06.01.01
She’s an innovator because…her work with the Institute for Nutraceutical Advancement helped advance the formation of analytical standards for botanicals.
The Background:
Loretta Zapp is president & CEO of Oncology Sciences Corporation (OSC), Denver, CO, a biopharmaceutical company focusing on the discovery and pre-clinical development of compounds for use in the treatment of prostate cancer. Prior to her position at OSC, she held the position of president of Industrial Laboratories Company, an independent testing laboratory. During her tenure at Industrial Labs, Loretta founded the Institute for Nutraceutical Advancement (INA) for which she raised $1.3 million from companies who make and sell herbal nutraceutical products. These sponsoring companies include internationally recognized companies such as Warner Lambert/Pfizer, Bayer, Smith Kline, Amway, Shaklee, Rexall and GNC. The INA is entering into its fourth year of operation and continues to succeed in its mission, which is to source, validate and publish methods for use in testing botanical products. In addition to her experience in business development, fundraising and operations, she has a background in science related to basic medical research, as well as product and technology development including patent work. Prior to Industrial Labs, Loretta held positions in research, marketing and operations with science based companies.
Words of Wisdom:
What has been the biggest challenge you’ve faced thus far?
“Getting industry to buy into and get agreement on the basic questions of what’s fair and doable from a quality standpoint. Getting a consensus on self-regulation is very difficult; time is short, this is long overdue and it takes dedication, cooperation and money. If we can’t get companies to agree to the importance and agree to be proactive, it will be devastating to the entire industry.
“At the Institute for Nutraceutical Advancement, there is a general force behind ‘for the good of the industry,’ but the solution must be comprehensive—with industry, government and trade associations all involved—and it must be based on relationship-building. Our mission, ultimately, is to make the industry better and more successful.”
What should be the measure of success in our industry?
“When we stop John Doe on the street and we ask him, ‘what do you think of herbal supplements?’ and we don’t hear him say, ‘interesting, but you can’t trust the stuff’ then we’ll be successful. The way to make it happen is through education, supported with information from people consumers trust, such as physicians or pharmacists, plus positive media coverage.
“We need to send a message that there is quality being practiced out there, but we need a global public relations program directed at consumers.”
Where would you like to see the industry in five years?
“Integrated. I’d like to see dietary supplements integrated into the healthcare system and personally I’d like to see complementary/alternative medicine integrated into conventional healthcare; for example, helping cancer patients, even if it’s just quality of life issues.”
Are we making a difference?
“Yes, albeit slow. We have to have more proactive awareness. Quality programs are being initiated, GMPs are being followed, but there needs to be more focus and more money has to be spent on the science. This is starting to happen and it’s making a difference, but it’s still too slow going.”
If you could change one thing, on an industry-wide scale, that would open up new opportunities for all industry, what would it be?
“Leadership. The industry needs leadership. What about a unification of the existing trade associations, for example? Companies are looking for direction and support and there’s no strong leader to provide that. In addition, the industry is very fragmented. If we could consolidate our resources, we would have a stronger voice in government and the media.”
NW
The Background:
Loretta Zapp is president & CEO of Oncology Sciences Corporation (OSC), Denver, CO, a biopharmaceutical company focusing on the discovery and pre-clinical development of compounds for use in the treatment of prostate cancer. Prior to her position at OSC, she held the position of president of Industrial Laboratories Company, an independent testing laboratory. During her tenure at Industrial Labs, Loretta founded the Institute for Nutraceutical Advancement (INA) for which she raised $1.3 million from companies who make and sell herbal nutraceutical products. These sponsoring companies include internationally recognized companies such as Warner Lambert/Pfizer, Bayer, Smith Kline, Amway, Shaklee, Rexall and GNC. The INA is entering into its fourth year of operation and continues to succeed in its mission, which is to source, validate and publish methods for use in testing botanical products. In addition to her experience in business development, fundraising and operations, she has a background in science related to basic medical research, as well as product and technology development including patent work. Prior to Industrial Labs, Loretta held positions in research, marketing and operations with science based companies.
Words of Wisdom:
What has been the biggest challenge you’ve faced thus far?
“Getting industry to buy into and get agreement on the basic questions of what’s fair and doable from a quality standpoint. Getting a consensus on self-regulation is very difficult; time is short, this is long overdue and it takes dedication, cooperation and money. If we can’t get companies to agree to the importance and agree to be proactive, it will be devastating to the entire industry.
“At the Institute for Nutraceutical Advancement, there is a general force behind ‘for the good of the industry,’ but the solution must be comprehensive—with industry, government and trade associations all involved—and it must be based on relationship-building. Our mission, ultimately, is to make the industry better and more successful.”
What should be the measure of success in our industry?
“When we stop John Doe on the street and we ask him, ‘what do you think of herbal supplements?’ and we don’t hear him say, ‘interesting, but you can’t trust the stuff’ then we’ll be successful. The way to make it happen is through education, supported with information from people consumers trust, such as physicians or pharmacists, plus positive media coverage.
“We need to send a message that there is quality being practiced out there, but we need a global public relations program directed at consumers.”
Where would you like to see the industry in five years?
“Integrated. I’d like to see dietary supplements integrated into the healthcare system and personally I’d like to see complementary/alternative medicine integrated into conventional healthcare; for example, helping cancer patients, even if it’s just quality of life issues.”
Are we making a difference?
“Yes, albeit slow. We have to have more proactive awareness. Quality programs are being initiated, GMPs are being followed, but there needs to be more focus and more money has to be spent on the science. This is starting to happen and it’s making a difference, but it’s still too slow going.”
If you could change one thing, on an industry-wide scale, that would open up new opportunities for all industry, what would it be?
“Leadership. The industry needs leadership. What about a unification of the existing trade associations, for example? Companies are looking for direction and support and there’s no strong leader to provide that. In addition, the industry is very fragmented. If we could consolidate our resources, we would have a stronger voice in government and the media.”
NW