INVESTORS

Corporate Governance

Leadership Team and Board of Directors

Our passionate team of entrepreneurial global biotechnology and pharma experts working to deliver on BRIM’s mission.

Leadership Team

Photo of Haishan Jang Haishan Jang Chairwoman and Chief Executive Officer Dr Haishan Jang has spent over three decades working in the pharmaceutical industry; prior to co-founding BRIM with Dr Frank Lee in 2013, one of Taiwan’s leading biotechnology companies, Dr Jang held leadership positions at Sterling Winthrop (Kodak), Sanofi, DuPont, and Centocor (J&J), where she was Senior Director of Biologics and Clinical Pharmacology. Her extensive experience across the entire drug discovery process, from research through to clinical translation and commercial development, has given Dr Jang the unique ability to understand the driving factors needed across all parts of a business to deliver world class, life changing innovation.Driven by her own need for continued learning, Dr Jang is passionate about developing and supporting the next generation of scientists in Taiwan. It is this passion that drives BRIM’s corporate mission to inspire and nurture the next generation of biotech entrepreneurs and innovators to bring sustainable and affordable healthcare to everyone.Dr Jang has a PhD in Physical Chemistry and an MBA from Temple University, Pennsylvania. She lives in Taiwan with her husband and in her spare time, is a passionate gardener and grower of organic vegetables
Photo of Haishan Jang
Haishan Jang
Chairwoman and Chief Executive Officer
Dr Haishan Jang has spent over three decades working in the pharmaceutical industry; prior to co-founding BRIM with Dr Frank Lee in 2013, one of Taiwan’s leading biotechnology companies, Dr Jang held leadership positions at Sterling Winthrop (Kodak), Sanofi, DuPont, and Centocor (J&J), where she was Senior Director of Biologics and Clinical Pharmacology. Her extensive experience across the entire drug discovery process, from research through to clinical translation and commercial development, has given Dr Jang the unique ability to understand the driving factors needed across all parts of a business to deliver world class, life changing innovation.Driven by her own need for continued learning, Dr Jang is passionate about developing and supporting the next generation of scientists in Taiwan. It is this passion that drives BRIM’s corporate mission to inspire and nurture the next generation of biotech entrepreneurs and innovators to bring sustainable and affordable healthcare to everyone.Dr Jang has a PhD in Physical Chemistry and an MBA from Temple University, Pennsylvania. She lives in Taiwan with her husband and in her spare time, is a passionate gardener and grower of organic vegetables
Photo of Frank Lee Frank Lee Director and Chief Strategic Officer Dr Frank Lee has over four decades of R&D experience working in drug metabolism and pharmacokinetics (DMPK), drug candidate selection and first-in-human (FIH) clinical trials strategy for some of the world’s largest pharmaceutical companies, including Syntex, Glaxo, Dupont, Millennium, and Takeda. During his career, Dr Lee has participated in the development of several brand-name drugs such as Naprosyn®, Anaprox® and Ticlid®. Prior to his retirement in 2012, Dr Lee held the position of VP of DMPK at Takeda, where he oversaw DMPK and participated in the drug candidate selection, and FIH strategy.In addition to holding a Board position at BRIM Biotechnology, Dr Lee sits on the board at Foresee Pharmaceuticals in Taiwan. He is passionate about putting Taiwanese biotech companies on the global stage and he believes that pioneering research and advanced technologies are the keys to discovering new medicines for urgent, unmet medical needs.Dr Lee has a PhD in Medicinal Chemistry from the University of California, San Francisco. In his spare time, he enjoys gardening and he and his wife support several orphanages and medical missions.
Photo of Frank Lee
Frank Lee
Director and Chief Strategic Officer
Dr Frank Lee has over four decades of R&D experience working in drug metabolism and pharmacokinetics (DMPK), drug candidate selection and first-in-human (FIH) clinical trials strategy for some of the world’s largest pharmaceutical companies, including Syntex, Glaxo, Dupont, Millennium, and Takeda. During his career, Dr Lee has participated in the development of several brand-name drugs such as Naprosyn®, Anaprox® and Ticlid®. Prior to his retirement in 2012, Dr Lee held the position of VP of DMPK at Takeda, where he oversaw DMPK and participated in the drug candidate selection, and FIH strategy.In addition to holding a Board position at BRIM Biotechnology, Dr Lee sits on the board at Foresee Pharmaceuticals in Taiwan. He is passionate about putting Taiwanese biotech companies on the global stage and he believes that pioneering research and advanced technologies are the keys to discovering new medicines for urgent, unmet medical needs.Dr Lee has a PhD in Medicinal Chemistry from the University of California, San Francisco. In his spare time, he enjoys gardening and he and his wife support several orphanages and medical missions.

Directors

Photo of Zeng Huijin (Audrey) Zeng Huijin (Audrey) Director

Audrey has worked in the accounting field for 35 years. She was the certified public accountant of many public companies such as Delta Electronics, Asus, WPG Holdings, etc. She is experienced in the capital market, international financing, tax planning, M&A, corporate governance, industrial development, and managerial strategy. Audrey has supported the IPO of countless biotech companies.

Photo of Zeng Huijin (Audrey)
Zeng Huijin (Audrey)
Director

Audrey has worked in the accounting field for 35 years. She was the certified public accountant of many public companies such as Delta Electronics, Asus, WPG Holdings, etc. She is experienced in the capital market, international financing, tax planning, M&A, corporate governance, industrial development, and managerial strategy. Audrey has supported the IPO of countless biotech companies.

Photo of Hu, Dexing (Philip) Hu, Dexing (Philip) Director Mr. Hu Dexing is known as the “Investment Talent” in Taiwan’s financial industry; he was the managing director of JP Morgan Asset Management and was responsible for banking and securities industry research, funds, insurance and other financial management products, management, and marketing in Fubon Group. He has rich experience in wealth management, asset management, entrepreneurial mentor and various investments, and has achieved success in product innovation, organizational change and leadership.
Photo of Hu, Dexing (Philip)
Hu, Dexing (Philip)
Director
Mr. Hu Dexing is known as the “Investment Talent” in Taiwan’s financial industry; he was the managing director of JP Morgan Asset Management and was responsible for banking and securities industry research, funds, insurance and other financial management products, management, and marketing in Fubon Group. He has rich experience in wealth management, asset management, entrepreneurial mentor and various investments, and has achieved success in product innovation, organizational change and leadership.
Photo of Top Taiwan Venture Top Taiwan Venture Directors Top Taiwan Venture is the largest leading venture capital management team in Taiwan. It has invested in Dr. Jang and Dr. Lee to start a business since BRIM’s A-round fundraising, supported the Company’s development along the way, and given the team capital market advice. The main investors of the venture capital funds managed by Top Taiwan Venture include 14 large insurance companies and 11 large comprehensive securities companies in Taiwan, ranking first in Taiwan.
Photo of Top Taiwan Venture
Top Taiwan Venture
Directors
Top Taiwan Venture is the largest leading venture capital management team in Taiwan. It has invested in Dr. Jang and Dr. Lee to start a business since BRIM’s A-round fundraising, supported the Company’s development along the way, and given the team capital market advice. The main investors of the venture capital funds managed by Top Taiwan Venture include 14 large insurance companies and 11 large comprehensive securities companies in Taiwan, ranking first in Taiwan.
Photo of Isaiah Capital Isaiah Capital Directors Isaiah Capital specializes in the investment and management of innovative technology industries. One of its representatives was the director of BRIM’s A round of fundraising and also invested in BRIM’s B and C rounds of fundraising. In the D round of fundraising, Isaiah Capital coordinated with BRIM to bring investors with more international capital market experience to help BRIM execute IPO strategies and establish international financial planning.
Photo of Isaiah Capital
Isaiah Capital
Directors
Isaiah Capital specializes in the investment and management of innovative technology industries. One of its representatives was the director of BRIM’s A round of fundraising and also invested in BRIM’s B and C rounds of fundraising. In the D round of fundraising, Isaiah Capital coordinated with BRIM to bring investors with more international capital market experience to help BRIM execute IPO strategies and establish international financial planning.

Independent Directors

Photo of Shi, Dakun (Daniel) Shi, Dakun (Daniel) Independent Director Mr. Shi, Dakun has more than 40 years of experience in the strategy and operation of large multinational companies and small and medium-sized enterprises. Since 2002, Mr. Shi has been focusing on high-efficiency organizational development, talent cultivation, and executive coaching. Mr. Shi won the China Management Talent Award in 2007 and the World Outstanding Chinese Award in 2008.
Photo of Shi, Dakun (Daniel)
Shi, Dakun (Daniel)
Independent Director
Mr. Shi, Dakun has more than 40 years of experience in the strategy and operation of large multinational companies and small and medium-sized enterprises. Since 2002, Mr. Shi has been focusing on high-efficiency organizational development, talent cultivation, and executive coaching. Mr. Shi won the China Management Talent Award in 2007 and the World Outstanding Chinese Award in 2008.
Photo of Lin, Xiulian (Pearl) Lin, Xiulian (Pearl) Independent Director Accountant Lin, Xiulian specializes in financial planning, tax accounting and auditing, real estate valuation, asset allocation planning, corporate equity, and intangible asset evaluation.
Photo of Lin, Xiulian (Pearl)
Lin, Xiulian (Pearl)
Independent Director
Accountant Lin, Xiulian specializes in financial planning, tax accounting and auditing, real estate valuation, asset allocation planning, corporate equity, and intangible asset evaluation.

Board and Committees

A. The Board of Directors

The Board consults with staff, advisers, regulators, and other stakeholders when identifying key resources and relationships on which the business relies.

The Board is led by the Chairman and comprises seven members: five Directors and two Independent Directors. The selection and appointment of board members is based on business judgment, accounting, and financial analysis, business management, crisis handling, industry knowledge, international market outlook, leadership, and decision-making capabilities. Each Board member has experience across multiple industrial fields. The skills and experience of each director is described on the website above.

The Chairman is responsible for leadership of the Board, ensuring its effectiveness in all aspects of its role, setting its agenda, and ensuring that the Directors receive accurate, timely, and clear information. The Chairman also ensures effective communication with shareholders and facilitates the effective contribution of the other Directors and Independent Directors. The shareholders have the ability to choose and appoint the Directors, and they can be re-elected. There shall be independent directors in the aforementioned number of directors, and the number of independent directors shall not be less than three and shall not be less than one-fifth of the number of directors.

The Company has listed its directors and independent directors on the website above.

For further information, please refer to Chapter ‘IV Directors’ in the Company’s Corporate Governance.

B. Committees

The Audit Committee

According to the “Organization Regulations of the Audit Committee”, the committee is composed of all independent directors, and its main purpose is to supervise the following matters:

  1. Fair representation of the Company’s financial statements.
  2. Selection (dismissal), independence and performance of certified accountants.
  3. Effective implementation of the Company’s internal control.
  4. The Company follows relevant laws and regulations.
  5. Management and control of existing or potential risks of the Company.
Remuneration Committee

According to the “Organization Regulations of the Remuneration Committee”, the committee is currently composed of all Independent Directors. The Committee shall, with the attention of good managers, faithfully perform the following functions and powers, and submit its recommendations to the board of directors for discussion:

  1. Regularly review the regulations and make suggestions for amendments.
  2. To formulate and regularly review the performance evaluation standards, annual and long-term performance goals, and remuneration policies, systems, standards and structures of the Company’s Directors and managers, and disclose the content of the performance evaluation standards in the annual report.
  3. Regularly evaluate the achievement of the performance objectives of the directors and managers of the Company and determine the content and amount of their individual salaries based on the evaluation results obtained from the performance evaluation standards. The annual report shall disclose the individual performance evaluation results of directors and managers, and the relevance and rationality of the content and number of individual salaries and performance evaluation results for reporting at the shareholders’ meeting.

C. Internal audit

The Company’s internal audit work is mainly carried out in accordance with the audit plan approved by the Board of Directors. The audit plan is formulated based on the identified risks, and ad hoc audits are also carried out as necessary.

1.    Organization of internal audit

The internal audit of the Company is an independent unit directly under the Board of Directors. Its purpose is to assist the board of directors and managers to check and review the deficiencies of the internal control system, measure the effectiveness and efficiency of operations, and provide timely improvement suggestions. The internal audit ensures the internal control system can be continuously and effectively implemented and serves as the basis for reviewing and revising the internal control system.

The appointment and dismissal of the audit supervisor are agreed upon by the audit committee first, then submitted to the board of directors for approval. The approval decision shall be reported through the Internet information system for future reference.

The qualifications of internal auditors shall meet the statutory qualifications, and the auditors shall fulfil the required hours of continued education. The name, age, educational background, experience, years of service, and training of internal auditors shall be reported through the Internet information system in accordance with the prescribed format for future reference.

2.    The operation of internal audit

The auditors of the Company uphold the spirit of detachment and independence, take an objective and impartial stand, and perform their duties with due diligence. The Company’s internal audit supervisor regularly reports audit results to independent directors, and is required to attend and present at the board of directors meetings.

The audit work includes checking and reviewing the adequacy and effectiveness of the internal control system of each department of the Company and measuring the performance of operating activities. The scope of the audit includes: 

  1. Develop an annual audit plan based on risk assessment.
  2. Supervise and urge all units to formulate internal control systems and strictly abide by them.
  3. Review the design and implementation of internal controls to reasonably ensure that operational objectives are achieved.
  4. Review the self-assessment work performed by each unit.
  5. Other laws and regulations should be implemented.
3.    Appointment and dismissal, evaluation, and remuneration of internal audit

The appointment and dismissal, evaluation, and remuneration of auditors are handled in accordance with the Company’s “Recruitment and Appointment Management Regulations”, “Performance Appraisal Management Regulations”, and “Remuneration Management Regulations”.

D. Risk management

The Company is engaged in derivatives trading, and its risk management scope and risk management measures to be adopted are as follows:

  1. Credit risk management: The object of the transaction is limited to the financial institutions and futures brokers with a good reputation and the ability to provide professional information.
  2. Market price risk management: The possible losses arising from future market price fluctuations of derivatives are uncertain. Therefore, the stop loss setting should be strictly adhered to after the position is established.
  3. Liquidity risk management: To ensure the liquidity of trading commodities, the financial products with higher liquidity are mainly selected. The financial institutions entrusted with transactions must have sufficient equipment, information, and trading capabilities, and can conduct transactions in any market.
  4. Cash flow risk management: To ensure the stability of the Company’s working capital turnover, the Company’s source of funds for derivatives trading is limited to its own funds, and its operating amount should consider the funding needs of the forecast cash receipts and payments in the next three months.
  5. Operational Risk Management:
    1. Should strictly abide by the authorization limit and operating procedures, and include internal audit operations to avoid operational risks.
    2. Traders engaged in derivatives and confirmation, delivery, and other operators shall not concurrently serve each other’s roles.
    3. Risk measurement, supervision, and control personnel shall belong to different units from the above-mentioned personnel and shall report to the board of directors or to senior executives who are not responsible for transactions or position decision-making.
  6. Legal Risk Management:
    1. Any contract documents signed with financial institutions should use international standard documents as much as possible to avoid legal risks.
    2. Non-standardized documents signed with financial institutions should be inspected by professionals from foreign exchange and legal or legal counsel before they can be formally signed.
  7. Commodity risk management:
    Traders should have complete and correct professional knowledge about the derivative products to be traded and require financial institutions to fully disclose product risks to avoid losses caused by the misuse of derivative products.
Regular evaluation method and abnormal situation handling
  1. The position held by the financial unit engaged in the derivatives exchange shall be assessed at least once a week, but if it is necessary for the business to conduct hedging transactions, it shall be assessed at least twice a month, and the assessment report shall be submitted to the senior executive authorized by the Board of Directors.
  2. Supervise the transaction and profit and loss situation and take necessary countermeasures when any abnormality is found. Authorized senior executives shall report to the board of directors immediately to decide whether to terminate the relevant transaction contract.
Internal Audit System

The Company’s internal auditors should regularly understand the adequacy of the internal control of derivatives transactions and audit the transaction department’s compliance with the processing procedures for derivatives transactions on a monthly basis and prepare audit reports. If any major violations are found, they should be notified in writing to each independent director.

Create a reference book

When the Company engages in derivative commodity transactions, it shall establish a “reference book”, and the types, amount, date of approval of the board of directors and matters that should be carefully evaluated shall be posted in the reference book.

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