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An emerging biotech sought Putnam’s guidance to design and execute the global commercialization of their asset for a rare oncology indication. As a new entrant into the oncology field, the client did not have prior experience in go-to-market strategy and resourcing required for key customer-facing functions (commercial, access, medical, patient advocacy, digital) and supply chain.
Putnam conducted an in-depth “customer-job-to-be-done” analysis and evaluated suitable go-to-market options by mapping the customer jobs and evaluating the activation levers driving adoption, differentiating the “nice to haves” vs. “must haves” taking into account resource constraints, and identifying lean go-to-market approaches.
An optimal go-to-market option was selected, including a step-wise plan to scale up the organization post-launch, and a forecast sensitivity analysis was used to pressure-test the preferred option against internal/external risk factors.
Putnam PHMR’s client needed a detailed description of multiple myeloma treatment patterns and resource utilization in Japanese patients...
A global, top-10 pharma client sought Putnam’s guidance on developing a lean launch strategy for a novel cell therapy in oncology.
The client with a focus on developing pipeline asset for KRAS G12C segment sought granular insights for competitive edge in treatment sequencing.