S&P Health Care Consulting Partners
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NEW · AI-SUPPORTED DECISION INTELLIGENCESenior-led Life Sciences Management Consulting

See market reality.
Decide with confidence.
Deliver impact.

S&P connects business intelligence, medical-scientific expertise, strategy and implementation. We support pharma, biotech and medtech in understanding markets and customers, making robust decisions and translating priorities into action — now strengthened by professionally guided use of generative AI.

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S&P Capability Overview

What S&P delivers

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01 / VALUE

Our contribution to your business priorities

Market and business performance, clear priorities, and the combination of evidence, responsibility and mindset define our consulting ambition.

Our Key Drivers for ClientsGraphic in English. Enlarge to read the detail; use Back to page to return.
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  • Key entrepreneurial aspects for our clients
  • Optimization of market shares and business results
  • Developing innovative and sustainable quality, priority and acceleration patterns
  • Integrating & applying offensive Disruption Strategies / Key Actions
  • Integrating & applying defensive Disruption Strategies / Key Actions
  • Increasing the acceptance of relevant HARD FACTORS (in indoor and outdoor field)
  • Redefinition and integration of SOFT FACTORS (such as mindset change, assumption of responsibility, common ambitions and goals)
02 / SCOPE

Services, clients and organizational functions

Our service map connects client markets with Business Intelligence, Strategy, and Organization & Implementation.

Our Market / Client Coverage and Project ContributionGraphic in English. Enlarge to read the detail; use Back to page to return.
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Business Intelligence / Competitive Intelligence / Market Analytics

  • Desk Research
  • Face-to-Face-Interviews
  • Questionnaire-based Customer- and Competitor Audits
  • Market-Assessments incl. Feasibility Testing
  • National/Regional Market
  • Europe
  • International (G7 – G10)
  • Payer Research
  • Technology- & Innovation-Assessments
  • Opportunity-Assessments
  • Risk-Assessments and Profiling

Strategies, Concepts & Actions

  • Competitive Business-Strategies and Planning in R&D, Pre-Marketing, Marketing, Sales, Customizing, Stakeholder-Management etc.
  • Business Wargaming
  • Concepts & Plans in Market Access
  • LifeCycle Concepts for Projects, Products and Franchises
  • Finance-Modeling and Planning
  • Sensitivity and Robustness Analysis (Investments vs. RoIs)
  • Implementation Concepts
  • Joint Team Development and Alignment of Decisions made

Organizational Plans & Implementation

  • Organizational Re-design and Optimization
  • Operative & Tactic Implementation of Strategies, Concepts and Actions
  • Validation of Planning- and Implementation Functions
  • Process Optimization for all relevant areas
  • “Job-Encouragement” and Change Management
  • Coaching of Executives and Teams

Client markets

  • Pharma Rx / OTC / Gen.
  • Med.-Tech
  • Biotech.
  • VCs/PECs Investors
  • Health Insurances
  • Clinics / Divisions / Departments
  • GOs
  • NGOs

Functional units of pharma / biotech

  • Franchises, Divisions & Departments
  • Market Access
  • Marketing
  • Sales
  • Business Development
  • R&D Ph. I – III a
  • Med. Affairs; Studies Ph. IIIb/Ib PMS
  • Finance & Controlling

S&P’s Project Services, Implementation Support & Outsourcing Assignments: Interim Management

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Executive Stakeholder Intelligence & Market Analytics

Start focused. Scale only when the evidence calls for it.

A clearly defined management question can begin with a small, senior-led pilot: selected expert interviews, an executive advisory board or a focused intelligence assignment. The work can remain compact — or expand step by step into integrated market analytics and ICCBA.

Global Expert InterviewsExecutive Advisory BoardsFocused Pilot Intelligence
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New S&P Capability · AI-Enhanced

Senior judgment, cross-functional planning and AI-supported decision intelligence.

The value is not the technology itself. The value is a disciplined management process that connects evidence, business planning, resources and implementation — with AI supporting synthesis, consistency checks and scenario work.

Integrated Business PlanningOne set of assumptions across R&D, Medical, Market Access, Marketing, Sales, Operations and Finance.
Prioritization & Key ActionsWeighted criteria, strategic drivers, P1–P3 priorities, owners and deadlines.
Resource AllocationBudget, FTE, capacity, timing, data and external partners explicitly connected to decisions.
Human AccountabilityAI supports analysis; source validation, financial sign-off and management responsibility remain human.
Our principle

From Heaven down to Earth. Strategy becomes valuable only when it can be translated into a coherent plan, explicit resources and executable action.

Evidence & AssumptionsSWOT & Strategic DriversBudget / FTE / ScenariosPriorities & Key Actions
Senior Experience × AI Intelligence
01 · PRIMARY IMPRESSION

Experience. Insight. Impact. — now enhanced by AI.

The technology is visible. The real difference remains human: senior experience defines the management question, tests the evidence and decides which action is defensible.

Human judgment first. AI as leverage.
From Evidence to Key Actions
Resource Allocation & Business Planning
Lifecycle Economics & Scenario Planning

Explore how S&P can support integrated planning, cross-functional alignment, resource trade-offs and key-action design.

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Executive Decision Environment

Management situations in which S&P supports clients

Management problems rarely result from a complete lack of data. More often, context, independent interpretation, or a reliable view of actual market and organizational reality is missing.

Hidden market and customer reality

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Pre-launch and launch without sufficient decision confidence

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Lifecycle and commercial performance below potential

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Portfolio or transaction decisions under uncertainty

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Strategy without consistent implementation

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Five realities behind a sound decision
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S&P Value Architecture

S&P consulting process

Our assignments connect four management levels. Intelligence creates a reliable view of reality. Strategy translates evidence into direction, priorities, and resource logic. Decisions make alternatives, risks, and consequences actionable. Implementation embeds the decision in organization, processes, teams, and leadership.

Intelligence

Market, customer, competitive and organizational reality.

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Strategy

Direction, choices, priorities, risk and resource logic.

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Decisions

Explicit choices with transparent assumptions and consequences.

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Implementation

Key actions, governance, teams and performance review.

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Team membership and responsibilities are agreed at the start of the mandate. The specific scope follows the agreed assignment.

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Executive Evidence

Prescribers, recommenders and care teams shape the market

Clinical evidence alone does not explain adoption. S&P identifies who prescribes, who recommends, who enables access, and which expectations drive decisions.

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Prescribers, recommenders and care teams shape the market
Proprietary Intelligence Architecture

The relative competitive position becomes visible

ICCBA stands for Integrated Customer & Client Brand Assessment. S&P's proprietary approach connects market and competitive facts with customer, client, and brand perception. The decisive issue is relative position: the commissioning company, its product, or its brand is assessed within a specifically defined competitive environment against relevant competitors, peer groups, and the top benchmark.

ICCBA: four perspectives for management decisionsOriginal graphic in English.
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Executive Evidence

We do not stop at the presentation

Depending on the assignment, we work as senior advisors, project leaders, facilitators of steering committees and task forces, coaches, or interim executives. The objective is not a concept on a shelf, but a decision understood, owned, and implemented by the people who matter.

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We do not stop at the presentation
Senior Responsibility

At S&P, seniority is not a presentation role

Dr Horst Mertens and Dr Dorothee Schneider personally work on the engagements for which they assume responsibility.

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Confidential Executive Dialogue

Which decision needs a stronger foundation?

An initial conversation clarifies the management question, available evidence, and S&P's realistic contribution.

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