The ideal person to run a multi-billion dollar concern, the main purpose of which is to milk the world's population of its assets, while suffering intrusive and punitive hardship as health levels plummet...He has always given the impression of being dealt a poor hand...no doubt spending his days wearing a Dri-Sleeve on the arm he had to force between the pelvic bones of said Karagouniki ram coloured his views as to his future career...
Pfizer has used acquisitions as a core growth strategy for decades, with a series of very large deals (Warner‑Lambert, Pharmacia, Wyeth) followed by more targeted biotech and oncology buys in the 2010s–2020s.
Major “mega‑merger” deals
Warner‑Lambert (2000) – Roughly USD 90–116 billion, giving Pfizer full control of blockbuster atorvastatin (Lipitor) and significantly expanding its global footprint.
Pharmacia (2003) – Brought in products like COX‑2 inhibitor celecoxib (Celebrex) and strengthened Pfizer’s position in inflammation and pain, creating one of the world’s largest research‑based pharma companies.
Wyeth (2009) – Around USD 68 billion, adding a major vaccines and biologics platform (e.g. pneumococcal vaccines) and making Pfizer the world’s largest pharmaceutical company at the time.
King Pharmaceuticals (2010) – Added pain and specialty products, bolstering Pfizer’s established products and pain portfolios.
Hospira (2015) – About USD 15–17 billion, bringing sterile injectables and biosimilars, and strengthening Pfizer’s hospital and generics presence.
Anacor (2016) – Around USD 5.2 billion, focused on dermatology (e.g. crisaborole for eczema).
Medivation (2016) – About USD 14 billion, adding prostate cancer drug enzalutamide (Xtandi) and deepening Pfizer’s oncology franchise.
Array BioPharma (2019) – Roughly USD 11.4 billion, bringing targeted oncology assets, including BRAF/MEK combinations for colorectal cancer and melanoma.
2020s: targeted biotech and rare disease
Arena Pharmaceuticals (2021 announcement, closed 2022) – About USD 6.7 billion, immunology and immuno‑inflammatory assets.
Biohaven (2022) – About USD 11.6 billion, CGRP migraine franchise including rimegepant (Nurtec/Odt).
Global Blood Therapeutics (2022) – Roughly USD 5.4 billion, sickle‑cell disease therapy Oxbryta and broader hematology platform.
ReViral, ResApp, Amplyx, Therachon and others (2021–2022) – Smaller transactions adding virology, digital diagnostics, rare disease and anti‑infective assets.
Seagen (announced 2023) – About USD 43 billion, focused on antibody–drug conjugates in oncology, one of Pfizer’s largest deals since the 2000s.
Aggregate view and pattern
One analysis lists at least 35–40 notable acquisitions since 2000, with hundreds of subsidiaries globally.
Strategy has evolved from revenue‑scale mega‑mergers (Warner‑Lambert, Pharmacia, Wyeth) to “bolt‑on” biotech and oncology deals that fill specific pipeline or therapeutic gaps (e.g. Medivation, Array, Seagen, GBT).
If you’d like, I can lay this out as a year‑by‑year table with deal value, therapeutic area and strategic rationale (e.g. cholesterol, vaccines, oncology, injectables).
My opinion of Bourla, Bancel, Farrar, that Chinese woman with the difficult name, and others, was coloured by developments in 2020-23...It's an amateur's opinion from the perspective of the person in the street, wondering what the H**l is going on...Thank you for the insights you provide...
Understand your frustration Nebulo, but it was none of that. Bourla is in a long line of Pfizer CEOs and executive boards screwing the patients it claims to serve, by acquision See:
Pfizer has used acquisitions as a core growth strategy for decades, with a series of very large deals (Warner‑Lambert, Pharmacia, Wyeth) followed by more targeted biotech and oncology buys in the 2010s–2020s.
Major “mega‑merger” deals
Warner‑Lambert (2000) – Roughly USD 90–116 billion, giving Pfizer full control of blockbuster atorvastatin (Lipitor) and significantly expanding its global footprint.
Pharmacia (2003) – Brought in products like COX‑2 inhibitor celecoxib (Celebrex) and strengthened Pfizer’s position in inflammation and pain, creating one of the world’s largest research‑based pharma companies.
Wyeth (2009) – Around USD 68 billion, adding a major vaccines and biologics platform (e.g. pneumococcal vaccines) and making Pfizer the world’s largest pharmaceutical company at the time.
King Pharmaceuticals (2010) – Added pain and specialty products, bolstering Pfizer’s established products and pain portfolios.
Hospira (2015) – About USD 15–17 billion, bringing sterile injectables and biosimilars, and strengthening Pfizer’s hospital and generics presence.
Anacor (2016) – Around USD 5.2 billion, focused on dermatology (e.g. crisaborole for eczema).
Medivation (2016) – About USD 14 billion, adding prostate cancer drug enzalutamide (Xtandi) and deepening Pfizer’s oncology franchise.
Array BioPharma (2019) – Roughly USD 11.4 billion, bringing targeted oncology assets, including BRAF/MEK combinations for colorectal cancer and melanoma.
2020s: targeted biotech and rare disease
Arena Pharmaceuticals (2021 announcement, closed 2022) – About USD 6.7 billion, immunology and immuno‑inflammatory assets.
Biohaven (2022) – About USD 11.6 billion, CGRP migraine franchise including rimegepant (Nurtec/Odt).
Global Blood Therapeutics (2022) – Roughly USD 5.4 billion, sickle‑cell disease therapy Oxbryta and broader hematology platform.
ReViral, ResApp, Amplyx, Therachon and others (2021–2022) – Smaller transactions adding virology, digital diagnostics, rare disease and anti‑infective assets.
Seagen (announced 2023) – About USD 43 billion, focused on antibody–drug conjugates in oncology, one of Pfizer’s largest deals since the 2000s.
Aggregate view and pattern
One analysis lists at least 35–40 notable acquisitions since 2000, with hundreds of subsidiaries globally.
So, not bioweapns
Strategy has evolved from revenue‑scale mega‑mergers (Warner‑Lambert, Pharmacia, Wyeth) to “bolt‑on” biotech and oncology deals that fill specific pipeline or therapeutic gaps (e.g. Medivation, Array, Seagen, GBT).
If you’d like, I can lay this out as a year‑by‑year table with deal value, therapeutic area and strategic rationale (e.g. cholesterol, vaccines, oncology, injectables).
Very interesting background on Bourla. It doesn’t sound based on this overview that he has much in the way of experience in supply chain or in preclinical and clinical development. As you have pointed out the supply chain must be safely tested in all phases of development. Maybe they don’t want someone with a strong safety background because it wouldn’t be good for the current business model.
Below you mentioned a couple of recent acquisition like Seagen, Medivation and Global Blood. I was reading Pfizer’s spent billions negotiating these deals only to find that once these pipelines were acquired there’s little return on investment because the prospective drug either fails or market potential is limited.
It doesn’t seem like the biotech business model is working. Why keep investing billions when there’s no ROI at the end of the day. Do you have any idea if they will ever put the brakes on this. The only way you can keep this model going is to loosen regulations.
The ideal person to run a multi-billion dollar concern, the main purpose of which is to milk the world's population of its assets, while suffering intrusive and punitive hardship as health levels plummet...He has always given the impression of being dealt a poor hand...no doubt spending his days wearing a Dri-Sleeve on the arm he had to force between the pelvic bones of said Karagouniki ram coloured his views as to his future career...
Repeating this Neil:
Pfizer has used acquisitions as a core growth strategy for decades, with a series of very large deals (Warner‑Lambert, Pharmacia, Wyeth) followed by more targeted biotech and oncology buys in the 2010s–2020s.
Major “mega‑merger” deals
Warner‑Lambert (2000) – Roughly USD 90–116 billion, giving Pfizer full control of blockbuster atorvastatin (Lipitor) and significantly expanding its global footprint.
Pharmacia (2003) – Brought in products like COX‑2 inhibitor celecoxib (Celebrex) and strengthened Pfizer’s position in inflammation and pain, creating one of the world’s largest research‑based pharma companies.
Wyeth (2009) – Around USD 68 billion, adding a major vaccines and biologics platform (e.g. pneumococcal vaccines) and making Pfizer the world’s largest pharmaceutical company at the time.
2010s acquisitions (injectables, oncology, specialty)
King Pharmaceuticals (2010) – Added pain and specialty products, bolstering Pfizer’s established products and pain portfolios.
Hospira (2015) – About USD 15–17 billion, bringing sterile injectables and biosimilars, and strengthening Pfizer’s hospital and generics presence.
Anacor (2016) – Around USD 5.2 billion, focused on dermatology (e.g. crisaborole for eczema).
Medivation (2016) – About USD 14 billion, adding prostate cancer drug enzalutamide (Xtandi) and deepening Pfizer’s oncology franchise.
Array BioPharma (2019) – Roughly USD 11.4 billion, bringing targeted oncology assets, including BRAF/MEK combinations for colorectal cancer and melanoma.
2020s: targeted biotech and rare disease
Arena Pharmaceuticals (2021 announcement, closed 2022) – About USD 6.7 billion, immunology and immuno‑inflammatory assets.
Trillium Therapeutics (2021) – Approx. USD 2.3 billion, immuno‑oncology (CD47‑targeting cancer therapies).
Biohaven (2022) – About USD 11.6 billion, CGRP migraine franchise including rimegepant (Nurtec/Odt).
Global Blood Therapeutics (2022) – Roughly USD 5.4 billion, sickle‑cell disease therapy Oxbryta and broader hematology platform.
ReViral, ResApp, Amplyx, Therachon and others (2021–2022) – Smaller transactions adding virology, digital diagnostics, rare disease and anti‑infective assets.
Seagen (announced 2023) – About USD 43 billion, focused on antibody–drug conjugates in oncology, one of Pfizer’s largest deals since the 2000s.
Aggregate view and pattern
One analysis lists at least 35–40 notable acquisitions since 2000, with hundreds of subsidiaries globally.
Strategy has evolved from revenue‑scale mega‑mergers (Warner‑Lambert, Pharmacia, Wyeth) to “bolt‑on” biotech and oncology deals that fill specific pipeline or therapeutic gaps (e.g. Medivation, Array, Seagen, GBT).
If you’d like, I can lay this out as a year‑by‑year table with deal value, therapeutic area and strategic rationale (e.g. cholesterol, vaccines, oncology, injectables).
My opinion of Bourla, Bancel, Farrar, that Chinese woman with the difficult name, and others, was coloured by developments in 2020-23...It's an amateur's opinion from the perspective of the person in the street, wondering what the H**l is going on...Thank you for the insights you provide...
Exquisite…
Vaccines are the best way to mess up fertility?
Just another joke foisted on the gullible American people. FAUCHI:2
Eugenics, mass marketing fraud, omnicide, narcissistic psychosis.. did I miss anything ?
Understand your frustration Nebulo, but it was none of that. Bourla is in a long line of Pfizer CEOs and executive boards screwing the patients it claims to serve, by acquision See:
Pfizer has used acquisitions as a core growth strategy for decades, with a series of very large deals (Warner‑Lambert, Pharmacia, Wyeth) followed by more targeted biotech and oncology buys in the 2010s–2020s.
Major “mega‑merger” deals
Warner‑Lambert (2000) – Roughly USD 90–116 billion, giving Pfizer full control of blockbuster atorvastatin (Lipitor) and significantly expanding its global footprint.
Pharmacia (2003) – Brought in products like COX‑2 inhibitor celecoxib (Celebrex) and strengthened Pfizer’s position in inflammation and pain, creating one of the world’s largest research‑based pharma companies.
Wyeth (2009) – Around USD 68 billion, adding a major vaccines and biologics platform (e.g. pneumococcal vaccines) and making Pfizer the world’s largest pharmaceutical company at the time.
2010s acquisitions (injectables, oncology, specialty)
King Pharmaceuticals (2010) – Added pain and specialty products, bolstering Pfizer’s established products and pain portfolios.
Hospira (2015) – About USD 15–17 billion, bringing sterile injectables and biosimilars, and strengthening Pfizer’s hospital and generics presence.
Anacor (2016) – Around USD 5.2 billion, focused on dermatology (e.g. crisaborole for eczema).
Medivation (2016) – About USD 14 billion, adding prostate cancer drug enzalutamide (Xtandi) and deepening Pfizer’s oncology franchise.
Array BioPharma (2019) – Roughly USD 11.4 billion, bringing targeted oncology assets, including BRAF/MEK combinations for colorectal cancer and melanoma.
2020s: targeted biotech and rare disease
Arena Pharmaceuticals (2021 announcement, closed 2022) – About USD 6.7 billion, immunology and immuno‑inflammatory assets.
Trillium Therapeutics (2021) – Approx. USD 2.3 billion, immuno‑oncology (CD47‑targeting cancer therapies).
Biohaven (2022) – About USD 11.6 billion, CGRP migraine franchise including rimegepant (Nurtec/Odt).
Global Blood Therapeutics (2022) – Roughly USD 5.4 billion, sickle‑cell disease therapy Oxbryta and broader hematology platform.
ReViral, ResApp, Amplyx, Therachon and others (2021–2022) – Smaller transactions adding virology, digital diagnostics, rare disease and anti‑infective assets.
Seagen (announced 2023) – About USD 43 billion, focused on antibody–drug conjugates in oncology, one of Pfizer’s largest deals since the 2000s.
Aggregate view and pattern
One analysis lists at least 35–40 notable acquisitions since 2000, with hundreds of subsidiaries globally.
So, not bioweapns
Strategy has evolved from revenue‑scale mega‑mergers (Warner‑Lambert, Pharmacia, Wyeth) to “bolt‑on” biotech and oncology deals that fill specific pipeline or therapeutic gaps (e.g. Medivation, Array, Seagen, GBT).
If you’d like, I can lay this out as a year‑by‑year table with deal value, therapeutic area and strategic rationale (e.g. cholesterol, vaccines, oncology, injectables).
Very interesting background on Bourla. It doesn’t sound based on this overview that he has much in the way of experience in supply chain or in preclinical and clinical development. As you have pointed out the supply chain must be safely tested in all phases of development. Maybe they don’t want someone with a strong safety background because it wouldn’t be good for the current business model.
Below you mentioned a couple of recent acquisition like Seagen, Medivation and Global Blood. I was reading Pfizer’s spent billions negotiating these deals only to find that once these pipelines were acquired there’s little return on investment because the prospective drug either fails or market potential is limited.
It doesn’t seem like the biotech business model is working. Why keep investing billions when there’s no ROI at the end of the day. Do you have any idea if they will ever put the brakes on this. The only way you can keep this model going is to loosen regulations.