1. 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

2. 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

3. 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

4. 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.

5. 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.

6. MSL Activities

7. 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

8. 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.

9. Initial Phase of MSL Support for a Drug: Europe

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

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

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

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

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

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

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

17. Performance Metrics

18. 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.

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

20. Number of Performance Metrics Used by Companies in Europe

21. Percentage of European Companies Using Specific Performance Metrics

22. “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

23. “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

24. Team Structure and Staffing

25. 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

26. Ratio of Thought Leader Relationships to MSLs in Europe

27. Ratio of Sales Reps to MSLs in Europe

28. Level of Executive with Oversight over MSL Teams at European Companies

29. 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!

30. 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.

31. 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!

32. Contact Dr. Samuel Dyer CEO/Founder www.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
Boston

33. THANK YOU ANY QUESTIONS