Et Tu, FDA? Why Medtech Needs to Stop Feeling Betrayed by the FDA

Posted by Brian Chapman on October 31, 2018

For shame! How could the FDA approve a silly touch screen watch to do the job of serious cardiologists—and rush it through the approval process, too? How could a high-end stereo-equipment-maker suddenly become a supplier of medical devices? And then there’s the notion that this device could be fitted without the help of a qualified professional!


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It's Time for Medtech to Turn Digital

Posted by Pete Masloski on May 10, 2018

The digital health industry has had its share of hype over the years. Remember when fitness trackers were the next greatest thing, and billions of dollars were flooding through venture capitalists into new digital health startups that were going to make us all eat better and exercise more? Well, we know how that turned out: Fitbit recently announced its seventh consecutive quarter of year-over-year revenue declines as well as several new partnerships designed to bake their wearables into more comprehensive health management programs. It turns out that it takes a lot more than a clever device to change behavior. 


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Home vs. Away: Lessons on Customizing Your Go-to-Market Game Plan

Posted by Lukas Grabner on March 9, 2018

During my time with ZS, I’ve had the opportunity to live and work both in Europe and the U.S. Once I returned to Europe last year after spending two years in our San Francisco office, I reflected a bit on the differences between the two markets and the typical challenges that our clients encounter when entering them.


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From Collision to Collaboration: How Diagnostics, Pharma and Patients Can Succeed Together

Posted by Jim Adelizzi on August 31, 2017

Pavan Anne co-wrote this blog post with Jim Adelizzi.

In this new era of personalized medicine, matching the right patient with the right targeted therapy requires pharmaceutical and diagnostic companies to reach across industry lines and collaborate long before launch. Together, they need to create a strategy that enables the companion diagnostic to differentiate and accelerate the therapy rather than impede its growth. I’ve witnessed a few ways that these entities can create a go-to-market strategy in unison and carry that tight-knit collaboration all the way to market. To illustrate the inherent challenges, let’s consider the case of two fictional oncology companies that have entered into a research and commercialization agreement: Pharma Depot Co. and Diagnostics “R” Us Inc. 


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