Med Ad News - February 2017

urking behind all the sound and fury in the political realm, 2017 is bringing new opportunities to marketers that have nothing at all to do with orange hair. A whole generation of technologies are growing to maturity together – predictive targeting, virtual reality, behavioral science, interactive video, big data, and more – all of which are transforming the ways in which brands can communicate with their audiences. But of course politics will matter too in this Year One of the Trump administration, as the continuing debate over drug pricing and the impact of the new president’s policies on the pharma industry remain very much up in the air. So to find out the pharma industry’s agenda for

2017, we at Med Ad News asked folks inside the industry what we thought were the key questions for the year. Here’s what they told us.

MED AD NEWS: What’s up next for marketing technologies in 2017?

What new tech tools in the brand
manager’s toolbox will make the
biggest impression? And what tech
tools are wearing thin? Why so?

Keith Betz,VP of client services, B u tler / T ill : I think virtual reality is a really promising technology.

As this technology is more widely adopted with consumers (Google’s Daydream View, Samsung’s Gear VR, etc.) the application for pharmaceutical marketers becomes more of a reality (no pun intended).

Taking a virtual “walk” through the human body can be an amazingly impactful experience for consumers and healthcare professionals alike. Using the elements of sight, sound and motion innate to VR technology to engage patients with their health provides a huge opportunity to make a long-term impact that’s not easily forgotten. Imagine patients using VR to understand how a specific treatment is working within the body or how their current condition impacts the body.

Healthcare professionals engaging
with VR content can open the door
for new CME opportunities, en-
riched patient conversations, mod-
ified doctor;rep discussions and
enhanced trade show;conference
interactions. We’re just scratching
the surface with VR and the future
looks bright for this technology and
its applications within the pharma-
ceutical marketing landscape.

Jay Carter, sen io r V P , dir ec t o r ofbusinessdevelopm ent,Abelson-T a y l o r : CRM will shift as pharma embraces the ability to promote to people with only their Facebook ID. There are lots of people who don’t want their disease states made public. We can engage them using this important feature.

Ramon Chen, chief m arketing officer, Reltio: In 2017, more pharma organizations will adopt an integrated approach to data, enabling marketing to work more efficiently. Various business units within an organization typically access, use and manage their own data sets to solve their own business challenges in marketing, sales, and compliance. CIOs and CDOs at leading pharmaceutical organizations have already implemented technologies that enable a single, complete and reliable pool of data accessible by all employees. With cloud data management platforms dramatically lowering typical cost and resource barriers to achieve shared data nirvana, many more will follow suit in 2017. These capabilities will shorten time to market for new drugs and therapies and support new commercial models in the pharmaceutical industry.

Personalized medicine is a boon for the industry and patients, and it can also be a tremendous advantage for the pharmaceutical organizations that adopt this integrated approach to data. New platforms and data-driven applications can make data across multiple sources reliable, and distill all of the noise down to the relevant insights and recommended actions that are unique to each patient. This will lead to better efficacy, outcomes and actual justifiable value delivered by each pharma company’s product. Data-driven applications will also enable companies to hy-per-personalize the delivery of their drugs, and close the loop on their outcomes. As drug statistics and efficacy data becomes available and transparency becomes commonplace, the channels of influence and distribution will become more data-driven, reducing the costs previously associated with legacy methods of sales and marketing.

Greg Chu, chief operating officer, InTask: By now, even the most casual student of consumer behavior and decision-making has heard of at least a handful of behavioral economics concepts.

Thanks to the popularization of the discipline through the works of Daniel Kahneman, Daniel Ariely, and Richard Thaler among others, terms like “loss aversion,” “ temporal discounting,” and “bounded ra-

TOP 1

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continued on page 6

FEBRUARY2017MEDADNE WS• 15
016 turned out to be a dis-
appointing year in terms
of the amount of new drug
approvals, especially com-
pared to the totals from
preceding years. The U.S. Food and Drug
Administration approved for marketing
22 new molecular entities during last year,
the lowest amount since 2010 and down by
more than half of the 2015 totalof 45, which
represented a 19-year high.

One reason for the downswing is five new drugs that had initially beenslated for marketing clearance during 2016 wound up gaining U.S. regulatory clearance at the endof 2015. Additionally, there was a decrease in medicines that were submitted for approval and the FDA rejected or delayed more applications in 2016 thanduring the prior two years. Some of those delayed products may gain marketing clearance during 2017, including some exciting and innovative new medicines that are detailed in the pages that follow. The industry vibe remains mostly positive for R&D of new medicines, particularly in the areas of oncology andgenetic diseases, though many drug firms continue to struggle taking a new chemical entity from the lab all the way through to marketing approval at tremendously high costs, along with resistance from health insurers and politicians regarding their lofty drug prices. President Trump certainly has made it no secretthat he will do his best to bring down medicine prices. Deloitte data shows that R&D returns on investment at the top 12 pharma companies dropped to 3. 7 percent in 2016 compared to a record 10.1 percent during 2010.

According to a report issuedby the Per-sonalizedMedicine Coalition (PMC), in 2016 – for the third year in a row – personalized medicines represented more than 20 percent of the new molecular entities to gainthe green light from the FDA. PMC President Edward Abrahams noted that the trend reflects the pharma industry’s dedication to investing in personalized medicine despite the absence of a business model that ensures success and persistent barriers in public policy that slow the transition from a one-size-fits-all world to one that is based ondelivering the right medicine to the right patient at the right time. Per the report, six personalized medicines were cleared for marketing by FDA during 2016 and nearly one of every four drugs the regulatory agency approved from 2014 to 2016 was a personalized medicine. In comparison, personalized medicines accounted for 5 percent of NME approvals during 2005. Data from the Tufts Center for the Study of Drug Development indicate that personalized medicines represent more than 40 percent of all drugs in clinical development.

The 10 companies profiled in this article
were chosen based on various criteria such
as existing pipeline projects and their sales
and marketing potential, areas of therapeu-
tic concentration, M&A activity and its re-
search and development impact, and recent
drug approval productivity.

AbbVie is focusing on advancing its pipeline to drive long-term sus- tainable gro wth. One element of AbbVie’s mission and focus is to develop a consistent stream of innovative new medicines. To that end, the company intends to launch 20 new products or indications by 2020 that elevate the standard of care and address significant unmet needs. AbbVie ’s R&D areas of focus include immunology, oncology, neuroscience and virology. Veliparibis viewed as one of best sale-gen-erating prospects in the industry pipeline. The investigational oral poly (adenosine diphosphate [ADP]–ribose) polymerase (PARP) inhibitor is being assessed in multiple tumor types. PARP is a naturally occurring enzyme in the body that repairs DNA damage in cells. While this repair is a useful process to maintain the integrity of healthy cells, the same process may additionally help repair DNA in cancer cells, allowing them to survive. Discovered and developed by AbbVie researchers, veliparib is being tested in combination with chemotherapy or radiation to help determine whether it can prevent DNA repair in cancer cells to possibly increase the effectiveness of common DNA-dam-aging therapies, including chemotherapy or radiation. The potential new chemical entity is being evaluated in more than a dozen cancers, including in Phase III trials in advanced squamous and non-squamous non-small cell lung cancer (NSCLC), ovarian cancer and breast cancer. The investigational medicine was granted orphan drug designation in November by U.S. regulators for treating advanced squamous NSCLC. During 2016, Venclexto (venetoclax) was regardedas one oftheindustry’s most promising pipeline products in terms of eventual sales potential. In December 20016, the European Commission granted conditional marketing authorization for Venclexto monotherapy for treating chronic lymphocytic leukemia (CLL) in the presence of 17p deletion or TP53 mutation in adult patients who are unsuitable for or have failed a B-cell receptor pathway inhibitor; and for the treatment of CLL in the absence of 17p deletion or TP53 mutation in adult patients who have failed chemoimmunotherapy and a B-cell receptor pathway inhibitor.

The U.S. FDA granted accelerated ap-
proval of Venclexta in April 2016 for treat-
ing patients with CLL with 17p deletion
who have received at least one prior ther-
apy. The B-cell lymphoma 2 (Bcl-2) inhib-
itor has been projected to generate sales of
more than $2 billion in 2022. Venclexta is
being jointly developed by AbbVie and Ge-
nentech, a member of the Roche Group.

AbbVie filed a new drug application to the U.S. FDA for its investigational, pan-genotypic, once-daily, ribavirin-free regimen of glecaprevir (ABT-493)/pibrentasvir (ABT- 530) (G/P). The NDA was accepted with priority-review designation, as announced in early February 2017. The combo product is being studied for treating chronic hepatitis C virus (HCV). In Phase III trials, eight weeks of therapy with G/P achieved high sustained virologic response (SVR) rates across all major genotypes (GT 1-6) in patients without cirrhosis, which represents the majority of HCV patients. AbbVie received U.S. FDA breakthrough therapy designation for its investigational regimen for treating patients who failed previous therapy with DAAs in genotype 1. AbbVie additionally filed its EU regulatory application and remains on track for submission in Japan during first-quarter 2017. AbbVie managers expect commercialization of the next-generation combination during 2017. AbbVie’s glecaprevir/pibrentasvir (G/P) clinical development program was designed to explore a quicker path to virologic cure for all major HCV genotypes (GT1-6), with the goal of addressing treatment areas of continued unmet need. G/P is an investigational, pan-genotypic regimen being studied as a potential cure in 8 weeks for HCV patients without cirrhosis and who are new to treatment, who make up the majority of HCV patients. AbbVie is additionally testing G;P in patients with specific treatment challenges, including genotype 3, patients who were not cured with previous DAA treatment, andthose with chronic kidney disease (CKD), such as patients on dialysis.

G/P is an investigational, once-daily regimen that brings together two distinct antiviral agents in a fixed-dose combination of glecaprevir (300mg), an NS3/4A protease inhibitor, and pibrentasvir (120mg), an NS5A inhibitor. G/P is dosed once per day as three oral tablets. Glecaprevir (GLE) was discovered during the continuing collaboration between AbbVie and Enanta Pharmaceuticals for HCV protease inhibitors and regimens, including protease inhibitors.

Unlike many industry players, AbbVie has
not shied away from developing new medi-
cines to tackle the difficult research area of
neuroscience. In January 2017, Abbvie an-
nounced the beginning of two Phase II clin-
ical study programs to explore ABBV-8E12,
an investigational anti-tau antibody, in pa-
tients with early Alzheimer’s disease and
progressive supranuclear palsy (PSP). In
recognition of the lack of treatment options
available to patients with PSP, FDA grant-
ed fast track designation to ABBV-8E12.
The FDA and European Medicines Agency
(EMA) also granted orphan drug designa-
tions to the new drug candidate for PSP.
Licensed from C2N Diagnostics during
2015, the humanized antibody ABBV-8E12
is being evaluated to target the tau protein,
which is believed to stabilize intracellular
structures necessary for maintenance and
transport in neurons. Abnormal accumu-
lation of altered tau protein is a hallmark in
various neurodegenerative conditions, where
the development of tau pathology strongly
correlates with clinical disease progression.
AbbVie continues to expand its Imb-
ruvica program. The U. S. Food and Drug
Administration in January 2017 approved
the product to treat patients with marginal
zone lymphoma (MZL), an indolent form of
non-Hodgkin’s lymphoma (NHL). There are
no other approved treatments specifically in-
dicated for patients with MZL. This approval
marks the fifth unique type of bloodcancer
indication clearedfor Imbruvica.
The first-in-class, oral, once-daily therapy
top10pipelinesannualreport

Top 10 Pipelines

There was a signi;cant drop-o; in NME approvals by FDA in 2016, but there were not enough new drug applications with user fee goals to reach the lofty 2015 total.

2

By Andrew Humphreys • andrew.humphreys@medadnews.com

AbbVie
AbbVie
AstraZeneca
Biogen
Celgene
Johnson & Johnson
Kite Pharma
Novartis
Roche
Sanofi
Shire
TOP 10 PIPELINES

2017KeyPpeneMestonesforNear-TermGrowthAssets mbruvca Vencexta Next-GenHCVEagox Rova-T ABT-494 Rsankzumab 2L+MZLappova

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3LSCLC

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PsorassPh3daa CrohnsDseasePh3sa UceraveCo sPh2sa PsAPh2bdaa

2017 2021 2018 2019 2020 NextGenHCV mbruvca2L+MZL2L+cGvHD

Vencextar/rCLL

RovaT3LSCLC

Eagoxendometross mbruvca1LDLBCL1LMCL2L+FL Vencexta1LCLL RsankzumabPs ABT494RA

mbruvca3L+MM

Vencexta1LAML2L+MM

RovaT1LSCLC

EagoxUterneFbrods
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Vencexta2L+FL2L+MCL1LDLBCL
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RsankzumabPsA
ABT494PsA
PotentialNear-Term Launches Across AbbVie’s Late-Stage, De-Risked Assets
*PannednemanayAppomaedaeaeadouaeevendven
agenda 2017

AGENDA 2017:
In this new and turbulent year, the capabilities of technology and the dreams
of marketers are beginning to look much the same.
15
inside
24
26
special feature

24•MEDADNEWSFEBRUARY2017
espite the general anxiety over the
impact of President Trump’s policies,
when it comes to pharmaceutical sales
forces, little of what he does will actu-
ally affect pharma sales-force strate-
gies. The trends that are continuing to play out are
declining rep access, the size of pharma sales forces,
and the struggle with the conceptof key account
management, as well as trying to figure out how reps
should be compensated.

As Robert Kelly, senior principal, Center of Excellence, QuintilesIMS points out, most of that company’s pharma clients in sales and marketing tend to work in annual business cycles, so what pharma companies were planning to do for 2017 was already decided in October 2016. “They’re not going to by no means influence their sales-force sizing and targeting strategies based on what president just won the election,” Kelly says.

The issues administration policies might take on – for example, drug pricing or mergers among healthcare companies – will impact the marketing side more than the sales side, according to Pratap Khedkar, managing principal at ZS Associates.

Khedkarsaysonetrendthatwillcontinueis thatin-personsalesrepaccesswilldeclineand pharmawillusemoredigitalmeanstocontact and communicate with doctors.

“One [factor driving that trend] is that the doctor doesn’t want to see the reps anymore and is getting more and more comfortable – especially the doctor that comes from a younger generation – with digital and nonpersonal means of getting information,” Khedkar says. “I think that generational change is irreversible.” Last year, in fact, “the number of digital touches to doctors finally exceeded the number of human touches to doctors,” Khedkar told Med Ad News. While it is true that physicians do not open up every e-mail companies send to them, pharma is reaching out more by e-mail and other digital means rather than by rep visits.

“The fact that pharma is pumping out more touches without reps than touches with reps, that’s an unprecedented milestone, because the rep touches had been decliningby 3 or 4 percent per year, whereas these non-rep touches have been increasing about 36 percent a year,” Khedkar says. “In that sense, the idea of the rep access not getting any better and the slow decline will continue.” According to Khedkar, another factor influencing this slowdown in rep access is the merger and consolidation of healthcare provider systems.

“Typically, the IDN that has the more restrictive
policies ends up spreading those policies to the oth-
er entity,” he says. “So if one IDN was more rep-un-
friendly – in that none of the hospitals, reps are
allowed in, or in the private practices reps were not
allowed in, or if they were allowed in onlytwo days
a month, with appointments, or something like
that – then that sort of policy actually spreads more
easily after the merger. They’ll tend to have one set
of policies and it’s veryunlikely that they’d undo a
more restrictive regime that has been put into place
over the last few years.

“So that may be the reason why rep access slowly gets worse. We have tracked it and we have seen an unmistakable pattern over the last three years.” Although he believes nothing the Trump administration will do would directly affect pharma sales-force strategies, the repeal of the Affordable Care Act may “put the chill” on mergers between healthcare entities, especially payers and providers, Khedkar says. “So if this uncertainty puts the chill on merger activity among the providers for awhile, that may slow down this trend of declining access,” he says, but “access will continue to be a challenge.” Surprisingly, the overall size of the pharma sales force has steadied and is even growing slightly. At the peak in the mid-’90s, there were about 102,000 sales reps. That number declined to 64,000, “and now it’s been stable for the last three years,” Khedkar says, In the beginning of 2016, industry observers noted a small uptick, to about 66,000 or 67,000 reps. Khedkar says this modestgrowth is expected to continue, as many more products are expected to be approved, especially in oncology in the next two to three years.

And despite the increase in the use of digital to promote to physicians, when it comes to specialty products such as oncology drugs, “the sales force is still quite, quite important. Probably more so than in the small molecule space,” Khedkar says.

Although pricing of these new specialty products is a hot issue and will likely remain so, even if there were restrictions on pricing of these products it would be unlikely to affect the size of sales forces, Khedkar says.

The reason is that there are fewer physicians prescribing specialty drugs – for example, there are only about 10,000 oncologists in the United States. “I end up, as an oncology marketer, sending the sales force after all of them, and I probably don’t need more than 100, 150 sales people,” Khedkar says. “And it’s not a matter of profitability. ;Even; if I launched at a price that was 20, 30 percent lower than what I would have launched at before, that actually doesn’t make a difference, because every oncologist is quite valuable, and making sure thatmy drug is available to the last possible patient, I will go to every office. The factthat I have a100 versus 150 is notgoing to make any difference to my bottom line.” In other words, “swings in price don’t seem to impact sales-force resourcing all that much” in the large molecule drug market, Khedkar says. He adds that pricing issues do have an effect on the small-molecule drug market but the future pharmaceutical market is going to be dominated by large-molecule drugs.

Kelly agrees that the concept of large primary care
sales forces is not the norm anymore, and that the
new products launching are specialty driven. “Even
some of the mature products in the market that are
still actively being promoted are largely being driven
by dedicated teams that are smaller in size, because
they have a focus on the specialist, such as rheuma-
tology or gastroenterology,” he says. “So what we’re
finding is that even the large pharma companies
have multiple sales forces of a smaller size that are
dedicated to focus on therapeutic areas rather than
the gigantic sales forces, with three reps to one terri-
tory and about 500 reps in each sleeve. Those days
seem to be behind us.”
Pharma companies also are coming to realize that
the traditional reach and frequency strategy is no
longer the right approach to determining the size of
asales force, Kelly told Med Ad News. “Some physi-
cians should be recognized as being more important
in a targeting strategy because of their open payer
access or perhaps their patient population having
the ability to pay for a higher copay, while other
physicians should be reprioritized in value because
of their restricted payer environment or their patient
population not being the right mix for the adoption
of the promoted brand,” he says.

There is much more data companies can use, especially patient-level dataand data that shows formulary restrictions, to determine rep strategies. “Maybe your product is blocked on formulary, so if the doctor is writing 1,000 prescriptions, it shouldn’t really be treated like the doctor is writing 1,000 prescriptions if half of those prescriptions are no longer accessible for your product,” Kelly says. “On the flip side, if the patient in the office doesn’t have the ability to pay for a higher co-pay, that’s a hurdle you need to overcome. So you’re not going to send the rep in there two times a month when the doctor is notgoing to able to write as much as you’d like them to write.”

Justbecausethemorebusiness-friendlyGOPhas themajorityongovernment,pharmawillnotbe abletoavoidconversationsondrugpricing. “Even if you get classic Trump or the normal Republicans, the private sector will get an upper hand,” Khedkar says. “And the private sector, which is dominated by very large companies like the seven big insurers and PBMs, or 50-60 big provider networks, they will always want to make sure they are paying for value and they will put the pressure on pharma to make sure that does happen.” According to Kelly, the companies that empower their sales representatives with data to have pharma-coeconomic conversations with their customers to talk about outcomes relative to total cost of treatment rather than just the price of therapy will be the more successful companies.

“Sales forces need to be armed with patient level outcomes data and be given proper training to have those types of conversations with their customers,” Kelly told Med Ad News. “Patient level outcome data make for richer conversations between the sales representatives and the healthcare professionals.” Additionally, with a continued focus on drug pricing, Kelly believes that there will be more

Salesforcespecialfeature

By Christiane Truelove • chris.truelove@medadnews.com

Interesting times for pharma sales reps

Trump’s policies may not have a directe;ect on pharma sales forces, but expectoverarching trends such as the healthcare mergers thata;ect rep access, demand for value, and rep compensation to continue to play out.

D
Access and sales-force sizes
Focuson service andvalue

26•MEDADNE WSFEBRUARY2017 yan Abbate, innovator and founder of Pacific Communications, and Mike Lazur, award-winning creative director of Torre Lazur, were honored as the 2017 inductees for the Medical Advertising Hall of Fame. The black-tie event was held on Feb. 9 at The Pierre Hotel in New York City.

During his three-decade career in pharma marketing and advertising, Ryan Abbate quickly earned a reputation as avisionary and innovator. He was a leader in the use of DTC communications with programs for Nicorette. Beginning with sales, and then advertising management at Merrell Dow, he became – at 29 years old – the youngest department head in the Dow Chemical organization. During 1990, he joined Allergan Pharmaceuticals, where one of Ryan’s responsibilities was runninga small, in-house agencygroup. When Allergen decided to divest this operation, Ryan took itover, forming Pacific Communications with just 18 employees. By the time of his retirement in 2014, he had built the agency into the largest healthcare advertising agency on the West Coast, with 250 employees, and one of the fastest-growing and most successful agencies in the business.

Ryan was an early supporter of having all content, regardless of medium, created by a single agency. He knew that digital capabilities, along with print and video expertise, would be critical to the ongoing success of Pacific Communications. As a result, Ryan championed full integration of digital into the agency’s offerings.

Ryan has also given back to the industry through participation in its organizations.

A long-term member of the Coalition of Healthcare Communications – and the onlyWest Coast representative on the Board of Directors – Ryan provided quiet advocacy for the healthcare communications industry in New York, Washington, D.C., and the West Coast for more than 15 years. He was also a long-term member of the Medical Marketing Association (MMA), the Medical Advertising Action Committee (MAAC), and the Medical Advertising Hall of Fame. In the midst of creating an agency business model never before seen, in harnessing individual ambitions to agency objectives, Ryan mastered the art of balance – no easy feat while maintaining the nurturing, supportive environment so seldom seen and so often sacrificed in the frenetic healthcare business.

“I’m trying to keep the focus
on the agency,” Ryan told Med
Ad News when asked about
his thoughts on being induct-
ed into the MAHF. “This is
well-deserved recognition for
Pacific Communications.”
Mike Lazur began his career
as an assistant art director
with a consumer agency, hon-
ing his skills on such brands as
the Triumph sports car, Brit-
ish Leyland’s Land Rover, and
Prince Matchabelli perfumes.
In 1976, he was hired to work
for a fledgling new healthcare
agency in New Jersey called
Thomas G. Ferguson Associ-
ates. During 1981, Clyde Davis
of Klemtner Advertising hired
Mike as senior art director to
work on brands from Pfizer,
Squibb, and USV. In 1983,
Mike received a call from Joe
Torre asking him to work for
his new agency. After helping
build the firm, in large part
with a string of new product
campaigns that garnered it
the title The Launch Agency,
he became a partner in the
renamed Torre Lazur Agency.
In 1996, Torre and Lazur part-
nered with McCann Erickson
to take the agency global, and
he became Chief Creative Of-
ficer for McCann’s worldwide
healthcare activities.

Mike attributes his personal
success and that of the agency
to constant creative innova-
tion, mentoring his creative
staffand always closely
guiding the creative people
and the agencies creative
process to do the best possible
work with the utmost in client
service. Torre Lazur’s creative
culture today is a reflection of
Mike’s easy-going manner, his
creative spirit, his mentoring
and managing abilities and his
absolute attention to clients’
needs. Mike never managed
with a heavy hand, but rather
guided and coaxed the best
from his subordinates.
Mike’s talent can be wit-
nessed through the many
awards thatline the shelves of
Torre Lazur. Because of that
talent, Mike was asked and
has served as Chairman of The
Global Awards for many years.
Under his leadership and
while carrying clout with the
title of Chief Creative Officer
Worldwide for Torre Lazur
McCann, The Global Awards
flourished, especially on the
international scene.

Mike has lectured numerous times to industry creatives and clients alike regarding the importance of honesty in creativity and strategy so that the ultimate audience – the practitioner – will learn, understand, prescribe and use the brand safely.

After 35 years in the industry, Mike has left an indelible mark and alegacyof creative and business success.

“I am thrilled to be inducted
into the Medical Advertising
Hall of Fame,” Mike told Med
Ad News. “For me to be placed
along side the many great men
and women who have helped
make this industry one of the
bestin the world, is an honor
indeed. Thank you MAHF, for
continuing to recognize the
industry and its people, who
might have otherwise been
forgotten.”
The MAHF was founded
during 1996 with a mission to
preserve the history and heri-
tage of the medical advertising
profession and honor those
who founded and built the in-
dustry through their induction
into a Hall of Fame.
Since its founding, the
mission of the organization
has been broadened to include
recognition of past excellent
creative work via its Heritage
Advertising Awards, and cre-
ation of educational resources
through a Young Executive’s
Program that holds multiple
educational seminars through-
outthe year. The organization
seeks support from the indus-
try for its efforts, with a focus
on the Annual Awards Dinner
held in February.

For more information about the MAHF and its events, please contact David Gideon, executive director, at david@ davidgideon.net. medadnews extrafeature