We help life science companies improve treatment outcomes and reach more patients through innovative go-to-market models and anchoring of commercial capabilities. 

Our focus

• Customer centric engagement models
  Adopting to new customer preferences by switching from branded content and communication towards educational on demand engagements
• Commercial digital transformation
  Levering new technology platforms to build multichannel customer engagement capabilities enabling increase in both target group reach, depth and efficiency. 
• Cross functional frontline and back office collaboration
  Enhance collaboration across all frontline functions and backoffice functions to leverage subject matter expertise enabling improved customer experience. 
• New therapy area development
  Define, build and anchor commercial capabilities needed from global to local to secure maximum launch readiness in new therapy areas. 
• Partnership lifecycle management in healthcare ecosystems
  Define, build and anchor commercial capabilities needed to identify, set-up and operate partnerships enabling value-adds in health care ecosystems. 
• Beyond the drug services
  Developing and launching new capabilities within patient support solutions and digital health solutions to increase treatment adherence and outcomes.

We help life science companies reap the benefits of new technological advancements through efficient digital transformations leading to improved processes. 

We follow through from strategy, through implementation and into the continuous optimisation of digital solutions. We work across business areas with in-depth subject matter expertise: 

Our focus

• Digital and IT strategy 
• Business case and vendor selection 
• Organisational mobilisation 
• Change management and training 
• Programme and senior management advisory 
• Client-side programme management 
• Business optimisation, use of AI and benefit realisation

We help life science companies implement new ways of working, build efficient project organisations, ensure project portfolio management and oversee capacity management.

Our focus

• Portfolio management
  A transparent overview of all planned (pipeline) and ongoing projects and continuous, data-driven prioritisation of the portfolio to ensure focused strategy execution and strategic impact.
• Capacity management
  A detailed overview of current resource allocation across all projects and processes for actively balancing supply and demand of capacity to ensure that the right competencies are allocated to the right projects.
• Governance and performance
  A governance for ensuring progression in strategy execution though data driven decision meetings based on high quality reporting on strategic KPIs and project health indicators.
• Project management
  A shared project model with project definitions, decision gates, clear roles and responsibilities and simplistic project tools to enable efficient project execution and transparency across projects.
• Competence development
  A structured approach to attract, develop and retain excellent project managers enabled by maintaining the standard WoW, continuously upskilling of PMs and ensuring knowledge sharing across projects.
• Organisational design and implementation
  Reviewing and designing organizations. Going beyond “lines and boxes”, and includes building the frame and context for behavior, collaboration and decision making.
• Governance frameworks
  Defining the right governance models on strategic, tactical and operational levels, and successfully transition into new models.
• Operating model
  Designing and implementing a fit-for-purpose operating model, providing the link between strategy and execution, ensuring that organisations can deliver its products and services in the most effective way.
• Optimisation and cost out
  Reducing organisational complexity and building more cost-efficient organisations. Including right-sizing, designing the right span of control and delayering organisations, reducing double work or assessing outsourcing and nearshoring opportunities.
• Carve out
  Designing, planning and managing the execution of carveout activities. Paying distinctive attention to the people and organisational consequences when executing the transaction, to ensure a smooth and human centric change process.
• Workforce transition
  Supporting organizations moving to a stronger delivery model leading to organisational re-designs through the transition of workforces scaling up, down or moving positions.

We help life science companies set environmental sustainability ambitions, craft strategies for how to achieve them and translate them into daily operations and behavioural change. 

Our focus

• Strategy definition and implementation
  Setting (environmental) sustainability ambitions, crafting strategies how to achieve them, putting in place circular business models and utilising sustainable product design as well as stewardship.
• Decarbonisation strategies
  Engaging with the entire supply chain (up- and downstream) to realise decarbonisation targets, utilising green procurement, climate footprint measurements and detailed reporting.
• Sustainable growth
  Connecting clients’ sustainability initiatives to commercial impact. ​​
  Clarifying customer-specific sustainability differentiators (what you sell) and helping to sharpen go-to-market strategies (how you sell).
• Energy transition
  Developing and investing in renewable energy infrastructure, systems and sourcing (e.g., wind, solar, PtX, CCUS, e-mobility etc.). Leveraging partnerships, innovation funding and data integration to shift fully towards green energy sources.

We help life science companies improve their operations in sustainable ways through new technologies, efficient operating models and supply chain integration.

Our focus

• Advances in digital technologies
  Adoption of digital technologies to enhance efficiency and compliance, while driving innovation. Keeping backbone systems updated and optimizing batch flow as well as using AI to improve and optimise.
• Capacity planning and expansion
  Increasing demand and new therapy areas pressure organisations to plan and expand capacity effectively and promptly, ensuring competitiveness and meeting evolving market needs. Balancing demand and capacity is important.
• Partnerships and outsourcing
  Leveraging external collaborations enables organisations to navigate complexities, accelerate development, and maintain competitiveness in a rapidly evolving industry landscape.
• Site and network efficiency
  Driving faster time-to-market, cost optimization, and competitive advantage through streamlined operations and enhanced standardisation and collaboration across manufacturing network.
• Supply chain glocalisation
  Balancing the efficiency of global supply networks with the resilience of localized supply chains to better respond to disruptions and meet local demand.
• Environmental sustainability 
  Embracing sustainability not only helps protect the environment but also contributes to operational efficiency, regulatory compliance, and the long-term success of organisations in an environmentally conscious world.