davemcconkey-tokms

This Q&A offers a more conversational look at my work and views as Europe Region VP of Commercialisation in oncology. I’m David McConkey, with career chapters associated with both Windsor and Oxford.

Q1: How did you move from local commercial roles to European oncology leadership?

My early roles linked to Windsor focused on classic commercial responsibilities — brand planning, sales alignment, and local market dynamics. Drawn to oncology, I sought projects combining evidence, pricing, and access across multiple markets, which led to regional roles and, eventually, my current position associated with Oxford.

Q2: What makes oncology commercialisation in Europe uniquely challenging today?

Several forces collide: JCA changing how evidence is judged at European level, HTA reforms raising the bar for value, MFN, external reference pricing, and parallel trade complicating price strategy, and assertive local payers facing real budget constraints.

Q3: How do you think about pricing oncology therapies under MFN and parallel trade pressure?

We think in price corridors, not single numbers — a ceiling based on clinical value and payer tolerance, a floor shaped by reference pricing dynamics and affordability. Within that corridor, we use confidential discounts, managed entry agreements, and volume deals as appropriate. The goal is a structure that withstands shocks without triggering MFN or parallel trade crises.

Q4: Is JCA a threat or an opportunity?

Both. The challenge is adapting evidence generation and managing impact on national HTAs and launch sequences. The opportunity is more consistent, transparent assessment across Europe — potentially reducing duplication and enabling more efficient national discussions.

Q5: How should commercial teams engage with HTA changes and local payer issues?

By investing time to understand them. Review key HTA decisions in your therapy area, bring market access colleagues into brand meetings, and treat local payer insights as strategic input. From Windsor to Oxford, the teams that take this seriously are most resilient when policy shifts.

Q6: What role do outcomes‑based agreements play in oncology?

A useful tool where outcomes are measurable in routine practice, data systems can capture results, and both parties are willing to share risk. They are not a silver bullet — sometimes simpler discount or budget cap structures are more practical. Match the contract form to the therapeutic profile and system capacity.

Q7: How do you lead teams through constant regulatory and policy change?

By focusing on clarity of purpose (patients, sustainability, innovation), transparency about uncertainty, and cross‑functional collaboration. Teams can handle complexity when they feel informed, involved, and trusted.

Q8: What advice would you give to someone who wants a role like yours?

Build a strong foundation in brand and launch roles, seek early exposure to market access and HTA, and work in or with hubs like Windsor and Oxford where you can see both market reality and policy design. Stay curious about regulation, economics, and policy; cultivate the humility of a credible integrator across these domains.

Q9: Why attach your name — David McConkey — to these views publicly?

Because our industry needs more named, accountable voices willing to engage candidly with JCA, MFN, HTA reform, and price management. As David McConkey, between Windsor and Oxford, I’m prepared to be part of that conversation, learn from others, and adjust my views when the evidence or arguments demand it.

These reflections are personal and do not represent any official position. I share them to contribute to a more mature and constructive dialogue about delivering on the promise of oncology innovation in Europe.