The Mundipharma global network of independent associated companies shares a common purpose to identify and accelerate the development of meaningful medicines that add value for patients and healthcare providers around the globe. I supported key value-based strategic decisions with an ecosystem perspective.
An EU 2.2bn global fiber-based materials company wished to discover primary growth drivers and opportunities in the global single-serve, at-home hot beverage market. They wished to formulate a differentiated value proposition and decide on strategic product development priorities.
I have helped strategy, R&D and marketing teams in several B2B companies in Europe and the US to obtain deeper understanding of customer unmet needs and market opportunities.
My client wished to design an ecosystem strategy for behavioural, drug and clinical health technologies that help at-risk obese persons to lose and maintain weight.
Competition and complexity (drugs and regimens) in the insulin market is increasing rapidly, making it imperative to improve the insulin experience and bring unified product-service solutions addressing patient and physician needs in monitoring, insulin-related decision making and delivery.
My client was suffering from declining market share in its core surgical gowns and drapes market. To recover, it sensed growth potential in a new market segment characterised by particular types of surgical procedures.
Our client, a top 3 manufacturer of continence supplies, wished to formulate a North American market and sales strategy for the larger institutional segment of its business.
A top 30 multi-national pharmaceutical wished to undertake an in-depth disease area strategy review to decide whether to reacquire the commercial rights to its currently out-licensed infection prevention and treatment technology.
My client - a European medical device company that develops and sells products for people with a stoma (where the intestinal outlet has been rerouted through the abdominal wall) – wished to better understand and find new collaborative methods to develop products and services with its customers.
A global wound care company asked my team and I to advise on the detailed nature of the ecosystem opportunity for a new diagnostic technology which sought to help healthcare practitioners, patients and consumers identify early indicators of wound infection at the point-of-care.
My client wished to identify value-creation "hot spots" in European perinatal care ecosystems. With these hotspots identified, they then wished to identify and assess technology, drug and device assets that had the greatest potential to address them.
In 2008, ITI Scotland announced its wish to invest £7.9 Million over three and a half years in the development of advanced point of care wound infection diagnostic technology, specifically targeting diabetic foot ulcer wounds.