Esperion Therapeutics, Inc. (ESPR) Earnings Call Transcript & Summary
November 9, 2020
Earnings Call Speaker Segments
Martin Auster
analystOkay. Hey, everybody. I'm Marty Auster. I am the lead SMID cap biotech analyst here at Crédit Suisse. You are joining us for the Esperion presentation at the 29th Annual Crédit Suisse Healthcare Conference in the first, and hopefully, the only virtual health care conference we'll be hosting. I've got Tim Mayleben, CEO; and Rick Bartram, CFO, on the call today. And Tim, Rick, thanks a lot for joining us. Really happy to have you here. I'll let you kick off and say hi, and you can tell us what it was like trying to launch a drug during the pandemic.
Timothy Mayleben
executiveYes. Thanks, Marty. Thank you for hosting us today and definitely look forward to a nice conversation here this afternoon. I think maybe I'll just start out by saying, no denying, this has been a challenging unprecedented environment. I think we've exhausted superlatives and adjectives to describe what the COVID-19 pandemic has been. But I think we've always had a long-term focus on patients and patient needs. And so even though this pandemic has definitely stunted the near-term aspect of our launch, our commercial launch, our long-term and peak expectations haven't changed a bit. So what we've seen -- and again, I think it's been reported out as well, fewer primary care visits by patients, increased telemedicine visits. JAMA actually recently reported on this, that have led to limitations in assessing blood pressure, but in particular, cholesterol. No more traditional waiting rooms, as we highlighted on our call -- our quarterly call last week. And while physician offices in many regions are open now, they're not always open to industry representatives for us to be able to conduct in-person calls. And of course, that's the most highly effective way of promoting a new medicine. And then I think the only other thing I'd highlight is, and again, something we said on the call last week is that when you look at new prescriptions for LDL-cholesterol-lowering medicines, statins, everything else, they are down 30% this year. And if that's not a COVID-19-impacted headwind because in the almost 4 decades that statins have been around, I don't think there's ever been a year, where new prescriptions were down over the prior year. So that's really impactful. So despite all that though, we are seeing growth. We are able to create demand for our medicines. I think as we reported last week, we've seen 30%, 40%, 50% month-over-month growth. We've seen 500% quarterly growth from Q2 to Q3, again, admittedly off a small base, but being committed to a safe and conscientious launch. We certainly like the trajectory that we're on, even if we don't like the environment that we're operating in.
Martin Auster
analystSo all that said, today with the news of the first kind of the Pfizer, BioNTech vaccine showing effect and maybe some light at the end of the tunnel kind of starting to emerge now. I think you, more than most of the names in my coverage universe, anyways, have an opportunity to really benefit from a more normalized environment, and it's probably had the biggest impact on you than any of the companies I follow. So how are you feeling about that today? Is this -- do you feel like you've had a chance to play offense finally? Or how is the mood?
Timothy Mayleben
executiveYes -- Well, no, that's a -- really appreciate the question. The news, as you said, at Pfizer today was stunningly positive. And I think I would be remiss if I didn't remind everybody that we were born from Pfizer back in 2008. We were spun out of Pfizer. So a really good pedigree, of course, not only with that, but also with our Founder -- Scientific Founder being Roger Newton, who was the co-discover product champion for Lipitor, the best-selling statin ever. But I think we've been saying ours is a recovery story. As the economy improves, as the conditions, the environment improves, then we have a real opportunity to leverage that patients will come back to visiting their physicians in person. Prescriptions for LDL-cholesterol-lowering drugs will increase because patients will be treated by their physicians for cholesterol. And so we think that definitely bodes well for the future. And again, I think this is -- we are, as you noted, highly leveraged to the sort of recovery that their vaccine is going to stay.
Martin Auster
analystYes. Let's get granular. So you mentioned 30% drop in LDL-lowering prescriptions this year. What -- from your side, what have you seen? You've obviously been involved in commercialized products in the past. What are you seeing in terms of your ability to access physicians? And kind of -- I mean, you're in the launch phase of your product. What have you been able to do versus what you would expect in a more normalized environment? What's the gap? And what could be changed once there's an effective vaccine hopefully rolling out in 2021?
Timothy Mayleben
executiveYes. No, so we've been reporting through the course, and very transparently, reporting how our field sales team has been able to do. And if you remember, during Q2, it was as tough as an environment as anybody has ever seen, state lockdowns, stay-at-home orders, et cetera, through most of Q2. And I think what we learned there, of course, was that virtual promotion is great in concept, but not great in terms of implementation. As I was saying, just like it is for physicians treating a condition like cholesterol, it's best treated in the office setting and where lab values can be taken, et cetera. During Q3, what we saw was a return to some semblance of normal, where we were seeing 60%, 70% of the engagements with HCP or visits with physicians that we would have seen in a pre-COVID environment. But interestingly, what we've seen since that August, September time frame is a plateauing. It hasn't gotten any better. We -- I think back in the summer, we're projecting, given the trajectory that we were on that, we might see that improve to as much as 80% of pre-COVID levels. But instead, what we've seen is a plateauing at that 60% to 70% level. And again, this is -- all of our territory managers are in the field. They are in their territories. They are trying to, in a conscientious, safe, following all of the CDC protocols in a safe way and engage with physicians in their offices, outside their offices, other locations that they can meet a physician. But again, in a safe and socially distanced way. What we're seeing though is, as I said, they can maybe get 5 visits a day with physician offices, whereas the normal is about 8. So again, in line with that 60% to 70% of HCP engagement. So I think that is -- like I said, it's definitely having -- had a dampening effect on the overall launch volume metrics. But a couple of things that I would highlight is that when we are able to get to physicians and well, we reported last week, we have 5,000 physicians now writing prescriptions for our medicines, 5,000, even in the face of this pandemic. Over 2,000 patients per week that are taking our medicines. And so we're seeing physicians who started writing early, writing more and more prescriptions. And we're seeing patients and again, patients who have started on therapy refill their prescriptions. And so I think that all bodes well. That's supported, of course, foundationally by the managed care coverage, which we've talked a lot about. We have 90% of commercial lives covered with our medicines and this is at the preferred brand tier step edits to label. And then we're over 50% now on Medicare Part D as we come to the close of the year. So we definitely feel good about the launch trajectory, about the early metrics that we are seeing with the face -- with the physicians that we've been able to engage with.
Martin Auster
analystSo you kind of touch right there on both the breadth and depth of the launch. Can you get a little more specific in terms of kind of your successes in being able to kind of those early adopters or the clinicians maybe involved in the trials, who had some experience or some real knowledge of the drug, their willingness to kind of make this a meaningful part of their practice. And how that process is going? And then kind of from the other side, obviously, this needs to expand to a much broader prescriber base over time for it to kind of achieve your long-term goals. Kind of where are you at there? Which is the harder part right now? And where do you feel like you're at in the process?
Timothy Mayleben
executiveYes, thanks, Marty. So we definitely think the folks that started writing back in the summer, so in the July time frame. It's typically 2 to 3 months to get lab values back for the patients that they originally write for. So if we think of them being on a 3-month cycle, we're just now -- they are just now getting those lab values back. And again, the reports that we're getting anecdotally are ones that are saying, good tolerability and the plus is we're seeing even better LDL-cholesterol-lowering efficacy than the label would indicate. And you might say, "Okay, so why is that?" Well, a lot of times what we're hearing is physicians are first prescribing our medicines for their statin-intolerant patients. The patients that they can't get to take anything previously. So if you remember, when our medicines are prescribed on a -- for a patient who is not on a background of statin, we're seeing -- in our Phase II program, we saw LDL-cholesterol lowering of 25% to 30%, much better than the 18% that is in the label because most of those patients were on a background of statin in our Phase III clinical studies. So we're seeing -- we're hearing reports of better efficacy. We think it has to do with the lack of a background statin in statin-intolerant patients, at least at this early stage. So we think very good tolerability. What we're hearing now is, again, in past practice would certainly indicate that as physicians see success with the early patient or patients, that they, in turn, then are prescribing to more and more of patients in their practice. So we think that there's a flywheel effect here, Marty, where success with these early patients and getting the lab values back, which were, like I said, just starting to see and hear about now are really going to pay off here in the months ahead.
Martin Auster
analystAnd that first wave then is more on the statin-intolerant patients? And you think that will then -- it will expand into the -- yes.
Timothy Mayleben
executiveYes. No. Again, so we've said, when you look at the 18 million patients in the U.S. who aren't at goal, about half of them are patients who are not taking a statin or because they can't or won't take a statin. And the other half are patients who are on that maximally or on a statin, but need non-statin means of lowering LDL cholesterol. And again, we've said many, many times, patients prefer an oral drug, especially for chronic asymptomatic conditions like atherosclerosis or high LDL-cholesterol levels.
Martin Auster
analystYes. So the -- kind of we watch the script trends every week, every Friday morning. And we've seen this kind of phenomenon, where you're kind of having like a -- you get to step forward, you get 2 steps sideways. You're going to step forward, 2 steps sideways. Is that a pattern you think just kind of continues as long as the pandemic persists? Is there anything that you detect in your kind of advanced data metrics maybe that kind of give you an indication that there's going to be a more meaningful inflection in the near term? Or what's reasonable with...
Timothy Mayleben
executiveNo. So what we've seen, I think, like you said, when you look at it week-to-week, it is -- we use the term choppy. It is flat sometimes, slightly down other times, up -- big in other weeks. But when you average it all out, whether it's 12 weeks, 8 weeks or 4 weeks, pretty steadily, it's somewhere between high single-digit percentage growth week-over-week and low double digits percentage growth week-over-week. So I think as you're saying, it's definitely growing. The trajectory is great. There's not that really meaningful inflection yet. But again, I think that really meaningful inflection is really only going to come when we see -- when we get into this recovery phase, if you will where...
Martin Auster
analystWell, it's going to be expanding the prescriber base in a meaningful way. And then is the...
Timothy Mayleben
executive[indiscernible] as in more physicians.
Martin Auster
analystIs it awareness? Is it pushback because there is an outcomes data? Is it -- I mean, it's a little bit everything. But how do you?
Timothy Mayleben
executiveYes. No. So very few, very few physicians anymore don't accept that if you lower LDL-cholesterol, you're going to get a CV risk reduction benefit. So that -- we don't -- plans, payers, except "the LDL-cholesterol-lowering hypothesis or thesis at this stage." So that's definitely not the issue, but it is awareness, getting access to physicians, getting more patients flowing through physician offices, waiting rooms, those -- it's volume. It is taking the model that is working early with the limited access to HCPs that we have and really just expanding that model to a much broader footprint. And like I said, our reps definitely have more capacity. They're operating at 60% to 70% capacity. So how much more effective are they going to be when they actually have more access to more physicians and can get them to start writing for more of their patients.
Martin Auster
analystWhen we look forward later this year, Novartis' inclisiran, is potentially going to be approved. Can you talk through that, both as there's an opportunity from that, I guess, for you guys, and there's also some risk from that for you guys competitively. Can you kind of talk to both sides of that a little bit? And I have some specifics as well, but.
Timothy Mayleben
executiveYes. Yes. So what I would say is fundamentally -- again, we're talking about a not yet approved medicine. But I think, as you said, looks like it's going to be approved. But fundamentally, you have to believe when there's 18 million people in the U.S. that are not at their LDL-cholesterol lowering goal, that there is room for everyone. Keep in mind, too, again, things that we've been pounding the table on, it is crazy today to think that cardiovascular disease is still the #1 cause of death in the U.S. Of course, LDL-cholesterol levels are a well-established causal risk factor for that. So controlling cholesterol levels should be either job 1 or job 2 for all of us, especially those of us in the health care industry. And further, the CDC is -- in their most recent study, is suggesting that cardiovascular disease deaths are going to increase by 25% over the next 10 years. Your head should explode to that. And why? Because we're not doing a good job of managing cholesterol. So there's room for our medicines. There's room for other injectable PCSK9s. We have a serious health problem that needs to be addressed, and new therapies will certainly help to address that. So again, we welcome new additions into the space. I think if you look back historically, you will remember when the fifth statin was introduced, all of the rhetoric was that it's going to take market share from the existing statins. And instead, what happened, of course, is the market grew. Because one of the questions you were asking earlier, is it awareness? Yes. Why is cardiovascular disease still the #1 cause of death? There's not enough awareness of what people can do like taking NEXLETOL and NEXLIZET to address their high levels of cholesterol.
Martin Auster
analystAnd so in terms of your ability as a smaller company to kind of get out there and introduce yourselves and introduce NEXLETOL and NEXLIZET versus what Novartis might be able to do, how do you -- kind of how do you see that relative size? And I guess, I understand you're also -- you're baking in the argument also, hey, the more they're out there, the more we're talking about this, the more it helps everybody. And that's fair. Do you think you can kind of compete in terms of a -- kind of a voice perspective? Are you targeting the same -- are you targeting the generally the same batches of physicians at large?
Timothy Mayleben
executiveYes. I think that's a great question. And I'll tell you why. Because I think when you look at the target HCPs, the target health care providers, that are going to be prescribing our medicines, about -- I think we've talked about this number of 36,000 to 38,000 HCPs that we're targeting. About 1/3 of those -- 30% of those are cardiologists. But the vast majority of our health care provider targets are primary care docs. And the reason for that is because our medicines are oral, once daily, convenient, they're easy to use, easy to access and they are familiar, right? They're familiar because they're already taking a statin or they're -- almost all of these patients have comorbidities. So they're already taking oral once-daily medicines for whether it's diabetes or blood pressure or any other condition. And so they're used to taking their medicines once a day, and that's who's going to be prescribing our medicines to the patients are the primary care docs. So certainly, we will see some awareness raising among cardiologists as a result of Novartis and inclisiran being in the market. But I think as we were talking about overall, that should create awareness, more generally, of the need to manage cholesterol. And among cardiologists, we'll continue to get our fair share, if you will, given the strengths that our medicine have. Easy accessible, oral, once-daily. And keep in mind, the efficacy of our medicines, in particular, in patients who are not on a background of statins is about the same as you see on our PCSK9 or with PCSK9, not on a background of statin.
Martin Auster
analystGot it. And in terms of the pricing for like an infrequently injected PCSK9 like inclisiran versus the various bempedoic acid formulations, do you have any expectations? Do you see any -- do you foresee any changes in NEXLETOL, NEXLIZET pricing as a part of this launch? Is there anything in kind of the reimbursement path? I know NEXLETOL, NEXLIZET will be reimbursable under Medicare Part D and injectable Medicare Part B. Anything there that kind of changes -- shifts the balance at all in terms of the product appeal to clinicians or patients?
Timothy Mayleben
executiveYes. So keep in mind, the first battle for any of this is compendia classification. That's what goes into driving formulary status. And our medicines are the only ACL inhibitors. So they have their own separate classification in the compendia. We're listed in formularies as ACL inhibitors. And keep in mind, our pricing for our medicines is the -- essentially an inflation-ingested -- an inflated-adjusted price for a statin when it went off patent in 2017. So our medicines have been priced for access, for affordability. And I don't see that changing as a result of new competitors coming in, in the injectable PCSK9 space.
Martin Auster
analystOkay. So on the earnings call last week, there was obviously a lot of talk about kind of like the valuation, cash runway, how much this is all kind of confluencing into kind of affect, how investors are thinking about Esperion. I guess I think how are you -- you talked a lot about there's different levers you have to pull. I guess from a big picture sense, you talked about there's ways to kind of maybe bring forward milestones or royalties. There's obviously different sorts of equity debt things you can do. There's partnerships, both rest of world as well as even in the U.S. where you consider. There's acquiring the assets, things like that, that could occur. How do you think about -- you seem to have indicated a preference to kind of avoid equity dilution. How do you think about equity dilution versus asset dilution? And as the -- given where the valuation is, how do you think through -- or do you want to balance those 2 issues because you don't really want to dilute the asset excessively. You also want to dilute the equities. How are you thinking about this? And then how important do you think it is to kind of -- obviously, you've got your own internal model about where profitability is. We have own models and other analysts must have their own models. But you've probably got -- you've got a vision of a range of where you can get to breakeven off your business plan. How important do you think it is to kind of piecemeal this versus just kind of creating a fix within kind of a concise period of time to really kind of open up some green space for yourselves with an -- from an investor overhang perspective, I guess?
Timothy Mayleben
executiveYes. No, great question. Rick, I'm going to tip that to you.
Richard Bartram
executiveSure. Yes. So thanks, Marty. So, I think you rattled off a lot of options, right? And it's one of those things we're constantly looking at the cost of capital, weighing the options. But I think just coming back to overall cash position, we had $216 million at the end of the third quarter. And I hear your point. There's a lot of external concern and speculation on our cash balance, our cash position. But I just want to remind everyone, and I encourage everybody to look back and just focus on how financially savvy we've been in the past to build the business where we're at today. There's not a single point in our past where we haven't funded the business appropriately and successfully. So there's a suite of options available to us to take cash into the organization. But it's also prudent cash management as well. So taking back and taking a look at the second quarter. Right at the start of the pandemic, we reported reductions in our expense guidance this past quarter as we reported last week. We had operational expenses that were lower than expected. Really just going back to our history, Tim and myself's history, of just conservatively managing the cash. And we're going to continue to make adjustments as we proceed here through the pandemic. So we are at a strong cash position. As we highlighted last week, we've got over $1 billion in future milestones from our collaborations. Very nice royalty rates, 15% to 30% on those collaborations. And those are going to start to harvest capital for us this fourth quarter as Daiichi Sankyo launched in Europe last week. So we're constantly monitoring cash, the trajectory of evaluating all of the funding options.
Martin Auster
analystRick, I'm going to try again here. So there's an opportunity that's going to pop up somewhere in '21, where you can maybe have an opportunity to get more aggressive and get yourselves in front of clinicians and try to really do what you can to try to drive script growth and go kind of, as I said before, kind of go on offense. I think the question investors are asking is, you don't want to be in a situation where you're kind of held back by needing to be prudent. When the time to invest just comes in front of you, you want to make sure you can hit it. So I guess that's why I'm asking, as you think about next year and you think about the burn and you think about the opportunity, how important -- and I guess what I'm really focused on is, you've talked about a potential rest of world partnership, but I'm curious how much you think about coming up with kind of a comprehensive solution that kind of all at once kind of resolves this issue? Or if this is something you're comfortable kind of, again, rest of world partnership here, maybe selling off part of a royalty stream here? Are you comfortable kind of managing it as opportunities arise or as needs arise? Or are you thinking about this as we see an opportunity where we can get ourselves on a footing that can drive us to a -- to be from a profitable company. We want to kind of prep for that. How are you...
Richard Bartram
executiveYes. So I mean, we're thinking about...
Martin Auster
analystYou're thinking about both, I'm sure, but yes, how are you...
Richard Bartram
executiveYes. Yes. We're thinking about it. We're always thinking of ways to make sure, to your point, we have the capital necessary when the environment grows. So we've done that in the past, and we're going to continue to do that so that we're not flat-footed.
Martin Auster
analystWhere is the status of the rest of world partnership, Tim? You talked about that as something you felt reasonably comfortable could kind of occur by year-end. Is that still in play? Is that something you think might slip into '21?
Timothy Mayleben
executiveNo. So yes, we've been very consistent with that, Marty, that we are confident in that process. And again, just to remind everybody, over the last 1.5 years, we've done -- well, I guess, almost 2 years now, we've done 2 of these deals, one with our partners in Europe with DSE. We said we'd get it done by the end of 2018, and we announced it at the JPMorgan conference in -- oops, that was a bad word -- at a competitor banking conference in 2019. And then we also, in earlier this year, said that we would be moving forward with the rest of world deal. And we said by midyear. And I think the first part of that was the Japan deal that we got done in April with our partners, Otsuka, for Japan. And once we got that up and running over the course of the second quarter, again, a little bit more of a challenge to get that up and running in the course of the pandemic because nobody was meeting face-to-face. But we navigated that hurdle and now turned our business development folks in the second half of this year to working on completing a -- what we've been saying an non-USA, non-Japan, non-EU collaboration for the rest of the world. And again, having just done a couple of these, we know the signposts along the way, we know that we're tracking to be able to get this done by the end of the year.
Martin Auster
analystAnd I think it's one of the things that I think you don't get enough credit for from investors, the Daiichi deal, the Otsuka deal were both very kind of high-value good return deals. And again, like you've done a great job on those. There's no reason to think you're not going to do a great job with this one. Have you qualified at all what sorts of parties you're engaged with on rest of world, since it's kind of a -- it's a nebulous market to say the rest of world?
Timothy Mayleben
executiveYes. No. So we're talking to a number of folks that -- or companies rather that folks would recognize as global companies as well as companies that have more of a regional reputation. But there -- I think we always say the money is green, for sure. And then secondly, we've always said, really, the priority for us is what is -- regardless of whether your footprint is global or not, what we care about is how good our view in the geographies in which we want to partner with you. And again, I think we highlighted with Daiichi Sankyo Europe, it's not just the upfront. The reason that the -- the most beautiful thing about the Daiichi Sankyo Europe partnership is that they are among the very best at commercializing cardiovascular or cardiometabolic medicines in Europe. They took a Factor Xa from fourth to second in the course of 5 years. That is fourth to market to second in overall sales volume there. And similarly, with Otsuka in Japan, Otsuka is, if not #1 or #2 in Japan in the commercialization -- development and commercialization of cardiometabolic drugs. I think one of the things that we referenced is they are the distributor for Entresto, a commercial partner for Novartis for Entresto in Japan. So it's -- they have an incredibly strong cardiovascular franchise. So these are global companies with global expertise, but we pick them because they had really strong differentiated geographic expertise in Europe and Japan, respectively. And we'll do the same thing with the rest of world as well.
Martin Auster
analystSo maybe another thing, I've been thinking about another question to ask you that I might have better luck getting a more [ tracked ] answer than the 1, 2 questions ago. It strikes me that -- so we run a note to investors talking about, hey, there's a lot of optionality out here. You -- I think you said in the last conference call, you're not taking anything off the table. You wouldn't be averse to any solutions or capital that might make sense, be it an equity, be it a strategic partnership in the U.S. You've listened to whatever kind of came up if it made sense. But it strikes me that your focus is on maximizing kind of the ceiling of experience value more so than maximizing the kind of -- minimizing the risk of producing a return. Is that the right way to think about how you're thinking about this? I guess that's something that occurred to me maybe after the last conference call.
Timothy Mayleben
executiveSo I'll maybe start out, but then ask Rick to comment. So I've never thought about it exactly that way, Marty. But I think generally, what our philosophy has been is we're building a business -- we've built a business, and -- but we're continuing to now build a commercial business. And if we focus on being best in the world at, not only development, which, I think, we proved beyond a shadow of a doubt, that we know how to develop oral once-daily LDL-cholesterol-lowering drugs or just LDL-cholesterol-lowering drugs as well are better, I would argue, better than anybody else in the world today. And I have every confidence that we will be doing the same thing on a commercial side as we exit this pandemic and get into a normal environment. And if you build a very strong business, anybody, that's going to attract attention from people who admired the business, who maybe want to -- bigger companies that might want to own that business, make it part of their own business. But I think the first thing we have to do is make sure that we have a robust, sustainable business. So that's been long -- that's long been our focus. And I know there are always trade-offs between time, value of money, risk versus potential upside, et cetera. But I would also say that those are constantly shifting in -- especially in our industry because ours is absolutely a high-risk, high-return, far more failures in the development of new medicines than there are successes. But we can count ourselves as being one of the few companies that has -- especially in this cardiovascular space to actually have navigated and successfully gotten approved and now priced and gotten on formulary because, again, we said even a few years ago that the finish line is not getting medicines approved anymore. It's getting on formulary. And we've already achieved that. Again, we have -- the great misfortune of launching in the midst of this pandemic, but the progress that we're making is very good. The value that eventually gets ascribed to our business as we come out of this pandemic, I think, we remain confident, is going to be quite high. But Rick, maybe I can ask you to comment as well.
Richard Bartram
executiveYes. No, I think just at a high level, Marty, it goes without saying that we're always open, and we're going to remain open to any structure that's going to maximize the long-term value for our shareholders and extend the reach of our medicines to more patients who can benefit from them. We're confident in our ability to drive growth. But again, looking at ways to create long-term shareholder value, we're always open to those ideas.
Martin Auster
analystAll right. Super. I think that kind of hits us up on the end of our time here. Let me just check real quick to see if there are any questions that popped in during the call that I missed. I think we're all set. Tim and Rick, thank you so much for joining me. We look forward to kind of even better '21. And again, thanks, and have a great rest of the day.
Timothy Mayleben
executiveYou too. Thanks so much for hosting, Marty.
Martin Auster
analystAbsolutely. Good to see you guys.
Timothy Mayleben
executiveLikewise.
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