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When a patient engagement gap crosses functional lines, who owns it?
I've started asking pharma leaders this question — Medical Affairs, Commercial, Patient Services, Brand. Different roles. Different companies. Different therapeutic areas.
The answer is almost always the same.
"It depends."
Then a pause. Then a list of who might own it. Then qualifications about who actually does. Then a quiet acknowledgment that it's nobody's clear responsibility.
The Gaps That Live Between Functions
Patient engagement infrastructure isn't owned by one team.
It's a hub contract owned by Commercial.
It's a specialty pharmacy relationship managed by another team.
It's a foundation partnership coordinated by Patient Services.
It's a real-world evidence strategy guided by Medical Affairs.
It's an outcomes measurement system shared between Analytics, Commercial, and Medical.
Each piece has a clear owner.
The space between the pieces does not.
What Happens in the Space Between
A patient enrolls through the hub (Commercial owns this).
The hub flags the patient as enrolled (95% completion rate — looks great).
The patient is supposed to receive their first fill within 14 days.
Foundation approval takes 21 days because of paperwork delays (Patient Services manages this).
The patient never starts therapy.
The hub closes the case as "enrolled."
The pharmacy closes the case as "no prescription received."
The foundation closes the case as "approved."
Medical Affairs sees declining persistence in the outcomes data — but doesn't have visibility into the 14-day handoff failure that caused it.
Written by
Liza Prettypaul-Lodhia
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Who owned the patient during those 21 days?
That's where "it depends" lives.
The Cost of "It Depends"
The cost isn't just the patient lost. It's the pattern that repeats — quietly, invisibly — across hundreds of patients per year.
For the Commercial team: Declining persistence metrics. Board questions you can't answer with vendor performance data alone.
For Patient Services: Frustration that the vendors look fine on paper while the outcomes don't match.
For Medical Affairs: Outcomes data that tells the story but no operational visibility into why.
For Brand: Real-world evidence that undermines the value story you built for payers.
Everyone sees a piece of the problem.
Nobody owns the whole.
What Ownership Actually Requires
The companies starting to solve this aren't choosing a single owner.
They're building shared visibility across functions.
Three things matter:
1. Cross-functional patient journey visibility. A single timeline showing what happens to a patient across hub, pharmacy, foundation, and field — accessible to Medical, Commercial, and Patient Services together.
2. Shared accountability for handoff failures. Not "the hub's responsibility ends here." Instead: "These three teams jointly own the space between enrollment and first fill."
3. Cross-functional review cadence. Monthly or quarterly conversations where Medical Affairs, Commercial, and Patient Services look at the same patient outcome data and discuss what's working — and what's slipping through the cracks.
This isn't reorganization. It's coordination.
The Question Worth Asking
If your team identified a patient engagement gap tomorrow that involved Medical Affairs, Commercial, and Patient Services — who would convene the conversation?
If your answer requires a long explanation, the gap probably exists in your infrastructure too.
The first step isn't fixing it.
The first step is making it visible.
This is what the 90/10 Framework is about — building patient engagement infrastructure that makes the invisible visible. If you want to talk through what this looks like at your company, reach out.
Linked Patient Learning