Novartis, Australia & New Zealand

Jon Zdon

Jon Zdon is a seasoned Medical Affairs leader with 15 years of pharmaceutical industry experience across Australia, New Zealand and broader APAC countries. He currently serves as Head of Medical Governance, Evidence and Patient Access at Novartis ANZ, where he oversees medical governance, local evidence generation and patient access initiatives throughout the treatment lifecycle. Prior to this, Jon held the role of Associate Medical Director for APAC at Takeda, where he focused on RealWorld Evidence (RWE) generation and advancing medical excellence across the region. He is also a published thought leader and co-author of the 2024 Pharmaceutical Medicine article, "How Can General Managers Best Leverage Medical Affairs Now and in the Future", which explores the evolving strategic role of Medical Affairs in modern pharma organizations.

Through this article Zdon highlights how Medical Affairs is evolving into a key strategic player in the pharmaceutical industry. He encourages General Managers to embrace this change by involving MA early in planning and launch processes. Feedback from industry leaders across Australia and New Zealand reinforces MA’s impact in fostering trust, sharing insights and guiding better decisions.

As the pharmaceutical industry faces increasing complexity and scrutiny, the role of Medical Affairs is emerging as a cornerstone of strategic leadership.

This perspective is reinforced by a recent publication in Pharmaceutical Medicine (May 2024), titled "How Can General Managers Best Leverage Medical Affairs Now and in the Future", which draws on insights from a targeted survey of nine General Managers and nine Business Unit Directors across 13 pharmaceutical companies in Australia and New Zealand (AUNZ). The findings offer a timely and compelling roadmap for how leadership can unlock the full potential of Medical Affairs (MA) in both current and future contexts.

In the evolving landscape of pharmaceutical innovation, the role of MA has undergone a profound transformation— from a compliance-focused support function to a strategic pillar within the enterprise. With the increasing complexity of therapeutics, the demand for real-world evidence (RWE) and the growing emphasis on corporate reputation, MA is uniquely positioned to lead—not just support— strategic initiatives that drive patient outcomes and organizational success.

From Support to Strategy

Historically, MA was tasked with reviewing promotional materials and ensuring compliance. Today, it is a multifaceted function that engages with key opinion leaders (KOLs), generates RWE, supports early access programs and shapes policy through scientific partnerships. This evolution is driven by trends such as precision medicine, AI-powered diagnostics and the decentralization of healthcare.

The article emphasizes that GMs must recognize and champion this shift. By fostering cross-functional collaboration, encouraging lateral career moves and investing in enterprise-wide training, GMs can cultivate a Medical Affairs team that is not only scientifically adept but also strategically agile.

The Value Proposition: Internal and External

One of the most insightful contributions of the article is its articulation of MA’s value across the medication lifecycle. From early clinical input and advisory board engagement to post-launch RWE generation and stakeholder education, MA plays a pivotal role in ensuring that therapies are not only approved but also appropriately utilized.

Externally, MA serves as the scientific face of the organization, building trust with HCPs, patients and policymakers. Internally, it bridges the gap between clinical insights and business strategy. Yet, as the authors note, this value is often underappreciated due to the lack of quantifiable KPIs. Unlike sales or regulatory functions, MA’s impact is nuanced and longitudinal, making it harder to measure—but no less critical.

Insights from the Field: AUNZ Survey Findings

The AUNZ survey revealed that activities such as HCP engagement, educational events and strategic discussions were rated as most valuable by GMs and BUDs. Interestingly, while compliance and promotional review were acknowledged as essential, they were not top priorities for GMs—highlighting a shift toward more strategic and externally facing roles for MA. The survey also revealed a desire for MA professionals to enhance their business acumen, strategic thinking and innovation capabilities—signaling a clear mandate for evolution.

Launch Leadership and Corporate Reputation

Perhaps the most compelling argument in the article is the call for MA to co-lead product launches. In complex therapeutic areas like oncology and rare diseases, MA’s early involvement in clinical trials and KOL engagement makes it uniquely suited to shape launch strategies. Yet, in many organizations, commercial functions still dominate this phase.

By integrating MA into launch leadership, companies can ensure that scientific integrity and patient-centricity are embedded from the outset. This not only enhances clinical outcomes but also strengthens corporate reputation—a factor increasingly influencing prescribing behavior, as highlighted by global HCP surveys.

A Call to Action for General Managers

For GMs, the implications are clear. Elevating Medical Affairs is not just a matter of internal alignment—it is a strategic imperative. GMs must:

Champion MA’s strategic role in enterprise planning and decision-making.

Invest in cross-functional training to build business acumen and leadership skills within MA teams.

Encourage shared governance to foster innovation and accountability.

Support the development of measurable KPIs that reflect MA’s impact on patient outcomes and organizational goals.

In doing so, GMs can unlock the full potential of Medical Affairs as a driver of innovation, trust and sustainable growth.