Why Talent and Market Access Should Drive Biotech Location Decisions

As biotech companies expand internationally, selecting the right location can have significant implications for long-term success. According to Kirsten Detrick, chief representative, USA, at the Basel Area Life Sciences Supercluster, companies often overlook key factors such as talent availability and market access planning when deciding where to establish operations.

Why should biotech companies consider market access and talent early when choosing a global location?

In a video interview with BioPharm International, Detrick explained that one of the most common challenges for emerging biotech companies is a lack of familiarity with the resources available to help them navigate expansion.

"Some of these companies, they're scientists. They're focusing on building their business, and this is something that's completely new to them," Detrick said. "There can be a little bit of a waste of time as they're trying to figure out what to do because they don't even know organizations like the Basel Area Life Sciences Supercluster exist to help them do this."

Detrick noted that companies sometimes select locations based on personal connections or outdated perceptions rather than evaluating the factors that will have the greatest impact on their future growth. While tax rates and financial incentives may influence location decisions, she emphasized that access to experienced talent is a more critical consideration.

"The number one thing that is most important to every single biotech is finding great talent," Detrick said.

According to Detrick, Basel has a high concentration of experienced life sciences professionals, creating a pool of talent with expertise in commercializing therapies and navigating the complexities of bringing products to market.

Beyond operational decisions, Detrick highlighted the importance of incorporating access and reimbursement strategies into development plans earlier than many companies anticipate. She explained that reimbursement considerations should not be addressed only after regulatory approval approaches, but should be integrated throughout clinical development.

"Companies often wait a little too long to get those access experts on board," Detrick said. "They kind of vaguely know, 'I really should talk to somebody about pricing and reimbursement,' but they're so busy focusing on their phase 3 study."

Detrick also pointed to the complexity of entering European markets, where regulatory approval is centralized but reimbursement decisions vary by individual country. Understanding these differences early can help companies generate clinical and health economic data that demonstrate both regulatory and commercial value.

She added that uncertainty surrounding pricing policies in major markets, including evolving approaches to drug pricing in the United States, should not prevent companies from developing international strategies.

"As the patent clock ticks, and if you're just sitting there not watching in Europe because you don't know what to do or you're worried about the impact on your US price, it's probably not the greatest strategy," Detrick said.

Instead, companies should identify the markets and resources that align with their goals and begin building expertise early. By choosing locations with established biotechnology talent and integrating market access considerations into development programs, emerging companies can be better prepared for global commercialization.

Detrick emphasized that experienced professionals who understand pricing, reimbursement, and commercialization challenges are essential resources for biotech companies navigating international expansion.

About the Speaker

Kirsten Detrick, chief representative, USA, Basel Area Life Sciences Supercluster

Kirsten Detrick has more than 30 years of experience in biopharmaceutical leadership, commercialization, and portfolio strategy, with roles at leading companies including Amgen, Bristol-Myers Squibb, and Takeda. She has supported the launch and growth of major therapies across immunology, oncology, cardiovascular, and rare disease areas, including Enbrel, Entyvio, Plavix, and Prolia. Detrick has also served as CEO and chief commercial officer for early-stage biotech companies and currently is an adjunct professor at the Tuck School of Business at Dartmouth College.