When faced with a new product that can be transformational to the field, the key issue becomes understanding the adoption dynamics, identifying the drivers of change within this dynamic, and then building a plan to deliver on transforming the adoption cycle.
Mr. Altmeyer is a Founder, Board Member and the Chief Executive Officer of Arvelle Therapeutics. He has over 30 years of experience leading successful drug commercialization efforts as a pharmaceutical executive, with experience across a wide range of therapeutic areas including central nervous system (CNS) disorders, oncology, diabetes and cardiovascular. He was previously President and Chief Commercial Officer at Axovant Sciences.
Prior to that Mark was Chief Executive Officer and President of Otsuka America Pharmaceutical, Inc., where he led a team of 1,700 employees and helped grow the company’s revenue from $2.6 billion to over $5 billion. He led the launch of Abilify®, the top-selling CNS drug in history and the number-one selling drug in the United States in 2013. Earlier in his career, Mr. Altmeyer held a number of executive leadership roles at Bristol-Myers Squibb, including Senior Vice President, Global Commercialization, and Senior Vice President, Neuroscience Business Unit. Mr. Altmeyer received an M.B.A. from Harvard Business School and a B.A. in economics from Middlebury College.
The way forward for the industry will be to master the ability to collaboratively innovate with these ecosystems.
In this transformation journey, there are four things the industry will need to get right:
1) Patient centricity is key
2) No trust, no business
3) De-risking investment through collaboration
4) Entrepreneurship needs diversity
The key to success will be the ability to engage and co-create with the broader healthcare ecosystem, from patients, healthcare providers and payors and beyond, from start-ups, technology and other industry participants.
This engagement is not given and the Life Sciences industry will need to earn its place at the healthcare innovation table.
Frank is leading Innovation and Entrepreneurship at BaselArea.swiss.
Current areas of focus are Biotech and Therapeutic Innovation (BaseLaunch), Healthcare Innovation (DayOne) and Production Technologies (Industrial Transformation).
BaselArea.swiss promotes innovation and inward investment for the cantons of Basel-Landschaft, Basel-Stadt and Jura.
Before starting his position at BaselArea.swiss, Frank spent ten years at Ernst & Young in various global and local functions, most recently managing the Commercial Innovation team in Switzerland with a focus on product strategy, digital health and commercial excellence for the life sciences industry.
Frank previously headed the business development efforts for health ingredients at Lonza and Marketing & Sales at Carbogen Amcis, throughout its development from a local start-up to a multinational enterprise.
Pharma world is transforming and many companies realise the importance of Patient centricity.
Learn from your peers and exchange the experiences how to bring Patients’ agenda to the table, influence the organisation and embed it in into strategy.
Let’s reflect and challenge this situation assessing the requirements and changes needed to become a stronger voice with confidence, driving insights to action.
As countries from the US to emerging markets exert downward pressure on prices, companies can use value-based agreements – and digital solutions – as competitive differentiators in new markets.
It introduces a robust evidence base for the components of behaviour change, but how can we optimise communications research by incorporating the learnings from these models? Are there models of behaviour change that can be adapted within the setting of pharma healthcare to understand more of the ‘how’ in communication?
Using video interviews from experts, this discussion will explain how a well-accepted model of behaviour change used in healthcare policy initiatives can enhance our understanding of wide-scale changes in health behaviour.
We will also explore how useful the model can be when applied in our own industry to optimise the use of particular treatments or brands.
With the help of a case study we will demonstrate how we have developed the model to understand how behavioural biases impact decision-making, and what this means for the way we need to talk to our customers.
Pharma brands confer meaning, too. But lately, meaning has taken a hit. There’s so much data, so many voices, so many alternative sets of facts. Can we really know or believe anything anymore? And how does this affect brands? This talk looks at how brands have evolved over the past several years, including consumer, B2B, and pharma brands, specifically in psoriasis. In a world where meaning is eroding, are brands losing ground? Or by contrast, more essential than ever? The evidence may surprise you.
Combining online quant with the immediacy of follow-up qual for deep insight, we’ll demonstrate how the industry can offer a new approach with a fast turnaround. Aiming to disclaim the age-old adage of whether a product or service can be high quality, good value and delivered quickly, our speakers will look critically at the results of a real-life case study, comparing and contrasting the effectiveness of agile approaches with traditional methodologies.
• How do you win their interest?
• Do you make them a part of your project? How do you match your interests?
• How do you manage to speak their language?
• How do you interpret their insights?
• How do you make them contribute for your project at most?
• How do you lock them to speak for your product?
Critical questions need to be answered in short amounts of time, which consequently impact highly critical decisions. This is all the more true for those of us working in Pipeline, as lots of unknowns and uncertainty affect our judgement and, therefore, the success of future medications. Ultimately there is a connection between the advise we give and functions such as pricing and reimbursement, clinical trial design, forecasting, all the way to corporate-level investment decisions.
An increasingly important factor in this decision-making is the voice of the patient.
AI in social media listening brought the voice of patients in the moment of truth in reach of market researchers. Innovative Machine Reading models are able to understand large amounts of free text from e.g. patient forums at human level quality and machine caliber scale. This allows researchers to look into the past at the individual respondent level, follow the change in behavior over time, identify the influences on such change and hence predict how the future could look like through projection.
We demonstrate this approach by reporting on a research project based on a patient forum dedicated to Crohn’s Disease. Out of 140,000+ statements we used Machine Reading AI to identify those related to mode of administration and explain changes over time in preference of different patient-populations for syringe, pen and IV treatment options.
The resulting decision matrix then helps to inform strategic questions to be asked and prioritized to formulate a data innovation pipeline, which guides the organization in its transformation process towards becoming more data-driven.
It is imperative to place patients first, in an open and sustained environment to respectfully and compassionately achieve the best outcome for them and their family. Unfortunately, communication between patients and the rest of the healthcare mechanism continues to be the missing link, which has so far prevented the former from being an active part of the conversation, the deliberation, the development, and the execution.
Our presentation elaborates on how the healthcare sector can overcome this problem opening a more direct and efficient line of a feedback system with patients through digital technology. The idea is to gather conscious and indirect patient inputs and digitally capture patient information (everything around authentic emotions, pain points, needs, unmet needs both on patient and caregiver side shortly after diagnosis, what their thoughts are when it comes to drug choices and therapy decisions) to better healthcare. This could enhance the ability of healthcare providers as well as researchers to address finer challenges and help pharma companies to make new approach based developments through an understanding of patients’ experiences and actual needs. Thus opening up new possibilities for the future of healthcare, including healthcare research that’s more patient-centric.
We use advanced horizon scanning techniques to detect new health innovations and track them; from patent to patient. Part of our remit is to notify the National Institute for Health and Care Excellence (NICE) about new or repurposed drugs in advance of a UK licence.
NICE provide UK national guidance for the NHS, through their Technology Appraisals (TA) and Highly Specialised Technologies (HST) process. A NICE recommendation is crucial for access to the NHS. NICE produces TA guidance based on topic selection, which supports the TA and HST processes; this means that topics chosen will add value and support to healthcare professionals, helping to provide the best possible care, whilst also offering value for money. The interaction between the Innovation Observatory and NICE, allows for the provision of new technology guidance as close to the licence date as possible.
During this process, both the NIHR Innovation Observatory and NICE engage with companies in order to make sure the information we hold about new or re-purposed technologies is accurate and correct. This presentation will explain the role the NIHR Innovation Observatory plays in UK market access and the way in which we horizon scan to support this.
There is a believe that everybody can do a market research, as it become increasingly easy to generate data. But more data does not necessarily mean more insights or even better customer understanding.
Debunking common myths about the roles of human and technology for building strategic customer understanding.
• Keeping focus & being creative
• Engaging key opinion leaders
Key words: innovation, strategy, start-ups, consumer insights
A discussion on different approaches used by big corporations and start-ups when innovating: we´ll be able to make a comparison, discuss the best practices and learn from both perspectives.
Diego joined VI Partners in 2003 as Managing Partner focusing on Healthcare investments.
Diego has more than two decades of venture capital experience and has developed a solid and successful experience in creating, growing and exiting ventures in therapeutics and medical devices. He served as chairman and non-executive director in Endoart (acquired by Allergan), Endosense (acquired by St Jude), Picodrill (acquired by Asahi), Neocutis (acquired by Merz) and board observer to Genkyotex (IPO on Euronext). Before entering the VC industry, Diego served as manager in several medical device and pharmaceutical companies. Diego holds an M.Sc. in Microbiology from the Biocenter of the University of Basel and a PhD in Molecular and Cellular Biology from the Swiss Institute for Experimental Cancer Research (ISREC) in Lausanne.