Join Yan Kugel and Andrea Boccardi, the Head of Business Franchise at NTC Pharma (LinkedIn), as they discuss how the company’s full‑service partner model—from regulatory support and hardware development to marketing and medical training—drives its rapid growth in ophthalmology, gastroenterology, gynecology, and pediatrics.
Customer-first structure: building support around partners
NTC’s edge does not come from offering a single standout product. Instead, it lies in a broad package of services provided to partners across the entire product lifecycle. From regulatory support and hardware development to marketing and medical training for sales teams, NTC positions itself as more than a supplier. The company organizes cross-functional support so partners do not face regulatory or commercial hurdles alone. This approach requires internal coordination and a clear point of contact for customers. To make that happen, NTC assigns key account managers who act as the central liaison. Their role is to marshal NTC’s internal teams and ensure partners get tailored, end‑to‑end support that speeds launch and improves market performance. For countries and teams facing increasing regulatory complexity and pressure on time-to-market, that kind of coordination is a practical competitive advantage.
Anticipating regulatory change: preparedness as a strategic asset
Regulatory timelines and rules can stop launches cold if companies react only when changes become official. NTC chose a different path. Andrea shared that the company started upgrading technical files and documentation for its medical devices three years ahead of new MDR requirements. That foresight meant NTC was ready with a full documentation package by 2022 and had completed the transition for almost all its devices. The same proactive stance applies to pharmaceutical products. NTC supports partners with country‑specific requirements and adapts documentation and processes before rules create bottlenecks. This level of preparedness reduces launch risk and gives partners confidence that they can enter markets with fewer surprises.
Learning from the field by using dialogue to spot unmet needs
NTC’s product strategy begins with listening. The company runs annual meetings that bring partners and key opinion leaders together to discuss pathologies, patient needs and clinical gaps. Those conversations inform how the NTC portfolio can better support physicians and address real problems in care. Andrea emphasized that knowledge sharing is not an abstract exercise. It is a practical tool to engage partners and to improve their performance in local markets. The meetings help convert clinical insight into actionable product and marketing plans. This practice strengthens relationships and increases the likelihood that new or reformulated products will have strong clinical and commercial uptake.
‘Growing Together’ – a slogan that maps to a process
NTC frames its mission with the phrase “Growing Together.” For the company, this is not just a slogan. It describes a joint journey that starts with unmet needs identified in the markets and continues through product development, launch and market delivery. NTC stays beside its partners at every phase, helping them choose the right solutions and supporting them to deliver performance in their operating countries. That steady, collaborative stance builds trust and encourages partners to commit to longer-term launches and more ambitious geographic expansion.
Ophthalmology first: where NTC is doubling down
Looking ahead, ophthalmology remains NTC’s primary growth engine. Five years after launching the levofloxacin‑dexamethasone combination, the company continues to invest in novel ophthalmic solutions. Andrea highlighted that antibiotic resistance is a key focus. New formulations and product strategies aim to respond to resistance patterns while preserving clinical effectiveness. This ongoing investment shows NTC’s aim to keep its ophthalmic portfolio relevant to clinicians and patients alike.
New therapeutic directions
While ophthalmology remains core, NTC is widening its scope. The company plans to start registration for an innovative colonoscopy preparation in gastroenterology. Like its ophthalmic work, the new product aims to fill clinical gaps. The move into gastro signals a deliberate, cautious approach to portfolio expansion. NTC looks to transfer the partnership model and regulatory readiness that worked in ophthalmology into other areas where clear needs exist.
Geographic growth: Europe as a base, new markets on the horizon
NTC already has a solid footprint in Europe. Now the company is building partnerships in the Middle East and in Southeast Asia. These regions offer new opportunities and require strong local understanding. Andrea expressed a clear ambition to enter the U.S. market in the near future. For many pharmaceutical companies, the U.S. represents a major growth opportunity. NTC’s service model, regulatory focus and partnership approach will be tested as it seeks to satisfy U.S. regulatory demands and the competitive dynamics of that market.
How the partnership model drives launch success
The thread that runs through all of NTC’s strategy is partnership. NTC’s approach reduces complexity for local partners and shortens the path from registration to sales. By combining regulatory foresight, training programs, marketing support and hardware development, the company creates an environment where a product can move into a country with fewer delays and higher confidence. Key account managers keep communication lines open and ensure internal resources act quickly to meet partner needs. This level of coordination makes it easier for physicians and payers to adopt new solutions. It also helps partners scale a product across multiple markets without having to build large in‑house teams for every regulatory or marketing task.
A practical response to global pressures
The pharma and medtech worlds face two persistent pressures: tightening regulatory regimes and the demand for faster time-to-market. NTC’s response is straightforward. It invests in front‑loading regulatory work, trains local teams, and builds tight coordination among departments. That combination lowers risk and shortens launch times. In practice, this means fewer surprises for partners and a smoother path from clinical idea to local usage.
Closing thoughts from CPHI Frankfurt
The product that tackles both infection prevention and post‑cataract inflammation is a clear symbol of NTC’s strategy. It shows how a well‑supported partner can move a product quickly into dozens of markets. Andrea’s message at CPHI was direct: building lasting success requires more than a good molecule or device. It requires the right support, early planning around regulation, continuous clinical dialogue, and a commitment to grow together with partners. That formula has taken NTC into almost 50 markets already and sets the stage for a wider global push.
Qualistery provides life‑science professionals with concise, practical GxP and cGMP learning through expert‑led webinars and tailored training, helping teams make safer, more compliant decisions. We deliver these sessions in partnership with trusted solution providers, combining real‑world insights and actionable guidance with targeted outreach to the right decision‑makers.
