Clients (a-z)

  • A H Robins
  • Clinigen Group
  • Colgate Oral Pharmaceuticals
  • Colgate Palmolive
  • Dolorgiet
  • Eisai
  • Glaxo
  • Glaxo Wellcome
  • GlaxoSmithKline
  • Helsinn
  • Javelin
  • Lorex Synthelabo
  • May & Baker
  • Novartis
  • Nycomed Pharma
  • Penn
  • Pfizer
  • Reckitt and Coleman
  • Reckitt Benckiser
  • Rhône-Poulenc Rorer
  • Sanofi-Aventis
  • Sanofi-Synthelabo
  • Stafford-Miller
  • UCB
  • Wyeth


  • I agree with the McCormack Pharma concept that a drug’s data codes for most if not all of its clinical outcomes. This is where McCormack’s special skills are invaluable in searching for relationships between data that otherwise would remain unknown, especially with data volume overload for most brands and their indications. Even within the most competitive of drug categories no two drugs are the same. McCormack has a long history of showing how even the smallest difference in a brand’s profile can be probed to reveal novel relationships between data that can have a major impact on strategy, patient management and of course sales. It’s a win-win situation for all stakeholders. I highly recommend McCormack’s methods to all marketers who want to achieve maximal and cost-effective differentiation of their brand, whether it’s a new launch or a forty-year old heritage brand.

    Peter George Group Chief Executive Officer
    Clinigen Group plc
  • In the late 90s, Xefo (lornoxicam) was a major brand for Nycomed Pharma. The product, an oxicam NSAID, had an interesting pharmacology that apparently extended beyond its actions as an inhibitor of cyclooxygenase activity. Moreover, its increasing popularity amongst both pain specialists and rheumatologists in some part reflected substantial analgesic and anti-arthritic efficacy at remarkably low doses that were not observed with other nonsteroidal agents. We needed to learn more and asked Keith to use his methods to probe the available data in search for some answers. New teachings derived by Keith and his colleagues enabled new insights that in turn were communicated to the healthcare and scientific community through key meetings and peer-reviewed journals. In addition to enhancing brand loyalty, this very efficient process allowed Nycomed an opportunity to reinforce its commitment to patient welfare through advancing understanding. McCormack’s exploratory methods offer marketers a novel way forward in generating new growth for cherished brands.

    Jesper Grarup, DMV Director Scientific Teams
    Nycomed, 1997-2003
  • McCormack’s relational databases enable powerful differentiation giving new life and new revenue for established brands.

    Richard Saynor SVP Classic Brands Asia and Emerging Markets
    GlaxoSmithKline plc
  • Javelin’s product Dyloject was unexpectedly effective at very low doses and provided the company with a beneficial outcome that was atypical of i.v diclofenac previously approved and marketed as Voltaren. In exploring the various possibilities to understand this difference mechanistically, McCormack’s machines interrogated the available data and helped to pave the way for a new pharmacology and new IP. These powerful outcomes provided insight to differentiate Dyloject and strengthened our position in the subsequent acquisition of Javelin by Hospira. Following my direct experience of McCormack’s methods, searching for previously-unknown relationships (aka “new teachings”) is the way of the future and should be given serious consideration by marketeers for differentiating brands at any stage in their life-cycle.

    Fred Mermelstein PhD President
    Javelin Pharmaceuticals, 2004-2008
  • I worked on a project to reprofile Eisai’s lead compound donepezil (Aricept). Thanks to his insight, we were able to create a new perspective on a drug that had already achieved global pre-eminence and further reinforce the drug’s position as a world class product.

    David Impey European Director of Marketing
    Eisai Europe Ltd, 2002-2007
  • Around 2004, as CMO and CEO of an emerging specialty pharma company I faced the need to maximize investors’ return for our portfolio. Keith’s proven record of success in applying his unparalleled personal creativity and fund of knowledge—codified with proprietary data mining software and databases—led me to seek him out. I contracted McCormack to explore areas where we could develop new intellectual property around a novel formulation of an old drug, diclofenac.

    He did not disappoint, providing us with a blueprint for IP that led to patent filings (now granted). Depending upon how one frames the calculation, our relatively modest investment in McCormack’s analysis paid for itself between ten and a thousand fold in terms of value added via extension/expansion of our IP. I truly believe that a conversation with Keith would benefit you in deciding how to approach a parallel challenge in product differentiation and IP prospects for both established brands and product candidates, as we faced at Javelin. In my view, Keith is the best of the best among this rarefied world.

    The bottom line is that Keith’s relational databases were able to discover previously-unknown relationships that for Dyloject, revealed a new pharmacology that contributed materially, in my view, to our being wholly acquired by Hospira.

    (Incidentally, Keith is the same “McCormack” who figured out 20 years ago that systemic NSAIDs have a spinal site of analgesic action).

    Daniel B Carr, MD President and Vice Chairman
    Javelin Pharmaceuticals, 2008-2010
  • In 1992, I was relocated by Rhone Poulenc Rorer to its global headquarters in Paris to rescue its troubled Nr.1 franchise. Speaking to the leading subsidiaries around the globe, it soon became clear that the product was not sufficiently differentiated from its competitors. Whilst a number of specialists reported that the product’s performance was superior to that of its competition, the in-house R&D and medical teams were unable to explain the difference reported. A business associate recommended that I should consult with the McCormack Drug Research Group.

    Within weeks of transferring years of basic research data to Keith McCormack, he reported back that he believed that he had found the answer.

    This new insight into the product’s very novel mode of action gave us a new, highly differentiating story, enabling us to re-launch the product. Keith further assisted us with the implementation of the new strategy, presenting at congresses and helping with the arranging/creating of product symposia, publications, promotional materials and sales force training programs.

    The campaign was a great success, re-energizing sales teams and turning around product sales. In several countries, the new strategy moved the product to the number 1 market position. In short, Keith McCormack’s incredible knowledge and understanding of basic mechanisms and the energy and dedication he put into our project enabled us to achieve substantial additional growth from a product whose sales had been declining for an extended period of time.

    Whilst I cannot guarantee that the McCormack Group will be able to deliver the same results for your product, its services are worth serious consideration.

    Glenn Stanley International Marketing Manager
    Rhône-Poulenc Rorer (France), 1992-1997