Jonathan R. Mitchell, MS, MBA

I turn difficult life-sciences evidence into decisions teams can act on.

I help teams clarify launch, brand, portfolio, and asset decisions when scientific, clinical, market, competitive, and stakeholder evidence point in different directions.

Review selected work Download resume

Manager / Senior Manager focus: commercial strategy, new product planning, business insights, competitive intelligence, forecasting, and portfolio strategy.

Selected Chiesi work & impact

Here is the Chiesi evidence, organized by the decision it supported.

Each row follows the same logic: business question, contribution, and decision value. Scale appears only where it clarifies the work.

Selected Chiesi strategy work organized by context, business question, contribution, and impact.
Context & evidence	Business question	My contribution	Why it mattered
ChiesiCardene stakeholder research115 responses in under 30 days	What hospital-stakeholder evidence should shape brand planning?	Designed the research approach and survey, evaluated vendors, and supported agency execution.	Converted a broad information need into decision-ready stakeholder evidence on a short timeline.
ChiesiCystic-fibrosis customer data20 shipment sites mapped to CF clinics	Were shipment sites and prescriptions being attributed to the right CF clinics?	Reconciled prescription, shipment, clinic, and territory evidence across multiple data sources.	Surfaced segmentation errors and corrected the evidence base behind customer and field decisions.
ChiesiCross-brand commercial planning18+ projects and workstreams in five months across Cardene, BETHKIS & PERTZYE	How should research, analytics, patient, access, lifecycle, and execution evidence connect across brand planning?	Moved from Cardene hospital-products work into an extended BETHKIS and PERTZYE CF assignment spanning brand research, customer and patient insight, reimbursement, lifecycle, and execution questions.	Carried strategic context across workstreams so individual analyses contributed to a more coherent planning picture.
ChiesiCardene product-value evidenceRTU versus admixture, stability, shortages, waste, and handling	Which operational differences mattered enough to influence hospital-pharmacy decisions?	Developed evidence and content across integrated pharmacy, drug shortage, stability, sterility, product handling, and drug-wastage questions.	Connected product attributes to workflow, supply, error, and economic consequences that hospital stakeholders could evaluate.
ChiesiCF performance and competitor analyticsDetail-to-TRx, territory, performance-driver, and generic-entry analyses	What was driving performance, and where was competitive pressure changing the market?	Analyzed territory performance, physician detail-to-TRx patterns, multichannel messaging, NPP volume agreements, and generic tobramycin price erosion.	Made the drivers behind brand performance and competitive risk more explicit for planning decisions.
ChiesiPatient and access evidenceCF patient journey, patient guide, and Medicare coverage visuals	Where did the care pathway and coverage environment create friction or support needs?	Integrated patient-pathway research, scientific literature, and coverage evidence into journey and access materials for BETHKIS and PERTZYE.	Connected brand planning to the lived care pathway and practical access barriers.
ChiesiCardene lifecycle planning2X, 3X, 3.5X, 4X, and prefilled-syringe concepts	Which formulation and delivery concepts merited further market and technical validation?	Assessed concentration, bag-size, drug-wastage, implementation, regulatory, and intellectual-property considerations across potential line extensions.	Turned a broad lifecycle question into specific concepts and the evidence each would require next.
ChiesiBusiness development and reimbursement4 opportunities plus coding, reimbursement, center, and market research	Which opportunities merited deeper diligence, and what adoption constraints mattered?	Integrated technical merit, commercial fit, reimbursement, site-of-care, treatment-center, and market-outlook evidence.	Made unlike opportunities comparable on a consistent advance / pass decision frame.
ChiesiDigital, customer-insight, and execution workWebsite audit, web analytics, business profile, sales interviews, and patient support	What customer and digital signals could improve execution across brands?	Reviewed BETHKIS and PERTZYE web analytics, audited the corporate website, corrected the Chiesi USA business profile, synthesized sales best practices, and developed an early patient-support concept.	Converted dispersed digital and field signals into concrete execution improvements and follow-up actions.

Chiesi · Commercial strategy in practice

Five months, 18+ workstreams, and a view across the commercial system.

The assignment began with Cardene hospital-products work and expanded into BETHKIS and PERTZYE cystic-fibrosis brand planning. The important point is not the project count by itself; it is the breadth of decisions the work touched and the context carried from one question to the next.

Download the two-page Chiesi portfolio

STARTED WITHCardene hospital-products strategy work

EXPANDED INTOBETHKIS & PERTZYE CF brand planning

CONNECTED ACROSSResearch, analytics, patient, access, lifecycle & BD

Detailed scope of Jonathan Mitchell’s Chiesi work.
Workstream	Representative work	Decision relevance
Stakeholder & market research	Designed the Cardene hospital-stakeholder research approach and survey, evaluated vendors, and supported a 115-response field effort in under 30 days.	Produced decision-ready customer evidence for brand planning on a short clock.
Cardene evidence & education	Developed integrated-pharmacy, drug-shortage, stability, sterility, handling, drug-wastage, CLUE reprint, case-study, myths/truths, physician-education, and sales-resource work.	Translated product and operating evidence into materials that could support compliant customer education and brand decisions.
CF data mapping & segmentation	Reconciled prescription, shipment, clinic, and territory evidence and mapped 20 shipment sites to CF clinics.	Exposed segmentation errors before they could distort customer, territory, or performance conclusions.
CF brand & performance analytics	Supported separate BETHKIS and PERTZYE SWOTs plus detail-to-TRx, territory, performance-driver, multichannel-messaging, NPP volume-agreement, and generic-entry analyses.	Connected brand strategy to the specific customer, execution, and competitive signals shaping performance.
Patient, market & access insight	Built CF patient-journey, patient-guide, Medicare-coverage, qualitative-research, scientific-literature, and early patient-support work.	Connected brand questions to the lived care pathway, access barriers, and unmet support needs.
Lifecycle & new-product planning	Assessed Cardene 2X, 3X, 3.5X, and 4X formulation scenarios plus a ready-to-use prefilled-syringe and IV-bolus concept.	Defined specific lifecycle options and the market, technical, regulatory, and economic questions each required.
Business development & reimbursement	Assessed four opportunities and completed OB/GYN staffing, office-injection reimbursement, UCD center, disease-outlook, CPT/HCPCS, and site-of-care research.	Combined opportunity attractiveness with the access and adoption realities that could change an advance / pass decision.
Digital & web execution	Audited the corporate website, reviewed BETHKIS and PERTZYE Google Analytics, and corrected the Chiesi USA Google business profile after the company-name change.	Turned digital findings into concrete visibility, measurement, and execution improvements.
Field & customer synthesis	Reviewed qualitative research and interviewed sales leadership and top hospital performers to identify best practices; developed resource-guide and dashboard concepts.	Converted field knowledge into reusable insights rather than leaving it distributed across individuals.

Public-safe summary based on contemporaneous project records; confidential details and internal data are intentionally omitted.

Diviner · Forecasting under uncertainty

The job was not to sound certain. It was to be calibrated.

Historical phase averages are useful starting points, but they do not capture the mechanism, population, endpoint, design, safety, competitive, and execution risks of an individual trial.

MY ROLE

Produced trial-specific probability-of-success estimates and written rationales across 37+ indications as part of anonymized external-expert panels.

THE ANALYTICAL WORK

Integrated mechanism, translational, clinical, endpoint, safety, competitive, and operational evidence; identified the uncertainties most likely to change the estimate; and revised forecasts when new evidence warranted it.

WHY IT MATTERSA useful forecast makes the reasoning, confidence, and conditions for changing the answer visible.

HOW THE PANEL PROCESS WORKED

Independent forecast

Estimate trial-specific probability of success before group influence.

Written rationale

Make evidence, assumptions, and uncertainty drivers explicit.

Structured exchange

Review evidence surfaced by other anonymized experts.

Reforecast

Update the estimate when warranted without surrendering independent judgment.

What the published pilot shows

Evidence that the panel method produced calibrated, decision-useful forecasts.

Published Diviner forecasting pilot results.
Published pilot	65 clinical trials
Resolved at analysis	47 trials
Aggregate accuracy	0.20 Brier score
Calibration	Quartiles within 1–9 percentage points of observed success rates
Relative performance	Panel forecasts outperformed about 75% of individual forecasters

Method and pilot results described in David FS, Benson RE, Gordon M, Mytelka DS. “Forecasting clinical trial success using anonymized external expert panels.” Drug Discovery Today, 2025.

Innovation commercialization

Can this invention become an opportunity someone will act on?

A science-to-market practice connecting technical merit, unmet need, IP context, development risk, regulatory and reimbursement pathways, prospective partners, and the next value-creating action.

Explore the commercialization portfolio

01 · Is the opportunity commercially meaningful?02 · What must be de-risked next?03 · Who is the natural commercial partner?04 · What path creates value next?FEATURED CASE · PAWMETRIC REGIONAL I-CORPS20 interviews. Five pathways. One evidence-gated strategy.

What ties the work together

The assignment changes. The analytical move stays consistent.

The value is not finding an interesting fact. It is recognizing which fact changes the conclusion.

Examples of analytical reasoning and decision value.
Decision	Analytical move	So what
Clinical risk	Separate biological plausibility from execution risk across the endpoint, population, design, safety, device, and operating context.	Forecast the actual trial, not the molecule in the abstract.
Portfolio choice	Make the advance / pass logic inspectable across technical merit, patent position, reimbursement, commercial fit, and scenario economics.	Show leaders what drives the recommendation and what could reverse it.
Commercial insight	Reconcile shipment, prescription, clinic, territory, and stakeholder evidence before interpreting performance.	Correct the decision foundation before optimizing execution.

Approach

One repeatable path from ambiguity to action.

Frame

Define the decision, stakeholder, and consequence of being wrong.

OUTPUT · Decision frame

Integrate

Combine scientific, clinical, market, competitive, and customer evidence.

OUTPUT · Evidence map

Pressure-test

Isolate uncertainty, competing explanations, and scenario sensitivity.

OUTPUT · Uncertainty map

Recommend

Deliver a point of view, evidence gaps, and practical next actions.

OUTPUT · Decision memo

About

Scientific fluency, commercial discipline, and a bias toward a clear recommendation.

My background combines an MS in Biotechnology with a newly completed DePaul MBA and a graduate certificate in Technology Entrepreneurship & Commercialization from NC State. I have worked across specialty pharma, biotech, medtech, digital health, and animal health.

MBA: DePaul University, Kellstadt Graduate School of Business · 2026
Graduate Certificate: Technology Entrepreneurship & Commercialization, NC State · 2026
MS: Biotechnology, Rush University · 2011

Contact

Looking for the next high-uncertainty decision worth clarifying.

I am primarily pursuing full-time Manager / Senior Manager roles and am also open to well-scoped paid consulting engagements.

jonathan_mitchell@outlook.com LinkedIn Resume