Ready. Set. Access.

Market Access Strategic Execution Consultant

Prepare To Be Lucky

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Prepare To Be Lucky

It’s important to be prepared before meeting your clients.

What are your clients expecting from you?

A polished deck with design prowess?

Strong messages backed by sound evidence?

Well-dressed contractors?

Contractors that show up on time and are waiting for them (rather than the other way around)?

Evidence that the work is a product of team effort (that more people cared about their project than just the writer)?

Thoughtful market insights and wise advice?

Perhaps it’s ALL of this.

Imagine what the client is seeking—then follow through with it.

“Luck is what happens when preparation meets opportunity.”

“I Am Needed”

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"I Am Needed"

It’s undisputable: every person on the team is necessary.

But how many people on the team actually tell THEMSELVES that “I am needed”?

Having the feeling of “I am needed” gives a sense of purpose. A reason to put ourselves through the wringer. A reason to face our fears. An opportunity to say, “I don’t have to do this…I GET to do this.”

Who needs you? The bigger the person is that you decide needs you, the bigger your pride and purpose will be, and the more indestructible you will become.

Great Stories are Trusted

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Great Stories Are Trusted

Everyone knows you’re meeting them to sell your product.

When the audience feels like you’re being transparent, they’ll be willing to actually listen.

Before sharing the results from your cost effectiveness model, share the methodology and limitations.

When sharing your value proposition, bring attention to the footnote which explains the scientific evidence that supports your messages.

Coconut Shell

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Coconut Shell

Two heads are better than one.

Good writers can create good work—even in a vacuum. But there is ALWAYS room for improvement.

It’s important to receive feedback gracefully rather than become defensive.

Be prepared for the colleagues who know no other way to give feedback, other than it sounding like pointed questions.

Be ready to take this. Have a thick skin. As thick as a coconut shell.

And enjoy. Notice how much more of a pleasant experience it is for everyone in the room when your mental body guard isn’t bouncing feedback.

We Are All Storytellers

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We Are All Storytellers

An important part of storytelling is first establishing the problem. If there’s no problem that your product solves, don’t bother showing up in the Pharmacy Director’s office.

Catch the resistance in order to sail forward.

When you’re sailing, you need wind, with which you move your boat back and forth, back and forth. You actually have to capture oncoming wind’s resistance. Interestingly, if your sail captures the wind just right, your ship will sail FASTER than the wind—it’s a physics phenomenon!

So if your story first plants what you’re going to resist, and THEN introduces the solution, it’s actually going to draw the audience towards your idea quicker than should you simply state your product’s efficacy and safety data.

Tension and release, tension and release, tension and release…causes forward motion.

Choosing a Battle Worth Fighting

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Choosing a Battle Worth Fighting

A price has to be paid for everything.

Action and inaction.

The price to reimburse a drug is the drug’s price tag.

The price for denying reimbursement is what’s paid to live with the status quo.

If a payer makes intentional efforts to block a patient from receiving a drug that they could benefit from, are they ready to pay the price? Are they willing to pay the price?

Right drug for the right patient at the right time is an important mantra. If their systems aren’t equipped to efficiently handle the logistics, perhaps THAT’S a problem worth chasing after.

Paying the Price for Inaction

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Paying the Price for Inaction

Bad actions are costly.

Inaction can be just as costly—even deadly. This is the premise of 99%–if not 100% of payer value propositions.

Things That Show Up Along the Way

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Things That Show Up Along the Way

Payer Value Propositions are behemoth projects. They entail capturing numerous inputs from numerous people, accurately referencing and annotating, organizing the flow in a way that makes sense, aligning with previously approved material, ….

When things show up along the way, how do you finish faster? (A) Charging ahead without heeding to the nuances that arise along the way; or (B) Taking care of the nuances as you go along, so you don’t have to look back later.

With (A), SOMETHING is ready quickly, but that something may hardly be what you’re proud to show the world.

With (B), the process can quickly become tedious. So tedious that after a certain point, you lose patience and rush to get it done.

The correct answer lies somewhere in between these 2 extremes.

At some point, EVERYTHING that comes up will have to be addressed (nothing can be ignored). Therefore:

  1. If it makes sense, just take care of the nuance right now, so you can move on.
  2. If it makes sense, don’t bother with it right now. Take good notes on paper, and revisit this checklist at the end before handing off your work. Writing down these nuances is the ONLY surefire way that you’ll remember all of them (relying on your memory is not).

Go Together

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Go Together

“If you want something done right, do it yourself.” It may be tempting to say this when the team is falling apart.

Certainly, one person can even create a nation…but never by himself.

There is strength in unity.

“If you want to go quickly, go alone. If you want to go far, go together” –African Proverb.

“Individual commitment to a group effort–that is what makes a team work, a company work, a society work, a civilization work” —Vince Lombardi.

Same Person, Different Person

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Same Person, Different Person

We are always changing. How else can we adapt to the surrounding changes?

Ourselves from a year ago is an inaccurate reflection of ourselves today, which is an inaccurate reflection of who we will be a year from now.

If we’re judging someone based on their actions from a year ago, our labeling might be archaic because they’ve moved on.

As we come back into the office, seek out the ways in which our colleagues have developed in the past 1.5 year.

Times of adversity are when growth accelerates. Certainly, the adversity of the past 1.5 year has touched EVERYONE—some more than others.

Krishna Patel, PharmD
Market Access Strategy and Execution Consultant
info@sojusllc.com
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