Executive Decision Support
Long-range plans, portfolio scenarios and the KPIs leadership runs the business on. We align stakeholders on one number and build decision frameworks that hold up in leadership and board review.
Life Sciences
Long-range plans set budgets, investment and supply commitments years ahead. We build brand and portfolio LRPs on the same assumptions as the near-term forecast, with the uncertainty made explicit for leadership and the board.
What we factor in
- Pipeline and launch timing
- Loss of exclusivity dates
- Peak sales
- Probability of success
- Payer environment
Long-range plan
5–10 year brand and portfolio LRP
We build brand and portfolio plans five to ten years out from patients, share, price and gross-to-net, linked to the operational forecast so the first two years match the S&OP number.
What it gives you: Give finance and leadership a long-range plan built on traceable assumptions.
Loss of exclusivity
Generic and biosimilar erosion curves
Erosion curves calibrated to comparable molecules model how fast volume and price fall after generic or biosimilar entry, by channel and formulation, including authorized generics and the timing of each entrant.
What it gives you: Plan the revenue cliff, supply wind-down and lifecycle response before LOE arrives.
Portfolio valuation
rNPV and probability of technical and regulatory success
We value pipeline and in-market assets on risk-adjusted NPV, applying the probability of technical and regulatory success at each phase, so assets with very different risk can be compared on one basis.
What it gives you: Rank investment and resource choices across the portfolio on a consistent basis.
Plan risk ranges
Monte Carlo P10, P50 and P90
We put distributions on the assumptions that matter most, such as launch timing, peak share, LOE date and pricing, and simulate the plan thousands of times to show the realistic range.
What it gives you: Present the board a plan with its upside, downside and key risks named.
One number across functions
Integrated S&OP and IBP executive review
We align brand, finance, supply and commercial operations on one demand number and one set of assumptions, and design the executive S&OP or integrated business planning review that signs it off.
What it gives you: End the debate over whose forecast is right and spend the meeting on decisions.
Business development support
In-licensing asset forecasts
For in-licensing and acquisition opportunities, we build independent forecasts of the asset's patient opportunity, uptake and peak sales, with risk ranges, on a timeline that fits the deal process.
What it gives you: Go into negotiations with your own view of what the asset is worth.
Consumer Goods & Retail
Leadership needs to see where volume, trade spend and capacity are heading over the next three to five years. We build the plan, the scenarios and the review cadence that keep those decisions grounded in data.
What we factor in
- Annual operating plan
- Trade spend
- Category growth
- SKU count
- Capacity
Category and volume plan
3–5 year long-range plan (LRP)
We build the three-to-five year volume and revenue plan by category, brand and channel from growth, share, pricing and distribution assumptions, tied to the operational forecast so year one matches.
What it gives you: Set long-range targets and investment plans on assumptions everyone can see.
Trade-spend ROI and calendar planning
Next-year calendar builds and mid-course re-planning
We evaluate the return on trade spend by key account, event type and brand, combining POS sell-through with shipments and deal costs to build next-year promotion calendars and run mid-course corrections when inflation, tariffs or weather shift category demand.
What it gives you: Reallocate trade budget toward the accounts and events that earn it back, and re-plan fast when conditions change.
KPI and planning cadence
S&OP and IBP leadership review
We define the KPIs finance, sales, supply and operations will share, such as forecast accuracy, bias, service level and inventory, and set the monthly calendar and templates for the leadership review.
What it gives you: Run a planning cycle teams actually follow, with one set of measures.
SKU rationalization
Tail analysis and portfolio mix
We rank SKUs by volume, margin, forecastability and the incremental sales lost if each were cut, so the tail can be trimmed without losing shoppers to competitors.
What it gives you: Cut complexity and cost while keeping the volume that matters.
Leadership scenarios
Risk ranges tied to dollars
We translate demand scenarios into revenue, margin, inventory and cash, with probability ranges on the key assumptions, so leadership weighs options in financial terms rather than units.
What it gives you: Make pricing, investment and capacity calls with the financial downside in view.
Capacity and network decisions
Investment cases
We build the demand case behind capacity, co-manufacturing and distribution network investments, testing each option against long-range volume scenarios so the decision holds up if demand shifts.
What it gives you: Commit capital to capacity with the demand risk measured upfront.
Related case studies
Genentech: oncology and specialty therapy planning
Genentech partnered with RoadMap Technologies to unify short-term operational demand forecasts with long-range strategic supply plans across oncology, neurology, and transplant anti-infective therapy portfolios, eliminating the planning disconnects that drove inventory imbalances and capital misallocation.
0–24 mo. + 3–10 yr. · 3 therapy portfoliosJohnson & Johnson: gross-to-net forecasting and reconciliation
Johnson & Johnson partnered with RoadMap Technologies to unify class-of-trade demand forecasting with Gross-to-Net financial reconciliation, closing the gap between supply chain planning and net revenue realization across its healthcare portfolio.
Retail, hospital, specialty & govt. · GTN reconciliationEnergy & utilities: forecasting load and consumption under weather-driven volatility
RoadMap applied its econometric and time-series forecasting models to energy and utility operations, where consumption is driven by weather, seasonality, and long planning horizons, and where forecast error translates directly into grid reliability risk and capital cost.
Load, weather & multi-horizon capacity
Frequently asked questions
What is executive decision support?
Executive decision support turns forecasts into decisions leadership can act on. RoadMap Technologies helps life science and consumer goods leadership teams by building long-range plans and portfolio scenarios, aligning stakeholders on the KPIs that matter, and setting a planning cadence and decision frameworks that hold up in leadership and board review.
What goes into a pharma long-range plan?
A brand or portfolio long-range plan usually covers five to ten years, including patient numbers, share, pricing and gross-to-net, launch timing for pipeline assets, and loss-of-exclusivity erosion. We link the first two years to the operational forecast and attach risk ranges to the assumptions that matter most.
How do you forecast loss of exclusivity?
We calibrate erosion curves to comparable molecules, separating small molecules facing generics from biologics facing biosimilars, and model volume and price by channel and formulation. Entry timing, the number of entrants and authorized generics are treated as scenarios with their own probabilities.
How do you get finance, sales and supply to agree on one number?
By building their plans from one model and one set of written assumptions, then agreeing who owns each assumption and when it can change. The executive review then debates the assumptions and the gap to target, not whose spreadsheet is right.
How often should the long-range plan be refreshed?
Most teams rebuild it annually with the budget and refresh it quarterly, or sooner when a major event hits, such as a trial readout, a label change or a competitor launch. Because it shares a model with the operational forecast, each refresh starts from current numbers instead of a fresh spreadsheet.
Start with a pilot
Measurable outcomes agreed upfront, a live model on your data in about two weeks, and the ROI proven before you scale.