THE SHORT VERSION
A great product means nothing if it never reaches the people it's meant for.
I've spent 15+ years turning that potential into reality — engineering and digital health leadership across regulated and unregulated products, over a decade at Novo Nordisk taking things from concept to real-world adoption, and partnerships with companies large and small.
Getting it there — that's the mission.
WHO I HELP
Build-vs-partner politics and thin commercial buy-in stall digital initiatives — in pharma teams weighing external partners, or medtech teams adding a digital layer to a device-first culture. A fractional sounding board for those decisions.
Work through high-stakes internal decisions with someone who's lived them, not just observed them.
A structured evaluation of whether to build in-house or partner externally for a specific initiative, grounded in what actually gets funded and adopted inside a drug-first or device-first organization.
A clear-eyed recommendation, not a foregone conclusion dressed up as analysis.
For medtech companies extending a physical product with software, connectivity, or a companion app — often becoming SaMD in the process. The digital layer brings its own regulatory and commercial complexity, and I help you work through it.
Avoid treating the digital layer as an afterthought to the hardware.
THE DIFFERENCE
Judgment built from doing the work — not just advising on it.
I've owned successful digital health programs inside a major pharma company and negotiated the partnerships that made them possible.
But earlier in my career, I did the harder, less glamorous work of trying to build products that never made it to market — and learned exactly why that happens.
That combination is what I bring:
- the judgment to know what works
- the expertise to execute it
- the strategic thinking to help a product fulfill its potential
PROOF POINTS
Novo Nordisk needed a way to turn insulin therapy into something patients would actually use day to day — and later, a way to extend that same infrastructure to a fast-emerging GLP-1 opportunity, without losing regulatory rigor or slowing internal buy-in.
Partnering with Amalgam Rx, I owned this diabetes companion app end-to-end for four years: taking it from a single insulin-focused tool to a companion app spanning six therapies, live in five markets.
Affiliates launching digital health products locally were often under-resourced or without a playbook, since digital adoption works differently than launching a drug. I built a support program to close that gap: standard funding, a toolbox built with an agency partner, and hands-on support from HQ and the agency, from ecosystem mapping through execution.
When Novo Nordisk entered the digital health space and sought to create regulated digital products, there was no playbook for building them with patients in mind. I developed the company's SaMD Product Development Model and Customer Experience Framework — the ways of working later teams used to build and validate regulated digital products.
Today, that work continues independently — currently advising digital health scaleups on their first pharma partnerships and regulatory strategy.
Speaking & Recognition
- Frontiers Health 2026, Berlin — Panelist, "Beyond the Hype: Structuring Corporate HealthTech Innovation for Real-World Impact" (Oct 20, 2026, upcoming)
- EIT Health Catapult — Expert Mentor (2026)
- HIMSS26 Europe — Innovation XChange Startup Advisor (2026)
- S3 Connected Health — Quoted Contributor, whitepaper on the business case for digital health in pharma (Oct 2025)
- HLTH Community Think Tank, Boston — "Scaling Digital Health" (2024)
- Frontiers Health — Panelist, "Digital-Drug Combinations in Pharma" (2024)
- 4th DH Conference, Lisbon — "Companion Apps in Pharma" (2024)
As featured in S3 Connected Health's whitepaper on the business case for digital health in pharma:
"The strategic reasons for developing digital health solutions in pharma are rooted in addressing real-world challenges, such as drug administration and market access, while improving patient and doctor experiences. The business case must be built on measurable, tangible outcomes — not just abstract concepts like experience improvement."
— Pete Brockmeier, then Global Associate Director of Digital Health, Novo Nordisk
Read the whitepaperHow I Work
A calm, direct approach to a complicated process.
Understand it your way first
Before I offer an opinion, I want to hear the problem the way you see it — not the version I'd assume walking in.
Reflect it back. Push where needed.
I tell you what I actually heard — including where I think the real problem might be different from how it's currently framed. Once we're aligned, scope and success criteria get agreed and put on paper before any work begins.
Do the work, and keep checking the direction
Embedded with the team, or advising from the side — whatever the engagement calls for. Regular, honest check-ins along the way, not just status updates: real moments to ask whether the direction still makes sense.
Leave you better equipped than I found you
The goal isn't just an outcome — it's a team that understands the reasoning behind it, and can keep using it after I'm gone.
Ways to Work Together
The right level of involvement, not a fixed package.
Engagements take different shapes depending on what's actually needed — from a single focused session to an ongoing seat at the table.
Workshop
A focused session — half a day to a few days — to work through a specific challenge together: shaping a pharma pitch, mapping a partnership strategy, running a structured session on a hard decision. Rooted in early design-thinking and concept development work at Novo Nordisk.
Advisory
An ongoing, lighter-touch relationship — regular check-ins with leadership, a sounding board for high-stakes decisions, without being embedded day-to-day.
Embedded
Working inside your team on a regular cadence, close to the day-to-day decisions — functioning as a fractional member of the team rather than an outside advisor.
About
Brockmeier Consulting is the independent practice of Pete Brockmeier, a digital health and pharma leader who spent thirteen years at Novo Nordisk building, scaling, and commercializing regulated digital products.
Healthcare and technology have always been where my curiosity lives — beginning in medical device development, I watched promising innovations stall before they ever made it to market: a bad business case, the wrong regulatory path, a partner who was never going to say yes. That pulled me toward the decisions that actually determine whether a product succeeds — partnerships, commercial models, regulatory strategy. That pursuit is now Brockmeier Consulting.
Let's talk.
If you're navigating a first pharma partnership, a new regulatory pathway, or a commercial model that needs to hold up — I'd like to hear about it.
No hard sales pitch, no automated follow-ups. If this is a fit, I trust you'll know it — reach out and we'll figure out if it makes sense to talk further.
Or connect on LinkedIn