Bottom Line: When commercial success is not mirrored in the federal landscape, closing the adoption gap requires a pivot from commercial tactics to a strategy of institutional integration. The strategic miscalculation among pharmaceutical and medical device manufacturers is one of institutional translation. By classifying the VA and DoD as merely large Integrated Delivery Networks (IDNs), commercial leadership teams wrongly assume federal systems obey commercial mechanics. Th

Bottom Line: In a rapidly evolving federal healthcare environment, manufacturer success in 2026 hinges on an organization’s ability to execute against five critical catalysts that are currently reshaping the market landscape. The federal healthcare landscape - encompassing the Department of Veterans Affairs (VA) and the Department of Defense (DoD) - is entering a period of significant structural transition. Several regulatory and administrative events will change how manufact

Bottom Line: To transform federal participation into a structured component of portfolio value, manufacturers must build an integrated strategy that links market access to disciplined pricing governance, effectively balancing the FSS's role as both an access key for stable volume and a pricing governor that mandates value control. For manufacturers selling into the direct purchase federal healthcare market, particularly, the Veterans Health Administration (VHA) and Defense He

Bottom Line: By extending community care authorizations to one year across 30 specialties, the VA has meaningfully reduced disruption in the patient journey - creating a more stable access environment that pharmaceutical manufacturers can plan around to support more predictable coverage and sustained long-term utilization. Policy changes in the Department of Veterans Affairs (VA) Community Care Program (VCCP) to lengthen the care authorization validity for 30 specialties repr

Bottom Line: Specialty manufacturers should treat the Federal Supply Schedule (FSS) contract as a protective strategic asset , pairing disciplined pricing governance with optimized value messaging to preserve margin stability and forecastable federal volume. Why the “Big Four” is different for specialty portfolios For pharmaceutical manufacturers whose portfolio include specialty drugs treating complex or rare conditions, engagement with the total federal healthcare ecosystem

Bottom Line: Defining the operational imperative difference between commercial hospitals and federal facilities clearly necessitates the strategic development of separate, tailored value propositions for each market The American hospital landscape presents pharmaceutical manufacturers with two fundamentally different economic realities: one dictated by the margin drivers of commercial hospitals and the other by the cost containment mandate of federally owned facilities. Both

Bottom Line: To transform federal grant wins into a strategic tool, manufacturers must overcome internal siloing and ensure the funds secured support precise pharmacoeconomic evidence within the federal health system. Pharmaceutical and medical device manufacturers routinely underestimate the strategic importance of federally-funded grants in their core market access strategy for the Department of Veterans Affairs (VA) and the Department of Defense (DoD). Although a generally

Bottom Line: Given the structural complexity of the federal healthcare system - direct, compliant engagement with key stakeholders is an essential for high-value insights necessary for product success. Amidst the diverse channels of U.S. healthcare delivery, the Veteran Affairs Medical Centers (VAMCs) and Military Treatment Facilities (MTFs) serve as a concentrated point of care for millions of veterans and active-duty personnel. For pharma manufacturers, targeted direct enga

Bottom Line: The VA's Share My Health Data (SMHD) app is a strategic digital asset that transforms episodic care into continuous insight by aggregating standardized, high-quality Patient-Generated Health Data (PGHD), offering the VA a unique pathway to accelerated high-value real-world evidence (RWE) generation specific to its patient population. The U.S. Department of Veterans Affairs' (VA) Share My Health Data (SMHD) app is an interesting evolution in how the VA is transfor

Bottom Line: The VA/DoD procurement model provides pharmaceutical manufacturers with a predictable, efficient, and simplified channel advantage by using the statutory Federal Ceiling Price (FCP) and a direct-purchase, single-payer structure that eliminates complex negotiations, post-sale rebates, and private intermediaries. The procurement model utilized by the nation's largest integrated healthcare systems, the Department of Veterans Affairs (VA) and the Department of Defens

Bottom Line: The consistent healthcare coverage and high patient commitment inherent in the service-disabled veteran status population create a uniquely stable, integrated market that offers reliable utilization and measurable returns for manufacturers. Service-disabled veteran status is more than an administrative label. It is the foundation of one of the most stable and purpose-driven healthcare systems in the country. For manufacturers seeking a stable, high-adherence pati

Bottom Line: Pharmaceutical manufacturers of lung cancer therapies or adjacent therapies must orient their market access strategy toward...