March 17, 2025 – 8 min read
The pharmaceutical industry has transformed dramatically over the last three decades, and one thing remains clear—effective healthcare professional (HCP) engagement is critical to driving sales performance. Building trust, fostering transparency, and consistently delivering value are essential to establishing strong, lasting relationships with HCPs. As technology advances and expectations shift, pharmaceutical companies must evolve their approach to ensure meaningful connections that go beyond product discussions. To explore this topic, pharma veteran Brian Washburn, VP of Sales at Sanofi, shared insights on how companies can adapt and excel in a rapidly changing landscape. Below are key takeaways from the conversation.
Reflecting on his 30+ years in the industry, Washburn highlighted the dramatic transformation in how customer-facing teams connect with HCPs. When he started in 1992, sales reps were “carrying around phone books in the back of their car to actually find the physicians.” Today, he noted, reps are leveraging “ICD-9, ICD-10 codes, and other things you would find in EHR to find the physicians that are treating the diseases.”
Washburn emphasized that technology continues to reshape the industry. “There’s been a tectonic shift with AI, which will continue to evolve and accelerate the way we find patients and engage with customers,” he added.
The transition from simple tools like phone books to advanced AI-driven analytics highlights just how much the industry has evolved. With today’s technology, sales teams can pinpoint high-value targets with remarkable accuracy, ensuring resources are directed where they’re needed most.
Washburn also noted that while AI has been a game-changer, the importance of balancing technology with human interaction and oversight is vital. AI provides powerful insights and at lightning speed, however, it’s the human element that ensures these insights translate into meaningful action.
With younger, tech-savvy physicians dominating the field, the landscape of HCP engagement has shifted significantly. These digital natives, who now make up ~70% of practicing physicians1, expect pharmaceutical companies to be on the forefront of technology. They want data-driven insights, seamless communication, and tools that save time while adding value. As Washburn observed, “Physicians just out of school expect us to use technology, and if you’re not on the cutting-edge of it now, they think you’re a little archaic.” This expectation goes beyond convenience—it’s about credibility. For Gen Z, this lack of technological sophistication can signal a lack of relevance.
“Physicians just out of school expect us to use technology, and if you’re not on the cutting-edge of it now, they think you’re a little archaic.” Brian Washburn, VP of sales, sanofi
“Physicians just out of school expect us to use technology, and if you’re not on the cutting-edge of it now, they think you’re a little archaic.”
Communication preferences have also changed significantly, redefining how and when HCPs want to engage. Virtual meetings have proven their staying power, becoming an integral part of the hybrid engagement model. Many HCPs now prefer a mix of in-person visits and digital touchpoints like video calls, emails, or text messages. This flexibility not only accommodates their busy schedules but also allows sales reps to build connections in more personalized and efficient ways. As an industry, embracing this approach is the new standard for fostering meaningful and lasting relationships with HCPs.
To thrive in today’s environment, the most effective HCP engagement strategies are built on creating an omnichannel ecosystem. This approach is about creating a seamless and integrated experience that meets HCPs where they are. Washburn refers to this strategy as creating “surround sound,” ensuring that whether it’s through digital outreach, in-person visits, or tailored content, HCPs experience consistency and relevance.
Omnichannel is not about overwhelming HCPs with information. It’s about creating value in every interaction.
It’s not about overwhelming HCPs with information. It’s about creating value in every interaction. This requires sales reps to deeply understand the needs of their audience and tailor their messages accordingly. A study by Accenture found that 87% of HCPs prefer digital communication as a supplement to face-to-face interactions1, underscoring the need for an adaptable and well-coordinated engagement strategy. Companies that invest in building such systems not only meet HCP expectations but also position themselves as trusted partners in patient care.
Experimentation is also critical, Washburn noted. Companies have to be willing to “try things differently, fail fast, succeed early,” and refine their approach by “selecting and deselecting things that might have worked or didn’t. That doesn’t mean going back to the old school ways of what you were doing,” he added. In essence, it’s about learning and iterating to find what resonates.
Looking ahead, the future of HCP engagement will likely involve blending previously diverse client-facing roles into a single, cohesive function. Washburn envisions these roles as pivotal in addressing the complexities of modern healthcare, stating “I think the trifecta in a position is somebody that has the skillset of a commercial person, the background of a medical sales liaison, and somebody that can talk about health economics and how a disease state or therapy could make a difference for a system.”
These new hybrid roles would offer a holistic approach to engagement, address the diverse needs of HCPs in a single conversation, and minimize the number of people engaging with a customer. As healthcare systems become more complex and outcomes-focused, this type of expertise will be essential for creating meaningful dialogues that go beyond the transactional. Companies willing to invest in developing these roles will be better equipped to build credibility and deepen relationships with their HCP partners.
Another emerging trend Washburn noted is the growing potential of health economic data. This data—ranging from cost-effectiveness analyses to population health trends—remains underutilized by many pharmaceutical companies. “There’s so much untapped potential here,” Washburn said. “If we can harness this data effectively, we can help HCPs and health systems make better decisions, ultimately improving patient outcomes.”
For sales teams, this means going beyond selling a product to becoming a source of actionable insights. By presenting health economic data in ways that are clear, relevant, and aligned with the HCP’s goals, companies can demonstrate their commitment to supporting both physicians and their patients. Studies show that 87% of HCPs are more likely to engage with pharmaceutical representatives who provide evidence-based insights that directly impact clinical decisions. 2 This underscores the opportunity for companies to stand out by equipping their teams with the right data and tools to deliver value in every interaction.
In a highly competitive market, a seamless and well-coordinated customer experience can be a key differentiator. Washburn pointed out that HCPs can immediately sense when a company’s teams are disjointed or poorly aligned. For example, if an HCP meets with a medical colleague in the morning and then speaks with a sales rep later in the day—only to find that the rep has no awareness of the prior conversation or meeting, this can erode trust and credibility. “They literally can sniff out whether or not the team is tied together or not,” says Washburn. To prevent these types of disconnects and create a truly seamless experience for HCPs, companies must prioritize both communication and technology. Doing so will enable teams to share insights in real-time and ensure that every touchpoint with an HCP builds on the last. When used effectively, technology doesn’t just streamline interactions—it enhances them by providing HCPs with easy access to clinical data, patient support tools, and educational content, as well as provide team members with crucial HCP information that makes every interaction more intuitive and impactful.
While technology and innovation are essential, the human element remains at the heart of HCP engagement. Trust is the cornerstone of these relationships, and it’s built through consistent, meaningful interactions that demonstrate value and alignment. HCPs need to trust that your team is aligned, that you’re bringing value to the table, and that you’re invested in their success.
To achieve this, companies must invest not only in tools and technology but also in the people who represent them. Sales teams need the development, resources, and support to navigate complex conversations and deliver insights that matter. And perhaps most importantly, they need the confidence to experiment, fail, and then succeed. Every failure is an opportunity to learn and improve, and as long as you’re refining your approach, you’ll stay ahead of the curve.
The evolution of HCP engagement reflects broader changes in healthcare, where technology, data, and collaboration intersect to create new opportunities. The future will belong to companies that balance innovation with a human touch, building trust and delivering value in every interaction. For pharmaceutical sales teams, this means embracing omnichannel strategies, leveraging data effectively, and fostering cross-functional alignment.
Ultimately, the goal is to not only meet HCP expectations but to exceed them—creating partnerships that improve outcomes for physicians, patients, and the healthcare system as a whole.
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