Why the Commercial Playbook Is Changing in Life Sciences

Why the Commercial Playbook Is Changing in Life Sciences

The market has shifted.

Capital is tighter. Sales cycles are longer. Growth expectations are still high — but investors are asking harder questions.

What used to work for commercial teams doesn’t always work now. That’s why the commercial leadership playbook is evolving, especially in Tools, Diagnostics, Devices, Therapeutics, and Infusion.

Here’s what we’re seeing in the field — and what top Chief Commercial Officers and VPs of Sales are doing differently.

1. Execution Is Still Essential — But It’s Not Enough

Commercial leaders are still responsible for hitting budget — but they also need to:

• Improve forecasting accuracy
• Adapt to rapidly changing macroeconomic and market shifts
• Influence product and pipeline strategy
• Lead internal and external communication during unprecedented uncertainty

Being “the sales leader” isn’t enough anymore. The best are full-spectrum commercial executives.

2. Investor Communication Is Part of the Job

Investors are no longer just watching top-line growth — they’re evaluating the leaders behind it.

Strong commercial execs know how to:

• Report metrics to the Board with clarity
• Share strategic tradeoffs
• Build confidence in the GTM model
• Position the business for the next raise or exit

The ability to command a room with the Board or investors is now a core competency.

3. Market Access Is Moving to the Center

In many categories, reimbursement and access strategies now define success — not just selling.

That means commercial leaders must:

• Partner early with Market Access
• Build pricing strategies around value
• Adapt messaging for payers
• Think beyond the initial sale to client, payer and/or patient value

In other words: it’s not just about volume — it’s about value.

4. Coaching and Culture Matter More Than Ever

When the market shifts due to uncertainty, confidence and morale can dip. Layoffs ripple. Reps get discouraged and anxious. A good leader can hold the team together. A great one inspires the team to raise the bar and meet the new challenges.

That’s why elite commercial execs are:

• Building coaching rhythms
• Creating clarity in confusion
• Making smart bets, not just safe ones
• Keeping people motivated and accountable

These are the traits we look for when evaluating leaders who can thrive in uncertainty.

Bottom Line: Commercial Leaders Need a New Playbook

The old approach — sales-first, siloed from an unprecedented market in Life Sciences, reactive with data — won’t cut it anymore.

At Alder Brooks, we help CEOs and Investors recruit commercial leaders who can adapt to uncertainty in todays game — and know how to win in this unprecedented market.

Here’s how most searches go wrong — and how to recruit commercial leaders who actually drive growth.

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