The Medical Science Liaison Corporation Aligning the Activities and Goals of Medical Science Liaison Teams for Strengthened Corporate Sustainability Dr. Samuel Dyer CEO and Founder The Medical Science Liaison Corporation www.MSLWORLD.com

Team Structure and Staffing Agenda About me, The Medical Science Liaison Corporation, MSL World.com Demonstrating value of the expensive MSL and advisor roles to the company Examining the disconnect between field based medical and corporate initiatives Acquiring and synthesizing field insights to drive clinical and corporate decision-making The data slides represent findings collected from 11 European-based companies’ MSL management teams. Key Definitions MSL Activities Performance Metrics Team Structure and Staffing

About Me 10 years experience within International Medical Affairs Led MSL / Medical Teams in multiple TA’s in over 60 countries throughout the U.S., Canada, Europe, Africa, Middle East, New Zealand and Australia. Been hired as a consultant by McKinsey, Bain & Co. consulting companies and Philips Healthcare to work on MSL projects  Sit on the management team /board of advisors for the start up Biotech company-Biognosys Wrote a first of its kind book on the MSL/MA role that is expected to be published in the fall of this year Formed the Medical Science Liaison Corporation along with a team of professionals that operates among other functions www.MSLWORLD.com

About Medical Science Liaison Corporation & ww.MSLWORLD.com After numerous discussions with hiring managers, recruiters and HR personnel around the world it was decided that there was a need to have a source of career related resources for the MSL/MA role MSL Corp. is completely focused on the MSL/MA Career. Our goal is the bring the best resources around the world together for MSL/MA professionals Provide original articles, publications, books etc. focused on MSL MSL WORLD is the industry’s first and only comprehensive niche career management site 100% dedicated, focused and built to serve the Medical Science Liaison (MSL) career.

Resources & Methodology This analysis is based on Cutting Edge Information’s existing database of information on MSL benchmarks, management strategy and best practices. The data presented herein have been collected directly from senior-level executives in Europe through research-based engagements designed to analyze companies’ MSL strategies. A note about company blindings: In order to be able to collect this data, Cutting Edge Information uses a blinding procedure that requires us to separate specific data sets from the names of the companies that provided that information and from the specific brands for which the data are relevant. This approach to data collection and analysis enables us to reliably collect data that most companies consider proprietary and/or highly sensitive.

MSL Activities

Key Definitions: Abbreviations Data Slides uses the following abbreviations: MSL: Medical Science Liaison KOL: Key Opinion Leader HCP: Healthcare Provider IITs: Investigator-Initiated Trials PCP: Primary Care Provider FTEs: Full-Time Equivalents

Measuring MSL/MA Activities There are no distinct standards in place that define the MSL Activity/function and how the programs should be run The industry is in dire need for standardized practices and performance measures for MSL Activity/Function To retain top talent, companies must establish a fair and clear method of assessment. This method typically will consist of both qualitative and quantitative metrics. There must be concrete, reachable goals that apply to each MSL’s activities.

Initial Phase of MSL Support for a Drug: Europe

Latest Stage of MSL Support for a Drug: Europe n=11

MSLs’ Time per Activity for a Pre-Launch Product: Europe

MSLs’ Time per Activity for a Post-Launch Product: Europe

Percentage of MSL Teams That Conduct the Following Activities for Pre-Launch Products: Europe

Percentage of MSL Teams That Conduct the Following Activities for Post-Launch Products: Europe

Percentage of MSLs’ Time Spent per Activity for a Pre-Launch Product: Europe

Percentage of MSLs’ Time Spent per Activity for a Post-Launch Product: Europe

Performance Metrics

Measuring MSL/MA Value There is little to no data or studies that have looked at ROI metrics with hard numbers for the return on investment for an MSL/MA There is no industry standard or definitive measure at this point MSL team managers and companies are still trying to figure out how to measure ROI on MSL, they all know the value is there but the hard metrics are really not indicative of the quality of the MSL-KOL relationships Each company measures a MSL team contributions a little different by establish various performance metrics to demonstrate the value that a MSL/MA team brings to the company.

Type and Number of Interactions per Thought Leader, Annually: Europe

Number of Performance Metrics Used by Companies in Europe

Percentage of European Companies Using Specific Performance Metrics

“External Value” Performance Metrics: Europe Surveyed MSL teams use an average of 6.5 performance measures. This slide shows how many teams use specific measures of MSL’s value to external stakeholders — based on whether teams used an above-average or below-average number of metrics. n=11

“Internal Value” Performance Metrics: Europe Surveyed MSL teams use an average of 6.5 performance measures. This slide shows how many teams use specific measures of MSL’s value to internal stakeholders — based on whether teams used an above-average or below-average number of metrics. n=11

Team Structure and Staffing

Criteria Used to Establish MSL Staffing Level (US and Europe) Though not limited to European companies, this graph shows the mindset behind MSL staffing decisions at 50 surveyed pharmaceutical companies, including the 11 European companies. Percentage of Companies Using Each Criterion n=50

Ratio of Thought Leader Relationships to MSLs in Europe

Ratio of Sales Reps to MSLs in Europe

Level of Executive with Oversight over MSL Teams at European Companies

Acquiring and synthesizing field insights to drive clinical and corporate decision-making Best Practices Shared: 12 companies-28 MSL Directors/MSL’s across Europe, Asia, U.S. Industry study-reports that KOL development as the second most important product-launch expenditure Centralized database needed for the sharing of information across multiple cross functional areas (Medical, Sales, Marketing)-this can be FREE and SIMPLE-Not much $ needed Complete alignment of internal activities and planning Dissemination of information/sharing of KOL interactions Calendar of KOL activities that is shared between Medical and Sales for better alignment Write up summary of KOL field visit-Sales and Marketing have access to information Have a clear specific plan for each KOL (i.e. Ad Boards, speaking engagements etc.) for the Quarter, 1 year and 2 year timeframes etc. Set up marketing/medical bi-weekly meetings to discuss tactical and strategic items including: KOL lectures, workshops, planned visits, training territory/KOL issues etc. Create monthly team teleconferences Create and present to all sales colleagues (NSM)-updates, challenges and wins at sales training, cycle meeting and teleconferences etc. Create internal multiple TA/Product Medical Meetings to share best practices, approaches, and opportunities Identify further opportunities for cross functional collaboration TALK and COMMUNICATE! NO SILOS!

Examining the disconnect between field based medical and corporate initiatives The Problem #1 complaint given by MSL teams across the U.S./Europe/Asia There is a strong disconnect of the communication between field based MSL/MA team and corporate Medical Affairs A problem occurs when decisions are made at the corporate level or initiatives have begun (like working with KOL’s) and there has not been direct communication with field MSL/MA teams and/or there is a poor/slow communication channel Most common problem occurs when there is a change, delay or not clear communication on corporate clinical strategy. MSL/MA working with a KOL may generate a IIT lead/idea. MSL may work with a KOL on IIT to write/submit a proposal though the IIT is no longer aligned with corporate strategy. Result: valuable opportunities are lost, expensive resources are wasted and KOL’s lose confidence in the company due to lack of direct and/or timely communication. Company credibility can be damaged.

To prevent a disconnect: Examining the disconnect between field based medical and corporate initiatives To prevent a disconnect: Corporate Medical Affairs and field based MSL/MA teams should have ongoing dialog concerning goals, initiatives, KOL activities and successes Establish communication processes between home office, field Medical AND also marketing and sales Communicate strategy and needs as changes occur WITH KOL’s! Revisit strategies regularly to make sure they are still aligned with the goals of the company A good relationship between departments where channels of communication are open is critical to a company's success. When the Medical, sales and marketing departments have regular communication. Get all departments involved with KOL/MSL/MA activities. Prevent communication silos!

Contact Dr. Samuel Dyer CEO/Founder www.MSLWORLD.com samuel.dyer@mslworld.com ___________________________________________________________________ Acknowledgements: Thanks to Cutting Edge Information & Yanis Saradjian for providing slides and information throughout this presentation. Yanis Saradjian Director of Consulting-Cutting Edge Info. Durham +1 919-433-0206 Boston +1 781-530-3785 Yanis_saradjian@cuttingedgeinfo.com

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