Supporting pharma through every stage: A conversation with Research Partnership’s US president & global commercial director

In this conversation with Research Partnership leaders, Sue Wild, US President, and Helen Cox, Global Senior Commercial Director, discuss industry shifts, client challenges, how big pharma navigates them, and what partnering with clients through every stage truly means in practice.

Q: Could you introduce yourselves?

Sue Wild: I have been in market research for over 25 years, primarily in the healthcare industry.  As President of our US business where we have offices in New York, Philadelphia and San Francisco, I oversee all aspects of our business, from financials and client partnerships to team management and operations. I have worked closely with organizations throughout my career to help them leverage insights that drive meaningful impact.

Helen Cox: I’m the Global Senior Commercial Director at Research Partnership and have over 25 years of experience in pharmaceutical market research. My role is to strengthen our client engagement, embed optimal commercial practices, and ensure our clients maximize the value of their insights. My experience has given me a deep understanding of the challenges and opportunities facing the life sciences industry today.

Q: What challenges are pharmaceutical and life science organizations facing?

Organizations face multiple pressures amidst tremendous opportunity – placing more emphasis and value on research and insight for decision-making at all stages of the product lifecycle.

Sue Wild: Organizations are developing many promising treatments across a wide range of therapeutic areas, but there still remains uncertainty throughout the industry.  Regulatory challenges, digital transformations, supply chain vulnerabilities and reduced budgets will all impact strategies in the coming year. Industry leaders will need to be agile, engaged, proactive, and well informed.

Helen Cox: From an insights perspective, organizations are navigating the plethora of data sources and determining how best to leverage them, balancing human expertise with AI-driven insights. The technology is fast, but developing and implementing a workable framework takes time in a highly regulated industry like pharma. Procurement teams are also shifting their focus toward fewer, more integrated partnerships to consolidate, reduce inefficiencies, and foster a more strategic approach to business planning.

Q: What does it truly mean to support clients through every stage of the commercialization journey?

Navigating a treatment’s entire lifecycle—from early development to post-launch—requires continuity, agility, and expertise at critical decision points.

Sue Wild: Organizations must ensure that insights and strategy remain cohesive throughout a product’s lifecycle. Many of the challenges in late-stage development stem from gaps in early planning. Companies that take a proactive approach to forecasting potential roadblocks early on are better positioned for long-term success.

Helen Cox: It’s also about adaptability. For example, in the immediate post launch period a regular pulse on performance is vital to inform any course corrections and optimize the launch trajectory. Having the right specialists involved at the right time allows organizations to remain agile and proactive.

Q: What should pharmaceutical and life sciences companies focus on to stay ahead of industry shifts?

Companies that embrace transformation and rethink legacy systems will be best positioned for future success.

Sue Wild: Organizations must continuously evaluate which processes, strategies, and partnerships continue to deliver value and which need to be reimagined or retired.  As industries evolve, so must companies’ innovation, collaboration, and data utilization approaches.

Helen Cox: The industry is experiencing an exciting time. Those who remain agile, invest in creative problem-solving, underpinned by robust market insights and stay connected to the broader ecosystem will lead the way.

Q: Can you share how a more integrated approach has yielded tangible benefits?

Organizations with a data-driven, collaborative approach can make more informed decisions and optimize their go to market strategy, to achieve commercial success and thus enhance patient outcomes.

Sue Wild: We’ve seen success when companies combine multiple data sources—primary research, syndicated reports, and real-world evidence—to create a 360-degree view of the market – triangulating different data sources. We used this approach to help a client build a comprehensive patient journey map for a new therapy which became their single source of truth for many teams across the organization, and ultimately led to more effective engagement strategies.

Helen Cox: Integration of different data and insight sources is key but not always easy for companies to achieve in practice.  Gen AI tools are enabling insight mining across multiple data sources but there are still some hurdles to overcome, organizational, technical, and compliance.

Recently our Advanced Analytics team partnered with our client’s data team to validate the predictive nature of tracking data with very positive results; data integration and collaboration were key.

Q: How can insight strategies be adapted?

Companies are shifting from transactional approaches to strategic partnerships, fostering deeper collaboration and cross-functional integration.

Sue Wild: Successful companies prioritize strategic, long-term planning over short-term tactics. They move beyond isolated projects to a more integrated approach that leverages insights across multiple touchpoints. This framework enables organizations to anticipate and mitigate challenges effectively.

Helen Cox: To succeed, organizations need a strong connection between market intelligence and commercialization, with relevant expertise leveraged cohesively to ensure more informed decisions and development of successful strategies.

Pharmaceutical and life sciences organizations that take a proactive, integrated, and forward-thinking approach will be best positioned to navigate ongoing industry shifts. For success, it is essential to shed outdated models and embrace new ways of thinking.

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