Development Msl


Published on

Presentation I gave at an MSL Conference on the significant impact an MSL team can have on company sponsored trail performance

1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Development Msl

    1. 1. David Cram, Pharm.D. Associate Director, MSL Program Genentech PLEASE NOTE THAT THESE ARE MY VIEWS AND NOT NECESSARILY THOSE OF GENENTECH
    2. 2. <ul><li>Mid 1980’s </li></ul><ul><ul><li>Three or 4 small groups in the US </li></ul></ul><ul><ul><li>Focus of most groups on company sponsored trials </li></ul></ul><ul><ul><li>Funding originating from development or transferred to development </li></ul></ul><ul><li>1990’s </li></ul><ul><ul><li>Rapid growth in MSL teams </li></ul></ul><ul><ul><li>Focus changed to Post-Marketing activities </li></ul></ul><ul><ul><li>Warner-Lambert Case—MSL becomes household name </li></ul></ul><ul><li>1990’s </li></ul><ul><ul><li>Rapid growth in MSL teams </li></ul></ul><ul><ul><li>Focus changed to Post-Marketing activities </li></ul></ul><ul><ul><li>Warner-Lambert Case—MSL becomes household name </li></ul></ul>
    3. 3. <ul><li>Early 2000’s </li></ul><ul><ul><li>Growth slowed (although demand still high) </li></ul></ul><ul><ul><li>External regulations begin to be strictly enforced </li></ul></ul><ul><ul><li>Continued heterogeneity of groups as companies redefine structures under enforced guidelines </li></ul></ul><ul><li>Current status </li></ul><ul><ul><li>Internal company regulations grow with attention on field-based MSL groups </li></ul></ul><ul><ul><li>MSL teams find it difficult to justify their costly existence with only metrics of call volume and other post-marketing deliverables </li></ul></ul><ul><ul><li>MSL teams are asked to “do more with less” </li></ul></ul>
    4. 4. <ul><ul><li>Focus is specifically on Post-marketed (PM) projects whose charge is specifically to provide on-label speaker training, develop advisory boards, provide inservices, and be “conductors” for thought leader development—Report to Commercial </li></ul></ul><ul><ul><li>Focus is specifically on Clinical Development projects related to clinical trials and Investigator Sponsored Trials (ISTs) and Investigator development with limited focus on Post-Marketing activities—Report to Clinical Development </li></ul></ul>
    5. 5. <ul><li>Work with Clinical Development to design appropriate clinical trials </li></ul><ul><li>Work with Clinical Development on Clinical Advisory Boards </li></ul><ul><li>Identify and maintain corporate relations with investigators in both academic and community settings </li></ul><ul><li>Be eyes and ears for competitive development programs and/or changes in clinical dogma – provide information to Clinical Development Teams </li></ul><ul><li>Assist with clinical trial enrollment </li></ul><ul><li>Support investigator sponsored trials (ISTs) </li></ul><ul><li>Field clinical questions and issues </li></ul><ul><li>Act as the Medical Director in the Field </li></ul>
    6. 7. 1 Million $ per Day
    7. 8. <ul><li>Corporate goal is to develop a clinical trial to treat Toe Nail Cancer and have the trial completely enrolled in two years. </li></ul><ul><ul><li>Note: This trial will be used to expand the indication for this molecule. </li></ul></ul>
    8. 9. <ul><li>MSL Team Develops a Plan by: </li></ul><ul><ul><li>Surveying specific toe nail oncology specialists to gain feedback on the overall concept and ideas for trial development and to report findings back to the Clinical Development Team </li></ul></ul><ul><ul><li>Creating an intervention plan that will focus on top accruing investigators to gain support for trial participation and present to the Clinical Development and Operations Teams </li></ul></ul>
    9. 10. <ul><li>MSL Team Executes Plan by: </li></ul><ul><ul><li>Gaining acceptance by medical investigators who enroll patients for the trial </li></ul></ul><ul><ul><li>Continuing to call on high enrolling sites to maintain their interest and provide support </li></ul></ul><ul><ul><li>Identifying struggling sites, meeting with them, helping find solutions or recommending to shut them down* </li></ul></ul><ul><ul><li>* It costs money to keep sites on the books </li></ul></ul>
    10. 11. <ul><li>Metrics </li></ul><ul><ul><li>Study completes earlier than expected </li></ul></ul><ul><ul><li>Indication for this molecule is accepted by FDA 4 months earlier than predicted </li></ul></ul><ul><ul><li>Company has determined that every day the molecules is used for this indication brings $500K per day (or $60 million over 4 months) </li></ul></ul>
    11. 12. <ul><li>A new molecule in Phase I shows good safety results. The goal is to bring this drug to later phase trials in Newest Disease Syndrome (NDS) over the next two years. This is a new therapeutic area for the Company. * </li></ul><ul><li>* Note: Three other companies are identified to be developing molecules for NDS. The Company is uncertain of the current status of the competing molecules but believe that their competitors are ahead of them. Critical “Go/No Go” decision will be based upon the the Company’s development strategy vs. its competitors. </li></ul>
    12. 13. <ul><li>MSL Team Develops a Plan to: </li></ul><ul><ul><li>Identify investigators who focus specifically on NDS by utilizing existing relationships with other related investigators </li></ul></ul><ul><ul><li>Develop relationships with these investigators and bring knowledge in-house on regular Clinical Development-MSL calls </li></ul></ul><ul><ul><li>Identify key issues in NDS and specific issues with executing human trials in this area </li></ul></ul><ul><ul><li>Stay abreast of CI related to other competing molecules in development at major meetings, on investigator calls, investigator meetings, web, etc. </li></ul></ul>
    13. 14. <ul><li>MSL Team Executes Plan by: </li></ul><ul><ul><li>Identifying key research sites with specific capabilities to participate and enroll NDS patients into study QUICKLY (e.g. patients not tied up in competitor trials, etc.) </li></ul></ul><ul><ul><li>Continuing to foster solid relationships with key investigators/experts in NDS by regular involvement of them in key decisions such as getting feedback on trial design and Life Cycle Management </li></ul></ul><ul><ul><li>Bringing back valuable information about study updates, study enrollment, NDS environment, and current practice standards to in-house teams (e.g. Clinical Development and Clinical Operations) </li></ul></ul>
    14. 15. <ul><li>While Executing the Plan, the MSL Team Discovers that: </li></ul><ul><ul><li>In early-on meetings with investigators, only one competitor is actually far enough along to be of significance -- that they are 1 year ahead. However, the competitor has had some early safety warnings related to patients with concomitant Oldest Disease Syndrome (ODS). All other patients did well. </li></ul></ul><ul><li>Critical and Strategic Recommendation Made by the MSL Team: </li></ul><ul><ul><li>Exclude patients with concomitant ODS from clinical trial development program (up to 25% of the population) </li></ul></ul>
    15. 16. <ul><li>Metrics </li></ul><ul><ul><li>Company completes Phase II and III program in record time showing excellent efficacy and very acceptable safety profile on their NDS Molecule – 1 year ahead of projected time </li></ul></ul><ul><ul><li>Program hailed by top thought leaders in NDS as brilliant and very well executed </li></ul></ul><ul><ul><li>Drug expected to bring in a revenue of $300 million in first year of launch </li></ul></ul><ul><ul><li>Total drug development costs lower than expected at $400 million (vs. $600 million) </li></ul></ul><ul><ul><li>Company drug surpasses nearest competitor by 2 years </li></ul></ul><ul><ul><li>MSL Team voted “Best in Class” by NDS Health Care Professionals </li></ul></ul>
    16. 17. <ul><li>Heftycore ® , a novel blockbuster molecule for Blabbermouth Disorder (BMD), has done well in this indication both from a patient/provider satisfaction standpoint and financially </li></ul><ul><li>MSLs have discovered through working with their IST investigators that Heftycore ® may also have benefit in Irritating-People-On-Planes Syndrome (IPPS)—A huge market. </li></ul><ul><li>Company does not see how current MOA will fit for IPPS as the affinity is weak for IPPS receptors in the brain and higher dosages may be required which would cause increased side effects. </li></ul>
    17. 18. <ul><li>MSL Team Develops a Plan to: </li></ul><ul><ul><li>Gather more information from current investigators and current literature in IPPS to support MOA for Heftycore ® </li></ul></ul><ul><ul><li>Ask for analyses of data of early trials using Heftycore ® in IPPS from IST investigators and prepares presentation to Company as to which patients might most benefit </li></ul></ul><ul><ul><li>Outline potential company sponsored, label-enabling trial to Clinical Development team </li></ul></ul>
    18. 19. <ul><li>MSL Team Executes Plan by: </li></ul><ul><ul><li>Organizing a meeting between Investigators and Clinical Development team through an Advisory Board to present findings and plea to pursue this study </li></ul></ul><ul><ul><li>Proposing an outline for registrational study which is accepted and executed </li></ul></ul>
    19. 20. <ul><li>While Executing the Plan, the MSL Team Discovers that: </li></ul><ul><ul><li>Upon analysis of early trials (e.g. ISTs and case studies) and discussions with investigators, that there is viable MOA support for Heftycore ® in IPPS. </li></ul></ul><ul><ul><li>Findings show patients with IPPS and a concomitant disease known as Oversized Bag Complex (OBC), a back breaking disorder in about 35% of IPPS patients, will benefit from this Molecule and can tolerate the higher doses required </li></ul></ul><ul><li>Critical and Strategic Recommendation Made by the MSL Team: </li></ul><ul><ul><li>Design study to analyze patient with IPPS + OBC </li></ul></ul>
    20. 21. <ul><li>Metrics </li></ul><ul><ul><li>Market for use of Heftycore ® in IPPS will be at least $250 million in additional annual revenue with approved label promotion </li></ul></ul><ul><ul><li>Study shows Heftycore ® in patients with IPPS and OBS, higher doses is both efficacious and safe -- FDA grants label </li></ul></ul><ul><ul><li>The new indication extends patent life of Heftycore ® by 2 years </li></ul></ul><ul><ul><li>Over the remaining patent life of Heftycore ® , IPPS indication garners additional $1 billion in sales for company </li></ul></ul>
    21. 22. <ul><li>MSL teams can be significant contributors to the clinical drug development process (e.g. better designed trials, earlier time to market, decreased development costs, etc.) </li></ul><ul><li>A shift to drug development activities from traditional 1990’s MSL PM activities can add value to a company’s bottom-line with less risk in today’s regulatory environment </li></ul><ul><li>A strategic role in drug development offers objective and measurable metrics to justify team existence and headcount </li></ul>
    22. 23. <ul><li>MSL teams involved in drug development are often more connected and satisfied with their jobs </li></ul><ul><li>Training of MSL Teams into a Clinical Development role may require a paradigm shift from current post-marketing focused roles </li></ul><ul><li>Depending on lifecycle of a molecule, Post-Marketing activities is still an important role for the MSL Team, however, many companies miss the critical impact of MSLs involved in clinical drug development </li></ul>
    23. 24. <ul><li>Physician issues </li></ul><ul><ul><li>Lack of financial incentive </li></ul></ul><ul><ul><li>Competitive Marketplace </li></ul></ul><ul><ul><li>Alignment of PI and Study Coordinator expectations </li></ul></ul><ul><ul><li>SOPS with research referrals and/or unfamiliarity with research </li></ul></ul><ul><li>Patient logistics </li></ul><ul><ul><li>Distance to study sites </li></ul></ul><ul><ul><li>High cost of gasoline </li></ul></ul><ul><ul><li>Congested traffic areas </li></ul></ul><ul><ul><li>Number of study visits </li></ul></ul><ul><li>MSL issues </li></ul><ul><ul><li>Limited access and/or familiarity with area PCPs and their office staff </li></ul></ul><ul><ul><li>Short-time frame for success when MSLs brought in </li></ul></ul>Update
    24. 25. <ul><li>MSLs </li></ul><ul><ul><li>Early involvement in the Recruitment Process </li></ul></ul><ul><ul><li>Involve Study Coordinators or internal GNE person to track patient origination for ROI </li></ul></ul><ul><ul><li>Sites where MSLs have working relationships seem to produce better results (e.g., CIU telephone survey) </li></ul></ul><ul><li>Study Coordinators </li></ul><ul><ul><li>Outreach to follow-up with sites visited by MSLs </li></ul></ul><ul><ul><li>Minimal workload studies yield better patient recruitment </li></ul></ul><ul><li>Sites </li></ul><ul><ul><li>Work with the PI and study site to obtain a list of referral PCP for targeted MSL visits </li></ul></ul>Update
    25. 26. <ul><li>Solid basic science foundation </li></ul><ul><li>Strong clinical acumen </li></ul><ul><li>Business literacy </li></ul><ul><li>Exceptional people skills </li></ul><ul><li>Individual discipline </li></ul><ul><li>Anticipating needs </li></ul><ul><li>Flexible </li></ul>