November / December 2020 by Healthcare Sales and Marketing Magazine

™ NOVEMBER/DECEMBER 2020

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TOP 100 HEALTHCARE COMPANIES IN THIS ISSUE

HEALTHCARE COMPANIES

Terumo, PTC, Foundation Medicine Execs on Patient Advocacy SK Life Science CCO: Big Pharma vs. Startup Cleveland Clinic Top 10 Innovations Reuters Report: Beyond Covid-19 The On-Demand Workforce

30 seconds would mean the world to us... As part of our commitment to be on the forefront of the growing Expert Network industry in the Life Sciences, we are conducting our 2020 On-Demand Expert, Consultant, and Contractor Usage Survey. Each and every response we receive is instrumental in providing the most up to date data in the industry. We would be honored to have your participation.

2020 Consulting Usage Survey

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TABLE OF CONTENTS

Publisher’s Letter..............................................................................................................................................4 Editor’s Letter.....................................................................................................................................................5 Editorial Board....................................................................................................................................................7

ARTICLES SK Life Science CCO: Big Pharma vs. Startup..........................................................................................9 Roundtable: Terumo, PTC, Foundation Medicine execs on Patient Advocacy............................ 13 Top 100 Healthcare Companies................................................................................................................. 23 Reuters Report: Beyond Covid-19............................................................................................................. 29 Industry Trends: By The Numbers............................................................................................................ 35 Talent Trends: The On-Demand Workforce ......................................................................................... 37 Motivideos: To Use In Your Meetings......................................................................................................41 Why I Work in Healthcare: Covid Heroes............................................................................................... 45 Cleveland Clinic Top 10 Innovations for 2021.......................................................................................49

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Publisher’s Letter

The Rest of the Advances In this issue you’ll find our Top 100 Healthcare Companies, chosen from the Top 50 lists we publish throughout the year. Congratulations to Yunnan Baiyao Group, Menarini, Sino Biopharma, Align and Incyte for rising to the compendium this year.

CARI KRAFT

As usual, overall revenue is just one aspect of successes and trend in the industry. Even aside from the effect the coronavirus will have this year, other factors are at work that predict where we are going. For instance, the blockbuster molecules that have fueled growth for the last couple of decades will not be the propulsive force they were in the past.

PwC has identified some new trajectories to watch. Chronic diseases will be a significant focus, putting pressure on healthcare companies to place their efforts there. Also, policy makers and payers are exerting more muscle on what doctors can prescribe. This has always been an arm-wrestle, and it will become moreso. CMS (the Centers for Medicare and Medicaid Services) increased coding numbers from 13,000 to 68,000 in 2015, making procedures and prescriptions a more complicated matter than ever. Outcomes is increasingly the name of the game throughout the industry. Many payers are now measuring the pharmacoeconomic performance of different medicines, and EMR (electronic medical records) will give them the data they need to insist on outcomes-based pricing. We are also seeing changes in the way conditions are viewed: clinical advances have made previously fatal diseases chronic. Economics is playing a part globally. Demand for medicines is growing more rapidly in the emerging economies than the industrialized economies. We have heard much from industry spokespeople about a shift toward prevention rather than treatment – an era in which the treatment of disease will decrease as medicine learns to head off many conditions. These point to opportunities everywhere. Within the Top 100 there are many companies already working in these areas – and we will see who rises to the list next year as a result of watching the trends and strategies available. And as always, please keep the feedback coming. It all goes to making the magazine better for all of us.

Cari Kraft, Publisher CLICK HERE FOR THE TOP 100 HEALTHCARE COMPANIES

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HS&M NOVEMBER/DECEMBER 2020 | 4

Letter from the Editor

The State of the Industry I am increasingly optimistic about our future. And by â&#x20AC;&#x153;ourâ&#x20AC;? I mean the U.S., the world, and the healthcare industry. We are now on the verge of having several vaccine options available, and probably in enormous quantity as well, and in an amazingly short span of time. There are several strategies for deciding on the demographics to whom to distribute doses. We may be in for a rough ride in the short term, but the horizon is looking brighter all the time. Meanwhile, there are many other positive signs for our industry here. Healthcare now NEIL GREENBERG employs one in every eight citizens of the U.S., and at an average salary of over $60,000, well above the national average of $47,000. This country also has the biggest healthcare contingent in the world, comprising 784,626 companies, the largest of which is McKesson, which will top $230B in revenues this year. Primary among the advances that are powering the industry is the avalanche of technological innovation, from telehealth to electronic health records to wearables that track various conditions and symptoms. This revolution is spurred by the Internet of Things (IoT), which will change our lives in unimagined ways over the next decade or so. Those wearables will be sending data to physicians and receiving their responses in real-time, saving lives much faster than is possible now. Technology will also drive workflow optimization, increasing the efficiency and productivity of medical professionals. And there is one more effect that is trending, and that gives me great hope. The pandemic crisis we have suffered through this year presented the most grueling challenge to healthcare in centuries. Professionals at hospitals, community healthcare workers, scientists and researchers, and the pharma, bio and medtech companies have all been tested as never before â&#x20AC;&#x201C; and have risen to the task, as demonstrated by countless stories we read daily. In the next year, I think this will overcome the rather dismal image our industry has faced for years, and result in a new and growing respect for the dedication, knowledge and compassion of healthcare workers around the world. This recognition is long overdue and much deserved. Kudos to all who have proved the worth of what we bring to the world. 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 Chris Bergstrom President, AmalgamRx

Publisher Cari Kraft Editor Neil Greenberg Creative Director Hedy Sirico Digital News Rick Cataldo Digital News Chris Manning Associate Publisher Natalie Newcamp EDITORIAL BOARD: Kristen Sharron-Albright Head of Marketing, Noven Pharmaceuticals Chris Bergstrom President, AmalgamRx Sebastian “Sebby” Borriello Vice President, Chief Commercial Officer SK Life Science Maria Finlay, MBA Director of Channel Marketing, Incyte Nick Gurreri Vice President New Products, Alexion Pharmaceuticals, Inc. Paul Murasko Sr. Director, Digital Customer Interactions, Ipsen Biopharmaceuticals Bob Roda President and CEO, Hemosonics

© 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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Chris brings almost two decades of commercial expertise as an entrepreneurial executive at large medical device and high-growth digital health companies, and he provides “on the ground” advice for implementing digital health solutions. He currently serves as the expert on digital health at The Boston Consulting Group (BCG). Before joining BCG, Chris was the chief commercial officer (CCO) at WellDoc, a pioneer in digital health. He also held progressive roles at P&G, Roche, and Becton Dickinson. Chris was a senior advisor to several digital health innovators, including MyOwnMed, LiftOff Health, HelpAround, Heart Beam, iSageRx, and Alere Home Monitoring. He also advised the Leona Helmsley Charitable Trust and the Saatchi & Saatchi Wellness Board. 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.

Editorial Board Bob Roda President and Chief Executive Officer, Hemosonics Robert A. Roda (Bob) joined HemoSonics in February 2020 as the company’s President and CEO, bringing more than 25 years of global experience developing and commercializing innovative diagnostic and medical device products and services. Most recently Bob Roda served as President and CEO of Menarini Silicon Biosystems, Inc, a diagnostic and biotech company focused on the use of liquid biopsy and predictive diagnostic tests for the treatment of cancer patients. Prior to that position he was Vice President and General Manager at Becton Dickinson where he led the medical and procedural solutions business in the US. From 1998-2012, Bob held positions of increasing responsibility at Johnson & Johnson in both the medical device and diagnostic sectors, with his last role being WW VP Marketing in Immunohematology, Donor Screening and Clinical Laboratories at Ortho Clinical Diagnostics, a J&J company. Bob earned a Bachelor of Arts degree in Economics from the University of Rhode Island and completed Executive program course work at Kellogg Graduate School of Management.

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 bio¬pharmaceutical 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 Finlay has over 24 years of brand marketing, sales leadership, operations, and market access experience. She recently completed the Wharton General Management Program, and has led multiple cross-functional initiatives at Johnson & Johnson, AstraZeneca, Teva Oncology and Incyte. With experience across 7 therapeutic areas, Maria has launched multiple small and large molecule products throughout her career. Maria currently leads Oncology Channel Marketing strategies and tactics directed towards large organized Community Oncology customers, Hospital Systems, GPOs, and Payers. A results-driven professional with a passion for culture, engagement, diversity and inclusion; Maria has been awarded multiple President’s Club awards in sales and marketing, as well as a J&J Rising Star and an HBA Luminary Award.

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 NOVEMBER/DECEMBER 2020 | 8

EXECUTIVE SPOTLIGHT

From Big Pharma to Startup: What are the Challenges? Sebby Borriello has had a fascinating ride. Even before he entered healthcare, he traded on his athletic skills and was drafted by the Minnesota Twins, where he played for several years. “Take a job or go with the MLB? No question,” he says. But of course, athletic careers don’t last long, and he eventually joined Johnson & Johnson, holding various positions in J&J Advanced Wound Care, J&J Biosurgicals, J&J Wound Management, and J&J Health Care Systems. He also worked at J&J subsidiaries Ortho-McNeil Pharmaceutical and Ethicon, along with Mentor Worldwide LLC, a subsidiary of Ethicon. In 2016, he brought the SEBBY BORRIELLO VP & Chief Commercial Officer SK Life Science, Inc. 9 | HS&M NOVEMBER/DECEMBER 2020

vast library of knowledge and skills he had attained in those positions to a new challenge at SK Life Science, Inc., a startup biotech: to evolve the company from a drug discovery and R&D-only entity to a commercial organization. When he got the offer from SK life science, Sebby says he asked himself two questions: “Can I learn from the opportunity, and

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EXECUTIVE SPOTLIGHT can I make a contribution?” The answer to both was yes, so he signed on. The vision for SK life science was to use the strategies of big pharma while maintaining the nimble processes of an emerging company. Sebby described four distinct targets that they had to hit in getting a foothold in the U.S. marketplace. The first was to establish who they were as a company before cenobamate, a treatment for adults with partialonset seizures, was approved by the U.S. Food and Drug Administration and introduced to the epilepsy market. The second was to morph from a drug discovery/clinical company to a commercial organization – a fully-integrated pharmaceutical company. The third was to build a vibrant sales organization. And the fourth – unanticipated at the beginning – was how to launch in the midst of a pandemic. DEFINING SK LIFE SCIENCE IN THE U.S. “People need to trust the company brand if they’re to trust what you’re selling. We needed to communicate what our culture was,” he says. The good news was that they were backed by SK Biopharmaceuticals, Co., Ltd., a subsidiary of the SK Group, one of the largest conglomerates in South Korea. The bad news was that SK Group was virtually unknown as a healthcare company in the U.S. It was a giant in microchips, electric car batteries, telecom, oil and gas – but not in pharmaceuticals.

One of the ways they laid down a footprint was to zig where others were zagging. Their first campaign, introduced at a trade show, “did not feature a mom pushing a baby carriage while walking a dog.” That would have been the norm, and boring. Instead, SK life science announced that they were too busy to worry about creative ad campaigns while they were devoting their energies to moving epilepsy treatment forward. This unique approach triggered a “Who are these guys?” reaction that attracted people to their exhibit, where there was an escape room that you unlocked by answering some questions – an interactive idea that engaged professionals by delivering information they wanted to hear. Sebby notes that one factor working for them was that they were aimed at a relatively small sector of the industry, with a target audience of 12,000+ practitioners. They attend only two big conferences a year, the American Epilepsy Society and the American Academy of Neurology annual meetings. This helped them connect with HCPs very personally. It also helped that they did not have a me-too or established product that people thought they already understood. They started with a long timeline. SK life science built their exhibits and created their messaging two and a half years before launch. Their vision was to be a CNS leader in five to ten years, but that meant being deliberate and detailed about all of their markers along the way.

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BUILDING A COMMERCIAL ORGANIZATION To be the unique enterprise they envisioned, they had to start with a clean sheet of paper. They wanted people who were experienced, ready and eager to fill in the blanks. Not people who needed to be told what to do, but a group of leaders who understood the vision and were able to create their own teams and goals within the larger picture. Fortunately, the parent company gave them every resource and opportunity to do this. For both their internal staff and their support organizations, like agency and public relations partners, they were able to draw up the blueprints with expert help. They were milestone driven. Area sales directors, regional sales directors and others were brought in early to get them accustomed to the company culture. They were trained on the product and the science. They recruited sales reps far in advance, and told them not to leave their companies immediately, but to be ready upon FDA approval of cenobamate. This was a signal that they weren’t looking for revolving door employees, but people committed to a long-term dedication to the company and its products. BUILDING THE SALES ORGANIZATION They wanted their own people, not a contract sales organization. They also resisted partnering with bigger enterprises, although they had many offers. Building their own company from a clear strategy worked better than having

to compromise with the ideas of others who had their own existing cultures and ideas. The concept was to build a new entity with its own profile. All the people brought on were top talent who were excited to start on the ground floor and help build an organization that had real potential in the epilepsy space. Sebby says “Attracting talent is a skill in itself. We wanted people who know that there will be bumps in the road and are prepared for that, ready to improvise and invent because they believe in the company and the product. If you don’t have the appetite for that, this is not the career move for you. We actually talked people out of taking the job, making sure that before they said yes, they were ready to deal with the challenges that came with building this organization.” Openness, honesty and transparency were key to their outlook, and everyone who signed on had to honor those values. LAUNCHING IN A PANDEMIC In November 2019, the FDA approved XCOPRI® (cenobamate tablets) CV as a treatment for partial-onset seizures in adults. Then, of course, the coronavirus hit, just as SK life science was setting up for a May 2020 launch. People were on board, excitement was building, buzz had started to spread in the industry. But now a major decision needed to be made: launch now, or wait? “We examined the pros and cons,” says Sebby. “What if it doesn’t subside, or there’s no vaccine for a while? On the other hand, there

was a market out there ready for XCOPRI®. And epilepsy patients were even more at risk from the threat of Covid-19. Seizures don’t stop in a pandemic, and stress only exacerbates the condition. At the same time, we had to consider how we would coordinate with the physician’s changing workflow. In the end, we decided to launch as originally planned, and serve both the patients and the HCPs properly.” They decided that there would be some physicians not ready for their launch, but that there would be more who recognized the value of a new therapeutic advantage. One benefit of launching in a pandemic is that there was no fatigue associated with the product messaging. XCOPRI® was new and welcome. And the proof was that reps attained a high level of communication with physicians. The first priority was safety, especially for their reps. They instituted processes and tools by which reps could stay home yet still communicate with physicians who were adapting to digital communication. “We told them that we understood their challenges in managing their patients and practice, and that we were here to help. If they were ready immediately, so were we. If they needed to wait, we’d be ready when they were.” Those who were technologically up to speed signed on quickly and eagerly. The conversations were encouraging, because the HCPs were ready to learn. Others needed time to figure out their workflow. “But we saw this as a marathon, not a sprint. True to our original

plan, we were here for the long term, and that helped us build credibility.” Where physicians were available to see reps, they distributed PPE to facilitate those meetings. SK life science was careful in reaching out to patients. They didn’t want doctors blindsided by patient questions before they were ready to address them. At the same time, they prepared patient materials and had them ready for a wider launch in September. DOING IT RIGHT The initial success of the launch is borne out by the lessons learned. “Before you make the jump be sure you know what your culture is,” says Sebby. “What autonomy and flexibility will you have?” Sebby is confident that, although the pandemic has accelerated digital communications, faceto-face is not going away. And with their targeted healthcare professionals treating epilepsy, this works in their favor. “Our goal is to not be big pharma; more like big biotech, operating in the spirit of big pharma but be more of an advocate for HCPs, patients and caregivers,” says Sebby. “The philosophy was to build from the top down and bring in people who are excited to roll up their sleeves and get to work.” •

COMMENT

HS&M NOVEMBER/DECEMBER 2020 | 12

ROUNDTABLE

Patient Advocacy Experts from PTC Therapeutics, Terumo BCT and Foundation Medicine Our panel of experts: ANNE BRUNS Director, Clinical Patient Advocacy PTC Therapeutics

AURORA FLORES Associate Director, Patient Engagement PTC Therapeutics

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KASIA HEIN-PETERS VP Value and Health Outcomes Terumo BCT

BRIAN TOMLINSON Director, Patient and Professional Partnerships Foundation Medicine

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ROUNDTABLE We were recently invited by Frank Dolan, founding member of Takeda, Amylin, and ACADIA, and currently CEO of Arsenal Advisors, to host a panel on patient advocacy, a key and growing issue in the industry. His panelists were Anne Bruns, Aurora Flores and Brian Tomlinson. We additionally invited Kasia Hein-Peters to add her wisdom. Here is an edited version of those conversations. GREENBERG: What do you find in your interactions with patient advocacy organizations and with patients themselves that are the most important topics that are being addressed within the realm of patient advocacy? HEIN-PETERS: During the pandemic we all realized how social, economic and healthcare inequalities translate into higher death rates in underserved populations. Patient advocacy needs to focus on addressing these inequalities urgently. Also, a more proactive approach to fighting disinformation is needed, to ensure that patients understand when they are being misled. BRUNS: I think when we work with families in these organizations, they’re just really wanting to know what’s out there. And I think for a family who has had this extreme diagnosis coming into their lives and completely changed their lives, not only for the patient, but the entire family as well, they’re just looking for something. We can help offer that little bit of hope for them, whether it’s something that’s in early stages, or maybe it’s just

listening to them, I think we can really just be that listening ear and an extension of support for this journey that they have unwillingly found themselves to be on. TOMLINSON: I think for Foundation Medicine, what we certainly hear is they really want access. They want access to our testing. They want access to information which will ultimately help them to inform their decisions that they’re making and that that cancer treatment journey plan in conjunction with their health care provider. They want help. They want support. They really want to be included early on in the process to really help inform the strategy, whether it’s helping with clinical trial design or identifying and addressing unmet needs within a community. I also find they really want access to expertise. Folks to talk to, the medical team, our reimbursement team, our government affairs team, to really help them understand the information that’s in the Foundation Medicine report that they receive after they’ve had testing.

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FLORES: And if I may share from the perspective of the Hispanic community, what we are finding with that community is that there’s really a lack of information that is in language that they’re able to understand, that they’re able to relate to. There’s a lot of cultural barriers. There’s language issues, also issues of documentation that people are having some challenges accessing medical care because they’re afraid that they will be stopped, that they will be questioned. So really tailoring programs that are going to address their specific needs is some of the things that we have been listening to as well. GREENBERG: Who are some of the most vulnerable populations? Who are some of the most marginalized populations? Who are the demographics that need the most help that you find yourself having to support? Do you have to do outreach or do you have to do remediation to some extent with the populations that aren’t getting the help that they need? HEIN-PETERS: People at the frontlines, who help to keep the society going and yet are the most exposed to the virus. The exposure, combined with financial hardship, lack of paid sick leave, inadequate or no insurance, and other access issues create a vicious circle, worsening the pandemic on one hand and increasing the disease burden on the other. FLORES: The Hispanic community is very diverse. We have all kinds of populations from the very highly educated to those that are lower socioeconomic status, lower

knowledge, education. And I tend to find those individuals who are of lower education are the ones with the highest need. They’re the ones that are not accessing care necessarily. They’re the ones that are not very compliant when it comes to their child’s treatment, because sometimes they don’t even understand how to administer a therapy. They tend to not answer their calls when they’ve got somebody on the other line that speaks English, speaking their language, they are intimidated by some. Some of them are illiterate. So we think that, oh, let’s just translate a material so that they can read it, but not everybody actually can even read in their own language. So you find who those individuals are and then tailor programs and tailor educational brochures and materials to them. GREENBERG: What about elderly populations, what about African-American populations? What about the poor? Are you in touch with some of them and the issues that come up for them? TOMLINSON: Through the partnerships that we have with patient advocacy organizations, some do have, and have had for many years, educational resources and programs that specifically target those audiences. Covid has certainly brought to light new health care disparities. And I’ve seen a number of large national cancer nonprofits actually start to develop additional diversity programing. But there’s lots of folks that don’t reach out to them for information or support. So how do you find those patients that are the most vulnerable and really need a lot of help?

OVERWHELMING INFORMATION DIFFERENT DEMOGRAPHICS DOCTORS WITH CONFLICTING INFORMATION PATIENTS FEELING ALONE

BRUNS: In addition, we have so many patients that live in areas where there’s not a center of excellence, they might be the first patient their physician has ever treated with this disease. And especially when you look at rare [diseases]. And depending on economics, if they don’t have those resources and know who to go to, they’re not getting the information. And so reaching out to families, getting them connected with advocacy groups, social media support, whatever we can do to help connect them. I mean, that changes everything.

promise. [They’d] never seen that before. The information they were getting was not 100 percent accurate. So that opened up a whole new world for her and that helped us create kind of a physician to physician directory so that when we had these physicians who were treating it for the first time, making their first time diagnosis, we could connect them with doctors in the field that had been seen, that were part of the research teams so that they can understand it just to make some of that information flow a lot smoother to some of these communities.

I remember going to a very small conference in Texas for my son’s rare disease. A nationally known doctor there who was one of the KOLs in this field spoke to a family that was blown away. and the mother is like, my son can go to school because it’s all like com-

HEIN-PETERS: The most urgent issue to address is a paid sick leave and access to quality healthcare. We need to stop accepting the current norm that some patient groups are simply left behind. Sickle cell disease is a good example, where patients, mostly

HS&M NOVEMBER/DECEMBER 2020 | 16

ROUNDTABLE African-Americans, requiring a transfusion therapy have issues accessing the best care, what results in poor disease management and suboptimal outcomes. Only recently has the access to red blood cell exchange therapy improved through changes in coding, but there are many other access issues to solve for this population. GREENBERG: I’m wondering what you see in other companies that use the term patient centricity and what they really mean by it. It’s related to patient advocacy, but do you see what is being done or what isn’t being done in order to affect the patient centricity model? HEIN-PETERS: Interestingly, I have not seen yet companies stepping in to address inequality issues. It seems that we are still trying to figure out what we can do above and beyond our usual support for market access. TOMLINSON: I think there are companies that talk about it. And then I think there are companies that actually do it. We really work across the entire ecosystem as we lead our external engagement efforts with both the patient community as well as the professional communities, patient advocacy organizations. We work with patients and caregivers. We work with grass roots communities. We work with professional societies, medical institutions, consortia. And I think to really be patient centric, you can’t do that without talking to patients and engaging with those stakeholders. We’ve formed an incredible group of individuals called our Patient

Community Council, which consists of six people who have had comprehensive genomic profiling done on their cancer. And we work with them throughout the year on many, many different projects where they give feedback, they challenge us, and they really help us to create what we’re doing for patients. Our singular goal as a company is to help patients get access to information that can help them make an informed decision about their cancer treatment plan. BRUNS: I’m fortunate that I found the company that I mean, I’ll be biased. I love our company and our expectations for working with patients. We have the ability to bring in organizations and patients on a regular basis to talk to the entire company. It’s global. Everyone from finance to regulatory, when they come here and put a face and a story with a product that we’re talking about on a daily basis, it’s huge. We always say we work for a cause, not a company. And that supports us in everything we want to do on the patient advocacy side. I can tell you all about my son’s disease, for one thing, but I don’t know all the diseases that I work with. And so I rely on our really great partnerships and our relationships with our families to understand that so that we can make better informed decisions. FLORES: I’m biased as well, but one thing that I noticed, I was brought on board about a year ago and my colleagues shared with me that when they were out in the field, they felt frustrated that they were unable to support some of the Spanish speaking families because of the language barrier. They went to management and said, this is what we need. And until we get someone that speaks their language and that can connect with

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them, we’re not going to be able to reach these families. So they heard them. They hired me. I came on board and I’ve been amazed because even translating some materials, they will always ask for the feedback and really take it to heart. Other companies say, oh, but this is the way that it’s translated. This is the correct way to say it. It may be grammatically correct, but it’s not culturally translated. So the fact that my company really takes to heart my feedback, my insight is a big deal because some of those cultural nuances [are important]. TOMLINSON: I guess we’re all biased. Foundation meaningfully works to support patients. And I think one of the pieces that’s key is what you both said, bringing patients in to every town, every all-staff meeting we have, featuring them in our all-staff emails, featuring them in our department team meetings, letting them meet the employees, because there’s so many people that work at these companies that never have the opportunity to really interact with patients that are benefiting from the work that they do, whether they work in finance or accounting or facilities or lab operations, they never actually see that patient and they never get to hear from them. And we take a concerted effort to spend a considerable amount of time at our all staff meetings listening to patients, listening to caregivers, hearing about their experiences, featuring our patient advocacy partners. And you can see how captivated the audience is when they’re listening to those stories. One piece that I think is critical to the success of our types of roles is really buy-in from our executive teams in the value and the importance of investing in positions like the ones that we have.

BRUNS: We’re all passionate. And we do have executive teams that support us in that. We’re consistently thinking about families. I wonder how so-and-so is doing. It’s a 24/7 job just because we we’ve become so invested and we think that that shows the families that we actually really care. It makes a huge difference. TOMLINSON: It’s so disheartening to me when we hear from patients that call us and say they’re demanding to have their cancer tested and their physicians are refusing to do it. And how do we help them with that? The reality is they may have to go to a different physician. A patient had reached out to one of the patient organizations that we work with. She is well-educated. She’s a nurse. She was recently diagnosed with ovarian cancer and she received Foundation Medicine testing. Her physician wouldn’t give her a copy of her report, which she is entitled to, and told her that the report didn’t have any useful information on it for her. And she was really frustrated. So she reached out to the patient organization and we arranged for her to be able to talk to one of our medical science liaisons, who was able to walk her through her report. And there were actionable items for her that now she has that information, she understands it, and she can take that to her next appointment with what is now a different physician. We have to be there for these people. And it’s such a challenging time in their lives. GREENBERG: I’m wondering how you and the organizations you work with are able to affect and improve the physician patient relationship, because I know that’s also a big and related topic.

Some physicians don’t communicate well, don’t know what is expected of them in terms of communication. What is your role in in helping to facilitate the doctor patient relationship? HEIN-PETERS: Doctors and nurses are natural patient advocates and yet they do not always have time to explain the disease and treatments. They may not understand relationships between social, economic, cultural and environmental determinants of health, so their recommendations for patients may not take into consideration the realities of their life. First, doctors need more time with patients and less spent on bureaucracy. Secondly, we need a more 360 approach to disease management, considering all determinants of health. BRUNS: I’ll say it’s aimed at providing them with resources, whether it’s a patient advocacy organization or where to find information so that they can in turn take that to their physician and have a higher level of discussion. When I talk as a parent, when you get this diagnosis and you’re sitting there in the hospital room and you have your physicians in white coats and they seem so overwhelming and they seem so smart, and you as a parent are like, I don’t know what they’re talking about. Once you start to become educated and aware of options or just the terminology, just being able to understand the terminology, it opens up a whole new level of discussion with your physician on care treatment options. Are there clinical trials? No. Brand new family is going to go to ClinicalTrials.gov and look for trials.

GREENBERG: A friend of mine is a relatively young woman but has a number of comorbidities, some fairly serious, and her research has led her to educate and provoke some of the physicians she’s been engaged with so that they become better at what they’re doing. Is that your experience? BRUNS: You have to look at this diagnosis and find the right doctor. It’s a partnership and you’re creating a care team and you’re part of that care team because ultimately you’re going to learn from each other. And we don’t want to discount any physician’s experience. They have a wealth of knowledge. But it may be their first time seeing this information, and we have to learn together and be able to build that relationship. And I think our role is to just help provide that information or just where to find that information. FLORES: We build these educational programs for families where we cover these topics, where we empower that patient with knowledge. Before they can have these conversations with their doctors, they need to know what is out there, what is available to them, what they should be requesting. They become more knowledgeable. They feel more confident having these conversations with their doctors. But we do that by providing these educational programs, by creating trust with the community, by having conversations about what is it that you’re going to discuss with your doctor. A mom walked in with the information that was given to her and she felt so great after this appointment about her son’s dosage. And she’s like, just by taking this information that I learned about from this conversation we had, the

HS&M NOVEMBER/DECEMBER 2020 | 18

ROUNDTABLE doctor made a switch to give the child what he had been previously taking. Patient empowerment is certainly a key to being able to get these families to really talk to their doctors about their needs. GREENBERG: What I hear very often is that executives say we want to imagine a patient in the room at every discussion we have, and wonder what that patient is thinking about how we’re talking about them. Do you see that in reality? Somebody told me recently that he was with one of the big pharma companies, and he said their reps never talk to patients. That doesn’t seem to be a very good path to success. They’re talking to the doctors, but they have to know what the patient’s point of view is, too. TOMLINSON: Bringing patients in for topic-specific discussions or projects or planning is so key. We do it at Foundation Medicine all the time. We’ll hold what I call insight, meaning so many advocates with a particular cancer focused number of groups to really get their direct insight about what they’re hearing from their constituents, so that we can then bring that back to the broader team to share that perspective. When I think back to my start in oncology, I’m not even sure that these positions existed. GREENBERG: There is so much bad information out there, and mediocre information, and of course good information. Is that a lot of your activity, helping the advocacy organizations sift one from the other and really understand what the good information is?

TOMLINSON: I would say if you’re if you’re a patient and you’re going to an advocacy community, an advocacy organization and a reputable one, that’s really your best source of information and support. And we have material on our website that patients can use to understand comprehensive genomic profiling, to understand the report that they have to ask questions of their physician. But I think we would all agree that really the main source of that information and where patients would go to look for it would be a nonprofit patient organization as a trusted, reliable, credible source of information. I think the challenge we have is not every patient goes there. HEIN-PETERS: First, communication cannot be an afterthought, like it is for example with Operation Warp Speed. Well-intended and helping vaccine companies to move really fast, the OWS ignores public opinion and doesn’t address concerns related to the “rushed vaccine development.” As a society, we will pay for this by slower vaccine adoption, hence a longer pandemic in the U.S. Complaining about anti-vaxxers or conspiracy theorists does not help. Instead, transparent, understandable, empathetic communication from a trusted source should be developed from the start of any new vaccine, drug or medical device development, especially when brand new technologies are used. Secondly, we should educate the public how to differentiate good from bad. There are some simple ways to do it, which I described in this short article on LinkedIn: https://www.linkedin.com/ pulse/immune-infodemic-kasia-hein-peters-md/. And, last but not least, I applaud the recent WHO project of educating com-

19 | HS&M NOVEMBER/DECEMBER 2020

munication professionals how to fight misinformation and disinformation: https://www.who.int/ news/item/30-10-2020-startof-1st-who-infodemic-management-training. GREENBERG: Are there situations that come to mind, specific anecdotes or just general situations that you can think of in which you realize that this is what success looks like? What are some of the things that have happened in your activity that say to you, we’re doing it right? BRUNS: I was at a national hematology conference as a nonprofit, and we had a patient with us and we were looking at this poster on her condition. And the researcher came over and was talking to us about it. And I said, well, she actually has this disease. And the researcher was just like, what? And he had never met a patient before and researched this for years. I think they were there for a couple hours, just chatting. That connection was huge because he going to take that back to the lab, to whatever he does with a different perspective. We all meet these families and you look at them and you can see you can see the fear in their eyes. You can see the stress. You can just see that weight on their shoulders, that they are so overwhelmed, they’re so tired. And I think for me, after having a conversation with a parent or a patient, being able to kind of just see that weight and just kind of that relax, even if it’s just for a split moment, is success to me, because just being able to take some of that pressure off is like that success is just helping them feel listened to, that they were heard and that they were supported.

FLORES: Some of the families that I’ve worked with, when I have conversations with them, I can tell I’m the only person that they’ve really opened up to. They tend to isolate themselves. They rarely have support groups. It’s not something that’s very big in our community, whether it’s because they’re ashamed, because they feel weak, by asking for help, by relying on others. Whatever it is when we bring programs to them and we bring other families to them and they connect this way. They say, I’ve seen this mom or I have seen another patient like mine at a clinic, but we don’t really talk. Well, when we bring them into an intimate setting like this, they somehow open up and they start sharing stories and they start exchanging contact information and then they stay in touch. For me, that is success because we are providing a service. We are bridging the gaps for these individuals. TOMLINSON: I think you also have the small successes, connecting that patient to someone who can help them understand their disease. And while that’s not helping the masses, you’ve helped that one person. And sometimes if it’s that one person I helped that day, I feel I feel good. And then there’s the larger successes when you can work with multiple organizations on initiatives for education information. You can work with organizations to advocate for access to treatments for patients that don’t have access to them, access for testing. And those are the big successes. GREENBERG: And so part of what you’re talking about, Aurora, is not just that you deliver information to patient advocacy organizations and to the patients themselves, but that the interac-

Moving Forward GUIDING PATIENTS TO GOOD RESOURCES

HAVING A WEALTH OF INFORMATION AND EDUCATION

ADDRESSING POPULATIONS WITH PEOPLE WHO UNDERSTAND THEM

tion between the patients is also a very important part of this, that they share information and that that helps them both in the course of their therapy and in feeling understood about other people getting what was going on with it. FLORES: Yes, absolutely. A lot of these families, they feel very alone is what I hear a lot I feel like I’m the only one going through this. So when they meet another family that is going through the same thing, they’ve been through that journey and they can support each other and help each other. It’s really a wonderful thing to see. I had a mom at a program saying you need to come to our support group. We meet once a month. And that family had never been to a support group. She started to attend. So those are successes. TOMLINSON: That piece is so critical. There’s so much focus on the therapeutic and the treatment that oftentimes folks forget to address the emotional need that

INTRODUCING PATIENTS TO EACH OTHER FOR SUPPORT

that family is going through. It’s not just the patient. It’s everyone in their circle of connectivity. And they may not even recognize it at first, but they need help. And it used to be so rewarding for me when I worked at a nonprofit and we would bring together a bunch of cancer patients and they would have lunch together and they would network and they would form these longstanding bonds and you would see them coming back year after year. I think it’s so critical and so important. BRUNS: We have a program for just teens, all with the same disease, and there’s a bunch of them sitting at a table, and this one young woman started sharing and she’s like, “Well, I can’t because I have – “ And then she stopped and she’s like, “Wait -- you all have the same thing!” And that group of young adults is in college now and they are still strong. And to just have that instant connection of somebody else gets it. I think the mental aspect is can be just as important as any type of therapeutic.

HS&M NOVEMBER/DECEMBER 2020 | 20

ROUNDTABLE They need that emotional support, I’m sure.

be aware of how these families are dealing with this journey.

GREENBERG: I want to give each of you an opportunity to list a few bullet points. If the people listening to this or reading it want to imitate the kind of success and the kind of interaction that you’ve had, what are a few of the bullet points that you think are important for them to institute in their own companies?

GREENBERG: So that even the people who are not customer facing or patient facing within the company need to have that awareness because that will affect the whole activity of what everybody does?

HEIN-PETERS: Focus on what matters to patients and not only what matters to companies, engage in long-term relationships, not short-term opportunities. TOMLINSON: When you think about your external or internal stakeholder environment, really think about it broadly, right? Don’t just think about patient advocacy organizations. Think about organizations, individual patients, grassroots communities, influencers in that sphere, because they’re all part of that broader ecosystem. I would strongly suggest external stakeholder engagement early and throughout the process. I always like to say, ask, listen, learn and then act, do something with the information, engage throughout, throughout the years, the projects, keep them informed. They really want to know what’s going on. BRUNS: I would just add, you have to be out in the field, you have to be in those conference rooms. You have to be talking to patients and then bring that back. And then that needs to be incorporated into every department within the company to be fully patient-centric, to actually be a company that cares about their patients. Every company needs to

BRUNS: I think it’s inspiring. We had someone from finance kind of want to know what we did, and we had a whole conversation. We showed photos, and she wanted to start coming to our meetings because she mentioned I’m so inspired by these families. And so no matter where patient advocacy sits in a company, it has to be part of every department in some capacity. TOMLINSON: Patient advocacy is a point of connectivity across the entire company, not one piece, everybody: marketing, commercial, research and development, any team that you’re working with, payer teams. And some of your key partners, executive team engagement and what that looks like. And that doesn’t mean every day or every week, but the executive team touch points with some of your key stakeholders that you’re working with. It means a lot to them. GREENBERG: So if they’re talking to audiences that don’t necessarily speak English as a first language for audiences that have trouble understanding the medical terminology, that’s important to see people as different kinds of groups and even different kinds of individuals. FLORES: You actually took the words right out of my mouth

21 | HS&M NOVEMBER/DECEMBER 2020

because that’s exactly what I was going to say, is that depending on who your audience is, right, your target audience, you want somebody that is representing that community to go out and talk to that community. They love it when someone can speak their language. But if you’re trying to reach the African-American community, or Asian-Pacific Islanders, make sure your staff is representative of them, or somebody with that disability or that condition. Because we only understand those cultural nuances. It’s not just that we want to give them what we think is best for them, but what do they want? We actually took the time to speak to the families and ask them, what do you want to know about? What are your concerns? And I heard things like, how do I get support for my child at school and nutrition? My child is gaining too much weight. So we identify somebody to talk about higher education or through AP programs with children who have disabilities. And mental health services identified a Spanish speaking psychologist that can be able to talk to these families. We had a program where there were moms that said, this is the first time I’ve ever even been able to talk to psychologists. I’ve never spoken to a psychologist before, a therapist. And then another important point that was made too is staying in touch with the families. So after we have brought these programs to them and these services stay in touch, let’s not just go to the community and check the box and say, OK, we did that, but maintain that relationship, check in with them. How’s it going? Is there anything else you need or how can we support you? •

PANELISTS ANNE BRUNS Director, Clinical Patient Advocacy PTC Therapeutics

Anne has served as Executive Director of the Atypical HUS Foundation, Executive Consultant and Rare Disease Advocacy and Patient Communication Expert for Optio Biopharma Solutions before coming to PTC, where she was previously Associate Director, U.S. Patient Engagement.

PTC THERAPEUTICS, since 1998, has been a biopharmaceutical company focused on innovative small molecule and gene therapies for rare genetic disorders. They operate offices and/or research labs in more than 20 countries and occupy a business footprint in more than 50 countries around the world. Recently, they expanded into oncology and virology therapeutic research.

KASIA HEIN-PETERS VP Value and Health Outcomes Terumo BCT

Kasia has been a Global Brand Director for Novartis Vaccines and Diagnostics, head of Blue Impact Consulting, a board member of Epidemico, Vaxelis Marketing Head at Sanofi Pasteur, and previously VP Global Marketing and Communications at Terumo BCT before assuming her current role. As VP Value and Health Outcomes, she addresses the trend toward stronger evidencebased medicine models for payers, providers and regulators.

TERUMO BCT is a global leader in blood component, therapeutic apheresis and cellular technologies, believing in the potential of blood to do even more for patients than it does today.

BRIAN TOMLINSON AURORA FLORES Associate Director, Patient Engagement PTC Therapeutics

Aurora was Health Educator, Every Woman Counts for the California Health Collaborative, Project Manager for ADEPT, TEAM Lab Evaluator at the University of Southern California, Community Educator at Quintiles, and Enrollment Development Specialist I at AltaMed Health Services before joining PTC.

Director, Patient and Professional Partnerships Foundation Medicine

Brian was Chief Program Officer at the Lymphoma Research Foundation, then served in the same role for CancerCare, and moved on to become Director of Patient and Professional Partnerships at Foundation Medicine.

FOUNDATION MEDICINE is a molecular information company dedicated to a transformation in cancer care in which treatment is informed by a deep understanding of the genomic changes that contribute to each patientâ&#x20AC;&#x2122;s unique cancer. The company offers a full suite of comprehensive genomic profiling assays to identify the molecular alterations in a patientâ&#x20AC;&#x2122;s cancer and match them with relevant targeted therapies, immunotherapies and clinical trials.

COMMENT

HS&M NOVEMBER/DECEMBER 2020 | 22

HEALTHCARE

CLICK HERE TO GET TOP 100 HEALTHCARE COMPANIES

HEALTHCARE COMPANIES

TOP 100 HEALTHCARE COMPANIES Pharmaceutical, Medical Device, Biotechnology Our year-end present to you: culled from our Top 50 lists of the top pharmaceutical, biotechnology and medical device companies, here are the Top 100 of the entire industry, as gauged by their 2019 revenue. The biggest move was Takeda, which jumped 18 spots to claim the #10 position. We also had a few new entries: #69, Yunnan Baiyao Group; #70, Menarini; #77, Sino Biopharma in China; #95, Align in California; and #100, Incyte in Delaware. As in previous years, the Top 10 is comprised of predominantly pharmaceutical players, with the exception of Medtronic, which remained at #9. The overall revenue of the Top 100 increased, with 79% seeing an uptick from last year. There was a lot of fluctuation and changing of position, with 54 moving up, 37 moving down, four staying the same, and five new to the list. The Top 100 Healthcare Companiesâ&#x20AC;&#x2122;

overall revenue total was $1.311 trillion USD. The Top 100 overall revenue grew by 4% from 2018. Companies are ranked by their 2019 revenue as furnished by their annual reports and publicly available sources, Edgar and Morningstar stock information websites

23 | HS&M NOVEMBER/DECEMBER 2020

(figures of non-U.S. companies were converted to U.S. dollars from various currencies using end of the year exchange rates for 2018). Companies are categorized by their predominant revenue source and their own characterization per publicly available sources.

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HS&M. Companies ranged in size from over $100B to over $10M, and over 80% of the respondents had titles of manager or above. “We continue to receive accolades for this targeted industry report” says Jacobs Management Group, Inc. President, Cari Kraft. “Our results have become one of the key inputs into compensation benchmarks.” All specific survey information and your contact information will be held in strictest confidence. We will email you with the results as soon as they are published.

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HEALTHCARE COMPANIES

Companies are ranked by their 2019 revenue as furnished by their annual reports and publicly available sources such as Edgar and Morningstar stock information websites. Figures of non-U.S. companies were converted to U.S. dollars from various currencies.

RANKING COMPANY LOCATION

JOHNSON & JOHNSON

2019 CHANGE REVENUE IN US$B

New Brunswick, NJ, USA 70.43

ROCHE

Basel, Switzerland 59.47

PFIZER

New York, NY, USA 51.8

NOVARTIS

Basel, Switzerland 47.45

MERCK

Kenilworth, NJ, USA 46.8

GLAXOSMITHKLINE

Brentford, United Kingdom 40.81

SANOFI

Paris, France 40.51

ABBVIE

North Chicago, IL, USA 33.23

MEDTRONIC

Dublin, Ireland 30.56

TAKEDA

Osaka, Japan 30.28

MEDIPAL HOLDINGS

Tokyo, Japan 28.69

BRISTOL-MYERS SQUIBB

New York, NY, USA 26.14

THERMO FISHER

Waltham, MA, USA 25.54

FRESENIUS MEDICAL CARE

Bad Homburg, Germany 25.35

ABBOTT LABORATORIES

Chicago, IL, USA 24.44

ASTRAZENECA

Cambridge, United Kingdom 24.38

Tokyo, Japan 24.29

AMGEN

Thousand Oaks, CA, USA 23.36

GILEAD SCIENCES

Foster City, CA, USA 22.45

ELI LILLY

Indianapolis, IN, USA 22.32

PHILIPS

Amsterdam, Netherlands 21.82

BAYER

Leverkusen, Germany 20.14

GENERAL ELECTRIC

Fairfield, CT, USA 19.94

BOEHRINGER INGELHEIM

Ingelheim am Rhein, Germany 18.99

MERCK KGAA

Darmstadt, Germany 18.12

ALFRESA HOLDINGS

25 | HS&M NOVEMBER/DECEMBER 2020

CLICK HERE TO GET TOP 100 HEALTHCARE COMPANIES

HEALTHCARE COMPANIES

RANKING COMPANY LOCATION

2019 CHANGE REVENUE IN US$B

DANAHER

Washington, DC, USA 17.91

Franklin Lakes, NJ, USA 17.29

TEVA

Petach Tikva, Israel 16.88

SIEMENS

Munich, Germany 16.26

ALLERGAN

Dublin, Ireland 16.09

Dublin, OH, USA 15.63

STRYKER

Kalamazoo, MI, USA 14.88

BIOGEN

Cambridge, MA, USA 14.38

BagsvÃ¦rd, Denmark 14.02

CELGENE

Summit, NJ, USA 12.95

OTSUKA

Tokyo, Japan 12.85

ASTELLAS

Tokyo, Japan 11.97

MYLAN

Canonsburg, PA USA 11.5

Marlborough, MA 10.74

BAXTER

Deerfield, IL, USA 10.56

RECKITT BENCKISER

Slough, United Kingdom 10.35

DAIICHI SANKYO

Tokyo, Japan 9.03

ESSILOR

Charenton-le-Pont, France 8.84

BAUSCH HEALTH

Laval, Quebec, Canada 8.6

CSL BEHRING

Victoria, Australia 8.5

B. BRAUN

Melsungen, Germany 8.37

ZIMMER BIOMET

Warsaw, IN, USA 7.98

REGENERON PHARMACEUTICALS Tarrytown, NY, USA 7.86

TEIJIN

Osaka, Japan 7.85

OLYMPUS

Tokyo, Japan 7.54

BECTON DICKINSON

CARDINAL HEALTH

NOVO NORDISK

BOSTON SCIENTIFIC

HS&M NOVEMBER/DECEMBER 2020 | 26

HEALTHCARE COMPANIES

RANKING COMPANY LOCATION

2019 CHANGE REVENUE IN US$B

Saint Paul, MN, USA 7.43

CARL ZEISS

Oberkochen, Germany 7.19

CHUGAI PHARMACEUTICAL

Tokyo, Japan 6.31

ZOETIS

Parsippany, NJ, USA 6.26

EISAI

Tokyo, Japan 5.8

GRIFOLS

Barcelona, Spain 5.72

TERUMO

Tokyo, Japan 5.7

UCB

Brussels, Belgium 5.51

PERRIGO

Dublin, Ireland 5.42

HOYA

Tokyo, Japan 5.38

SERVIER

Neuill-sur-Seine, France 5.17

London, United Kingdom 5.14

ALEXION

New Haven, CT, USA 4.99

HITACHI

Tokyo, Japan 4.61

SHIP HEALTHCARE HOLDINGS

Suita-Shi, Japan 4.6

INTUITIVE SURGICAL

Sunnyvale, CA, USA 4.48

EDWARDS LIFESCIENCES

Irvine, CA, USA 4.35

SUN PHARMA

Mumbai, India 4.32

69 NEW

YUNNAN BAIYAO GROUP

Kunming, China 4.27

SUMITOMO DAINIPPON PHARMA Osaka, Japan 4.23

SMITH & NEPHEW

NEW MENARINI

Florence, Italy 4.17

VERTEX PHARMACEUTICALS

Boston, MA, USA 4.16

DENTSPLY SIRONA

York, PA, USA 4.03

NIPRO

Osaka, Japan 3.8

ILLUMINA

San Diego, CA, USA 3.54

27 | HS&M NOVEMBER/DECEMBER 2020

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HEALTHCARE COMPANIES

RANKING COMPANY LOCATION

NEW

2019 CHANGE REVENUE IN US$B

MITSUBISHI TANABE PHARMA

Osaka, Japan 3.49

SINO BIOPHARMA

Hong Kong, China 3.48

HOLOGIC

Marlborough, MA, USA 3.37

Palo Alto, CA, USA 3.23

DRÄGER

Lübeck, Germany 3.11

Mentor, OH 3.03

BIOMERIEUX

Marcy l’Etoile, France 3

Dublin, Ireland 2.91

HILL-ROM

Chicago, IL, USA 2.91

IPSEN

Les Ulis, France 2.89

Stäfa, Switzerland 2.82

GETINGE

Gothenburg, Sweden 2.82

SYSMEX

Cho-ku, Japan 2.79

COLOPLAST

Humblebaek, Denmark 2.69

Pleasanton, CA, USA 2.65

TELEFLEX

Wayne, NJ, USA 2.6

RESMED

San Diego, CA, USA 2.6

HARTMANN

Frankfurt, Germany 2.45

Westbrook, ME, USA 2.41

VARIAN MEDICAL SYSTEMS

STERIS

ENDO INTERNATIONAL

SONOVA

THE COOPER COMPANIES

IDEXX LABS

95 NEW ALIGN

San jose, CA, USA 2.4

BIO-RAD

Hercules, CA, USA 2.3

DR. REDDY’S LABORATORIES

Telangana, India 2.25

WILLIAM DEMANT

Smørum, Denmark 2.24

FUJIFILM

100 NEW

JAZZ PHARMACEUTICALS

Tokyo, Japan 2.19 Dublin, Ireland 2.16 HS&M NOVEMBER/DECEMBER 2020 | 28

INDUSTRY

Beyond COVID-19: Life sciences reimagined This is condensed from a report compiled by Reuters and sponsored by EY. Principal authors: Susan Garfield, US Consulting Principal and Life Sciences Sector Commercial Leader, EY and Blair Gottscho, Managing Director, Reuters Events Pharma. The coronavirus pandemic has been the driving force shaping the biopharma and medtech sectors over the first half of 2020. And, while much of the fallout has been predictable, certain events and trends have surprised. As our survey of more than 550 senior life sciences leaders in the US makes clear, the pandemic has forced the life sciences industry to adapt almost overnight to a new way of working. Commercial and Medical Affairs teams have had to fundamentally rethink not only how they engage with HCPs and patients, but also how to maintain momentum for products being launched at a time of decreased access. Patient engagement teams find themselves rushing to serve unmet patient needs remotely. R&D folk, meanwhile, are trying to work out what the pandemic

and post-pandemic impacts will be on trials. It is clear that a range of technologies have, or soon will, become a central part of the adjustment to these new realities. Life sciences businesses will need to adapt to the rapid adoption of telemedicine and near-home care. Their commercial approach will become more digitally weighted in a future where face time with doctors will be far more limited. They will also need to harness ways both to engage digitally and to adapt to the accelerated adoption of technologies such as wearables.

Figure 1

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While almost every pharma business was already somewhere on this innovation and transformation journey, the imperative to adapt is now urgent. The challenge is to exploit these new circumstances to capture the considerable opportunities to help HCPs drive better outcomes and save them time and stress in the process; to engage with them more meaningfully and effectively; and to build on any lessons in clinical innovation arising from the race to develop vaccines forCOVID-19. This process of adaptation has already begun. Life sciences companies are increasing investments en-masse into digital customer engagement (84% are increasing investments here) and in the technology to support this, such as data and analytics capabilities (79% are investing more). Well over half (58%) are also investing more in patient engagement. Many of the technology trends that were coming are moving, or already have moved, from early pilot stage or tactical applications to become central to the strategic plans for many.

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COMMERCIAL OPERATIONS Despite short-term fiscal limitations for some, there is clearly ample appetite for emerging digital technologies, which quickly became central to strategic operations for many entities after the COVID-19 crisis began. “The worldwide pandemic lit the afterburners,” said Karan Arora, Chief Commercial Digital Officer, AstraZeneca. “In the past, technology was a tactic for driving efficiency and automation in health care. Today, it must be part of C-level strategies that reimagine how we work and how we interact with patients and providers for the best possible outcomes.” TODAY Commercial operations have experienced significant uncertainty, which is anticipated to impact operations for the next year. Most

respondents (64.9%) think there will be permanent downsizing in salesforce headcounts, although most don’t expect big cuts in the near term. Just 3% think their salesforce faces a significant downsizing of 25% or more in the next year. The current unpredictable environment has negatively impacted revenues across regions (at varying degrees). At the same time, many sector players are contemplating strategic investments, while some simply do not have the funding to invest at pre-pandemic levels and others have seen encouraging growth. TOMORROW Companies that allocate funding to digital technologies and staff to adapt to new ways of working will be best positioned to navigate the near-term uncertainty around the COVID-19 pandemic while also futureproofing the business to help guard against future disruption. This is certainly in the process of happening for most. The survey showed that 85% of respondents expected digital engagement

Figure 2

investments to grow and 80% anticipated more spending on the technology and data analytics capabilities that would support remote capabilities. For example, as noted by Sheila Frame, Vice President of Marketing, Market Access & Patient Services with Sandoz, “the sharp decline in engagement via medical congresses and field force visits affords pharma the opportunity to rethink its approach to geography.” (Figure 1) THE ROAD AHEAD In the long term, companies must begin to reimagine commercial models, as investment in digital tech for both internal and external customer engagement will be a top priority across functions. This includes the widespread adoption of digital platforms to support telemedicine. However, it is not yet clear how widely HCPs will employ telemedicine after the pandemic in the US compared to Europe, says AstraZeneca’s Arora. “Outside the US that trend will continue because the economics are in place as centralized payer systems are reimbursing for it, so it will become part of the permanent care paradigm.” It is not just a question of whether and how telemedicine will be reimbursed long term in the US, adds Arora. “Providers have invested in bricks and mortar to get economies of scale, so they want patients to come in.” The continued embrace of telemedicine is likely to be more common in certain areas such as chronic diseases or oncology, however, he adds. (Figure 2)

31 | HS&M NOVEMBER/DECEMBER 2020

Figure 3

“It is not just a question of whether and how telemedicine will be reimbursed long term in the US. Providers have invested in bricks and mortar to get economies of scale, so they want patients to come in.” Karan Arora Chief Commercial Digital Officer AstraZeneca

MARKETING AND THE SALES MODEL TODAY The sales model is being redefined. The conventional field force model, already under pressure, has suddenly also been rendered unfit for purpose. “It is clear that the selling model and the rep’s role have fundamentally changed,” says Chetak Buaria, Global Head of Customer Engagement & Channel Evolution, Biopharma Global, Merck. “In

the field force era, a face-to-face rep visit may have been the organization’s only touchpoint with a customer,” he says. “Now you might connect with that customer through alternative digital means and other touch points. How do you read all those into your call and structure, that conversation to adapt to this multichannel world?” In a multichannel world where HCPs engage in various other ways, pharma needs to work out how the rep best fits in, says Buaria. “That fundamentally raises the bar for the rep. From the HCP’s point of view, how do you add value to my practice through this conversation?” The other factor pharma needs to think about is who else is now customer-facing in addition to the rep and what training and resources they may need. Marketeers who are sending out emails, or conducting webinars are directly engaging in new ways with customers, for example, or IT colleagues may be helping customers get onto webinars. (Figure 3)

“In the field force era, a face-to-face rep visit may have been the organization’s only touchpoint with a customer. Now you might connect with that customer through alternative digital means and other touch points.” Chetak Buaria Global Head of Customer Engagement & Channel Evolution Biopharma Global Merck

TOMORROW The commercial field force: rationalized or repurposed? New investments, approaches and skills are being implemented and adopted. Sales and marketing folks are adapting what they do to make the most of the uptake of new channels. 51% of respondents agree or strongly agree that reps are making a smooth transition to remote engagement, while 72% say

HS&M NOVEMBER/DECEMBER 2020 | 32

INDUSTRY Figure 4

they are skilling rep teams up to be able to engage remotely. (Figure 4) The size and disposition of sales teams is under review and smaller field forces look likely, although in the short term the reductions may not amount to the reckoning some may have predicted. Only 27% of respondents expect a decrease in sales personnel this year, without much focus on repurposing. In the medium term (12 to 24 months), respondents expect a decrease in salesforce headcount (35%). A bigger change is likely in the longer term, however, since 63% of respondents say that salesforce headcount will ultimately decrease as a result of the pandemic. It is clear that many organizations are taking their time, rather than rushing through dramatic rationalizations, and they will also be considering evolving sales reps into new roles, divided roughly

equally into marketing or sales operations or patient support, among those who are planning to repurpose salesforce teams. (Figure 5) THE ROAD AHEAD The commercial function will need to adopt new technical, content and internal capabilities suited to the new digital first environment, entailing far-reaching reorganizations. Competitive advantage in commercial has moved from being about the scale and resources of the field force under the old model, to the mastery of digital technology. This will define success in future, says Arora: “This can drive massive economies and sustainable competitive efficiencies.” The most effective participants in the new commercial environment will be those who use technology to provide the richest customer experience and provide HCPs with the best content. The ultimate destination for pharma businesses

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is highly responsive, highly flexible engagement platforms. These will serve HCPs the content they need, when they need it, in the format and medium they want it. They will be mobile-first, sometimes incorporating elements of augmented reality.

CONCLUSION: THE POST-PANDEMIC OUTLOOK FOR PHARMA The COVID-19 pandemic has ushered in a paradigm shift of epic proportions, but as this survey shows, agile organizations and stakeholders have already begun to prepare for the road ahead – even if the destination isn’t quite clear yet. In the short term, savvy companies are evaluating their capabilities – from workforce to process,

Figure 5

technology and data – and making significant investments now with an eye toward salesforce transformation and commercial model evolution. The road ahead is all about finding new ways of working through upskilling people and enabling infrastructure optionality, because the digital-driven biopharma or-

ganization of the future will meet patients and customers wherever they are. And as the industry forges new go-to-market strategies with all of these objectives in mind, one thing is abundantly clear – adaptability will be key. Significant investment is already in train over the next two years across the major functions. Investment

among the majority life sciences businesses is especially focused on digital engagement and the data and analytics capabilities that supports an enables it. (Figure 6) • The full report can be accessed here.

Figure 6

COMMENT HS&M NOVEMBER/DECEMBER 2020 | 34

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

478

Number of deals made in digital health by med device companies Digital health investment is climbing significantly. Just in the medical device sector, investment has topped $5B, representing 478 deals. Telehealth came in next, at $2.8B, followed by Healthcare AI at $2.1B, and health plans and clinical trials, both at $1.4B. Source: CB Insights, Q3 â&#x20AC;&#x2122;20 Report

26.3%

Number of healthcare companies on-target with plan during Covid-19 According to a study done by Reuters, over 26% of healthcare executives report that their companies are in line with their plans for the year, even factoring in the effects of Covid-19. Another 11% are above plan, and over 33% are below. Source: Reuters, Beyond Covid-19: Life sciences reimagined (see report in this issue)

Decrease in health spending from 2019 The year-to-date spending on health services is down about 2% from last year, and may end up lower than it was in 2019. At its low point in April when the pandemic first really hit, spending on health services had fallen an extraordinary 32% on an annualized basis This is the first time expenditures for patient care have fallen year-over-year since data became available in the 1960s . Source: Kaiser Family Foundation, COVID-19 Is Causing Health Spending to Go Down, December 2, 2020 35 | HS&M NOVEMBER/DECEMBER 2020

90%

Anticipated reduction in new HIV diagnoses by 2030 Itâ&#x20AC;&#x2122;s possible we could be nearing an end to the HIV epidemic. This year, NIH awarded approximately $10 million to support implementation science research to advance the goals of the Ending the HIV Epidemic: A Plan for America initiative, which aims to reduce new HIV diagnoses in the United States by at least 90% by 2030. Source: NIH statement on World Aids Day, December 1, 2020

$10T

Estimated size of global healthcare market by 2022 PolicyAdvice projects that global healthcare spending could reach $10 trillion in the next couple of years. The U.S. has the greatest healthcare spending, at $10,224 per capita, twice that of other countries. Source: PolicyAdvice, The State of Health Care Industry (2020), November 22, 2020

35%

Of U.S. hospitals are in rural areas About 35% of U.S. hospitals serve rural areas, with 65% in urban areas. Although rural populations are approximately only 20% of the total U.S. population, since rural areas cover so much territory, this still puts a significant travel burden on patients to reach critical care. Source: American Hospital Association, Fast Facts on U.S. Hospitals, 2020

9.25%

Estimated CAGR of fertility services from now until 2026 The global fertility services market is expected to rise from its initial estimated value of $20.3B in 2018 to an estimated value of $41.3B by 2026, a CAGR of 9.25% in the forecast period of 2019-2026. This rise in the market can be attributed to the changing lifestyle and increasing infertility rates. Source: Data Bridge Market Research, Global Fertility Services Market 2020, Covid-19 Effect Analysis by Top Companies and Forecast 2026, December 4, 2020

COMMENT HS&M NOVEMBER/DECEMBER 2020 | 36

TALENT TRENDS

The Instant-On, On-Demand Workforce By Cari Kraft, Jacobs Management Group How have the pandemic, IT advances, remote working, skill set requirements and other influences in these fast-changing times affected our strategies and practices in hiring? Quite a lot, and itâ&#x20AC;&#x2122;s the responsibility of every company to keep up with the needs and opportunities that are before us. In addition, how do we deal with the loss of 10,000 Boomers from the workforce every day, and the capabilities and expectations of the millennials and Gen Z cohorts that we may not fully understand?

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Are you a Subject Matter Expert? Share Your Expertise

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TALENT TRENDS To the rescue come new talent platforms – InnoCentive, Kaggle, Toptal, Upwork – and industrytargeted resources like ExpertsOnTap for the life sciences. Going beyond the business models of Uber and TaskRabbit, these focus more narrowly on the highly-skilled workers you need to identify. This is a need long-developing and critical to success. A higherskilled workforce promises more flexibility, greater efficiency, faster turnaround in times of flux, and especially improved innovation and competitiveness. No surprise to us, because in recent years we’ve seen how they can increase labor force flexibility, accelerate time to market, and enable innovation. And this is happening across the landscape – in short- and longterm assignments, for tactical and strategic needs, and in an increasing array of specialized positions. THE GIG ECONOMY It’s estimated that over one-third of US workers (36%) participate in the gig economy, either through their primary or secondary jobs. This number comprises around 57 million Americans. It’s not just multiple job holders; for 29% of U.S. workers, their primary job is actually an alternative work arrangement. The market for talent can be divided into two main areas These platforms, which include such companies as Toptal and Experts OnTap, allow clients to easily source high-end niche experts — anybody from big-data scientists to strategic project managers and even interim CEOs and CFOs. Toptal, for example, claims it culls the “top 3%” of freelanc-

ers from across the globe. Experts might be hired for strategic initiatives or embedded in teams, and the projects they’re assigned to can range in length from a few hours to more than a year. Experts OnTap seamlessly connects clients in the pharmaceutical, biotechnology, medical device and diagnostic sectors to vetted experts for a host of assignments: hour-long consultations, short projects, and extended projects. In fact, these consultants are often brought on for a single task, but the company subsequently discovers their worth and broadens the scope of the assignment. Experts OnTap CEO Pierce Kraft notes that “With an industryspecific network of over 300,000+ professionals, and a proprietary experiential vetting strategy, we enable our clients to access the exact expertise they need, how and when they need it most. We also provide clients with the ability to custom-source experts, all through our proprietary engagement platform.” MARKETPLACES FOR FREELANCE WORKERS These platforms, which include Upwork, Freelancer, and 99designs, match individuals with companies for discrete task-oriented projects—designing a logo, say, or translating a legal document. Many freelance platforms offer access to workers from around the world with a wide variety of skills, and payment is often per completed task. Covid-19 is accelerating the move toward these platforms, too: As large swaths of society began working remotely, Upwork

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saw a spike in demand for digital marketing expertise from companies trying to reach consumers in their homes. EARLY LESSONS In studying how talent platforms are being used, we’ve identified four areas where companies have consistently found platforms most useful: Flexibility: Often you don’t need specific kinds of expertise for long periods. So the ability to access them for a limited task and a limited time is highly efficient. They also bring with them knowledge that may not be available inside your workforce, things that they have learned elsewhere that can provide a competitive benefit. For instance, Experts OnTap had a biopharmaceutical client that required expertise in an esoteric area of cell therapy. In a short timeframe, to perform manufacturing due diligence and evaluate the capability of a facility to support their cell therapy technology. Once the consultant was brought on board, the company was impressed with how quickly the assignment was completed – including a site audit, full GxP eval and executive summary – and achieved significant cost and time savings. This led to an indefinite extension of the expert’s commitment. Direct to source top level expertise: Traditional consulting firms have their own self-serving business model, which often predicts including lower-level team members when the client was expecting the full attention of the top subject-matter expert. The newer resources, like Experts OnTap,

match more than just technical background to client project. They strategically identify people based on a wide variety of quantitative and qualitative measures to assure clients of working with experts who have very literally “been there and done that.” Contracting, Compliance, and Confidentiality: Additionally particular to the new entities, the assurances of contracting, compliance, and confidentiality are handled for you and built into the process, not separated as extras. Networks have a pre-defined process to ensure that each and every expert maintains the highest compliance and confidentiality throughout the engagement and beyond. And when you are contracting with a single entity, it reduces exposure and makes the process seamless. Cost: Perhaps most dramatically, these emerging platforms have an approach that ensures cost effectiveness. It includes all the necessaries – access to the best minds, prescribed deadlines, assurance that your expert will be the one person you can depend on – and adds to that the availability of this expertise without the astronomical salaries or significant benefits you normally associate with that kind of assistance. The hourly basis model gives you more control and efficiency. LABOR FORCE FLEXIBILITY Pierce Kraft relates Experts OnTap’s experience with a medtech company. “They needed an operations leader to take a team through a critical process deciding on in-house vs. external contract

manufacturing. Obviously, this required someone with an unbiased point of view. Our consultant saved the company time and completed the assignment in just ten weeks, evaluating potential suppliers vs. internal production. This involved assessing the company’s global supply chain. He identified key risks, and trained internal personnel on make vs. buy assessments identified opportunities for improving the supply base, augmenting their ability to replicate the process in the future. This led to rapid decision-making and an even greater provision of value than the client anticipated. And the company was able to maintain key partner and supplier relationships, even when conducting a sensitive analysis.”

ing to manufacture a new device, the task was to evaluate potential CDMOs (Contract Development and Manufacturing Organizations) as partners for the project. In days, they had a thorough analysis and proposal with regard to potential partners. This was so successful that the company continued to leverage the consultant for further tasks.

TIME TO MARKET

And so it becomes necessary to identify and access new leverage in order to maintain and increase our own competitiveness and efficiency. These new platforms provide that, in line with the new world of the gig economy. Now, instead of making attenuated hiring decisions involving negotiated salaries and benefits, geography, and other complex conditions, you can have immediate help on your doorstep at an affordable cost and a defined timeframe, through the innovative practices provided by Experts OnTap, InnoCentive, Toptal and others of their ilk. •

Many managers have turned to talent platforms to fast-track processes, meet deliverables, and ensure outcomes. Experts OnTap had a medical device client that needed to navigate customs compliance, FDA clearance and tariffs to ensure seamless logistics. Within days a leading logistics and regulatory compliance expert was brought in via their Lifeline Model, which provides access to an expert on call as needed. Well within a tight turnaround timeframe, the expert had helped with customs, regulations, brokers, and timely distribution of product domestically and internationally.

THE CONSTANCY OF CHANGE It has been an axiom for many years that change is the norm. But today, change is accelerating more rapidly than we ever anticipated. New workers, new skills, new technology, new practices, new competition, new pressures of all types are rushing at us with astonishing speed.

BUSINESS MODEL INNOVATION Digital talent platforms can also help companies reinvent the way they deliver value. For a a biopharmaceutical client that was look-

COMMENT

HS&M NOVEMBER/DECEMBER 2020 | 40

MOTIVATION

MOTIVIDEOS By Cari Kraft, Jacobs Management Group Getting the day off to a good start is even more challenging when your staff is scattered and checking in through Zoom or a similar platform. That’s why we think Motivideos are even more important today. They give you lessons and entertainment that can kick off your morning meeting in an exciting way. We hope these continue to help motivating your staff.

Expressing Yourself Well

Cognitive Blindness: Focusing on the Right Things

Most of our day is spent trying to communicate in the most efficient, effective manner with colleagues, clients and others. Here are some tips on how to help your team interact in an articulate way.

You think magic is just entertainment? Not at all. As Kyle Eschen demonstrates, understanding where and how we focus helps us pay attention to the right things in any situation. This is one to keep in your files to get your team thinking at the beginning of a meeting.

Overcoming Anxiety Changing work places. Learning new skills, Communicating over different platforms. Of course we’re all trying to help manage the anxiety of our teams in this new world. Here is a short out of the box method for helping an employee in calming and getting away from that place of anxiety in the midst of chaos.

Gratitude and Calm When you want to imbue your team meeting with a recognition of gratitude for all they have, that gives them the opportunity to embrace calm and peacefulness. Here psychologist Dacher Keltner walks us through the process.

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 41 | HS&M NOVEMBER/DECEMBER 2020

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EXPRESSING YOURSELF WELL

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COGNITIVE BLINDNESS: FOCUSING ON THE RIGHT THINGS

GRATITUDE AND CALM

HS&M NOVEMBER/DECEMBER 2020 | 44

INDUSTRY

Why I Work In Healthcare

In an effort to support our front-line workers, we are continuing to devote our Why I Work in Healthcare column to highlighting their efforts. As we have done in our issues since the pandemic, we honor and salute those who continue to put their lives at risk. Here is a piece by the AARP highlighting those less seen in the nursing homes.

These Nursing Home Workers Are COVID Pandemic’s Unsung Heroes Portraits capture their bonds with residents, made stronger by coronavirus By Jessica Ravitz, AARP, November 30, 2020 While hospital workers fighting the COVID crisis have justifiably been called out for recognition, those serving on the frontline in nursing homes have remained, for the most part, in the shadows. But they, too, have put their lives at risk to protect the most vulnerable — people who often feel like family. They have become lifelines for residents and their loved ones, offering comfort and connection at a time marred by crisis, fear and death. Many nursing home workers have saved lives,

refusing to leave their jobs even as their workplaces became epicenters for infection, with long-term care facilities claiming 40 percent of the country’s COVID deaths — representing more than 90,000 victims. And many workers have been infected themselves. More than half of the nation’s 15,000-plus nursing homes recently reported at least one COVID infection among staff, according to a recent AARP analysis.

The pictures below showcase those workers — and the residents who’ve called them out for their service. The video tells the story of Sofia Metovic, the director of dining services at the Selfhelp Home in Chicago. After that nursing home shut its doors to non-essential workers because of COVID-19, Metovic began running its beauty salon. She washes and styles hair, paints nails and applies makeup, making conversation and connections at a time when many residents feel desperately isolated.

A NURSING ASSISTANT WHO TREATS VETERANS ‘LIKE FAMILY’ Jim Evola has lived at the Missouri Veterans Home in St. Louis for nearly four years. The 71-year-old Vietnam War vet and retired postal worker has Alzheimer’s disease and post-traumatic stress. At times, he can be a handful, says Iris, his wife of 30 years. But DOROTHY HICKS, 46, a certified nursing assistant who’s worked at the veterans home for more than 12 years, looks out for him, offering Iris constant solace. “She’s just always been very attentive to him,” Iris says. “She treats the guys like family.” Hicks surprises Evola with his favorite soda, root beer, and he responds to her voice. He doesn’t speak much, but her quips make him smile. When he first got to the home, he was combative. If she came close to change him, he’d raise his fist and warn, “You better not.” Hicks learned fast to beat him at this game, raising her own fist and uttering the same warning before he could, which made him relax and grin. When the home’s social worker sets up FaceTime calls between Evola and Iris, Hicks might dance around off camera so Iris is treated to her husband’s smile. He’s clean-shaven, well-fed and cared for, which comforts his family at a time when they can’t visit. “She gets on the level of the vets when she speaks to them,” Iris says, “and looks them in the eye.”

45 | HS&M NOVEMBER/DECEMBER 2020

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INDUSTRY

Why I Work In Healthcare THIS ACTIVITY DIRECTOR EMBRACED A RESIDENT’S HOME BUSINES COVID concerns may have isolated Merna Priestley, 90, in her room, but she refuses to sit idle. And DAVID CASTILLO, the activity director at Good Samaritan Society–Millard, in Omaha, Nebraska, makes sure she doesn’t have to. “She caught my eye,” says Castillo, 26, who joined the staff after coronavirus forced the nursing home into lockdown mode. “Since she is highfunctioning, we wanted to make sure that we always provided more for her, to ensure that she did not get bored.” Castillo plies Priestley, a voracious reader, with library books. She plays livestreamed bingo and has learned to enjoy music on her tablet, along with daytime TV. And through it all, she’s maintained her longtime business creating and selling yarn winter hats. She uses a circular loom and has been known to knit up to 100 hats a year. The pandemic threatened sales, normally made from a display table in the front lobby, so Castillo shot a video he shared with families and staff. Soon, the local newspaper picked up on it, too, prompting “calls left and right about purchasing Merna’s hats,” he says. “It keeps my hands busy,” Priestley says of her work. “I can’t just sit here and do nothing.”

THIS ‘WONDER WOMAN’ ENABLES HIS FACETIME CALLS, CREATING A LIFELINE TO FAMILY With a broken hip and disinclined to try rehabilitation, Don Redlin, 97, landed in the Jenkins Living Center in Watertown, South Dakota, days before the COVID-19 pandemic forced the facility to lock down. His family felt shut out and anxious. The “shining light” during this time, says daughter Mary Redlin, 60, has been the center’s activities coordinator, BUFFY NEUBERGER, who’s worked there for 43 years. The older Redlin can hardly hear, making phone calls impossible. But with Neuberger’s help, Mary and her 94-year-old mother, Virginia, FaceTime with him three times a week. When he sees his wife of 72 years, the mother of his eight children, he always says, “I wish I could kiss you.” Early on in the pandemic, Redlin would tell his daughter, “I’ll see you in heaven.” Then, in October, he tested positive for the coronavirus and Neuberger, 61, became more of a lifeline. She updated the family while he was in quarantine, battling fatigue and a cough. She even suited up in PPE gear to keep the FaceTime routine going. “Once again,” Mary says, “Buffy is Wonder Woman!” Neuberger keeps an eye out for Redlin and passes along simple, reassuring messages like, “I saw him in the dining room, and he waved at me,” Mary says. “He can’t hug us, he can’t touch us, he can’t kiss us. But there is this human being that is there that is consistent, who knows who he is.”

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Original article and videos can be seen at

COMMENT

www.aarp.org/caregiving/stories/info-2020/ nursing-home-workers-covid-heroes.html

HER FAMILY WANTED HER TO RETIRE BUT SHE STUCK WITH HER NURSING HOME For 14 years, ROSA MARÍA GONZALEZ, 66, has been a beloved certified nursing assistant (CNA) at Friendship Village in Tempe, Arizona. She works in the retirement community’s skilled nursing health care center, helping residents recently discharged from hospitals grow stronger so they can return home. It’s the sort of work that Gonzalez dreamed of doing while growing up in Mexico City, where she was able to attend grade school for only three years. “I love what I do,” she says. “I don’t think I could do anything else.” Not even during the pandemic, which has her children pressing her to retire. She builds trust with residents and their families, never misses a detail and puts people like Dorothy Denyer, pictured here with Gonzalez, at ease. Denyer, 89, came to the center to recuperate from a respiratory infection. “My second daughter was recently in an accident, and she told me she would be praying for her, too,” Denyer said. “It feels like I’ve always known her.”

THIS SOCIAL WORKER HAS ‘ESSENTIALLY BEEN FAMILY BECAUSE WE CAN’T VISIT’ Not long before COVID struck Seattle, Washington, Alice Chu moved into the nursing home at Kin On, a long-term care provider that caters to the Asian community. Chu, 70, tripped early last year in a parking lot, hit her head and injured her spine in the fall. The accident left her a quadriplegic and turned her and her family’s world upside down. Social worker MABEL LUKE, 56, helped with Chu’s admission and transition. And in the months since, while the facility’s doors have stayed shut to outsiders during the pandemic, she hasn’t budged, offering positive energy and support not just to Chu but also to her loved ones. “Mabel essentially has been her family because we can’t go in and visit her,” says daughter Elaine Chu, 48. “She’s very special to us.” Luke, who’s worked at Kin On for more than 28 years and can communicate in the elder Chu’s native Cantonese, checks on Elaine’s mom daily. If Chu, who uses a voice-activated Amazon Echo Dot to make and take calls from her husband and two daughters, seems to need an extra boost, she’ll email the family to suggest they be extra upbeat when they phone. She arranges family Zoom calls and helps Chu to focus on more than the accident. She might chime in from the Zoom-call sidelines and say, “Alice, don’t you want to know about your grandchildren?” Luke makes this overwhelming chapter a bit more manageable. “Mabel is the best,” Chu says by email, through her daughter. “She helps above and beyond.”

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INNOVATION

Cleveland Clinic Unveils Top 10 Medical Innovations For 2021 By Neil Greenberg Blood disorders,cystic fibrosis, telemedicine, smartphone-connected pacemakers. These are some of the innovations that will enhance healing and change healthcare in the coming year, according to clinicians and researchers from Cleveland Clinic. In conjunction with the 2020 Medical Innovation Summit, Cleveland Clinic announced the Top 10 Medical Innovations for 2021. The list of breakthrough technologies was selected by a committee of Cleveland Clinic subject matter experts, led by Will Morris, M.D., executive medical director for Cleveland Clinic Innovations, and Akhil Saklecha, M.D., managing director of Cleveland Clinic Ventures.

About Cleveland Clinic Cleveland Clinic is a nonprofit multispecialty academic medical center that integrates clinical and hospital care with research and education. Located in Cleveland, Ohio, it was founded in 1921 by four renowned physicians with a vision of providing outstanding patient care based upon the principles of cooperation, compassion and innovation. Cleveland Clinic has pioneered many medical breakthroughs, including coronary artery bypass surgery and the first face transplant in the United States. U.S. News & World Report consistently names Cleveland Clinic as one of the nation’s best hospitals in its annual “America’s Best Hospitals” survey. Visit us at clevelandclinic.org. For more information on the annual Top 10 Medical Innovations list including descriptions, videos, and year-byyear comparisons, visit Cleveland Clinic’s Top 10 Medical Innovations page. 49 | HS&M NOVEMBER/DECEMBER 2020

CALL FOR INNOVATION SHOWCASE NOMINATIONS

Help us share innovation in the industry (and spotlight your organization) by submitting an innovation showcase nomination. Organizations from the Medical Device, Biotech, Pharmaceutical, Device, and Healthcare IT industries are welcome to submit recommendations. Selected innovations will be highlighted in our Innovation Showcase article. SUBMIT A NOMINATION SELECTED SHOWCASE NOMINEES WILL BE CONTACTED FOR FINAL REVIEW BEFORE PUBLISHING.

INNOVATION

1 Gene Therapy for Hemoglobinopathies Hemoglobinopathies are genetic disorders affecting the structure or production of the hemoglobin molecule – the red protein responsible for transporting oxygen in the blood. The most common hemoglobinopathies include sickle cell disease and thalassemia – which combined affect more than 330,000 children born worldwide every year and more than 100,000 patients with sickle cell disease in the United States alone. The latest research in hemoglobinopathies has brought an experimental gene therapy, giving those who have the condition the potential ability to make functional hemoglobin molecules – reducing the presence of sickled blood cells or ineffective red blood cells in thalassemia to prevent associated complications.

2 Novel Drug for PrimaryProgressive Multiple Sclerosis In individuals with multiple sclerosis (MS), the immune system attacks the fatty protective myelin sheath that covers the nerve fibers – causing communication problems between the brain and the rest of the body that can result in permanent damage or deterioration and eventual death. Approximately 15 percent of people with MS experience a disease subset known as primary-progressive, characterized by gradual onset and steady progression of signs and symptoms. A new, FDA-approved therapeutic monoclonal antibody with a novel target is the first and only MS treatment for the primary-progressive population. 51 | HS&M NOVEMBER/DECEMBER 2020

3 Smartphone-Connected Pacemaker Devices Implantable devices like pacemakers and defibrillators deliver electrical impulses to the heart muscle chambers to contract and pump blood to the body. They are used to prevent or correct arrhythmias – heartbeats that are uneven, too slow or too fast. Remote monitoring of these devices is an essential part of care. Traditionally, remote monitoring of this device takes place through a bed-side console that transmits the pacemaker or defibrillator data to the physician. Though millions of patients have pacemakers and defibrillators, many lack a basic understanding of the device or how it functions and adherence to remote monitoring has been suboptimal. Bluetooth-enabled pacemaker devices can remedy these issues of disconnection between patients and their cardiac treatment. Used in conjunction with a mobile app, these connected devices allow patients greater insight into the health data from the pacemakers and transmit the health information to their physicians.

4 New Medication for Cystic Fibrosis Today, more than 30,000 people in the United States are living with cystic fibrosis (CF) – a hereditary condition characterized by thick, sticky mucus that clogs airways and traps germs, leading to infections, inflammation and other complications. CF is caused by a defective cystic fibrosis transmembrane conductance regulator (CFTR) protein. A class of drugs called CFTR modulators correct the protein’s action, but medications developed prior to last year had only been effective in a subset of people with certain mutations. A new combination drug, FDA approved in October 2019, provides relief for patients with the most common CF gene mutation (F508 del) – estimated to represent 90 percent of individuals living with the disease. HS&M NOVEMBER/DECEMBER 2020 | 52

INNOVATION

5 Universal Hepatitis C Treatment Classified as a “silent epidemic” by the CDC, hepatitis C has emerged as a major public health issue in the U.S. Infection with the hepatitis C virus can lead to serious, life-threatening health problems like liver failure, cirrhosis and liver cancer. With no vaccine for the virus, patients have been limited to medication, but many treatments were accompanied by adverse side effects or only effective for certain genotypes of the disease. A new, approved fixed-dose combination medication has vastly improved hepatitis C treatment. More than 90 percent effective for hepatitis C genotypes one through six, the therapy represents an effective option for a wider scope of patients.

6 Bubble CPAP for Increased Lung Function in Premature Babies Underweight and frail, babies born prematurely often require specialized care – including ventilation for those with infant respiratory distress syndrome (IRDS). For IRDS, infants are commonly administered surfactant during mechanical ventilation, a practice that can cause lasting lung injury in preterm infants and contribute to the development of chronic lung disease. Unlike mechanical ventilation, b-CPAP is a non-invasive ventilation strategy – delivering continuous positive airway pressure to newborns to maintain lung volumes during exhalation. The oscillating, rather than constant pressure, plays a role in its safety and efficacy, minimizing physical trauma and stimulating lung growth when administered over a prolonged period. 53 | HS&M NOVEMBER/DECEMBER 2020

7 Increased Access to Telemedicine through Novel Practice and Policy Changes COVID-19 saw increased adoption of telemedical practices as clinicians needed to conduct patient visits online. An increasingly virtual care model and increased consumer adoption came by way of fundamental shifts in policy at both the government and provider level. Since March, state and federal regulators have moved quickly to reduce barriers to telehealth, understanding that these new tools can speed access to care while protecting healthcare workers and community members. These measures opened the floodgates for telehealth, allowing for new programs and the expansion of existing networks.

8 Vacuum-Induced Uterine Tamponade Device for Postpartum Hemorrhage Characterized as excessive bleeding after having a baby, postpartum hemorrhage is a devastating complication of childbirth, affecting from one to five percent of women who give birth. Mothers experiencing postpartum hemorrhage may require blood transfusions, drugs which may cause dangerous side effects, long uncomfortable procedures, and even emergency hysterectomy with loss of fertility. Non-surgical interventions directed at the site of bleeding has been limited to balloon devices that expand the uterus while compressing the site of bleeding. But the newest advancement is that of vacuuminduced uterine tamponade â&#x20AC;&#x201C; a method that uses negative pressure created inside the uterus to collapse the bleeding cavity causing the muscle to close off the vessels. The vacuum-induced device represents another minimally invasive tool for clinicians as they treat the complication and provides a low-tech solution that is potentially translatable to developing countries with low resource availability. HS&M NOVEMBER/DECEMBER 2020 | 54

INNOVATION

9 PARP Inhibitors for Prostate Cancer About one man in nine will be diagnosed with prostate cancer in his lifetime. While there has been progress in the last decade, the disease remains the second-leading cause of cancer death among men in the U.S. PARP inhibitors – pharmacological inhibitors for cancer treatment – block proteins called PARP that help repair damaged tumor DNA in people with BRCA1 and BRCA2 gene mutations. Though known for their success in women’s cancers, two PARP inhibitors have been demonstrated to delay the progression of prostate cancer in men with refractory cancer and DNA repair pathway mutations. Both were approved for prostate cancer in May 2020.

10 Immunologics for Migraine Prophylaxis

COMMENT

Migraines affect more than 38 million people in the U.S. – an estimated 12 percent of the adult population. For some time, multi-purpose drugs like blood pressure medications, antidepressants, anti-seizure drugs and Botox injections have been used to prevent attacks. However, not developed specifically for migraines, these methods have been met with mixed results. In 2018, new medications were developed to help head off migraine pain. The class of drugs works by blocking the activity of a molecule called calcitonin gene-related peptide (CGRP), which spikes during a migraine. Actively prescribed in 2020, this new FDA-approved class of medication is the first to be specifically designed for the preventive treatment of migraine, marking a new era of migraine therapeutics.

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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 NOVEMBER/DECEMBER 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 NOVEMBER/DECEMBER 2020 | 60

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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:

AGENCY & PROVIDER DIRECTORY

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 NOVEMBER/DECEMBER 2020 | 64

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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 65 | HS&M NOVEMBER/DECEMBER 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 NOVEMBER/DECEMBER 2020 | 68

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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.

November / December 2020

Articles inside

Talent Trends: The On-Demand Workforce

Editorial Board

Editor’s Letter

Industry Trends: By The Numbers

Reuters Report: Beyond Covid-19

SK Life Science CCO: Big Pharma vs. Startup