As they look to consolidate to ‘smart’ systems, companies in pharmaceuticals and MedTech are struggling with organisation, when it comes to setting prices and using data. Part of the solution should be putting data and AI to use more effectively, according to addresses from Fernando Ventureira, CEO of consulting firm Stratence Partners.
At the Evidence, Pricing and Access conference held in Amsterdam recently, industry leaders gathered to address a growing crisis in the pharmaceutical and medical technology sectors. Stratence CEO Fernando Ventureira delivered a series of presentations outlining how these companies can survive an era of extreme commercial pressure.
The core message was simple. The days of handling pricing and technology as separate, isolated tasks are over. To remain profitable, organisations must merge their financial strategies with advanced data tools to create a single, unified system for making decisions. This reflects not only a pricing or technology shift, but the need for a unified commercial transformation approach.
The pricing waterfall
One of the most significant hurdles facing healthcare companies today is the gap between the list prices and net prices of products.
This discrepancy, which Ventureira calls the “pricing waterfall,” is caused by a maze of discounts, rebates, and complex negotiations with healthcare providers. This is not only a transparency issue, but a structural governance and control challenge across the commercial model.
Many organisations do not realise they are losing money until after a deal is signed. Ventureira argues that companies must achieve total transparency across every stage of a transaction. By understanding exactly how much each discount impacts the bottom line, executives can stop merely reacting to losses and start protecting their margins before a contract is even finalised.
“Organisations must understand how each component – list price, discounts, rebates, incentives, cost‑to‑serve, and contractual conditions – impacts the final net revenue,” notes Ventureira.
“Without this visibility, commercial negotiations often happen in isolation, with limited understanding of the cumulative economic impact. When properly structured, Gross‑to‑Net analysis becomes a strategic capability that reveals where margin is lost, where pricing power exists, and which levers can sustainably improve profitability.”
Data and the role of AI
The conversation also touched on the role of technology in modern business. While many firms have invested heavily in digital tools, much of that information remains trapped in different departments.
Sales teams, legal experts, and financial analysts often work with fragmented data that does not provide a clear picture of the market. The solution is to move away from using technology merely for reporting and instead using it more actively for strategy. The objective is to embed data and systems into decision-making processes, not treat them as standalone tools.
By integrating AI into the daily rhythm of the business, companies can move from guessing to knowing. Instead of looking at static charts, leaders can run simulations to see how a new competitor or a change in government regulations might affect their success.
“While data and analytics have long been present in pharmaceutical organisations, the challenge is rarely technology itself. The real challenge is transforming fragmented data into structured decision confidence,” clarifies Ventureira.
In this model, AI is a powerful tool for decision-making across different domains. It allows companies to make quicker and more reliable decisions. In this context, AI should be understood as an embedded capability within commercial systems, supporting pricing governance and execution discipline.
“AI creates value only when it is integrated into strategic, pricing, access, and execution decisions. When properly embedded, AI can support executive teams in several critical areas,” adds Ventureira.
When a company prepares to launch a new drug or bid on a massive hospital contract, for example, there are so many variables that it is very difficult to manually take everything into consideration. AI allows these teams to forecast outcomes with much higher accuracy.
Whether it is predicting how a patent expiry will affect a portfolio or determining which global markets should receive priority for a new product launch, these tools provide the speed and reliability necessary to compete in 2026.
A unified path forward
The ultimate takeaway for the pharmaceutical and MedTech sectors is that commercial success no longer hinges on a ‘single clever tactic’. It requires a complete transformation of how a company operates. That requires a structured, commercial transformation; aligning strategy, pricing, and execution within a single operating framework.
When strategy, pricing, and execution are aligned through a shared digital foundation, complexity stops being a burden and becomes a competitive advantage. This integrated approach ensures that every decision, from the smallest discount to a multi-year global strategy, is backed by clear logic. For companies willing to break down the walls between their departments, the rewards are increased stability and sustainable growth in a challenging global market.
This call to action comes as the healthcare industry has been struggling through a difficult macroeconomic situation in recent years. Inflation has made raw materials and energy more expensive, yet healthcare firms cannot easily raise prices due to fixed government contracts and reimbursement limits. This has led to a squeeze on profit margins that is somewhat unique to these industries.
Geopolitical instability and shifting trade alliances have further exposed the fragility of global supply chains. To mitigate risk, many companies invested in so-called ‘friend-shoring’ or ‘near-shoring’ production. While these moves improve security, they require massive capital and lead to higher long-term operational costs.
There are also now more difficulties with regulations and stricter intellectual property controls. Combined with high interest rates that make R&D more expensive, the sector is in a state of constant crisis. Success now requires more than medical innovation; it demands sophisticated economic forecasting and the ability to pivot commercial operations instantly.
Source link
#Navigating #price #pressures #healthcare #data
