Market access leadership for a fraction of the commitment.

Launches are won or lost on market access. I have led the market access strategy behind product launches in five therapeutic areas, three of which became blockbusters, and I now do that work part-time for companies that cannot yet justify a full-time hire.

Pharmaceutical, biotech and medtech, 12–36 months from launch.

The cost of waiting to hire

Market access work should start well before launch. But the only way to get senior market access judgment has usually been to hire for it, and a full-time market access executive is hard to justify two or three years out. So most companies wait. The waiting is what costs them.

The missWhy it happensWhat it costs

Net price lands below the model Price set before anyone tested willingness to pay, benefit design or channel mix. Up to 20% of forecast revenue

Coverage arrives late Utilization management and formulary timing assumed rather than benchmarked against precedent. A year of revenue, unrecoverable

Wrong benefit or coding path Coding, coverage and payment treated as one decision instead of three. 3× regional variation in payment

None of it is recoverable later. And because a fractional arrangement costs about a third of a fully loaded executive, waiting to avoid that expense usually costs more than the hire would have.

How I can help, for a fraction of the commitment

These are the areas market access is responsible for in a launch. I can take on all of them, or only the ones you are not already covering.

Market access strategy and launch readiness

Payer value proposition, coverage precedent and utilization management benchmarks, indication sequencing, evidence planning, and the milestone plan from pre-approval engagement through first fill.

Pricing, contracting and gross-to-net

Price corridor development, gross-to-net architecture and stress testing, rebate and contracting strategy, government pricing exposure, and pricing governance.

Device, drug-device and software

Coding, coverage and payment treated as three separate decisions. Category I and III pathways, Medicare contractor coverage, site-of-care economics, and products with no established benefit category.

Channel and reimbursement operations

Specialty pharmacy and distribution network design, buy-and-bill, patient support hub build and vendor selection, affordability programs, and provider reimbursement support.

Team, vendors and governance

Standing up the market access function: role definition and hiring profiles, vendor selection and oversight, board and executive reporting, and handover to the permanent hire.

Payer research and field training

Primary research with current medical and pharmacy directors, competitive market access monitoring, and reimbursement training for field and commercial teams.

How engagements can work

Assessment

Four to six weeks

A fixed-scope review of your pricing assumptions, likely coverage, and evidence gaps — ending in a ranked list of what could go wrong and a ninety-day plan. Most engagements begin here.

Ongoing leadership

One to two days a week

I hold the market access seat: strategy, payer and pricing decisions, vendor oversight, and reporting into whoever owns commercialization or market access.

Interim cover

Three to nine months

Near-full-time coverage of an open market access role through a launch, until the permanent hire is in place.

Areas of expertise

Pharmacy benefit, medical benefit, and the channel underneath both. Most market access careers cover one of the three.

Rare and orphan disease

Four ultra-orphan therapies, two of them priced among the highest in the U.S. market — no comparator and no precedent to lean on.

Oncology and immunology

New-to-market launches across five therapeutic areas, three of which reached blockbuster status. Oral and infused, both benefits.

Device, drug-device and SaMD

Ophthalmic and combination products, plus pre-approval market access strategy for a Class I Software as a Medical Device.

Specialty channel

First-ever patient support hubs built at two manufacturers, alongside specialty pharmacy and direct distribution networks.

Experience

More than twenty-five years across large pharmaceutical, biotech and medical device manufacturers — entirely on the manufacturer side. I have owned this strategy from inside companies rather than advising on it from outside, so what I recommend is something a company can actually approve, fund and execute.

10+new-to-market launches

3reached blockbuster status

5therapeutic areas, pharmacy and medical benefit

Launch figures reflect products supported in senior market access roles at pharmaceutical, biotech and medical device manufacturers.