Drawing on decades of experience, the CEO sets investor expectations by noting that launches in the cardiology space can take longer to gain momentum compared to other therapeutic areas. However, this slower initial uptake is often followed by a more sustained, long-term growth trajectory.
Instead of competing on price, MYQORZO differentiates from its predecessor (BMS's Kamsiyos) with a "lighter" FDA-mandated safety program (REMS). This addresses key physician pain points like dosing flexibility and eliminating monthly pharmacy checks, aiming to boost adoption by improving the user experience.
For an upcoming trial in a new indication, the company is optimistic because its trial design specifically addresses perceived flaws from a competitor's (BMS) similar but unsuccessful study. This demonstrates a sharp R&D strategy that learns from public market failures to de-risk its own pipeline.
The company's commercial strategy avoids a blanket approach by segmenting its target audience. It will first focus on 700 cardiologists responsible for 80% of prescriptions, then expand to a secondary tier of 2,000 occasional prescribers, and finally a third tier of 8,000 non-prescribers to ensure both depth and breadth of market penetration.
The CEO argues that a second entrant in a new drug class can expand the total market, citing historical examples. The goal isn't just to take share from the incumbent (BMS) but to increase diagnosis rates and physician adoption for the entire category, creating a "one plus one equals three" scenario.