30 days
Launch Readiness Diagnostic
The entry point: an independent read of your launch plan, forecast, access strategy and budget, with the risks that matter most, in order, in writing.
What’s included
Who I help · Stage 2 of 3
Turn around a stalled brand, or accelerate a growing one.
For pharma and biotech companies with a brand or business on the market that is behind forecast, losing share, or ready for its next stage of growth. I have done both: I turned Kisqali from a failed launch into the market leader, past $1B (now over $3B in the U.S.), and accelerated Kesimpta by bringing its new patients back to growth, at $2.2B and up 50% year over year.
What usually needs deciding
The questions on the table.
- A launch behind forecast, or growth that has stalled
- New-patient share slipping to a competitor
- Sales-force size, targeting and productivity
- Investment spread across too many tactics, with no clear read on return
- Sales, marketing, access and medical pulling in different directions
- Loss of exclusivity on the horizon, and the lifecycle plan that goes with it
How I help
Where to start.
1–2 days a week
Fractional commercial leader
Senior commercial leadership inside your company, part time, to launch, turn around or accelerate a brand. Equity option available.
What’s includedRelevant experience
I have done this job before.
Career results from roles at Novartis, not Scalar Group client results.
Oncology · U.S.
$1B+
market leader · now $3B+
Executive Director, Product Strategy Lead / GM, Oncology
2022–2023
Turning Kisqali around: from a failed launch to market leader, past $1B (now over $3B in the U.S.)
- Mandate
- Lead product strategy for an oncology brand, with 30+ cross-functional leaders and a 200+ person sales force (co-led).
- What I did
- Reframed the strategy around differentiation and new-prescriber acquisition, moved investment toward higher-return tactics and strengthened KPI-based governance.
- Result
- Turned a failed launch into the market leader, passing $1B in sales under my leadership (now over $3B in the U.S.). Market share reached approximately 50%, and the prescriber base tripled.
Neuroscience · U.S.
$2.2B
brand growing 50% · market share gained · ~300 people
Vice President & General Manager, Neuroscience
2023–2024
Accelerating Kesimpta: bringing new patients back to growth at $2.2B
- Mandate
- Lead a $2.2B U.S. business with approximately 300 employees, owning strategy, investment allocation, talent and cross-functional execution.
- What I did
- Rebuilt the leadership team, talent, culture, decision rights and execution governance. Aligned Sales, Marketing, Market Access, Medical, Global Commercial and R&D around focused workstreams, KPIs and launch readiness, while preparing four pipeline assets and indications.
- Result
- The business was growing, but new-patient starts were slipping and putting long-term growth at risk. I led the brand back to new-patient growth, reaching $2.2B, up 50% versus the prior year.
- Cardiovascular · U.S.2019–2020
Led commercial strategy and a full field-force restructuring (~500 hires); the business unit delivered approximately 40% year-over-year net-sales growth. Introduced digital promotion and supported early launch planning for a new cardiovascular medicine.
- Market access · payer contractingCareer-long
I personally signed risk-based payer contracts in Spain (ophthalmology) early in my career; over the past eight years, I led the Market Access teams that negotiated payer contracts for every brand I led, including outcomes- and risk-based agreements.
Recommended reading
Insights for this stage.
Pharma Trends · Access & pricing
Medicare drug price negotiation: what it means for launch and lifecycle strategy
Negotiated prices are now real, and the rules keep evolving. How the program changes the way companies plan launches, indications and evidence.
Pharma Trends · Licensing & launch
In-licensing from China and the rise of lean, partner-led U.S. launches
More of the global pipeline now originates outside the U.S., and more launches are led by first-time companies. What a lean, partner-led U.S. launch needs to succeed.
Healthcare · Launch
The five decisions that make or break a U.S. launch
Most launches are decided long before launch day. These are the five calls that matter most, and when to make them.
Different stage?Pre-launch or entering the U.S. Investing, licensing or buying
30-minute call with Emilio
Not sure which door is yours? Start with a 30-minute call.
Tell me where the business is and what has to happen next. No obligation, and if Scalar isn't the right fit, I'll say so.
I reply personally.