Kendle International (KNDL) 8-K Regulation FD Disclosure

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Real people. Real results.

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Kendle

First Analysis Analyst Luncheon

San Francisco

June 3, 2008

Exhibit 99.1

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Safe Harbor

Information

herein

contains

forward-looking

statements

pursuant

to

the

safe

harbor

provision

of

the

Private

Securities

Litigation

Reform

Act

of

1995.

All

such

forward-

looking

statements

are

based

largely

on

management’s

expectations

and

are

subject

to

risks

and

uncertainties

that

could

cause

actual

results

to

differ

materially.

These

risks

and

uncertainties

include

competitive

factors,

outsourcing

trends,

contract

terms,

exchange

rate

fluctuations,

the

Company’s

ability

to

manage

growth

and

to

continue

to

attract

and

retain

qualified

personnel,

the

Company’s

ability

to

complete

acquisitions

and

to

integrate

newly

acquired

businesses

and

consolidation

within

the

industry

and

other

factors

described

in

the

Company’s

filings

with

the

Securities

and

Exchange

Commission.

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Why Kendle?

Strategy to drive share growth

•

Customer Development

•

Business Expansion

Leadership to drive sustainable performance

Commitment to drive shareholder understanding

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Customer Development

•

High customer need: 

R&D efficiency and Delivery Confidence

•

High shareholder value: 

Repeat business and Efficiencies

•

Growth opportunities

•

Supports Expansion

•

Leverage Best-in-class geographies,

i.e. Latin America

•

Patient access

•

Leapfrog in new geographies

competitive advantage

•

Revenue shift evidence

Strategic Relationships

Full Service Megatrials

Execution across global footprint

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Source: Jefferies, CRO Survey, March 2007

Customer drivers for R&D efficiency

% of total respondents

Vendor relationship

management principles

Electronic data capture (EDC)

Functional outsourcing

Preferred provider agreements

Centralized sourcing groups

Biomarkers research

Program outsourcing

Offshoring

In-sourcing more work

Divesting of major facilities

groups and/or divisions

High throughput processes

Dedicated space

0

10

20

30

40

50

60

70

80

90

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The need for global capability

Strong project leadership for large global trials

Geographic reach over five regions

Efficiency and productivity through technology

Workforce needs

Megatrial delivery

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Patient Access and Retention

Allocation of development spending

by global region –

current

U.S.

60%

Asia/Pacific

8%

Europe

23%

Rest-of-

World

9 %

Expected development spending

allocation by 2010; significant increase

in Asia/Pacific, ROW

U.S.

40%

Asia/Pacific

19%

Europe

25%

Rest-of-

World

16 %

Source: Jefferies, CRO Survey, March 2007

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Continuing globalization

Latin America grows from 4% of

total revenue in Q1 2007 to 7% of

total revenue in Q1 2008

7%

Q1 2008

4%

Q1 2007

Revenue moves away from United

States into global markets with a

shift from 50% in Q1 2007 to 46% in

Q1 2008

46%

Q1 2008

50%

Q1 2007

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Business Expansion

Early Phase Opportunities

Geographic Expansion

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Shift in opportunity by phase

Source: William Blair & Company, CRO Industry Update, Oct. 5, 2007.

New compounds in pharmaceutical development, 1995 to present

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A closer look at the current landscape

•

Global capacity 9,000 beds

•

90% of beds are routine, high

throughput, bioequivalence studies

occurring in later stages of clinical

development

•

Since these study drugs have been

administered in thousands of subjects

previously,  medical coverage at such

sites tends to be low

•

This leaves just 900 beds for first-in-

human and proof-of-concept studies,

requiring high-end expertise and high

quality

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The new landscape -

exploratory medicine

•

Kendle will take the lead in

exploratory medicine

space

where;

•

FIH to POC studies are looking

at the effects of the body on

the drug and the drug on the

body, to make go/no-go

decisions

•

This requires specialist

expertise, high quality and

scientific prowess to optimize

the clinical development plan

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Building Kendle Early Phase Brand

Founded in 1997 by Dr. Ed Sellers and Dr. Myroslava

Romach

•

Dr.

Sellers

(MD,

PhD,

FRCPC,

FACP)

is

an

internationally

recognized

scientist

with

more

than

500

peer

reviewed

publications

–

Professor

of

Pharmacology,

Medicine

and

Psychiatry

at

Toronto.

Dr

Sellers

will

serve

as

General

Manager,

Early

Phase,

Toronto

and

Senior

Scientist,

Kendle

International

•

Dr.

Romach

(MSc,

MD,

FRCPC)

is

a

certified

specialist

in

Psychiatry

of

the

RCPC.

Dr

Romach

will

assume

the

role

of

Head

of

Clinical

Operations

and

Medical

Affairs,

Early

Phase,

Toronto

and

Senior

Scientist,

Kendle

International

Industry leader in evaluation of early stage innovative CNS drugs

•

Conduct research trials for drugs aimed at treating depression, anxiety, insomnia, pain/analgesia, sexual

dysfunction, Alzheimer’s, Parkinson’s, ADHD, psychosis, tobacco, alcohol and drug dependency

Specialists in abuse liability and cognitive testing

•

Utilizing In-house proprietary validated computerized testing modules

Also perform FIM/QTc

and other studies

•

82-bed clinic in downtown Toronto, Canada

•

Development consulting, data/project management, analysis and reporting

•

Complementary to Utrecht CPU –

focus on high-end, technology-driven exploratory medicine disciplines

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Real people. Real results.

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Strategic fit

•

Delivers high-end exploratory/translational medicine

capabilities

•

Expanded capacity and enhanced capability from first-in-man   

to proof-of-concept

•

Strong therapeutic focus in an “unmet medical need”

growth

area (CNS)

•

Increased geographic reach (highly diverse ethnic population,

important for genomic research approaches)

•

Favorable regulatory environment

•

Enhanced scientific credentials for Early Stage brand

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E  u  r  o  p  e     •

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Real people. Real results.

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Leadership to drive sustainable performance

Component

Example

Outcome

Finance,

Commercial Operations

Functional

Business orientation

and sophistication

Operational

Asia Pacific,

Early phase

Scientific and

technical leadership

Executive

C-suite movement

Leadership Leverage

System/Processes

Infrastructure/ERP

Global connectivity

and leverage

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E  u  r  o  p  e     •

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Real people. Real results.

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•

Broadened team experience for future

leadership needs

Commitment to drive shareholder

understanding

•

DecisionLine

acquisition Conference

call and Webcast

Opportunities to update

investors

•

US West Coast and US East Coast

luncheon –

June

•

Investors meet with senior

management

in Cincinnati –

June

•

European luncheon –

Summer 2008

Executive visibility

Leadership

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Financial Profile

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Strong Growth in Net Sales

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Strong Growth in Backlog

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Growth in Revenues

* Peer Group includes PPD, Parexel, PRA and ICON for 2004-2006. 2007 excludes PRAI. 2008 Includes PPD, Parexel, ICON,

and Pharmanet.

**Includes acquisition of Charles River Laboratories Clinical Services (CRLCS) as of Aug. 16, 2006.

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Operating Margin Comparison

*Peer Group includes PPD, Parexel, PRA and ICON for 2004-2006. 2007 excludes PRAI. 2008 includes PPD, Parexel, ICON, and

Pharmanet.

** Proforma

operating margin for full year 2006 excludes charges for stock option expense in accordance with FAS 123R, amortization of

acquired intangibles, other acquisition costs and severance costs as well as an impairment charge on a customer relationship asset.

*** Proforma

operating margin for full year 2007 excludes charges for the amortization of acquired intangibles and the write-off of

deferred financing fees related to the Company’s term debt associated with the CRLCS acquisition.

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2008 Guidance

* Amounts in Millions

51% –

64%

$1.90 –

$2.07

$1.26

EPS

13% –

16%

$450 –

$460

$398

Net Service Revenue*

Growth

2008 est

2007

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Q2 Progress

Revenue

Expenses

Other expenses

DecisionLine

•

Billable hours recorded in April and May ahead of budget

•

Director grants for stock options ($0.4M-$0.5M)

•

Annual merit increases effective April 1, 2008 (approx $2M)

•

Payroll taxes –

should decline ($0.25M)

•

Cross currency swap ($0.5M)

–

affected by forward libor

rate curves

•

Foreign exchange gains/losses are noncash

–

minimal thus far in Q2

•

Additional interest expense ($0.06M)

•

Option on Canadian dollar ($0.14M)

•

Intangible “acquired backlog”

will be amortized over short period

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Real people. Real results.

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•

At or above the high end of current

analysts’

estimates

Summary for Q2

•

At or above current Street consensus*

Operating Margin

•

At or above current Street consensus*

Earnings Per Share

Revenue

* Absent

changes

in

foreign

exchange

rates

or

interest

rate

yield

curves

in

the

month

of

June

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Real people. Real results.

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Real people. Real results.

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