A conversation with Kathleen Rieser, CEO of good healthcare group
The market is at a turning point. In recent years, especially during the coronavirus pandemic, many pharmaceutical companies have relied heavily on remote channels. Telephone, video, inside sales: this has worked, in some cases very well. At the same time, however, we are now seeing an overload. Doctors and pharmacists are inundated with remote contacts, AI-supported telephone systems and automated systems.
Our experience clearly shows that the combination of physical presence and intelligent remote communication remains the most effective model. It’s not either/or, but rather a conscious orchestration.
For us, a hybrid team means: An integrated setup consisting of physical field service and remote channels – telephone and video – working together towards a clear goal.
It is important to note that these two worlds must not exist separately from one another. Historically, this was precisely the case. There were specialised telephone service providers and traditional field service organisations. We come from the remote business sector and at the same time have a great deal of management experience in physical field service. It is precisely this combination that is crucial today.
The greatest added value lies in resource efficiency and impact. Many companies are under considerable economic pressure. Sales force structures have been reduced or there is a lack of resources for certain products or indications. At the same time, demands on quality, frequency and compliance are increasing.
With hybrid teams, we can:
The better the relationship, the more can be done remotely. This is not a step backwards, but the next step in evolution.
That is a key point. Hybrid is not a standard model, but always depends on the target group and life cycle. For specialised professional groups, such as in clinics or oncology, physical initial contact is often essential. Relationships, context, trust – these things are established on site.
Once this foundation is in place, remote channels can take over very effectively. In other target groups, the proportion of remote contact can be significantly higher from the outset. The decisive factor is always: how well does the customer know their target group – and how well does the target group know the product?
It’s very nuanced. AI is important, and we are consciously investing in this field. But we also see its limitations.
In the pharmaceutical environment, especially when dealing with doctors, pharmacists or patients, trust is crucial. Chatbots can support processes, for example with appointments or standardised enquiries. But they cannot replace relationships.
Our stance is clear: technology supports people, it does not replace them. That is precisely why the hybrid model is so powerful: it combines efficiency with genuine interaction.
The biggest challenge is the people issue. Remote teams were traditionally managed in call centres, while physical field services were managed by regional managers. Today, leadership, training and motivation need to be completely rethought.
Field staff must learn to excel on the phone or in video calls. Conversely, remote employees must learn to work on site, build relationships and feel confident in face-to-face contact. We are investing heavily in this transformation because we are convinced that this is where the difference lies.
In a word: perfectly.
Europe and the world are fragmented. Markets, regulations, target groups – everything is different. At the same time, pharmaceutical companies need a clear, consistent commercial strategy that is implemented effectively at a local level.
In the Global Alliance Pharma Solutions network, we contribute precisely these strengths:
Together with our Alliance partners, we create clarity in complex markets, from strategy to implementation.
Because we know both worlds, remote and physical, from our own experience. We come from the remote business, are pioneers in this field, and at the same time bring with us a deep understanding of the traditional pharmaceutical sales force. Our leadership comes from industry, not from theory. For us, hybrid is not a trend, but our operating system.
And our claim is clear: it’s not about doing ‘more’, but about focusing on effectiveness.
With her extensive experience in the pharmaceutical industry and a deep understanding of omnichannel sales strategies and their implementation, Kathleen Rieser leads the good healthcare group. She brings extensive commercial knowledge from previous senior roles at Neuraxpharm and Bayer, where she worked primarily in marketing and sales in Germany as well as at local, regional and global levels. Kathleen Rieser specialises in leading teams and developing talent, creating innovative and future-proof concepts for the healthcare market. Her expertise in strategic consulting and organisational structuring make her a driving force in the further development of the good healthcare group’s services and products. She is passionate about using her expertise and vision to offer customers real added value and to be part of their success.
Together with Medhouse, BI Pharma, Medipartner, icon Group and AVANZIA PHARMA the good healthcare group ist part of the Global Alliance Pharma Solutions.
As Global Alliance Pharma Solutions we unite specialized partners across Europe and Latin America with deep local expertise and international ambition to create solutions that truly work.
As Global Alliance Pharma Solutions we unite specialized partners across Europe and Latin America with deep local expertise and international ambition to create solutions that truly work. Our mission is to deliver best-in-class, tailormade and professional go-to-market expertise. This is always in close collaboration with the healthcare community, the Life Science sector, patients and their caregivers.
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