Ready. Set. Access.

Market Access Strategic Execution Consultant

Anything But Shoestrings

/ By

Anything But Shoestrings

Samuel Langley, an intelligent and famous university professor, was working hard to invent a flying machine. Even the U.S. government betted on his success by awarding him a hefty grant.

Meanwhile, 2 uneducated men were working on the same problem. Neither had a college degree—not to mention internet access or university laboratory. These are the Wright brothers–and the rest is history.

So the next time I THINK I’m handed nothing more than a shoestring to fulfill the strategy/business goal/vision/…, I ALREADY possess the necessary assets.

Doing more with less works better than doing less with more. Relentless pursuit demands a strong sense of purpose.

Executive Summary for Presentations to Executives

/ By

Executive Summary for Presentations to Executives

Nailing a presentation to executives can open so many doors because these people have strong influence.

In the quick moment granted to me, how can I win their hearts and give them all the information that THEY need?

If only there was a template for presentations to executives! Something that someone actually took the time to think through and has proven time and time again that it works.

There is!

Check out Duarte Inc.’s template for an Executive Summary slide. They call this a “Recommendation Tree,” which, in Market Access language, is an Executive Summary slide for a presentation on RECOMMENDATIONS (it doesn’t work for value propositions, but it is godsend for recommendations).

Cracking an Impossible Problem

/ By

Cracking an Impossible Problem

What would I do if there was no other choice?

What if there was no one else behind me to pick up the slack?

The possibilities magically line up when a gun is pointed at the head (figuratively, of course) because it’s now MY problem and ‘no’ is no longer an acceptable answer.

Logical Structure

/ By

Logical Structure

Recommendations might feel like home runs in MY head. But how can they be COMMUNICATED so others also feel like they’re home runs?

It is especially critical to provide an intuitively LOGICAL STRUCTURE for the complex recommendations.

A straightforward and smooth road makes it more likely that recommendations will reach their destination in one piece without crashing into objects.

Slay the Day

/ By

Slay the Day

Everyone is granted 24 hours in a day. Yet why does it seem that some people are given extra time?

Mental intensity and time management hacks are both important.

  • Morning routine is like my oxygen mask. When I take care of myself, I can take care of others.
  • Once I reach my desk:
    • To-do list gives a framework for the day. When each item is given a time slot, it’s amazing how many things can be checked off in a single day!
    • Productive music (music without lyrics—just the beats) helps the mind from wandering off.
    • Short breaks at the end of the hour help to keep the creative juices flowing and also save the back.
  • 3 words: I will die (one of the biggest lessons COVID-19 has taught me). When it’s my turn, I will only take 3 assets with me: mind, intellect, and soul. So if I’m spending 50% of my waking day at work, it better count!

What helps you slay the day?

Happy Mother’s Day

/ By

Happy Mother's Day

Thank goodness mothers aren’t keeping score! Otherwise what would become of us?

A mother gives life and a reason to live life. Because of a mother, I WANT to do the work that matters.

  • Divine Mother who takes care of me even when I don’t take care of myself.
  • Mother Earth who keeps giving, giving, giving despite me taking, taking, taking.
  • Mother Gita (yes, the scripture) who eagerly shares hacks and life lessons.
  • Mama Bear who is thinking of ways to make MY life painless despite her own painful knees.

Craving Connection

/ By

Craving Connection

“They’re not good.” “Who hired them in the first place?”

Have I ever said this? 

The culprit MIGHT be lack of skillset—but, it MIGHT not be. Someone saw the skillset in them which is why they were hired in the first place.

Possessing the skillset is different from pulling it off the shelf and putting it to use. When they CHOOSE to leave the skillset on the shelf, that’s when everyone else around gets frustrated.

Robots have on-off switches. Humans also have on-off switches, but they’re controlled by emotions and sonder.

Humans crave connection. Connection builds bridges and creates richness in life. Warmth and love can pull people in a way that marching orders can’t push.

The next time emailing marching orders isn’t enough, could the Universe be signaling a reminder about the other part of my job: connection?

It Was My Idea

/ By

It Was My Idea

There’s in a leap in our step when we’re doing something that was our own idea.

In contrast, it can feel like trudge (at best) when the same work is imposed on us by someone else.

As consultants, marketers, coaches, and leaders: it’s not our job to say it…it’s the client’s/customer’s/team’s job to feel like it was inevitable that they figured it out on their own.

Clearly state the problem. Show them what “good” can look like. Nudge them with the right questions. Then, step back and keep the answers in your back pocket.

The sage on stage lectures. The guide on the side creates forward motion.

When Payers Can’t Absorb Shock Claims

/ By

When Payers Can't Absorb Shock Claims

Neil Minkoff, Marc Hixson, Kim Gwiazdzinski, and Jim Clement authored an intriguing article in AJMC last month about stop-loss.

Apparently when payers can’t absorb the risk (from high-cost patients), they can push the cost onto stop-loss carriers. When the shock claims become too high even for the stop-loss carriers, they can pass on a certain amount to reinsurers. This is the nutshell version of something that is much more complex.

Ultimately, payers make patients pay the price (either literally or figuratively).

I couldn’t help but notice that the organizations that are meant to absorb the cost aren’t able to absorb the cost themselves.

The authors raise an interesting point: what is the point of coverage? Is it to absorb shock claims IF they occur or WHEN they occur?

One would think that payers are ready for the shock claims WHEN they occur, although this sadly doesn’t seem to be the case.

What principles of microeconomics can show up to address this problem? Would spending less in other areas allow payers to invest more on the latest high-quality drugs?

Krishna Patel, PharmD
Market Access Strategy and Execution Consultant
info@sojusllc.com
Linkedin-in
Contact Now
Scroll to Top