Staff Spotlight: Matt Powers

Kx Advisors Spotlight: Dr. Matt Powers

Strictly Scientist to Star Consultant

Matt Powers, Kx Consultant, has always been fascinated by science. From teaching himself AP Biology in high school to spending his college years over a microscope, his intellectual curiosity is insatiable. Matt majored in Biology and minored in Chemistry during his time at the University of North Carolina at Chapel Hill. After attaining his Bachelor of Science, he earned his Ph.D. in Microbiology from the University of Georgia, focused on bacterial cell envelopes and antibiotic resistance 

Matt’s desire to apply his scientific skillset to strategy work led him to Kx Advisors. At Kx, he’s able to leverage his expertise, working with our pharmaceutical clients on projects that call for deep understanding. Building upon on his doctorate work, Matt enjoys marrying his scientific skill with his growing business acumen to provide innovative solutions for clients.  

Mixing Science and Business

One of Matt’s favorite things about Kx is working in an environment of diverse perspectives, whether collaborating with fellow Kx-perts or guiding clients. Along with most transitions in life, moving from academia to the business world comes with its own challenges. While Matt experienced a major shift in work speed when onboarding the team, he says, he’s “thankful to have had the support of seasoned consultants and leadership to help adapt to the fast-paced environment.”  

Outside the office, Matt can be found putting his quick-thinking and strategy skills through a different kind of test— video game streaming. When he takes a step away from behind the computer screen, you can typically expect to find him spending time with his beloved dogs. 

Interested in Healthcare Strategy Consulting? 

Matt encourages those looking to get into healthcare consulting to take challenges in stride and work to understand the industry from a holistic perspective. He emphasizes that there will be a learning curve no matter what background you come from, and one must recognize there’s a lot to learn from others in the room. Have questions about our work or careers at Kx? Get in touch with us at 

Kx Advisors Spotlight: Hays Bynum

Kx Advisors Spotlight: Hays Bynum

Health Policy to Healthcare Business Strategy

Healthcare has always been part of Kx Advisors Consultant Hays Bynum’s life. With a parent in the medical field, healthcare was a frequent conversation topic at the dinner table. When the Affordable Care Act was enacted, Hays felt called to make a positive difference in the healthcare industry through policy. 

After completing her Bachelor’s in Public Policy and a disciplinary degree in Medicine, Health, and Society from Vanderbilt University, Hays worked in corporate strategy for a healthcare and insurance company. This role ignited her interest in the business side of healthcare, leading her to pursue a role with Kx. She quickly felt at home in consulting, and once she solidified foundational skills, she was ready to try new project types, from mapping patient journeys to modeling pricing changes. Citing the varied set of project material as one of the highlights of her career with Kx, Hays says, “I was looking for something more rigorous, fast-paced, and diverse. Luckily, I found that with Kx.” 

Opportunities to Shine With Kx

One of Hays’ favorite elements of being part of the Kx team is working directly with clients and senior leadership. She is able to do the hands-on work she enjoys, such as surveying and data analysis, and presenting her findings. In addition to the technical work that comes with being a consultant, Hays also appreciates having access to mentors and getting to mentor junior staff. She finds it particularly fulfilling to help new hires acclimate to Kx. One way Hays contributes to Kx’s culture is by being part of several committees, as well as leading Kx’s Charitable Giving Committee. Philanthropy has always been close to Hays’ heart and she spends time volunteering with National Children’s Hospital. 

Outside of the office, Hays can be found running on the trails around Washington, DC, or indulging in her favorite snack—Girl Scout cookies. When Hays isn’t supporting young girls in business, she’s brushing up her healthcare knowledge and cooking new recipes. 

Interested in Healthcare Strategy Consulting? 

Hays encourages those looking to get into healthcare consulting to prioritize the questions that need to be solved. Consultants are naturally curious and interested in understanding the nuances of each challenge. However, focusing on answering the specific question the client is asking can make projects more manageable. Have questions about our work or careers at Kx? Get in touch with us at 

Six Considerations to Evolve Your Capital Equipment Pricing Strategy

Six Considerations tEvolve Your Capital Equipment Pricing Strategy  

Capital Equipment Pricing Models  

As the world of capital equipment changes rapidly, manufacturers must find innovative ways to stay competitive. With new technology and enhancements, such as software upgrades and digital and connectivity solutions, as a crucial part of the value proposition of capital equipment, manufacturers can offer alternative pricing solutions to provide greater customer customization. Flexible pricing is especially pertinent for highervalue equipment on the market, such as AI-assisted imaging equipment, roboticallyassisted surgical equipment, and advanced monitoring equipment. With the shift in procedures from hospitals to smaller office-based labs and ambulatory surgical centers, manufacturers can also capture new business opportunities with these alternative models.  

New Pricing Models for Capital Equipment  

The traditional pricing models offered three options: an upfront purchase with each component sold separately, a consumable upcharge model, or a leasing model. A combination of new technology and more customized pricing improves a manufacturer’s value proposition. With new pricing models, manufacturers can boost revenues, increase penetration, and build long-term relationships with clients by offering greater flexibility.  

These new models include:   

  • Risk-based or outcomes-based model: Risk-sharing pricing strategies factor in a cost savings component from any operational efficiencies gained and clinical outcomes achieved in this model 
  • Recurring revenue stream model: Instead of the traditional transfer of ownership model, manufacturers offer a subscription with a recurring fee. The purchaser or user is granted access to a set number of capital equipment devices for the subscription period. This fee may or may not include unlimited usage in the number of consumables 
  • Patient usage pricing model: Based on patient usage, manufacturers can offer a per-patient fee for the equipment over a period of time with this model 
  • Enterpriselevel model: This model bundles the customers capital equipment needs across entire care units and multiple hospitals within the network. The bundle would normally include both equipment and services components. Payment schedules could be yearly or bi-yearly

Six Considerations for Identifying the Right Pricing Model  

With so many pricing models emerging, it can be challenging to identify the right one for your product offerings. As your organization moves towards a new pricing model, like the ones above, there are six key considerations to keep in mind to identify the most effective model for your team: 

  1. Set clear objectives: With an identified goal, your organization can better evaluate the potential models. Objectives can include increasing revenue, expanding the adoption rate, smoothing revenue, maximizing profit, and expanding account use of a suite of products and services. For example, if a manufacturer’s goal is to increase the use of a full suite of products, the recurring revenue stream model may be a better fit for their goal 
  2. Identify the value drivers of your product:  Drivers, such as clinical efficacy, payment model, ROI, and the strength of existing relationships, impact pricing and the manufacturer’s ability to customize the pricing model  
  3. Determine the decision-maker: Sometimes the end-user who makes the purchase decision is different from the purchaser who chooses the pricing model. Broadly, there are three types of capital equipment buyers: economic, clinical, and operational. The economic buyer’s sole focus is to improve their organization’s profit. In contrast, the clinical buyer is more focused on the clinical value of the product offerings, like patient outcomes or improved patient experienceOperational buyers typically focus on other factors such as department workflow, device integration with key clinical systems, or maintenance and uptime. Knowing the levels of influence and priorities for each buyer type will help determines which pricing model to offerIf the buying decision is more committee-basedthe pricing model will need to consider all stakeholder needs  
  4. Consider the impact on clients’ budgets: Pricing structure might impact where a client categorizes a purchase (i.e., capital expenses or operational expenses). Often capital expenses will fall under the hospital’s capital budget while operational expenses fall under the department’s budget, which may sway some clinicians towards a capital expense model  
  5. Understand clients’ financial health: Innovative recurring pricing models might be a better fit for clients working under capital restraints. This consideration is crucial overseas, especially in countries where COVID-19 has ravaged hospitals, which would seek to reduce the upfront cost of purchasing capital equipment  
  6. Establish benchmarking metrics: This consideration is the most important for risk-based or outcomes-based pricing, as identifying the equipment’s impact on patient outcomes or operational efficiencies dictates price. These metrics could include hospital readmission rates or the number of adverse events related to the equipment. When determining these benchmarks manufacturers must ensure they are measurable and that clients have the right infrastructure system in place to measure them 

How Kx Can Help You  

With our expertise in pricing strategy, Kx Advisors can guide your team through developing an optimized capital equipment business model. Our team of healthcare experts will help you evaluate your base, identify your customer segments, effectively appeal to your ideal customer, and position your organization for long-term success.  

Contact Our Team Today

Staff Spotlight: Chris Waybill

Kx Advisors Spotlight: Chris Waybill

A Career in Hands-On Strategy

Chris Waybill, Kx Advisors Principal, loves diving into the weeds of problems to build actionable solutions and lead by example. From building his own fireworks (and subsequently fire-resistant storm drains) as a child to studying mechanical engineering and materials science at Duke University, Chris’ passion for hands-on problem-solving has always been clear. After graduation, he worked as a project engineer at an on-site power plant for a hospital impacted by Hurricane Sandy. His time in the field became a building block in his understanding of business operations and project management. Like many Kx teammates, Chris found himself ready for a career pivot into something more fast-paced and growth-oriented and set out to join a strategy consulting firm. 

Professional Development With Kx

Chris joined Kaiser Associates as an Associate Consultant, working on projects across several practice areas. He quickly uncovered a passion for using his quantitative skillset to unearth deeper, more tangible results for healthcare clients. Combined with a newfound interest in developing strategic frameworks to structure highly ambiguous problems, he was a natural fit to align with Kx Advisors. Now a Principal, Chris works directly with clients and drives business development through the leadership team. Chris says he “truly values the opportunity to be a partner rather than just a vendor for our clients.” The positive impact of Kx’s recommendations for our clients feeds into Chris’ hands-on approach and is one of the driving forces that excites him to come to work every day. 

When Chris isn’t working on healthcare projects from Boston, he can be found recording songs for Spotify, singing backup for famous singers like Hugh Jackman, or enjoying extra time with his favorite healthcare professional: his fiancée.  

Interested in Healthcare Strategy Consulting? 

Chris emphasizes that much of consulting is telling a story, but with compelling and contextualized data. For those looking to launch a career in consulting, he advises they “strive to become natural subject matter experts” by reading vigorously, subscribing to industry publications and newsletters, engaging in dialogue with thought leaders, or even writing their own blogs. Have questions about our work? Get in touch with us at 

Using Your Product Launch Forecast as a Strategic Tool

Using Your Product Launch Forecast as a Strategic Tool 

Forecasting as a Decision-Making Tool

Too often, commercial planning teams approach revenue forecasting as a required financial exercise rather than a strategic planning activity. The highest performing teams, however, develop revenue models to drive decision-making and reinforce strategy. The forecasting process – designing the model, understanding the demand funnel, gathering insights, aligning on assumptions, and analyzing results – can drive decisions and deliver more value than the output itself. Elevating a revenue forecast to a powerful decision-making tool requires careful planning and thoughtful design considerations.

Crafting Your Product Launch Forecast to Inform Strategy

While revenue models are commonly designed to inform resource allocation, investor communications, or inventory planning, the most robust and accurate models are also designed to inform commercial strategy.  With the correct design considerations, your commercial planning team can learn more about the patient segments driving forecast value, identify opportunities in the patient journey to drive product adoption, and pinpoint the investments needed to drive share. Further, the most effective models consider multiple scenarios to plan for key unknowns.

Unfortunately, many project teams jump into forecasting with unclear objectives, insufficient data sources, or too many scenarios, and ultimately fail to develop a useful decision-making tool. Your team can avoid common modeling pitfalls by following best practices in three critical planning steps:

  1. Create the decision-making framework  
  2. Find the applicable data for the model   
  3. Define the scenarios    

Create the Decision-making Framework

The first step of any model should be aligning on the end goals (i.e., defining the decisions model will inform).  An end goal could be, for example, determining the focus and magnitude of commercial investments, evaluating strategic options in the face of a new market force, or determining supply need for a quarterly production plan. After identifying the overarching question(s), your team can determine how to approach the model.  

Your team can use the end goal to decide on the type of model. The type of model, from market share model to launch planning to production demand, determines the model’s specificity. Analyzing the structure before gathering data to ensure the model aligns with the end goal will save your team time and effort.  For example, is an annual model sufficient to calculate net revenue, or does the organization need monthly/weekly sales granularity to inform production planning? Is there a need (and reliable data) to support international country-level forecasts, or would a regional forecast be more accurate and equally actionable? Once you understand the key questions the model is answering, the desired output, and the aligned model type, your team will have the clarity to move to the next step: finding the data.     

Find the Applicable Data for the Model    

First, your team should identify and classify relevant data sources about your product and market, such as epidemiology studies, claims data sets, qualitative interviews, quantitative surveys, historical product sales, and competitor sales, among others, for input. Forecasting teams should take a “best source” approach –evaluating every assumption individually for the highest confidence source. Without pinpointing potential knowledge gaps, models can provide incorrect or incomplete information, impacting the outputs of the model, and ultimately, the launch’s success.  

If the data does not exist in the public domain or within research resources, it can often be collected. Kx specializes in designing and executing market research with key stakeholders (e.g., providers, patients, and payers) to inform quantitative forecasts.   When designing primary market research, it is important to start with the model structure and work backward to design the research to fit the model. Designing for the model’s purpose will lead to a more accurate forecast. Finally, research should be designed to enable a “living, breathing” forecast. Research approaches such as choice-based conjoint surveys can allow forecasters to simulate new market conditions as they arise and update key assumptions without conducting additional market research. 

Define the Scenarios  

After outlining the criteria for the data, the next step is to determine which scenarios need to be analyzed. Often teams will initially attempt to investigate and list all possible options, but if the model becomes too complex, it will lose its effectiveness. Instead, the best practice is to define a base case or most likely scenario. A base case typically uses a consensus estimate or confidence-based weighting along key assumptions to drive forecast outputs. Once your team identifies the most likely scenario, define the parameters you want to test. Identifying priorities and areas of uncertainty will help determine which scenarios to test. For example, breadth of market access or coverage, varying price points, the impact of future clinical study outcomes on adoption, and changes to competitor mix are some of the most frequently explored scenarios.  

How Kx Can Help With Your Product Launch Forecast

Over the last four decades, our team has developed proven modeling and forecasting approaches that produce accurate, insightful outputs and drive strategic decision making. Our team acts as strategic partners to help guide you through the entire process, including developing the product launch forecast, gathering the underlying data and insights, aligning internal stakeholders, and ultimately preparing the model for you to run.  


Contact Our Team Today

Staff Spotlight: Evelyn Tee

Kx Advisors Spotlight: Evelyn Tee

Turning Inspiration Into Action

The healthcare field attracts those eager to help others. Evelyn Tee, Kx Advisors Vice President, is no exception. Inspired by the medical team that cared for her grandmother and the holistic impact of quality healthcare, Evelyn decided to pursue a career in the healthcare industry.  

A natural problem solver with a mind wired for strategic analysis, Evelyn zeroed-in on the business side of healthcare. She earned an MBA in Operations and Marketing from the Wharton School at the University of Pennsylvania after completing her BA in Mathematical Methods in Social Sciences (MMSS), Economics, and International Studies from Northwestern University. 

Exceptional Interpersonal Relations With Kx

Once she was an established healthcare consultant with a large firm, she set her sights on making a shift to a mid-size firm as she enjoyed the close team bonds that come from working with smaller project team sizes. Evelyn is especially passionate about women succeeding in the workplace and launched Women@Kx. Women@Kx is a chance to have an open dialogue and space for female employees to address issues that may be gender-specific or just talk about topics that pertain to women, such as being a working mom. 

Outside of the office, Evelyn can be found training in Krav Maga, a military self-defense training system. As a frequent traveler, Evelyn likes embracing adventures of life at every turn. When she isn’t traveling, taking care of her three children, or training in the martial arts, she enjoys working in our DC office. 

Interested In Healthcare Strategy Consulting? 

Evelyn encourages those looking to get into healthcare consulting to take a people-centric approach to interviewing. Many firms have intelligent people, but she particularly aligns with Kx’s value of bringing your most authentic self to work. Evelyn says, “everyone comes to the table as equals” and it is the people she works with, Kx-ersteammates, and clients, that that makes her most excited to come to work every day. While there will be a learning curve, especially the first year of consulting, picking the right people and mentors to guide you will make all the difference. Have questions about our work? Get in touch with us at 

How Understanding Cognitive Bias Can Drive Patient Volumes

How Understanding Cognitive Bias Can Drive Patient Volumes

Understanding Patient and Healthcare Provider Behavior 

We all strive to make rational choices. But as humans, we are prone to bias and misjudgment. In the medical field, cognitive biases can have a profound impact on both patients and healthcare providers. Kx frequently conducts studies to uncover cognitive biases in referral pathways, including specialist referrals for more advanced therapies or interventions.

By pinpointing these biases, our team helps specialty drug and medical device clients focus their marketing and education efforts and increase market penetration within their eligible patient population. 

Common Dilemmas

Often specialists do not refer patients for treatment quickly enough or at all. These delays in or lack of treatment not only allow the patient’s condition to deteriorate, but also prevent the drug and device companies from fully reaching their addressable patient population. In our recent studies, Kx found that cognitive biases exist at each stage of the referral process.

Cognitive bias map of specialist referral pathway
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The Kx Solution

When guiding healthcare organizations by improving their specialist referral pathway, the Kx team runs an in-depth qualitative analysis speaking with specialists to understand critical attitudes, behaviors, and beliefs across the population of relevant doctors. Key differences within demographic segments (e.g., age, specialty, practice type) and behavioral segments (e.g., willingness to refer, referral choice) help identify drivers of attitudes and potential solutions for changing these behaviors. 

Uncovering Cognitive Bias to Reach the Addressable Patient Population  

Kx developed the following key findings to drive the patients through the specialist referral pathway:

  1. Awareness that symptom recognition is often the most significant barrier in the referral process and education to combat the issue. Early in the referral process, during the diagnosis phase, cognitive biases result in the specialist not probing consistently, missing symptoms by not asking the right questions, or simply not asking enough clarifying questions. Incorrectly identifying patients’ health status based on outward appearance or insufficiently probing symptoms can result in critical underdiagnoses or undertreatment.
  2. A clear path to referral, particularly one with a singular point of contact, can help referring physicians feel more at ease. Successful drug and device companies reduce friction in referral pathways by helping referring physicians establish clear points of contact across hospitals, specialists, and surgical teams. Elucidating a single point of contact cuts down on ambiguity and removes an obstacle for referring providers.
  3. Direct relationships between the referring specialists and the treatment teams (surgery team) build comfort and encourage referrals.
  4. When creating tools for doctors, simplicity and ease of use are key factors. Biases exist among doctors to simplify complex thought processes. Though tools, like decision guides for complex cases, can be extremely beneficial, they must be simple and easy to understand and use to overcome biases and help physicians better identify which patients need further treatment.

How Kx Can Help

Our healthcare experts can guide you by adjusting various aspects of our corporate strategy, including your referral pathway, with insights from market research. Cognitive bias is built into our research methodology, enabling your team to overcome any we find and fulfill more referrals. As data-driven decision-makers, we design research using both traditional factors and behavioral science to pinpoint process improvement and qualitative analysis opportunities. 


Contact Our Team Today

Kx Advisors Spotlight: Brett Larson

Kx Advisors Spotlight: Brett Larson

From Chemistry To Healthcare Consulting

What do chemistry students and strategy consultants have in common? Those interested in either field solve problems by analyzing both the big picture and the small details. Brett Larson, Kx Advisors Principal, is a prime example of the overlap between the disciplines. After pursuing his Bachelor’s in Chemistry at Amherst College, he delved into medical research, helping establish a trauma physiology research lab at the University of Vermont and presenting his findings alongside medical doctors. He launched his career on his deep analytical skillset and interest in strategy. Like many of his Kx colleagues, Brett Larson shifted his interests from the clinical to the business side of the healthcare industry.

Delivering First-Class Strategy with Kx

As a strategy consultant and researcher in the healthcare industry, Brett was ready for a career move that would both utilize his critical-thinking approach and build upon his strong managerial skills. His work at Kx supporting pharma and medical device clients requires him to draw from his inquisitive background. Brett turns market findings into actionable recommendations for clients and drives success as a leader within the firm. Brett says, “Mentoring junior consultants is highly motivating and fulfilling. My goal is always to share my knowledge and approach to problem-solving. I want to make sure my teammates have space to work through their own unique process to solve our client’s business challenges.”

Outside of the office, Brett, an avid skier, can be found hitting the slopes. He also spends time volunteering through a local homeless services organization and serves on their Board of Directors. When he isn’t traveling, he enjoys working in our Boston office or teleworking with his two favorite officemates: his black labs!

Interested In Healthcare Strategy Consulting?

Brett encourages those looking to get into healthcare consulting to weigh as much value on the corporate culture as much as the specific role. Many healthcare consulting companies will have access to data sets and resources, but Brett believes that Kx Advisors’ people are what makes our healthcare consulting firm exceptional, saying, “Having colleagues you can count on through challenges and inspire you to push your intellect will make all the difference.” Have questions about our work? Get in touch with us at


Kx’s Four-Step Customer Segmentation Process

Kx’s Four-Step Customer Segmentation Process

How To Level Up Your Customer Segmentation Strategy: Behavioral Segmentation  

Kxcustomer segmentation delves deeper than any traditional segmentation by looking at underlying behavioral and attitudinal factors that can replace the standard identifiers. Your team can improve your process by expanding on the factors you include in your segmentation beyond demographics and traditional commercial indicators. Below are some of the behavioral segmentation variables your team can include: 

  • Attitudes: These variables influence customers’ perception of products and their receptiveness to trying out a new product 
  • Roles and  level of influence: Customers’ roles can impact drivers of purchase or use, and prioritizations of these drivers, based on different roles/responsibilities and experiences of the user/purchasers   
  • Experience and situational context: Analyzing these factors can showcase different unmet needs based on the type of user and provide context into what healthcare companies can do to drive increased adoption/purchase

Customer Segmentation Graphic

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Developing Customer Segments With Sales Teams In Mind 

While customer segments are a vital marketing tool, focusing on behavioral segmentation allows your sales team to provide a more personalized experience. Throughout this process, marketing teams must ensure that each segment is:  

  • Specificthe segments are mutually exclusive and collectively exhaustive, and each customer can only fit in one segment  
  • Meaningfulapparent differences exist among segments, and these differences are significant drivers of behavior and preferences  
  • Actionable: markers for different segments support easy identification and targeting for therapy development teams  

Creating digestible segments specifically for the sales funnel empowers the sales team to better secure business. 

KxFourStep Approach For Segment Profiles 

Our experts uniquely leverage these variables to identify accounts that give the biggest share of wallet. Kx conducts the segmentation through three steps: 

  1. Determine segmentation goals: Kx works with organizations on clarifying their goals and mapping their segments to match these goals, including identifying the segments that are most likely to drive profit and have the most significant lifetime value  
  2. Identify the markers for distinct segments : Defining key demographics is critical for the success of the segmentation process as it dictates the approach of any go-to-market strategy. Our experts start with traditional indicators and slowly work through the in-depth behavioral indicators, identifying the deep and nuanced permutations within the target base
  3. Develop and quantify segment profiles or archetypes: When Kx works with organizations on customer segmentation, our team builds out the different segment profiles, or archetypes of customers. Our team performs in-depth qualitative research to understand the drivers of high product affinity within each segment, giving your sales team insights they need to message to their targets effectively. After setting the boundaries, quantifying each segment’s size allows your team to gauge which segments are the highest value for your team, and provide the most significangrowth opportunities. To do so, we conduct quant research and K-clustering to identify combinations of variables that statistically show segments 
  4. Implementation: Perhaps the most challenging aspect of the implementation process is where the tie between marketing and sales matters most. The cardinal implementation rule for marketing teams is that all archetypes rolled out must be unique. With that in mind, the fewer archetypes, the better the sales team’s result as they can customize their approach and connect more effectively with their targetsOur team is skilled at designing tailored strategies for implementation and can support your team through the procedure 

How Kx Can Help 

With product planning and launch strategyexpertise, Kx Advisors can guide your team through customer segmentation and targeting. Our team of healthcare experts will help you evaluate your baseidentify your customer segments, effectively appeal to your ideal customer, and position your organization for long-term success.  

Contact Our Team Today

Kx Advisors Spotlight: Jenna Riffell

Kx Advisors Spotlight: Jenna Riffell

The Journey from Patient to Healthcare Thought Leader

Some people find their interest in healthcare and science by reading books or watching documentaries. Dr. Jenna Riffell, Kx Vice President, had a hands-on experience that sparked her passion. At fourteen, doctors discovered that she had a detached retina—a medical condition that is rare in young people and can lead to blindness. She was immediately attracted to the complexities of healthcare and the impact it can have on patients’ lives.

She studied Chemistry and Biochemistry at the University of British Columbia, graduating with combined honors. Jenna continued on to earn a PhD in Biochemistry and Molecular Biology, with a focus on cancer drug development. In Jenna’s postdoctoral fellowship, she partnered with a pharma company at the Institute of Cancer Research and the Royal Marsden Hospital. There, Jenna developed an interest in translating research innovation into patient care.

Transitioning to Healthcare Growth Strategy with Kx

As a natural problem-solver with a knack for strategy, consulting was a strong fit for Jenna. When asked why she joined Kx, Jenna says, “working at a boutique consulting firm allows me to see the impact I make, both for my clients and internally. Contributing to my clients’ successes is what makes me most excited to come to work each day.” Additionally, Kx utilizes her project management skills and scientific background, especially her expertise in experimental data and drug development. Jenna brings her expertise to both client work and thought leadership, including Kx’s annual Hot Indications paper focused on pharma R&D trends. Jenna’s creativity, analytical rigor, and communication skills make her an enormously valued employee and partner for our clients.

As a leader of the transatlantic team, Jenna emphasizes the impact of Kx’s culture, both in London and virtually. She mentions that one of the best things about Kx is that “working with such a close-knit team that challenges me and encourages me to deliver my best.” She currently enjoys seeing more of her international colleagues’ faces on video in 2020 and spending more of her downtime practicing classical piano.

Interested In Healthcare Consulting?

Jenna encourages fellow academics interested in consulting to be prepared for a learning curve. As she transitioned into the field, Kx’s value on individual contributions empowered Jenna to share her innovative ideas. Jenna enjoys the entrepreneurial spirit fostered by Kx and the ability to make a difference in our clients’ healthcare projects. Have questions about our work? Get in touch with us at