Lorraine will share her experience at Insmed, Inc. which is a small, rare disease biotech that launched its first drug in 2018. Within five years after this launch, Insmed doubled in size and obtained a multitude of data sets to support the analytics needed for current performance and future launches. The organization had very little governance, no official strategy, and data purchases were being made from multiple departments within the commercial organization.   

As Insmed prepares for its second drug launch and multiple others in the near future, Lorraine has taken on the task of building out an official data strategy to support this rapid growth. Lorraine will share her experiences in assessing data strategy needs, revamping existing processes, building out robust data governance, and working across the company to ensure adoption by business partners. Lorraine will cover the following tactics that she used to implement an official Commercial Data Strategy at Insmed:

1. Right people for the right job
   • This can make or break the success of the data strategy implementation.
2. Take the time to benchmark and train with experts
   • Best practices and key learnings help develop robust initiatives and sell ideas to leadership
3. Fit the data strategy and data governance structure to your organization’s culture
   • There is no one-size-fits-all all data strategy
   • Insmed is hyper-focused on culture – success is dependent on the strategy matching the culture
4. Data Governance: institute in small chunks rather than boiling the ocean
   • Initiatives in data governance are best instituted one piece at a time to allow partners to digest and understand the purpose of governance
   • Allowing partners to participate and embrace slowly prevents the “data police” perception
5. Socialize, socialize, socialize
   • Consistent communication with leadership and partners builds trust in the strategy and makes them feel like they are a part of the process
   • The more the company understands what is happening in Data Strategy, the fewer people will go outside the process (people will stand up for you!)
6. A good data inventory goes a long way
   • A physical inventory gives business partners a tangible example of the data strategy focus
7. Be transparent on progress, milestones, and work to be done
   • Data strategy is an evolution
   • Transparency on status earns support and respect
   • Celebrate milestones to keep the team engaged and show the value of the team

Speaker: Lorraine Battaglia

Lorraine Battaglia is a seasoned professional with over 25 years of pharmaceutical/biotech experience at such organizations as Johnson & Johnson, Sanofi, Novo Nordisk, and Insmed. Over this time, Lorraine garnered a breadth of knowledge in multiple commercial functions including managed care contracting, field sales and market access analytics, report and dashboard creation, and commercial performance measurement. Most recently, Lorraine has driven data strategy, data governance, and master data management initiatives that transform the way organizations view and utilize the many data assets that come through their doors. At Insmed, Lorraine is utilizing the lessons learned from prior organizations of multiple cultures, sizes, and structures to develop a data strategy that suits the needs of the organization. Lorraine holds a B.A. from Montclair State University and an M.S. from Indiana State University as well as many professional certifications.