Stacey Rivkin is Vice President of Client Solutions at H1. She leads a team of subject matter experts who drive client insight generation. Stacey partners with leaders in pharma and biotech to help them build and maintain collaborative, mutually beneficial relationships with key global external experts and other stakeholders through optimized identification, profiling and integrated strategic engagement.
Stacey joined H1 after almost 20 years in the pharmaceutical industry including at Allergan, Boehringer Ingelheim and Merck. She has extensive experience in a broad array of disease areas and has worked globally throughout the pharmaceutical lifecycle from early-development through commercialization. A proud career highlight was working on the Boehringer team that drove the 2016 FDA approval of Jardiance® (empagliflozin) as the first approved diabetes medication to reduce cardiovascular death in adults with type 2 diabetes.
Stacey graduated from Cornell University with a BA in Government. She lives outside New York City with her husband, three children and “pandemic puppy” Otis.
With the rapid digitization of the entire industry and a new generation of talent waiting in the wings, Medical affairs teams need access to data and modern technology to engage with a new generation of influencers, improve diversity, and develop stronger go-to-market strategies.
In our increasingly digital-focused world of healthcare, digital, regional and local influencers matter just as much as traditional KOLs.
The progress in artificial intelligence (AI) is reshaping patient care, across various dimensions, from facilitating faster discharge to curating treatment plans and suggesting lifestyle changes.
Gen Z is the most diverse, digitally-proficient generation yet. Gen Z MSLs have the skills and power to change the future of healthcare by using technology to redefine who KOLs are, how they are engaged, and ultimately, how clinical trials are run – and with it the potential to make health equity a reality.
Covid changed things for medical affairs teams at pharmaceutical companies, causing was a fundamental shift in the way they worked and functioned. The role of the medical science liaison—a key member of the medical affairs team—has also evolved.
In a competitive market, data that help companies find these critical resources can accelerate clinical trials and shorten time to market – sometimes by years.
Utilizing all available data sources to optimize clinical trial design and plan as well as adopting novel trial formats, such as decentralized trials, telehealth and mobile health applications, can get us closer to that holy grail: conducting a fast, successful clinical trial – and even reduce cost.
When it comes to managing inbound phone calls, underperformance has devastating cost implications.
Unleashed from restrictive norms for recruiting and interacting with patients, researchers are finding ways to bring more people into trials by simply making enrollment and participation accessible beyond restraints like geography and availability during "business hours."
An efficient way to create patient-focused educational materials is putting together a strategic group focused on consumers, which includes a medical expert, allied health professionals and a primary care physician to develop the strategy as well as the specific assets to support that strategy.
Here are four examples of how data can help hospital liaisons to successfully engage healthcare providers and hospitals to broaden the patient communities they serve.