Strategic Intelligence Dashboard · Seragen Biotherapeutics

From 829 to 2,000
tickets per month

Jan–May 2026 data analysis · 2,319 active tickets · 214 hospitals · Path to March 2027 target mapped

Monthly Volume Trajectory
Cancelled tickets excluded · Jan 2026 = launch month
Diagnostics + Therapeutics by Month
Diagnostics
Therapeutics
Diagnostic Service Mix
All time · active tickets
Therapeutic Service Mix
All time · active tickets
Regional Breakdown
Hospital city-based · South = Bangalore + Chennai + Hyderabad + rest of south
East (Kolkata + Bhagalpur) not shown separately — 54 tickets in period. Currently managed by Jai & Renuka alongside central activities. Opportunity to appoint a dedicated resource once volume justifies.
Key Observations
Volume is growing, but depth is the gap. April: 214 hospitals, avg 3.9 tickets each. To reach 2,000/month you need avg 8–10 per active hospital — the infrastructure (hospitals, FEs, lab) is largely already in place. The lever is frequency of engagement per account.
44% of April hospitals ordered just 1 ticket (95 hospitals, 95 tickets). These are either one-time referrals or underserved relationships. Immediate focus: convert these to regular 5+ ticket accounts.
74 hospitals ordered in March but not in April. That is a 37% monthly churn rate. No one has looked at this before — this is one of the highest-leverage problems to address. Identifying and calling these hospitals is a week-one priority.
87 hospitals use only diagnostics — never ordered a therapeutic. Gunasheela (33 diag), Indira IVF Bellary (23 diag), A4 Chennai (18 diag), Shanthi Gynec (13 diag) are the top conversion opportunities. Each Pre LIT Assay patient is a natural LIT candidate.
Growth Roadmap · May 2026 → March 2027

The 2,000 Ticket
Equation

This is a depth play, not a width play. The hospitals are already there. The question is how many tickets each one generates per month.

829
Apr Baseline
2,000
Mar 2027 Target
+1,171
Monthly Gap
11
Months to Target
~107
Incremental /Month Needed
The Math: How You Get to 2,000
Scenario A — Depth
200
hospitals × avg 10 tickets each = 2,000

You have 214 hospitals today. Keep them active and lift frequency.
Scenario B — Mixed
250
hospitals × avg 8 tickets each = 2,000

Add 36 hospitals, lift avg from 3.9 to 8. Achievable by Sept.
Scenario C — Width
500
hospitals × avg 4 tickets each = 2,000

Requires 286 new hospitals. Hard. NOT the recommended path.
Recommendation: Scenario B. Focus on lifting avg from 3.9 → 8 per hospital per month while adding 30–40 high-potential new accounts. This is achievable with Jai's team plus the 12 FE allocations without new capex.
Where the Volume Will Come From
April Hospital Depth Distribution
95 dormant hospitals represent 95 wasted tickets. If each orders just 5/month next month → +475 tickets. That alone is 57% of the gap.
Immediate Conversion Pool
87 hospitals have ordered diagnostics but never a therapeutic. The Pre LIT Assay → LIT 1st Sitting pipeline is the most natural upsell in the portfolio.
Monthly Milestone Plan · May 2026 → March 2027
Growth Lever 1 — Reactivate churned hospitals. 74 hospitals ordered in March but not April. One call each by the respective region FE (not a WhatsApp blast) will recover 30–40% of these in the first fortnight. Estimated impact: +100 tickets in May.
Growth Lever 2 — Convert diag-only to therapeutics. Gunasheela alone at current diagnostic rate could add 40–50 therapeutic tickets/month. Jai + Dr. Vasanthi clinical meeting recommended before May end.
Growth Lever 3 — Lift Indira IVF chain penetration. Indira IVF has 20+ branches in the system. Most average 5–8 tickets. A chain-level protocol with chain management (Renuka's territory) could standardise 15–20 tickets per branch.
Growth Lever 4 — Activate dormant hospitals. 95 hospitals ordered exactly 1 ticket and disappeared. Region FEs to visit, not call. A clinic visit with sample reports converts at 3× the rate of a phone call.
Hospital Intelligence

Know Your Accounts

214 active hospitals in April · 2,319 tickets since launch · Ranked by volume · Filtered by region

Top Cities by Volume
Hospital city — all time
Top 40 Hospitals — All Time
Sorted by total tickets
#HospitalCityRegion Total Diag Ther Mix
Hospital Retention Analysis
Feb–Apr 2026
74 hospitals ordered in March but not April. This is the single highest-priority call list. It's not churn — it's dormancy. Most of these hospitals are still active IVF clinics. A call or visit converts 30–40% in the same week.
Diagnostic-Only Hospitals — Therapeutic Conversion Opportunity
#HospitalCityRegionDiag TicketsOpportunity
Flag for clinical team. It is not clear whether these hospitals are diagnostics-only by doctor preference or because no conversation about therapeutics has been initiated. This needs to be investigated — especially Gunasheela (33 tickets, Bangalore) and Indira IVF Bellary (23 tickets).
Sales Action Plan · May–Jun 2026

Fortnightly Playbook

Specific hospital targets · Region-wise actions · Jai + Parminder (North) + Stephen (TN) + Venkat (AP & TG) + 12 FE allocations

Team Structure & Coverage
Jai — Sales Head
National oversight · Chain relationships (Indira IVF, Cloudnine, Garbhagudi, Nova) · Weekly cadence review · Escalation owner
Parminder — North
Delhi · Chandigarh · Lucknow · Prayagraj · Bhopal · Indore · Guwahati + all North branches
Current Apr vol: 130 tickets, 38 hospitals
Stephen — South TN
Chennai · Coimbatore · Salem · Erode · Madurai · Trichy · Tirupati + TN/Kerala
Current Apr vol: ~180 tickets, 55 hospitals
Venkat — South AP & TG
Hyderabad · Nellore · Vijayawada · Kurnool · Tirupati (AP) + all TG/AP
Current Apr vol: ~85 tickets, 30 hospitals
Bangalore (South Karnataka) is the largest market (~460 Apr tickets) — currently managed primarily by FEs, not a dedicated sales person. Jai should consider whether one of the 12 allocated FEs plays a hybrid sales-engagement role here. Renuka managing West (Mumbai/Pune/Ahmedabad) and East (Kolkata) centrally.
Fortnightly Action Plans — May & June 2026
Click each fortnight to expand
KPI Scorecard for Jai's Weekly Review
MetricCurrent (Apr)May TargetJun TargetNotes
Total tickets/month8299501,100+15% May, +16% Jun
Avg tickets per active hospital3.94.85.5Depth play
Active hospitals/month214225240Reactivation + new
Churned hospitals reactivated—25+20+74 Mar-to-Apr dropouts
Diag-only → therapeutic conversions036Start with Gunasheela
New hospital onboardings892025Focus on quality, not quantity
Diagnostics/month317380440Uterine Immuno + HLA growth
Operations Intelligence · TAT & Process Health

Fix Ops to Enable
Growth

Every overdue ticket is a delayed report to a patient. Every SLA breach is a hospital relationship at risk. The data reveals three structural problems that need leadership decisions, not ops messages.

Overdue Trend · Mar–May 2026
Cases >10 WD · SLA = 15 WD
OD + AT Risk + Report Received — Daily Observations
Peak OD (27 Apr)
84
Overdue cases at peak · 45 already SLA breached · Oldest: 40 WD
Best Day (25 Mar)
22
OD after 69% closure rate in one day · Proof the team can do it
Current (02 May)
43
Active OD (Cancelled excluded) · Still 21 SLA breached in transit
The Three Structural Problems
These require management decisions, not daily ops messages
🚚 Cold Chain (SBL + Jeena)
Stage: Sample Sent to Lab
Critical — Structural
The problem: Sample Sent to queue has been 94–119 cases for 3 consecutive weeks. SBL Cold Chain alone accounted for 47 of 84 OD cases at peak. Oldest case: 40 WD in transit. Written SLA has been outstanding for 10+ weeks.

Pattern: 77–85% of all transit OD cases trace back to SBL or Jeena. Jeena appeared as a second courier in mid-April — likely a diversification attempt, but the same accountability issues are emerging.

Why it won't fix itself: Daily ops calls to SBL/Jeena have not changed behaviour over 10 weeks. This needs a formal agreement with financial penalties.
Action required:
1. Written SLA with both couriers — max transit time 5 WD, lab receipt confirmation within 24h
2. Penalty clause: financial deduction for every breach beyond 10 WD
3. Daily dispatch log from both couriers
4. If SBL cannot comply within 2 weeks: evaluate alternate courier for high-volume corridors (Bangalore–lab)

Owner: Srinivas/Srini — this is a vendor management decision, not ops.
📬 Report Received Queue
Stage: Counsellor / QC release
High — Process
The problem: Report Received hit 62 cases (05 Apr peak) — all in-house, zero external dependency. Reports were sitting with counsellor/QC for up to 42 WD without being issued to hospitals.

Pattern: When management directly intervenes, 40+ reports issue in a single day (25 Mar: 62→15). Without intervention, queue grows by 5–8 per day.

Why it won't fix itself: There is no enforced same-day release rule. Reports accumulate as batches. Hospitals are not calling to follow up (they assume the report is still processing).
Action required:
1. Hard rule: every report received at 10am / 2pm / 6pm batch — must be issued same day by EOD
2. Counsellor/QC daily target: zero reports held overnight
3. Jayanthi (Reports & Counselling Head) to be measured on this daily
4. Automated trigger: any Report Received ticket >24h sends alert to Lavanya

Owner: Lavanya (Ops Head)
📞 AT Risk 8WD Call Habit
Stage: All FEs · Assigned
Medium — Habit
The problem: AT Risk cases (8–10 WD) consistently fail to receive proactive hospital calls. Over the series, the average AT Risk-to-OD slippage rate was 40–60% overnight. Weekend + holiday gaps amplify this — 13 AT Risk cases slipped to OD over the 30 Apr → 02 May holiday gap.

Pattern: When this habit works, OD drops sharply the next day. The one proven intervention was direct management engagement with Sudhakar-Bangalore — his performance improved immediately when Jai called personally.
Action required:
1. Formalise the 8WD rule: every case at exactly 8WD gets a hospital call that day — logged in SWFT
2. This is not optional — it is a SWFT process step with a timestamp
3. Before every weekend/holiday: generate AT Risk list and distribute to FEs for same-day calls
4. Sudhakar-Bangalore (20 OD at peak): direct MD-level call — no ops message works for this case

Owner: Jai — assign to FEs as mandatory step
FE Performance Summary
Top FEs by total tickets · OD data from peak period
#Field ExecutiveRegionTicketsHospitalsSignal
Sudhakar-Bangalore: highest volume FE (221 tickets, 53 hospitals) but also highest OD count throughout the series (peak: 20 OD). This is a capability/habit issue, not a workload issue. Harishkumar-Hyderabad: 54 tickets but 30% closure rate — persistent low performer. Both need individual management conversations.
Process Stage Owners & TAT Targets
StageProcess OwnerSLAStatus (May 2)Action
Assigned → CollectedField Executive<3 WDOK4 SLA-breached cases (30–34WD) — call FEs today
Collected → DispatchedFE / LogisticsSame dayWATCH3 SLA-breached cases still undispatched
Sample Sent to LabSBL / Jeena Cold Chain5 WD maxCRITICAL119 in transit, 21 SLA breached. Written SLA NOW.
Sample ReceivedLaboratory<3 WDOK2 samples, all fresh (<3WD)
Final Report GeneratedLaboratory / QCSame dayBREACH1 case at 29WD (Cloudnine Pune) — release TODAY
Report Received → IssuedCounsellor / QCSame dayWATCH17 pending, 8 SLA breached — same-day rule needed
Cancelled Tickets Note
Cancelled Tickets by Month (excluded from all volume counts)
Most cancellations are Seragen-initiated (spoiled sample / recollection required) — not hospital cancellations. As volume grows, a formal spoiled-sample SOP with faster recollection turnaround will become important. Current cancellation rate: ~4.5% of all tickets.