GSK-RAPT Deal Points to Pharma’s Biologic Future

GSK’s RAPT acquisition shows how biologics, manufacturing muscle, and dealmaking are reshaping the next phase of pharma growth

20 Jan 2026

GSK has agreed to acquire US biotech group RAPT Therapeutics, underlining how large pharmaceutical companies are turning to biologics and acquisitions to secure growth later this decade.

The transaction gives GSK control of ozureprubart, a Phase 2b biologic treatment being developed for allergic and inflammatory diseases. Early clinical data suggest the drug could be dosed as infrequently as once every 12 weeks, compared with far more regular regimens for many existing therapies. The company believes less frequent dosing could improve patient adherence and reduce pressure on healthcare providers treating chronic conditions.

The deal also reflects a broader strategic challenge facing the industry. Several large pharmaceutical groups are approaching a period when blockbuster medicines will lose patent protection, threatening future revenues. Acquiring mid-stage biotech assets has become a common way to offset that risk, allowing companies to add potential products without the long timelines and higher failure rates associated with early research.

RAPT’s programme offers GSK an entry point into a crowded but commercially attractive disease area, where demand for new treatments remains strong. By buying the company outright, GSK also avoids competition from rivals that have been pursuing similar biologic approaches.

Manufacturing considerations have played an increasingly important role in such transactions. Biologic drugs are complex to make, requiring specialised facilities, close regulatory oversight and technical expertise built up over time. Bringing ozureprubart in-house gives GSK greater control over development and potential commercial supply, reducing the risk of delays or shortages if the drug reaches the market.

Industry executives and investors have become more explicit about the importance of manufacturing readiness as pipelines shift towards biologics. What was once treated as a back-end operational issue is now seen as central to competitive advantage, particularly as regulators scrutinise supply chains more closely.

The acquisition does not eliminate risk. Late-stage trials can still fail, and pricing pressure is intensifying as health systems seek to contain costs. But the deal signals where GSK sees its future. By combining biologic innovation, manufacturing capability and targeted acquisitions, the company is positioning itself for a period when scale and execution may matter as much as scientific discovery.