What I Do

The choices that shape an innovative medicine's value rarely sit within a single market, function or point in time.

Development, evidence, pricing, access, launch sequencing and portfolio choices are interconnected. A decision in one can change what is possible in another.

HaywoodMAP works with biotech and pharmaceutical leaders to see those connections, uncover possibilities that might otherwise be missed, and determine which are worth pursuing.

Shape. Secure. Scale. Sustain.

Shape the Possibility

Make better choices while there is still flexibility to change the path.

Many of the choices that ultimately determine an asset's value and access potential are made well before launch. Clinical endpoints and comparators, indications and sequencing, formulations and dosing, diagnostics and evidence plans can all expand or constrain what becomes possible later.

HaywoodMAP brings a market, portfolio and commercial perspective upstream to help leadership teams understand those implications earlier, make the right tradeoffs between investment today and future opportunity, and preserve flexibility where it matters.

Questions I can help answer

  • Are we developing the asset in a way that maximizes its global patient and commercial potential?

  • What evidence, endpoints or comparators will we need to demonstrate value to regulators, HTA bodies and payers?

  • Could a different formulation, dosing approach, indication sequence or diagnostic strategy materially change the opportunity?

  • Where is additional investment justified, and where are we spending for relatively little incremental value?

  • If important development choices have already been made, what can we still change to protect, recover or create value?

Secure the Possibility

Establish the economic foundation for broad patient access.

Once the evidence begins to take shape, the challenge shifts to translating it into value that regulators, HTA bodies, payers and other decision makers will recognize.

HaywoodMAP helps leadership teams understand what the evidence can support, where the greatest opportunities and risks lie, and how pricing, reimbursement and negotiation strategies should differ across markets. The objective is not simply to achieve access, but to establish an economic foundation that can support broader global patient reach.

Questions I can help answer

  • What price and access ambition can our evidence realistically support?

  • How should we position the asset against different comparators and standards of care across markets?

  • Where should we push for greater value, and where might flexibility create more value overall?

  • How should our approach differ across markets such as the U.S., Germany, Japan, the UK, France, Italy, Spain and Canada?

  • How do decisions in key markets affect subsequent pricing, reimbursement and launch choices elsewhere?

  • What should we do when conventional HTA or payer expectations do not adequately recognize the value of the medicine?

Scale the Possibility

Extend patient reach while protecting global value.

A successful global launch does not require every market to follow the same path. Markets differ in patient opportunity, pricing and reimbursement potential, investment requirements, timing and strategic importance.

HaywoodMAP helps leadership teams determine where and when to expand, how different markets fit together, and which commercialization and access approaches create the strongest overall opportunity. The goal is to reach more patients internationally while protecting the value of the broader global portfolio.

Questions I can help answer

  • Which markets should we prioritize, in what sequence, and why?

  • How broadly should we launch internationally, and where might another access or commercialization model make more sense?

  • How do we capture international value while minimizing unnecessary risk to the U.S. portfolio?

  • What commitments should we consider in countries that supported clinical development?

  • What is the opportunity in China, when should we enter, and what pricing, access, partnership or commercialization model makes sense?

  • How should patient opportunity, revenue potential, COGS and required investment influence our international strategy?

  • Where can decisions across multiple markets create more value than evaluating each market independently?

Sustain the Possibility

Continue creating value as the landscape changes.

Launch is not the end of an asset's value story. New evidence, indications and formulations emerge. Competitors enter, standards of care evolve, and payer expectations change. Choices made elsewhere in the portfolio can also change what is possible for an established medicine.

HaywoodMAP helps leadership teams reassess the opportunity as those conditions change, identify where additional investment can create value, and find ways to protect, recover or expand patient and commercial value throughout the lifecycle.

Questions I can help answer

  • Where can we still create meaningful value after launch?

  • How should new evidence, indications, formulations or combinations change our strategy?

  • How should competitive changes or evolving standards of care affect pricing, access and investment choices?

  • Are there patient populations, markets or access opportunities we have not fully captured?

  • Where should we continue investing, and where should resources move to higher-value opportunities?

  • Can choices across the broader portfolio create opportunities that are not apparent when this asset is considered on its own?

  • If the original strategy has not delivered what we expected, what options remain to recover or create value?

Start a Conversation

Have an asset, market or portfolio question where the path forward isn't obvious?

HaywoodMAP works with biotech and pharmaceutical leaders on complex choices across markets and across the portfolio and asset lifecycle.

Let's explore what might be possible.