Is the activity level of HD 80606 influenced by its eccentric planet?

Aims: Several studies suggest that the activity level of a planet-host star can be influenced by the presence of a close-by orbiting planet. Moreover, the interaction mechanisms that have been proposed, magnetic interaction and tidal interaction, exhibit a very different dependence on the orbital separation between the star and the planet. A detection of activity enhancement and characterization of its dependence on planetary orbital distance can, in principle, allow us to characterize the physical mechanism behind the activity enhancement. Methods: We used the HARPS-N spectrograph to measure the stellar activity level of HD 80606 during the planetary periastron passage and compared the activity measured to that close to apastron. Being characterized by an eccentricity of 0.93 and an orbital period of 111 days, the system's extreme variation in orbital separation makes it a perfect target to test our hypothesis. Results: We find no evidence for a variation in the activity level of the star as a function of planetary orbital distance, as measured by all activity indicators employed: log(R'HK), Hα, NaI, and HeI. None of the models employed, whether magnetic interaction or tidal interaction, provides a good description of the data. The photometry revealed no variation either, but it was strongly affected by poor weather conditions. Conclusions: We find no evidence for star-planet interaction in HD 80606 at the moment of the periastron passage of its very eccentric planet. The straightforward explanation for the non-detection is the absence of interaction as a result of a low magnetic field strength on either the planet or the star and of the low level of tidal interaction between the two. However, we cannot exclude two scenarios: i) the interaction can be instantaneous and of magnetic origin, being concentrated on the substellar point and its surrounding area; and ii) the interaction can lead to a delayed activity enhancement. In either scenario, a star-planet interaction would not be detectable with the dataset described in this paper.

The evolving profile, role and relevance of the medical director in a pharmaceutical company

Over the last years, operations in Pharmaceutical Companies have become more complex, trying to adapt to new demands of the market environment. Overall, the observed change of paradigm requires adapting, mainly by the setting of new priorities, diversification of investments, cost containment strategies, exploring new markets and developping new sets of skills. In this context, new functions have been created, the relevance of some has diminished, and the importance of others has arisen. Amongst these, the medical structure within a Pharmaceutical Company, increased to meet demands, with companies adopting different models to respond to these needs, and becoming a pillar to the business. Assuming the leading role within a medical department, the medical director function often lies in the shadow. It is a key function within Pharma Industry, either on a country or on a Global basis. It has evolved and changed in the past years to meet the constant demands of a changing environment. The Medical Director is a highly skilled and differeniated professional who provides medical and scientific governance within a Pharmaceutical company, since early stages of drug development and up to loss of exclusivity, not only but also by leading a team of other physicians, pharmacists or life scientists whose functions comprise specificities that the medical director needs to understand, provide input to, oversee and lead. As the organization of Pharmaceutical Companies tends to be different, in accordance to values, culture, markets and strategies, the scope of activities of a Medical Director can be broader or may be limited, depending on size of the organization and governance model, but they must fulfil a large set of requirements in order to leverage impact on internal and internal customers. Key technical competencies for medical directors such as an MD degree, a strong clinical foundation, knowledge of drug development, project and team management experience and written and verbal skills are relatively easy to define, but underlying behavioural competencies are more difficult to ascertain, and these are more often the true predictors of success in the role. Beyond seamless proficiency in technical skills, at this level interpersonal skills become far more important, as they are the driver and the distinctive factor between a good and an excelent medical director. And this has impact in the business and in the people doing it.