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PRI Healthcare Solutions has long been a two-headed beast, in the best way. Its digital media and medical communications businesses have traditionally operated in tandem, allowing the company to create a range of bespoke products and processes for its clients.

That duality helped define the company’s 2023. Clients responded in kind, with CSL Seqirus, Jazz Pharmaceuticals, Verona Pharma and Valneva tapping PRI for a range of engagements. The additions helped drive revenue to $19.6 million in 2023, a 3% jump over 2022’s take of $19 million.

Staff size was relatively static, with the agency opening 2023 with 65 full-timers under its roof and ending it with 67. Among the prized imports: PRI GM Jamie Alexander.

After 10 years at PRI, she departed in 2020 for the Havas-owned Symbiotix, where she rose to the rank of senior EVP, commercial medical communications. Upon her return in August, she assumed leadership of PRI from well-regarded longtime exec Tammy Chernin, now SVP, strategic and scientific services.

“Taking on this role was something I always had my eyes on a little bit,” Alexander says. “It came at the right time in my growth progression — but more importantly, it came at the right time for PRI.”

That’s because the organization has ambitious plans to grow in the months and years ahead. Alexander points to year-over-year growth from a handful of clients — roster mainstays include Merck, Johnson & Johnson, Bristol Myers Squibb and Novartis — as a sign that PRI’s offering is resonating with its intended audiences.

“That’s the best demonstration of trust and rapport,” Alexander says, adding that PRI is fielding calls about a broader range of assignments than it has in the recent past. “Our clients are starting to reach out to us for different things — not just in the verticals where we’ve historically worked for them, but to provide more comprehensive solutions.” Among the most popular requests: information about PRI’s full-service conference offerings and next-best-action activations that ensure the consistency of consumer and HCP messaging.

“That’s the way I want us to be viewed — having that balance of strong core products, but with a degree of customization that allows clients to make them their own,” Alexander adds.

This, of course, requires a degree of client-agency coordination that many companies are unable — or unwilling — to provide. PRI, Alexander stresses, has no such constraints. “As teams on the client side get leaner and leaner, there are real opportunities for us to integrate ourselves into their way of working,” she says.

Look for PRI to tweak its branding in the months ahead to reflect the company’s willingness to roll up its sleeves. “We have a really smart team with so many insights and perspectives that we discuss internally and with clients. I want to share that more broadly,” Alexander adds. 

(PRI and MM+M are both owned by Haymarket Media.)

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Work we wish we did

Hands down:  Barbie! The marketing campaign leveraged earned and paid media before taking on a life of its own with other partners joining in. Before long, it was hard to tell where the movie ended and reality began; Barbie was everywhere and wearing your Barbie-pink to enjoy the movie became a symbol of solidarity with the subversive themes throughout. Barbie showed us all how something as simple as a toy that defined many a young girl’s childhood could deliver a powerful narrative and, frankly, spark a girl-power movement. Barbie was right all along: You really can be anything!  — Alexander

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