Built omnichannel HCP engagement capabilities at Novo Nordisk France, from a webinar audit to leading a multi-consultant delivery team

The symptom that triggered the first mission says it all: the CRM showed 3 webinars and 79 participants for 2023. The audit found 27 webinars and more than 3,000 participants. Some business units ran their events on Teams with no tracking at all, reporting existed but nobody used it, and the field teams had little trust in CRM data.

Behind the symptom, a bigger question: how does a pharma affiliate turn a validated omnichannel ambition into an industrialized, measured engagement machine across four business units, without hiring an army?

• Audit and benchmark: 17 internal interviews, CRM extractions, first-hand experience of the client's webinars as a participant, and a benchmark of four reference experiences (Salesforce, SAP Concur, Gartner, Lilly). Ten findings, and the real 2023 activity finally quantified.
• Target vision and process: two distinct event formats defined (TV-like webinars and interactive virtual meetings), an end-to-end activation process from 8 weeks before to 2 weeks after each event, a standard brief for external partners, and a governance rhythm with a webinar committee and monthly performance reporting.
• Handover and run: a written handover pack, a job description for the internal webinar role, and a freelancer trained in five days to operate the run.
• Interim Customer Experience: sparring partner of the four project managers of the Customer Engagement team during their manager's maternity leave, with monthly performance reviews and an organizational assessment delivered to the client.
• From solo consultant to delivery team: after winning the client's Customer Engagement tender, New Commerce moved to mission leadership: five specialized freelancers coordinated on email, web, webinars, design and SEO, delivery industrialized with documented processes, and support in recruiting the two internal roles that would take over.

• The webinar channel went from a CRM blind spot to an industrialized, measured operation: in a single month, 52,344 invitation emails went out under the new process.
• The gap between CRM data and reality was closed, and the run was handed over to a trained operator with written documentation.
• The tender win turned a solo engagement into a New Commerce team of five embedded in the client's organization.
• Two key roles were internalized, with New Commerce supporting both recruitments as part of a clean exit.

Key takeaway. Every contract was sold on the proof delivered by the previous one: the audit earned the vision work, the vision earned the run, the run earned the interim, and the interim earned the tender.

The honest caveat: field adoption remains uneven, and some obstacles sit outside any consultant's reach, starting with hospital firewalls that block confirmation emails.