For a leading pharma, bringing 12 new molecular entities to market in five years would demand a significant investment of time and resource across teams with no clear path to global product launch success.

The company partnered with Genioo and working as One Team across R&D, Commercial, Access, and Medical we co-created and codified global launch preparations to smooth and accelerate product launch and ready the team to optimize the $100m- 1bn values in its NMEs. 

Following a top-tier firm benchmarking, a global generics firm needed help to turn an on-paper TechOps transformation strategy into practical reality. 

The program spanned 150+ initiatives across multiple chemical, manufacturing, and control (CMC) functions. The high stakes of a potential $200m cost savings and a TechOps organization ready for a more cost-efficient, digitally enabled, and agile way of working, demanded strong program ownership and drive.

For a Global Portfolio & Resource Management (PRM) at a leading biotech, a customer-centric operating model would help it partner across the business to evaluate, support and resource projects.

We helped the team align on customer personas, service design considerations, and organizational structure and to develop tools and templates to serve customers better set up for future digitilization.

Following Phase II clinical trials, a leading biotech needed to significantly reduce costs and turnaround time (time to patient) to bring its innovative cell therapy to market in under 18 months.

The company turned to Genioo to remove the distraction of scaling production for Phase III trials to ramp up the program and engage 50+ stakeholders across CMC to design an innovative production strategy and create a clear pathway to cut turnaround times in half and reduce costs by a factor of 25.

Following a post-pandemic rapid decline in sales, a leading global pharma needed to prevent millions in losses through supplier PO cancellations whilde protecting relationships.

Genioo partnered across supply chain, procurement, and finance to get transparency and alignment on the scale of the problem and solutions. Comprehensive analysis identified a 60% potential loss reduction in POs and inventory and guided supplier renegotiations, and clinical collaboration enabled 50% of total reductions to come from shelf-life extensions.

A global pharma needed to launch a new formulation of a leading drug to health professionals and patients. Switching patients over had been impacted by a lack of communication on the new formulation.

We partnered with R+D and Commercial to co-create a launch and engagement blueprint to target key audiences with traditional and digital/social channels. In 11 months, we relaunched in 20+ EU countries, retained 40%+ market share, and gained global market access. 

Significant growth in employee nos had seen external IT spend for a global pharma rocket with little transparency and oversight for procurement.

Genioo partnered with tthe CPO and IT to conduct a detailed spend analysis. As One Team, we reviewed over 100 supplier contracts and identified product harmonization and volume-based opportunities to renegotiate better terms on strategic supplier contracts and deepen supplier relationships to deliver £2m+ year one spend savings and £4m in total. 

For a global biotech, its industry leading OTIF meant high inventory and costly write-offs.​ Digital transformation and ERP/Nexus integration would create a superior global supply chain to drive patient value. But a self-assessment indicated significant gaps in transformation readiness.

Genioo partnered across global/local Supply Chain, IT, Manufacturing, and Commercial to address the many interdependencies and set the team up for a successful transformation to reduce inventory and cost to serve to save $1.9bn.

For a leading global biotech, supply chain issues put patient care at risk. Determined to secure supply through better supply risk management and planning processes, the team turned to Genioo to connect across its nine multinational sites, all operating independently, at different levels of maturity.

Together, we collated c.2000 inputs on existing practices, pain points, and performance to prioritize 11 initiatives to harmonize sourcing and planning and deepen collaboration.