Pf Magazine August 2018

August 2018 PHARMAFI E LD.CO.U K

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JOB PURPOSE Due to the expansion in Lilly Oncology and an imminent national launch, we are excited to talk to experienced Pharmaceutical Representatives. We have a number of nationwide opportunities currently, to start in the Summer of 2018.

These new roles provide the opportunity to work in a very integrated team across sales, marketing and medical, at a local and national level and make a real contribution to improving patient outcomes. If you are accountable, ready for a challenge, ambitious and keen to make a difference to develop your career, then this is a prime role for you.

KEY RESPONSIBILITIES Demonstrate high integrity and compliance at all times Achieve/exceed sales targets through a mixture of focused customer interactions – including face: face, meetings and digital avenues Develop and maintain disease area knowledge in all relevant oncology areas Develop and maintain excellent product knowledge of designated Lilly products Define, prepare and implement your business plan

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WELCOME

HEAD OF CONTENT

Emma Morriss emma.morriss@pharmafield.co.uk ACTING EDITOR

Amy Schofield amy@pharmafield.co.uk C R E AT I V E D I R E C T O R

Emma Warfield emma@pharmafield.co.uk COMMERCIAL DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk D I G I TA L M A R K E T I N G E X E C U T I V E

Emma Hedges emma.hedges@pharmafield.co.uk M A R K E T I N G A S S I S TA N T

Adam Fisher adam@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@e4h.co.uk P f AWA R D S

Melanie Hamer melanie@e4h.co.uk PUBLISHER

Karl Hamer karl@e4h.co.uk pharmafield.co.uk e4h.co.uk @pharmafield @pharmajobsuk HEAD OFFICE

Spirella Building, Bridge Road Letchworth Garden City Hertfordshire SG6 4ET The content of and information contained in this magazine are the opinions of the contributors and/or the authors of such content and/or information. Events4Healthcare accepts no responsibility or liability for any loss, cost, claim or expense arising from any reliance on such content or information. Users should independently verify such content or information before relying on it. The Publisher (Events4Healthcare) and its Directors shall not be responsible for any errors, omissions or inaccuracies within the publication, or within other sources that are referred to within the magazine.

The Publisher provides the features and advertisements on an ‘as is’ basis, without warranties of any kind, either express or implied, including but not limited to implied warranties of merchantability or fi tness for a particular purpose, other than those warranties that are implied by and capable of exclusion, restriction, or modification under the laws applicable to this agreement.

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W

Welcome.

elcome to the August issue of Pf. I’m delighted to introduce myself as the newest member of the Pf family. As Head of Content, I’m excited to be working with the team to build on the fantastic content and quality information you’ve come to expect from Pf and its digital platforms.

To enable me to do that, I’d like to hear from you. To deliver what you need, it’s important that I listen to you. Please drop me an email, give me a call, or let me know when I can buy you a coffee and have a chat. I’m eager to get under the skin of the market and I can only do that with your support, so I look forward to getting to know you.

Now to this month’s issue. It’s all change at the Department of Health and Social Care. Following high profile resignations from the Cabinet over the Prime Minister’s Brexit plan, Jeremy Hunt has become Foreign Secretary and has been replaced by Matt Hancock. Coming from the Department for Digital, Culture, Media and Sport, Matt Hancock is likely to bring much-needed digital expertise to the Department. But it’s not an easy role with increasing pressure on the system, the ongoing reform of health and social care and a new NHS app. Though, with the NHS’s birthday present of £20.5bn a year by 2023/24, hopefully he’ll have the requisite resources.

Claudia Rubin’s politics column on page 12 builds on this, exploring whether these Brexit-fuelled changes provide renewed opportunities for technology and innovation. James Burt also asks whether Brexit presents an opportunity for positive change in pharma and healthcare on page 18.

Brexit aside, if we can ever put it to one side, our cover story on page 8 details the increase in face-to-face pharma sales. I’m a big believer that people buy from people, so is this a sign that salespeople are back on their feet in this changing and challenging market?

Let me know your experiences.

And on that note, I hope you enjoy this issue of Pf. I look forward to hearing from you.

The information contained in this magazine and/or any accompanying brochure is intended for sales and marketing professionals within the healthcare industry, and not the medical profession or the general public.

Pf Magazine is published monthly. For a free U.K. subscription visit pharmafield.co.uk/subscribe.

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M AG A ZI N E | AU G U S T 2018 | 1

CONTENTS 04 N E WS

Bringing you the essential headlines

08

C OV E R S TO RY

The return of the field sales representative?

12

POLITICS

Claudia Rubin on challenges to tech innovation

14

OPINION

Healthcare at the heart of community

16

MAGA ZINE

August HAVE YOUR SAY: If you’d like to share an idea for a feature or collaborate with us on a captivating advertorial, please get in contact.

GET IN TOUCH: hello@pharmafield.co.uk

COFFEE BREAK

Miss Jyoti Shah is a surgeon on a mission to save more men’s lives

18

@pharmafield

@pharmajobsuk

Pf Magazine

OPINION

Brexit: Accord’s James Burt asks if it’s good news for pharma

20

MARKETING

Stewart Adkins asks if analytics have been relegated to a reporting function

THE NHS TUR NS

70

22

F E AT U R E

Psoriasis affects more than skin

26

June 2018

PHAR MAFI

E LD.C O.U K

I LOV E M Y J O B B EC AU S E …

Pf Award Winner Catherine Williams, MSD

30

M OV E R S & S H A K E R S

Who’s on the move?

34

P H A R M ATA L E N T

AstraZeneca’s Chris McCourt

36

P H A R M ATA L E N T

How to get a promotion

2 | PH A R M A FI EL D.CO. U K

Be in the know.

To request a FREE print subscription for your workplace, or to sign up to our weekly newsletters for the essential headlines, Jobs of the Week, PharmaTalent and thought-provoking features, visit pharmafield.co.uk/subscribe This issue and all past issues of Pf Magazine can be viewed online at issuu.com/pfmagazine

CONTRIBUTORS

S T E WA R T A D K I N S

A M A N DA B A R R E L L

JA M E S B U R T

Stewart was a Pharmaceutical Analyst at Lehman Brothers for 23 years as well as being involved with the PharmaFutures projects pharmafutures.org, but is now writing independently. He is a Director of Pharmaforensic Limited pharmaforensic.co.uk Relegation zone, page 20

Amanda is a freelance health and medical education journalist, editor and copywriter.

She has worked on projects for pharma, charities and agencies, and has written extensively for patients, healthcare professionals and the general public.

Representative resurgence, page 8

James, Executive Vice President EMENA, leads Accord Healthcare’s operations in the EMENA territory, with particular responsibility for developing and delivering the company’s strategy to improve access to high quality affordable medicine within the region.

Brexit: Good news for pharma? page 18

D E B O R A H E VA N S

K AY E M M C I N TO S H

C L AU D I A R U B I N

Deborah (FRPharmS FFRPS FRSPH) is Managing Director of Pharmacy Complete, a training and consultancy company working with pharmacy and the industry. She can be contacted by email: deborah@pharmacycomplete.org.

At the heart of it, page 14

Kaye is a freelance editor and writer specialising in health and social affairs.

She is the former editor of Health Which? and WI Life.

The maverick Miss Shah, page 16

Claudia is a Director at Decideum, one of the UK’s leading consultancies in healthcare policy and market access. She has over 10 years’ experience in healthcare advocacy and communications, supporting global pharmaceutical companies and small patient groups with integrated public affairs strategies.

Forward motion, page 12

M AG A ZI N E | AU G U S T 2018 | 3

NHS

A P P R OVA L S

All change Matt Hancock has been appointed Secretary of State for Health and Social Care, replacing Jeremy Hunt who was appointed Foreign Secretary following Boris Johnson’s resignation.

Prime Minister Theresa May was forced to reshuffle the Cabinet following a number of resignations by ministers unhappy with the Brexit plans she announced at a summit at her country retreat, Chequers.

Following his appointment to Foreign Secretary, Hunt tweeted: ‘Massive wrench for me to leave health – I know some staff haven’t found me the easiest Health Sec but the NHS, and particularly patient safety, has become my passion & it really was the greatest privilege of my life to serve for so many years.’

Hancock moved into the health role from the Department of Digital, Culture, Media and Sport, raising hope that his appointment might help to push forward technological innovation in the NHS. Tweeting about Hancock’s appointment, Hunt wrote: ‘Couldn’t ask for a better successor than @matthancock to take forward long term NHS plan with his brilliant understanding of the power of technology. The new NHS app will be in safe hands!’

Throughout his six-year tenure as Health Secretary, the longest-serving in NHS history, Hunt faced much criticism. Junior doctors went on strike in 2016 over the Government’s plans to impose new contracts to create a ‘seven-day NHS’, while spending restrictions, the abolition of training bursaries for nurses, and the failure to hit NHS targets marred his time in the job.

PAT I E N T VO I C E .

MIND YOUR HEAD

Frustrating WAIT

A

ctelion Pharmaceuticals UK & Ireland has announced that an NHS England ruling means patients in England who have a life-limiting condition must continue to wait for access to a new twice daily tablet for pulmonary arterial hypertension (PAH).

PAH is a devastating disease that causes an increase in blood pressure in the blood vessels between the right side of heart and lungs.

The disease typically affects patients in the prime of their life, with disproportionately more women than men affected.

The decision will delay access to Uptravi® (selexipag) as a combination treatment for PAH in adult patients with one of the more severe forms of the disease who are insufficiently controlled on oral treatment with two other classes of PAH medicines. This ruling will create a disparity in access to selexipag throughout the UK, with patients in Scotland and Wales already having access.

Current therapies which also target the prostacyclin pathway, whilst effective, can be difficult for patients to administer.

Selexipag is an innovative, oral treatment that specifically targets the prostacyclin pathway, a major disease pathway involved in the development of PAH. The GRIPHON trial found that selexipag was significantly better than placebo as measured by a composite primary outcome of complications related to PAH or death.

Dr John Wort, Clinical Lead for Pulmonary Hypertension at the Royal Brompton & Harefield NHS Trust, called the announcement “distressing news for PAH patients, their families and PH clinicians across England”.

Amgen has announced initial findings from a large global migraine patient survey, My Migraine Voice, involving over 11,000 people from 31 countries.

The findings reveal that migraine is associated with overall work and activity impairment.

On average, 60% of employed respondents worldwide missed almost a full working week (4.6 days) due to migraine in a month.

The My Migraine Voice survey was initiated and funded by Novartis and the European Migraine and Headache Alliance, guided by a steering committee including Amgen, migraine patients, neurologists and patient advocacy organisations.

The survey included people who had at least four migraine days per month. The impact

4 | R E A D M O R E N E WS O N L I N E AT PH A R M A FI EL D.CO. U K

of migraine at work, including reduced work productivity (presenteeism) and work time missed due to migraine (absenteeism), was assessed using the Work Productivity and Activity Impairment questionnaire.

Although the majority of employers (80%) knew about the employee’s migraine, only 21% offered support.

Amgen and Novartis are working on future initiatives to address how stigma against migraine manifests in the workplace.

Pf View: Migraine is an ‘unseen’ condition which impacts heavily on sufferers’ lives and work. It’s good to see pharma highlighting the truth about employer support, hopefully leading to an end to the stigma around migraine.

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S

I N N OVAT I O N

Winning image

A P P R OVA L S

Bioweapon of choice The U.S. Food and Drug Administration (FDA) has approved TPOXX (tecovirimat), the first drug with an indication for treatment of smallpox.

Though the World Health Organization declared smallpox, a contagious and sometimes fatal infectious disease, eradicated in 1980, there have been longstanding concerns that smallpox could be used as a bioweapon.

Prior to its eradication, variola virus, the virus that causes smallpox, was mainly spread by direct contact between people. Complications of smallpox could include encephalitis, corneal ulcerations, and blindness.

TPOXX’s effectiveness against smallpox was established by studies conducted in animals infected with viruses that are closely related to the virus that causes smallpox, and was based on measuring survival at the end of the studies. More animals treated with TPOXX lived compared to the animals treated with placebo. TPOXX was approved under the FDA’s Animal Rule, which allows efficacy findings from adequate and well-controlled animal studies to support an FDA approval when it is not feasible or ethical to conduct efficacy trials in humans.

The safety of TPOXX was evaluated in 359 healthy human volunteers without a smallpox infection.

FDA Commissioner Dr Scott Gottlieb said: “This new treatment affords us an additional option should smallpox ever be used as a bioweapon. [The] action reflects the FDA’s commitment to ensuring that the U.S. is prepared for any public health emergency with timely, safe and effective medical products.”

Paul Strickland Scanner Centre charity has picked up the 2018 Pharmaceutical Industry Network Group (PING) Innovation Award, which recognises and supports innovation and excellence in the pharmaceutical and life sciences supply chain.

Known for their world-class medical imaging facility at Mount Vernon Hospital (Northwood) which has undertaken over 7000 whole-body MRI scans to date, Paul Strickland Scanner Centre plays an imperative role in managing the treatment of cancer patients, including those who develop multidrug resistance to cancer.

Previous winners include Sigma Pharmaceuticals Plc, University of Hertfordshire, Proteus Digital Health and Durbin Plc. Claire Strickland, CEO of Paul Strickland Scanner Centre, said: “We’re absolutely thrilled to see the team’s hard work recognised in this way.”

Paul Gershlick, Chair of PING and Head of Pharmaceuticals and Life Sciences at VWV, praised the winner: “It is fantastic to see the difference that their innovative use of scanning has made to people’s lives. We are delighted to recognise their impact with this award”.

PA R T N E R S H I P S .

RAPID RELIEF

T

he Human Vaccines Project, a non-profit public-private partnership focused on decoding the immune system to improve human health, and Seqirus, a company working in the prevention of influenza, announced that Seqirus is joining the Project’s Universal Influenza Vaccine Initiative (UIVI). Seqirus, owned

by CSL Limited, has been working on flu vaccine developments and pandemic preparedness for more than a century, pioneering new technologies for rapidly producing the vaccines.

Launched in late 2017, the UIVI is a collaboration of global organisations and partners working together to accelerate the development of a universal vaccine that provides long-lasting protection against seasonal and pandemic influenza across demographics and geography. The Initiative fills a gap in flu vaccine research today by focusing on how the immune system responds to and develops immunological protection against multiple strains of flu.

Research will be conducted using biomedical and machine learning technologies to develop artificial intelligence-based models of the immune system.

Wayne Koff, president and CEO of the Human Vaccines Project, said: “We need to continue to work towards more transformational solutions that provide higher levels of protection against multiple strains for longer periods of time.”

M AG A ZI N E | AU G U S T 2018 | 5

Quick doses N OVA R TI S company A DVA N C E D ACC E L E R ATO R A P P L I C ATI O N S welcomes publication of SMC’s recommendation of Lutathera® (lutetium (177Lu) oxodotreotide), for treatment of unresectable or metastatic, progressive, well differentiated (G1 and G2), somatostatin receptor positive gastroenteropancreatic neuroendocrine tumours (GEP-NETs) in adults.

• European Commission approves P F I Z E R ’s XELJANZ® (tofacitinib citrate) 5mg twice daily in combination with methotrexate for treatment of active psoriatic arthritis in certain adult patients.

• Following EMA authorisation, Sobi™ UK and Republic of Ireland make Kineret® (anakinra) available to treat UK patients with Systemic-Onset Juvenile Idiopathic Arthritis and Adult-Onset Still’s Disease.

• A M RY T ’s Lojuxta® (lomitapide) gets approval for funding as NHS treatment for adult patients with Homozygous Familial Hypercholesterolaemia in England.

• The Antimicrobial Drugs Advisory Committee of the U.S. FDA votes there is substantial evidence of effectiveness and adequate evidence of safety of GSK’s single-dose tafenoquine for radical cure of P. vivax malaria in patients over 16 years of age.

• R O C H E receives clearance from FDA for expanded use of its Elecsys® B·R·A·H·M·S PCT ™ assay to aid in antibiotic therapy decision making.

CLINICAL TRIALS.

PROSPER-OUS TIMES

CLINICAL TRIALS.

A

STATUS UPDATE

straZeneca and Merck have announced positive results from the randomised, double-blinded, placebo-controlled, Phase III SOLO-1 trial of Lynparza (olaparib) tablets.

Women with BRCA-mutated (BRCAm) advanced ovarian cancer treated first-line with Lynparza maintenance therapy had a statistically-significant and clinically-meaningful improvement in progression-free survival compared to placebo. The safety and tolerability profile was consistent with previous trials. Based upon these data, AstraZeneca and MSD plan to initiate discussions with health authorities regarding regulatory submissions.

The SOLO-1 data reinforce the importance of knowing BRCA status at diagnosis. This may enable women with BRCA-mutated ovarian cancer to receive Lynparza earlier.

Roy Baynes, Senior Vice President and Head of Global Clinical Development, Chief Medical Officer, MSD Research Laboratories, said: “We look forward to working with regulatory authorities to bring Lynparza to women with ovarian cancer in the 1st-line maintenance setting as quickly as possible.”

Pf View: This is positive news for women affected by BRCA-mutated advanced ovarian cancer, giving hope for earlier treatment and a brighter future for them and their families.

R

esults from Astellas pivotal Phase 3 PROSPER trial, which evaluated enzalutamide plus androgen deprivation therapy (ADT) versus placebo plus ADT in patients with non-metastatic castration-resistant prostate cancer (CRPC), have shown that enzalutamide plus ADT significantly reduced the risk of developing metastases or death compared to ADT alone.

The results, published in the New England Journal of Medicine, showed that 23% of patients in the enzalutamide and ADT arm had metastasis or had died, vs 49% in the ADT alone arm. The primary endpoint of median metastasis-free survival (MFS) was 36.6 months for men who received the treatment compared to 14.7 months with ADT alone.

6 | R E A D M O R E N E WS O N L I N E AT PH A R M A FI EL D.CO. U K

Based on the results of the PROSPER study, Astellas submitted a Type II Variation to the European Medicines Agency (EMA) in January 2018 to extend the overall indication for enzalutamide to include patients with non-metastatic CRPC. The treatment was first approved by the European Commission in June 2013 for the treatment of adult men with metastatic CRPC who are asymptomatic or mildly symptomatic after failure of androgen deprivation therapy. It is not currently licensed in the European Union for treatment of men with non-metastatic CRPC.

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S S E R I A L I S AT I O N

NICE

Drink pink

Set for deadline Contract development and manufacturing organisation Recipharm has launched a standalone serialisation service ahead of the introduction of the EU Falsified Medicines Directive (FMD).

The new service is designed to offer pharmaceutical companies access to Recipharm’s serialisation capabilities as a standalone service due to concerns that many may not be ready for the February 2019 compliance deadline.

In the future, Recipharm will be able to add 2D codes, human readable text and tamper evidence to pre-packed medicines using existing equipment across its facilities.

A P P R OVA L S

NICE of them

T

he chemical dye 5-ALA, which can assist neurosurgeons in the successful removal of a brain tumour, should be used in initial surgery, NICE has said in final guidance.

Patients take 5-amino levulinic acid (5-ALA) – known as the pink drink – prior to surgery and as a result tumour cells glow pink under ultra violet light. A surgeon using a nonstandard fluorescence-detecting microscope is better able to identify which areas of the brain are cancerous and which are healthy.

Baroness Tessa Jowell, who passed away from a brain tumour in May, had urged the government to make 5-ALA available across the NHS. Shortly after Dame Jowell’s death, Prime Minister Theresa May announced £40m of government funding, topped up by £25m from Cancer Research UK, for the Tessa Jowell Brain Cancer Mission to stimulate innovative new research and clinical practice.

Each of England’s 27 neurosurgical units is expected to have an average

of around 55 patients requiring 5-ALA per year. This is likely to cost the NHS between £1m-5m a year.

An estimated 11,000 people are diagnosed with a brain tumour every year in the UK and about a third of these would benefit from this new technology.

Symptoms of brain tumours are varied but could include headaches, changes in vision, seizures, nausea, drowsiness or impairment of normal brain function.

The new NICE guideline makes recommendations about diagnosis, monitoring and treatment as well as the information and support that should be offered to patients.

Tom Roques, a consultant clinical oncologist at Norfolk and Norwich University Hospital NHS Foundation Trust and chair of the NICE committee, said: “The roll out of 5-ALA will see more patients treated to a gold standard level of care and will help delay the recurrence of brain tumours.”

NICE has recommended dinutuximab beta for treatment of high-risk neuroblastoma – a rare type of cancer that mainly affects children and young people – in final draft technology appraisal guidance.

It will be given to patients aged 12 months or over whose disease has at least partially responded to first stage chemotherapy, followed by myeloablative therapy and stem cell transplant, but only if they have not received anti-GD2 immunotherapy.

Neuroblastoma is a cancer that develops from specialised nerve cells called ‘neuroblasts’, which are left behind after a baby’s development. It is most common in children under the age of five and is estimated to affect 100 children each year in the UK. Evidence suggests dinutuximab beta (Qarziba, EUSA Pharma) increases overall survival compared with current treatments.

While there is uncertainty around the longterm clinical benefit of the drug, the appraisal committee believed the potential survival gain offered by its use was substantial.

An agreement has been reached with EUSA Pharma to allow the drug to be made available to the NHS at a confidential discounted price.

The average list cost of a course of treatment for a three-year-old is £152,200.

Meindert Boysen, director for the NICE Centre for Health Technology Evaluation, said: “We are grateful to the company for responding to our evaluation by setting a price which is cost-effective to the NHS.”

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After flirting with remote detailing, pharma is returning to feet-on-theground sales to meet the complex challenges of transforming markets and changing decision makers.

WORDS BY

Amanda Barrell

8 | PH A R M A FI EL D.CO.U K

COVER STORY

REPRESENTATIVE RESURGENCE

What's next for field sales?

N

ot so long ago, the role of primary care sales representatives had been assigned to the scrapheap.

But it seems the death of the salesman has been greatly exaggerated.

In the last year, numerous pharmaceutical companies have been steadily building up their sales forces in what appears to be a shift back to traditional face-to-face, relationship-based selling.

Specialist recruiters have attributed it to changes in the market and structure of the NHS, as well as the unwavering fact that there is no replacement for the healthcare professional-sales representative relationship.

Chris Anderson, co-founder and Commercial Director at Evolve Selection, says: “There has been an increase in GP and hospital roles compared to this time last year, and there’s certainly been a shift in the number of these types of roles being outsourced through contract sales organisations over the last year or two.

“Although multichannel roles have an important place in the pharma sales market, I believe there is no better solution to selling a product than having people on the ground meeting customers face-to-face.”

O B S O L E TE ?

This is all in stark contrast to the bold statement made in a 2009 report from Price Waterhouse Cooper, ‘Pharma 2020: Marketing the future Which path will you take?’ which looked at shifts in sales models, hiring trends and the rise of remote detailing.

In 2006, Pfizer announced it was cutting its US sales force by 20%, the report said, and other companies soon followed suit. By October 2008, industry leaders had set out plans to axe more than 53,000 jobs, many in sales and marketing.

Looking at this data and highlighting an industry-wide move away from blockbuster primary care drugs, it declared: ‘By 2020, the role of the traditional sales representative will be largely obsolete.’

Martin Anderson, owner and Managing Director of Carrot Pharma Recruitment, said it was no secret that big pharma companies had been focussing on specialty brands in areas of unmet medical need for some time now.

“These are typically lower volume, higher value products, so therefore impact a much smaller customer base and frequently require a more sophisticated customer engagement model,” he says.

“This means that there are fewer sales people on the ground.”

At the same time, the industry has increased the use of new methods, such as remote e-detailing, as customers seek new ways to keep up to date with product and therapy area information.

P R I M A RY C A R E A R M S R AC E Big launches in the primary care space, including direct-acting anti-coagulants, branded generics and, most recently, respiratory care, are driving a change at the coal face.

“One of the main drivers is the launch of several new respiratory products, from new brands or combinations to branded generics,” says Martin. “These are highervolume drugs and once market access has been secured, decisions on which brand or combination therapy are to be prescribed are often made within the primary care setting.”

Even with the right approach to customer segmentation and targeting, there is an element of share of voice required, and ultimately, explains Martin, it can be something of an arms race as companies seek to gain a competitive advantage in their market.

Graham Hawthorn, Managing Director at CHASE Recruitment, agrees. “We have indeed seen a rise in demand for primary care representatives recently, driven primarily by new respiratory products coming to the UK market. It has taken much of the market by surprise,” he says.

He issued a warning against unbridled optimism, however, adding that some therapy areas, including diabetes, had actually seen a decrease in primary care representatives in recent years.

As Martin explained, recruiters are seeing fluctuations in the demand for primary care resource as the need dictates – and they expect that to continue.

M AG A ZI N E | AU G U S T 2018 | 9

COVER STORY

“ Remote detailing is not over. Rather, it is complementary to the role of the representative, and having a mix of means to access customers is essential in the modern marketplace.”

C H A N G I N G I N F LU E N C E R S Changes to the structure of the NHS have also played their part in the current renaissance, explained Chris.

“It’s down to how decisions are made in the NHS and primary care is leading that,” he says. “GPs have a strong input, being an integral part of the clinical commissioning groups (CCGs), and are increasingly influential over decisions at a prescribing level.”

It’s not just doctors who have a say anymore – practice nurses are increasingly qualified to put pen to prescription pad and there has also been a shift towards GP practicebased pharmacies.

NHS England has committed £100 milllon to support this expansion even further. By 2020/21, there will be a pharmacy in 3200 surgeries across the country, according to the ‘General Practice Forward View’.

“Now you have the nurse prescribers and GP practice pharmacists, all of whom play an important part in what drugs are ultimately prescribed,” says Chris.

“Their influence has, without a doubt, become more prevalent in the last two years or so.”

Being able to call upon and network with all these influencers in a single visit places on-the-ground sales representatives at a distinct advantage to phone or e-detailers who may only ever get through to one person.

10 | PH A R M A FI EL D.CO.U K

Adding value

A

nother way in which a face-to-face appointment has an advantage over remote methods is the role representatives can play in education.

“When a device is involved, even a relatively simple inhaler, the practice nurse will need to spend time teaching the patient how to use it correctly,” says Martin. “Hence, truly account managing each practice with the appropriate capability and capacity within the field team means that the practice nurse will feel fully supported to ensure that patients are receiving optimal care. The level of support offered by the local account team can be a differentiator for the customer when deciding their own treatment strategy for long-term conditions such as asthma or COPD.” That’s not to say remote detailing is over. Rather, it is complementary to the role of the representative, and having a mix of means to access customers is essential in the modern marketplace.

“Research has shown that even though many customers now expect to receive product and therapy specific information digitally, there is still a high percentage of people who value the interaction and the relationship with a field-based representative,” says Martin.

N OTH I N G B E AT S FAC E -TO - FAC E Multichannel roles will always have an important role to play in the pharma sales market, but Chris firmly believes there is no better way to sell a product than having people on the ground.

“A mix of several means to accessing customers is a ‘nice to have’, however, nothing beats face-to-face contact when it comes to getting necessary commitment,” he says.

R E P R E S E NTATI V E S O F TH E F U T U R E Today’s primary care sales representatives do not represent a return to the past or the industry going full circle, however.

They are operating in a new world, making them something of a new breed.

As well as the need for in-depth knowledge of their product, competitors and therapy area, they need to understand the drivers and influencers within their own CCG. “It used to be about going in to see as many GPs as possible as they were the only ones who influence prescribing. It’s still about learning about products and getting out there to promote them, but it has become more commercially focused,” explains Chris, a former sales representative himself. “You have got to have account management skills to identify which customers will ultimately influence a decision on what drugs are prescribed.”

Expectations have never been higher, as the primary care sales representative role evolves along with the health service and in doing so requires an ever-larger pool of skills in order to succeed.

“One thing that continues to change is the expectation around the level of capability and knowledge that primary care representatives need to have about their products and environment and their ability to present a bespoke value proposition for each practice,” says Martin.

Strong business acumen, data analysis skills and the ability to build rapport with a whole network of decision makers are the hallmarks of the future’s successful representatives.

And that means new representatives are being drawn from a larger pool of applicants, with transferable skills that will, ultimately, benefit the entire industry.

“One of the positive side effects of the increase in primary care representatives has been the number of new-to-industry representatives who have been hired, such as graduates, commercial trainees from other sectors, and pharmacists,” concludes Graham. “This is good news for the industry as a whole as it will help, over time, to plug the talent gap that has emerged in recent years.”

“ Today’s primary care sales representatives do not represent a return to the past.

They are operating in a new world.”

R EFER EN C ES General practice forward view. (2017, May 19). Retrieved from https://www. england.nhs.uk/gp/gpfv/workforce/building-the-general-practice-workforce/cp-gp/ Pharma 2020: Marketing the future: Which path will you take? (2009). Retrieved from https://www.pwc.com/gx/en/pharma-life-sciences/pdf/ph2020-marketing.pdf

M AG A ZI N E | AU G U S T 2018 | 1 1

WORDS BY

Claudia Rubin

Forward motion

Could changes at the top mean fresh opportunities for tech innovation? “ Brexit again made its mark on healthcare by providing the catalyst that finally brought change at the very top”

1 2 | PH A R M A FI EL D.CO.U K

F

or some time it has been clear that Brexit dominates the Prime Minister’s time and will determine her legacy. That cabinet meetings and the resources of Whitehall are similarly given over to the subject is also apparent. Given our emerging understanding of Brexit’s reach into almost every aspect of public policy, and the absence of any detail about the status quo after Brexit, it is a surprise if any government initiative proceeds without mention of the ‘B-word’.

With the NHS turning 70 however, Brexit had to take a back seat for a (short) while as Westminster turned to celebrating and scrutinising this most important of public services.

During the estimates day debate in the Commons for the 70th anniversary, Dr Sarah Wollaston MP, who chairs both the Health Select Committee and the Liaison Committee responsible for these special debates, articulated her desire for the transformation of health and social care with long-term, coordinated planning, encapsulating every aspect of health and across all of government.

Lord O’Shaughnessy meanwhile confirmed (though with little detail) that the health department (and all the others for that matter) were working on contingency preparations in the event of a no-deal Brexit. It comes as no surprise then that the sort of transformative initiatives called for by Dr Wollaston seem to be stalling.

C ATA LYS T FO R C H A N G E Brexit again made its mark on healthcare by providing the catalyst that finally brought change at the very top, and may yet offer renewed vigour to stalling innovation. The new secretary of state for health and social care is Matt Hancock MP and though he has no specific health background, his previous role as minister responsible for building the digital economy means we expect him to be a strong proponent of technology in the NHS. In a collaboration marking NHS at 70, the Kings Fund, Nuffield Trust, IFS and the Health Foundation produced a series of reports on five key areas. One of these examined what new technology will mean for the NHS and its patients, and looked at four big technological trends – genomics and precision medicine, remote care, technology-supported selfmanagement and data and AI – that have the potential to transform healthcare.

POLITICS

However, given the resource-intensive focus on Brexit planning, the likelihood of addressing the infrastructure required for genomics or AI to be truly transformative, seems far-fetched. Perhaps Hancock’s leadership will provide the drive in this area that has appeared lacking, for progress that had seemed on the cards has recently stalled.

For example, NHS England had been writing a Preparedness specification statement for delivery of advanced therapy medicinal products (ATMPs), which recognised that the ‘size of the population expected to access this service is likely to increase significantly over the coming years as new therapies are developed. This is a rapidly expanding group of treatments with many different applications being researched’. In other words, NHS England knows well the potential of (and scale of the challenge of) gene therapies.

However, work on this service specification has stopped, ostensibly because it ‘indicated the need for future ATMP specifications to be intervention specific’, but an overwhelming sense prevails that these initiatives are simply not a priority for now.

F U TI L E E F FO R T ?

To put it into context, NICE is still not fit for purpose when it comes to assessing relatively standard treatments for very rare (but not ultra-rare) conditions. Efforts to reform the process to enable orphan medicines for very small populations to meet cost effective thresholds have been frustratingly futile. There is much preparation to be done in the technology appraisal space before the wave of gene therapies come knocking at the NHS’s door.

Unfortunately, DHSC seems not to have the capacity to push this agenda while the demands from Brexit remain so high. It is not the case that the UK is not interested – in fact the opposite is true. Our global leadership in genomics is well established. After all, the UK was the first health system to introduce genomic medicine into mainstream health care in 2015 with the 100,000 genome project.

“ There is much preparation to be done in the technology appraisal space”

DEAL

NO DEAL

TR A N S FO R M ATI V E C H A N G E A very recent and positive step advancing precision medicine is the news that from 1 October cancer patients in England will routinely have their tumour DNA screened for key mutations. This ground-breaking service will inform treatment decisions as well as clinical research and is “ushering in a new era of genomic health” according to Mark Caulfield, chief scientist at Genomic England.

As well as its massive contribution in this field, the 100,000 project demonstrated that significant transformational change will be required across the NHS to embed genomic medicine into routine care. The project’s success is one of the reasons why NHS England has approved the setting up of a national Genomic Medicine Service. Its task is to create effective mechanisms for horizon scanning and evidence building, and to develop the expertise to ensure the NHS’s

strategic approach is focused on adoption of the most effective and relevant technologies.

There is help available; from industry, think tank reports and from parliament. In April the Commons Science and Technology Committee published a report on genomics and genome editing in the NHS. It was a useful exercise in laying bare the potential for genomics to transform healthcare and also the barriers that lie in its way.

A key consideration for companies investing in these technologies is the practicality of their use in a future market. For the numerous biotech and pharmaceutical companies with gene therapies or diagnostics in their pipeline, it is of growing importance to them to see government and NHS England taking positive steps now. Claudia is a Director at Decideum. Go to decideum.com

M AG A ZI N E | AU G U S T 2018 | 13

OPINION

At the heart of it

DEBORAH EXPLORES THE VITAL ROLE OF PHARMACIES IN COMMUNITY HEALTH

C WORDS BY

Deborah Evans

1 4 | PH A R M A FI EL D.CO.U K

ommunity pharmacy has a clear role in promoting and supporting the public’s health.

There’s an accessible workforce of approximately 42,990 registered pharmacists, 19,311 registered pharmacy technicians and thousands of Health Champions working in pharmacies in England, available during extended opening hours and connecting with individuals on a regular basis.1 Since October 2017, the number of accredited Healthy Living Pharmacies (HLPs) has increased to over 9474 (over 80% of all pharmacies) with the scheme incentivised with an NHS England Quality Payment.2 Community pharmacies across the country are engaging in regular, proactive health campaigns on key local health issues and making every contact count. We continue to deliver health and wellbeing services, such as the NHS Flu Vaccination Service.

During the 2017/18 flu season, 8.987 (77.1% of all community pharmacies in England) pharmacies administered 1,344,462 flu vaccinations to patients with an average of 150 per pharmacy.3 In addition, many thousands of people not eligible for the NHS vaccination also received their flu jab privately from pharmacists in the community where they live or work.

We have for many years been commissioned to provide a wide range of public health services and advice, including, but not limited to, smoking cessation, weight management, NHS Health Checks, emergency hormonal contraception, sexual health screening, substance misuse services and alcohol interventions. However, there is increasing evidence that pharmacy is currently being underutilised, and some services are being actively decommissioned in light of local authority funding cuts. Challenges that must be overcome to better use this highly qualified workforce include raising awareness of what pharmacy can do with both commissioners and the public; dedicating resources to further engagement, training and provision of appropriate facilities, and involving pharmacy at a strategic level on local health and wellbeing boards.

I have been inspired by the energy and commitment of many pharmacy teams across the country who make a difference to their community’s health. They are passionate about the area they live and work in, and care deeply about the customers they see on a regular basis.

We must look at how community pharmacy is more fully integrated into the health system to optimise the role we can play, with more formal referral pathways avoiding unnecessary GP visits.

Prevention is the key to the future of the NHS; however, to realise this we need a radical shift in how we view and approach health and healthcare. Next time you are one of the 95% of people who visit a community pharmacy at least once a year, take a look beyond the medicines counter and the dispensed prescriptions. We do so much more.

What can we do together to reduce premature mortality from preventable disease using pharmacy in the heart of the community? Deborah Evans is Managing Director of Pharmacy Complete, a training and consultancy company working with pharmacy and the industry. Go to pharmacycomplete.org or email deborah@pharmacycomplete.org 1 https://psnc.org.uk/funding-and-statistics/nhs-statistics/ flu-vaccination-data-for-2016-17/ 2 https://www.england.nhs.uk/commissioning/primarycare/pharmacy/framework-1618/pqp/quality-paymentsscheme-declaration-summary/ 3 Building Capacity: realising the potential of community pharmacy assets for improving the public’s health Royal Society for Public Health and Public Health England

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he number of men dying from prostate cancer has overtaken female deaths from breast cancer for the first time in this country, according to statistics uncovered by the charity Prostate Cancer UK1. Up to 40% of cases are diagnosed late, in stages 3 and 4. Miss Jyoti Shah, consultant urological surgeon at Burton Hospitals Foundation Trust, created an award-winning project that goes to football grounds and town halls to offer men the chance to be tested.

THE MAVERICK

Miss Shah Surgeon Jyoti Shah won’t let men die of embarrassment. Instead of waiting for patients to come to her, she goes out and gets them.

INTERVIEW BY

Kaye McIntosh

16 | PH A R M A FI EL D.CO.U K

What’s the Inspire Health campaign about? Prostate cancer is the most common cancer in men but awareness is poor. Men are also reluctant to seek medical attention – because of fear or embarrassment, or they say they were too busy to go to the GP. I was doing talks to raise awareness but it wasn’t enough. I spoke to my colleague Sarah Minns, a Macmillan Urology advanced nurse practitioner, and said let’s set up a community clinic. We didn’t wait for permission, we went under the radar and just made it happen in our spare time.

Burton Albion football club is at the heart of our West Midlands community. I approached the chairman to see if we could do screening at the ground. In March 2016 we ran 10 days of awareness, with coverage in the local paper, profiling treatments such as radiotherapy, surgery, chemotherapy, showing people that you can treat prostate cancer – there’s a life beyond diagnosis. It all led up to the clinic at the Pirelli Stadium, where we saw 113 men and found eight cancers.

How does it work? Volunteers help us to run the sessions. There are usually 100 men over two days. Sarah takes bloods for prostate specific antigen (PSA) testing, I take a full medical history, then carry out

COFFEE BRE AK

“ We’ve held screening sessions anywhere from town halls to masonic lodges”

THE FACTS

47,151

NUMBER OF MEN

DIAGNOSED with prostate cancer (2015, UK)

11,819

DEATHS

from prostate cancer

84% SURVIVE (2015, UK)

10 prostate cancer for

OR MORE YEARS Source: Cancer Research UK & Prostate Cancer UK

an examination. Derbyshire Blood Bikes collect our samples for the lab. I get home, have a quick shower, then I’ll call back anyone whose examination was abnormal and ask them to come and see me in hospital for further tests including a biopsy, usually within a week. I also call in everyone whose PSA test is abnormal.

I write to every patient, and their GP, explaining the results and my recommendations. Two-thirds of the men diagnosed with cancer were picked up on examination, not PSA testing.

How many men have you seen? Nearly a thousand. We’ve held screening sessions anywhere from town halls to masonic lodges.

The freemasons were all dressed in their regalia and we were led in by procession. Women are usually not allowed in so it’s a great privilege.

How do you cover the costs? Sarah and I don’t charge for our time or travel and the venues are free. I’ve dropped two of the sessions I work a week, taking a pay cut.

I also need time to follow up and analyse results. I make this up to the trust by doing extra sessions. Consumables such as blood bottles, syringes, cotton wool cost about £4.50 a head. I don’t fundraise, but people donate. One of my patients raised £700 from his fishing club, someone else held a raffle and gave £400.

We are booked up every month until July next year. Sarah and I have shown doctors and nurses can work well together. That’s broken a stereotype.

As an Indian woman, going into the Asian community was crossing a barrier – prostate cancer is a taboo subject – but they welcomed me with open arms.

We won the regional stage of the NHS 70 Parliamentary awards and we were shortlisted for the national finals. It’s very humbling, but most of all the Inspire Health campaign means 950 men are reassured and we have saved 47 lives by spotting their prostate cancer. You can’t buy that.

Do you think the NHS should create a national screening programme?

With PSA screening alone, the numbers needed to test to save one life are massive.

And I’m not sure how feasible it would be to replicate what we are doing around the country. It’s expensive to have urologists or surgeons and all the kit in the community.

But we are building the evidence; we presented a poster on our work at the annual scientific meeting of the British Association of Urological Surgeons (BAUS) in June.

Did you always want to be a surgeon?

I was discouraged from pursuing a career in medicine by my school in west London – no-one from there had ever gone on to study medicine – by my father and by my community. They said why not do a pharmacy degree and open a shop? But I’ve always had self-belief. This is not a job, it’s a vocation, it’s my life. fightingprostatecancer.co.uk 1 https://prostatecanceruk.org/about-us/news-andviews/2018/2/we-call-on-uk-to-step-up-as-new-figuresshow-prostate-cancer-now-a-bigger-killer-than-breastcancer (drawing on ONS figures 2015)

That’s quite a commitment. I’ve found something that I truly believe in, and if I do something, I have to do it properly. I’ve had criticism – because there’s no national screening programme I’m seen as doing something that’s not recommended.

But I’ve raised awareness on a massive scale. I gave a talk at the Jalaram (Hindu) Temple in London to 500 people in June.

M AG A ZI N E | AU G U S T 2018 | 17

BREXIT

Good news for pharma?

James Burt, Executive Vice President EMENA, Accord Healthcare, asks whether Brexit will in fact present an opportunity for positive change in pharma and healthcare.

WORDS BY

18 | PH A R M A FI EL D.CO.U K

James Burt

OPINION

T

here has been much speculation about the fallout for the pharmaceutical industry since the Brexit referendum in June 2016. Those fears deepened with the announcement that the European Medicines Agency (EMA) was moving its headquarters from London to Amsterdam, taking with it 900 jobs.

The pessimists argue that the European Union (EU) will therefore take priority over the UK and new medicines could be launched up to two years after they have been launched in mainland Europe.

That it will impact patients and clinical research. For example, if you haven’t launched your medicine in the UK, why would you want to go through additional regulatory hoops to set-up a clinical trial here?

S C I E NTI F I C P OW E R H O U S E However, I have a more optimistic outlook.

Increasingly, political developments make a hard Brexit less likely, with more opportunity for mutual recognition and regulatory alignment post-Brexit. This becomes even more probable when you consider that, at present, around 40% of the testing that the EMA undertakes is through the UK’s Medicines and Healthcare products Regulatory Agency (MHRA), considered to be a leading institution and centre of excellence upon which the rest of Europe depends. A viewpoint that the MHRA itself is acutely conscious of as illustrated by its five-year plan, which highlights how the agency intends to ‘become a real-world regulator’ and to ‘ensure a smooth EU exit under any scenario’.

There are multiple examples of where countries not part of the EU function perfectly well. Norway is fully aligned with the EMA process and bound by its regulations. Swissmedic has mostly seamless sharing agreements with the EMA, despite also not being part of the European Union.

We have already seen evidence of mutual recognition planning for post-Brexit. In May 2018, the General Data Protection Regulation (GDPR) was implemented across Europe. The UK has also adopted this, and the Data Protection Bill fully adopts GDPR with additional requirements. This almost certainly means that the data protection standards of the UK will be considered adequate post-Brexit and so data can continue to be shared in Europe and the UK. Moreover, we have seen a global trend within medicine regulation where leading agencies such as the Food and Drugs Administration (FDA) are working more collaboratively with their international counterparts, mutually recognising activities and approaches.

F IT FO R P U R P O S E ?

While we fully anticipate that it will be business as usual post-Brexit from a drug regulation standpoint, there is also a huge opportunity for modernisation of our present antiquated system and to further increase the UK’s leadership position in Europe.

The current system of drug regulation was developed in the 1960s in the aftermath of the thalidomide crisis. The drugs then were mainly chemicals but now all the important drugs are biologics, built on the understanding of human genomes. These drugs are revolutionising difficult-to-treat diseases such as cancer and infection. Naturally, the demand from healthcare professionals and patients is to secure these drugs much earlier than possible under the present long period of regulatory approval. A new framework might give us more opportunity to accelerate drug approvals.

We have got a chance now to seize the regulatory system, and re-examine whether it is fit for the purpose for approving the new drugs that are coming on the scene and which are going to be even more important in the future.

The UK has one of the highest uses of generic medicines in the world with generics accounting for 84% of the volume of pharmaceuticals sold in the UK and the lowest pricing levels in Europe. Our move away from the EU could also pave the way for a better deal for UK manufacturers. Currently, manufacturers have to wait for the day of patent expiry before they are able to start production of a generic medicine. This regulation is not mirrored outside of Europe, which means nonEuropean countries have an advantage in getting a generic medicine to market. There are current discussions taking place within Europe on how to counter this, but post-Brexit the UK could be in an excellent position to take their own stance and give UK manufacturers a commercial edge, at least for domestic consumption.

“Brexit shouldn’t mean exit for pharma companies”

LO O K I N G TO TH E FU T U R E It will come as no surprise that Accord Healthcare is fully committed to Europe and the UK. At Accord Healthcare we remain confident about the UK’s future by continuing to make significant investments that represent a vote of confidence in UK science and manufacturing.

For example, the acquisition of a major pharmaceutical business from Teva last year, including its plant in North Devon, which is the largest Indian foreign direct investment into UK post the Brexit referendum, totalling GBP 603 million (USD 806 million) and securing over 650 UK based jobs. In January this year, we purchased a disused pharmaceutical facility in Newcastle-Upon-Tyne and have invested in regaining regulatory approval and re-hiring staff. We have also purchased a distribution site in Oxfordshire due to be opened in 2019.

Simply put, we believe now isn’t the time to shy away from the UK. Brexit shouldn’t mean exit for pharma companies.

The path to Brexit is by no means clear, but whatever the final ‘deal’, I believe that the UK will continue to be a beacon of scientific excellence and this will be a catalyst in setting up trade agreements with the US, Middle East and Asia, retaining the UK’s appeal as a key market for clinical research and drug development. accord-healthcare.co.uk

M AG A ZI N E | AU G U S T 2018 | 19

MARKETING

WORDS BY

Stewart Adkins

RELEGATION ZONE Business information upgraded, smart CRM datasets, the Predictive Analytics silver bullet and other fairy tales.

A

t a recent workshop on Data Exploration and Visualisation within the pharmaceutical industry, there were some genuine insights that emerged during the discussion that have huge implications for the pharmaceutical industry. There were five medium and large companies represented; nevertheless, the experience that delegates brought from previous employees, in my view, must have doubled that tally.

2 0 | PH A R M A FI EL D.CO.U K

TH E F I N D I N G S Analytics has been conflated with data reporting by senior management within the pharmaceutical industry, thereby downgrading the importance of robust analytical techniques.

This limits the scope to optimise promotional resource allocation, as well as relegating business information to a service function rather than an influential partner in the commercial decision-making process.

Commercial data gathering has been constrained by corporate management in an effort to create common global CRM templates. This ‘dumbeddown’ dataset has been forced to accommodate the lowest common denominator between major markets, often at the expense of a wealth of potentially valuable local market data.

This is exemplified by the aggregation of ‘call’ data that no longer differentiates between an appointment call, followup call or ‘on spec’ call. The original dataset could allow leading-edge analytics to answer valuable questions about a representative’s planning, persistence and opportunism.

The proliferation of the use of clever visualisation software (for example Tableau or Qlikview) and the incorporation of its output into dashboards, although undoubtedly

useful in some cases, has legitimised the underlying analytics by stealth.

The fact that this analytical engine is Excel rather than a dedicated statistical programme is a great cause for concern. Excel, despite being a remarkable spreadsheet package and offering basic statistical functions, does not pretend to offer sophisticated analysis for large datasets which invalidate the basic assumption underlying the use of linear regression.

Predictive analytics remains an elusive concept that is somehow perceived to be separate from the development of a robust contextspecific model. The reality is that predictive capability starts and ends with a robust context-specific model.

One is a natural consequence of the other and is not a separate ‘add-on’.

The mindset of the pharmaceutical industry remains blinkered to the potential for new and powerful ways to analyse commercial data. The high levels of profitability and the power of incumbent management of affiliates does not invite novelty unless it is in addition to tried and tested approaches. This belt and braces approach has led to a plethora of digital activities as part of a multichannel strategy with only half-hearted attempts to untangle the return on investment.

A P R E S C R I P TI O N FO R A B E T TE R WAY FO RWA R D Pharmaceutical companies should embrace data and its associated demands as a core competence. To change affiliate mindsets, it should consider pilot studies using leading edge analytical techniques, thus putting little at risk but offering huge upside in the event that these techniques prove useful.

Business analysts should be given more authority and resources to provide genuine insights to their sales and marketing colleagues and expect to have a valuable input into promotion allocation decisions. Ultimately business analysts should become so embedded within the commercial organisation that the traditionally reactive approach to ad hoc information requests becomes a proactive approach anticipating changes in the competitive and environmental landscape.

The backdrop for all this remains an industry that still spends more on promotional activities in their widest sense than on R&D. While product pricing in a resource-constrained payer environment remains such a contentious issue it seems incongruous that money should be wasted on activities that yield no return.

The industry must remember its social contract and balance the desire to influence demand with the need to provide the widest possible access to its products.

Stewart Adkins was a Pharmaceutical Analyst at Lehman Brothers for 23 years and is now a Director of Pharmaforensic Limited. Go to pharmaforensic.co.uk

Digital multichannel experiences with stakeholders in healthcare to maximise behavioural change

M AG A ZI N E | AU G U S T 2018 | 2 1

Mind, body & skin Psoriasis is a condition that varies in severity but the effect on patients goes deep.

What new treatments are in the pipeline to make life easier?

WORDS BY

Amy Schofield

2 2 | PH A R M A FI EL D.CO.U K

P

soriasis is a skin condition affecting between an estimated 2% and 3% of the UK population – up to 1.8 million people – which affects males and females equally *. It isn’t just a skin condition; it affects people psychologically as well as physically, with one-third of patients experiencing depression and anxiety.

Carla Renton, Information and Communications Manager, The Psoriasis Association (which celebrates its 50th anniversary this year), says that the Association’s founder, Dr Dick Coles, was ahead of his time in that he recognised that the experience of psoriasis, its causes and effects, extends far beyond just the skin. It is this aspect of the condition, and the lack of help available, which can make it hard to bear.

“While many now accept that psoriasis can have a profound impact on mental wellbeing and quality of life, it is unfortunate that many people still find it difficult to obtain specialist referral when needed and to access effective medical and psychological treatment,” says Carla.

Dr Anton Alexandroff, Consultant Dermatologist and British Skin Foundation spokesperson, says that the negative psychological effects of the condition cannot be underestimated: “Whilst some patients may not pay too much attention to their condition, others are severely affected by it, especially if it presents in visible areas such as the face or hands, or in areas that can affect intimacy and relationships such as the genitals,” he explains. “In general, because of its high visibility, psoriasis has a huge impact on quality of life. Patients are often depressed as their social, professional and intimate lives are affected.”

F E AT U R E

TYPES of PSORIASIS There are a number of different types of psoriasis, which appear on different parts of the body, and treatments vary:

P L AQ U E P S O R I A S I S : Most people with psoriasis have plaque psoriasis, either alone or in combination with another type.

‘Plaques’ are formed by the build-up of skin cells, which can be red, itchy and sore, with white or silvery scales.

G U T TAT E P S O R I A S I S : The second most common type, which often starts in childhood or young adulthood, appearing as small, red, separate spots on the skin, usually on the limbs and trunk.

SCALP PSORIASIS: Red patches of skin covered in thick, silver-white scales, occurring on parts of the scalp or the whole scalp.

Can be extremely itchy for some people, while others feel no itching.

PUSTUL AR PSORIASIS: A rarer type of psoriasis where pustules (pus-filled blisters) appear on the skin.

NAIL PSORIASIS: Affecting the nails of around half of people suffering from psoriasis, causing the nails to discolour, develop small pits, grow abnormally, and/or become loose and fall off.

PSORIA SIS IN SENSITIVE ARE A S: The condition can also develop in places where the skin is thinner or where two skin surfaces are in contact with each other.

These include eyes, ears, mouth and nose, in skin folds, and in genitalia and the groin.

“ The experience of psoriasis, its causes and effects, extends far beyond just the skin”

Current treatments vary, from topical creams and gels to phototherapy and biologics.

“Common plaque psoriasis can be treated with a potent topical corticosteroid with added vitamin D – this should be used intermittently after the first month.

Scalp psoriasis is best addressed with a short contact treatment such as a potent corticosteroid shampoo; this can also be used intermittently in the longer term,” says Dr Alexandroff. “Guttate psoriasis is best treated with UVB phototherapy under the guidance of a consultant dermatologist. Third generation biologics (Interleukin 17/-23 inhibitors, such as secukinumab) are best to treat widespread psoriasis.”

NEW TREATMENTS, NEW HOPE

T

he Psoriasis Association’s Carla says that there are a number of exciting new developments unfolding in psoriasis research. “There have been great advances in the treatment of psoriasis in the past 50 years – most notably the introduction of biologics which have been transformational for many people with this condition,” she explains. “It is an exciting time for psoriasis, with large and groundbreaking research projects such as BADBIR and PSORT which we are confident will discover more about the causes, behaviour and treatment of psoriasis.”

*psoriasis-association.org.uk

“Otezla oral treatment is an exciting new development in psoriasis management.

In contrast to other systemic treatments, this small novel molecule immunomodulatory does not require any screening or monitoring,” adds Dr Alexandroff. “Like IL-17 inhibitors, it does not increase risk of infection (for example tuberculosis) or cancer, and recently became available privately and on the NHS.” Specialist medical dermatology company LEO Pharma offers treatments and resources for people across the whole spectrum from mild to severe adult plaque

psoriasis, and recently entered the area of biodermatology. LEO is also working on ‘beyond the pill’ advances in management of the condition. “There are exciting developments taking place outside of the pipeline, with LEO Innovation Lab recently launching an app to allow people to take control of their psoriasis by tracking their skin and symptoms, and LEO Open Innovation screening compounds from external researchers free of charge in a bid to drive new discoveries,” says Mike Hinchy, Sales & Marketing Director, Dermatology.

“These are exciting times.”

M AG A ZI N E | AU G U S T 2018 | 2 3

F E AT U R E

A LONG ROAD In June 2018, Novartis announced the publication of a global survey on psoriasis.

The publication highlighted that patients may face a long journey to attain almost-clear or clear skin.

PERSONAL STORY Robyn Stanley: My psoriasis story Over 8300 people with moderate-to-severe psoriasis from 31 countries took part.

On average, patients tried 4 different treatments and needed to see 3 different medical professionals before achieving clear skin.

This translates to over a 5-year wait to identify efficacious treatment post-diagnosis.

(Source: Armstrong A et al. Patient Perceptions of Clear/Almost Clear Skin in Moderate-to-Severe Plaque Psoriasis: Results of the Clear About Psoriasis Worldwide Survey)

2 4 | PH A R M A FI EL D.CO.U K

I

must have been about six or seven when my mum noticed some strange marks on my knees. I’d fallen over a little while before and during the healing process, something kick started my immune system and my psoriasis came out to play.

Skin conditions were not uncommon within our family. My maternal Nan had suffered with psoriasis and eczema, the latter of which was passed to my sister, who would find childhood trips to the seaside particularly painful as the salt water crept over her sore skin.

One of my earliest memories is going to the hospital after school, sometimes daily, to receive various topical treatments. After being creamed and left to ‘set’ I’d get to bath it all off, and my mum would wash my hair in hospital-issue pink shampoo that smelt like sweet almond. I loved it.

Since then, and as I’ve grown up, my treatments have evolved. Anything from UV to methotrexate to biologics, all with varying degrees of success. Typically I start off well with medication but then it’s as if someone flips a switch and my body says, ‘Thanks but no thanks’.

One of the hardest times was ‘the methotrexate years’. Everyone reacts differently, but I really struggled with the side effects. I started taking the tablets on a Thursday evening, which meant most of Friday would be spent feeling like I had the worst hangover, sick to my stomach. Some days I couldn’t face the smell of certain foods, others I would be craving greasy carbohydrates and sugar, sugar, sugar.

Eventually I moved on to the injections, and for a time this seemed to be a good alternative until a series of serious upset stomachs meant I couldn’t continue.

After that came Ortezla and Cosentyx, the latter of which suited me best. Like the Goldilocks of the psoriasis world, I had stumbled across something that seemed just right! But, for one reason and another, I couldn’t continue. Right now, I’m letting everything leave my system and although my patches are creeping back I feel healthier than I have in a while.

I’ve always been pretty positive about my skin. It is part of me but it does not define me. Sometimes during a flare up it’s tempting to cover up, but what would that achieve? Confidence is key, and if I’m not bothered by what’s on the outside, why should anybody else be? (With thanks to The Psoriasis Association.)

I love my job because… …I love the variety it brings.

There is not one day that looks the same and more broadly, it offers me the opportunity to work in an industry where you can develop a fulfilling career in a variety of roles.

Secondly, it’s the people I work with. Throughout my career, I have had the opportunity to work with some exceptionally talented individuals and in a place where diversity of thought and diversity of background matters. That is hugely satisfying. And finally and so importantly, it’s about making a difference to patients and healthcare. …There’s no such thing as a typical day.

In any given day I can be out meeting customers and healthcare professionals in the NHS, supporting individuals in my team, engaging in strategic and commercial discussions, liaising with Global colleagues to inform marketing strategy and policy work, creating and challenging innovative ways of working, engaging in projects to help the organisation achieve its goals around gender diversity...the list goes on!

2 6 | PH A R M A FI EL D.CO.U K

…My core value drivers are fairness and equality.

Being able to play a part in driving equality therefore means a great amount to me. Equality is two-fold for me, equality of access to medicines to improve health and wellbeing of patients around the world, and equality for people in the workplace. If I can make a small contribution to help change those for the better, I’ll have achieved a life ambition. …Our people are at the heart of everything we do and are passionate about making a difference.

Achieving scientific excellence, operating with the highest standards of integrity and commitment to act in a responsible, ethical and transparent manner are critical if we want to achieve business success through improving health outcomes. We employ a diverse workforce that values collaboration so that patients can access the medicines and services they need.

…We are not just about medicines.

Technology is revolutionising the management of healthcare and we are proud to continue to push the boundaries of invention to go beyond the pill, so I am proud that we are investing in harnessing the amazing capacity of innovative solutions and technology to help address health challenges now and in the future. …I felt so proud when our team were the joint winners of the CrossFunctional Team Pf Award!

When we first embarked on our strategic planning discussions we set out as a team a clear purpose and goal. We had everyone aligned behind them to ensure we delivered. It wasn’t always easy, but the passion, commitment, trust and respect that the team aspired to show was evident throughout. The award we received was the icing on the cake and recognition for just what we achieved together.

…The breadth of thepharmaceutical industry is extremely diverse.

From research to manufacturing and commercialisation, every part of the business impacts the lives of patients. Working at MSD offers me the opportunity to work in an industry where I can develop a fulfilling career across a variety of roles, both within the UK and globally.

Furthermore, MSD offers me the opportunity to balance my career and personal aspirations and live life with no regrets. …Family is hugely important to me.

They keep me grounded and give me significant purpose. They were a huge support to me recently, as we planned for our wedding and helped us create some fabulous memories of a very special time. I’m a bit of an adventurer too, my husband and I love walking, and with the Chilterns on our doorstep, we’re fortunate enough to be able to make the most of our beautiful countryside on a regular basis. I have a huge passion for travel, seeing new places and learning about different people and cultures.

P H A R M ATA L E N T

Catherine Williams, Diabetes and Cardiovascular Business Unit Director, MSD in the UK, joint winner of the Cross-Functional Team Pf Award 2018.

…I’m proud that MSD in the UK has recently been recognised as a Top Employer.

That is extremely encouraging as a senior female leader in the company as we strive to recruit and retain diverse talent. I have always been fortunate in my career to be supported, so paying this forward and maintaining a strong culture where people can thrive continues to motivate me. …We are still facing significant challenges in disease areas such as cancer, antibiotic resistance and dementia. To be part of a company committed to finding solutions to many of these devastating diseases through cutting edge R&D and groundbreaking scientific inventions is hugely fulfilling. We have always been and will always be inventing, and we do it for the single greatest purpose: life.

There isn’t a better purpose than to help ensure healthier happier lives for patients, their families, their friends, their loved ones.

And finally, we must continue to address the challenge of equality for all in the workplace.

We’re making good progress, but there’s still work to do.

“ T HE AWARD WE RECEIVED WAS THE ICING ON THE CAKE AND RECOGNITION FOR JUST WHAT WE ACHIEVED TOGETHER”

MSD’s ‘What gets me out of bed in the morning?’ campaign can be found at msd-uk.com @MSDintheUK

INTERVIEW BY

Amy Schofield

M AG A ZI N E | AU G U S T 2018 | 2 7

New website coming soon!

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Getting up and running is easy – get in touch on 01462 476119 or hello@pharmafield.co.uk to discuss your online recruitment strategy.

PHARMAJOBS.CO.UK

W H E R E TA L E N T G R O W S

ADVERTORIAL

STELLAR PERFORMANCE Greg Palin, Regional Business Manager at Star and Winner of the Emerging Talent Pf Award 2018, on building the foundations for success.

C

ongratulations on your Pf Award win, how did it feel when your name was announced? A shock!

My name was read out last on both the list of ‘Top Candidates’ and winners so on each occasion I was surprised. Once I had collected the award, I had my photograph taken and it was only then that I understood what was happening. I was delighted to hear my name being announced, especially having been recognised as a ‘Top Candidate’ in the Primary Care Specialist category last year – to go one better felt fantastic!

How did Star support you in the application process? My manager at the time, Gavin Gresswell, was so supportive – we discussed ideas on the phone and he sense checked my application and was a sounding board for me. The Star management team gave me flexibility to attend the assessment centre so I could give my best effort.

What does winning this Pf Award mean to you? It gives me confidence that I am doing my job well and that I am capable of further development (winning has given me a foundation to build on), including

progressing and diversifying into other roles in the industry. It also gives me pleasure to have won, considering the high calibre of other candidates, and to have received brilliant recognition from peers.

Do you have a mentor who has helped to guide you to your current success?

My former manager, Gavin, has been a fantastic support to me over the last couple of years. He provided me with opportunities to develop and continues to be a soundboard for me even in my current role.

What are your ambitions for the future?

To be the best I can be in my current role while broadening horizons across the industry to ensure my ambitions are achieved. My aim is to identify what I enjoy most and do my best!

I am keen to experience Market Access and Business Development opportunities to develop my current skillset in order to adopt a National Sales Manager role within the next five years. starmedical.co.uk

How did you find your way into a pharma career? I fell into the industry to be honest. I have a family friend that worked as a Regional Business Manager, and having recently graduated from Brunel University with a First Class Honours degree in Sport Science, we had a chat about the industry, roles available, and the competencies required. I did my research and applied for a few roles before Star gave me the opportunity I needed.

Early career highlights have been winning this award, being recognised as a ‘Top Candidate’ in the Primary Care Specialist category last year, being twice voted as ‘Star of the Month’ by my peers and winning multiple sales incentives.

Impact right from the start Find out about Star’s innovative outsourcing and resourcing solutions.

Call 01628 581 240 or go to www.starmedical.co.uk

M AG A ZI N E | AU G U S T 2018 | 2 9

MOVER & SHAKER OF THE MONTH.

Troy Robinson, Managing Director, Chugai Pharma UK, on how creativity and innovation are key to success.

INTERVIEW BY

Amy Schofield

3 0 | PH A R M A FI EL D.CO.U K

P H A R M ATA L E N T

W

hat do you do? In July I became Managing Director of Chugai Pharma UK. As a wholly owned commercial subsidiary of Chugai Pharma Europe (CPE) I oversee all UK commercial operations, working alongside colleagues in Germany and France to bolster CPE’s commercial activity across Europe.

This includes forming new partnerships to bring novel therapies to patients both in the UK, and across the continent.

In the UK we are proud of our Japanese heritage but have developed a set of strong values and a great culture. It’s important that I ensure everyone in the organisation believes in and embraces these as it really does represent the way we work. Focussing on our people I want to ensure we deliver a good work-life balance and focussing on our partnerships I want to ensure we are agile, responsive and deliver excellence. As Chugai Pharmaceutical Ltd is a member of the Roche group, I also want to see us continue the strong relationships we have both in the UK and globally.

How did you find your way to pharma? Being honest, I stumbled into pharma. As an accounting and finance graduate I qualified as an accountant while working in financial services.

After that I took a year out to live in New Zealand where I was originally born. Coming back to the UK I was looking for my first role as a team manager and it came in pharma; at that time it was the role and team that was important; I didn’t know anything about the industry but quickly learnt. After that role I stepped into FMCG for a few years but have spent the past 11 years in smaller medical device and pharma companies.

What are your career highs so far? I wouldn’t have got where I have without qualifying as an accountant; that was my stepping stone. Putting those traditional milestones aside, other stand out moments include being at the London Stock Exchange for the initial day of trading following a successful IPO. Diversifying away from finance and leading other functions was the start of a desire for more general management. Deliberately taking the decision to work for SME-sized organisations (from a UK affiliate perspective) has really provided the opportunity to work across broad responsibilities with a business wide impact, ultimately resulting in where I am now.

What drives you? I have to enjoy my job and the challenges it brings as well as the people I work with. To do that, I have to see what a difference it makes. Ultimately that means do we make a difference to patient’s lives and having heard from a number of them I know we really do. Along the way to that goal I also want to see that everyone in the organisation is aware of it and committed to it. I want to see us overcome challenges and celebrate successes. You can only do this when you have a good team of people and continually developing those people helps motivation to make it all happen.

“ I WANT TO SEE US OVERCOME CHALLENGES AND CELEBRATE SUCCESSES”

What’s the best piece of careers advice you’ve ever been given?

1. Work hard – coming from a finance background I was always in deadline specific roles meaning early mornings and late nights were the norm. 2. Learn from your mistakes – no one is perfect.

3. Make your own destiny – if you really want to achieve something, more often than not you will find a way to make it happen. For me personally that has meant putting my hand up to take on additional responsibilities, sometimes out of my comfort zone, but working hard and learning from my mistakes to succeed.

What are the biggest challenges facing pharma now?

Right now, in my opinion the uncertainty around Brexit and the reimbursement environment are the two key challenges.

Whichever side of the Brexit camp you sit in I have no doubt once we know the final Brexit terms, businesses can make any necessary changes and continue to succeed. The uncertainty of the final terms and / or even the terms of the transition period could result in the need for quick and more pressured implementation of change with all companies wanting to avoid any potential impact on patients. Reimbursement providers globally are challenging pharma pricing and the added value of new products. Overcoming the burden of proof is key to continued investment in R&D and innovative solutions.

How can those challenges be turned into opportunities?

Through planning for various Brexit scenarios, we have identified some processes and ways of working that can be more efficient and other opportunities to grow the business regardless of the final Brexit terms. In a smaller organisation taking a step back and looking at the way things are working, particularly when working well, could seem like a waste of time – but small changes can make a big difference. The reimbursement environment is forcing the industry to look ‘outside of the pill’ and to adopt new innovations such as artificial intelligence and real-world data. Those companies that can do this quickly and successfully will have a short term competitive advantage in overcoming the burden of proof for reimbursement before others follow suit.

What advice would you give someone wanting to enter and make an impact in the pharma industry? Do it but do it differently. Don’t be constrained by traditional ways of working.

Achieving desired outcomes through creative and innovative solutions will lead to success and no doubt change in the pharma industry over the next five years. chugai-pharm.co.uk

M AG A ZI N E | AU G U S T 2018 | 3 1

P H A R M ATA L E N T

MOVERS & SHAKERS

PHARMA

JA M E S S A B RY Roche has appointed James Sabry as Global Head of Partnering.

Sabry will move on from his current role as Head of Partnering for Genentech Research and Early Development and will join the enlarged Corporate Executive Committee.

PHARMA

DR DEBORAH DUNSIRE Lundbeck has appointed Dr Deborah Dunsire as President and CEO. Dr Dunsire has more than 30 years of biotech and pharmaceutical industry management experience, largely in oncology and CNS. Dunsire commented: “I am excited to bring my experience and help build an even stronger and brighter future for Lundbeck.”

M AT T H A N CO C K As the longest serving Health Secretary Jeremy Hunt moves on, the position has been filled

by Matt Hancock, the former Culture Secretary. Hancock is known for his enthusiasm for digital and was the first MP to launch his own app.

WORDS BY

Hannah Alderton

3 2 | PH A R M A FI EL D.CO.U K

SUE MAHONY Sue Mahony is retiring as President of Lilly Oncology after 18 years at the company. She led Lilly Oncology through the integration of ImClone and launched key brands including Verzenio. “We make medicines that help patients with cancer live longer. What a privilege it’s been with that as my life’s work,” she said.

H E A LT H C A R E

WHO’S GOING WHERE AND WHY THEY’RE GOING THERE.

PHARMA

AG E N CY

S A R A H M AT TH E W Communications agency Hanover has signed up Sarah Matthew as the new Chair of its Health practice.

She commented: “It is a very exciting time to join Hanover and I look forward to working with the team to build the strongest healthcare practice in the business.”

PHARMA

A D R I A N R AY Adrian Ray has joined Nimbus Therapeutics as Senior Vice President of Discovery Biology. Dr Ray leaves Gilead Sciences, where he was Senior Director of Clinical Research. He will advance pipeline programs on interrelated targets affecting metabolic disease, oncology and immunology.

UNLEASH YOUR BRAND’S POTENTIAL Our flexible and cost-effective solutions include: • Sales and training programs • Expert field and telesales capabilities to primary and secondary care • Sales and marketing solutions

PHARMA .

Visit www.skills-in-healthcare.co.uk for more information on how we can provide you with leading healthcare brand sales and training support.

ERIK NORDK AMP The ABPI has welcomed MD of Pfizer UK, Erik Nordkamp, as its new President. Nordkamp’s priorities are improving access to new medicines and vaccines. ABPI CEO Mike Thompson said: “I’m delighted that Erik is taking up the role of Presidency at arguably the most challenging period for the pharma industry as Britain negotiates withdrawal from the EU.”

H E A LT H C A R E

ROBBIE TURNER The Royal Pharmaceutical Society has appointed Robbie Turner as its new Director of Pharmacy & Member Experience. Turner will be accountable for developing and delivering all professional leadership elements and member services provided by the Society.

M AG A ZI N E | AU G U S T 2018 | 3 3 AH_PF Awards Advert_2019_58.7x254_04.indd 1

13/06/2018 11:02

COURTING FAVOUR As Chris McCourt, Global Sales Excellence Lead, Respiratory, AstraZeneca, celebrates three decades in industry, we ask her about mentors, motivation, and encouraging more women into pharma.

INTERVIEW BY

Amy Schofield

3 4 | PH A R M A FI EL D.CO.U K

P H A R M ATA L E N T

W

hat brought you to a career in pharma?

I always had an interest in healthcare and people. My Dad was a vet and from a young age I was exposed to seeing how medicines can help eliminate symptoms and disease. When I met my husband, who’s a pharmacist, he suggested I combine my passion for people and health and entered our industry. It really was that simple and I have never looked back.

What have been your key career achievements? I celebrate 30 years in industry in 2018 and have worked in every sales and market access role and won academies six times. The biggest leap for me was moving from GSK to AZ in 2001, it was at this point that I realised I could be more ambitious because people believed in me and that gave me confidence.

“ THIS SUMMER, OUR GLOBAL BUSINESS WILL WELCOME FOUR INTERNS TO WORK AT AZ AND THREE ARE WOMEN; THIS HAS ALL BEEN ON MERIT”

Do you have any mentors who had a significant effect on your career? I have had many influencers but there are two people who stand out. The first was Chris Brinsmead who at the time was our Company President at AZ. He gave me my first line manager position to test me; two years later Karl Hamer supported my move to second line management – a job I loved and thrived on.

Do women have enough opportunities to succeed in pharma? I am fortunate that I have been surrounded by many women role models and they have inspired me – starting with my Mum. I think our industry is unlike many I read about and I am proud that we have a great balance. My advice is to stretch yourself and own your development. This is a generous industry so be curious about your options.

What do you love most about your work?

I recently took another role to stretch myself and I am now a Global Sales Excellence Lead at AZ. This job allows me to share my passion across the globe for the impact that Sales Excellence can have, not only on our sales teams and managers, but the outputs of that mean that more patients get appropriate access to the right medicines. I love that I not only get to coach and motivate people, but the output is better healthcare.

How can young women be encouraged to pursue a career in the industry? As the mother of two daughters at university this is an important question. My eldest is currently trying, as a postgraduate, to secure her first pharma role. She has watched what our industry has done for me and is excited about the opportunities that lie ahead for her. I believe industry should invest more as part of milk rounds at university and offer apprenticeships as many do not realise the potential and scope of our industry.

This summer, through the leadership of my line manager Scott, our global business will welcome four interns to work at AZ and three are women; this has all been on merit. They will complete a variety of projects that will support our business and I hope when they finish their degrees we will see them back in our business.

Mentoring is so important and we should start an industry movement to achieve just that.

How do you spend your time out of the 9 to 5? I live in Ayr, Scotland. I love to walk with friends and our golden doodle Molly on the beach. As I work away in Cambridge through the week or am travelling, my weekends find me cooking for friends and family in the kitchen. These simple things restore my equilibrium and get me ready for the week ahead.

What developments in AstraZeneca’s pipeline hold the most promise for respiratory patients? Despite our best efforts, many respiratory patients still live a symptomatic life. Getting them to comply with their medication is a critical part; integrated patient solutions to support this are well in development and research shows that in combination, patients fare better. For severe patients, biologics can provide a better quality of life in a unique way and as for the future? Maybe cures are on the horizon.

What does your professional future hold?

I want to excel at my new role as I love learning and feel that the capabilities I have are transferable. People are my passion and developing a talent pipeline to match a drug pipeline at the right time would be a goal.

I am also interested in how we capture the DNA of our most successful people so that can help us recruit and retain the best. astrazeneca.co.uk

M AG A ZI N E | AU G U S T 2018 | 3 5

P H A R M ATA L E N T

H OW T O G E T

PROMOTED

I

f you’ve been working consistently hard, meeting and exceeding all expectations and targets, and you feel happily aligned with your company’s culture, then you may be thinking that the time is right to take the next step up the career ladder. But how do you ask for promotion? It can feel like a tricky conversation to have. It’s not a matter of marching into the boss’s office and demanding to be promoted, nor is it a case of sitting and waiting for someone to notice your achievements. But as the old saying goes – if you don’t ask, you don’t get.

Furthering your career is a balance which starts with creating the right mindset for promotion.

You know you deserve to upgrade your career with a promotion, and if you’re ready, the chances are that your boss is expecting the conversation. Here’s how to ask for a promotion.

WORDS BY

Amy Schofield

3 6 | PH A R M A FI EL D.CO.U K

Liz Walker, HR Director, Unum UK, shares her top tips for getting promoted.

SH A R E YOU R .

G OA L S & A SK .

FOR F E E DB AC K .

PROAC T I V E LY. C OM M U N IC AT E .

SUC C E S S .

If you’ve been in your current role for at least six months, request a meeting with your manager.

Communicate that while your primary aim is to excel in your current role, your long-term goal is to progress professionally through the company and you want to make sure you’re doing everything possible to set yourself up for success.

One of the most important things you can do is to proactively communicate your accomplishments to your team and management.

PROV I DE .

SPE C I F IC DE TA I L S .

Put down your accomplishments in writing and share examples of when you took on extra projects that positively impacted the business.

A SK FOR YOU R .

M A NAGER’S A DV ICE .

BE U P F RON T.

How can you improve?

What can you do to position yourself well for your next role? Use the feedback so you’re on track when it’s time to make your request.

Present the information as a proposal up front, giving your line manager time to review what you’ve presented, and follow up with a face-to-face meeting.

DO YOUR R ESEA RCH. Conversations about a raise must be datadriven. Before any salary negotiation, you need to have a solid foundation to back up your request and realistic expectations.

Conduct background research to find out the market rate for your role.

M A K E I T E A S Y. FOR YOU R B O S S .

Show them why you’re a star performer who deserves a better title and salary.

BE OB J E C T I V E .

Think about your proposal from different perspectives – your manager’s, their superiors, and colleagues, and ensure you address these in your proposal. unum.co.uk

Changing the practice of medicine

Novartis UK

At Novartis, we harness the innovation power of science to address some of society’s most challenging healthcare issues.

We are passionate about discovering new ways to improve and extend people’s lives.

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D O E S YO U R B R A N D H AV E A S TO RY TO TE L L? Limited space is available.

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In-Call field visits with highly trained Performance Associates Emotional Intelligence Selling Coaches led to a 4.76% increase.

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To perform Open to you must change? be open to change A recent Performance Associates UK programme within a major pharma company yielded an increase in sales above trend of over ÂŁ4 million in six months.

In-Call field visits with highly trained Performance Associates Emotional Intelligence Selling Coaches led to a 4.76% increase.

Ready to change? 01530 223508 or email info@performanceassociates.org

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