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11 European markets. 100,000+ data points generated across the MG patient community. Now embedded in European leadership decisions. A top-20 biopharma entered a disease they had never marketed in — with two simultaneous first-in-category launches — and built the patient intelligence infrastructure that made those launches plannable.
A first-time launch in MG, anchored in patient evidence from market one.
What this partnership produced — and the scale it reached.
A top-20 biopharma brought deep expertise in immunology, autoimmune disease, and rare neurology. What they did not have was commercial history in myasthenia gravis. No prior MG-specific marketed product. No established patient journey. No field narrative built on real-world MG patient experience. Two therapies — both recently approved in Europe — were ready. The commercial infrastructure was not.
The launch window was open. The internal knowledge base was not.
The engagement began as a pilot in one market, with six objectives defined jointly: map a comprehensive MG patient journey, profile and segment patients toward targeted therapies, understand the drivers and barriers to biologic access, drive patient awareness, integrate insights into patient support programmes, and establish the partner as a knowledge creator in MG. Over 100,000 patient data points would ultimately be generated.
That pilot grew into one of the most comprehensive pan-European patient intelligence engagements mama health has run — from a single market to 11 countries, and from a project team to European leadership making decisions on the basis of it.
Every chart is answering a question I didn't think was answerable.
The engagement followed a three-phase structure — one market to establish the model, a second to deepen and operationalize, then elevation to a pan-European contract at leadership level. Each phase built directly on the one before it.
The pilot market was established as the starting point — both to prove the methodology and to begin building the patient reality the commercial team needed. The goal was comprehensive: understand disease burden, biologic access, and patient segments all at once.
Deep-dived into fatigue, pain, and symptom evolution among MG patients to build a real-world picture of disease burden. This provided the commercial and medical teams with a grounded understanding of what patients actually experience — beyond what clinical trial populations reflect.
Analysed the drivers behind biologic adoption and the barriers to adherence, providing actionable commercial and medical intelligence. For a partner entering the biologic category in MG for the first time, understanding why patients do and don't adopt — and stay on — targeted therapy was foundational to the launch strategy.
Patient personas were developed based on jointly defined attributes — built with the partner's commercial and medical teams to ensure they mapped directly to the segmentation frameworks the field would use. Enabling more targeted engagement, more relevant support strategies, and a clearer picture of who the therapies would serve.
The partner's Medical Science Liaison team was onboarded onto the mama health platform — extending reach and insight generation into the field. MSLs could now engage with real-world patient intelligence directly, rather than relying solely on internal summaries.
With the pilot model validated, the engagement expanded into a second European market. In parallel, findings were embedded across the partner's cross-functional team — moving insight from a research output to something the broader organisation could act on.
Insights from the pilot market were shared extensively across the partner's cross-functional team through multiple dedicated sessions — commercial, medical, and patient advocacy. The goal was not a single readout but sustained embedding of patient voice across functions.
Persona profiling and biologic adoption work from the pilot was replicated and refined within the context of the second market. Where the two markets diverged in patient behaviour or access dynamics, those differences became part of the cross-market picture building toward the pan-European view.
A programme was initiated to quantify patient proactivity and capacity for empowerment within the second market — tracking how this evolves as the market matures. This longitudinal dimension added a time dimension to the patient journey that static research cannot capture.
The engagement was escalated from individual market pilots to a pan-European contract at the partner's European leadership level — spanning 11 countries. The output at this level was not more market-by-market data, but a unified MG patient journey and strategic imperatives that European leadership could act on.
European leadership received an executive-level view of the MG landscape — drawing comparisons across markets and surfacing where patient experience, biologic access, and market dynamics diverged. The executive view gave leadership the cross-country visibility needed to allocate resource and define priorities at scale.
A unified European-level MG patient journey was built — aggregating and comparing insight across all 11 markets. Not a collection of 11 separate journeys, but a single instrument that captured what was universal and what was market-specific, enabling leadership to plan at both levels simultaneously.
The European view enabled the definition of strategic imperatives for each country — identifying where patient support and market intervention was most needed. In parallel, a joint publications programme was initiated to establish the partner as a knowledge creator in the MG space, converting internal intelligence into external thought leadership.
What a top-20 biopharma built when they entered MG with no prior commercial playbook.
What started as a pilot in a single European market is now a pan-European contract at the partner's European leadership level. Eleven countries. Cross-market comparisons. Strategic imperatives by country. The MG patient journey is not a research document — it is the instrument European leadership uses to decide where to act, how to allocate resource, and where the commercial organisation goes next. Patient evidence is now part of the decision room.
Across the full MG community engagement, over 100,000 patient data points were generated — covering disease burden, biologic adoption, treatment barriers, patient empowerment, and HCP dynamics. The partner entered MG without a commercial playbook. They now have the deepest real-world patient intelligence dataset in the category, and an MSL field force running directly on the platform — carrying that intelligence into every HCP conversation.
Patient intelligence from this engagement now operates at three levels simultaneously. At European leadership — shaping commercial strategy and resource allocation across 11 markets. In the field — with MSLs onboarded onto the platform and engaging with real-world patient data directly. And in the scientific literature — through a joint publications programme converting internal intelligence into external thought leadership that establishes the partner as the knowledge creator in MG.