Launches, relaunches, and commercial organizations
Help define the go-to-market plan, build the operating structure, clarify who makes which decisions, and create the cadence required to launch well or restore momentum to an established brand.
Nettuno LLC · Pharmaceutical commercial strategy and execution
Find the friction.Fix the economics.
Protect revenue and reduce waste across the pharmaceutical commercial value chain.
Boris Meyerson, PhD · Principal
The commercial model
Familiar components do not necessarily produce better economics
Pharmaceutical companies often inherit launch, access, fulfillment, and reporting practices as a standard package. Each component may be useful—or may add cost and delay and be another place for revenue dilution or loss.
Nettuno is an independent advisory practice for pharmaceutical companies facing consequential commercial decisions. Engagements range from broad commercial support for smaller pharmaceutical companies to focused assignments within larger organizations. I work directly with leadership and operating teams to examine the commercial system, question its assumptions, and redesign the parts that are not producing sufficient economic value.
Where I help
Focused support for consequential commercial decisions
Every part of the commercial model should earn its place by generating demand, helping patients receive treatment, improving net revenue, or reducing cost.
Market access, pharmacy, and fulfillment
Design the path from prescription to therapy across reimbursement, prior authorization, affordability, dispensing, and patient follow-through.
Commercial economics and decision systems
Connect pricing, channel costs, and commercial data into a clear gross-to-net yield schedule so that leaders can trace performance from prescription to net revenue. Reconcile pharmacy claims, factory shipments, and financial data; define consistent KPIs; and build reporting that supports operating decisions.
The assignment determines the scope—from commercial strategy and operating decisions to hands-on data and reporting work needed to put those decisions into practice. Work across Microsoft Fabric (including Lakehouses and Power BI), Microsoft SQL Server, and data architecture connects source reconciliation and business rules to operating decisions.
Selected economic outcomes
What changed
Selected results from work delivered with company teams and partners. Brands are anonymized to preserve confidentiality.
Brand A · Lifecycle conversion
90%
Successfully converted 90% of the original brand to an authorized generic (AG) and a new branded form.
Brand B · Commercial economics
30% increase in net selling price
Redesigned pricing strategy to improve realized revenue per prescription.
Brand C · Gross-to-net
12% → 45%
Raised gross-to-net (GTN) yield from 12% to 45%.
A 33 percentage-point increase in yield.
Brand D · Fulfillment
2× industry average
Designed and implemented a fulfillment platform that achieved twice the industry average fill rate for topical dermatologics.
How I work
A defined decision. A practical scope.
You work directly with me, from diagnosis through implementation. I improve outcomes primarily through your existing people, partners, and resources, building the knowledge and working practices your team retains after the engagement ends.
Diagnose and prioritize
Examine one commercial problem, reconcile the relevant data, and identify the economic drivers.
Deliverable: a clear diagnosis, prioritized actions, and a recommended scope for implementation.
Redesign and implement
Work alongside your team and partners to change the commercial model, workflows, reporting, or decision process.
Deliverable: agreed changes put into operation, with owners and measures of progress.
Advise and operate
Provide ongoing leadership advice, hands-on execution, or interim operating support for a defined need.
Deliverable: a regular decision cadence, clear accountability, and support as conditions change.
One principal. A defined scope. I do the work directly, whether the engagement calls for focused diagnostics, hands-on redesign, ongoing advice, or interim commercial leadership. We agree on time commitment, responsibilities, and who makes which decisions at the outset. I work through your team and existing partners so the company retains the knowledge and capability to sustain the improvement.
What the first 30–60 days can look like
Agree on the decision and success measures; review the economics, data, and operating process; then align on the highest-value changes and begin implementation. Timing and responsibilities are set around the assignment.
Selected product experience
Launches, relaunches, and commercial turnarounds
My perspective comes from direct operating responsibility across products, commercial models, and stages of company development. Start with the selected experiences below, or expand the full product and disease-state selector. Select a product to see its related therapeutic areas and available work context.
Launch & fulfillment
Sofdra
Helped launch the brand and create a differentiated fulfillment platform at Botanix.
Relaunch & lifecycle
Locoid
Helped revive the brand with Locoid Lotion and an authorized-generic cream.
Economics redesign
Contrave
Changed the brand’s commercial economics at Currax.
Portfolio relaunch & launch
Zyclara
Helped lead the Zyclara launch and relaunch of the acquired 3M portfolio at Graceway.
Explore all 21 products and 17 disease states
Products
Disease states
Selected experience only. Additional products are not listed because of client confidentiality obligations.
Select a product or disease state to highlight related experience.
Boris Meyerson, PhD
An operator’s record
An operator’s perspective
Principles that guide the work
Follow the economics
Measure what reaches net revenue and what it costs to get there.
Examine the whole path
Demand, access, pharmacy, and fulfillment must work together for a prescription to become therapy.
Make the data usable
Agree on definitions, reconcile sources, and connect each measure to a decision and an owner.
Start with the real problem
Have a commercial problem worth examining?
Start with a conversation about one decision, constraint, or number that does not make sense. We will clarify the problem, what evidence is available, and whether there is a useful scope of work. No full engagement needs to be defined in advance.
What to bring: one number, one constraint, or one decision that needs a closer look. A brief description is enough to start.
Request a diagnostic conversationbmmeyerson@nettunollc.com
View Boris on LinkedIn