Many pharma commercial models are still rooted in territory-based selling and rep-centric engagement. Why is now the moment for organisations to move towards genuine, longer-term key account management, and what's driving that shift?

Healthcare decisions are rarely made by an individual prescriber in isolation. They increasingly involve networks of clinical, access, pharmacy, procurement and management stakeholders, particularly as portfolios shift towards more complex specialist medicines. Yet many traditional commercial models still prioritise call volume and short-term activity, rather than measuring whether engagement is creating meaningful progress against the needs of an account.

Genuine key account management enables commercial, medical and market access colleagues to align around the account and present stakeholders with a more coherent experience of the company. Better data, connected systems and applied AI are making this increasingly achievable, but the fundamental shift is from maximising activity to creating sustained value for the account and, ultimately, for patients.

What does "true" account management look like in today's pharma environment, and how does building deeper, longer-term relationships with stakeholders change the quality and outcomes of HCP interactions?

True account management starts with understanding the account as a connected system, rather than as a collection of individual customers. It means developing a shared view of the account's priorities, stakeholders and decision-making processes, then translating that understanding into a focused, longer-term account plan with clear objectives.

That plan must be co-created and genuinely cross-functional, with commercial, medical and market access contributing their distinct expertise at the right time. It also requires success to be measured by meaningful progress within the account, not simply by the volume of activity delivered. A high level of shared understanding enables each interaction to build on what has come before, making engagement more relevant and purposeful.

Over time, this creates the foundation for genuine partnership, where conversations are shaped around the stakeholder's priorities and the challenges facing the account, rather than being led primarily by the product. The focus becomes identifying where the company's expertise and capabilities can offer meaningful value, ultimately supporting better outcomes for the account and its patients.

Future Pharma EU brings together senior commercial and customer excellence leaders from across the pharma industry. What conversations are you most looking forward to having with your peers, and what insights are you hoping to take away from the event?

I am particularly looking forward to the more interactive parts of the event. The case study discussions and drill-down roundtables create an opportunity to move beyond presentations and learn from how others are approaching similar problems. In terms of the insights I hope to take away, CRM migration is one area I am especially interested in exploring.

It is a major focus across the industry, but the most valuable discussions go beyond technology selection and implementation. I am keen to understand how organisations are using migration as an opportunity to simplify ways of working, improve the user experience and generate better, more actionable insights. I hope to leave with practical ideas, honest lessons and perspectives that challenge my own thinking.