About Matt Haywood

A pharmaceutical leader with nearly 30 years of industry experience, Matt brings a broad perspective across markets and across the portfolio and asset lifecycle, spanning sales, managed care, policy and advocacy, brand marketing, payer strategy, and global market access. His experience includes both U.S. and international markets, with particularly deep expertise in oncology and hematology, China, Japan, and the complex reimbursement environments that shape access around the world.

Matt began his career at Bristol Myers Squibb in field-based commercial roles, progressing from sales and hospital accounts into sales leadership, managed care, and policy advocacy before moving into payer marketing, HCP marketing, and brand leadership. He eventually returned to market access to lead work within BMS’s hematology franchise before joining AbbVie to help build its oncology market access capabilities and deepen his international experience. Over nearly a decade at AbbVie, Matt took on increasingly senior global and regional roles, ultimately serving as Vice President of International Market Access and Pricing for Oncology, with responsibility spanning more than 40 markets.

Throughout his career, Matt has worked well upstream of launch, helping shape the decisions that ultimately determine an asset’s value and access potential. His experience includes:

  • portfolio strategy and investment prioritization,

  • optimizing clinical endpoints to demonstrate value

  • leading indication sequencing for a hematology asset

  • developing accelerated launch and reimbursement strategies across international markets

  • led three successful China NRDL listings generating significant increases in peak sales

  • developed a Japan pricing strategy that shifted comparisons away from older technologies to more than double the price

  • led expansion of an oncology medicine to more than 50 countries

His work led to accelerated reimbursement across many key markets, as well as building and leading market access organizations across major international regions.

Matt describes his work as finding the “possibilities between patient and profit.” He believes the strongest strategic choices come from understanding the full picture—the customer, the asset, the market, and the broader portfolio—and using that breadth to uncover new ways to create sustainable value for both patients and shareholders.

A Perspective Across the Landscape

My career hasn't followed a particularly narrow path. I've worked in sales, managed care, policy, marketing and market access. I've worked in the U.S., major international markets and emerging markets. And increasingly I've found myself working further upstream, on development and portfolio choices long before anyone was negotiating a price.

That breadth has turned out to be useful. I often see connections between decisions that organizations naturally put into different boxes.

It’s something I used to think about while hiking the slot canyons of the Utah desert: When you're down inside a canyon, the route can seem predetermined by giant walls of stone. Get to higher ground, though, and routes you couldn't see from below begin to appear.

Business decisions can work the same way. China might not be attractive because of a lower price until you realize that adding Chinese patients can create manufacturing scale, improving margins across the global P&L. An opportunity that doesn't make sense for one asset may look very different when considered across a portfolio. A formulation decision for your monotherapy study may not make the same sense when used in combination with other therapies as you advance in the life cycle.

That's the perspective I bring to HaywoodMAP. Sometimes you have to see more of the landscape before you can see the possibilities.

Why HaywoodMAP

The name HaywoodMAP has a personal meaning for me as well. My father was a cartographer, and maps and geography were part of my life long before I began working in market access. We shared a fascination with geography in many forms, from the fault-block topography of the American West and the wilderness of Alaska to national parks and unusual geographic phenomena like tidal bores. We were fascinated not only by the places themselves, but by understanding the forces that shaped them and how those forces could sometimes come together to create something unexpected.

Maps were often part of how we explored and understood those places together. I have come to see a connection between that perspective and the work I have done throughout my career. A good map does more than show you where things are. It helps you understand the landscape, see relationships that may not be obvious and recognize different paths to a destination. I think the same is true when making difficult choices about an innovative medicine.

MAP stands for Market Access Partners, but it also reflects how I approach the work: understand the broader landscape, connect what might otherwise be viewed separately, and find a path that creates new possibilities.

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