Clinical data gets captured in one place, analysed in another, and sold against in a third. Most people spend a career in one of those seats. Sextant & Rule was built by someone who has worked in all three — and kept meeting the same unanswered question in each.
Selling into clinical development means operating on incomplete information. You know the market is enormous. You know your win rate is strong when you engage early and poor when you arrive after scope is set. What you cannot see is which programmes are between studies right now — the window where the next protocol is being written and nothing has been decided.
Every tool available answers a nearby question instead. They describe the market comprehensively and hand the judgement back to you. Pull a list, apply filters someone else designed, start calling. Most of what returns is finished, already scoped, or was never a fit — and nothing in the product distinguishes them.
After enough years of that, the problem stops looking like a data problem. It is a definition problem. What makes a programme real for your business is specific to your business, and it is almost never a field in someone else's database.
The method did not come from a product roadmap. It came from twenty-five years of approaching the same problem from a different side each time.
Chemical, biological, radiological and nuclear countermeasures. One habit carried straight into commercial work: an order states what is known, what is assumed and what is unknown, separately, and never lets the three blur. That separation is how every reading here is written.
Software sales under a founder who had been an early Salesforce developer — where data stopped being reporting and started being the thing that decides where a sales team spends its week. Then into clinical at an EDC vendor, seeing trial data at the point of capture: what exists, what is standardised, and what never leaves the sponsor.
Built and ran the commercial and sales intelligence function for one of the largest CROs in the world — the analysis that told a global organisation where to point itself. Then the acquisition of a commercial pharmaceutical data business added the other half of the picture: prescription and claims data, covering what happens to a drug after approval. Development and commercial data are two ends of one roadmap, and very few people have worked with both. Five years leading regional account development followed — applying it rather than analysing it.
Discovery through Phase I with emerging biotechs, then clinical logistics across Latin America and Europe. Still carrying a number, still needing the answer. Sextant was built because nothing on the market provided it.
Fifteen years across EDC, clinical trial data and commercial pharmaceutical data. What is reported, what is standardised, what is reliable, and what looks authoritative but is not.
Running a global CRO's commercial intelligence function means producing something a sales leader will act on Monday morning. That is a different craft from producing a report.
Business development in logistics, laboratory services and early development — today, not a decade ago. Every output here is designed by someone who has to use it.
No two providers see the same study the same way. The market definition is built with the people who sell, tested against deals they won and lost, and owned by them afterwards.
Each position points at the study record it was read from. Open it, check it, challenge it. The whole method is designed to be inspected rather than trusted.
A brief for the person setting direction, a card for the rep making the call, and rows in the CRM where the work actually happens.
Your market definition is built directly with the people who sell it — never handed to an account team, never templated from someone else's engagement. That limits how many run at once, and it is the reason the output is worth reading.
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