(Yicai) Sept. 24-- Five years ago, Jeanne Wang transitioned from Chief Financial Officer to Chief Commercial Officer at CanSino Biologics (CanSinoBIO), a pioneering Chinese biotechnology company focused on vaccine innovation, following the company’s listings in Hong Kong and Shanghai. Over the past five years, she has played a leading role in shaping the company’s evolution from an R&D-focused biotech into a business with a growing commercial portfolio and an increasingly international footprint.

That evolution is becoming increasingly visible in CanSinoBIO’s financial and commercial performance. In the first half of 2026, the company reported revenue of RMB550 million, up 43.8% year on year, while overseas revenue reached RMB152 million.

For Jeanne Wang, the growth is not an overnight development, but the result of years of investment and preparation. “It is not a surprise,” she said. “It reflects the direction we have been committed to for years.”

Having been with CanSinoBIO for 15 years, Jeanne Wang has been part of its transformation from early-stage vaccine research and fundraising to public listings, scaled manufacturing, commercialization and international expansion. Looking ahead, she sees the company’s next stage as one defined by closer integration between innovation and the market.

She believes commercialization is about creating stronger connections between innovation, products and market needs. As CanSinoBIO advances its commercialization efforts, this approach is increasingly reflected in the expansion of its product portfolio.

Its quadrivalent meningococcal conjugate vaccine (MCV4) continues to contribute commercial revenue, while its 13-valent pneumococcal conjugate vaccine (PCV13i) has advanced in both domestic and overseas markets. The company is also extending its pertussis portfolio across different age groups. Its three-component diphtheria, tetanus and acellular pertussis vaccine (DT3cP) has been approved in China for infants, while its New Drug Application (NDA) for a five-component product (Td5cp) targeting adolescents and adults was accepted by China’s NMPA for review in August.

Meanwhile, the company has expanded the indicated age range of MCV4 and received approval for its adsorbed tetanus vaccine, adding further depth to its portfolio. For CanSinoBIO, however, expanding the portfolio is not simply about adding more products. The company is also seeking to leverage its five core technology platforms across different vaccine programs. Its DT3cP-Hib-MCV4 combination vaccine and recombinant polio vaccine currently under clinical development illustrate this approach.

The broader objective is to move from individual products toward greater platform synergies — from single vaccines to combination and multivalent products, and from pediatric immunization to a broader life-course portfolio.

This transformation is taking place alongside another major shift: the company’s internationalization. Chinese vaccine makers have accelerated their efforts to enter overseas markets in recent years, but international expansion involves more than securing regulatory approval and supplying products. Companies must navigate differences in disease burden, regulatory systems, immunization policies, healthcare financing, supply chains, manufacturing capabilities and commercial channels.

CanSinoBIO is therefore seeking to integrate domestic and overseas operations rather than treating international business as a separate track. The development of PCV13i in Indonesia offers an example. As one of Southeast Asia’s largest markets, Indonesia is expanding its capacity to meet growing immunization needs through domestic investment and procurement. CanSinoBIO has supplied the product for its PCV13i vaccine to the Indonesian partner, supporting subsequent local manufacturing and potential supply to the national immunization program.

For Jeanne Wang, the experience highlights an important principle for Chinese vaccine companies going global: there is no single model that works across markets. “The starting point is always the local needs,” she said, referring to factors including disease burden, regulatory requirements, immunization policies and market demand. Products and partnership models need to match those conditions.

In some emerging markets, she has observed that the interest of local partners goes beyond individual products. They are increasingly interested in technology platforms and in developing innovative vaccines through clinical studies involving local populations, to achieve regulatory approval in their own markets alongside other countries.

This points to a broader shift in the internationalization of Chinese vaccine companies — from exporting products to expanding technology, clinical development and industrial capabilities overseas.

For CanSinoBIO, that represents an extension of its commercialization strategy rather than a separate path outside the domestic business. The company is seeking to build a portfolio that can address different stages of the life course while developing partnerships that connect its technologies and products with local healthcare needs.

Jeanne Wang also sees opportunities for greater collaboration among China’s innovative biopharmaceutical companies as they expand internationally. In her view, if companies can build more effective cooperation around real market and public health needs — from products and technologies to supply chains and local partnerships — Chinese innovators could enter global markets in a more efficient and sustainable way.

For Jeanne Wang, the next phase is therefore more about finding ways for innovation to create value across different healthcare systems. After 15 years at CanSinoBIO, her perspective reflects not only the company’s shift from R&D toward commercialization, but also a broader question facing China’s innovative biopharmaceutical sector: how to connect domestic innovation more effectively with healthcare needs around the world.

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