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Understanding of human behavior can aid in avoiding pitfalls during launch.

Use Behavioral Science for Better Launch Success 

AbbVie Pedro Valencia ADCs

PE: How is AbbVie using novel cancer biomarkers to develop potential first-in-class ADCs for the treatment of advanced solid tumors?

We're constantly looking for biomarkers that can help us to do two key things. The first is to tackle cancer cells. and spare normal cells. We’re looking for specific antigens that are over-expressing tumor cells, and you see limited expression in normal cells. We want to make sure that target that’s over-expressed is critical for the survival of the cancer cell. Once you block it, you can actually drive a cancer cell death. That’s what we're looking for. In that perspective, c-Met is one of those biomarkers that is over expressing multiple tumor types such as lung, colorectal, gastric, and other GA tumors. We as an industry have tried to tackle c-Met in the past but have been unsuccessful. It would actually be successful to tackle what we call met, which is a gene inside the cell.

There’s this thing called met amplification, where the cancer cell produces multiple copies of the gene, and around 30% of patients have it. We can actually tackle that with small molecules. But once the gene becomes a protein and gets over-expressed in the cell, that over-expression is something we haven’t been able to target. For example, we know that on lung cancer, c-Met over-expression is about 25% to 50% in colorectal cancer, and it could be anywhere from 30% to 70% depending how you measure it, so it’s quite prevalent.

With ADCs, we’re trying to tackle c-Met over-expression on the surface of cancer cells. That was novel, and we can do it through ADCs. 706 has a target called SEZ6, and it’s a target that is over expressed in neuroendocrine cells or neuroendocrine neoplasms. When you think about it, multiple tumor types kind of have a subset of cells that are neuroendocrine driven. Small cell lung cancer is one of the few that has everything driven by neuroendocrine cells. The beauty of SEZ6 is over-expressing those cells and limited expression in normal cells. So, we can tackle it with an ADC and drive the results that we're seeing today.

PE: ADCs have redefined the treatment of cancer in recent years. Can you please discuss the promise of this emerging class and what the future may hold?

At the end of the day, ADCs work like a trojan horse. You have a good antibody that cancer cells are happy to receive, but once you hook into the cancer cell receptor, you deliver the payload, which is pretty much chemotherapy. It’s actually a highly potent version of the regular chemotherapy cancer patients are given on a regular basis. So, from that perspective, our goal is to replace chemotherapy. Our grand goal with ADCs is to replace good old, decades old chemotherapy that is really toxic for some patients. That’s how we see the redefinition of cancer treatment in the future with ADCs. So, what do we see in the future? Well, if you think about it, chemotherapy is being given in combination with other agents. In the future, we see ADCs being given in combination with chemotherapy. There will be one with other agents such as immuno-oncology agents. So, if you combine the ADC and the PD1s, you can start seeing that synergy come together and kind of start really dreaming about cures for the patients. All in all, we're super excited about ADCs replacing chemotherapy. 

In an interview with Pharm Exec Associate Editor Don Tracy, Pedro Valencia, VP, Solid Tumor Pipeline Strategy & Execution, AbbVie, discusses using novel cancer biomarkers to develop potential first-in-class antibody drug conjugates (ADCs) and the promise that they offer. 

Utilizing Biomarkers to Develop First-in-Class Antibody Drug Conjugates to Treat Advanced Solid Tumors

Daiichi Sankyo announced that Hiroyuki Okuzawa will serve as its new CEO starting on April 1, 2025.

 The previous CEO, Sunao Manabe, DVM, PhD, will continue to serve as representative director and executive chairperson.

Okuzawa will also serve as representative director and president. Prior to this, he served as chief operating officer of the company.

In a press release, Okuzawa said, “I am deeply honored to be the next CEO of Daiichi Sankyo and will follow Sunao Manabe’s exceptional leadership and unwavering commitment to patients and their families. Building on this foundation, I will continue to leverage Daiichi Sankyo’s strengths in science and technology, and will continuously develop our talent globally. Under my leadership, we will create a 2035 vision and a next five-year business plan (FY2026-2030), continuing to enrich the quality of life worldwide.”

In the same press release, Manabe said, “Hiroyuki Okuzawa has played a pivotal role in advancing our current five-year business plan, driving unprecedented global growth for our company. Beyond his extensive experience as an international business leader and impressive accomplishments while serving as both COO and CFO at Daiichi Sankyo, Hiroyuki has been a key figure in transforming our corporate culture by exemplifying our core behaviors of inclusivity and diversity, collaboration and trust, and continuous development and growth. As the new CEO, I am confident that Hiroyuki will continue to provide strong leadership, propelling Daiichi Sankyo to the forefront of the global pharmaceutical industry by enhancing patient care worldwide through creating new medicines with our expertise in science and technology.”

This is just the latest step Daiichi Sankyo has taken to achieve its five-year goals. In January of this year, the company announced a new smart research facility in San Diego.

 The goal of this facility will be to use the latest technology to speed-up the process of drug discovery.

In a press release issued at the time, Daiichi Sankyo’s global head of R&D Ken Takeshita, MD, said, “Ultimately, Daiichi Sankyo aims to accelerate the development of life-changing medicines and deliver them to patients around the world as quickly and efficiently as possible. By leveraging the extensive data collected by our autonomous robotics that operate continuously and cutting-edge software for automated orchestration and data management, the laboratory is set to revolutionize our research processes as it will not only achieve unprecedented levels of repeatability and productivity but also enable our scientists to concentrate on intellectual advancements and leverage AI-based analytical tools.”

Daiichi Sankyo Appoints Hiroyuki Okuzawa as Chief Executive Officer. 

. January 31, 2025. https://www.daiichisankyo.com/files/news/pressrelease/pdf/202501/20250131_E2.pdf

Daiichi Sankyo Establishes “Smart” Research Laboratory in San Diego to Expedite Drug Discovery. 

. January 21, 2025. Accessed February 4, 2025. https://www.daiichisankyo.com/files/news/pressrelease/pdf/202501/20250121_E.pdf

Hiroyuki Okuzawa will step into the role starting in April.

Daiichi Sankyo Announces New CEO

As the pharmaceutical landscape evolves, ensuring market access should remain a top priority for industry stakeholders. As we look ahead to a year of expected advancements, several key trends will shape the landscape for manufacturers and key players. Here are four trends that will significantly impact market access strategies in 2025:

1. The Impact of Digital Health on Market Access

Artificial Intelligence (AI) and Digital health technologies are revolutionizing Patient Support Services and transforming how patients interact with the healthcare system. From remote monitoring devices to mobile health apps, these tools can improve engagement, adherence, and patient outcomes. Pharmaceutical companies can leverage digital health technologies to collect real-world evidence, personalize treatment plans, and enhance the patient experience.

Consequentially, the traditional, in-house support HUB model is facing disruption and quite possibly could become obsolete in the next several years. Automation technologies like chatbots and AI-powered virtual assistants can handle a significant volume of customer inquiries, reducing the need for human intervention in many cases. AI-powered tools can also analyze customer interactions, identify patterns, and provide insights that can be used to improve customer service processes.

Gross-to-net (GTN) erosion is a significant challenge for pharmaceutical manufacturers. It refers to the gap between a drug's list price and the manufacturer's net revenue after accounting for various deductions, such as rebates, discounts, and chargebacks.

To address the challenges of Gross-to-net erosion, pharmaceutical manufacturers are exploring alternative distribution and dispensing models, including alternative 3PL and Wholesaler options, innovative dispensing partners that can “meet the patients where they are” and still navigate today’s reimbursement challenges and digital HUBs, and potentially partnering with virtual distribution entities and novel pharmacy models.

By exploring these new strategies, pharmaceutical manufacturers may be able to preserve a positive GTN and ensure the long-term sustainability of their businesses.

3. The Emergence of GLP-1 Receptor Agonists (GLP-1s)

The growth of GLP-1 receptor agonists (GLP-1s) has reshaped the pharmaceutical landscape. Their efficacy in treating type 2 diabetes and obesity has driven explosive market growth, leading to intense competition among manufacturers. This has spurred significant R&D activity, with companies vying to develop novel GLP-1 analogs and innovative delivery mechanisms like oral formulations. The success of GLP-1s has also shifted treatment paradigms, often positioning them as first-line therapies, impacting the market share of other diabetes medications. However, the inflated cost of these medications raises concerns about affordability and access, leading to increased payer scrutiny and pressure on manufacturers to demonstrate significant clinical value and negotiate lower prices. Fueled by innovation and competition, this dynamic market necessitates a delicate balance between accessibility, affordability, and responsible market access strategies.

The rise of GLP-1s has not only transformed the pharmaceutical landscape but also had multiple effects across other sectors. Their efficacy in treating obesity has led to significant lifestyle changes among patients. This includes buying shifts in food and beverage choices and a surge in clothing purchases as individuals adjust their wardrobes to accommodate their new body shapes. This ripple effect highlights the broader societal impact of these medications. It underscores the need for a multi-faceted approach to addressing obesity that considers not only medical interventions but also lifestyle modifications and their downstream consequences.

Fair Market Value (FMV) for enhanced pharmacy services is experiencing a dynamic shift. While a desire is increasing for critical services that directly impact patient outcomes, such as adherence calls, clinical programs, and advanced prior authorizations, compensation for other services is declining. This disparity is particularly evident in data access and startup fees. FMV rates are decreasing despite the growing importance of data-driven insights and the increasing complexity of establishing new programs. This evolving landscape necessitates a nuanced approach to FMV negotiations, with pharmacies, distributors, 3PLs, and patient support service providers carefully evaluating the value they bring to each service and advocating for fair compensation that reflects their contributions to improving patient care and achieving optimal treatment outcomes.

By understanding and potentially embracing these key trends, pharmaceutical manufacturers and industry stakeholders can optimize their market access strategies and ensure their products reach the patients needing them most. As the industry evolves, a focus on patient value, innovation, and collaboration will be essential for long-term success. 

 Archbow Consulting to discuss how our expertise can address your specific challenges.

2025 Pharma Forecast: Four Pivotal Trends Revolutionizing Market Access Strategies

A more harmonized formula and schedule for administering anti-COVID-19 vaccines gained strong support from FDA’s expert advisory panel last week, with agreement on the need to reduce confusion over which shot to take and when in order to increase vaccination rates among both adults and children in the US. The 21 members of FDA’s Vaccine and Related Biological Products Advisory Committee (VRBAC) voted unanimously for a more simplified approach, setting the stage for the agency to authorize a common bivalent shot for all patients that targets the original COVID strain and the Omicron subvariants. The new program would end use of Pfizer and Moderna monovalent vaccines that only target the original COVID strain.

FDA received less support for setting a schedule for annual vaccination against COVID, as the advisors expressed uncertainty about the effectiveness of the current shots and questioned what time during the year would be best for a national COVID vaccination campaign. Several panel members urged additional research on the effectiveness of the new formulations on frequently changing variants and the possible need for different vaccination schedules for both children and older adults with health impairments. The experts called on FDA to provide additional data on vaccine effectiveness and timing to better determine whether all patients would need an annual shot.

The strategy to set a common formula for anti-COVID vaccines across the country aims to increase vaccination rates overall. New data from the Centers for Disease Control and Prevention (CDC) indicates that less than half of all older Americans (over age 65) have received the updated booster, and that vaccination rates are a meager 10% for children under age 4. The hope is that a shift away from differing vaccine compositions and varying immunization schedules, along with clearer alignment between US and European vaccination recommendations, will encourage more people to get such protection.

Pfizer, Moderna, and Novavax reported to VERBAC on efforts underway to produce reformulated bivalent vaccines and supported the plan to establish a common formulation for all manufacturers of the adopted shot to simplify vaccination recommendations and reduce patient uncertainty over effectiveness and safety of vaccines from different companies. The manufacturers emphasized the need for specifics from FDA on the process for updating vaccine strains, including the timing, process, and methodology for producing a data package for new licensure. While such filings are expected to include new preclinical and manufacturing data, sponsors opposed requirements for additional clinical trials, indicating that it will be more productive to assess post-authorization real-world data to confirm effectiveness.

FDA officials proposed to meet with the advisory panel in May or June to decide on which COVID strain to target in vaccines for later this year, anticipating a fast reformulation by manufacturers of mRNA vaccines. But Novavax officials indicated that it might need to identify the strain earlier, probably in March, to produce a new vaccine by fall with its more traditional vaccine production process. All three shot manufacturers reported that they were already shifting to use prefilled syringes and single-dose vials, which are important for physicians, clinics, and pharmacies planning to administer the new vaccines more widely in the wake of reduced federal government involvement in the program.

A related question is whether FDA will ask manufacturers to produce combination influenza/COVID vaccines to further simplify annual vaccination programs. The three firms reported that they are already studying such combination shots, but any shift toward such products will involve much further assessment of the need for and effectiveness of annual COVID vaccines or combination products.

While advisory committee experts and officials from FDA and other health agencies acknowledged the value of utilizing mRNA platforms to produce anti-COVID vaccines so quickly and effectively at the start of the pandemic, some panel members called for further research on how well the new formulations provide long-term protection and avoid safety issues, urging continued examination of whether more traditional vaccine production methods may have broader benefits moving forward. In its presentation, Novavax presented data indicating a “robust breadth of immunity” and strong manufacturing consistency for its more recently approved preventive.

In concluding the meeting, Peter Marks, director of the Center forBiologics Evaluation and Research (CBER), reiterated the need for a “data-driven approach” to achieve a vaccine regimen that is as simple as possible. But he also noted the importance of monitoring vaccine safety and assessing product effectiveness in shifting to a next generation of COVID vaccines able to provide “greater depth of protection.” 

Agency panel backs the use of a common bivalent shot for all patients.

FDA Seeks to Simplify COVID Vaccination Program

The European Parliament’s voluminous report

 says a little about COVID, and a lot about the challenges that Europe faces in continuing to host a thriving medicines industry. In particular, the report and its attendant debates reveal the depths of the split in public—or at any rate parliamentary—opinion about science, medicines, and management. The episode also suggests some fragility in the centrist tendencies that–largely to the benefit of the pharmaceutical industry—have dominated European policy for decades, of particular significance given the impending change in EU leadership due in 2024.

First, what does the report say about COVID and the EU? Plenty of self-congratulation about the management of a crisis, about valiant researchers and doctors, about the massive delivery of vaccines in the EU, and about sterling efforts to provide for the rest of the world. All rather predictable and rather anodyne.

It also makes plenty of positive comments on the contribution of the healthcare industries. Scientific research and innovation “allowed the development and roll-out of COVID-19 vaccines in record time, therefore saving millions of lives worldwide,” says one of its clauses. “The speed at which researchers developed effective vaccine protection was unprecedented,” says another.

The report also carries stout defenses of orthodoxy. The benefits of the vaccines “far outweighed their potential risks,” and “complemented by the use of conditional marketing authorization, contributed to a remarkable reduction in deaths and hospitalizations in the EU, as well as overall protection from the most severe effects of COVID-19.” It “underlines the importance of decision-making based on scientific evidence.” And the report makes plenty of suggestions for more innovation-friendly regulation, even urging the EU to explore the same approach beyond pandemic situations.

So what’s not to like? Perhaps this: “COVID-19 has laid bare the ways in which the market-driven model of drug development and production can work against the equitable and affordable distribution of emergency medical products.” The report “notes with concern the lack of preconditions attached to public investments in the COVID-19 vaccines, as well as medicine development that could have facilitated greater public returns on public investments.” Or this: the report also “notes with concern the transfer of financial risks related to liability for serious adverse effects of COVID-19 vaccines to the member states and the risk of this becoming a standard practice.” Also this: “National pricing should be based on fully transparent factors, such as the real costs of public and private R&D and added therapeutic value.”

These are just some of the critical observations that made their way into the final report. But they are in many respects only a pale shadow of what did not get in—the dozens of amendments from skeptical MEPs who accused the mainstream political groups of conniving to produce a report that is “a whitewash,” “a cover-up,” “a farce.”

The debate reflected a deep distrust of imposed lockdowns and novel treatments. It articulated widely-held anger in the parliament at the refusal of the EU to divulge details of payments and liability arrangements in the contracts with industry. And it resurrected the long-standing concerns about the role of the European Commission president in exchanging private messages with the head of Pfizer outside the formal vaccine contract negotiation procedures.

 The failure to disclose the messages “has critically deprived” the parliament of essential information for its evaluation, according to the parliament’s ECR Group.

 Confidence was not helped by “the outright refusal of Pfizer’s Albert Bourla to participate in a hearing” and “the refusal of Commission President Ursula Von der Leyen,” which “raises grave concerns about the Commission’s commitment to transparency and its lack of democratic accountability,” said the group.

Although much of the criticism has been sidelined by the main political groups, who claim to be taking a noble stand against “populism,” there is little doubt that the reputation of the EU and its handling of the pandemic remains tarnished and that serious doubts have been implanted about EU credibility. As the EU gears up to elect a new parliament and appoint a new European Commission next year, the risk rises of political fragmentation—fed in part by resentment. That cannot be a helpful scenario for the pharmaceutical sector.

1. Report on the COVID-19 Pandemic: Lessons Learned and Recommendations for the Future. European Parliament. June 26, 2023, 

https://www.europarl.europa.eu/doceo/document/A-9-2023-0217_EN.html  

2. Verbatim Report of Proceedings. European Parliament. July 11, 2023, 

https://www.europarl.europa.eu/doceo/document/CRE-9-2023-07-11-ITM-010_EN.html

3. EU's von der Leyen Can't Find Texts With Pfizer Chief On Vaccine Deal -Letter. Reuters. June 29, 2022, 

https://www.reuters.com/world/europe/eus-von-der-leyen-cant-find-texts-with-pfizer-chief-vaccine-deal-letter-2022-06-29/

4. Amendment 17, Robert Roos, On Behalf of the ECR Group. European Parliament. July 5, 2023, 

https://www.europarl.europa.eu/doceo/document/A-9-2023-0217-AM-017-017_EN.pdf 

Report on lessons from crisis includes—and ignites—some criticism. 

Do Findings Point to a Tarnished COVID Victory for Europe?

Amid the search for effective COVID-19 treatments and vaccines, the pandemic will have long-term side effects for the global pharmaceutical industry. Drug manufacturers will need to focus on change in three areas—portfolio reprioritization, accelerated R&D, and technology transformation—if they are to position their businesses successfully for the future.

To that end, organizations should address major strategic questions now. In this article, we look at the impact of the coronavirus pandemic on the life sciences and the long-term prognosis, and suggest some priorities for executives to consider in order to position their companies best.

Our assessment is that the life sciences industry will see significant change in at least those three key areas mentioned.

Companies that are allocating significant resources to COVID-19 are forced to reprioritize their limited resources, reducing their focus on other activities.

 The urgency to identify treatments (from either new or approved medicines) and vaccines has caused health authorities to turn things around with unparalleled speed. This will raise expectations for shorter timelines in the future.

Rapid adoption of technology and transforming operations.

 This involves digital innovation, especially to solve the dilemma of the pharma “innovation paradox,” whereby highly innovative companies in R&D are quite conservative in operational innovation.

Refocusing significant efforts on COVID-19 will not be without consequences. A dollar can be spent only once, and even though people and systems can be more productive, this will inevitably lead to deprioritization of R&D activity in other areas.

A significant number of companies are allocating substantial resources to either developing or identifying treatments or developing vaccines for COVID-19. This will require reallocating resources (people, facilities, budgets), which will lead to other programs being delayed or cancelled. As it is difficult to cancel an ongoing clinical trial, this will mostly impact programs that have not yet started. This means, for some patients, it will take longer for treatments to become available, or it may never happen. Clinical programs have expiration dates linked to patents, and must be executed by certain times to be attractive commercially.

Although the industry is generally cash rich, there are plenty of early stage companies that will find it hard to survive this crisis, and others that are currently vulnerable due to other factors. This may mean good M&A opportunities for private equity, venture capital, and larger pharma companies.

The pandemic is forcing companies, regulators, and governments to enhance collaboration and speed up R&D activity in multiple ways. Regulators have demonstrated that they can act fast if they need to, and this potentially sets new standards for the future.

The urgent drive for treatments and vaccines is forcing companies to do things in ways they haven’t done before at this scale—although the Ebola and H1N1 scenarios hold learnings that are being leveraged. Organizations are also compelling regulators to (re)act much faster than they are used to. Clearly these are extraordinary circumstances, and some of this progress will fall away when the situation normalizes. However, some of the lessons that companies and regulators are learning should stick, which will result in a smoother and faster process. Certain caveats remain—a clinical trial that takes two years to perform cannot feasibly be delivered in less time. The randomized clinical trial will remain preeminent.

The pharmaceutical industry is home to an interesting paradox. It has a well-deserved reputation for innovation, based on its R&D output and scientific prowess. However, when you shift from science to operations, there is generally resistance to innovation and doing things differently. This means that while organizations have been looking at options for telehealth, virtual trials, wearables, etc., progress has been cautious and slow.

From an operational perspective, most of the pharma industry has rapidly adopted working from home, opening quite a few eyes along the way. Remotely selling medicines or conducting clinical trials is a lot harder, but significant efforts are being made to adapt operations. Research labs and manufacturing facilities need to maintain core operations on-site, but the overall impact has been enough for pharma executives to start making plans for inventive new ways of working.

Pharma has been reluctant to adopt digital beyond iPads for sales reps and other logical applications. COVID-19 has dramatically changed this attitude, with future concepts now up and running. With pharma company associates not allowed into hospitals to monitor clinical trials, sales reps not welcome at doctors’ offices, and patients unwilling or unable to go to trial sites to get their medications or undergo their assessments, companies have had to be agile to maintain the integrity of trials and protect their major investments. This has opened the door to home visits (a key component of virtual trials) and implementation of telemedicine, which are expected to continue.

The same applies to working arrangements, with companies concluding that they can safely rethink these quite radically.

Beyond innovation and operations, these changes may have a dramatic impact on culture. Taking risks in operations, rather than just in major development programs, will become acceptable. Companies will, therefore, need to develop new capabilities to manage these.

Many, when discussing the pandemic, now use the already cliché phrase “the new normal.” Pharma executives, who are used to thinking long term while, at the same time, providing shorter-term updates to Wall Street analysts, are looking well beyond the crisis and planning how to best position their companies to take advantage of the changed world.

Currently, it appears the life sciences sector is not going to be hit very hard financially. Although there is significant longer-term uncertainty, compared to other sectors, pharma is positioned to come out well. There will be strategic opportunities for new operating models, increased productivity from new and accelerated technology, and potentially more efficient ways to market as regulators change how they operate.

However, the overall economic environment will change significantly and impact how well pharma companies can recover and grow. Healthcare costs are an obvious target, which means drug prices will be under close scrutiny. This will impact the top line, and executives have to look at how to maintain margins, including new opportunities uncovered during the crisis. Hospitals have been hard hit financially, which will impact their spending and ability to support clinical trials going forward.

 Having been forced into wholesale adoption of technology much faster than anticipated or desired, life sciences companies will come out of the crisis with a new set of capabilities and a thirst for putting them to work. Telemedicine, artificial intelligence and machine learning, data science, and a range of digital tools are now being used in clinical trials, sales activities, and other areas. The drive to implement and innovate outside R&D has become stronger. Full transformation will not happen overnight, but the industry will not return to pre-crisis operating methods.

Most experts expect that the current coronavirus, and potential new ones, will not depart soon. This means the pharma industry has a role to play in the long term, and a commercial model is needed—one that aligns with public expectations to avoid impacting the industry’s reputation. Most of the companies engaged in COVID-19-related trials will just come out of it with experience and goodwill. A few will be successful, and given the size of the market for both therapy and vaccines, blockbuster status seems assured. Scaling fast and globally will be a challenge, but it is a core competency of big pharma.

Who “wins” could impact the whole industry—as shown by the share price of Moderna Therapeutics quadrupling in less than three months on high hopes for its vaccine development.

The crisis is an opportunity for the pharma industry to do what it excels at—developing innovative therapies and vaccines by using its scientific and operational capabilities. A side benefit would be enabling the sector to reshape its public image into something much more positive. In our view, the life sciences sector will come out of this crisis stronger, but this won’t happen automatically. There are critical takeaways for executives as they position their companies.

Leaders need to consider current strategies relative to the new environment. What is changing in the therapeutic areas in whichtheir company is active, and does it need to adapt? Are there any assets out there that are complementary to internal portfolios and can be acquired for good prices? Is the risk landscape changing?

If the R&D timeline is shortened, what does that mean for a company specifically? Where in the organization do leaders need to change and bolster capabilities so it can take maximum advantage of shifting landscapes and timelines? If companies make those choices now, they will have a head start when the “new normal” becomes actually normal.

Pharma needs to step up the development of data science and digital capabilities. Companies understand this, and although some have made progress, it needs to become ubiquitous. This will push pharma over the hump and turn it into the data industry it really wants to be.

Lastly, if an organization is not in the coronavirus rat race of developing therapeutics or vaccines, it should build an understanding of the areas deprioritized by others, and execute its strategy to take advantage.

Manager and US Lead for Energy & Utilities, Both with 

In adjusting to the long-term aftershocks from the coronavirus pandemic, pharma companies will need to focus on change in three core areas.

Jacob Braude

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