson Stanford Resources Corporation and Bolcán Mining Corporation from May 2012 to November 2012, with his service concluding upon the closing of the merger of the two companies. Prior to joining Bolcán, Mr. Christiansen worked at WestPark Capital from 2007 to 2012 as Managing Director in the Corporate Finance group. Mr. Christiansen has more than fifteen years of investment banking experience, having served previously with Prudential Securities from 1997 to 2001, and with Seidler Amdec Securities and Laffer Associates from 1986 to 1992. His investment banking experience includes public and private equity transactions, mergers and acquisitions, and strategic advisory engagements with clients in consumer, retailing, software and technology industries. As a senior investment banker, he has advised clients on over $1.3 billion in aggregate closed financing transactions. Mr. Christiansen also served as Executive Vice President and Chief Financial Officer of Vizional Technologies, Inc. from 2002 through 2006, and as Executive Vice President and Chief Financial Officer of PortaCom Wireless, Inc. from 1994 to 1996. Mr. Christiansen was awarded an MBA from the University of Southern California and a B.S. degree in corporate finance and economics from Utah State University.

http://www.sec.gov/Archives/edgar/data/838879/000121390013003078/f8k061113_radientpharm.htm

About WestPark Capital, Inc.

WestPark Capital, Inc. is a full service investment banking and securities brokerage firm that serves the needs of both private and public companies worldwide, as well as individual and institutional investors. WestPark is committed to forging lasting partnerships with emerging growth companies and the investors who back them. WestPark's approach is to provide customized financial solutions for virtually any need. A complete range of investment banking and brokerage services is available to corporate and individual clients. WestPark's corporate finance professionals have the depth of experience and resources to create integrated financing solutions for both private and public marketplaces. Additionally, WestPark offers an exceptional array of private client services through its dedicated group of financial consultants. WestPark Capital understands the importance of strong relationships in today's dynamic business environment and welcomes the opportunity to leverage this power into success for its customers. For more information visit www.wpcapital.com.


For further information, please contact:
Richard Rappaport
Anthony Pintsopoulos
WestPark Capital, Inc. [phone]
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International Locations*

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Shanghai, China

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Taipei, Taiwan

http://www.wpcapital.com/media/pr/82-march-17-2004.html

On June 6th 2013, we entered into a 5-year license agreement between AMDL Diagnostics, Inc. (“ADI”), a division within our company, and Uni Pharma Co., Ltd. a Taipei Taiwan limited liability company (“UNI”) that provides UNI with a 5-year exclusive license (subject to automatic renewal for an additional 5 years) to RXPC’s Onko-Sure® (formerly called DR-70 cancer blood test kits (the “Tests”), procedures, analyses, data, know how, manufacturing, manufacturing processes, components, trademarks and intellectual property. Pursuant to the terms of the Agreement, the total license fee shall be US$500,000, $100,000 of which UNI shall pay as an up-front license fee ($20,000 upon signing the agreement and $80,000 upon commencement of training UNI personnel at ADI facilities) and the remaining of which, UNI shall pay in 4 equal annual installments over the next 4 years. The License Agreement will become effective upon our receipt of the up-front license fee.

On June 7th, 2013, the Board of Directors appointed Mr. Michael Christiansen to fill the vacancy on our Board created by Mr. Boswell's resignation. Mr. Christiansen was formerly the Executive Vice President and Chief Financial Officer of Jameson Stanford Resources Corporation and Bolcán Mining Corporation from May 2012 to November 2012, with his service concluding upon the closing of the merger of the two companies. Prior to joining Bolcán, Mr. Christiansen worked at WestPark Capital from 2007 to 2012 as Managing Director in the Corporate Finance group.


https://www.linkedin.com/pub/michael-christiansen/2/872/641