CORPORATE

OVERVIEW
Healthcare is a massive and recession-proof sector
Growing sector globally Consistent market outperformance
Global Healthcare Spending Annualised 5 Year Return
$9.3 trillion S&P Healthcare -> 16.6%
S&P 500 -> 11.2%

$8 trillion

2015 2018

Source: 2015 Global health care outlook Deloitte Source: us.spindices.com/ (as on May 9th 2015)

Strong macro drivers

Demographics Consumer Behaviour
Aging Population: 7.4% of world population above 60 years in 2010-40, Rise of disposable income (tripled in last 10 years)
compared to 2.4% in 1980-2010 Increased spending on lifestyle and preventive care
Increasing life expectancy: 72.7 years in 2013 to 73.7 years by 2018 Increasing spending as % of GDP in emerging markets

Lifestyle-related Chronic Diseases Digital Transformation

Increasing Mental Health Issues: About 23% of all years lost because of Mobile health, Telemedicine
disability caused by mental and substance use disorders Diagnostic devices, Wearable devices
Increasing Prevalence of CVD (31% of global mortalities) and all-site Cancer Big data and analytics, Artificial Intelligence

Source: 2015 Global health care outlook Deloitte, World Population Aging 2013- United Nations, Global Status Report on non communicable diseases WHO, WHO Statistics 2012

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Major Tectonic Shifts Redefining The Healthcare Landscape
1 Regulatory Changes and
Oversight
2 Digital Transformation and
Technology Innovation
Redefining Interactions
3 Reimbursement and
Cost Pressures
4 Patient Centricity
5 Stakeholders Management
PENALITIES: $ 20 bn fine for irregular / corrupt marketing practices
EVOLVING REGULATION: IDMP, Cybersecurity and Data Compliance , Increased safety compliance
GOVERNMENTAL PUSH on cost optimization reference pricing, formularies, value dossiers
RISK: Medicaid expansion and HIX setup introduced 37 million new lives with newer risk profile and dynamics
DIGITAL PENETRATION By 2018, 80% of new drug launches will use at least 5 digital channels
- Physicians preferring digital channels over sales reps and Reduced access to providers via traditional methods
NEW EMERGING TECHNOLOGIES Big Data, Analytics, Mobility, NLP, Wearables and Social Media
TECHNOLOGY INTEGRATION Increasing need for integration across Medical, Commercial , diagnostics and
monitoring
COST /OPERTIONAL OPTIMIZATION Shorter product cycle owing to increased speed of fast
follower/Biosimilars , patent expiry and rising R&D cost driving need for cost and operational optimization
EVOLVING PRICING MODEL Newer Pricing model (PBRSA) driving need for reworked drug economics and cost/
benefit analysis
Insufficient Blockbuster success increasing importance of niche market and commercialization
VALUE BASED CARE 50% of Medicare PART A / B will transition to value based care by 2017 - BPCI,
MIPS/MACRA
Longer patient journey and Patient Centricity driving new engagement model
Personalized Medicine, Companion diagnostics and evolving patient activism
Higher penetration of HDHP, Exchanges driving active consumer participation
PAYER Value Based Care Models | Cost Pressures Higher Scrutiny and Formulary Management
PROVIDERS Focus on Outcomes and Quality
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Major Contender
 Manager Client Services/Accounts
Responsible to grow the account, maintaining a long
term relationship with accounts and maximising sales
opportunities within them.
Complete strategic customer account plans that meet
company standards.
Carry and achieve predefined booking and revenue
growth targets from the assigned accounts.
Focus on growing and developing existing clients,
together with generation of new business from the
same account.
Write business plans for all current and emerging
opportunities.
Responsible for building short term operational plans
and long term strategic plans for the clients assigned.
Contribute at company level - company annual plans,
strategic plans, business and process development.
Help pharma companies transform commercial
operations/accelerate digital adoption. ( Ex:
Lifesciences 40+ Countries adopt centralized Digital
Factory)
Help Payers move towards value based
healthcare models. ( Ex: Enhance bonuses and
Payers
incentives under Obama care)
Help Hospitals move towards integrated
population health management practice. ( Ex:
Providers Reduce re-admission rates and enhance
profitability)
Corporate NA
 Manager Strategic Initiatives

This position involves working with the senior management team to drive Help pharma companies transform commercial
Lifesciences operations/accelerate digital adoption.
some critical strategic initiatives in the are of finding new business areas,
new acquisitions, integration of existing acquisitions, new offering
conceptualization and Go-To-Market Planning and other long term
strategic planning. This role will also involve working with the business
leaders to improve the long term competitiveness and differentiation of Help Payers move towards value based
the organization in the market Payers healthcare models.

Work with the senior management to concretize the five year business
plan. Market analyses, financial analyses and scenario planning.
Analyzing Business units and collaborating with the business heads to Help Hospitals move towards integrated
drive initiatives around building technology, tools and new workflows Providers population health management practice.
for productivity, market differentiation and Buy Vs. build decision
making.
Collaborating with competency and delivery heads in the company to
develop strategic presentations for large deals. Help the company find new areas with
Corporate technology at its core