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Digital Sales Aid For Pharma
Creating innovative Digital Sales Aid
I've empowered big pharma clients with innovative digital sales aid tools, helped with digital transformation of marketing cycles and campaigns, and to automate marketing data collection into the cloud.
setup
Role: Founding designer / Creative director
Team: 3 designers, motion designer, 2 developers, project manager
Duration: 1,5 years
My role
My strategic goal was to explore how the technology and design can shape the transition from pre-digital processes with printed promo materials, manual CRM entries every day — and to make the transition happen.
Once the first concepts were proven technically and economically, I've hired and led a team of designers to work on scale. I also worked in deep collaboration with our tech team — project managers and salesforce developers.
Context
Market shift in early 2010
When Apple launched iPads a vast world of interactive portable media formats has opened. Business started exploring opportunities with the new technology.
CT Consulting — the company that hired me — created a B2B mobile application to empower the medical representatives in promoting healthcare products. As backbone the Salesforce CRM was used, and proprietary mobile application was used to access and manage the business data.
One of the interesting pecularities — content was delivered outside of the App Store so there was literally no downtime for our clients, be it updating materials or fixing bugs. Oh, and it worked offline!
process: working with clients
BRD collection
I worked closely with the brand managers in pharma segment to identify their needs. Besides immediate marketing campaign we also adopted brand books into each project. Sounds obvious, but somehow wasn't.
Project pipeline
Most of our clients had only printed or static graphic assets that needed to be adapted to the new media formats and integrated with the cloud. This is an overview of adaptation workflow I've introduced.
Marketing cycles
Pharma marketing works in cycles, usually materials are updated every 6 months. I've planned our pipeline around that having two spikes of workload. More experimental projects and concepts were created between those spikes.
Not pharma alone
Besides healthcare professionals oriented products we were creating tools for in-person sales, for banking products, insurance companies and other large B2B segments.
Process:working with team
Team composition
Each project team consisted from designers and developers on our side and brand manager and medical advisor (lawyer) on the clients side. We were double-proofing every part to keep it compliant to medical regulations.
Mentoring designers
I've spent a lot of time sharing my product knowledge with the team, showcasing existing products. I also introduced peer-to-peer or collective review of design: whole team gathers and looks at current progress, shares feedback and generates ideas. Thus every project was benefiting from collective mind and every team member gets more insights and early traction.
Results & Impact
Fully operational business unit
Designers, developers, dedicated project manager, total 10 team members working on eDetailing projects. I've tracked the established team processes for several years and the guys were performing on the highest scale over 5 years later.
Good for clients, good for health
Solely the big pharma in the CIS region had several thousands of medical representatives, daily visiting doctors and promoting new generation of vital medications. While I don't have access to exact metrics, the global asthma treatment market back then was around 15 billion USD.
Our products were localized and used across different continents to drive success.
Innovation that lasts
At the end of 2025 — 12 years later! — I've learned that some of the medical presentations is still the main sales driver in the segment.
linkedin.com/in/andy-ad
and.derbenev@gmail.com
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Case Study:
Digital Sales Aid For Pharma
Creating innovative Digital Sales Aid
I've empowered big pharma clients with innovative digital sales aid tools, helped with digital transformation of marketing cycles and campaigns, and to automate marketing data collection into the cloud.
setup
Role: Founding designer / Creative director
Team: 3 designers, motion designer, 2 developers, project manager
Duration: 1,5 years
My role
My strategic goal was to explore how the technology and design can shape the transition from pre-digital processes with printed promo materials, manual CRM entries every day — and to make the transition happen.
Once the first concepts were proven technically and economically, I've hired and led a team of designers to work on scale. I also worked in deep collaboration with our tech team — project managers and salesforce developers.
Context
Market shift in early 2010
When Apple launched iPads a vast world of interactive portable media formats has opened. Business started exploring opportunities with the new technology.
CT Consulting — the company that hired me — created a B2B mobile application to empower the medical representatives in promoting healthcare products. As backbone the Salesforce CRM was used, and proprietary mobile application was used to access and manage the business data.
One of the interesting pecularities — content was delivered outside of the App Store so there was literally no downtime for our clients, be it updating materials or fixing bugs. Oh, and it worked offline!
process: working with clients
BRD collection
I worked closely with the brand managers in pharma segment to identify their needs. Besides immediate marketing campaign we also adopted brand books into each project. Sounds obvious, but somehow wasn't.
Project pipeline
Most of our clients had only printed or static graphic assets that needed to be adapted to the new media formats and integrated with the cloud. This is an overview of adaptation workflow I've introduced.
Marketing cycles
Pharma marketing works in cycles, usually materials are updated every 6 months. I've planned our pipeline around that having two spikes of workload. More experimental projects and concepts were created between those spikes.
Not pharma alone
Besides healthcare professionals oriented products we were creating tools for in-person sales, for banking products, insurance companies and other large B2B segments.
Process:working with team
Team composition
Each project team consisted from designers and developers on our side and brand manager and medical advisor (lawyer) on the clients side. We were double-proofing every part to keep it compliant to medical regulations.
Mentoring designers
I've spent a lot of time sharing my product knowledge with the team, showcasing existing products. I also introduced peer-to-peer or collective review of design: whole team gathers and looks at current progress, shares feedback and generates ideas. Thus every project was benefiting from collective mind and every team member gets more insights and early traction.
Results & Impact
Fully operational business unit
Designers, developers, dedicated project manager, total 10 team members working on eDetailing projects. I've tracked the established team processes for several years and the guys were performing on the highest scale over 5 years later.
Good for clients, good for health
Solely the big pharma in the CIS region had several thousands of medical representatives, daily visiting doctors and promoting new generation of vital medications. While I don't have access to exact metrics, the global asthma treatment market back then was around 15 billion USD.
Our products were localized and used across different continents to drive success.
Innovation that lasts
At the end of 2025 — 12 years later! — I've learned that some of the medical presentations is still the main sales driver in the segment.
linkedin.com/in/andy-ad
and.derbenev@gmail.com