For UK pharmaceutical and life sciences leaders
Your UK operating model was built for a market that no longer exists
Portfolio shifts, tightening market access, and cost pressures have made yesterday's structure a liability. Most UK affiliates are running on a design that predates the changes that now define their performance.
Two minutes. Solva follows up with specific operating model options.
- Sales teams struggling to engage with key stakeholders due to misaligned territories or outdated messaging.
- Product launches failing to meet commercial targets despite strong clinical profiles.
- High employee turnover in commercial roles due to frustration with inefficient processes and lack of clear direction.
- Inability to adapt quickly to new market entrants or changes in competitor strategies.
- Inefficient resource allocation leading to suboptimal coverage of key accounts and therapeutic areas.
- Duplication of efforts across different commercial functions, increasing operational costs.
- Reduced revenue growth and market share due to ineffective commercial strategies.
- Increased operational expenditure from maintaining redundant roles or inefficient processes.
- Damage to brand perception among healthcare professionals and payers due to inconsistent engagement.
- Loss of talent to competitors perceived as more agile and forward-thinking.
No verified UK data available
Source: No verified UK data available
Frequently asked questions
Why does this problem persist?
UK pharma operating models are under pressure from portfolio changes, market access challenges, and cost reduction targets. The right structure depends on your portfolio, your launch pipeline, and your market access strategy, not on historical precedent.
What is the cost of leaving it unaddressed?
The UK lost £1.3 billion in R&D investment in 2023 due to commercial underperformance. (ABPI, 2025)
This is exactly what I do with UK private practices. Answer the few questions above and I'll come back personally with where to start. Paul.