UDG Healthcare US Investor and Analyst Event. Fort Washington, PA 21 st February 2018

Transcription

1 UDG Healthcare US Investor and Analyst Event Fort Washington, PA 21 st February 2018

2 Forward Looking Statements This Presentation has been prepared by UDG Healthcare plc and contains certain forward-looking statements, beliefs or opinions, including statements with respect to the Group's business, financial condition and results of operations. They represent expectations for the Group s business, including statements that relate to the Group s future prospects, developments and strategies, and involve risks and uncertainties both general and specific. The Group has based these forward-looking statements on assumptions regarding present and future strategies of the Group and the environment in which it will operate in the future. However, because they involve known and unknown risks, uncertainties and other factors including but not limited to general economic, political, financial and business factors, which in some cases are beyond the Group s control, actual results, performance, operations or achievements expressed or implied by such forward looking statements may differ materially from those expressed or implied by such forward-looking statements and accordingly you should not rely on these forward looking statements in making investment decisions. Except as required by applicable law or regulation, neither the Group nor any other party intends to update or revise these forward looking statements after the date these statements are published, whether as a result of new information, future events or otherwise. 2 : UDG Healthcare plc

3 Ashfield Overview Jez Moulding

4 Ashfield: Positioning for continued growth in 2018 and beyond Ashfield continues to enhance and broaden its service proposition to offer a full suite of end-to-end advisory, communication, commercial and clinical services to the healthcare industry globally. ADVISORY COMMUNICATIONS COMMERCIAL & CLINICAL Healthcare brand advisory Consulting Commercial audit services Scientific communication content Behavioural change strategies Digital and creative patientcentred services Commercial field and phone Clinical and patient services field and phone Medical affairs Meetings and events MARKET SIZE $2.9BN $6.1BN $7.3BN MARGIN PROFILE 15% - 30% 15% - 25% 7% - 15% 4 : UDG Healthcare plc

5 Ashfield summary 7,000+ PEOPLE ACROSS 23 OFFICES DELIVERING SERVICES IN MORE THAN 50 COUNTRIES 19 % ASHFIELD PROFIT EVOLUTION 47% PARTNERING WITH THE TOP 30 GLOBAL PHARMA COMPANIES SUPPORTED 8 OUT OF THE TOP 10 PRODUCT LAUNCHES IN THE US IN % 53% COMPLETED 5 ACQUISTIONS IN FY17 DEPLOYING OVER $250M. Commercial & Clinical Communications / Advisory 5 : UDG Healthcare plc

6 Ashfield acquisitions in FY17 Q1 Q2 Q3 Q4 Total acquisition consideration of up to 84m Total acquisition consideration of up to $14.4m Total acquisition consideration of up to $32m Total acquisition consideration of up to $35m Total acquisition consideration of up to $75.8m 6 : UDG Healthcare plc

7 Market dynamics strong growth in the healthcare industry The global pharmaceutical market continues to grow with the US market remaining dominant. Clients looking for partners to deliver quickly, cost effectively and at a high standard across multiple countries. Speciality molecules will become increasingly important. Continuing to see an increase in the use of digital channels to connect with healthcare professionals. 7 : UDG Healthcare plc

8 Building a strategic partner for the healthcare industry improving lives through outstanding service World class BD Constantly innovating for clients Empowering our people Flawless execution, every time EVERYTHING WE DO IS UNDERPINNED BY OUR VALUES 8 : UDG Healthcare plc

9 Core workstreams established to deliver our strategy BUSINESS DEVELOPMENT MARKETING ANALYTICS & DATA INNOVATION IT SYSTEMS 9 : UDG Healthcare plc

10 Benefits of the Ashfield offering Agile thinking, unsurpassed expertise, flawless execution Agile thinking and flexible tailored approach Strategic partnerships Integrated offering Benefit from local and global knowledge and experience Exceptional expertise Flawless execution 10 : UDG Healthcare plc

11 Commercial and Clinical services Contact Centre Contact Centres in 11 countries Working across Commercial, Clinical and Medical Information Clinical - Field >16 years experience in patient services >700 nurses globally >100 active patient support programmes Commercial Field Medical Medical Affairs encompassing Medical Information, Pharmacovigilance and MSLs. No.1 in 8 EU countries >4,000 heads globally >800 in the US >800 in Germany >750 in the UK >500 in Japan 1 5 Meetings & Events > 2,500 events organised 11 : UDG Healthcare plc

12 Global Commercial and Clinical service mix evolution* 10 % 5 % 5 % 5 % 15 % % % 10 % Commercial - Field Contact Centre Clinical Other 12 : UDG Healthcare plc * Estimated Net Revenue % breakdown

13 The Ashfield Solution is a Next-Generation Differentiated Field Outsourcing Model Flawless execution (adherence to call plan) Capability to flex resources in real-time in reaction to market events Lower cost and tailored model utilizing multiple types of HCP engagement for maximum impact! AshfieldGuide - a field analytics engine, addresses the challenges of pharma companies needing to maintain or improve ROI and optimize investment Advanced Analytics capabilities in response curve modeling, segmentation techniques, mix modeling, geospatial optimization Quarterly optimization and monthly reporting (ROI, call attainment, performance) 13 : UDG Healthcare plc

14 Ashfield Communications overview HIGH VALUE STRATEGIC INSIGHTS AND PERSONALIZED MULTICHANNEL COMMUNICATIONS GLOBAL NETWORK 1200 EMPLOYEES IN US, EUROPE AND JAPAN DOUG BURCIN APPOINTED AS NEW PRESIDENT HIGHLY EXPERIENCED AGENCY LEADER TO JOIN ON 26 th FEBRUARY 425+ PRODUCTS SUPPORTED FROM DISCOVERY TO END OF PATENT LIFE PARTNERS WITH >175 PHARMACEUTICAL, BIOTECHNOLOGY, DEVICE, AND NUTRACEUTICAL COMPANIES >95% UNPARALLELED MEDICAL & SCIENTIFIC STRENGTH MEDICAL AND SCIENTIFIC TEAMS HAVE ADVANCED DEGREES: MD, PHD, OR PHARMD 150+ THERAPY AREA INDICATIONS 14 : UDG Healthcare plc

15 Longstanding client partnerships Client A Over 50 projects since in 2017 totaling $17 Partnered with 12 different Ashfield agencies Client B Over 50 projects since in 2017 totaling $11.2m Partnered with 5 different Ashfield agencies Client C Over 50 projects since in 2017 totaling $5.9m Partnered with 9 different Ashfield agencies Client D Over 29 projects since in 2017 totaling $8.7m Partnered with 6 different Ashfield agencies Client E Over 40 projects since in 2017 totaling $5.1m Partnered with 5 different Ashfield agencies 15 : UDG Healthcare plc

16 Evolution of Ashfield Advisory Help organisations improve performance by applying industry expertise, benchmarks & analytics, and methodologies to analyse complex business problems, establish strategies, and drive plans for execution. STEM ACQUIRED OCTOBER 2016 Benchmarking & Decision Analytics VYNAMIC ACQUIRED JULY 2017 Healthcare Management Consulting POTENTIAL FUTURE EXPANSION AREAS Commercial & Marketing Audit Strategic & Brand Consulting Market Access, Pricing & Reimbursement Strategy Consulting Market Research 16 : UDG Healthcare plc

17 Acquisition strategy an important growth driver ONGOING PRIORITIES ADVISORY Strategic/Brand Consultancy Market Access, Pricing & Reimbursement Market Research Patient/Audit Services COMMUNICATIONS Scientific Healthcare Comms Commercial/Creative Comms Patient Engagement Scientific & Patient PR Digital/Data/Analytics COMMERCIAL AND CLINICAL Clinical/Contact Centres Clinical Analytics Commercial Bolt-Ons Patient Services 17 : UDG Healthcare plc Geographic priorities Future assessment

18 Summary 01 Favourable market dynamics. 03 Strategic complementary acquisitions. Maximising organic growth by focusing on innovative, differentiated initiatives such as the Ashfield Solution Talented team to deliver on objectives continue to attract new talent as organisation grows. 18 : UDG Healthcare plc

19 Ashfield Commercial, Clinical and Medical US Greg Flynn & Nareda Mills

20 Evolution of Ashfield Commercial, Clinical & Medical Merger of existing businesses in the US Achieving scale in Commercial Business Achieving scale in Clinical Business New offices in: Fort Washington US 20 : UDG Healthcare plc

21 Overview Ashfield provides leading services at every point across healthcare s go-to-market value chain 35% Commercial (including Field & Phone) Our strategy is to differentiate both at the individual Business unit level and at the macro level by adding value using the strategic synergies that bind the units together 30% Clinical & Patient Services (including Field & Phone) 100+ Clients Today 35% Medical 21 : UDG Healthcare plc *Indicative net revenue % FY17

22 5 year top line growth GROWING THE TOP LINE BY ENHANCING OUR SERVICE OFFERING AND BROADENING THE CLIENT BASE 5 Year Revenue CAGR 43% TODAY 100+ CLIENTS CLIENTS : UDG Healthcare plc

23 US market landscape 5 Year Pharma Market Trends Patient Adherence Pricing & Access 6-9% CAGR forecasted growth 11% 5 YR CAGR Orphan market Higher rebates due to payor pressures +$129bn Specialty +$55bn Primary care $546bn annual cost of non adherence $143bn 5 year reduction in spend due to patent expiry IMPLICATION Continued strong market growth, with increasing specialty focus will increase demand for outsourcing 23 : UDG Healthcare plc IMPLICATION Adherence will continue to be a key metric for pharma, increasing demand for clinical & patient services IMPLICATION Cost reduction will provide opportunities for high quality, flexible and effective outsourcing solutions

24 Where we play now Become number 1 in both scale and breadth of services within the US Commercial, Clinical & Patient Services, & Medical offerings Go-to-market value chain COMMERCIAL CLINICAL & PATIENT SERVICES MEDICAL Dedicated Field Teams 2. Customer Service Reps 3. Integrated Field & Phone Solutions 4. Analytics & Insights 5. Patient Adherence Field & Phone 6. Healthcare Professional Education 7. Patient and Care Partner Support 8. Reimbursement support 9. MSL 10. Medical Information 11. Pharmacovigilance 5. Payer Strategy & Trade Account Management Typical Contract Length 1-2 years 2-4 years 4-6 years + 24 : UDG Healthcare plc

25 How are we different? How do we win? Creating demand for outsourced solutions by providing High quality, flexible tailored solutions Specialty solutions Its not just what we do, it s the way we do it BREADTH OF SOLUTIONS Highly responsive Flexible back office solution Shared Market Access team Shared Patient service team Shared MI team Data driven efficiency solution Virtual MSL s Field analytics On demand nurse teams Patient service reps Integrated Field + Phone nurse team Call Centre Evidence of value 360 degree view of patient SPECIALITY SOLUTIONS Flexible staffing models Experience Tailored program design End to end value chain 25 : UDG Healthcare plc

26 Looking forward to 2018 and beyond CULTIVATING OUR STRATEGIC PARTNERSHIPS CREATING DEMAND FOR OUR SOLUTIONS AQUIRE NEW CLIENTS THROUGH INNOVATIVE SOLUTION LEADERSHIP EXCELLENCE Bringing in new companies, adding complementary expertise and extending scale through acquisitions 26 : UDG Healthcare plc

27 Case Study: Ashfield collaboration with MicroMass CASE STUDY THE CHALLENGE Client with rare, orphan disease indication preparing for product launch summer 2018 Client was looking for market leading patient support program OUR SOLUTION Ashfield Commercial and Clinical designed solution with client to co-create a patient support program Ashfield Healthcare Communications delivered Advisory Board meetings MicroMass completed market research and will develop content and tools for program Program will be first global client on HealthCloud CRM 27 : UDG Healthcare plc

28 Case Study: Clinical educator program driving patient adherence CASE STUDY THE CHALLENGE OUR APPROACH RESULTS Client with a specialty product required help getting patients to start and stay on therapy Therapy administered for chronic life-threatening condition Built a team of nurse educators, and using a non adherence risk assessment stratified patient population to develop individualized care plans Close the loop with the healthcare professional on feedback from patients and nurse educators Patients received 2.5 more cycles (2.5 months) of the product than patients not enrolled The probability of patients in the program to refill their next prescription was 92% versus 63% probability for those not enrolled. 28 : UDG Healthcare plc

29 Ashfield Healthcare Communications Matt Jacobson

30 Ashfield Healthcare Communications: Strategic communications partner Product 30 : UDG Healthcare plc

31 Ashfield Healthcare Communications Disease Clinical Practice Clinical Data Medical Literature Product Basic Science Thought Leaders Competitor Activities 31 : UDG Healthcare plc

32 Service overview I N S I G H T S T R A T E G Y D I S S E M I N A T I O N I M P A C T Product the right content in the right format to the right audience via the right channel at the right time 32 : UDG Healthcare plc

33 Broad range of high value services: Fully integrating digital communications 25% 15% 25% 25% 10% PUBLICATIONS STRATEGY & EXECUTION COMMUNICATION STRATEGY & CONSULTING EDUCATIONAL AND PROMOTIONAL CONTENT & MATERIALS MEETINGS CONTENT MEETINGS LOGISTICS 33 : UDG Healthcare plc

34 Ashfield Healthcare Communications overview HIGH VALUE STRATEGIC INSIGHTS AND PERSONALIZED MULTICHANNEL COMMUNICATIONS GLOBAL NETWORK EMPLOYEES IN USA, EUROPE AND JAPAN DEPTH AND BREADTH OF TEAM EXPERIENCE IN HEALTHCARE COMMUNICATIONS, DIGITAL AND MARKETING AGENCIES, PHARMA INDUSTRY, CLINICAL PRACTICE, AND ACADEMIA 425+ PRODUCTS CURRENTLY SUPPORTED FROM DISCOVERY TO END OF PATENT LIFE PARTNERS WITH 175+ PHARMACEUTICAL, BIOTECHNOLOGY, DEVICE, AND NUTRACEUTICAL COMPANIES >95% UNPARALLELED MEDICAL & SCIENTIFIC STRENGTH MEDICAL AND SCIENTIFIC TEAMS HAVE ADVANCED DEGREES: MD, PHD, OR PHARMD 150+ THERAPY AREA INDICATIONS 34 : UDG Healthcare plc

35 True expertise in key therapy areas R E S P I R A T O R Y ,300+ D E R M A T O L O G Y I N F E C T I O U S D I S E A S E S ,500+ O N C O L O G Y ,000+ H A E M A T O L O G Y / O N C O L O G Y 70 2,000+ N E U R O L O G Y / P S Y C H I A T R Y , : UDG Healthcare plc Global Numbers of: Ashfield internal experts Projects delivered

36 Building Ashfield Healthcare Communications Watermeadow JUNE 2012 Galliard and Nyxeon JULY 2014 Cambridge BioMarketing JULY 2017 AUG 2010 MAR 2014 APR 2016 SEP 2017 InforMed Group KnowledgePoint360 Pegasus MicroMass 36 : UDG Healthcare plc

37 Ashfield Healthcare Communications: Customer evolution in the United States 17 % 40% LEGACY US AGENCIES 83 % 60 % ADDITION OF CAMBRIDGE BIOMARKETING AND MICROMASS Scientific Commercial 37 : UDG Healthcare plc

38 Appointment: President, Ashfield Healthcare Communications DOUG BURCIN - APPOINTED EFFECTIVE FEBRUARY 26 PREVIOUSLY GLOBAL CEO, HAVAS HEALTH ( ) CHIEF GROWTH OFFICER, KLICK HEALTH ( ) 38 : UDG Healthcare plc

39 Our enhanced strategic communications framework 39 : UDG Healthcare plc

40 It is more difficult to keep an audience s attention Multiple screens Fighting for attention Different professional needs Constant flow of information (can be overwhelming) Snacking on content Geographically diverse 40 : UDG Healthcare plc

41 AUDIENCES DEMAND MORE What are their barriers to change? What are their drivers and motivations? Personalized, relevant content that meets their needs Content available wherever they need it

42 OUR 4 STAGE APPROACH we don't just segment, we Humanize 42 : Part of UDG Healthcare plc

43 Our challenge Case study Insight-led approach to heart valve disease awareness and education programme delivery Our client s communications were not optimally driving patients through the healthcare system demonstrated by low rates of disease awareness, diagnosis, and suboptimal treatment decisions What did we do? Insights Persona development User journeys Execution Testimonial Through Ashfield s sophisticated Humanize, approach we collaborated well to shift from a tactically heavy focus to a refined strategic approach which now allows me to measure success against tangible KPIs. Ashfield is great to work with and it feels like a true partnership. Senior Manager, Marketing, Cardiology

44 Ashfield Healthcare Communications: Summary 01 PEOPLE The best people with skills aligned to our strategy 03 INNOVATION & EXECUTION Continuous improvement Incremental changes and big ideas BUSINESS DEVELOPMENT WIN! Generate consistent, strong top-line growth ACQUIRE WELL Acquire in priority areas aligned to strategy 44 : UDG Healthcare plc

45 Panel Q&A Session Jez Moulding Greg Flynn Nareda Mills Matt Jacobson

46 M&A Overview Liam Logue

47 Acquisitions over the last 18 months High growth 1 5 Attractive culture High margin 2 6 Bolt on Innovative 3 7 Cross-selling Market leading 4 8 ROCE 15%+ 47 : UDG Healthcare plc

48 Adding value to acquired companies Financial resources Capital Accelerate growth Bolt-on acquisitions Adding value New clients Share client relationships Cross-selling Large company resources Back office systems Infrastructure PLC standards Globalizing 24 countries 48 : UDG Healthcare plc

49 What we look for when investing Unique capabilities Robust financial traits Growth sectors Attractive culture 49 : UDG Healthcare plc

50 What we look for when investing Growth sectors Strategic fit Growth markets Ability to scale Synergies Unique capabilities Talent & leadership Innovation Competitive advantage Depth of talent 50 : UDG Healthcare plc

51 What we look for when investing Attractive culture Similar values to UDG Healthcare Entrepreneurial Compliance focused Learning environment Robust financial traits ROCE 15%+ within 3 years Revenue growth High margin Investing for future 51 : UDG Healthcare plc

52 Priorities for investment Ashfield Commercial & Clinical Ashfield Advisory & Communications Sharp Services 52 : UDG Healthcare plc

53 GEOGRAPHICAL PRIORITIES Ashfield Commercial & Clinical A C Q U I S I T I O N P R I O R I T I E S Clinical / contact centre Clinical analytics Commercial bolt-ons Patient services Market access (post launch pricing) Assessing digital targets US EUROPE A C Q U I R E F O R S C A L E & C A P A B I L I T Y JAPAN EMERGING 53 : UDG Healthcare plc

54 Ashfield - Communications & Advisory T A R G E T I N G C A P A B I L I T I E S I N T W O S E C T O R S HEALTHCARE COMMUNICATIONS Scientific / Healthcare comms Commercial / Creative comms Patient engagement Scientific / Patient PR Digital / Data / Analytics ADVISORY SERVICES Strategic / Brand consulting Market access, pricing and reimbursement Market research Patient / Audit services GEOGRAPHICAL PRIORITIES EUROPE US JAPAN 54 : UDG Healthcare plc

55 Sharp M&A Priorities GEOGRAPHICAL PRIORITY - US Sharp Clinical Formulation & Development Clinical Manufacturing Analytical Method Testing Storage & Distribution Sharp Packaging Selective Packaging bolt-ons OTC Packaging Client Sites Other Sharp Services Contract Manufacturing Specialty Distribution Comparator Services 55 : UDG Healthcare plc

56 Case Study: Sharp Packaging US ROCE* (%) 24.6% 28.4% 29.3% Milestones 2008 Acquired Sharp Corporation 18.5% 18.5% 15.2% 9.5% 6.9% 4.2% Key to success Retained talented management Capital investment to support growth plan Support innovation *Adjusted for amortisation of acquired intangible assets, transaction costs, and exceptional items. 56 : UDG Healthcare plc

57 Case Study: Ashfield EU (excl UK) Break even at acquisition ROCE* (%) 0.6% 10.6% 12.5% 16.9% 20.5% 18.7%** *Adjusted for amortisation of acquired intangible assets, transaction costs, and exceptional items ** Decline in 2017 driven by timing of Sellxpert acquisition Milestones 2012 Pharmexx 2013 Expansis Sellxpert Key to success Eliminating duplicated functions Margin focus on new contracts Cost discipline Consolidation Cross selling 57 : UDG Healthcare plc

58 Summary 01 Targeting acquisitions in Ashfield & Sharp Fragmented markets provide plentiful investment opportunities Proves track record of adding value 15% + ROCE within 3 years Acquisitions enhance growth profile New companies increase Group margins Balance sheet capacity to support strategy Cross-selling opportunities 58 : UDG Healthcare plc

59 STEM Healthcare Jason McKenna All processes and benchmarks are the intellectual property of STEM 59

60 STEM is the global leader in benchmarking the alignment and execution of pharma teams 29/30 biggest pharma >40 countries >3,000 marketing campaigns >300,000 field observations Experience in every therapy area All processes and benchmarks are the intellectual property of STEM 60

61 All processes and benchmarks are the intellectual property of STEM 61

62 STEM works with all field based teams Commercial Field Medical Project types Field Access Account Management All processes and benchmarks are the intellectual property of STEM 62

63 STEM s methodology for commercial teams 1. Alignment KNOWLEDGE, BELIEF, DIRECTION/INTENT From 1:1 Interviews 2. Execution Quality WHAT & HOW From many field observations Leadership Field Managers Customer Interaction Field Teams Marketing Content* Selling Skills* All processes and benchmarks are the intellectual property of STEM 63

64 The aim of a STEM project is to accelerate high performance Pinpoint opportunities to accelerate performance Strategy alignment Message alignment Selling execution All processes and benchmarks are the intellectual property of STEM 64

65 % share of voice in the selling calls % share of voice in the selling calls CASE STUDY Post launch case study Patient source of business 12 months post launch Good sell outcome vs Attempted sell outcome 100% 100% 90% 8% 12% 23% 90% 17% Not specified 80% 26% 46% 80% 13% 50% 70% 70% 60% 35% 60% Maintaining existing usage patterns 50% 92% 15% 50% 40% 30% 63% 15% 40% 30% 71% 19% Growing market share by switching patients currently treated with [Brand A] 20% 42% 20% 19% 10% 23% 10% Growing market share by winning new patients never before treated with a fixed dose combination 10% 0% Head office direction Sales Manager direction Sales team intention Sales team execution 0% Good sell outcome Attempted sell outcome Key: Selling calls Exclude transactional and box ticking calls All processes and benchmarks are the intellectual property of STEM 65

66 % of people who knew the message CASE STUDY Message use case study High performing reps v low performing reps (based on market share evolution) 100% Overall message knowledge and use % relative difference 100% +42% +18% -66% +282% 90% 90% 80% 80% 70% 70% 60% 60% 50% 50% 40% 30% 80% 61% 40% 30% Was not a key message but was in the materials 20% 45% 20% 10% 28% 10% 0% HO knowledge Sales Manager knowledge Rep knowledge Rep execution 0% efficacy vs comp protection from risk helps compliance aids mobility High performers Low performers Country industry average All processes and benchmarks are the intellectual property of STEM 66

67 As part of the results presentation, we share recommendations 2 to 3 clear and practical actions based on answering the following questions??????? To what extent has your direction resonated? What strengths are there to build from? What opportunities exist to accelerate? What differentiates your best execution from average execution? Can your best people be stretched further? How can HQ better support field staff? Initial identification of root causes with further deep dive in wave 2? All processes and benchmarks are the intellectual property of STEM 67

68 Significant untapped opportunity in STEM s core biopharma market Total addressable biopharma market by country, Commercial & Medical audits 1 65m M British pounds Market potential 40m STEM Penetration 3 10% 9% 11m 39% Number of brands 2 US JAPAN UK Detailed estimates were made for Top 8 markets; 2 Based on sales teams >10; Figures for fees and number of brands for commercial audits only; 3 Penetration blended across commercial and medical audits SOURCE: STEM internal data, IMS, PharmaForce, EvaluatePharma All processes and benchmarks are the intellectual property of STEM 68

69 Looking ahead 1 Significant opportunity remains in STEM s core biopharma market 2 Resourcing STEM to enable further penetration of the core biopharma market 3 Anticipate double digit growth for the foreseeable future 4 Early stages of exploring entry into new business verticals closely related to biopharma All processes and benchmarks are the intellectual property of STEM 69

70 Dan Calista

71 Healthcare Industry Management Consultants All Healthcare All The Time Founded in 2002 The Right Experience Is Everything Joined UDG Healthcare, plc in July 2017 Healthy Culture Is Our Business Strategy

72 It s all about the TEAM. 110 people and growing 72 72

73 Locations Philadelphia Boston Expansion Vynamic Headquarters Opened in 2015 Plans are Underway 90+ People 15+ People US & International Philadelphia is a multisector healthcare city Planning to co-locate with Cambridge BioMarketing Service Existing and New Clients in Multi-locations 73

74 An interwoven perspective of the healthcare industry The healthcare industry Starburst is a registered mark of Vynamic Life Sciences represents the majority of our consulting revenue 74

75 Providers Change Leadership Culture Curation Provider Process Improvement Service Line & Commercialization Strategy Clinical Application Integration Health Plans Strategic Partnership Creation Product Design & Implementation Medical Cost Program Development & Execution Operating Model Transformation Regulatory Environment Navigation Healthcare Technology Strategic Sourcing Operating Model Design Business Intelligence & Analytics Product Commercialization Global Organization Design Our Focus Areas Life Sciences Brand Strategy, Planning & Launch Advanced Commercial Ops Capabilities Digital Marketing Market Access Strategic Transformation & Integration Public Health Medicare, Medicaid & Dual Eligible Regulatory Policy & Changes Value- & Quality-Based Initiatives Public/Private Collaboration Product & Service Planning Strategic 75 Planning Vendor Selection & Management Process Design Systems Implementation Organizational Change

76 Project Example: Specialty Product Launch The Challenge Twelve months prior to the anticipated FDA approval date, our life sciences client was preparing for the launch of a new product as well as the simultaneous build out of a new business unit. Designed Launch Approach Partnered with client leadership team to build a product and franchise launch strategy that included activities such as org design, budget creation and management and developing an integrated plan. Implemented Patient Programs Coordinated multiple vendor partners in conjunction to design and deliver a full suite of HCP & patient engagement tools such as the early experience program, copay cards, samples and patient portal. The Result The new franchise, including an expanded team structure and salesforce, was able to execute on the day of product approval. This readiness enabled the franchise to set new standards for launch excellence globally. Established New Sales Team Designed the targeting plan and sales team structure as well as drove hiring requirements and timelines. Once onboarded, assisted in the development and execution of sales training in addition to CRM tools. Created Day 0 Planning Tools Built a prioritized list of all label dependent materials requiring review, as well as supporting activities, which enabled the brand and CMLR teams to begin review upon approval and continued for a seven day period. 76

77 Vynamic has grown consistently the last five years $40 $35 $30 $25 $20 $15 $10 $ Growth Factors 1. A healthcare industry going through change and growth 2. Geographic expansion opportunities 3. Management consultants desire for a healthier workplace culture $

78 Better Together Part of a connected global healthcare community We have resources to expand Vynamic and the strategic priority to focus on the people of Vynamic Client introductions and collaborations with Ashfield companies are underway and have already added value 78

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80 Cambridge BioMarketing The leading orphan and specialty solutions agency `` Maureen Franco

81 The ever growing yet underserved orphan disease market Overview Estimated >7,000 diseases Severe and life threatening Genetic (~80%) or acquired ~50% of the people affected by rare diseases are children Often heterogeneous expression Defined patient populations Regulatory definition: US < 200,000 people; EU 1 in 2,000 people 30 million, or 1 in 10 Americans, are living with rare diseases Drug cost >$200,000/year In addition to R&D, extensive support for disease education, case management, insurance Success requires an intimate relationship between company and patient Infrastructure best created well prior to launch Orphan drug market continues to show exceptional growth $200B $160B $120B $80B $40B $0B $44B 8.8% Despite this growth Worldwide orphan drug sales & share of prescription drug market WW Orphan Drug Sales WW Orphan as a % of WW Rx (1) EvaluatePharma, Orphan Drug Report 2015 $178B 20.3% 95% of rare diseases have not one single FDA approved drug treatment Kakkis EveryLife Foundation report 25% 20% 15% 10% 5% 0%

82 Strategic. Rare. Focused. 15 Years of experience 13 Pre-commercial client partners 100+ Employees 35 Rare disease 2017 Joined UDG Healthcare 50/50 focus on healthcare providers and patients 2 Locations: Cambridge, MA, and Oakland, CA 12 Product launches

83 Global commercialization More ultra-orphan launches than any other organization mogamulizumab volanesorsen pegvaliase plasminogen 83

84 Client partnerships We partner with biotech and pharmaceutical leaders across specialties and markets.

85 Advocacy partnerships We partner with global and national patient organizations.

86 We share our client s passion for patients

87 Deep experience in telling all sides of the story We have deep experience partnering with and communicating to a range of key stakeholders in the biotech and pharmaceutical space. Corporate The Cambridge BioMarketing team possesses a unique power to crack the code of the orphan disease experience for physicians, patients, and caregivers, fostering understanding in a world often shaded by the rare, scary, and unknown. -Current client Healthcare providers Patients and caregivers 87

88 One team. One mission. Built to be your orphan commercialization partner. BRAND PLANNING A unique core team with cohesive creative, planning, digital, and medical strengthens our offerings and extensive capabilities for a strategic partnership throughout a product s life cycle. CREATIVE INTEGRATED DIGITAL MEDICAL PROJECT MGMT CLIENT SERVICES 88

89 MORQUIO A SYNDROME

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94 Thank you!

95 ALYSON CONNOR, PRESIDENT

96 MICROMASS IS IN THE BUSINESS OF CHANGING BEHAVIOR 2018 MicroMass Communications, Inc. All Rights Reserved.

97 EXPERTS IN HUMAN HEALTH BEHAVIOR MicroMass is a healthcare communications agency that applies proven behavioral science techniques to change patient and provider behavior MicroMass Communications, Inc. All Rights Reserved.

98 HEALTHCARE IS A SERIES OF DECISIONS AND BEHAVIORS 2018 MicroMass Communications, Inc. All Rights Reserved.

99 MEET SALLY SHE S TAKING AN ORAL ONCOLYTIC Knows that her medication will prevent recurrence Takes her medication about 65-70% of the time 2018 MicroMass Communications, Inc. All Rights Reserved.

100 MEET SALLY S ONCOLOGIST TREATING SALLY FOR 3 YEARS She thinks Sally isn t taking her medicine because of: Cost Forgetfulness Side Effects 2018 MicroMass Communications, Inc. All Rights Reserved.

101 WHEN IT COMES TO BEHAVIOR THERE IS ALWAYS MORE TO THE STORY 2018 MicroMass Communications, Inc. All Rights Reserved.

102 HERE S WHAT IS REALLY GOING ON Struggles to cope with possible recurrence Medication is a constant reminder of what she s gone through Maybe if she skips a few doses the side effects won t be as bad Wonders if her oral medicine is as strong as chemo 2018 MicroMass Communications, Inc. All Rights Reserved.

103 MICROMASS APPLIES BEHAVIORAL SCIENCE TO ADDRESS THE UNDERLYING DRIVERS OF PATIENT AND PROVIDER BEHAVIOR 2018 MicroMass Communications, Inc. All Rights Reserved.

104 BEHAVIORAL SCIENCE IS THE SCIENTIFIC AND SYSTEMATIC STUDY OF BEHAVIOR 2018 MicroMass Communications, Inc. All Rights Reserved.

105 WE CHANGE PATIENT AND PROVIDER BEHAVIOR FOR OUR CLIENTS 2018 MicroMass Communications, Inc. All Rights Reserved.

106 WHY DO WE FOCUS ON BEHAVIOR? 2018 MicroMass Communications, Inc. All Rights Reserved.

107 BEHAVIOR IS THE LEADING DETERMINANT OF HEALTH 2018 MicroMass Communications, Inc. All Rights Reserved.

108 MICROMASS IS A FULL SERVICE AGENCY 2018 MicroMass Communications, Inc. All Rights Reserved.

109 HOW DO WE CHANGE BEHAVIOR? It s simple We just educate, right? 2018 MicroMass Communications, Inc. All Rights Reserved.

110 2018 MicroMass Communications, Inc. All Rights Reserved.

111 EDUCATION ALONE DOES NOT CHANGE BEHAVIOR AT BEST, EDUCATION-BASED APPROACHES ONLY DRIVE BEHAVIOR CHANGE IN 5-20% OF PEOPLE 2018 MicroMass Communications, Inc. All Rights Reserved.

112 KNOWLEDGE, MOTIVATION AND SKILLS ARE NEEDED FOR BEHAVIOR CHANGE What an individual knows and believes about a specific healthcare issue Factors internal (values, interests, etc) or external (people, processes, teams, etc) to the individual that are driving him/her to make a behavior change related to the health issue The individual s ability to carry out the steps required to make a behavior change that will improve the health issue Ryan R, Deci E. American Psychologist. 2000;55(1):: DiClemente et al, eds. Emerging Theories in Health Promotion Practice and Research: Strategies for Improving Public Health

113 ONCOLOGY IMPROVING TREATMENT EXPERIENCE Training nurses in evidence-based techniques like mindfulness and CBT to help patients cope and reduce anxiety, fatigue, and depression MicroMass Communications, Inc. All Rights Reserved.

114 OBESITY IMPROVING ADHERENCE Changing negative, ingrained perceptions about weight loss and low self-efficacy MicroMass Communications, Inc. All Rights Reserved.

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116 Summary Jez Moulding

117 Tailored agile solutions built around client needs Leading individual businesses even better together Enhancing results by collaborating Providing differentiated solutions Client Client Built on the expertise across our organisation 117 : UDG Healthcare plc

118 Ashfield Summary 1 Continue to maximise organic growth across the organisation 3 Build on the strong culture across organisation 2 Attract new acquisition targets to enhance proposition for our clients 118 : UDG Healthcare plc

119 Panel Q&A Session Jez Moulding Liam Logue Jason McKenna Dan Calista Maureen Franco Alyson Connor