Account Management 
Happy New Year. As we enter 2026, Pharmaceutical leaders are navigating one of the most consequential periods of industry transformation in decades. With IRA‑negotiated prices for the first ten drugs taking effect this month and more than $200 billion in annual sales expected to face patent expirations and biosimilar competition by decade’s end, pharmaceutical pricing pressures are intensifying across the industry. Customer expectations are also evolving, with a growing demand for solutions that lower total cost of care and are supported by real‑world evidence. At the same time, nearly half of life sciences CEOs identify customer engagement as their top transformation priority.
Behind these macro forces are field teams facing tougher conversations, more complex stakeholders, and shrinking margins for error. The organizations that outperform will be those whose customer‑facing teams translate market complexity into disciplined, account‑level execution. Strategic account management is no longer optional—it is the mechanism through which all commercial teams must demonstrate value in an outcomes‑driven marketplace.
Year‑beginning meetings are a critical moment to set the tone. These meetings typically provide strategic context and outline organizational priorities, but the real differentiator is how effectively leaders help their teams convert strategy into focused, high‑quality, actionable account plans. Without disciplined planning, teams risk jumping straight into activity without clarity, alignment, or purpose. Leaders should use kickoff meetings and early one‑on‑one coaching sessions to ensure every team member can build an account plan that drives meaningful results.
Below are four essential tips for field leaders and customer‑facing professionals as they develop their account plans for the year ahead.
Tip 1: Revisit your marketplace analysis
A strong plan begins with a clear understanding of the marketplace. Regardless of therapeutic area, teams must assess how evolving conditions influence healthcare delivery and decision‑making in their marketplace. It is essential to understand what is unique about your geography, especially dominant providers, payers, and policy dynamics.
- Understand how payer and health system approaches are affecting your geography ecosystem.
- Focus your analysis on the most relevant factors; depth of knowledge requires ongoing attention.
- Validate your assumptions through regular conversations with customers and cross‑functional partners.
Why it matters: Clear marketplace insight ensures your plan reflects reality—not outdated assumptions.
Tip 2: Align the plan with business strategies
Effective planning does not happen in isolation. Strong account plans integrate customer priorities with therapeutic area, brand, and organizational goals. The best plans reflect a deep understanding of what matters to your customers and what matters to your company.
- Having a deep understanding of your customers is critical to create aligned objectives.
- Maintain a clear line of sight to brand strategies and broader business objectives.
1EY Life Sciences CEO Outlook Survey, January 2025. https://www.ey.com/en_us/insights/life-sciences/driving-growth-via-commercial-transformation-in-pharma
- Incorporate leadership guidance and translate high‑level strategy into territory‑ and account‑level objectives.
Why it matters: Alignment ensures your efforts reinforce the organization’s strategic direction while delivering value to customers.
Tip 3: Assess performance and focus on the best opportunities
Once the broader ecosystem is understood, identify and prioritize high‑value accounts and specific healthcare providers. This requires a keen understanding of your specific customers’ shifting needs within a changing healthcare landscape. Leaders play a critical role in helping teams think systematically about their territories and customers.
- Evaluate where business is concentrated and where trends are rising, declining, or flat.
- Set objectives informed by your customers’ evolving priorities, considering access, formulary changes, local influencers, and readiness to partner.
- Identify accounts receptive to value‑added solutions such as adherence programs, education, or care‑coordination support.
Why it matters: Prioritization ensures time and resources are invested where they will have the greatest impact.
Tip 4: Be accountable for business success
Comprehensive plans distinguish “good” from “great” customer‑facing professionals—but execution is what drives results. Even the strongest plan requires ongoing review and adaptation as market conditions evolve.
- Be prepared to articulate the rationale behind your plans, focus areas, and actions.
- Regularly review progress using analytics and available reporting tools.
- Coordinate with cross‑functional partners—such as MSLs, nurse educators, and access specialists—to ensure aligned and efficient customer engagement.
Why it matters: Accountability builds credibility, accelerates learning, and strengthens performance over time.
Looking Ahead
Imagine your results one year from now. By keeping these four principles at the center of your planning and execution, you strengthen not only individual performance but also your team’s ability to deliver consistent, measurable outcomes. A culture of disciplined planning does not emerge by chance—it is built through intentional leadership, clear expectations, and ongoing capability development.
If your organization is ready to elevate planning discipline and strengthen field execution, WLH Consulting and Learning Solutions can help you implement proven best practices tailored to your structure, portfolio, and priorities. Contact us to learn more.
