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Maximizing the Effectiveness of HCP Engagements Amid a Disrupted Market

 

My Movie 6

 

About this Webinar:

As the healthcare system begins to rebound from a virtual standstill, many healthcare providers are still restricting access to pharmaceutical sales representatives making it imperative for companies with rare disease or oncological therapeutics to find new avenues of engagement to reach the HCPs treating their most immunocompromised patient populations.

In this webinar, you will learn:

  • How a timely and comprehensive view of clinical encounters can help you find HCPs treating patients at key moments in the patient journey optimal for engagement
  • How clinical alerts built from complete patient journey data can help you maintain message relevance with providers seeing patients during this time
  • How Komodo’s HCP profiling & targeting solutions helped a leading oncology brand leadership team make critical field engagement decisions amid the pandemic

Webinar transcript:

(Slide 1) 00:00 Selena Jankulovska: Hello, everyone. Thank you so much for joining us for today's discussion. We're very excited to talk to you about this topic, “Maximizing the Effectiveness of HCP Engagements in a Disrupted Market.”

(Slide 2) 00:14 SJ: Just to do a quick intro, my name is Selena Jankulovska. I am a VP of life sciences here. I've been with Komodo for about four years now and I've worked on our customer team, and accounts team, to help our customers deploy various Komodo Health technologies and products in order to support their commercial success.

Prior to Komodo, I was a management consultant at, what is now, Syneos – formerly Inventiv Health Consulting, formerly Campbell Alliance – where I worked in the commercial strategy practice. And currently, I work with a vast spectrum of customers across oncology, metabolic, cardiovascular, rare diseases. So, a little bit of everything working both with large pharmaceutical companies, as well as small biotechs, on helping them make the most out of our products and our platforms and deploy them to support their commercial success.

So today, we are very excited, because we have prepared a discussion that we think will have you walking away with some really fresh insights, regardless of whether you're a customer of Komodo or not.

Our company sits kind of in the forefront where healthcare meets intelligence using data. And what we consider to be a central part or a tenant, if you will, of our partnerships with all of our life science customers is that continuous learning, that continuous education about health care data. And also how you can leverage it to support your goals, to support your objectives, and to be more successful in your initiatives.

(Slide 3) 01:58 SJ: So, just to give you a quick rundown of our agenda for today. We're going to take a quick moment to introduce ourselves. Maybe some of you are familiar with us, maybe some of you or not. But we're going to quickly move into what is the core of the discussion. And we're going to start by sharing some findings from market research on how COVID has transformed HCP engagement. And we're going to discuss the challenges that this presents and the trends that affect you. And then we're going to see how you can cut through all the noise to really find the data signals that translate into intelligence and help you meet your goals in 2020 and beyond. A lot of you're planning for 2021 right now, so this is a really great time to have this discussion and to get these insights. And before closing with the key takeaways, we will have a mini workshop, if you will, that will give you some practical material, you can put into practice right away.

We structured today's webinar, almost like an executive strategy webinar. And so, I highly recommend taking notes as we're going through it. So, grab your pen and paper or open a Word document, and we hope you are as excited as we are to get started. So let's dive right in.

(Slide 4) 03:19 SJ: So just to start really quickly, I want to take a moment to talk about our mission at Komodo which is – to reduce the burden of disease. What this means is that our work is really focused on outcomes. And the way we center on outcomes and focus on outcomes is by helping companies, like your company, to leverage the vast troves of healthcare data that is generated across the healthcare space, across the healthcare system. And to help you make sense of them in a way that ultimately impacts the patients that you serve.

(Slide 5) 03:57 SJ: Just a quick background on Komodo Health. We were founded in 2014 and we were founded by two co-founders that really saw the value in building this ecosystem of solutions that go beyond the traditional offering, or the traditional model of selling data or piecing out software or selling analytics. But rather we really wanted to integrate all of those things. And we do that using AI. And we continue to heavily invest in data and science and technology. So, we're currently working with all of the top global biopharma companies as well as, like I mentioned, some smaller biotech. We work with other partners like advocacy groups, and labs, and payers, and various other entities in the life sciences space. So we have a very deep partner ecosystem here.

(Slide 6) 04:54: Now let's get into the discussion that we're all here today for. The old playbook no longer applies. What does that mean? So, we've seen as the year has progressed more practices shutting down than ever. You have physicians and practices that do remain open. They need to figure out a different operating model, right? They have to change the way they function the way they see patients. But also, they're dealing with a lot of additional stressors from both work and home which affects the way they operate. Their attention tends to be a lot more divided than usual. And you see that some made the switch to telemedicine, some did not. And some are still sitting somewhere in between and kind of trying to figure out, is this something lasting or not? And when you think about the new normal, it takes 28 days to form a habit. So in that sense, the words “new normal” are very much apt because your physicians are going to come out of this pandemic with a new dynamic of life and work – with a new dynamic and new expectations of their reps. And that means, when you're thinking about your strategy, you need to either adapt by anticipating this change, or kind of stick with our ways and do what you've always done and risk lagging. And so the market has been upended by COVID, we know this. It has accelerated the shift to the digital space and in some therapeutic areas that's much more pronounced than others.

So what does this mean for you? And in this world where your average practitioner is inundated with information, how do you provide value? How do you focus your efforts and your budget in the right place, on the right HCPs? Some may be inclined to double down on the KOLs or top leaders that they already know, but in fact, there's a huge opportunity outside of the medical community, or outside of the small circle within the medical community, that you've engaged in the past. And so we're going to discuss a little bit about what that opportunity looks like.

But before we share what research has found, we'd love to get your perspective. So I want to pull up a question right now. And I'd like for you to take a moment and think about this and think about which of the answers apply.

(Slide 7) 07:33 SJ: And the question is, “What challenges are you facing currently with your HCP engagement planning?” So I will give you a moment to look through and think about which one of these answers apply to you.

Whenever we've done this survey, it's very interesting to see the results. And lately, what we've been finding is that – B) Creating more personalized messages to reach HCPs as the digital competition increases – this is the one that seems to be mostly top of mind for marketers we're speaking to. Chances are you're going to see some combination of all of these. But, before we dive into how you can approach each of these and what is the right solution, I want to look at some data. I want to geek out a little bit. So, let's go over and see what are the key drivers that will continue to affect your business in the foreseeable future.

(Slide 8) 08:33 SJ: So let's look at a few different graphs. The first one talks about engagement with HCPs through your reps, obviously. So, when I look at this graph, what I'm seeing is there's responses from over 400 physicians in the US saying that pharma engagement is a low priority for HCPs during the pandemic. And this is, quite understandable, but when I look at this number, it's a very stark reality that this is how things are going to stay for a while. This is a very, very clear cut case. We know that the pandemic will significantly limit, or even eliminate face to face meetings with pharma reps, at least for the foreseeable future.

So what this tells me, is that this is one opportunity where non-personal promotion really can shine. And even though, non-personal promotion is an option, we have to remember that even though we have video, even though we have email, even though we have phone calls, it's going to be a challenge for physicians to make the time and effort to allocate space in their day and put priority on speaking to reps remotely. Some of them will already be thinking about, “Oh, I can just resume that when face to face picks up again.”

So, what is the right answer? What can we really expect to happen? And the answer is, it'll vary from physician to physician. It'll vary from practice to practice. Which makes it all the more important for you to track how they change their behavior in this way, and how they change it at the entity level – meaning at the practitioner level or at the practice level. And there is data to show us that, so I will tell you more about it in a few minutes.

(Slide 9) 10:32 SJ: But first I want to change the point of view, for a moment, looking from the physician and now moving from the pharma company and from the commercial organization.

So for one, you will see here on the left, that two thirds of marketers are changing their budget in reaction to the changing environment, in reaction to the pandemic. But the fact that I see this split almost three-way between no change, down, up - really tells me there's a lot more speculation, but it's not quite as clear yet as to what is the right move. And it's not going to be clear for a while.

And over here on the right hand side, what I'm seeing is that professional marketing will be significantly affected by the pandemic. And I believe that we're already seeing that it already is being significantly impacted by the pandemic. But so are other areas of marketing both patient marketing and managed care. So, we need to be kind of aware of the state that we're in.

So when we think about it, before we saw that physicians will have very little time and even less attention to dedicate to talking to pharma. And at the same time, marketers know this and you can tell they're preparing for it by reacting with budget changes and how they're allocating it, right? They’re either increasing their budget, they're decreasing their non-personal promotion budget or they're kind of doing the wait and see, right? And maybe we give it a few more months and kind of see where things are going and then make adjustments or make adjustments in 2021.

What all of this boils down to, is the fact that we need to take a look at where we are today. Where we're going. How fast are we going to get there. And overall, how to ride this wave out. You can either come through this in a way that you're not only ahead of the competition but set yourself up for success in 2021, or, like I said earlier, wait and see. But wait and see is a dangerous strategy when you don't have a plan for what comes after this, especially when all of the trends are indicating that things will change. The dynamic of how we engage HCPs and what their expectations are will change. The digital transformation and pharma was already underway, even before this pandemic. But now this has completely and irreversibly accelerated that trend and that shift to existing in the virtual space. And existing in the virtual space has very different requirements than face to face meetings.

(Slide 10) 13:16 SJ: The good thing is that we know that physicians will still need information from reps. But I've used this example before, they need it to be less of a cable subscription, a little bit more of an on-demand, netflix, prime type subscription, right. Get me the right information, at the right time, for the patient that I'm tending to.

(Slide 11) 13:40 SJ: And we actually see those through the market research as well. So let's take a look here quickly. These numbers are very telling. 59% of HCPs worry that their patients will not be diagnosed in a timely manner. It's a very valid concern right. But then 86% of them still find that appropriate for commercial teams to continue engaging them. And 85% of them have higher expectations for these virtual engagements. So, their expectations are higher, but that opens up an opportunity for you to raise the quality of engagement. You can almost have your rep functioning as a concierge to your HCPs – giving that tailored attention at the right time, in the right place. And that's really what that expectation talks about.

So, there's this thing called the Einstellung Effect. And it comes from a German word called set, or meaning set. And it talks about having a set frame of mind, there's something being kind of stuck in set, in a certain setting. And there was an experiment that was conducted with chess players. So, these chess players were divided into two groups. And each of the groups was asked to get to checkmate in the least moves possible.

Now, the first group was given a board that was already met play, right. And set up in a way that there was an obvious solution, one that they had learned in school of five moves that could get them to checkmate. And there was also another, not so obvious solution, that they hadn't been trained on, that would get them to checkmate in three moves. And what was interesting, when we looked at the second group, the second group weren’t given a board that was set up in a way, where the solution that they trained on in five moves was already available. The board was set up kind of configured slightly differently. So the second group had a much, much easier time finding those three moves to checkmate versus the first group who are looking at the board, seeing that obvious path of five moves, and pretty much not being able to look away from it because it's – the solution is right there.

So that’s that Einstellung Effect. It's the idea of, when you have a hammer, everything looks like a nail right. So, to the first group of chess players, when the solution was obviously there, they couldn't help but use it, even though there was a better way to win the game. But the second group didn't have the hammer available, right? It wasn't there. So immediately found the better solution.

And now, you're probably wondering, why am I telling you this? How does the story apply to pharma during COVID and engaging HCPs? Well, the beautiful thing about this opportunity, and let's not make a mistake this disruption currently presents an opportunity. The beautiful thing about the opportunity is that it completely removes the hammer. So, we're used to sending our reps to talk to HCPs face-to-face and detail them in person – that's the hammer. And now that it's completely removed the hammer, it opens us up to thinking outside of our learned solutions.

So, in that vein, I want to ask you a question to see how many of you are thinking about other tools that are an option to you versus holding on to the hammer.

(Slide 12) 17:21 SJ: And I'm really curious to see the answer to this one. So the question is, “What areas of investment are in your 2021 plans?” Seems pretty straightforward, right?

So, hopefully you had a chance to read through them and answer them. And when I look at these areas of potential investment, there's no right or wrong answer. But the reality is, really you should be thinking about all of them.

I know recently, when we've done the survey a lot of customers are focusing on C) currently, which is revisiting our HCPs segmentation and field engagement strategy all together. And that is a very good approach. Thinking at the high level, kind of going back to first principles thinking and saying, “What is really the question? What is our objective here in 2021 and how do we get there?” That's certainly step one. But all of these other pieces can help support that.

So, when I think about repositioning the organization, especially going into 2021, there are certain trends that will impact or affect you at the very least. And these are all very important to consider when you're building out your strategy.

(Slide 13) 18:36 SJ: The other thing is they're not going to be only important in 2021, they're important today, they're not going to wait. And here's kind of what we're seeing here.

So, definitely patient journeys are becoming more complex as patients struggle to navigate this new system – much more friction points, things are much more divergent than they used to be. So, it's definitely more complex, both from the patient perspective as well as the HCP, and everyone who's kind of looking to analyze this.

Faster adaptation to events is going to be essential for success. So, the next question that we must ask ourselves is, there's all these things that are going to be driving HCPs engagement, so what can I do about them? What changes can I make to a commercial model?

(Slide 14) 19:24 SJ: How am I going to evolve my organization to set it up for success? And there's a few key areas of opportunity here that we've identified. So, you have the traditional approach on the left, you have the opportunity on the right.

One area is the traditional territory model when you're not limited by being in a certain geography and physically present constantly, you can evolve to have more specialized roles on your field team. From functional silos to focusing on – how does the HCP experience engagements with my company, throughout various touch points, but build it into a single system where you're aware of not just the patient journey, but also the HCPs patient journey, the practitioners journey, the one that treats that patient?

And lastly, when we think about distributed investment across the commercial model and kind of investing across the board, doubling down in areas where you can measure, not just ROI but measure the clinical impact – measure that impact on the patients. That's going to become really critical in order to create that feedback loop of success in this new world that we live in.

(Slide 15) 20:36 SJ: So how do we navigate this uneven recovery? Where do we go from here? It's been a bumpy ride, but it doesn't mean that it has to continue being so. Now that you're armed with this awareness of – What are those mega trends at play? What are those forces that are affecting our business? It's time to get into the data.

So, we do that by returning to first principle thinking – start with the basis. What is the basis? The basis is the patient. The patient is at the center of our entire industry and to apply first principle thinking here means start with, “Who is the patient that you care about? What is their diagnosis? What is their treatment? What is their procedure that kind of links them to you?” And then connect those dots, as you've never done it before. As if you’ve never used the hammer before, to use my previous analogy from the Einstellung Effect.

(Slide 16) 21:37 SJ: Now pay attention because this information will be very, very important when we get to the mini workshop piece.

So if you think about this sea of noise, uncertainty that we're currently going through, data is the closest thing to a crystal ball that you can get. But data alone won't get you there. Data, without insights, is just more noise. Data, with insights, becomes intelligence.

So we're talking about starting with the patient, so what do we do? We're going to start with precision filtering of your patient cohort. Are they diagnosed? Have they had a procedure or a treatment that you care about? How about maybe a constellation of symptoms that suggest a rare disease diagnosis, but the diagnosis hasn't been made yet. It’s kind of leading up to it so there's that longitudinal piece.

So, the way to think about this kind of first precision filtering piece is that - this is that data signal. You then take the data signal and you enrich it with all the adjacent information that you need. So, who is treating that patient? Who is that attending HCP? Where are they being seen? How often? Do they have other patients with rare disease x or maybe other hematological disorders if you operate in the hematology space.

The question here is, when it comes to the signal enrichment is, what other information do I need to equip my field team with? What becomes intelligence when I hand that over to the field team?

And then lastly, you need to make a decision on how often and in what form will you get this intelligence to your rep, so they can action on it? Does it come delivered as a file that your team pushes out a list based on? Is there alerts that are sent straight to the rep? Is it built into an updated with your CRM, because that's kind of a central place where your reps operate? You need to think about, kind of, what is the vessel to get them this intelligence.

So what I want to do next is take a moment to quickly walk through how Komodo does this. And then, we will do a mini workshop where we will bring all of this together. And I think that's, that's really the best part of today.

(Slide 17) 24:00 SJ: So for your guys's background, some of you on the call may be familiar with this, but at Komodo, we track 320 million patients across the U.S. healthcare system. So, we start over here on the left, by asking the question, Where are your therapy eligible patients? So, first we must start with identifying the patient cohort, based on some kind of a clinical event – could be a diagnosis, could be a treatment, could be a sequence of symptoms or diagnoses. But it's some kind of a clinical event that results in the filing of a medical claim. So that's that data signal, though, we're just talking about right.

And then, because we have this enormous wealth of data on all of these patients and the care teams tending to them and their institutions, we process it all together. And that's that enrichment we were talking about. What other pieces of information do I need attached to this data signal?

And then over here, on the right hand side, you have the right intel to make an impact. Then we deliver these alerts based on this data signal to our customers field team via various tools. Like I said, it could be a data feed, it could be a feature in a CRM and that's that actionable intelligence.

(Slide 18) 25:18 SJ: So we use our PULSE platform to do all of that – to build out those alerts, to identify the signal, to process it, to analyze it and then to deliver it to our customers. So you can see some screenshots here but before you can use the fancy, AI powered smart alerts, the starting point is the definition – identifying the right question. If you're not asking the right question, you're not going to get to the right intelligence.

(Slide 19) 25:47 SJ: So, getting to the mini-workshop, which is the part that I'm most excited about, we're going to do a little exercise here. We're going to do, building our own alerts. So, I want you to take a pen and paper or open a word document for this part and follow along with me.

So, let's start first with the index event. And I'm going to give folks a second to grab their pen and paper. I'm just going to walk through very quickly. So, the index event is that clinical event that tells us – this is where I have a data signal that I care about. This is where my patient is essentially. Longitudinality, it talks more about what happens before or after that clinical event that is also relevant. So these are kinds of the building blocks of the alert.

And then I get to the intelligence which talks about, okay, what other signal enrichment do I need? Do I need to know who's treating the patient? Do I need to know where that patient is being treated? Do I need to know the age group and demographics of the patient?

And lastly, it's the application. So how often do I want to use this? In what format? And how do I want it to be delivered?

So, think about the space that you work in – could be oncology, could be rare disease. And think about that index event. Things like, I just had a patient that was diagnosed. I need to know, or my rep needs to know, when a patient has been diagnosed.

I'll do an example for myself, but I hope you follow along with your therapeutic area. So I'm going to use oncology as an example. And let's say I have a second line therapy, targeted therapy after platinum. So, my first kind of index event might be that a patient was diagnosed with breast cancer or ovarian cancer. So, my index event is the diagnosis. So, I'm going to write that down index is the diagnosis.

Then, I'm going to move into kind of the second piece. What happens before or after that index event? Well, I care what they're going to be prescribed first. So within 30 days, I know that my patient is going to be on some kind of a therapy, let's say, a platinum. So I want to know if within 30 days that patient gets prescribed the platinum therapy.

And then, I'm going to enrich that signal by saying, I want the patient ID but I also want to know who's the treater. Where this patient is being treated. How many patients do they have in general that are breast cancer patients, let's say, and ovarian cancer patients. And also I want to know, overall, how many patients they have that are in other related tumors, maybe where they might be using platinums in general. And I want to know if they're prescribing these three competitor drugs. So that's my patients, that's my signal enrichment.

So, I will make a note of all of these things that I want my rep to know, because if I'm sending my rep an alert based on, “Hey, there's a patient that got diagnosed and just received therapy, first line therapy, go talk to the HCPs that's treating them.” I want my rep to know all of this additional information so they can position the conversation in the right way. If my HCP is working with competitors, I want my rep to know it. Or maybe my HCPs doesn't have a lot of experience treating in this tumor type, so I might take a bit more of an educational approach. So, the conversation is very, very different depending on the situation, the patient, the HCPs experience. So those are all the different things that I might think about in terms of signal enrichment and there's obviously many more, but I'm simplifying it for today's exercise.

Okay, so if you have your index event and you kind of have that, second piece of what happens before and after. There may be multiple layers to it, keep in mind. This is not a sort of a fixed framework. This is an example. And we have the enrichment that we want.

Now we can move into the last piece, which is the application of these alerts. How often does my rep need to receive this information? I would say for therapeutic areas where you have some steady volume of patients coming in constantly, and the time from diagnosis to treatment is not very long, or your therapy is a second line therapy or third line therapy, you can maybe do bi-weekly cadence. Because then they have essentially a summary of targets every other week. If you're in the rare disease space, you want them as close to real time as possible. So, once a week usually might be a better way to go. And then you would essentially get an alert of every patient who might be a candidate.

Now, a quick note on the rare disease space. That one's really interesting because you can also leverage tests. A lot of times you will find patients that may have characteristics that say, “This patient would be a candidate potentially for a test. And that test might lead to a diagnosis.” So, your index event might be either a diagnosis that is frequently, a misdiagnosis for the rare disease, or it might be two or three different symptoms that suggest, “Hey, the doctor should really test this patient for the rare disease.” But the doctor will not be aware of it. So it's your job to find that patient and get that alert to your rep, so the rep can reach out to the HCP and test them. And we've seen real-life scenario with one of our customers where they significantly increased the test rates, and they significantly increased the percentage of patients that they were finding and bringing in and helping them with this rare disease that would normally take 40 to 50 years of being diagnosed in order to get to the right diagnosis.

So think about that cadence. Think about the format, and kind of that delivery. Is it, like I said, is a data stream? Is it a piece built into their CRM? Do you want a separate dashboard built around these alerts? That's an entirely, its own center of intelligence. Those are all options. But you kind of have to make that determination based on how your field team operates and what is their level of comfort of digging into the data versus being a little bit more prescriptive around just delivering that kind of final action step – here's the three pieces of intelligence that you need, go out and talk to this rep.

Okay. I'm just going to give everyone a quick minute here to think about these and think about everything that I've said, maybe make a couple of more notes. And then we'll continue from here. But I hope this one is really actionable for you in a way to think about, what is that, in an ideal world, that piece of information that I want to give my rep based on data that might exist out there.

Alright, I hope you guys have made some notes, and of course you will have this content after the presentation, so you will be able to work some more. But if you have other questions, you can always reach out to me.

(Slide 20) 33:50 SJ: I would like to move on to the key takeaways and just leave you with a few closing thoughts. And if I can leave you with a few closing thoughts, it's these here.

Physician and patient behaviors are shifting and you must adjust your strategy to meet them where they are today. Remove the friction points and them searching for you, but know when they will need you and be in the right place at the right time. And use data to drive this. And use data to measure your impact and close that loop. And of course, leave the hammer aside and open up yourself to look for the non-obvious solutions.

(Slide 21) 34:35 SJ: So, everyone, thank you so much, graciously for joining us today. We hope you found the discussion to be informative and to be actionable. Over the years, Komodo has built a portfolio of products that our customers are using to drive their commercial success. As you can see here, but more importantly, we've built a wealth of knowledge that we'd love to share with our clients to make them even more successful. So, thank you again.

(Slide 22) 35:05 SJ: And I'd like to now open the line for any questions.

35:09 Neil Patel: Thank you so much, Selena, that was a wonderful presentation. If you can just go to the next slide. So we have that up as well for the audience.

(Slide 23) 35:14 NP: A lot of questions coming in. Encourage everyone on the line to submit questions. The button to do that should be on the bottom of your screen where it says Q&A.

A couple of questions coming in really around a very similar topic, so, let's start with that. Is this disease state agnostic? In other words, are Komodo alerts, what therapeutic areas are covered by these alerting solutions? Could you address that?

35:41 SJ: Yeah, so like I talked about in the, during the presentation and during the workshop, this is disease state agnostic, so it would be, essentially, tailored to your disease state or therapeutic areas. It could be anything, we've seen folks use this all the way from rare disease to oncology to even some chronic diseases – and there's a different approach to all of them. In a rare disease, like I talked about, it might be more focused on that predictive piece, around anticipating which are the putative patients. And something like oncology, the diagnosis might be that index event or that trigger that says, “Okay, we really need to go and get this patient.” And something that's more of a chronic disease, perhaps it's not so much of a initial diagnosis, as much as comorbidities, or other symptoms, that suggest maybe your drug is the better option for this patient. So, really it's something that should be tailored on a case by case basis. And that is precisely why we did this workshop, so you can kind of start thinking about how you could apply that in your therapeutic area.

36:54 NP: Great, thank you. Another question around, you mentioned patient centric alerts, it sounds like you're saying Komodo can provide patient specific info to reps. Is that true? Can you address that question?

37:07 SJ: Yeah, it's a great question. So, the way we've built our Healthcare Map, like I talked about, is patient centric. So, we actually have a token, a patient token, that allows us to essentially track the patients as they move through their healthcare journey in the US. So, obviously this data is HIPPA compliant and de-identified but it does allow us to understand everything there is to know about a certain patient cohort – how they're experiencing treatment, how they're going through the healthcare system, what are the entities they're encountering along the healthcare system.

The best way to almost think about it is, let's say I'm the patient. Then I'm going to see Dr. Smith – and Dr. Smith may be a GP. I have certain complaints. That encounter generates data. And Komodo captures that data. I'm sent to a specialist afterwards. That's another encounter that generates data. Komodo captures that data. I am sent in for testing. That's another step, another piece of data. And Komodo captures all that data and then attaches it all to that de-identified patient token, that allows me to follow that patient as they move through the journey – and does that at scale. So essentially, it can zoom in as far down as I need to, or zoom out as high as I need to go, in order to understand, not just what are the trends, but also what are the specific pockets or areas of unmet need where there are patients that are not being addressed today. And that's a really, really powerful way to think about it.

It's almost like you're flipping the standard approach, which is, “Who are the people that are prescribing drugs today,” and going after, “What is the entire addressable pool of patients.” And if you think about – we're talking about reframing the questions – those are two very different questions. And they lead you to two very different insights. But one has much greater potential than the other. Thank you Neil, that was a good question.

39:04 NP: Great, thank you a lot of great questions coming in. Another one for you around, how much is the coverage across markets for patients and providers for making these insights? So maybe you can speak again to the Healthcare Map™ and the coverage across the U.S. for it.

39:19 SJ: Yeah, it's quite significant actually. In order to answer that question more fully, we like to speak to customers at the therapeutic area level because obviously it's going to vary. But one thing that Komodo has done very, very well is we’ve built and amassed the largest anonymized, patient-level data set in the US over the years. And we've done that, through various partnerships with various entities and going beyond the traditional data provider services. And just kind of getting to the core of where the data is being generated. And that has allowed us to not just have the coverage of the standard big payers and the big switches, but also, that obscure little insurance in western Iowa or a smaller practitioner in Texas. So over time, we've built this patient-level data set that we truly feel is the differentiator of working with us. Because once you have the data that's the strongest it can be, and you have insights built on top of solutions that are a few clicks to get to that insight, it really frees you up to focus on what it is that you're trying to do. And that's – reach the patient, identify where the opportunity is and go after that opportunity.

40:40 NP: Great, thank you. We’ll maybe take one more question here that we have and that's around, What are you seeing customers do with telehealth insights, for example? And how do we leverage that sort of with what you spoke to today? And we'll end today's webinar on that question.

40:56 SJ: Yeah, this has been a really interesting topic. For Komodo, we've been doing, actually, a lot of work in this space. Obviously, all of our customers are coming to us and asking, “Hey, which of my docs are using telehealth? Are they switching over? Are they not switching over? We've put out a few publications online that you can find on our website and LinkedIn, so I won't get into the details of those. We've actually built telemedicine dashboards for our customers that allow them to track by therapeutic area how things are changing and evolving. And you can essentially see and compare between a baseline of – this physician seeing X many patients and this many new patients before COVID – what does that look like now? How many of them are being seen remote versus in the office? As an example, in asthma, for example, we're not really seeing quite that return to traditional office visits. But we are seeing a few more new patients seen by doctors. So they're starting up, but there's definitely more of a shift to telemedicine that seems to be here to stay. And that's really an exciting analysis to do at the therapeutic area level.

42:08 NP: Great; thank you so much. Really, really appreciate your time today and such a great presentation. We hope everyone left with insights on how they can implement an alerting solution in the future and consider us as part of their 2021 strategies. Again, thank you so much everyone for joining today's webinar. Komodo will continue to share insights as we learn more reader papers or blog posts or research based on our Healthcare Map™ at www.Komodohealth.com. Or send us an email if there's anything we can do to support you from today's presentation. Follow us on LinkedIn, on Twitter. We're active and alive and really looking forward to helping all of you out in the future. Thank you again and have a great rest of your day.

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