David Quirk

Adjunct Assistant Professor of Health Policy and Management

David Quirk is an Adjunct Assistant Professor of Health Policy and Management at NYU’s Robert F. Wagner Graduate School of Public Service, where he teaches “Managed Care: Impact on Healthcare Decision Making”. He is also Senior Vice President of Account and Strategy Services at Mosaic Group, the managed healthcare marketing and communications agency within FCB Health Network, the most awarded health communications network in the world during 2017.

David has 20 years of managed care marketing and communications experience within the pharmaceutical, biopharmaceutical, and vaccine industries. His US and global experience includes managed care training and education; qualitative and quantitative market research and insight mining; and managed markets strategy and tactic planning at pre-launch, launch, and inline phases of drug lifecycle. His current and former clients include every leading pharmaceutical, biopharmaceutical, and vaccine manufacturer in the US. Among his many recent accomplishments, David served as managed markets agency lead for the groundbreaking launch of the first FDA-approved biosimilar drug in the US.

David is a contributing writer and/or editor on over 100 managed care training programs used by sales and managed care marketing professionals within the pharmaceutical, biopharmaceutical, and vaccine industries—including the #1 and #2 best-selling programs of all time. He is also a contributing writer on 8 managed care “business acumen” courses, which were accredited by the American Council for Pharmacy Education (ACPE) for continuing education of US-licensed pharmacists. 

David graduated cum laude with a B.A. double major in economics and art history from Fordham College, Fordham University, NYC. He is an associate member of the Academy of Managed Care Pharmacy (AMCP), a founding member of the AMCP training subcommittee, and a member of the Society of Pharmaceutical and Biotech Trainers.

This course focuses on questions of mission and vision ("How does managed care support the triple aim of US healthcare: improving the patient experience, improving population health, and reducing per capita cost?”) and on questions of strategy and operations ("How can public health professionals successfully adopt and leverage managed care business models to improve affordable, sustainable access to high quality care?”). We will focus mainly on strategy formulation (“How can we better manage the business of healthcare?”) and on the content of strategies (such as healthcare reform and value-based healthcare), examining their strengths and weaknesses from a variety of managed healthcare stakeholder perspectives. We also will focus on public health strategy implementation (“How can new technologies and infrastructure, such as virtual healthcare, be leveraged to improve affordable, sustainable, high quality care across the socioeconomic spectrum?”). 

All public health stakeholders face substantial challenges that demand strategic responses, often in uncertain economic, political, and healthcare demand contexts.  To deal effectively with these challenges, public policy professionals, healthcare providers, and healthcare management executives need knowledge and skills in strategic thinking and managed care management:  setting and aligning goals with their organization’s mission; handling complex trade-offs between demand for services and resource constraints; leading organizational change; defining measures of cost-effective health outcomes success; improving work processes; motivating staff and other stakeholders; cultivating relationships with the leading organizations in relevant managed care segments; and dealing with market place crises and environments in transition. In short, the course emphasizes the multiple, related requirements of the professional’s job: analysis of current situation and anticipated key trends, identification of key issues, development of creative strategies and tactics, and execution with realistic, attainable metrics.

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