![]() ![]() Learning from its mistakes with Centoxin, in December 1994 Centocor gained marketing approval for ReoPro, a monoclonal antibody drug for cardiovascular disease. What saved the company was a return to the policy of collaboration. In part the crisis had come about as a result of the company's executives trying to go it alone in developing the drug. ĭespite the company's success on the diagnostic front, Schoemaker was plunged in 1992 into efforts to save the company from bankruptcy when its first therapeutic, Centoxin, a drug designed to treat septic shock, failed to win FDA approval. Between 19 Centocor introduced three other diagnostic tests to the market: one for ovarian cancer (the first diagnostic test available for the disease), one for breast cancer and one for colorectal cancer. The first was for gastrointestinal cancer test and the other was for hepatitis B. In part this success was built upon the swift approval the company won for two of its tests. By 1985 the company had revenues of approximately $50 million. Under Schoemaker's leadership Centocor rapidly grew into a profitable diagnostic business. Central to this policy was Schoemaker's ability to network and the company's decision to design diagnostic kits so that were compatible with existing diagnostic systems. įrom the start Centocor decided to fill its product pipeline through partnerships with research institutions and marketing alliances. In 1980 Schoemaker joined Centocor and soon after became its first chief executive officer. Inspired by the work of Hilary Koprowski, who developed some of the earliest monoclonal antibodies against tumour antigens and influenza viral antigens, the objective of Centocor was to commercialise monoclonal antibodies for diagnostics and therapeutics. In 1979 Schoemaker became involved in the founding of Centocor together with a former Corning Medical colleague Ted Allen and the bioentrepreneur Michael Wall with whom he had some dealings while at Corning. Among his achievements at the company was devising effective diagnostic kit tests for thyroid disorders. At Corning Schoemaker rapidly progressed from being a specialist in immunoassay development for diagnostics to heading research and development. ![]() In 1976 Schoemaker joined Corning Medical, a Boston-based division of Corning Glass Works. This inspired Schoemaker to become involved in commercial biotechnology. His choice was influenced by the severe disabilities suffered by his first daughter, Maureen, who was born with lissencephaly and needed specialised care. Career Īfter declining postdoctoral research positions with Stanley Cohen and Klaus Weber, Schoemaker chose to work as a research scientist in industry. Supervised by Paul Schimmel, his doctoral research was an investigation of the structure function relationships of transfer RNAs and their complexes. He then earned a doctorate in biochemistry in 1975 from the Massachusetts Institute of Technology. In 1969 he moved to the United States to attend the University of Notre Dame, where he majored in chemistry, graduating in May 1972. Bernardus School in Deventer, and Canisius College, Nijmegen. Schoemaker was born in Deventer, Netherlands. In 1999 he founded Neuronyx, Inc., for the manufacture of stem cells and the development of stem-cell therapies. He was a co-founder and the president of one of America's first biotechnology companies, Centocor, which was founded in 1979 for the commercialising of monoclonal antibodies. Hubert Jacob Paul Schoemaker (March 23, 1950 – January 1, 2006) was a Dutch biotechnologist. Immunology, biochemistry, business, biotechnology Maureen, Katherine, Anne, and Hubert Matthew Schoemaker) ![]() Ann Postorino (1) Anne Faulkner Schoemaker (2) ![]()
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