Consulting Redefined
The pharma and biotech Go-To-Market (GTM) planning is tougher than ever. Investors expect sharper opportunity sizing and tighter commercial plans. AI-driven efficiencies and China’s pace of innovation introduce new opportunities — but also fiercer competition. While breakthroughs (such as CHF stem-cell therapies, obesity drugs, rare disease therapies, and ADCs, to name a few) demand highly tailored and innovative commercialisation approaches.
Winning now depends on being faster and smarter with GTM planning (incl. market landscaping, medical engagement, forecast/valuation, and GTM model and strategy) while taking a truly data-driven, global view. However, many consultancies still cannot integrate critical local market insight or offer the agile working models that biopharma companies need to succeed.
This is why I founded Vivara, driven by my passion to bring more treatments to life and my unique capabilities tailored to supporting you with your GTM planning.
Tony Xu, PhD
Vivara Managing Partner
Solutions
First Step to GTM: Defining Guiding Corporate Strategy
NPP/ Portfolio Strategy
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How can we shape our portfolio for sustained growth?
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Which pipeline indications/ assets to prioritise?
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What seperates a minimal viable profile from a transformational profile?
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What are the risks, gaps and synergies across our portfolio?
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What external opportunities or assets could strengthen our position?
Valuation/ BD Support
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What is our forecast and valuation?
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What scenarios (e.g., launch timing, market dynamics, partnership structure) should we model, and what sensitivities does it bring?
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What costs and risks could influence outcomes, and how do they map to our GTM strategy and market nuances?
Second Step to GTM: Understanding Local Market Insights
Market Landscape
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Which market forces most influence our valuation and GTM strategy?
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How do the US, EU, CN, and JP markets differ in barriers and opportunities?
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What commercial risks and opportunities does the local market present (e.g., novel launch pathways, ownership risks, etc.)?
Customer Insights
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How do target customers perceive our offer, what barriers block adoption, and which levers could accelerate uptake?
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Which discrete segments should we target?
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How should our strategy tailor to market and customer segments (e.g., ‘pathfinders’ vs ‘brand builder’ vs ‘value generation’)?
Third Step to GTM: Building a Winning GTM Model
GTM Strategy
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What capabilities and activities are needed to win in each market?
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Which GTM model (e.g., go-alone, co-promote, out-license, etc.) should we prioritise for Europe, the US, China, and Japan?
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What are the trade-offs to consider (e.g., strategic synergy, time to peak/ operational feasibility, capital/ cash flow, legal/ geopolitical risk, scale effort, deal financials)?
GTM Budget
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What organisational structure do we need by market, and when should we invest in key roles?
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How should our org structure flex by GTM model and strategy?
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What level of commercial spend (headcount and external) is needed to realise our commercial aspirations?
Benefits
Vivara's unique benefit rests on three pillars: true partnership mindset, deep market-grounded insight, agile value-driven collaboration
1
True Partnership
Any strategy is only as good as how applicable and implementable it is for you. Therefore, a true partnership mindset means focusing on understanding your problems and thinking in your shoes, so solutions fit your reality. This is Vivara's most important guiding principle and forms the foundation of the 'Deep Insight' and 'Agile Collaboration' pillars.
2
Deep Insight
Any planning—be it a forecast or an organisational blueprint—only succeeds when local market realities are woven into your unique context. That calls for sharp local-market insight plus seasoned GTM know-how.
For more than a decade, I’ve specialised in GTM topics at A.T. Kearney, Syneos, and Trinity (where I also co-founded the Europe and APAC practices) and published multiple thought-leadership pieces on regional GTM. Having lived and worked in Shanghai, London, and now Munich—and supported by a wide network of industry experts, payers, and HCPs—I bring a rare blend of global reach and on-the-ground insight that can power your project’s success.
3
Agile Collaboration
Traditional consultancies often leave pharma and biotech teams stuck with padded budgets, junior “pay-for-training” staff, and rigid minimum fees and engagement teams that can’t flex when priorities shift. Vivara was built to remove those barriers. You pay only for senior expertise, not layers of juniors or 'ghost partners'. Engagements can start small, scale up, or change direction as your needs evolve, and every question gets direct, market-savvy partner attention. If you want a flexible, knowledgeable sparring partner instead of a rigid, expensive firm, Vivara is built for you.
What My Clients Say
“This is really useful. I can already say that based on what you have shown me, we need to rethink what we do with China”
CEO, first launch biotech
30+
Clients I have partnered with (from global top 10 biopharma to 'first launch' biotechs)
3
Continents my clients are based in (US, EU4+UK, Nordics,Switzerland, China, Japan)
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All commercial and medical functions (Comm Ops, Marketing, Market Access, Sales, Med Affairs, Patient)
