{"id":2512,"date":"2026-07-21T19:39:12","date_gmt":"2026-07-21T19:39:12","guid":{"rendered":"https:\/\/admarebio.com\/news-events\/news-insights\/"},"modified":"2026-07-30T19:42:52","modified_gmt":"2026-07-30T19:42:52","slug":"canada-has-the-science-does-it-have-the-strategy-to-be-a-life-sciences-power","status":"publish","type":"post","link":"https:\/\/admarebio.com\/news-events\/news-insights\/canada-has-the-science-does-it-have-the-strategy-to-be-a-life-sciences-power\/","title":{"rendered":"Canada has the science. Does it have the strategy to be a life sciences power?"},"content":{"rendered":"\n<p><em>Co-authored by&nbsp;Matthew Carlyle, President and CEO, adMare BioInnovations; Maura Campbell,&nbsp; President and CEO, OBIO; Jason Field<a href=\"https:\/\/can01.safelinks.protection.outlook.com\/?url=https%3A%2F%2Fwww.linkedin.com%2Fin%2Fjason-field%2F&amp;data=05%7C02%7Croselie%40earnscliffe.ca%7Cb96ff7a71c23479adcb208dee0fb43f9%7Cc761da998de145b3b4c4c50a6014eaac%7C0%7C0%7C639195567014093823%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&amp;sdata=AKJ8Gk2jhasSHzlbV3MlY7VhfZcImVBM8kuuEEbQNQE%3D&amp;reserved=0\" rel=\"noreferrer noopener\" target=\"_blank\">,<\/a>&nbsp;President and CEO, Life Sciences Ontario; Beno\u00eet Larose, President and CEO, BIOQu\u00e9bec; Wendy Hurlburt, President and CEO,&nbsp;Life Sciences BC; Grace Lee Reynolds, CEO, MaRS;&nbsp;Prakash Gowd,&nbsp;Interim CEO, Toronto Innovation Acceleration Partners; V\u00e9ronique Dugas,&nbsp;President and CEO, CQDM; Maxime Pesant, Private Placements and Impact Investing | Life Sciences, Fonds de solidarit\u00e9 FTQ; and St\u00e9phanie Doyle, President and CEO, Montr\u00e9al InVivo.<\/em><\/p>\n\n\n\n<p>The federal government\u2019s pharmaceutical and life sciences task force arrived&nbsp;at a pivotal moment.&nbsp;As Canada enters CUSMA negotiations and navigates U.S. \u201cmost-favoured nation\u201d (MFN) drug pricing policies, the task force&nbsp;was&nbsp;charged with&nbsp;a dual mandate: strengthening&nbsp;reliable,&nbsp;sustainable access to&nbsp;medicines,&nbsp;and&nbsp;identifying&nbsp;made-in-Canada solutions that drive innovation, competitiveness and long-term growth.&nbsp;These are not separate goals.&nbsp;Done right,&nbsp;responding to MFN and building domestic life science industry strength are part of the same&nbsp;strategy that builds value across the entire value chain and&nbsp;establishes&nbsp;Canada as a life sciences power.&nbsp;<\/p>\n\n\n\n<p>MFN amplifies a tension Canada has long managed: our publicly funded health system must maintain affordable access to medicines, while pricing&nbsp;and market access&nbsp;decisions also influence where global companies invest in R&amp;D,&nbsp;run clinical trials,&nbsp;manufacture, partner,&nbsp;and bring new therapies to patients. That tension is real. But responding to it with pricing policy alone would be a missed opportunity of historic proportions.&nbsp;<\/p>\n\n\n\n<p>Because this moment is not just about managing external pressure. It is about whether Canada chooses to own a piece of what comes next.&nbsp;<\/p>\n\n\n\n<p><strong>A generational opening \u2014 if we act with purpose&nbsp;<\/strong><\/p>\n\n\n\n<p>Life sciences is one of the world\u2019s most dynamic sectors. Global investment in biotech, medtech, and pharmaceutical R&amp;D is accelerating, driven by breakthroughs in RNA therapeutics, precision oncology, AI-accelerated drug discovery&nbsp;and next generation medical devices and diagnostics. The countries capturing a disproportionate share of this growth are those with coherent policy frameworks, patient capital,&nbsp;competitive market&nbsp;access&nbsp;and deep talent pools. The&nbsp;U.S., the&nbsp;U.K., and the&nbsp;EU&nbsp;are all deploying sophisticated strategies to attract capital and&nbsp;global investments&nbsp;and build&nbsp;anchor companies&nbsp;and&nbsp;sovereign capacity. Canada\u2019s&nbsp;approach&nbsp;must be equally deliberate.&nbsp;<\/p>\n\n\n\n<p>We have the foundational assets: world-class universities and research hospitals, a skilled scientific workforce,&nbsp;and&nbsp;a track record&nbsp;of translational&nbsp;discovery.&nbsp;A coordinated, intentional&nbsp;policy environment&nbsp;that considers the entire life sciences value chain, from discovery,&nbsp;investment,&nbsp;clinical development, regulatory approval, manufacturing market access and pricing, is critical to&nbsp;translate those assets into more investable, globally competitive companies that can grow, scale and remain anchored here.&nbsp;<\/p>\n\n\n\n<p>The COVID-19 pandemic exposed the cost of over-reliance on foreign supply chains. Building resilient domestic&nbsp;life sciences&nbsp;capacity is now a matter of both economic and national&nbsp;security,&nbsp;and&nbsp;rightly recognized as part of&nbsp;the defence industrial strategy.&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>The missing middle&nbsp;<\/strong><\/p>\n\n\n\n<p>MFN puts a&nbsp;focus&nbsp;on&nbsp;pricing and market access. These are&nbsp;also&nbsp;essential&nbsp;considerations&nbsp;for patients, payers, hospitals, investors, government and&nbsp;Canada\u2019s&nbsp;own emerging biotech and medtech companies. Global companies&nbsp;have the potential to&nbsp;bring R&amp;D&nbsp;investment, clinical trial activity, manufacturing&nbsp;jobs, and innovative medicines&nbsp;that Canada needs.&nbsp;&nbsp;&nbsp;<\/p>\n\n\n\n<p>Equally important is a focus on the missing middle: the gap between discovery and a company capable of attracting serious capital and scaling. Filling it requires access to early-stage funding&nbsp;and follow-on capital,&nbsp;experienced operators, fit-for-purpose infrastructure and predictable pathways for adoption and reimbursement. Without it, Canada&nbsp;remains&nbsp;a source of ideas that get developed, scaled, and anchored elsewhere.&nbsp;<\/p>\n\n\n\n<p><strong>Investment and access are not in tension&nbsp;<\/strong><\/p>\n\n\n\n<p>Countries that succeed in this environment will be those that generate a steady pipeline of high-quality domestic assets, anchor more value at home through companies that grow in-country,&nbsp;attract sustained global investment,&nbsp;and retain strategic capabilities in advanced therapeutics, medical technologies&nbsp;and manufacturing. Without&nbsp;a comprehensive strategy, Canada risks becoming what it must not: a price-sensitive reference market, a consumer of innovation developed elsewhere, and a marginal voice in shaping the future of the sector.&nbsp;<\/p>\n\n\n\n<p>None of this diminishes the importance of affordable access to medicines&nbsp;and health technologies&nbsp;that&nbsp;Canadians rightly expect from our health system. But affordability, access&nbsp;and innovation are not mutually exclusive. A stronger domestic life sciences industry means earlier access to new therapies, more robust supply security,&nbsp;stronger partnerships with global companies&nbsp;and a health system that&nbsp;benefits&nbsp;from the economic returns of a sector we helped build. Investment and access are mutually reinforcing.&nbsp;<\/p>\n\n\n\n<p><strong>Owning Canada\u2019s life sciences future&nbsp;<\/strong><\/p>\n\n\n\n<p>As the federal government advances its life sciences strategy,&nbsp;an integrated approach that reflects the realities of a changing global environment&nbsp;is imperative. That means recognizing company creation and domestic scaling as &nbsp;core pillars&nbsp;of national competitiveness and security; strengthening mechanisms that support translation from discovery to commercialization&nbsp;including protecting intellectual property, attracting investment and&nbsp;building executive talent; designing policy frameworks that consider the interplay between pricing,&nbsp;regulation,&nbsp;access,&nbsp;investment, and innovation capacity; and developing differentiated incentives for companies that are genuinely rooted in Canada.&nbsp;<\/p>\n\n\n\n<p>The goal is not simply to respond to MFN or weather a difficult trade environment. It is to ensure that Canada emerges from this period with a stronger, more sovereign&nbsp;and globally competitive&nbsp;life sciences industry: one that discovers, develops,&nbsp;manufactures&nbsp;and delivers the next generation of therapies&nbsp;and health technologies, attracts sustained global investment,&nbsp;scales Canadian companies&nbsp;and generates economic returns&nbsp;\u2014 for our patients, our economy, and our future.&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Co-authored by&nbsp;Matthew Carlyle, President and CEO, adMare BioInnovations; Maura Campbell,&nbsp; President and CEO, OBIO; Jason Field,&nbsp;President and CEO, Life Sciences Ontario; Beno\u00eet Larose, President and CEO, BIOQu\u00e9bec; Wendy Hurlburt, President [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":2513,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[86],"tags":[],"company":[],"class_list":["post-2512","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-admare-insights"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.9 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Canada has the science. 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