No more them and us. One team.

Bridge builders and storytellers. We help a new product deliver its full potential by equipping the local team with the capability to change the care around it.

Fadefain is a specialist advisory practice that works downstream, at the intersection of pharmaceutical companies and healthcare providers. We sit with the local pharma team, focusing on the products whose success depends on the care pathway changing around them.

The dual mandate

Most firms pick a side. We don't. We build the bridge.

Advisers to pharma stop at the hospital entrance. Advisers to health systems rarely understand a launch or the commercial realities of big pharma. The work that decides whether a product's forecast is realised happens between the two, so that is where we sit.

The launch

The local team carrying the launch, across medical, market access and commercial, with a forecast the delivery system has to absorb, and accountable when it isn't.

The ward

Clinics, day units and community teams asked to work differently, without the capacity, capability or tools to redesign the pathway the change demands.

One team, holding both

The gap

Half of new products miss their first year financial forecast.

Not because the product itself fails. A large share of value leaks downstream of access, in adoption, implementation and adherence, when practice cannot, or will not, absorb the change. We call this Adoption Friction.

The gap is structural, not episodic, and largely unowned.

That is the gap we bridge.

Source: analysis of 1,700 pre-launch consensus forecasts across 260 product launches, Nature Reviews Drug Discovery, 2013.

When it happens

Adoption Friction can arise at many points, for many reasons.

A product can disrupt the system and meet resistance at any stage of its life, from launch to each new use it is approved for. Adoption Friction is greatest when the way a product is given changes but can also be caused by changes in the health system or by something a competitor does.

Where care happens

Hospital Home

Care leaves the building. Governance, logistics and clinical confidence have to follow it out of the door.

How it is given

Drip Injection

Chair time becomes minutes. The day unit, its scheduling and its staffing model all have to move with it.

Who gives it

Clinician Patient

A new group takes on the work, with different skills, support needs and confidence to design for.

These are the clearest cases, not the limits of the work. Wherever adoption of a sound product is stuck on the pathway around it, the same method applies, and only someone inside the system can do the redesign.

The approach

Diagnose. Equip. Hand over. Stay alongside.

Evidence-based methodologies and tools built by experts from inside pharma and health systems. Rigorously tested, applied and refined over many years. We build the change with the team that has to live with it, then step back, and stay on for the moments that matter.

Diagnose

The real barrier inside the hospital or clinic, not the assumed one: what is actually blocking change, before anything is designed.

Equip

The client's teams, with the tools and skills to remove it. Built so the new way of working sticks, not a report that gathers dust.

Hand over

The method lives in the tools we hand over to you and the capability we develop in the local team.

Stay alongside

Things change. The health system, local team members, product uses and delivery mechanisms. We provide ongoing support for the moments where adoption is won or lost.

Behavioural science is a core part of how we work. Pathway change is a set of specific behaviours by specific people. We diagnose them with established frameworks, bringing in leading experts in the field when required, then design interventions that shift the behaviour itself.

Why storytellers. A bridge only matters if people cross it. The redesign builds the crossing; the story is what brings people over: the country GM weighing a forecast on one side, the ward deciding whether the new way survives a busy Tuesday on the other. So we tell the same change in the terms each audience actually weighs, and every account is true, built on evidence and honest attribution, which is why it is believed, and why it moves. In our day-unit work, the released chair time existed on paper before it existed in the rota. The difference was a story each audience could act on.

Impact

We measure what changes, not how busy we were. Results, not reports.

Four measures, honestly attributed. We claim only our separable contribution, never the total system outcome, and our promise is plain: we materially raise the probability and speed of forecast capture.

Patients treated

The right patients getting the right treatment, in the right setting, at the right time.

Forecast realised

Bridging the gap between what the commercial case promised and what the delivery system can absorb, honestly and early.

Capacity released

The chair time, clinic slots and staff time a redesigned pathway frees for the system.

Capability kept

Skills transferred and the new pathway sustained after we step back.

In practice

In day-unit oncology, around a third of chair hours released, with no capital spend. A change in how the product is given creates the headroom; the pathway redesign turns it into released capacity.

Anonymised.

“In the three or four years we have worked together, we have achieved more than 10% above the target [market sales] that was originally set. This came from out-of-the-box thinking, not from following the traditional, conservative way.”

Senior market access leader, multinational pharmaceutical company, Japan

Who you work with

The people you meet do the work.

Senior, multidisciplinary and assembled for each engagement: commercial and medical leadership from pharma, people who have run hospital services, and specialists in pathways, change and data. The team a client meets is real, named and accountable for the result. The people flex with the work; the method, the standards and the bar do not.

Contact

Bring us the pathway that has to change.

A first conversation is a working session, not a pitch: the product, the shift in delivery it depends on, and where adoption is sticking.

Start a conversation