Market Access Consulting: Global Expansion Strategy

In our recent article, ‘Selling a Consultancy’, we explored how Life Sciences Management Consultancies (LSMCs) are increasingly diversifying their service offerings by launching Market Access capabilities. Building on this analysis, our latest research examines the strategic decisions consultancies face when expanding into Market Access, either through mergers and acquisitions (M&A) or via targeted senior hires.

This article outlines current market trends, key expansion models, and the critical questions leadership teams should consider when selecting the most appropriate route to market.

Launching a Market Access Offering

To understand how consultancies are expanding their Market Access capabilities, we reviewed 30 LSMCs that have launched a Market Access offering through either team hires/M&A or individual strategic hires.

Key Findings

• 60% of consultancies launched Market Access via a team hire or M&A
• 40% launched Market Access through individual senior-level hires

Firm profiles of the consultancies analysed:

• 73% were Commercial Strategy-focused consultancies
• 7% were Technology firms developing Market Access-focused digital tools
• 7% were Market Research firms bolting Market Access onto existing offerings
• 7% were Contract Research Organisations (CROs) expanding toward a solutions-led model

These findings reinforce the view that Market Access is no longer a niche capability, but a strategic pillar across multiple segments of the life sciences ecosystem.

Choosing the Right Expansion Model

While both expansion models can be effective, each presents distinct risks, requirements, and strategic implications.

Expanding via Team Hire or M&A

Acquiring an established team or business offers immediate scale, credibility, and often an existing client base. However, this approach requires careful assessment and integration planning.

Key questions to consider:

• Why is the team seeking to move or sell?
• How will cultural integration and talent retention be managed?
• Are there any legal or contractual risks to address?
• How does the Market Access practice complement existing services?
• What is the long-term growth potential of the team?
• How do you assess strategic fit in a limited candidate market?
• Can the team realistically deliver projected revenue and margin growth?

Expanding via Individual Strategic Hires

Hiring a senior Market Access leader can offer greater control, lower upfront cost, and a more organic build. However, success depends heavily on the individual’s credibility and the firm’s ability to support the ramp-up phase.

Key questions to consider:

• Does the individual have a proven, transferable book of business?
• Is there alignment between their network and the firm’s pricing and project scope?
• Can the firm support a ramp-up period with limited initial revenue?
• How quickly can the individual scale a credible Market Access practice?
• Can they attract and retain high-quality talent in a competitive market?

Case Study: Building Market Access Without an Acquisition

Assessing the Situation

KRS supported a Commercial Strategy consultancy seeking to build a small Market Access team (sub-6 FTE) without pursuing an acquisition.

Establishing Clear Objectives

We worked closely with the founding partners to clarify:

• The strategic objectives of launching Market Access
• How the new capability would support existing client relationships
• The desired leadership profile to drive growth

Developing a Targeted Search Strategy

KRS developed a tailored framework of key questions to identify:

• The optimal Market Access leader given the firm’s current portfolio
• Alignment with existing client stakeholders and MSAs
• The most effective route to market with minimal execution risk

Delivering Consistent Results

By providing targeted market insights, KRS enabled the firm to evaluate expansion options against real-world commercial constraints. Recommendations were shaped by the firm’s current client base, typical project scope, and internal delivery model, ensuring a clear and credible market proposition.

The client subsequently engaged KRS on a retained partnership to identify suitable candidates aligned with the agreed strategic criteria.

Key Takeaways

• Market Access expansion is most commonly achieved through team hires or M&A, but individual hires remain a viable route for controlled growth.
• Commercial Strategy consultancies dominate Market Access expansion, reflecting client demand for integrated offerings.
• The optimal expansion strategy depends on client base, growth ambition, risk tolerance, and internal delivery capability.
• Clear objectives and structured decision-making significantly reduce execution risk when entering Market Access.