Sharon Cunningham, CEO at Shorla Oncology, knows that if a business wants to solve a complex medical challenge, it must tackle one well-defined problem at a time.
“Start with a problem you can define precisely; focus on a real, unmet need and create a solution that is affordable, accessible and scalable,” she says.
That is exactly what Cunningham and her business partner Orlaith Ryan set out to do when they launched Shorla Oncology. The company focuses on cancers for which existing treatments are limited, inadequate or in shortage.
“Oftentimes cancer treatments are hard to prepare, hard to dose accurately, and often in chronic shortage,” she explains. “That’s not a hypothetical problem; it is patients waiting on treatment because a hospital pharmacy can’t get a stable supply.”
The company’s work centers on “formulation re-innovation” for the most vulnerable patients. Included in their FDA approved portfolio is Tepylute®, a liquid, ready-to-dilute formulation of the cancer drug thiotepa, which is indicated for the treatment of adenocarcinoma of the breast or ovary. The reformulation makes preparation safer and easier for clinical teams.
— Sharon Cunningham, CEO at Shorla Oncology share
“Shorla is proof that innovation in oncology doesn’t only mean discovering brand-new molecules,” she says. “Sometimes the most immediate way to help patients is to make sure the treatments we already know work are actually available, safe, convenient to prepare and reliably in supply.”
Balancing speed with rigor
Like most entrepreneurs in the healthcare industry, Cunningham, a YPO member, recognizes that the regulatory pathway for cancer drugs is inherently slow, and she understands why. “We’re talking about drugs given to some of the most vulnerable patients, and that rigor is nonnegotiable,” she says.
To offset that pace, Cunningham ensures the business moves quickly in other areas. “Capital efficiency, manufacturing partnerships and choosing the right targets are what let us compress timelines,” she says. “Patience and precision have to coexist with urgency. I’ve learned to build a culture where people feel the weight of the mission; real patients waiting on real treatments.”
For a small company operating in a highly regulated industry, Cunningham says internal transparency “is everything. Everyone from R&D to commercial needs to understand not just what we’re doing, but why the standard has to be so high.”
Focused on the future
Cunningham is optimistic about the future of cancer care as the industry advances early detection and develops more targeted treatments capable of reaching more patients.
“We’re also learning more about individual cancers, which is leading to better treatments with fewer unnecessary side effects,” she says. “Just as importantly, there is growing emphasis on survivorship, quality of life and addressing disparities in care. I believe these advances will continue to improve outcomes and give more patients the opportunity to live longer, healthier lives.”
— Sharon Cunningham share
Cunninghams plans to continue to grow and scale the company while expanding its ability to bring new therapies to vulnerable patients.
“We want to build on what we’ve accomplished; reach more patients, and ultimately make a meaningful impact in areas where there are significant unmet medical needs,” she says.
