Saniona is developing a diverse pipeline of therapies targeting rare diseases and central nervous system disorders, leveraging its proprietary ion channel drug discovery platform.
The company’s pipeline features SAN711 (phase II-ready for essential tremor), SAN2219 (acute repetitive seizures), and SAN2355 (focal onset seizures from the Kv7 program). In addition, the company has outlicensed tesofensine to Medix, targeting obesity, with a potential market approval in Mexico in 2025.
The company has also demonstrated success in forming strategic partnerships, including collaborations with Acadia Pharmaceuticals, Boehringer Ingelheim and Productos Medix, that are instrumental in advancing its therapies in key markets.
Strengthening the executive team
This week, Saniona announced the appointment of Johnny Stilou as its new Chief Financial Officer. Stilou holds a M.Sc. in Business Economics & Auditing from Copenhagen Business School and has completed the Executive Management Program at the business school INSEAD in France. He will be part of Saniona’s executive leadership team and report to the CEO.
Commenting on the appointment, Thomas Feldthus, CEO of Saniona, said to BioStock:
– We are thrilled to welcome Johnny Stilou as Saniona’s new CFO. His extensive experience in corporate finance, strategic partnerships, and guiding companies through transformative phases is precisely what we need at this stage. Johnny has a proven track record of ensuring financial discipline and leveraging partnerships to accelerate growth. As we advance our clinical programs and explore new opportunities, his expertise will be critical in optimizing our financial strategy, enhancing investor relations, and securing the resources needed to achieve our vision. I am confident that with Johnny on board, Saniona is better positioned to become a leader in developing groundbreaking treatments for neurological and psychiatric disorders.
Q&A with the new CFO
We invited Johnny Stilou to share his insights on financial strategy, capital markets, and his plans for supporting Saniona’s long-term growth.
Johnny, can you start by sharing some highlights of your career and how they have prepared you for your role at Saniona?
– Certainly. Over the past two decades, I’ve had the privilege of working across several dynamic biotech and pharmaceutical companies, including Nuevolution and Veloxis Pharmaceuticals. At Nuevolution, I managed the company through its listing to the main market and ultimately its acquisition by Amgen. At Veloxis, I played a key role in taking the company from pre-clinical stage through clinical stages, regulatory filings and launch of a product. These experiences have given me a deep understanding of financial strategy, capital markets, and the importance of aligning financial planning with scientific and commercial goals.
At Nuevolution and Veloxis Pharmaceuticals, you played a pivotal role in the companies’ acquisitions by Amgen and Asahi Kasei, respectively. What were the most important lessons you learned from these experiences?
– Both acquisitions were the result of a clear vision, disciplined execution, and strong alignment between the scientific, operational, and financial aspects of the business. I will however also emphasize the value of building trust—with investors, partners, and internal teams, which is imperative to attract potential partners. Finally, timing and readiness matter. You need to be prepared for opportunities when they arise, which means having your financials, data, and story in order at all times.
In your view, what are the most critical factors for a biotech company like Saniona to attract significant partners?
– First, we need a strong scientific rationale backed by solid data. The connection between a drug candidate’s mechanism of action and the underlying biology of the disease has to be clear and robust. That’s the foundation of everything.
– Second, we have to focus on areas of high unmet need where there’s a real potential to transform the standard of care. Drug development is costly and complex, so it’s essential to invest resources in candidates that offer significant benefits over what’s already available.
– Third, clinical program sophistication is key. It’s about designing rational drug development programs and, especially in CNS disorders, establishing biomarkers that can demonstrate early on whether a compound is doing what it’s supposed to do at the brain level. Being able to detect relevant pharmacology with achievable doses makes all the difference.
– Finally, as mentioned previously you need trust, which you build through long-term relationships, and by being prepared for opportunities when they arise, which means having your financials, data, and story in order at all times.
What role do you see strategic partnerships playing in Saniona’s future, and how will your experience help in forging such collaborations?
– The Acadia deal was a testament to the quality of molecules that the Saniona team continues to produce, especially considering the challenging economic environment we’re all navigating.
– The exciting part is that the other assets in the pipeline come from the same “production line.” They are high-quality compounds with clear value propositions and the potential to address multiple indications. We’re confident that as we continue to advance these assets, the interest from potential partners will only grow. So, yes, more deals are definitely on the horizon.
As Saniona’s CFO, how do you plan to shape the company’s financial strategy to support its continued development and long-term growth?
– My approach is to ensure that our financial strategy is tightly aligned with our scientific and business goals. That means disciplined capital allocation, proactive investor engagement, and a focus on building a sustainable financial foundation. We’ll look to diversify our funding sources, optimize our cost structure, and ensure that every investment we make supports our strategic priorities. At the same time, we’ll maintain the flexibility to seize new opportunities as they arise—whether through partnerships, licensing, or other strategic initiatives.
