January / February 2020 by Healthcare Sales and Marketing Magazine

™ JANUARY/FEBRUARY 2020

the publication for healthcare sales & marketing leaders™

LUMICELL, ROCHE AND BOSTON SCIENTIFIC EXECS ON POINT OF CARE

IN THIS ISSUE Our Roundtable: Point of Care Marketing Admedus COO on Courage, Commitment, Conversation 2019 Review/2020 Preview: an HS&M Report Novartis Oncology Head on His Journey from Medicine to Management Innovation at Teva, Sanofi, Janssen and Others Biopharma’s Rocky Ride: Vantage 2020 Preview Talent Trends: Take Advantage of the Gig Economy

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TABLE OF CONTENTS Publisher’s Letter..............................................................................................................................................4 Editor’s Letter.....................................................................................................................................................5 Editorial Board....................................................................................................................................................7

ARTICLES Spotlight: Admedus COO David St. Denis on Courage, Commitment, Conversation...................................................................................................9 Roundtable: Lumicell, Roche and Boston Scientific Execs on Point of Care Marketing........................................................................................................................... 13 HS&M’s 2019 Review/2020 Preview..................................................................................................... 23 Vantage 2020 Preview: Biopharma’s Rocky Ride .............................................................................. 33 Industry Trends: By The Numbers............................................................................................................ 45 Talent Trends: Take Advantage of the Gig Economy......................................................................... 47 Great Minds: Novartis Oncology Head Emanuele Ostunion on His Journey from Medicine to Management..................................................................................... 51 Motivideos: To Use In Your Meetings..................................................................................................... 55 Former BD and J&J Exec on the Secrets of Building a Marketing Strategy That Gets Results................................................................................................ 59 Innovation: Teva, Sanofi, Janssen and More Advance the Industry............................................. 63 Agency and Provider Spotlight................................................................................................................... 71

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Publisher’s Letter

Get Out the Champagne In looking over the past year and ahead to what we might experience in 2020, I was excited but not surprised by the metrics we found.

CARI KRAFT

Excited because the numbers mean that this industry continues to be the most vibrant in the country, in most sectors. And not surprised, because I have been part of healthcare for many years, and it is, as always, full of innovators, leaders, and people dedicated to the important work we do. I think this is because the results are inspiring – we are truly making a difference.

Last year there were over $350B in global pharma and life sciences deals, up 62% in deal value from 2018, and $1.4 trillion of capital on hand will make 2020 as energized or more so. The FDA approved 48 new drugs, 8 new biologics, 10 biosimilars, 32 new medical device PMAs, and 2,933 medical device 510ks. M&A activity is expected to remain high. More than half of life sciences execs said their companies are planning M&A activity this year, and 68 percent are expecting the M&A market to be even more lively in 2020. Of the FDA’s approvals, 35% have been fast-tracked, a sign of how much innovation and need is out there. 27% are considered breakthrough, many are in priority review or accelerated approval status. This is remarkable, and in line with CDER’s 48 novel drug approvals in 2019. In biologics, CBER approved 8 new products, 22 BLAs (Biologic License Application Approvals), 3 biologic NDA and ANDAs, and 38 biological device and application approvals. The FDA also approved 32 medical devices through the CDRH (Center for Devices and Radiological Health) Premarket Approval Process (PMA) in 2019. 135 Devices received Humanitarian Device Exemption (HDE) status, 22 received De Novo approval and 2,933 received 510k approval. And then there are headlines in Alzheimer’s, CBD, and the hotly-contested patient data area. Quite a change from just a few years ago, when the industry was wringing its hands over the “patent cliff.” And now that C-suite activity is ramping up, there’s a shortage of great leaders available for all the seats. As head of an executive recruiting organization, I see this all the time – a challenge, but a good one to have. Today, you have to check in daily – even hourly – to keep up with the news. And nearly all of it is good. If you still have some champagne left over from New Year’s, break it out and celebrate. And as always, please keep the feedback coming. It all goes to making the magazine better for all of us.

Cari Kraft, Publisher

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HS&M JANUARY/FEBRUARY 2020 | 4

Letter from the Editor

Body of Evidence If you haven’t read Bill Bryson’s “The Body,” I heartily recommend it to you. Bryson started out as a travel writer – a very entertaining one – but then went on to explore various areas of knowledge he had previously known nothing about. His first in this series, “A Short History of Nearly Everything,” was a major best-seller about many areas of scientific inquiry, from biology to geology. Similarly, “The Body” takes us through a clear, layman’s language tour of the bloodstream, skeleton, brain and other physical parts to explain what we know and don’t know NEIL GREENBERG about each. It turns out that the latter category is much larger than you might imagine. For instance, the moment of birth is an amazing transformation, when the fetus stops getting nutrition from its mother and suddenly takes its first breath. “With exquisite timing…the fluid drains away, the lungs inflate, and blood from the tiny, freshly-beating heart is sent on its first circuit around the body.” And, he notes, “We don’t know what triggers birth.” He similarly points out that we don’t know why we sleep, or how much sleep is necessary, or what it specifically does for us. It may be unsettling to know that we get various diseases, including cancer, numerous times during our lives. How does the immune system fight them off, and why does it sometimes succeed and occasionally fail? We don’t know. And the history of medicine is filled with inexplicable discoveries, often by people who had little or no background that would predict their success. In 1920, a general practitioner named Frederick Banting – who misspelled “diabetes” in his notes – somehow came up with the insulin treatment for diabetes, in experiments that were “wrongly conceived, wrongly conducted, and wrongly interpreted.” Yet his discoveries led to our modern treatments. Medical progress is not all accidental. But it has taken a great deal of testing, failing, and re-grouping to come up with many of the cures and treatments we enjoy today. In short, what Bryson points out is that there’s a lot left to discover, and a history that suggests we will continue to do so. We try to keep up with all this, and bring you the people who have a grasp on change. We hope that it will be informative, and assist you in furthering the work you do every day. Let us know what topics will be most useful to you!

Neil Greenberg, Editor To become an HS&M contributing author or provide feedback, please email me at ngreenberg@hsandm.com.

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THERE ARE SOME THINGS PEOPLE JUST WON’T TELL YOU BUT THEY’LL TELL US IN CONFIDENCE. AND WE’LL TELL YOU. There are a lot of opinions people never offer you about your company. What the pain is. What you could be doing better. What they think of your competition. How to talk to them effectively. Big corporations get these answers through expensive research. Small to medium-sized companies don’t have that luxury. That’s why we created the Private Process . It’s a quick, cost-effective way of compiling information that people will offer us in complete confidence. Then we assess the results and give you the insight you need to adapt your sales and marketing messages accordingly. ©

For details on how the Private Process works, and the kinds of answers you can get, contact us now at ngreenberg@hsandm.com.

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Editorial Board

the publication for healthcare sales & marketing leaders™

Chris Bergstrom Publisher Cari Kraft Editor Neil Greenberg Contributing Editor Jill Donahue Creative Director Hedy Sirico Digital News Rick Cataldo Digital News Chris Manning Associate Publisher Natalie Newcamp EDITORIAL BOARD: Kristen Sharron-Albright Head of Marketing at Noven Pharmaceuticals Chris Bergstrom Associate Director, Digital Health Expert at Boston Consulting Group Sebastian “Sebby” Borriello Vice President, Chief Commercial Officer SK Life Science Lewis Chapman Vice President, Global Commercial Operations AllCells, LLC Maria Finlay, MBA Associate Director of Oncology Marketing, Teva Oncology Nick Gurreri Vice President New Products at Alexion Pharmaceuticals, Inc. Paul Murasko Sr. Director, Digital Customer Interactions, Ipsen Biopharmaceuticals Bob Roda VP and General Manager at BD © 2020 CL Media Inc., Philadelphia, PA CL Media is not responsible for any unsolicited contributions of any type. Unless otherwise agreed in writing, CL Media retains all rights on material published in HS&M for a period of one year after publication and reprint rights after that period expires. Email ckraft@hsandm.com.

To advertise in HS&M, please contact Natalie Newcamp at nnewcamp@hsandm.com

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Associate Director, Digital Health Expert at Boston Consulting Group Chris brings almost two decades of commercial expertise as an entrepreneurial executive at large medical device and high-growth digital health companies. He currently serves as the expert on digital health at The Boston Consulting Group (BCG). Previously, Chris was CCO at WellDoc, a pioneer in digital health. He held progressive roles at P&G, Roche, and Becton Dickinson, and was a senior advisor to MyOwnMed, LiftOff Health, HelpAround, Heart Beam, iSageRx, and Alere Home Monitoring. Chris holds two digital health patents and has won multiple awards.

Paul Murasko Sr. Director, Digital Customer Interactions, Ipsen Biopharmaceuticals Paul is a senior commercial leader with a 25+ year cross-functional career in healthcare that has bridged operations, sales and marketing, He is currently responsible for leading and building Ipsen’s capabilities to help the organization improve the effectiveness, efficiency and engagement of all digital interaction with healthcare professionals, patients and caregivers. Previously, Paul was Sr. Director of MultiChannel Marketing for Sunovion Pharmaceuticals and led a team responsible for non-personal promotion, digital strategy and execution, as well as the telesales team. He also was with Johnson & Johnson, primarily in the Medical Device and Diagnostics (MD&D) space. While Director of Digital Marketing at J&J, he created DePuy’s first multi-company digital marketing team, led the digital integration for $19.8 billion acquisition of Synthes, and was chairman of the Digital Acceleration team for the MD&D sector.

Sebastian “Sebby” Borriello Vice President, Chief Commercial Officer SK Life Science Sebby currently serves as the Vice President, Chief Commercial Officer at SK Life Science. Sebby’s career has included executive sales and marketing positions at Cempra, Mentor Worldwide LLC, Johnson & Johnson Healthcare Systems Inc., Ethicon, Inc. and Ortho-McNeil Pharmaceuticals, Inc.

Bob Roda

Editorial Board

President and CEO, Menarini Silicon Biosystems Bob Roda is a senior commercial executive with extensive experience in delivering business growth and profit in the medtech and diagnostics sectors. At Menarini Silicon Biosystems, he is responsible for driving the commercialization of novel cancer diagnostics. Previously, Bob held roles at Becton Dickinson, as VP and General Manager of the MPS business unit as well as leading the commercial integration of the CareFusion acquisition. Bob was also at Johnson & Johnson, in business development and senior leadership roles in sales and marketing at Johnson & Johnson Medical, Inc., Ethicon, Inc. and Ortho-Clinical Diagnostics. He also served as the executive sponsor of the J&J Commercial Leadership Development Program as well as the chair of the VP Marketing Council for all of MD&D.

Lewis Chapman Vice President, Global Commercial Operations, AllCells, LLC Lewis Chapman has spent over thirty years in healthcare management. He served as VP of Global Strategic Marketing at BioMarin Pharmaceutical, where he was responsible for strategic marketing and product portfolio analyses, and implemented medical education, brand enhancement and sales support programs on a worldwide basis. He oversaw the global launch of Kuvan. Previously, he worked with Alpha Inntech Corporation as Vice President Global Sales and Marketing, where global sales grew 26% in 2004 and 22% in 2005 under his leadership. Lewis started his career with Eli Lilly & Company, with roles at Syntex and Genentech.

Nick Gurreri Vice President New Products, Alexion Pharmaceuticals, Inc. Nick Gurreri is a business leader and general manager with over 25 years of consistently achieving high performance and profitability through strong leadership and cohesive team building in the bioÂŹpharmaceutical and medical device industries. Nick has held executive positions at Medgenics, Insmed, Pfizer, Pharmacia and Bristol-Myers Squibb.

Maria Finlay, MBA Director of Channel Marketing, Incyte Maria has over 20 years of commercial marketing, sales leadership, womenâ&#x20AC;&#x2122;s leadership and operations experience. She has led multiple brand marketing and cross-functional teams at Johnson & Johnson, AstraZeneca and Teva Oncology before joining Incyte; where she is in charge of access and reimbursement strategies and tactics, advancing impact with payers, PBMs, state societies, federal channel, pathways, GPOs, community oncology strategic accounts, and hospital system business stakeholders.

Kristen Sharron-Albright Head of Marketing, Noven Pharmaceuticals Kristen Sharron-Albright was, until recently, VP Sales and Marketing, Anti-Infective Marketing and Institutional Sales Specialty Care Business Unit at Pfizer. She is an experienced business leader with 20 years of experience in the pharmaceutical and biotechnology industries. Starting her career in sales at Eli Lilly, she then held positions of increasing responsibility at Lilly, Neurogen, and Pfizer, where she was responsible for sales and marketing in a franchise business model.

HS&M JANUARY/FEBRUARY 2020 | 8

EXECUTIVE SPOTLIGHT

Admedus COO David St. Denis on Courage, Commitment and Conversation

David St. Denis is currently Chief Operating Officer and member of the executive board at Admedus, a structural heart company delivering clinically superior solutions that help healthcare professionals create life-changing outcomes for patients. Its focus is on investing in and developing next generation technologies with world class partners and acquiring strategic assets to grow product and service offerings. Its current product, based on its revolutionary tissue engineering platform, is focused on the development of treatments for aortic stenosis. What journey took him to this position? He had an auspicious start with ten years at Millennium Pharmaceuticals, now Takeda Oncology, starting in 1996. He grew with the company as it progressed through its lifecycle and evolution from R&D through to commercial entity, rising from database management in Genomics Discovery, to portfolio management, and commercial operations. That experience gave him a significant portfolio of skills. 9 | HS&M JANUARY/FEBRUARY 2020

It was also during his time at Millennium when David faced his own cancer diagnosis and treatment â&#x20AC;&#x201C; an experience that had a profound impact on his patientfocused approach to the healthcare business. From there he took an interesting assignment as Engagement Manager at Model N, the leading provider of revenue management solutions for the life sciences and technology industries. The company helps customers maximize revenues, drive growth and reduce compliance risk by transforming the revenue lifecycle from inefficient disjointed operations into a strategic endto-end process. David delivered projects for managing government pricing, Medicare rebating, managed care contracting and rebating, as well as GPO/IDN contract management. Moving to Merck, he spent the next nine years in numerous roles of diverse responsibility. He began as Associate Director of Marketing Information Systems for their healthcare business, leading the development and global implementation of a digital therapeutic and remote monitoring system (RMS) designed to drive adherence to human growth hormone therapy. The platform was one of the first digital therapeutics available. In 2010, he became Merckâ&#x20AC;&#x2122;s Senior Director for Strategy and Operations in Emerging Markets, responsible for articulating goto-market strategies for emerging market countries and sub-regions, as well as defining operating models and driving efficiencies. He led

a regional team to analyze major markets in the BRIC countries (Brazil, Russia, India and China), as well as smaller sub-regions, to define the product mix, commercial and operational footprint, and capabilities required to maximize penetration and efficiency. His last position there was as Head of Commercial Operations, Europe for the biopharma business. As a member of the regional executive team, he led Marketing Excellence, Launch Excellence (preparing oncology and immunooncology product market entry), Sales Effectiveness, Business Intelligence, and Patient Services. Viewing this span, now including his responsibilities at Admedus, David has covered the field in pharmaceuticals, biopharma and medical device, leading teams in driving go-to-market strategies, most recently as head of the commercial organization at Admedus to achieve more than 60% revenue growth in a single year. He has also developed and implemented market access and contracting strategies, operating models and long-term plans, and has led the global implementation of digital therapeutic and remote monitoring systems. His experience covers a broad spectrum of therapeutic areas, such as oncology, immunooncology, neurodegenerative disease, metabolic disease, and cardiovascular disease. While at Admedus, he has gained new experience in structural heart disease, including congenital defects and valve disease. Having covered that much healthcare, executive and geographic

territory, he is perfectly suited for his current assignment as COO. Admedus is the result of a merger between Allied Healthcare Group and bioMD Ltd., formed to create a company with assets in R&D, products in advanced clinical trials ready for commercialization, and a successful sales, marketing and medical device distribution business. Its ADAPT® biomaterial scaffold products for restorative structural heart repair and reconstruction offer superior resistance to calcification. David says “The potential of this technology is almost beyond measure, as we constantly look to evolve its purpose and application.” All Admedus ADAPT products are manufactured in, and distributed from, its state-of-the-art biomanufacturing facility, which has substantial capacity to expand and includes an in-house research and development laboratory. THE VISION: COURAGE, COMMITMENT, CONVERSATION True to his style, David is focused on potential. “We’re always looking for new opportunities to grow, expand and transform our business with a range of exciting development projects underway.” Admedus is expanding into new dynamic markets, investing in ground-breaking R&D and continuously refining its world-class manufacturing facility and processes. Its first generation products, CardioCel and VascuCel, were recently licensed to LeMaitre Vascular (NASDAQ:LMAT) and are currently being used in more than 135 global centers in US, Europe, Canada, and emerging markets for the repair of complex congenital heart defects. “In 2020, our focus is on the development of our aortic valve replace-

ment solutions for the treatment of aortic stenosis based on our ADAPT tissue science and unique 3D single-piece valve design. Critically, as younger, lower-risk patients become eligible to receive valve replacement solutions such as TAVR, durability will become the most critical issue to address.” What has he brought to the company that helps propel them in this direction? A global understanding of how healthcare needs to work. “It disappointed me that the problem I saw in biopharma exists in the med device space as well. A lot of talk about value and patient focus; in reality, we are far away from putting patients at the center of what we do. In Europe there was a lot of discussion around this, but invariably it would come down to finances and budgets. There was very little development in terms of true value-based agreements or true outcomes-based agreements with the industry. There are a few exceptions, of course, such as certain NHS England’s programs in chronic care. In the U.S., we are making some progress, particularly with the advent of gene-therapy, where payors and manufacturers are bringing real structural change to the system. Overall, however, we are still not seeing revolutionary change towards outcome-driven decision making in the delivery of healthcare.” “You have to be linked to a value system. At Admedus we can find out what the customer and patient needs are, but if the system doesn’t incentivize us there’s no value.” He sees the territory as a partnership among patients, providers, payors, and manufacturers. “We have to align according to what the other participants are trying to do.” He cites Admedus’ own patientfocused values as an example. It puts a stake in the ground indicating that the overall focus is on the

patient, and everything flows from there. This point of view must shift to the delivery system. “In risk-sharing and pay for performance schemes, manufacturers are already subject to this,” he says. “Margins are cut if we don’t deliver value. But the system delivering care needs to be held to same outcome. In the U.S., for instance, Admedus technology promises that the patient doesn’t have to endure multiple surgeries, because our products are more durable. The value of this can’t be overstated.” Hospitals get paid by surgeries, according to the cost-containment goals of DRGs. But the system isn’t defined to reward better outcomes, it is geared to lower procurement targets and costs, so the concept of value is not actually driving decision making. “What do I do as a healthcare executive? Stay committed to solving the problem. The first question to answer is always ‘Is this good for the patient?’ We need to ask this not only of ourselves as manufacturers, but to engage all the other participants. How can we accomplish this so we all win – especially the patient?” David says that med device has some catching up to do in term of patient-centricity in its products and services offerings. “In biopharma there are well-defined pathways to the goal. We asked how we define who the target is, which drug is right for the patient. Sometimes the therapeutic model had to be recalibrated, and consequently fewer patients would be right for it. We saw this in action when I was at Merck, where one of our targeted cancer therapies was discovered to be less beneficial for certain genotypes. We did the right thing, limited our indication, and sales went up. If you do the right thing, we all benefit.”

HS&M JANUARY/FEBRUARY 2020 | 10

EXECUTIVE SPOTLIGHT But he points out that this process is dependent on courage. “At Admedus when we were selling CardioCel directly, we were focused on the repair of complex congenital defects. Despite it being a high specialty procedure space, the market for products was commoditized, and within it we had a high-value and highly differentiated product. To promote that, we had to offer different value propositions for different audiences. There’s little to no room for massive price increases, but differentiation and value that’s properly communicated can still have a major effect on overall sales.” Bringing new products to market and raising awareness of clinical and outcome benefits costs a little more in the short term, but pays off in the long term, he says. “Some investment from Admedus isn’t going to have an immediate return, but commitment to the space will sustain our success. Again, that takes courage. One of the things that contributes to our long-term view is that we have a seasoned board of healthcare execs who understand the importance of this commitment. We are now focused on bringing a game changing innovation to patients suffering with structural valve degeneration and aortic stenosis with the same focus on patients.” We asked about the effect Value Analysis Committees are having on med device. “Some VACs are hospital-specific, and some are part of IDNs,” he noted. “Some are very controlling. Depending on the situation, sometimes the physician is very influential, other times not so much. We have to determine our strategy on the basis of atmosphere. We have to come in with the right conversation. That might be about clinical benefit,

economic impact, or other factors. The healthcare delivery in the U.S. is currently extremely complex to navigate compared to other systems, and requires a thoughtful approach to how we engage and communicate the value we offer.” Of course, the healthcare delivery system is moving in the right direction and does have their scorecard and key performance indicators just as we do in the industry; however, it again comes down to the question about how well those are aligned to long-term outcome. “Accountable Care Organizations (ACOs) are emerging in the U.S., for instance. But are we really seeing them implement meaningful systems and metrics to impact treatment algorithms and choice of products which may be more expensive in the short run, but overall lead to a high quality of life and a reduction in follow-on expenditures? “For instance, in congenital heart surgeries, there are numerous treatment factors looked at and measured. What’s the changeover time between procedures, how much time does the patient spend on the pump? Mortality and readmission are tracked for only 30 days. If the patient is readmitted in 90 days, it doesn’t count.”

“The important task is for us to make sure we are telling our story and message about value, which covers a lot of territory. What’s the patient experience, the physician experience? What do we measure about long-term outcome?”

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Commenting on the future of their strategy, David said that “The real opportunity for our new partner who is now selling these products into the congenital defect space is to partner with younger generation – residency programs and fellows, to influence their thinking and educate them about new options and treatments.” Companies like Merck, where David last worked, have done this successfully in the areas of multiple sclerosis and fertility, where they sponsored fellows and residents, exposing them to the cutting edge of science. “We sponsored and fostered peer-to-peer educational events as well. The effect of these efforts will resonate for many years.” With respect to Admedus’ vision, he said “Our focus is on investing in and developing next-generation technologies with world-class partners and acquiring strategic assets to grow product and service offerings. Our unique ability in the tissue engineering space has given us an opportunity to drive a significant inflection point in the treatment of aortic stenosis, and most likely other structural valve disease. “We are focused on durability, which again is really down to a patient-centric approach to creating more access and better outcomes, while utilizing healthcare budgets more efficiently, and bringing meaningful improvements to healthcare practitioners’ experiences with our products.” •

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ROUNDTABLE

POC ROUNDTABLE:

Lumicell, Roche, and Boston Scientific execs share their views on Point of Care BEN LOCWIN

MEET OUR MODERATOR:

Healthcare Futurist SVP of Quality Lumicell

MEET OUR EXPERTS: AMEE PATEL BILLIE BRUSH Consultant Billie Brush Consulting

JAY GRAVES Founder and CEO Pathfinder Business Consultants Former VP Sales Roche Diabetes Care

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VP of Human Resources Lumicell Founder Boylston Consulting Group

SCOT NOEL Principal Consultant NOELEDGE Corner Consulting Former Group Sr. Marketing Manager Boston Scientific

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ROUNDTABLE Our thanks especially to Ben Locwin, a prominent voice in our industry who helped assemble our panel and provided much of the background for this introduction to Point of Care: Point of Care is properly determined as the point in time that a product or service is delivered to a patient. In many cases, it can’t be infinitesimally reduced to a single timepoint, because the treatment process takes a finite duration. So, for example, it’s not the last microgram of infusion to a patient that represents the point of care, but the process of the full infusion. And, more accurately, the “process” itself is a ritual which in and of itself can promote healing. Point of care has also been through more recent derivations, to include, of course, point of care diagnostics and point of care marketing – where new products and services can be advertised directly to the patients (potential future consumers) while they’re in situ within a healthcare facility. This can greatly increase the exposure duration of a patient to the marketing messages. Point of care has expanded enormously from its original definition as the doctor’s office or hospital to the wider world of telemedicine, portals, wearables and more. You can be virtually anywhere today and still receive some form of care from a medical professional.

This is why point of care advertising spend is on the rise. Consulting firm ZS expects a compound annual growth rate of 15% this year, when they are projecting POC spend to reach $847 million. Approximately 10% to 20% of the brands ZS interviewed reported that they moved marketing dollars from their digital media budgets to digital POC in doctors’ offices and hospitals, which included investments in exam room tablets, interactive wallboards, sponsored apps and WiFi, and waiting room digital TV. And that’s not to ignore print, which is still an efficient platform. Today, marketers are using EHRs (Electronic Health Records, or EMRs – Electronic Medical Records) to deliver contextually relevant messages within an HCP’s workflow, sometimes with a copay or prescription solution. The methodology for measuring success in this complex environment is still being developed. Brand teams want to see Rx lift or referral increases, so POC suppliers will need to become more sophisticated in how they weigh these efforts against traditional marketing. But with all of the money invested, where is point of care currently? What challenges remain? Point of care in treatment is alleged to provide benefits, such as reduction in inefficiencies, decreased probability of errors, information transfer, and encouraging care providers (MAs, nurses, PAs, physicians) to be at the bedside. This is the whole point of clinical care. But does it really do these things? It’s okay to be aspirational, but the processes and technology

15 | HS&M JANUARY/FEBRUARY 2020

need to be moving in the right direction for this to actually occur. There are more who practice in medicine who are disenchanted with EMRs and EHRs rather than enchanted. This is because the prevailing thought currently is that these systems actually reduce information transfer and communication at the bedside by increasing the barriers, both physical and philosophical, rather than enhancing them. Similarly, there are alleged benefits to point of care marketing, which by the way, has been used since the beginning of medical treatment where brochures and magazine ads were left in clinics for the patients to ‘stumble upon. But do these benefits hold up when we measure their performance? The roundtable panelists herein have some surprising answers for you. Point of care has changed radically over the last few years. What would your definition be? And what would you consider not to fit into that definition? JAY GRAVES: When I think of POC, I define it as a simple diagnostic test that can be done quickly and efficiently with the patient, allowing the clinician to have accurate and real-time results. This enables them to make snap decisions on treatment without having to wait for lengthy lab testing. It is also a device the patient can use on their own and in their day to day lives. And what would I consider not to fit into that definition? Testing that requires a process outside of the patient room or home. SCOT NOEL: I think the definition of POC depends on which side

of the healthcare journey you are sitting on. For the HCP it could be more transactional, i.e. symptomsolution. For the patient that HCP could just be one of many along their journey. So from a marketing perspective it’s critical that we understand for a given disease pathway we know all the touch points the patient will see along the way and what that engagement looks like from both the patient perspective and treating physician perspective. A tailored message will be needed for each stage of the journey. The brick and mortar system of POC will dwindle except for when a direct touch engagement is needed. Telemedicine will continue to expand and real time data acquisition (telemetry) will be also increasing. Where things fall through is that our healthcare system is not interconnected well. So this creates gaps in a patients continuum of care if they switch between health systems or receive care outside their own regional area. From a marketing perspective it comes down to patient education and awareness not only of their particular disease but how our particular solution tackles that for them and supplying the HCP with the materials to support that pathway to our products. When you have the patient, caregiver, and HCP all on the same page and path this will create the potential for a better outcome. BILLIE BRUSH: Point of care definitely means more empowerment to both clinicians and patients – to clinicians because they can make quicker and more appropriate treatment decisions and

KEEPING PACE WITH CHANGES BALANCING BUDGETS FITTING MESSAGE TO MEDIUM MORE CHANNELS

better track their patients progress; and for patients because of more streamlined care with diagnostic testing and EMRs, making information available to them sooner, all while fewer steps are needed taking less of their time and many times the ability to resume daily life. While POC is expected to affect patient outcomes more favorably and improve quality it does not mean that better quality is automatic. POC testing near patients also present new challenges with multiple tests and new portable devices. In some areas with no regulations and the rapid availability of test results for immediate clinical intervention can result in errors. Strategic planning, leadership and management of the entire POC process are essential to prevent errors and improve quality. BEN LOCWIN: It’s all things that transpire at the interface of the patient, and it’s not “anything that doesn’t.” It refers, of course, to marketing or treatment modalities that impinge directly on the

patient, in contrast to some value chain isolated from the patient context, where they typically are only the end consumer. Here’s the nuance: not everything that’s patient facing is POC, some things are at the patient due to simple proximity, rather than smart design. AMEE PATEL: POC has already changed patient management for the better in so many ways. Of course, there are various drawbacks, but it is a work in progress that will certainly give patients greater awareness and potentially an educated decision making process with their health care provider. It is categorically does not provide all the data a patient needs to determine whether a drug or surgery is right for them. What are the best strategies for a point of care marketing campaign? Can you cite examples that have worked well? NOEL: Some better strategies are where a healthcare system has narrowed their major POC marketing

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ROUNDTABLE around a few key strength areas: women’s health, diabetes, cancer care etc. Then to have marketing campaigns around these key topics that tell a story and take the patient on a journey once they have them engaged. BRUSH: A diversified and integrated marketing strategy is needed for point of care including multiple tactical tools to drive engagement. POC includes any time the patient and physician interact during the consultation, the doctor visit or follow-up visits and there is a need to make the most of all these intersections. Marketers must understand what their target audiences are seeking across all points of care, tailor and diversify their communications. You are starting to see more marketing examples of how POC systems have helped with better decision making, marketing for health system to get patients or in improving patient satisfaction e.g. Swedish MyChart from Epic or Ultrasound POCUS from FujiFilm SonoSite, and others. It seems the areas I’ve seen POC marketing most active is in the Ultrasound hand-held space. GRAVES: Pointing out the efficiency and efficacy of POC testing is key. Today, speed and accuracy in patient care is important for both the patient and the clinic. There is also an economic argument that can be made with most of these devices. A successful campaign will influence the key economic decision-makers as well as the end-user as to the benefit of POC testing.

PATEL: Any manner in which the patient is given pertinent and personalized information (that is provider-backed) to improve their health is an ideal strategy. We all need to be aware of the power POC advertising has on the patient and ensure that doctor takes a holistic view and understands the positives and negatives of any potential solution. LOCWIN: It has to principally be memorable. Second place is actionable. If it’s not memorable, viewers won’t translate their viewing into the activity of consuming or participating. Either the novelty effect or an incentive scheme needs to be elicited in the viewer’s mind. They also need to have temporal (time-based) and spatial proximity. How can point of care enhance the doctor-patient relationship, rather than just promote products? PATEL: It can simply be a marketing campaign if the patient is not advocating for their own health. However, POC can give the patient information about a product that is relevant to them and in turn empowers them to have pointed conversations with their health care providers. GRAVES: Enabling discussions and education between the doctor and patient is helpful. I was recently looking at several health systems’ value scores, and many scored low in patient-doctor interaction. If device companies provided support in this area, it could help with the interactions as well as patient engagement. These

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discussions can be digital, such as though an app, or paper-based, which helps solve the patient-doctor interaction as well as reinforcing the brand. LOCWIN: We can achieve this by not pandering nor catering to every physician’s individual wishes. They provide POC care, but are not the experts in POC interactions. A good example might be some of the newer ROS monitors that continuously check and trend blood pressure, heart rate, blood glucose, pO2, etc. These data trends are astronomically better than point measurements taken in the doctor’s office, and can catalyze a discussion about treatment alternatives. About this, I always say to audiences “A better informed patient is a more empowered patient.” More empowered patients are also more aggressive with treatments, and will try more options. NOEL: Some of it is personal – the patient’s responsibility. One big advantage when I go see my doctor is that I come with a slew of data (due to commercially available testing) to discuss with him. This is beyond the routine lab and physical test done annually. This really helps determine future follow ups, testing and creates a stronger dialogue, so my doctor can help me better to achieve my health goals and preventive care. How has POC advertising changed the economics of marketing? What budgets are being cut back in order to ramp up POC? LOCWIN: In most cases, it’s the same budget, being sloshed from

one line item to another. With some sales decreases, POC has rejuvenated budget amounts because of the promise of greater revenue. Now we need to use the right tools and methods to actualize this promise, instead of counting on random noise to produce a revenue signal. BRUSH: POC is changing the economics of marketing and budgets. There is more emphasis on digital marketing strategies, and you are seeing more social, video and interactive tools. While some of these digital tools are less expensive to use, e.g. social media, the content is more expensive to create, especially video and interactive content. Therefore, some of the budgets are shifting from print and tradeshows to the digital tools. NOEL: Everyone is being asked to do more with fewer dollars and get creative. I have seen more efforts around geofencing, geotargeting and, in more competitive markets, digital beacons to try and capture and convert leads. Additionally, the efforts of ad retargeting for follow-ups and services along with journeyed emails. GRAVES: With an increase in restrictions for device representatives to have access to physicians, I have seen advertising move more toward the patient as well as different channels to reach the clinicians. For example, you see advertising in waiting rooms, in the doctor’s office, and at check-out. EMR is also an interesting avenue to influence physicians. I have seen a shift from traditional and costly mass marketing (TV, radio, print)

to targeted marketing where the devices are being used. You also tend to see smaller but specialized sales forces versus the large pharma model of the past. PATEL: POC advertising can directly communicate with the end user – the patient rather than the middleman, the doctor. I certainly hope travel and entertainment budgets are being reduced. Let’s romance the patient with enhanced educational data rather than fancy dinners for doctors. What is changing in the media mix within POC: video, print, wearables, patient portals, etc.? LOCWIN: Patient profiles, quotables, and video streams. It’s refreshed some of the outward impressions of healthcare practices, but the overall value is objectively limited. There are newer directions to take it, directions I’ve been giving public talks on recently. BRUSH: No doubt there is a real focus on digital media and the use of more web, social media, webinars, videos, targeted emails and SEO. And having more common systems and SEO tools, data and consolidated analytics is leading to more abilities for marketers to build stronger digital marketing capabilities, align customer touchpoints to deliver a unique and personalized digital engagement across the clinician/patient journey and automate the digital customer engagement to guide the decisions with minimal human interaction. However, ultimately a mix of digital, social engagement, tradeshows and still using some traditional print tools like bro-

chures, poster/wall boards in clinical locations all still help support, engage, educate and create awareness during the patient’s journey. Here is an example where a simple print piece at the doctor’s location helped inform my mother on some needed care. Wearables technologies are rapidly advancing, and patients need to be aware of this. My mom recently wore a type of heart monitor for a couple of weeks that was a small digital patch they could monitor in real-time and she simply could mail back into her doctor after the timeframe completion. Then there was a follow-up phone call to discuss the results. Just a couple of years ago she was wearing a huge heavy and uncomfortable device that she had to return in person and get an appointment to discuss the results. This recent experience was by far a better experience for my mom, the patient. PATEL: Targeted POC is the future and this type of adaptability is not a feature of video or print. POC marketing needs to provide customized content and marketers need to succinctly figure out how to reach each individual patient with their unique need. What is being done wrong or ineptly in the POC space? What can improve? PATEL: I think the lack of integration between POC and electronic health records is an issue. When POC can help patients get the differentiated specific information necessary at each point in their care stage and be able to ask and understand the crucial questions to their doctor, then POC marketing is being done right. HS&M JANUARY/FEBRUARY 2020 | 18

ROUNDTABLE GRAVES: I think some companies look at themselves as only delivering products when in fact, they could bring much more value to the customer and patients. Clinic administrators, physicians, nurses, and patients are all facing challenges that could be addressed by these companies. Understanding the challenges and figuring out what role you can play beyond the product can drive brand loyalty. Basically, be a solution in addition to your product. LOCWIN: You see ham-fisted approaches replicated and redundant from visionless companies who are just copying in order to be represented in this space. What they’re really doing is diluting the overall impact of POC by flooding communications channels with noise. Purely valueless noise. NOEL: I think the biggest challenge and error is interoperability with the amount of data that is being collected. Hospital IT infrastructures and SW platforms are not up to the task. Of course, IBM’s Watson is still working to that end along with up and comers like Apple, Google and Amazon to harness the data in a meaningful way along the patient care journey. BRUSH: There are a lot of new POC technologies now available to health systems. However, there is still a lack of integration and management strategies around how to effectively integrate: e.g., diagnostic POC tools and EMRs not integrated within systems and outside of the system. There are not yet standardized formats with documentation with charts as well.

Integration, standard document practices and better infrastructure can all improve, and there are still HIPAA, patient data concerns and security measures to be improved. How is the big data revolution influencing point of care marketing? BRUSH: Big data is key with POC technologies and driving their effectiveness so it’s influencing POC marketing. As I mentioned, an integrated marketing strategy is necessary to align touchpoints and tailor personalized messaging and engagement across the patient journey. PATEL: Big data allows marketers to know more about the patient than patients know about themselves. While we can hope a patient investigates possible products for themselves, not all do. This is where big data and artificial intelligence can provide invaluable insights. NOEL: Marketing engagements are becoming much more programmatic and tailored. At BTG many of our email campaigns were based on patient journeys. Depending on how they engaged with each email, which had different message, it would take them down a certain pathway for information. The advantages of this helped direct our future digital and print strategies as it’s constantly evolving as our customers became educated. Now you have ER, hospitalists, intensivists and pulmonologists engaging in imaging diagnostics with the aid of AI. AI will accelerate POC, and this will further expand through telemedicine. The one

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other part that is just starting to bud in healthcare is using Blockchain. That will hopefully help fill the gap and lack of interconnectivity of EMR’s while keeping things more secure. GRAVES: Data and measuring outcomes have become an important part of our value-based health care movement. The more data available, the better strategic decisions can be made on population health and spending for health systems. POC testing allows for rapid test results, which means an increase in datapoints to analyze. LOCWIN: It’s pointing a lot of companies in the wrong directions. Big data, when misused (as is done so more often than not) causes marketers to chase anecdote and hyperbole. Having simple correlations about your customers buried within Big Data is not causality, nor is it smart forecasting. I’ve literally written the book on Big Data and Small Data, and how they’re improperly used every day. What advantages are doctors – and patients – realizing from better point of care campaigns? GRAVES: For me, I think the speed and convenience of having immediate feedback from a test is important. Doctors do not have a lot of time to spend with patients, so having the ability to do a quick test and provide feedback to the patient, or make on-the-spot therapy adjustments, can mean better patient care and outcomes. LOCWIN: I think they provide a fleeting feeling of greater connectedness, social altruism, and trust. But these reported feelings don’t

Moving Forward DELIVER MORE THAN PRODUCT INFORMATION

FACILITATE DOCTOR-PATIENT ENGAGEMENT

SPECIALIZED SALES FORCES

INFORMATION AND EMPOWERMENT

persist beyond a handful of hours after the interaction. Much of this weak connection between POC campaigns and patient-reported outcomes (PROs) I would argue is the result of the misinterpretation of Big and Small Data, as I previously mentioned. PATEL: As Jay said, most doctors have very limited time with their patients during their appointments. This can substantially increase the doctor-patient interaction with the restricted time they have available. BRUSH: To me it’s being able to understand there are better ways to make point of care decisions (e.g. physician with all the ultrasound POC systems) and understanding how to take charge of your healthcare with better communication and awareness (e.g.

health connect apps and Mychart systems for patients).

ing your product and consumer data better than you do currently. And make no mistake: this is not necessarily “more” data -- it’s BETTER data. We are improving the methods by which we’re collecting data to make this information about the patient ultimately more useful.

NOEL: I agree with Billie’s statements and will add that the better the patient is educated and informed this can enhance the physician/patient engagement. It hopefully allows the patient to feel more empowered about their healthcare decisions and not feeling helpless and reliant solely on the doctors recommendations and comments. What’s ahead? What will change, if anything, in the next five years in this realm? LOCWIN: More trumpeting of cheap, misguided correlations, and disenchantment with lack of direct return on investment. I’ve given a lot of public talks recently on how to prevent these avoidable future pitfalls. It starts with understand-

NOEL: Continued evolvement to a consumer-based healthcare. As we see the advance of artificial intelligence, telemedicine, home testing kits and DNA-based testing platforms that give individual feedback, healthcare consumers are going to be more discerning but come with a wealth of information to their POC experiences. The larger challenge with all this great information is the interoperability that is largely lacking within in our healthcare infrastructure.

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ROUNDTABLE PATEL: The focus needs to be about the patient and nothing else. My hope is to get POC marketing to the patient BEFORE they enter the doctor’s office and ensure that doctors and patients are connected between appointments. GRAVES: Companies will continue to become more sophisticated and efficient in the products they provide. I think many will start to provide services outside of the test, particularly as they accumulate more data from their devices. I also believe some of these companies will become more of a service and consultant to their customers in addition to providing products. BRUSH: Hospitals will continue to do more to expand their hardware infrastructure to improve their EMRs, which will improve their POC systems. There will be more improvements with documentation practices, which will free up clinical staff to better focus on their patients. There will be more work done with cybersecurity, on protecting data and medical devices in healthcare. You will see AI tools and systems help improve point of care systems in the next 5 years by helping improve efficiency even more, reduce administrative workload, reduce errors and using evidence-based decision support. •

MODERATOR BEN LOCWIN SVP of Quality Lumicell

Ben began his pharma career at Lonza, where in 11 years he was Head of Quality Risk Management, Head of Quality COE, and Global Head of Training & Development of the Quality Leadership Team. He has been Head of Global R&D Compliance L&D for Biogen, President and Managing Partner of Healthcare Science Advisors, and Head of Clinical Quality and Global Quality Operations for Karyopharm Therapeutics. Ben has also served numerous industry organizations, as Vaccine Advisor for the World Vaccine Congress, advisor to the FDA Quality Metrics Committee, chair of the 13th Pharmacovigilance Healthcare Conference, and others. He joined Lumicell in February of 2019 as the SVP of Quality. He is also the co-host of the podcast “The Science of Star Trek.”

LUMICELL investigates cancer and other diseased tissues at the molecular level, enabling physicians to take action in real-time during surgeries to improve patient outcomes. The company’s lead product, the Lumicell System, is in late-stage development for breast cancer surgery. It features an investigational onco-fluorescent agent and a handheld imaging device that enable cancer surgeons to see and remove cancer cells in real-time during operations. Lumicell is investigating the use of its therapy in patients undergoing surgery for breast cancer, ovarian cancer, prostate cancer, brain cancer, colorectal, esophageal and pancreatic cancers.

PANELISTS BILLIE BRUSH Consultant Billie Brush Consulting

Billie worked for Siemens Healthcare on Strategic and National Accounts. She then moved to Philips Healthcare, first as the Director of Strategic Business Accounts and then as the Senior Director of CT Marketing. She joined Accuray as the Senior Director of Global Marketing, Sales Account Manager, and the Senior Director of Brand Marketing. In 2017, Billie became the Vice President of Lumicell. In October 2019, she formed her independent consulting company. At Billie Brush Consulting, she provides business management and strategic marketing consulting in healthcare, medical technology and services.

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JAY GRAVES Founder and CEO Pathfinder Business Consultants Former VP Sales Roche Diabetes Care

Jay began his professional career in 1998 as an Intelligence Officer in the United States Army. He held multiple leadership positions and global deployments. After spending time as a sales representative at Sanofi, he joined Roche, where he held several key leadership roles within the organization, including Director of Product Marketing for North America and Head of Sales. Jay then became the Vice President of Sales for the US Roche Diabetes Care Division. He recently founded Pathfinder Business Consultants.

ROCHE DIABETES CARE With its Accu-Chek brand, Roche Diabetes care has been dedicated to enabling people with diabetes to live life as normal and active as possible, as well as empowering healthcare professionals to optimally manage their patientsâ&#x20AC;&#x2122; condition. Its products inclued blood glucose meters, lancing devices, insulin delivery systems, and digital solutions for data management, advice, coaching and education.

SCOT NOEL Principal Consultant NOELEDGE Corner Consulting Former Group Sr. Marketing Manager Boston Scientific

Scot worked a number of years as Field Marketing Manager at Philips Healthcare before moving on to the position of Global Senior Manager for Commercial Training at Accuray. He then joined EKOS Corporation as Senior Manager for Customer Insights and ultimately Group Senior Marketing Manager for Communications. At Boston Scientific he served as Group Senior Marketing Manager for Market Development and Communications for their vascular products before establishing his own consultancy.

BOSTON SCIENTIFIC is a manufacturer of medical devices used in interventional medical specialties, including interventional radiology, interventional cardiology, peripheral interventions, neuromodulation, neurovascular intervention, electrophysiology, cardiac surgery, vascular surgery, endoscopy, oncology, urology and gynecology.

AMEE PATEL PANT VP of Human Resources Lumicell Founder Boylston Consulting Group

Amee Patel Pant has over 15 years of diverse human resources and management experience. She is a founder of Boylston Consulting Group and Head of Human Resources for Lumicell. Amee specializes in being a trusted advisor to CEO and Executive Management on talent management, workforce development, strategic recruitment, leadership development and effective internal communications strategies. Amee has served on the senior management team at New England Office Supply (now WB Mason), leading Human Resources strategy. She founded Boylston Consulting Group to help companies advance organizational goals, implement change and drive top and bottom line profit and revenue. She joined Lumicell 2018 and is responsible for all aspects of human resources initiatives including developing and implementing on-boarding, training, performance management, employee retention, benefits management and employee relations strategies.

COMMENT

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INDUSTRY OUTLOOK

Life Science Industry Outlook: 2019 In Review and 2020 Trends to Watch Healthcare Sales & Marketing wants to offer you the long view. So we sifted through some of the best research to examine what happened in 2019 and what we might be able to expect in 2020. 2019 saw over $350B in global pharma and life sciences deals, up 62% in deal value from 2018, with the BMS/Celgene deal leading the way at $99.5M. And the trend continues in 2020 with $1.4 trillion of capital on hand. The FDA approved 48 new drugs, 8 new biologics, 10 biosimilars, 32 new medical device PMAs, and 2,933 medical device 510ks. The sector is planning for a continued year of success. M&A activity is expected to remain high. According to EY’s Global Capital Confidence Barometer, “52 percent of life sciences executives said their company plans to actively pursue M&A activity in the coming 12 months, and that 68 percent are expecting the M&A market to be even more lively in 2020.” Here are some of the highlights.

2019 INDUSTRY REVIEW DRUG, BIOLOGIC, AND DEVICE APPROVALS FDA reports indicate that 2019 included the approval of 48 new drugs by CDER (the Center for Drug Evaluation and Research). Of these, 21 (44%) were considered orphan drugs, 20 (42%) were first-inclass, and 13 (27%) were considered breakthrough therapies.

Source: FDA New Drug Therapy Approvals 2019

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INDUSTRY OUTLOOK

Source: FDA New Drug Therapy Approvals 2019

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Source: FDA New Drug Therapy Approvals 2019

CDER also approved ten biosimilars in 2019: • Avsola (infliximab-axxq), the fourth biosimilar to Remicade (infliximab) • Eticovo (etanercept-ykro), the second biosimilar to Enbrel (etanercept) • Hadlima (adalimumab-bwwd) and Abrilada (adalimumab-afzb), respectively the fourth and fifth biosimilars to Humira (adalimumab) • Ontruzant (trastuzumab-dttb), Trazimera (trastuzumab-qyyp), and Kanjinti (trastuzumab-anns), respectively, the third, fourth, and fifth biosimilars to Herceptin (trastuzumab) • Ruxience (rituximab-pvvr), the second biosimilar to Rituxan (rituximab)

• Ziextenzo (pegfilgrastimbmez), the third biosimilar to Neulasta (pegfilgrastim) approved to treat patients with cancer receiving myelosuppressive chemotherapy • Zirabev (bevacizumab-bvzr), the second biosimilar to Avastin (bevacizumab) On the biological front, CBER (The Center for Biological Evaluation and Research) approved 8 new products, 22 BLAs (Biologic License Application Approvals), 3 Biologic NDA and ANDAs and 38 biological device and application approvals. Source: December 2019 FY 2019 Report by Director Peter Marks, M.D., Ph.D.

CBER approved Zolgensma, a gene therapy for pediatric patients less than two years of age with spinal muscular atrophy caused by

a specific genetic mutation. They also approved three vaccines: • Dengvaxia, to prevent dengue disease in individuals nine through 16 years of age with laboratoryconfirmed previous dengue infection and living in endemic areas • Jynneos, to prevent smallpox and monkey pox disease in adults 18 years of age and older who are at high risk for either of these infections • Vaxelis, to prevent diphtheria, tetanus, pertussis, poliomyelitis, hepatitis B, and invasive disease due to Haemophilus influenza type b, for use in children from six weeks through four years of age. “In addition, we approved three treatments for primary immunodeficiency: Xembify, indicated for patients 2 years of age and older; HS&M JANUARY/FEBRUARY 2020 | 26

INDUSTRY OUTLOOK Asceniv, indicated for adults and adolescents 12 to 17 years of age; Cutaquig, indicated for adults. “Our ongoing efforts to ensure the safety of the nation’s blood supply included approval of two assays that detect the genetic material of the Babesia species of protozoan parasites in whole blood speci-

mens: the Procleix Babesia Assay and the cobas Babesia test for use on the cobas® 6800/8800 System. These assays enable screening of donated blood and living donors of organs and tissues.” The FDA was also active with medical devices, 32 of which were approved through the CDRH

(Center for Devices and Radiological Health) Premarket Approval Process (PMA) in 2019. 135 Devices received Humanitarian Device Exemption (HDE) status, and 22 receved De Novo approval and 2,933 received 510k approval. The 32 devices that received PMA approval are listed below.

DEVICE NAME

CATEGORY

Eversense Continuous Glucose Monitoring System - P160048/S006

Glucose Monitor

Hintermann Series H3™ Total Ankle Replacement System - P160036

Joint Replacement

TransMedics OCS Lung System - P160013/S002

Lung Donor

The therascreen PIK3CA RGQ PCR Kit - P190001 and P190004

Cancer

NovoTTF™-100L System - H180002

Cancer

Neuroform Atlas® Stent System - P180031

Stent

VICI VENOUS STENT® System - P180013

Stent

Tack Endovascular System® (6F) - P180034

Vascular

XVIVO Perfusion System (XPS™) with STEEN Solution™ Perfusate - P180014

Perfusion System

LOTUS Edge™ Valve System - P180029

Heart Valve

TransPyloric Shuttle/TransPyloric Shuttle Delivery Device - P180024

Weight Loss

therascreen® FGFR RGQ PCR Kit – P180043

Laboratory Test

TherOx DownStream System - P170027

Oxygen Therapy

Cerene Cryotherapy Device - P180032

Menstrual Bleeding

TRILURON™ - P180040

Osteoarthritis

OPTIMIZER Smart System - P180036

Cardiovascular

MitraClip NT Clip Delivery System and MitraClip NTR/XTR Clip Delivery System P100009/S028 Vascular VENOVO Venous Stent System - P180037

Stent

Barricaid® Anular Closure Device (ACD) - P160050

Cancer

COVERA™ Vascular Covered Stent - P170042/S002

Stent

VENTANA PD-L1 (SP142) Assay - P160002/S009

Hernia

M6-C™ Artificial Cervical Disc - P170036

Spine

MANTA Vascular Closure Device - P180025

Vascular

Sangia Total PSA Test - P170037

Prostate Cancer

2019 DEALS 2019 saw over $350B in global pharma and life sciences deals, up 62% in deal value from 2018. 2020 already has its first major deal, with Lilly’s purchase of Dermira for $1.1 billion. And with $1.4 trillion dollars ready to be invested, deal flow should continue. Source: PWC Global Pharma & Life Sciences deals insights Year-end 2019

HS&M JANUARY/FEBRUARY 2020 | 28

INDUSTRY OUTLOOK

Source: PWC Global Pharma & Life Sciences deals insights Year-end 2019

2020 INDUSTRY TRENDS TO WATCH Looking over the ups and downs of 2019, we can now project some of the ongoing and emerging trends of 2020. Not surprisingly, a lot of the movement will be in areas like mergers and acquisitions, the search for C-suite talent, data, and the hot sectors of oncology, gene therapy, Alzheimer’s and, of course, the growing CBD market.

12 months, and that 68 percent are expecting the M&A market to be even more lively in 2020.” Dan Chancellor, therapeutic area director at Informa Pharma Intelligence, estimates M&A will continue with a 10% growth rate with 260 deals in 2020. E&Y’s 2020 report highlights deals based on Firepower.

M&A Activity Will Grow

M&A Focus Will Continue in the Area of Cell and Gene Therapy

M&A activity has grown over the past year and is expected to remain high. According to EY’s Global Capital Confidence Barometer, “52 percent of life sciences executives said their company plans to actively pursue M&A activity in the coming

E&Y predicts the cell and gene therapy market will continue to grow, with the promise of personalized therapies and the expertise and opportunity to scale manufacturing and supply chain. M&A activity increased 880% in deal

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totals between 2014-2015 and 2018-2019, suggesting continued interest in 2020. Biopharma Revenue Growth Will Come From Oncology Vantage’s 2020 Preview highlights the oncology advances in the past 10 years and the hold it has taken on the biopharma space. Cancer drugs and the companies that develop them dominate the sector. Oncology will remain strong both in the short and long term. Of the eight drugs expected to add $1B or more in new sales in 2020, four are cancer drugs. The combination of high prices and real breakthroughs is strong. Source: Vantage 2020 Preview

M&A GROWTH

Source: EY M&A Firepower report

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INDUSTRY OUTLOOK

CBD Market Will See Exponential Growth BDS Analytics and Arcview Market Research, project that the collective market for CBD sales in the U.S. will surpass $20 billion by 2024. The new forecast takes into account products sold through licensed dispensaries, pharmaceuticals and in general market retail, which includes cafes, smoke shops, grocery stores and pharmacies. However, BDS Analytics predicts that the majority of CBD product sales will soon occur in general retail stores instead of cannabis dispensaries. BDS Analytics is predicting an compound annual growth rate of 49 percent by 2024 across all distribution channels. Also, they expect that the CBD market, combined with THC products, will create a total market of $45 billion for cannabinoids by 2024.

Source: The State of the Legal Cannabis Markets, BDS Analytics https://bdsanalytics.com/u-s-cbd-market-anticipated-toreach-20-billion-in-sales-by-2024/

EU MDR Will Take Its Toll in 2020 According to a survey conducted by KPMG and the Regulatory Affairs Professionals Society (RAPS), achieving MDR compliance by the May 2020 deadline remains difficult for companies, mainly due to a lack of resources. Product launches may be driven outside of Europe. With the deadline looming large, only 27% believe they will be fully compliant by the cutoff without using transitional provisions. Companies are also concerned about post-MDR sustainability, as 66% in the survey have yet to develop a plan for what comes next, due to uncertainty about timelines with compliance. Source: KPMG/RAPS survey

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A Battle Over Patient Data Patient data has been a major topic, and now that the biggest players are in it, the field will only get more heated. Google, Apple, Amazon and others are all jockeying for supremacy. Roche bought Foundation Medicine and Flatiron Health in major moves to change diagnostics and oncology. Whatâ&#x20AC;&#x2122;s coming in 2020? Not only a battle among the giants, but a pushback from regulators who are not happy with the dominance of big tech companies. Health systems, too, are in the game, looking for differentiation and new revenue streams. Itâ&#x20AC;&#x2122;s going to be a hot arena. Source: ZS, The Shakeout of 2020: The Year That Small Changes Emerge From the Big Hype

Alzheimer’s Disease MarketWatch’s recent study indicates that in 2020, the market size of Alzheimer’s Disease is 2.9 billion and will reach 10.5 billion in 2025, growing at a CAGR of 17.5% from 2020. According to a recent study from Technavio, 44% of the market growth will come from North America. The market will grow as we see the convergence of a huge potential patient population and the availability, research, and development of novel biomarkers and the emergence of regenerative therapies. Changes at the Top in MedTech What will be the effect of musical chairs in the medtech C suites? That’s one of the intriguing questions for 2020. Looking down the list of our Top 50 Medical Device Companies, many have had or are expecting changes. Medtronic, the #1 on our list will see Geoff Martha take the helm in April as Omar Ishrak retires after almost 10 years. Abbott Labs will see Robert Ford as its new CEO, who led the $25B St. Jude integration deal in 2017, becoming only the 13th CEO in its 131 year history. Ford takes over for Miles White who has been in the position for over 21 years. BD, #9 has a new CEO, Tom Polen who started in January along with Jean-Claude Dubacher who took over #18 B. Braun, and #25 who will be led by prior Roche CEO, Ronald Digglemann.

Source: 2020 Industry Pulse Report from Change Healthcare and the HealthCare Executive Group.

The Presidential Election Will Not Dramatically Change Healthcare

The War for Talent Will Increase, Especially in Biotech

According to the 2020 Industry Pulse Report from Change Healthcare and the HealthCare Executive Group, regardless of who wins the White House in 2020, payers and providers don’t expect disruptive change to the U.S. healthcare system. A plurality of C-suite re-

A recent CBRE report entitled “Markets Positioned for ‘Century of Biology” indicates that 2019 was a year of explosive growth for the biotech industry, which is also experiencing new faces in the corner office. This is partly due to the growth of personalized medi-

spondents (39%) believe there will be no significant changes to the U.S. healthcare system following the 2020 elections, and a plurality (28%) of all respondents agree. The highest percentage of providers (31%) predict a continued unwinding of the Affordable Care Act (ACA), while 26% of payers expect the ACA to be strengthened. Just 17% of respondents expect to see a public option take hold, and only 3% predict America will move toward a single-payer, “Medicare for all” system post-election

cine, including the burgeoning cell and gene therapy industries. The report calculates the life sciences sector is growing at its fastest pace since 2000, expanding 3.2% yearover-year. Lab space rents have increased in the biotech hotbeds of Boston-Cambridge which has increased in double digits in 2019. Biotech research & development (R&D) employment growth was nearly 50% over the past 10 years. Additionally, New York currently has 1.5M square feet of lab space under construction; Seattle, Houston, Austin and Denver are experiencing similar growth in biotech. The unprecedented growth in the top clusters, such as Boston and the San Francisco Bay Area, has made them the most competitive talent markets in the industry fraught with numerous hiring challenges. • Source: CBRE report entitled “Markets Positioned for ‘Century of Biology’.”

COMMENT HS&M JANUARY/FEBRUARY 2020 | 32

INDUSTRY

VANTAGE 2020 PREVIEW Evaluate provides trusted commercial intelligence for the healthcare industry. Below are highlights from their Vantage 2020 Preview of the biopharma sector.

Vantage Editor Lisa Urquhart (r.) interviews report author Amy Brown about the key themes from the Vantage 2020 Preview. BIOPHARMA IS BRACED FOR A ROCKY RIDE IN 2020 The highlights: • Rhetoric around drug pricing is only going to increase as the US presidential election gets closer, keeping a sector already unpopular with voters under the spotlight • The IPO window is not expected to completely close in 2020, but equity investors are probably not

going to be as receptive as in 2019. Venture investors too could adopt a more prudent stance towards financings, particularly if it starts to look like their own funds will need to last longer. • The unpredictability of stock markets and other macro-economic issues mean it is hard to predict how the financial health of the sector might change. Events from

outside the sector can quickly shift sentiment towards the high-risk drug development industry • This report pinpoints the sector’s biggest sales growth drivers next year, and highlights the companies that are capturing that growth. Certain mechanisms of action are projected to add billions of dollars in extra revenues in 2020, while there are surprisingly few brakes

Vantage 2020 Preview, © Evaluate Ltd. To see the full report, go here. 33 | HS&M JANUARY/FEBRUARY 2020

INDUSTRY Chart 1

on biopharma’s top line. No prizes for guessing that cancer drugs feature prominently here • The report also identifies the most highly valued R&D projects, and the clinical programs that are consuming huge amounts of money • The November market rally means that the biotech sector is heading towards a triumphant finish to 2019. Whether this can be maintained for much longer is now the dominant question on investors’ minds. 2020 IN NUMBERS: WHERE THE BIOPHARMA SECTOR’S GROWTH IS COMING FROM Advances in oncology over the past decade mean that this field has become a major preoccupation for the biopharma space. Cancer drugs and the companies that develop them dominate overviews

of the sector. This is true of both short and long term outlooks. In 2020, for example, eight drugs are expected to add $1B or more in new sales, and four of them are cancer drugs. The ability to charge relatively high prices in oncology helps these products to feature prominently, though it is also true that several of them represent real breakthroughs. CHART 1: PRODUCT GROWTH 2019-2020: BIGGEST NEW SALES GENERATORS • That Merck has played its hand to perfection in the anti-PD(L)1 antibody class is abundantly clear from this chart. Should the huge growth forecast for Keytruda next year come to pass, it will yield 2020 sales of $13.9B • Abbvie’s Humira, along with the whole anti-TNF space, is flat-lining thanks to the arrival of cheaper versions of several projects that

35 | HS&M JANUARY/FEBRUARY 2020

utilize this mechanism. Growth or no growth, annual sales of $18.7B could be considered a nice problem to have • Revlimid is father of the house, having arrived in 2006 and still growing strongly more than a decade later, although this is a product notorious for enjoying steep price rises. These sales will now be booked by Bristol-Myers Squibb, which also sells another big grower, the blood thinner Eliquis CHART 2: BIGGEST DRIVERS AND BRAKES TO BIOPHARMA’S TOP LINE, BY THERAPY AREA This chart looks more broadly at the mechanisms expected to drive the sector’s combined top line next year, or act as a brake. • Keytruda will contribute more than half of the new sales created by antibodies targeting anti-PD(L)1

Chart 2

• The immunomodulatory category is represented entirely by Revlimid; the pathways through which the blood cancer treatment exerts its effects are still not fully known. Antibodies with various interleukin targets have been grouped here, though they target a wide range of autoimmune and inflammatory conditions, such as asthma and psoriasis

by Novo Nordisk’s Ozempic; the SGLT2 inhibitors fall just outside this chart with an anticipated $1B in new sales in 2020

• Dupixent and Stelara are big beasts here. Despite significant pricing pressure throughout the diabetes disease area, several of these mechanisms are expected to see major growth next year

• Remarkably, a rare disease now stands as a sector growth driver, though cystic fibrosis is dominated by one company, Vertex Pharmaceuticals, which is capturing all the sales growth here

• GLP receptor agonists in particular are set to expand, driven

CHART 3: BIOPHARMA’S MOST VALUABLE R&D PROJECTS The next analysis looks at the most highly valued R&D projects, as determined by EvaluatePharma Vision’s NPV Analyzer, which is based on the sellside’s consensus sales forecasts.

• Vaccines are not considered a particularly exciting area of biopharma but they remain a big growth area, albeit largely consolidated into the hands of three companies: Glaxosmithkline, Merck & Co and Sanofi

• Topping the list with an eye-watering net present value of almost $12B is Eli Lilly’s attempt to bring a new mechanism to the diabetes market. Diabetes is a fiercely competitive space that has been subject to substantial pricing pressure, mainly in older drug categories like insulin. This means that any

HS&M JANUARY/FEBRUARY 2020 | 36

INDUSTRY Chart 3

new mechanisms will have to offer substantial advantages over existing approaches • Another high value asset is Bristol-Myers’ Tyk2 inhibitor, BMS-986165, which should yield data from two large psoriasis studies in the second half of the year. As well as placebo Bristol-Myers is also pitting the project against Otezla – notably, this is the product that was sold to Amgen to win antitrust regulators’ blessing for the Celgene takeover. Pfizer and Johnson & Johnson are also working with Tyk2 inhibitors, so this is a mechanism to watch. • Ascendis stands out in this list as a rare smaller drug developer with a highly valued asset. Success with its long-acting human growth hormone means that the Danish company now sports a $5B valuation, which leaves little room for disappointment

• Europe also contributes another big ticket asset in the shape of Argenx’s efgartigimod, the sector’s leading anti-FcRn project, intended to treat a range of rare autoimmune conditions • Sage-217 is also in the hands of a smaller company, and the failure of the phase III Mountain study in early December, which wiped billions from Sage’s market cap, shows how precarious these forecasts are. All the sales figures that provide the basis for the valuations listed here are estimates, and all projects are vulnerable to the clinical setbacks that are a fact of life of this sector • Roche’s bispecific antibody, RG7828, or mosunetuzumab, was another star of the Ash medical meeting, generating durable responses in an impressive proportion of very poor prognosis non-Hodgkin lymphoma patients, some of whom had relapsed after

37 | HS&M JANUARY/FEBRUARY 2020

Car-T therapy. This is exactly the sort of progress that threatens developers of some of the more complex cell therapy approaches It is also interesting to note that oncology accounts for only three of the top 10 most highly valued R&D projects. True, cancer projects tend to target smaller niches now, but this could also reflect the fact that the next wave of immuno-oncology assets are taking a lot longer to arrive than expected. CHART 4: MOST EXPENSIVE CLINICAL PROGRAMS – R&D PROJECTS • An under-the-radar heart attack therapy in development by the Australian blood product specialist, CSL, stands out. CSL112 is an apoliprotein A-1 infusion that therapy that is being tested for its ability to reduce the incidence of secondary cardiovascular events after an initial heart attack

Chart 4

Chart 5

• 2020 should also see results emerge from Regeneron and Teva’s 5,331-patient study of the long-term safety and efficacy of fasinumab in osteoarthritis pain. A huge amount of money has been thrown at the anti-NGF antibodies – the first projects entered the clinic over a decade ago – but safety concerns stalled development

• Pfizer’s haemophilia B gene therapy, licensed from Spark, is unlikely to complete its pivotal study until 2021, though many will be hoping for an interim update next year • Finally, Takeda will presumably be hoping to complete the divestment of SHP647 next year. The

company was required to commit to sell the anti-integrin antibody in return for antitrust clearance of its Shire takeover; the project has a similar mechanism to the Japanese group’s blockbuster Crohn’s and ulcerative colitis treatment, Entyvio

HS&M JANUARY/FEBRUARY 2020 | 38

INDUSTRY Chart 6

CHART 5: MOST EXPENSIVE CLINICAL PROGRAMS: MARKETED DRUGS

require the company to be supremely confident in this product’s potential.

• Once again, Keytruda is a league apart, though the billions that Merck is estimated to have spent on the drug are being returned in commercial success

CHART 6: BIGGEST NEW SALES GENERATORS IN 2020 (RX & OTC)

• Arguably, its smaller rivals in this space – Astrazeneca and Roche, for example – have yet to justify this level of spend • Diabetes projects that require huge cardiovascular outcome studies will inevitably be expensive programs to run, hence Novo Nordisk featuring here • Eli Lilly and Sanofi’s work in this disease area features in the look at expensive R&D programs; Lilly has yet to start an outcome study for tirzepatide, a move that will

• The addition of Shire’s top-line helps Takeda join the ranks of the companies with the biggest projected top-line growth IN 2020 • Bristol-Myers Squibb also gets a clear boost from the Celgene takeover, though the arrival of Revlimid generics in 2022 means that pressure on the pharma giant to find new sources of growth will not let up for long • That Abbvie is gaining very little top line uptick from its move on Allergan shows just how financially motivated that deal was

39 | HS&M JANUARY/FEBRUARY 2020

• Standing out is AstraZeneca, which has several successful oncology franchises to thank for its pole growth position. Tagrisso in lung cancer and the Parp inhibitor Lynparza have proven themselves highly effective targeted cancer drugs; its anti-PD(L)1 contender, Imfinzi, might be lagging Keytruda and Opdivo but sales of the product are forecast to reach almost $2B IN 2020 – hardly a commercial failure THE GATE KEEPERS The boom that the biophama sector been enjoying over the past few years has been facilitated in no small part by an increasingly cooperative and flexible regulatory regime at the FDA. The stances that the FDA adopts play an important role in setting investor sentiment towards the biopharma

Chart 7

sector, and not only because the US is the biggest acquirer of medicines globally. A ten year view of novel drug approvals in the US shows how numbers have climbed recently. The sector’s focus on rare diseases or poorly served niches in the oncology world has a lot to do with this focus, which the FDA has rewarded with very fast decisions. There are few signs that the US regulator’s industry-friendly stance will substantially shift next year. CHART 7: FDA APPROVAL COUNT VS. 5TH YEAR US SALES The FDA green-lit 47 novel agents in 2019, slightly ahead of the 10 year average. This cohort carries

a fifth year sales potential – based on sellside consensus – of $23.8B, a figure that also looks respectable, over a ten year view. Of course these straightforward measures of productivity are far from the end of the story. Concerns exist about what some consider the overuse of accelerated approvals and lack of oversight of confirmatory studies, for example, while the development of expensive new products that offer little improvement over existing therapies will continue to be held up as bad news for patients. But while novel technologies like gene therapy and RNA-based projects continue to reach the market with

very little hold-up, the FDA will continue to be seen as one of the sector’s tailwinds. CHART 8: BIOTECH IPOS BY QUARTER The most immediate impact of greater stock market volatility next will be felt in the IPO market. Indeed, investors and companies are already feeling the effects. Carolyn Ng, managing director at the cancer-focused venture firm Vertex Ventures HC says it is already becoming harder to predict whether private companies will be able to float. “Most companies that are coming to us for funding right now are highly concerned

HS&M JANUARY/FEBRUARY 2020 | 40

INDUSTRY Chart 8

about whether it’s at all possible to go out to the public markets next year. The majority are trying not to,” she says. Much depends on broader market conditions next year; as well the US political situation, macro-economic factors like changes in interest rates will dictate the market’s appetite for high-risk biotech stocks. By mid-November 2019, 13 drug developers had floated on Western exchanges in the fourth quarter, raising a total of $1.2B, according to EvaluatePharma. The chart above counts only companies involved in the development of human therapeutics; it excludes medtech and diagnostics, for example, and therefore provides a

look at the most risky end of the biotech spectrum. CHART 9: PHARMA AND BIOTECH M&A TRANSACTIONS ANNOUNCED EACH QUARTER • The huge takeovers of Celgene and Allergan in 2019 and Shire the year before has produced some record-breaking M&A years for the biopharma sector in terms of the amount of capital deployed • On deal volume the story has been slightly different. An uptick in M&A is typically predicted at the beginning of any new year, though the graph above suggests that this Christmas wish – on the part of that bankers and advisers

41 | HS&M JANUARY/FEBRUARY 2020

at least – has failed to materialize in recent years. The volume of acquisitions happening has stayed stubbornly flat since 2016 • This analysis concerns only the deal making activity of drug developers – it excludes sectors like medtech and diagnostics, for example. It does, however, encompass all forms of acquisition, such as buyouts of business units or single product purchases • The state of the equity markets in 2020 will help determine whether any power shifts back towards the buyers. Some believe that the cashrich bigger beasts of the sector, several of which are under pressure to find new sources of growth,

Chart 9

will be forced to act. Gilead is frequently named as a group that needs to buy new growth

$8B – show that when big pharma wants an asset, the price seems almost immaterial

• Another issue that potential buyers will have to contend with next year is an increasingly watchful US antitrust watchdog. The FTC’s demands likely delayed the Celgene takeover and more notoriously has prevented Roche from completing its purchase of Spark Therapeutics. Should this deal collapse, regulatory considerations will have to move up the agenda for companies and investors alike. Still, the larger takeovers of 2019 that did happen – The Medicines Company for $9.7B, Array Biopharma for $11.4B and Loxo Oncology for

• This also applies to R&D-stage takeouts: Novartis paid $8.7B for Avexis while Eli Lilly spent $1.6B on Armo Biosciences, both oneproduct companies. If the Spark deal closes, Roche is on the hook for $4.8B ONWARDS AND UPWARDS? While certain concerns will persist this year, many see reason for optimism. The burning question is whether the rally will continue and whether, unlike 2019, any upturn will be more widely felt. “Performance has been quite nar-

row this year, the tide has not lifted all boats,” says Dan Mahony of Polar Capital. “There hasn’t been a lot of risk appetite. I think that’s beginning to change but it’s a fickle thing – some small caps are recovering but I don’t know whether it will persist into next year.” Larger biotechnology companies have been a big area of disappointment, and the likes of Gilead, Biogen and Amgen are all seen as suffering from similar problems: aging franchises and thin pipelines. A broad sector recovery will be hard while the big beasts of the industry remain out of favor with investors.

HS&M JANUARY/FEBRUARY 2020 | 42

INDUSTRY

Chart 10

CHART 10: RELATIVE GROWTH OF THE NBI AND S&P 500 Others are predicting a more sudden end to this rally: Julia Skripka-Serry, a private investor and former biotech fund manager, believes a market correction is inevitable. She points to examples like Karuna and Allakos, both of which boast now multi-billion dollar valuations on the back of ostensibly positive but still early-stage data. “Who doesn’t think that’s insane? Some of these valuations are not sustainable,” she says. Events in the US could easily provide the trigger. While the chance of near-term, substantive changes

to America’s healthcare system seem as far away as ever, the biopharma sector’s pricing practices are under intense scrutiny. That is not going to let up next year, in the US or elsewhere, and in fact will only intensify as drug developers, and investors, increasingly turn their attention towards the sort of therapies that can more easily command a high price. 2020 will be full of deals to access innovation. It will also be filled with discussions about how society can afford to pay for the real clinical and technological breakthroughs that are coming to market at an ever-faster pace. •

COMMENT 43 | HS&M JANUARY/FEBRUARY 2020

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INDUSTRY TRENDS: BY THE NUMBERS Compiled by Cari Kraft, Jacobs Management Group, Inc.

$300B

Size of US medical device market in 2030 The projected size of the US medical device market will top $300 billion by 2030, according to a KPMG report. China will grow to $200B, followed by France, Germany, India, Japan and the UK. Source: KPMG International Strategy Group Report on Medical Devices 2030, published in 2019 (see Healthcare Sales and Marketing’s November/December 2019 issue for highlights)

32%

Percentage of Gen Z consumers who are dissatisfied with traditional medical treatment A recent study showed that nearly a third of Generation Z and 12% of millennials don’t find traditional healthcare services to be satisfactory. They are healthcare “shoppers” more than their parents and grandparents, whose dissatisfaction is in the single digits. Source: Accenture 2019 Digital Health Consumer Survey, February 2019

15%

Percentage of healthcare spending directed towards value-based concepts It’s expected that 2019’s expenditure in value-based care concepts added up to about 15% of total spending. This affected the number of risk-sharing contracts between providers and drug/device OEMs, driving business value. Source: Frost & Sullivan 2019 Top Growth Opportunities in Healthcare by Region and Key Sectors, January 2019 45 | HS&M JANUARY/FEBRUARY 2020

$3.29B

Keytruda growth in 2019 Merck & Company’s Keytruda grew more than any other pharmaceutical product last year, over $3 billion, more than twice the growth of number two, Gilead’s Biktarvy, which added $1.6B. Other leaders were Revlimid, Eliquis, Ozempic, Duplxent, Tagrisso, Imbruvica, Ocrevus and Stelara. Source: Evaluate’s Vantage 2020 Preview, December 2019 (see highlights in this issue)

3-6%

Number of top 20 brands who will not face competition by 2023 In the next few years, only two of the current top 20 original brands, nivolumab (Opdivo) and pembrolizumab (Keytruda), will not be facing generic or biosimilar competition. This will significantly affect the landscape of LOE (loss of exclusivity) worldwide. Source: IQVIA Institute for Human Data Science, “The Global Use of Medicine in 2019 and Outlook to 2023,” January 2019 Global CAGR for industry The global pharmaceutical market will exceed $1.5T by 2023, growing at a 3-6% compound annual growth rate. This is a slowdown from the past five years, which averaged 6.3% CAGR. The U.S. and pharmerging markets, like China, will be the drivers. Source: IQVIA Institute for Human Data Science, “The Global Use of Medicine in 2019 and Outlook to 2023,” January 2019

COMMENT

$350B

Pharma/Life Science sector deal value The pharma/life science sector rose to unprecedented levels in total deal value in 2019, coming in at over $350B. Two large deals, BMS/Celgene and AbbVie/ Allergan, led the way. Pent-up demand for deal making led to aggressive action on strategic agendas last year. Source: PWC Global Pharma & Life Sciences deals insights Year-end 2019 HS&M JANUARY/FEBRUARY 2020 | 46

TALENT TRENDS

Are you taking advantage of the Gig Economy? It offers flexibility, specialized skills and more With the rise of the U.S. gig economy, more and more companies are taking advantage of the resources outside of their own doors And the life sciences industry is at the forefront. According to a recent survey by Experts OnTap, 77% of life science leaders leverage external consulting expertise at least once every year. According to Tania De Decker of Randstad, “The life sciences industry is renowned for its rapid hiring practices. When the U.S. Food and Drug Administration finally approves a new medication, therapy or nanodevice, HR departments at pharma and biotech firms must swiftly launch recruitment campaigns – typically aimed at full-time professionals – to scale up operations to get the product out to market as quickly as possible. However, with the growth of the gig economy, gig workers are quickly emerging as a better way to quickly assemble a cost-effective,

agile workforce for this changing sector. It’s not surprising with the high employment rate and the current candidate driven marketplace companies are turning to the “alternative workforce” to bring in talent in more flexible and on-demand manner. In another Randstad report, “more than any other sector, life sciences and healthcare employers (85%) say talent scarcity is one of their business leaders’ greatest concerns.” According to a recent survey conducted by the Society for Human Resource Management (SHRM), 83% of the SHRM members polled said their organization uses external workers. Last year’s Morgan Stanley report, “The Gig Economy Goes Global,” indicated that the

Figure 1

47 | HS&M JANUARY/FEBRUARY 2020

freelance work force has grown three times faster than the overall workforce, which represents 35% of the total U.S. working population. Estimates suggest that within ten years, freelance workers may represent more than 50% of the U.S. working population. Agility, access to targeted skills sets and labor cost management were the top benefits. Research conducted by NORC at the University of Chicago for the Society for Human Resources and SAP in 2019 (“Want Your Business to Thrive? Cultivate Your External Talent”) concurs: flexibility, access to specialized talent and the need to accomplish specific projects were the three most commonly cited reasons for using external workers. (Figure 1)

TALENT TRENDS TOP BENEFITS OF USING EXTERNAL WORKERS This aligns strongly with the research recently published by HR People + Strategy (HRPS), a Society for Human Resource Management affiliate. (Figure 2) Focusing on the biotech, pharma and medical device sectors in particular, Experts OnTap’s recent study indicates that 90% of life science leaders that tap the gig do so to gain access to specific expertise. (Figure 3) With on-demand consulting on the rise, life science leaders are engaging experts to both augment knowledge and add temporary bandwidth to their teams. (Figure 4) If you do leverage the gig economy, here are top 7 things to think through to make sure you get the best value and protect yourself:

• Direct Hit - When engaging a subject matter expert, finding someone who has “been there and done that” is crucial. In the Experts OnTap survey, over 65% of leaders reported benefiting from external consultants who help set strategy and avoid pitfalls. • Select for what you don’t know - An additional key value area highlighted by life science leaders was providing input and a second set of eyes to key business decisions. Leverage the gig economy to support decisions with experts for short periods with unique industry knowledge. • Confidentiality - When structuring the engagement, make sure to address confidentiality and nondisclosure. • Ownership – In a similar vein, ensuring IP and ownership is another critical engagement factor.

Figure 2

49 | HS&M JANUARY/FEBRUARY 2020

• Flexibility - One of the main appeals of tapping into the gig economy is the flexibility. The best way to leverage that is to engage with an hourly rate so you can adjust your needs up or down. • Best Practices – An advantage of engaging with outside expertise is to bring in best practices, which are easily assessed by considering the quality of the prior companies where they have been associated. • Right Role and Work Style – One last quick check: make sure the person you are bringing in knows the role you want them to plan and that their work style aligns with the team. The gig economy is here and can provide a key competitive advantage to medical device, biotech, and pharmaceutical companies. Whether for expertise or added resource to get a project over the finish line, keep it as a tool in your toolbox. •

Figure 3

90% of Life Science Leaders Bring in Consultants for Expertise

Source: Experts on Tap On-Demand Consulting Study

Figure 4

Source: Experts on Tap On-Demand Consulting Study

COMMENT HS&M JANUARY/FEBRUARY 2020 | 50

MOTIVATION

MOTIVIDEOS By Cari Kraft, Jacobs Management Group How bright-eyed and active are you at your morning meeting? It always helps to have some insights from people who have lived long, studied human habits, or just acquired wisdom in their own unique way. Here again are our kickoff videos that could help the motivation of your staff. Discipline isn’t simple, but there are some ways to improve it Listen to this short 10 minute video in preparation to gain some quick strategies to use when coaching your team members. We all want to improve our efficiency, effectiveness and timing. Here are ten hints about how to achieve that. Tom Hanks tells you how to be more interesting! Our effectiveness at just about everything is based on our ability to influence. Use this quick video to help your team be more interesting with their communications. Tom Hanks seems to always do that! Here’s how.

Conflict resolution: meaningful conversation This 10 minute video can give you some out of the box ideas to help enliven your next meeting. We all have differences. How do we talk to each other despite those? Priya Parker does this for a living. Listen to how she advises others. Getting to Yes! In most of what we do, we are trying to find common ground with others, and get them to a point where we’re in agreement. Here are six short cuts to persuading others of your point of view – in other words, selling! Submissions are welcome. If you have one you like, email a link to me at ckraft@jacobsmgt.com.

Cari Kraft leads a team of master level recruiters at Jacobs Management Group, celebrating 30+ years of executive recruiting in the healthcare (pharmaceutical, medical device, biotechnology) and high-tech industries, nationally. Prior to joining Jacobs Management Group, Ms. Kraft has held positions as a Senior Sales Executive, Director of Business Development and Director of Marketing. She also has deep knowledge of the technology/startup fields, having been in the industry through the rise of the Internet. Ms. Kraft is a University of Pennsylvania/Wharton alumnus holding a degree in economics and decision sciences. Cari can be reached at ckraft@jacobsmgt.com.

COMMENT 51 | HS&M JANUARY/FEBRUARY 2020

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PHARMACEUTICAL

Great Advice From Great Minds:

Novartis Oncology Head: from Medicine to Management Emanuele Ostuni, currently Novartis Head of Cell and Gene Therapy in Europe, has seen patients up close since he was a boy in southern Italy. He is now living his dream job helping patients as Europe Head, Cell and Gene Therapy at Novartis Oncology. The interview, by Jill Donahue As a young boy, Emanuele’s father, a surgeon, took him to the hospital regularly. Emanuele knew all the nurses by name. He also worked in his dad’s private practice. “My dad never turned anyone away,” said Emanuele. Even on vacation, he remembers acting as nurse on their sailboat helping a fellow boater who was in trouble. He followed him on house visits and saw in his father a man who did anything necessary to help patients. This was a conundrum for the young boy. He too wanted to help patients but was wary of becoming overwhelmed by the responsibility. At Georgetown in a pre-med program, he was volunteering in the neurology department where he saw patients not progressing. He thought that maybe by going into research he could help people for whom there was currently no help. At Harvard he got a PhD in chemistry and collaborated with researchers at Harvard Medical School and MIT, developing new material surfaces and approaches to controlling single cells.

The technology was interesting and he joined a startup that would commercialize it. He loved understanding the science and soon realized he was also fascinated by taking a product to market. This was the test of whether your discoveries really made a difference. To get a grounding in business and strategy, he spent four years at McKinsey. “They had the guts,” Emanuele said, “to take people with PhDs and teach them the basics of business and send them out working with clients.” It was like getting an MBA through realworld experience. Eventually, wanting a more handson impact, he went back to Boston and became VP of Business Development at Nano Terra, another startup. While there, he started a biotech, Enumeral Biomedical Holdings, with a former colleague who became a professor at MIT. But there was still a bigger picture he wanted to see, the process from discovery through manufacturing, approval, sales and marketing.

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So he started talking to Sandoz, a generics company. Against the advice of colleagues and friends, he was convinced that it was the right business for him to join. The cycle times were fast, so he could see very quickly how products were developed and sold. He oversaw many launches globally and learned how to run branded and generic pharmaceuticals businesses as Head of Specialty and Hospital Franchises and Head of Business Unit Rx and Regional Alliance Manager. He worked in Eastern Europe, managing growth and expansion strategies in the backdrop of highly volatile markets – important skills for what was to come. DREAM COME TRUE That’s when the opportunity with CAR-T arose. It was a dream come true role for Emanuele when he joined Novartis in 2017. He had been watching the area develop from a distance and was amazed by the impact the therapies were delivering to patients. He moved

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PHARMACEUTICAL Emanuele Ostuni

his family to Basel to build a team to deliver Kymriah broadly across Europe. It was completely unique, because they had to find a way to deliver a living product. The infrastructure needed is new for the industry, requiring direct links to physicians who may prescribe. His team had to develop services to support hospital readiness, service and logistics. In addition, they had to build teams in all countries and develop approaches for sustainable reimbursement and market access. In addition, new payment models are necessary to allow countries to access the product. It’s a new and complex approach.

systems are not completely ready. Physicians are excited while at the same time their experience with this kind of product is limited. Healthcare systems, hospitals, and payers are not ready for a product that is given once and can have lasting effects over several years. Most healthcare systems are used to treating patients on a chronic, regular basis. Patient organizations have also been overwhelmed by the availability of these new approaches. It’s great, he says, seeing amazing collaboration among market participants, but also frustrating when all those things don’t work.

WHAT SURPRISED HIM THE MOST?

WHAT DRIVES HIM TO FIGURE OUT HOW TO MAKE THE SYSTEM WORK?

Emanuele said he didn’t realize how complex it would be. Such a new, transformative product brings out the best and the worst in people and processes. The

“I am very close to patients now. If there is something that makes me not stop, it’s figuring out how to get a patient access to the product, knowing it could be life-changing

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for them,” explained Emanuele. “The thrill of solving a problem to improve someone’s life, to have that real impact, that drives me,” he added. “Sometimes we can’t help. It’s a fact of life. I have to feel positive that I and my team did our best.” PATIENT ACCESS IS THE PRIMARY POINT It starts with some major and minor signals that all add up, he explained. “We focus the team on one target of patients identified for treatment– not country specific – we think of one regional number – one common objective. This results in greater collaboration.” His first point in his communications when discussing performance is not on sales, it’s on how many patients were identified to receive the therapy in a given period. The technicality of how they recognize revenues is secondary to how many patients they can

impact. “Can we give access to the product to patients within label? That’s our focus,” explained Emanuele confidently. They ask every person “If you were a patient, would you want this, would this be ok with you? And if you were a physician, would you want this? Are you OK with a patient passing away while waiting for a product?” He has seen that with this approach the light bulbs go off. “When it really clicks, he said, you see real change in behavior. It’s almost a militancy.” People realize we should change anything that gets in the way of that patient access. LOVE AND LIQUID NITROGEN Emanuele is quick to point out that nothing happens without a strong team. With his leadership team, early on, they worked to define their long term vision and the key principles behind it to make sure that “we could always check ourselves against them to stay on track.” The vision was given the name “Love and Liquid Nitrogen.” “We wanted to reflect the passion we have for patients and for supporting each other while connecting that to the task of delivering our product, which is shipped in liquid nitrogen.” Beyond the leadership team, which meets frequently, they organized an allhands meeting to ensure all colleagues made the vision theirs and that they could learn from each other and connect. “We recognize the importance and the gravitas of what we do, and at the same time, we want to have fun together while doing it.” THE FIRST CHILD TREATED WITH KYMRIAH Looking back, Emanuele remembers his first realization of mortal-

ity. “I remember some house calls with my dad and realizing the patient was just on palliative care – they weren’t going to get out of bed,” he reflected. He saw patient care at its best and at its limit – when there was nothing else that could be done. “Now, I’m working in a place where something can be done,” he added with pride. “There is a small group of patients, with these two cancers, that now have more options than before. “I am exactly where I want to be. I’ve been training to be here for a long time,” Emanuele explained. He still has the bracelet he made with a Swedish patient group on the day he met Emily Whitehead – the first child treated with Kymriah at age 7 who is alive 7 years later. “That was a big day for my team and me. My team ask me why I wear this bracelet. It’s my inspiration,” he said, then added, “My role was announced on May 10, 2017. I didn’t think of anything of the date. That afternoon the media lit up like a Christmas tree about Emily Whitehead – it was her 5-year anniversary of being cancer-free. It still gives me goose bumps. I feel very connected to my purpose.”

When I asked Emanuele what he wanted from this article. He said “I’m proud of my story. I want my story to help others find their own story and make a difference. If there can be more leaders driven by purpose, we as an industry can do better for patients. Sometimes people are so far removed from the patient that it is embarrassing. I want to build a bigger community focused on what makes a difference and what makes the world better for patients.” Thank you, Emanuele for your inspirational story. You made a difference sharing it. To learn more about Emanuele, enjoy the video interview where he answers questions like: 1) What are you most excited about regarding new treatments for cancer? 2) How important is patient centricity to collaboration and to creating effective digital tools? 3) Where should patient centricity sit in the organization? 4) How do you measure success? 5) How do you help your team connect with what patient centricity means to them? •

Jill Donahue Principal, Excellerate Author, Engage Rx: The 3 Keys to Patientfocused Growth Co–founder, The Aurora Project Jill, HBa, MAdEd, is a keynote speaker, author and thought leader who has authored two books on Influencing in patient-focused ways and co-founded The Aurora Project, a global patient-centricity group. She also serves as Associate Editor of Healthcare Sales & Marketing. Jill.Donahue@excellerate.ca

COMMENT

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MARKETING

Former BD and J&J Exec on the Secrets of Building a Marketing Strategy That Gets Results By Rick Thomas, CEO, Innovation Health Resources

Rick Thomas started at the top of the industry, at Johnson & Johnson, and he credits this experience as contributing to the wisdom he brought to all his subsequent assignments. Primarily, he says that the J&J Credo was influential to him.

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BURLINGAME, CA JUNE 1-3, 2020

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Zoe Dunn Principal HALE ADVISORS

Ryan Flinn Innovation Integration Communication Leader JOHNSON & JOHNSON INNOVATION

Tatsiana Gremyachinskiy Digital Marketing Strategy and Analytics Consultant

Kevin Hsieh Service Lead, Web and Mobile GENENTECH

Tina Sampath Vice President Marketing BLUE EARTH DIAGNOSTICS

Paul Murasko Senior Director, Digital Customer Interaction IPSEN BIOPHARMACEUTICALS

Alvin Lin Senior Director, Global Marketing PORTOLO PHARMACEUTICALS

Omar Khateeb Director of Growth PORTRERO MEDICAL

Craig Hashi Industry Manager FACEBOOK

Daryn Henry Creative Director ARTERIC

Liam Sherman Director of Business Strategy MELTMEDIA

Adam Derengowski Senior Vice President of Sales DMD

Parker Richardson Director, Digital Asset Management and Approval Program GLAXOSMITHKLINE

John Vieira Head of Commercialization SOL GEL TECHNOLOGIES

MARKETING

Rick Thomas CEO, Innovation Health Resources It’s a simple document, but powerful in its commitment. It says that the first responsibility is “to the patients, doctors and nurses, to mothers and fathers and all the others who use our products and services.” It goes on to demand quality, value, reasonable prices, promptness and accuracy, and the opportunity for partners to make a fair profit. As well, it details responsibilities to employees, such as inclusion, diversity and dignity, health and well-being, and a concern for their families. Capable, just and ethical leaders are important, as is responsibility to the communities J&J serves. Lastly, it mentions the stockholders. Logical and not revolutionary, it nevertheless sets a tone for the conduct of the company and all its employees, one that predicted the forward thrust of Rick’s career.

Working for J&J Baby Products, Ethicon and J&J Healthcare Systems, he held several positions, heading up corporate account management and marketing for U.S. hospitals and health systems, increasing market share in a key strategic franchise by 52% in just two years, and being recognized as Sales Representative of the Year for Ethicon, Inc. and Top Competitive Conversion award winner, and even The J&J Presidents Award given by the Office of the Chairman for his novel and innovative successes at J&J Healthcare Systems repositioning how J&J works with its customers, among other achievements. Rick moved on to become VP Sales and Marketing for Becton Dickinson, and then CEO and President of Synergia Opcare, dedicated to changing the way chronic disease is managed for better outcomes. LISTENING AND LEARNING Through it all, Rick saw something lacking across the industry and the companies he was dealing with. His concern was that the primary focus was always on the features and benefits of the products, rather than asking about, listening for, and responding to, the challenges that healthcare professionals and patients were wrestling with. For instance, at Synergia, he helped HCPs and hospitals keep patients on their regimen. “They were good at diagnosing and

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prescribing, but lacked the tools to help patients be compliant.” He said roughly 20% of patients follow the care plan provided by their physicians, but the remaining 80% do not. “A patient just needs ongoing support when they’re not with their physician to help them stay on track with the physician’s plan.” To remedy this imbalance, “We engaged the patient more fully in that plan … walking along beside them and guiding them, providing education materials, phone support, online support and reference materials, reminders and technological tools to help them stay informed and stay on track. “What this led to was a significant improvement: hospital readmissions were reduced, readmission costs and penalties were reduced, overall cost of care went down, and improved patient outcomes were achieved.” That fit into a larger problem that Rick recognized. “In order to be a truly valued supplier, you can’t just solve the narrow medical issue. You have to understand the environment in which the doctors and hospitals exist, and ultimately the one that the patients deal with. To do that, you have to ask the right questions and ask them of the right high level executives.” This is what led to the current phase of his career: helping companies understand the answers to the questions they never thought to ask.

“Most organizations pull up their data, build models, and look for trends. This approach doesn’t maximize the value your data can provide. You need insights that are more actionable, supported by your business’ existing infrastructure, and account for regulatory hurdles and market dynamics.” SHARING THE TOUGHEST PROBLEMS Rick advocates a process he calls “immersion in the culture.” He explains “We ask people to share with us their toughest problems – the challenges they haven’t been able to solve. We even put our own fees at risk. We tie our compensation to performance.” He hears about the significant challenges of readmissions, patient safety, adherence, and other issues that have cost the healthcare industry billions of dollars. “People complain about hospital costs, but the truth is that these institutions operate on very thin margins. This approach is the culmination of innovations Rick has initiated over the years. He devised the first value-based sales and marketing platform for hospital healthcare, totally re-training the sales organization, and shifting people based on their skill sets. When his value-based approach was applied, sales increased 250% in 18 months for one client, while also increasing profitability 28%, since it was a much more efficient and compelling sales process. He also

helped the company improve their pipeline through a better and more innovative understanding of the marketplace.

and pulmonary conditions, for instance. “These and other areas are greatly in need of innovative approaches,” Rick says.

When he saw products that had real potential not getting traction in the marketplace, he changed that trajectory by matching the pitch to the concerns of the hospitals. “Nothing changed except our understanding of their headaches. But that was major.” Changing marketing strategy and tactics for another client, he helped them boost sales 300% in two years.

Asked to enumerate the elements, goals and benefits of innovation, he offered these: 1. Apply a different way of thinking 2. Devise a faster sales process: a. Align with customers on tangible, credible “take it to the bank” solutions

Rick says that this is vastly different from traditional “selling.” He indicates that it’s more about any conversation you might have with someone whose problems you care about. It creates strong business friendships. “You change from a salesperson into an ally.” WHAT’S NEXT Even with the significant changes he’s been able to manage, Rick sees much more potential on the horizon. In the healthcare arena, he sees two key trends. Connected care is one: creating a shared set of information and a common agenda among the hospitals, physicians, pharmacists, other healthcare professionals, and the patients. This is key to advancing the goal of better outcomes. Chronic care management is another: dealing with patients not in the hospital setting, but who have long-term cardiac

b. Get into the heads of the key decision makers c. Discuss how your product and service can help them toward their key issues, such as improvements in safety, productivity, patient care and results, reduction in readmission penalties, and other pain points Develop a plan with the customer that helps them achieve their key goals and objectives through the use of your products and services. Therefore, you have a plan, but it’s the customer’s plan. You’re no longer “pushing a rope” but instead have a compelling sales and marketing plan that is driven by the customer. •

COMMENT

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INNOVATION

Innovators Across the Industry Teva, Sanofi, Biomarin, Janssen and Others Recognized at eyeforpharma Awards On December 11th in Philadelphia, the eyeforpharma Awards 2019 celebrated 16 winners making genuine innovation visible, setting the bar higher and broadening the possibilities for pharma by showing what can be achieved. The eyeforpharma organization recently became part of Thomson Reuters, under its new Reuters Events division. The eyeforpharma mission is to make the industry more open and valued, sharing intelligence and best practices to help achieve more transparency and trust. It provides a hub for senior-level pharma executives, patient groups and other health stakeholders to exchange ideas and observe shifting trends and practices. At the eyeforpharma awards they recognized meaningful innovation that has an impact on our effectiveness and reputation.

Chairman Paul Simms said “With 500 nominations, our judges – a mixture of patients and health professionals – deliberated hard for many hours, finally settling on just 16 winners, each exemplifying the very best work in pharma. By ‘best,’ we mean not just internal successes (like revenue or ROI), but real impact on patients, caretakers and international health systems. This is the night I feel most proud to work in this industry – the range and quality of solutions shows we can make a real difference.”

MOST VALUABLE HEALTHCARE/HCP INITIATIVE BioMarin A Global Rare Disease Education Campaign Reaching target physicians globally with a high-quality, in-depth educational message about a rare disease was the challenge BioMarin faced when it set out to educate HCPs around the world about MPS (mucopolysaccharide) disorders. It used Figure 1, a mobile app that helps healthcare professionals share cases to improve patient outcomes. Together with Dr. Chris Hendriksz, a pediatrician and expert in MPS, they collaborated to identify a broader educational initiative to address an unmet need. For Figure 1, this campaign represented a chance to prove the value of both the app and its educational platform on a global scale. 63 | HS&M JANUARY/FEBRUARY 2020

INNOVATION MOST VALUABLE COLLABORATION Teva + Direct Relief Collaboration Teva and Direct Relief have a long-standing partnership to deliver essential, lifesaving prescription medicine to patients in underdeveloped regions around the world, as well as support a network of clinics in the U.S. Teva makes additional donations in times of natural disasters, such as earthquakes, hurricanes, tsunamis, and tornadoes. Collaborations and partnerships in the form of product donations, grant programs â&#x20AC;&#x201C; such as EnhancingAccess2Care -- research and thought leadership around MCC, and convening dialogue and engagement with national and global stakeholders help galvanize new research and seed novel solutions that provide tangible value to patients, their caretakers, families and healthcare providers. MOST VALUABLE BREAKTHROUGH/DISCOVERY nQ Medical neuroQWERTY AI company nQ Medical has developed a computational biomarker proven to substantially change disease management for a wide range of neuromotor and neurocognitive disorders. Users type and tap touchscreens on electronic devices and the nQ platform, neuroQWERTY, analyses user interaction to capture functional decline related to neurodegenerative disorders. It allows for precise monitoring of small changes in neurodegeneration that frequently go unnoticed by clinicians. nQ allows for 24/7, passive, and cost-effective remote monitoring of disease progression and the impact of drug therapy. MOST PROMISING MVP/PILOT Ascensia Better health outcomes and lower healthcare costs arising from behavioral science insights have been the aim of Ascensiaâ&#x20AC;&#x2122;s Interconnected Diabetes Management Solution (IDMS) for People with T2D. The solution combines guidance from a Certified Diabetes Educator (CDE) via a mobile app with a self-management tool. The solution helps patients navigate all aspects of daily life, from meal planning and physical activity to mental well-being and sleep habits, encouraging small changes to improve diabetes management.

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MOST PROMISING AGILE TRANSFORMATION UCB PVU Internal Engine The neurology division of UCB’s novel agile go-to-market model is challenging local teams to become experts in their local healthcare “ecosystems” to uncover shared interests with stakeholders, and partnering to create new opportunities for patient value creation and increased return on healthcare investment. UCB worked first-hand with other companies that had been through the process in the US and EU in industries from banking to logistics to manufacturing. Its pilot has already demonstrated a measurable difference in company performance across all key measures. MOST VALUABLE CLINICAL/ACCESS INITIATIVE Sanofi Patient Informed Research & Development Since 2011, Sanofi has been using direct patient input to inform its research priorities and also reduce the time and burden required to complete development stage clinical trials. Patient input into clinical trial design across all therapeutic areas is now helping Sanofi achieve a year-over-year acceleration in its time to market. It is now third in industry benchmarking. MOST VALUABLE AWARENESS INITIATIVE Merck A Touch of Sugar Merck’s documentary “A Touch of Sugar”—aimed to create an unprecedented and far-reaching educational initiative that would draw greater attention to the fact that more than 30 million Americans have diabetes, to the factors that impact T2D outcomes, and to activate the community to seek appropriate treatment. It tells its powerful story through the voices of people united in their struggle with this chronic disease. Along with two versions of the documentary—a short-form and long-form—a third edition of the film was created, “Un Toque de Azúcar,” focusing specifically on the Hispanic population, a key demographic for Merck.

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INNOVATION MOST VALUABLE EDUCATION INITIATIVE Janssen Journey to Better Health In collaboration with the independent non-profit CISCRP (Center for Information & Study on Clinical Research Participation) and LA-based media production company Wondros, Janssen designed, tested and toured its first-of-its-kind â&#x20AC;&#x153;Journey to Better Healthâ&#x20AC;? recreational vehicle. Its interactive educational displays and multi-lingual ambassadors helped explain the clinical research process and advances in medical knowledge, and provided next steps for individuals who were interested in evaluating clinical research options in their communities. The unit visited 10 events attended by a quarter of a million people in the Los Angeles area in 2018, generating more than 750 unique conversations about clinical research. MOST VALUABLE DATA & INSIGHTS INITIATIVE LEO Innovation Lab Imagine Free skin-tracking smartphone app Imagine helps patients stay in control of their skin condition. Users can track skin lesions as they change over time by taking pictures, empowering them to draw correlations with lifestyle triggers, assess the efficacy of treatments, and find optimal treatment and lifestyle faster. The data also bridges the gap between consultations by creating visibility on the progression of skin lesions. LEO is using the extensive imaging data from Imagine to develop a diagnosis platform capable of identifying skin conditions from smartphone images. Its database comprises thousands of images representing diverse skin types from around the globe. MOST VALUABLE SERVICE OR DIGITAL THERAPY Annexus Annexus Health Reducing the administrative burdens across the patient journey is the aim of AssistPoint, a single-enterprise, cloudbased solution, used by provider groups to manage the financial assistance cycle management process to help ensure patients receive the right treatment at the right time at less cost by improving the administration and coordination of workflow and services along the patient care continuum . 67 | HS&M JANUARY/FEBRUARY 2020

GLOBAL HEALTH PIONEER Teva and Multiple Chronic Conditions (MCCs) Teva analysis revealing that 30% of adults globally have more than two chronic conditions led it to seek insights from patients, patient advocates, caregivers, health care professionals (HCPs), health system representatives, and global health leaders. It realized that patients with MCC make up a whole new segment, with not only common challenges but also potentially predictable co-morbidities or clustering of their conditions. In the light of its findings it has decided to make MCC a priority, gathering partners to identify solutions by championing this pressing issue and elevating it on the global public health agenda. ENTREPRENEUR AWARD: HEALTH SOLUTION PARx Solutions PARx Solutions helps patients get the medications that their physicians believe are most appropriate by helping prescribers overcome the cumbersome, frustrating and time-consuming challenges resulting from prescription Prior Authorization (PA) â&#x20AC;&#x201C; the requirement by a patientâ&#x20AC;&#x2122;s health plan to approve a specific medication for reimbursement. Without this, many patients cannot receive insurance coverage for prescriptions. Physicians using PARx end up with more patients receiving the originally prescribed medication for their conditions, while saving time on administrative activities. PARx also streamlines the process for the prescriber. ENTREPRENEUR AWARD: PATIENT SOLUTION Saarathi - Ranjeeta Vinil Saarathi Healthcare was the first company in India focused on the unmet need of disease awareness, patient counselling, disease management, early diagnosis and treatment compliance, reaching every part of the country due to highly-integrated, multi-lingual tele-counselling with tested technology and data management. Its network of trained field paramedics covers almost 60 cities, leading to better service penetration in clinics, hospitals, homes and rural areas. SH has tied up with various companies to provide innovative point-of-care devices to help screen patients early at screening camps across India.

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INNOVATION PATIENT CHAMPION AWARD: PATIENT ADVOCATE Alicia C. Staley, Senior Director, Patient Engagement, Medidata On July 4th, 2011, three-time cancer survivor Alicia Staley and fellow survivor Jody Schoger organized their first tweet chat for breast cancer survivors using the hashtag #BCSM, for Breast Cancer Social Media. Staley and Schoger have since built a powerful global online alliance, 20,000 members strong, dedicated to empowering cancer patients and caregivers through evidence-based information and compassionate support. Eight years later, #BCSM is widely recognized as the gold standard for disease-specific social networks, in part due to its rigorous focus on medical evidence. The first of its kind, #BCSM has spawned dozens of other cancer support communities. PATIENT CHAMPION AWARD: PHARMA Novartis - Doing Everything Differently to Make a Difference The Novartis Sickle Cell Disease (SCD) Team is a purposebuilt team that was formed in the beginning of 2018. It combines seasoned Novartis players with a group of new hires who bring unique skill sets. The team understood the strong need to increase awareness about a disease few know or care about. Most importantly, they knew that it was critical to drive a sense of validation in the community. To this end, they created Generation S. Generation S is more than a multichannel initiative. It is a movement for people in the sickle cell community to come together, to speak out, and to be heard. Generation S provides a platform for people impacted by this disease to share their stories and to shine a light on the SCD experience. LIFETIME ACHIEVEMENT Ken Getz, Chairman, CISCRP, accepted by Jill McNair Ken Getz is Chairman of CISCRP, a non-profit organization that he founded to educate and raise public and patient awareness of the clinical research enterprise. He is also the Director of Sponsored Research and an associate professor at the Tufts Center for the Study of Drug Development, Tufts University School of Medicine, where he conducts research programs on drug development management strategies and tactics, outsourcing, global investigative site and patient recruitment practices and policies. 69 | HS&M JANUARY/FEBRUARY 2020

SPECIAL COMMENDATIONS Most Valuable Healthcare/HCP Initiative Janssen with Health Caring Conversations for Clinical Research Most Valuable Breakthrough/Discovery Alnylam for ONPATTRO Most Promising MVP/Pilot Allergan with Spotlyte, the first-in-category digital content hub.

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Most Promising Agile Transformation Parexel with Configurable, regulatory grade real world data platform Most Valuable Clinical/Access Initiative Leo Innovation Lab: Studies&Me Most Valuable Education Initiative Janssen with The American Gastroenterological Association’s (AGA) IBD Parenthood Project Most Valuable Awareness Initiative Horizon with #RARE Most Valuable Data & Insights Initiative Catalia Health with how robotics and AI provide improved medication adherence and cost efficiencies

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Most Valuable Service or Digital Therapy Oshi Health, the mobile app & platform for inflammatory bowel disease Entrepreneur Award: Patient Solution Enable Injections with enFuse, innovative on body infuser with vial transfer system Entrepreneur Award: Health Solution Annexus Health with reducing the burden across the patient journey

COMMENT

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NEW! AGENCY AND PROVIDER DIRECTORY! Healthcare Sales & Marketing’s New Feature As a value to the industry, we have initiated a project to profile the top agencies so that you have them at your fingertips. We are compiling a digital, searchable, single source to give you access to the who’s who, their strengths, vision for the future, leadership and strategies, so that you can get a better feel as to how they work. We are driven by the input of our readers so please let us know if you have an agency or provider you would suggest we profile. You will see some of the best with links to all their websites, their philosophy and history, as well as what makes them special. This is all in keeping with our goal of having the hottest industry companies and the top thought leaders in in the pages of every issue of HS&M. Our goal is to constantly expand the value we bring to you.

If you would like to be featured, or have an agency or provider to recommend, please reach out to our Associate Publisher, Natalie Newcamp, at nnewcamp@hsandm.com.

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AGENCY & PROVIDER DIRECTORY JAN/FEB 2020

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AGENCY & PROVIDER DIRECTORY

Company Overview: Catalyst is an insights-driven healthcare communication agency. Our goal is to help you solve your communication needs no matter how complex. We engage your audiences and drive change by providing solutions that serve as a vehicle for sustainable growth. Address: West Coast 3617 East Broadway, 19 Long Beach, CA 90803 East Coast 4695 Independence Avenue Bronx, NY 10471 Phone Number: 914-318-6351 Website: www.catalyst-agency.com Social Media:

Leadership: Steve Kane Managing Director New Business Contact: Steve Kane skane@catalyst-agency.com 914-318-6351 Year Founded: 1999 Number of People: 12 Service Focus: Healthcare marketing, communications and technology solutions including Disease-state awareness and Clinical education. Areas of Expertise: Branding, Portfolio brand management, Print design, Web design, 3D animation, Web technology, and Business efficiency solutions. Whatâ&#x20AC;&#x2122;s New: Long Beach, CA office

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AGENCY & PROVIDER DIRECTORY

Company Overview: Founded by doctors, engineers and data scientists, COTA is committed to bringing a patient first approach to cancer care through the use of real-world evidence. The Company organizes fragmented, often hidden data from the real world to provide clarity in cancer care. Combining clinical expertise in cancer with proprietary technology and advanced analytics, COTA’s platform helps inform decisions and action in oncology. COTA partners with providers, payers, and life science companies to ensure that everyone touched by cancer has a clear path to the right care. To learn more about COTA and how to make better decisions with the right data, visit cotahealthcare.com. Address: 100 Broadway, 7th floor New York, NY 10005 Phone Number: 866-648-3833 Website: www.cotahealthcare.com Social Media:

Leadership: Mike Doyle — President & Chief Executive Officer • Andrew Nordon, MD — Chief Medical officer • Elizabeth Rushforth — Chief Legal Officer • Bernard Chien — Chief Technology Officer • Vivek Kumar — Senior Vice President, Operations and Delivery • C.K. Wang, MD — Senior Medical Director, Clinical Oncology • Elizabeth Lamont, MD — Senior Medical Director, Outcomes Research New Business Contact: Jaimee Ryan 617-733-5509 Jaimeeryan@cotahealthcare.com Year Founded: 2011 Number of People: 100 Areas of Expertise: Cancer care, real-world evidence, real-world data, precision medicine, oncology, technology. What’s New: COTA recently won the Health Tech Challenge at the eyeforpharma conference in Philadelphia! Our senior medical director, Dr. C.K. Wang discussed how real-world evidence can answer key questions in cancer care. COTA has some exciting news coming down the pipeline, so be sure to check back on our social pages for updates and news announcements including a brand new website! HS&M JANUARY/FEBRUARY 2020 | 74

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AGENCY & PROVIDER DIRECTORY

Company Overview: LiveWorld is a digital agency specializing in social media delivering healthcare marketing and customer service solutions that help companies build stronger patient and healthcare provider relationships. We provide consulting, strategy, and creative along with human agents, conversation management software, and chatbots for digital campaigns and social media programs. Our clients include AbbVie, AstraZeneca, BMS, Pfizer and Zoetis among others. Address: 4340 Stevens Creek Blvd. Suite 101 San Jose, CA 95129 Phone Number: 800-301-9507 Website: www.liveworld.com Social Media:

Leadership: Peter Friedman, Co-Founder & CEO David Houston, CEO Martin Bishop, VP of Client Services Dawn Lacallade, Chief Strategist Jena Dengrove, VP & Creative Director Jason Liebowitz, VP New Business Development Jason Kapler, VP of Marketing Frank Chevallier, VP of Software Products Lisa Sutton, Chief Nurse, Clinical Operations

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New Business Contact: Jason Liebowitz VP New Business Development jason@liveworld.com (347) 276-2644 Year Founded: 1996 Number of People: 35 Parent Company: LiveWorld Areas of Expertise: LiveWorld provides a full range of services and software that help pharma brands build and operate effective, compliant social media programs that positively impact business goals and patient outcomes. LiveWorld guides and enables branded conversations that create emotional connections with customers, resulting in action, sales and advocacy. We help our clients gain share of mind and heart through social media engagement across digital marketing, sales and online customer care. What’s New: LiveWorld was recently named “One to Watch” in MM&M’s Top 100 Healthcare Agencies Magazine. Read the press release: https://www.businesswire. com/news/home/20190903005540/en/LiveWorldNamed-%E2%80%98One-Watch%E2%80%99MMMs-Top-100

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AGENCY & PROVIDER DIRECTORY

Company Overview: McCann Managed Markets is a strategic healthcare communications agency specializing in managed care marketing. We develop customized solutions across the managed markets value chain for a range of customer segments, including payers, health systems, organized provider groups, employers, pharmacists, office staff, and patients. Guided by our expertise in strategy, launch execution, and innovative solutions, we are well equipped to help clients navigate the complex and evolving managed markets landscape. As an integrated part of McCann Health, a global network of companies across 6 continents, we work on multiple cross-portfolio deliverables for our clients. Address: 49 Bloomfield Avenue Mountain Lakes, NJ 07046 600 Battery Street San Francisco, CA 94111 Phone Number: 973-917-6623 Website: www.mccannmanagedmarkets.com Social Media:

Leadership: Kim Wishnow-Per President New Business Contact: Roshan Rahnama roshan.rahnama@mccann.com 862-777-0742 Year Founded: 2002 Number of People: 66 Parent Company: The Interpublic Group Awards: 2016 Healthcare Network of the Year—Lions Health 2017 Healthcare Network of the Year—Lions Health 2018 Med Ad News Best Managed Markets Campaign Areas of Expertise: Market access, above-brand solutions, patient access and reimbursement, pharmacy, and integrated pull-through. What’s New: We have an additional office in California Brand/initiative wins: 12

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Offices in San Diego and New York Address: 5780 Brittany Forrest Suite 1000 San Diego, CA 92130 Phone Number: (858) 775-4273 Website: www.rareexpertise.com Social Media:

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Leadership: Jack Davis Founding Partner Jeff Sweeney Founding Partner New Business Contact: Jeff Sweeney jeff.sweeney@rareexpertise.com (858) 775-4273 Year Founded: 2016 Number of People: 10 Service Focus: Identifying and activating people with rare disorders Parent Company: Independent agency Areas of Expertise: Extensive rare disease experience (21 different brands). Patient identification and activation, HCP and patient education, online influencer networks, a database of rare disease patient journeys. Whatâ&#x20AC;&#x2122;s New: In September 2018, Rare Expertise formed a joint venture with SCOUT, a leading healthcare marketing agency focused on orphan drugs and specialty pharmaceuticals, to shorten the time for people with rare diseases to obtain an accurate diagnosis and begin appropriate treatment more quickly.

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Address: 55 Bank Street Morristown, NJ Phone Number: 973-867-6500 Website: www.revhealth.com Social Media:

AGENCY & PROVIDER DIRECTORY

Leadership: Bruce Epstein, Brian Wheeler, and Bruce Medd, Managing Partners New Business Contact: Bruce Epstein bruce.epstein@revhealth.com 973-867-6502 Year Founded: 2006 Number of People: 151 Service Focus: Full-service advertising agency providing strategic consulting, campaign development, personal and non-personal communication. Parent Company: RevHealth, LLC Awards: RevHealth’s creative expertise has been recognized in 2018 with wins from Communicator, Digital Health, RX and PM360. We are also a 3-time Med Ad News Category II Agency-of-the-Year Finalist and MM&M gold winner Areas of Expertise: Strategic and tactical planning; global professional advertising and promotion; US consumer advertising and promotion; provider, patient, and sales representative education; brand naming and lexicon development; digital innovation, development, and implementation; market access strategy and execution. What’s New: As we continue to expand our business, we have opened an additional office in Morristown. HS&M JANUARY/FEBRUARY 2020 | 78

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AGENCY & PROVIDER DIRECTORY

Company Overview: We connect pharmaceutical brands to the right consumers from the moment they begin their search for health options in our premier network of pharmacies and continuing to do so wherever their healthcare path may take them. Rx EDGE Media Network is a leader in the healthcare marketing industry with over 18 years of experience delivering hundreds of successful campaigns for pharma brands. Even as media consumption becomes increasingly dispersed, the pharmacy exists as the single mostoften visited healthcare destination in the lives of Americans, and combined with digital technologies, it produces an exceptionally broad reach. Address: 111 Water Street East Dundee, IL 60118 Phone Number: 800.783.7171 Website: www.rxedge.com Social Media:

Leadership: Nate Lucht, President and CEO nathan.lucht@leveragepointmedia.com New Business Contact: Michael Byrnes, EVP Sales Michael.byrnes@rxedge.com 610.431.7606 Year Founded: 2000 Parent Company: LeveragePoint Media | LLC 79 | HS&M JANUARY/FEBRUARY 2020

Awards: PM360 Trailblazer Awards PM360 Elite Awards DTC Perspectives Advertising Awards PM360 Pharma Choice Awards Service Focus: Rx EDGE Media Displays: Through our prominent, strategically-placed displayed delivered in a network of 27,000+ retail pharmacies, we help pharmaceutical brands motivate consumers at the most relevant times…when they are actively searching for ways to take care of themselves. Our Media Displays enlighten, engage, and inform. Rx EDGE Unlimited™: This cross-channel solution combines the power of our brick-and-mortar network with premium digital inventory and advanced analytics to bring pharma brands and audiences together. Rx EDGE Unlimited delivers exceptional reach, frequency, and influence. Insight EDGE™: A suite of data resources that the Rx EDGE analytics team applies to every program to ensure that pharma brand messages are seen by the right consumer. Areas of Expertise: We Maximize Impact: Rx EDGE is the only targeted media platform that uses the pharmacy as a consumer’s gateway to immediate information as well as ongoing connections to the pharma brands that are relevant to their healthcare needs. Brands that use Rx EDGE programs see an average script lift of 12.5%. We Align the Right People, Places, and Times: Through our relationships with key retailers, we can access data not commonly available through other marketing service providers − making our Insight EDGE™ targeting platform unique in the pharma marketing space. We Offer Proven Results: Measurement defines the core value we bring to every initiative. Using thirdparty analytics, results are evaluated with a significant level of precision. In addition to a lift in prescription volume, our programs also result in an average return on investment of $8.12. What’s New: Rx EDGE Unlimited™ is a new cross-channel approach that combines Media Display, mobile, and programmatic digital ad placement to boost campaign effectiveness.

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AGENCY & PROVIDER DIRECTORY

Leadership: Jennifer Brekke Principal Raffi Siyahian Principal

San Diego, Atlanta, Chicago, New York

New Business Contact: Raffi Siyahian rsiyahian@findscout.com (858) 538-7777 x251 Year Founded: 1990

Address: 12520 High Bluff Drive Suite 340 San Diego, CA 92130

Number of People: 125

Phone Number: (858) 538-7777

Parent Company: The Stagwell Group

Website: www.findscout.com

Awards: PM360 Trailblazer Agency of the Year Finalist; PM360 Pharma Choice gold award; Humanitarian Awards nominee, Healthcare Marketers Exchange.

Social Media:

Service Focus: Full-service

Areas of Expertise: Rare diseases, specialty pharmaceuticals, orphan drugs. Whatâ&#x20AC;&#x2122;s New: In September 2018, SCOUT formed a joint venture with Rare Expertise, a company with proprietary data-driven tools for identifying and activating people with rare disorders, to shorten the time for people with rare diseases to obtain an accurate diagnosis and begin appropriate treatment more quickly.

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AGENCY & PROVIDER DIRECTORY

Company Overview: Silverlight Digital is a New York-based digital media agency that adopts a consultative approach to helping healthcare, pharmaceutical, retail, travel and other brands reach their desired audience online. The agency was three-times named an MM&M 100 Agency and a recent finalist for MM&’s Small Healthcare Agency of the Year Award. As a Premiere Google and Bing Partner, Silverlight Digital receives tier one support from publishers and through direct site partnerships and hosts a popular healthcare client roundtable at Google’s New York offices each year. Silverlight Digital is a certified woman-owned business by The Women’s Business Enterprise National Council (WBENC). Address: 15 E. 32nd Street 3rd Floor New York, NY Phone Number: (646) 650-5330 Website: www.silverlightdigital.com Social Media:

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Leadership: Lori Goldberg CEO and Founder Michael Ackerman SVP and Managing Director New Business Contact: Michael Ackerman, SVP and Managing Director mackerman@silverlightdigital.com Year Founded: 2013 Number of People: 20 Areas of Expertise: Capabilities include digital and multi-channel media strategy, media planning and buying, SEM, SEO, video, mobile, behavioral insights, analytics, influencing payers and point-of-care audiences, specialty journal publishers, social media, programmatic and more. Segments, where we specialize, include rare diseases, clinical trials, biopharma, online pharmacy delivery, conference targeting and well-established brands. What’s New: We host an annual healthcare conference at Google’s New York offices. Contact us for a chance to be added to the guest list.

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Address: 12809 Mirabeau Pkwy, Spokane Valley, WA Phone Number: 509-242-0767 Website: www.NextIT.com Social Media:

Leadership: Michael Southworth, GM Tracy Malingo, SVP Product Strategy Joe Dumoulin, CTIO Mitch Lawrence, SVP Commercial Sales New Business Contact: Nick Genatone ContactNextIT@Verint.com Phone 509.242.0767 Year Founded: 2002 Number of People: 270 Service Focus: Conversational AI, Intelligent Assistants Parent Company: Verint

AGENCY & PROVIDER DIRECTORY

Awards: AI Breakthrough, Best Overall AI Solution • NextGen Innovation of the Year • eyeforpharma Most Valuable HCP Initiative • Fierce IT Healthcare Fierce Innovation Award • PM360 Innovator, Product Pick • PM360 Marketing Initiative of the Year Areas of Expertise: Verint Next IT, a division of Verint, is the team the life science community counts on for intelligent solutions to modern healthcare problems. We unlock the value of human relationships with the power of conversational AI. Verint Next IT has delivered the broadest portfolio of AIpowered, conversational Intelligent Virtual Assistants configured for Diabetes, Multiple Sclerosis, Parkinson’s disease, and Women’s Health, with several more launching in the coming months. The technology is configured to improve health outcomes, provide access for patients and caregivers to product and health literacy, connect physicians to patient data, and improve the overall experience for patients, healthcare providers, and consumers. To learn more, visit www.NextIT.com. What’s New: • “Ask Sophia’, Novo Nordisk’s new online and smart speaker intelligent assistant, available 24/7 on Cornerstones4Care. com and Amazon Alexa via “Ask Digital Sophia” for diabetes questions • UCB’s New PD Coach App “April” launched to support those living with Parkinson’s Disease, available in Apple and Android app stores. April address specific challenges that Parkinson’s patients and their caregivers may face – including the ability to learn and adjust to language and vocabulary for patients with dexterity and speech issues. HS&M JANUARY/FEBRUARY 2020 | 82

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AGENCY & PROVIDER DIRECTORY

Company Overview: Viscira is an innovative, full-service digital marketing and technology firm. We are all things digital with an exclusive focus on the life sciences industry. We are Digital for Life. The Company’s key digital solutions include 3D MOD and MOA animations, advanced iPad® and mobile applications, disease education and product websites, interactive tradeshow solutions, and virtual and augmented reality experiences.

New Business Contact: Jeff Asada jasada@viscira.com 415-848-8012

Viscira has been a Veeva partner since 2012, and maintains an agency certification Level 4. Address: 200 Vallejo Street San Francisco, CA 94111 Phone Number: 415-848-8010

Year Founded: 2007 Number of People: 120 Service Focus: Specialized Digital Marketing Agency for Life Sciences Parent Company: WPP Awards: Communicator Awards • Telly Awards • PM360 Trailblazers Awards • Davey Awards • Rx Club Awards

Social Media:

Areas of Expertise: Advanced iPad®and mobile app development, next-generation web development, cutting-edge digital content creation, including the company’s highly acclaimed 3D animation technology, new-media convention booth solutions, augmented reality, virtual reality, patient video testimonials, enhanced slide decks

Leadership: Rick Barker, CEO Jeff Asada, Chief Revenue Officer Kimberly Davis Wells, VP of Client Services Shan Jaffar, VP of Production Kane Kaneboughazian, VP of Animation Suntae Kim, VP of Software Development

Viscira continues to push the envelope in technology by exploring new mediums and hardware platforms like Oculus Go, HoloLens, Leap and MergeCube.

Website: www.viscira.com

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What’s New: Viscira has established itself as a thought leader in using XR technologies to offer unique experiences for patients, caregivers and healthcare providers. The company recently participated in the SF Design Week, and hosted a panel discussion which focused on the opportunities and challenges of storytelling in augmented reality.

January / February 2020

Articles inside

Spotlight: Admedus COO David St. Denis on Courage, Commitment, Conversation

Industry Trends: By The Numbers

Vantage 2020 Preview: Biopharma’s Rocky Ride

Motivideos: To Use In Your Meetings

Former BD and J&J Exec on the Secrets of Building a Marketing Strategy That Gets Results

Editor’s Letter

Talent Trends: Take Advantage of the Gig Economy

Editorial Board