Commercial/Marketing

Most biotech leaders understand that launch preparation, building the plan, begins well before expected approval. That's not the problem we see.

Three notable transitions worthy of reflection at this point in time.

In our biopharma world, we frequently hear the term “Key Business Questions (KBQs).” And while it’s often thrown around as a buzzword (or buzz phrase, in this case), it has quite a bit of practical value when its full depth is explored.

At the core of every successful launch lies a meticulously crafted plan, a robust governance structure, and expert management of its execution.

Commercializing a pharmaceutical asset in one country is hard enough. Doing it on a global scale, with multiple country differences, is exponentially more difficult.

Over the past 20 years, The NemetzGroup has been involved in the launch of more than 50 different drugs and has had input into the strategic commercialization plans of many more. While no two launches are ever exactly the same — based on the team, company, and unmet need the drug hopes to address — there are certain patterns and similarities that we see repeating. Unfortunately, not all of these are positive.

Over the past several years, The NemetzGroup has worked with numerous clients to develop key aspects of their S-1 filings — coordinating with bankers, attorneys, internal staff, and many more attorneys, all with the goal of helping these companies achieve successful public offerings.

We are fortunate to work with clients of all sizes, whose products are at various stages of their life cycle. But the angst around how to achieve a successful launch is generally the same, no matter the company.