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Adam Hardy

Vice President, Commercial Operations



Adam Hardy is a leader in the pharmaceutical industry, having worked in the industry for over 15 years in both European and US-based organizations. This experience includes working in all phases of pharmaceutical R&D, including leading global teams in clinical development and commercialization companies. As such, Adam is highly experienced in the drug development and commercialization process and driving the development of optimal solutions for biotechnology and pharmaceutical companies.

At EVERSANA, Adam has brought his expertise to the development of budget constructs for global COMPLETE Commercialization projects. Adam holds a Ph.D. in Pharmacology from the University of Bristol in the UK.

Articles by Adam Hardy

Successfully Navigating Self-Commercialisation in Europe
Successfully Navigating Self-Commercialisation in Europe

Introduction As discussed in our previous paper, Successful Launches in Europe: Complex, But Not Complicated?,,  Europe is one of the world’s largest and most important regions of focus for pharmaceutical and biotechnology manufacturers looking to treat patients and maximise the value of their products. However, the challenges of entering this market, particularly in terms of its complexity, can be intimidating and may deter some companies from launching themselves. Companies may prefer to out-license or sign agreements with distributors, which are the more traditional routes to market. However, these agreements result in less control for the manufacturer regarding all aspects of the launch strategy and decreased long-term company awareness and revenue […]

Read now: Successful Launches in Europe: Complex, But Not Complicated?
Successful Launches in Europe: Complex, but Not Complicated?

Europe represents a major pharmaceutical market – it accounts for 22% of the global market, second only to the U.S. in terms of market size and has a large population of over 500 million. Understandably, pharmaceutical and biotechnology companies looking to maximise their revenue consider Europe to be a key focus[1]. Indeed, looking at first-time drug launches by biotech companies, between 2010 and 2020, two-thirds of U.S. launches were followed by launches in other countries[2]. Our paper, “Successful Launches in Europe: Complex but Not Complicated,” discusses the challenges and opportunities associated with launching a pharmaceutical product in Europe. This paper emphasizes the need for pharmaceutical companies to adopt a comprehensive […]

Establishing the Patient Access Mission During Clinical Development

An inescapable but disappointing characteristic of pharmaceutical research and development is that at the end of a process costing billions of dollars, the majority of launches fail to reach expectations. The ultimate tragedy of this is that the fundamental purpose of pharmaceutical R&D is undermined: patients are either delayed in receiving the best products to treat their conditions, or worse, if products fail to achieve reimbursement, they may be unable to access them at all. Financially, the impact of the loss of time can be considerable (costs of up to $13M per day of delay in getting to market). Much has been written about the various factors that may contribute […]

Considering Commercial Success During Clinical Development: Maintaining a Global Perspective

Although commercial success is the ultimate goal of pharmaceutical research and development (R&D), many new treatments do not meet expectations and fail to achieve broad global reimbursement after initial regulatory approval., This causes therapies to underperform across international markets and, more importantly, limits access for patients in need. For example, only 56% of all new drugs approved by the European Medicines Agency (EMA) between March 2000 and March 2018 went on to receive a positive reimbursement recommendation by the National Institute for Health and Care Excellence (NICE) in the United Kingdom (UK)—the country’s central health technology assessment (HTA) body. Several factors contribute to suboptimal global reimbursement, including a bias toward United States (U.S.) market characteristics and the compartmentalization […]

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