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Nuclear Medicine in 2026: How Market Access Determines Lifecycle Success

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Introduction

Nuclear medicine is undergoing a structural shift from a niche, diagnostic-driven field to a core therapeutic modality in precision oncology, driven by the rise of theranostics and alpha-emitting therapies. This transition is increasing the clinical and commercial stakes, with higher-cost treatments, more complex delivery models, and growing competition between commercial products and established in-house radiopharmacy practices.

Radiopharmaceuticals are inherently constrained by time-sensitive production, specialized infrastructure, and capacity-limited treatment settings. These factors restrict throughput at the site of care, meaning that the number of patients who can be treated is often significantly lower than the number who are clinically eligible. As a result, structural constraints break the link between eligibility and actual treatment.

In this context, market access has become a primary determinant of success rather than a downstream consideration. Access is no longer defined solely by coverage or reimbursement, but by the ability to operationalize delivery within real-world constraints, including infrastructure readiness, isotope supply, site-of-care economics, and alignment between diagnostic and therapeutic pathways.

This shift has direct implications for lifecycle management. Pricing, reimbursement, and procurement dynamics no longer operate only at launch, but shape development decisions, evidence generation, and commercial strategy from early stages onward. Companies should therefore design market access into the product lifecycle from the outset, rather than address it post-approval.

This white paper examines how market access and pricing strategies in the United States (US) and Europe are evolving in nuclear medicine. It also outlines the implications of this evolution for lifecycle management and shows how companies must integrate access considerations into development, evidence generation, and commercial strategy to achieve scalable and sustainable growth. Throughout the paper, we also highlight the distinctions between the value creation and delivery pathways of diagnostic and therapeutic radiopharmaceuticals.

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Market Access as the Central Driver of Lifecycle Management

Market access and pricing are not downstream commercial considerations for nuclear medicine products in 2026, but core lifecycle determinants that directly influence adoption, scalability, and long-term franchise value. Pricing and reimbursement mechanisms translate structural constraints into real-world access outcomes.

At the provider level, site-of-care economics ultimately determine whether therapies can be delivered at scale. Hospitals, outpatient departments, and imaging centers evaluate radiopharmaceuticals not only on clinical benefit, but on margin impact, workflow integration, and operational feasibility.

These dynamics have direct implications for lifecycle management. Companies must design development, evidence generation, and commercialization strategies to ensure that products can be implemented and scaled in real-world settings, because access depends on site-level economics and operational feasibility.

As a result, lifecycle management in nuclear medicine is centered on enabling market access in practice. Companies must align clinical development, value demonstration, and pricing strategies with the economic and operational conditions that determine whether products can be delivered at scale. Products that fail to do so risk limited adoption regardless of clinical differentiation, while those designed around access requirements are more likely to achieve sustainable growth.

Value Demonstration as the Mechanism of Market Access

Radiopharmaceuticals rarely succeed commercially on clinical merit alone because they combine a high-cost drug component with infrastructure-dependent delivery. Clinical benefit must link to budget impact, operational feasibility, and pathway efficiency. Companies should therefore design value demonstration as a multilayered stream rather than a one-time health technology assessment (HTA) submission.

The value proposition of theranostics rests on the clinical integration of diagnostic and therapeutic agents—patient selection, sequencing, and monitoring within a single targeted pathway. The delivery system, however, is not integrated in the same way. Diagnostic and therapeutic radiopharmaceuticals follow largely different delivery paths, including workflows, reimbursement mechanics, evidence requirements, and commercial models, even when administered in the same setting. They are also, in most cases, developed and commercialized by different companies (the prostate-specific membrane antigen (PSMA) pathway, where Pluvicto® is paired with diagnostics from Novartis, Telix Pharmaceuticals, or Lantheus Holdings, is the canonical example). This asymmetry between integrated value creation and fragmented delivery is itself a central access challenge, and the analysis that follows should be read with this distinction in mind.

In theranostics, the value proposition spans the entire patient pathway:

  • diagnostic imaging (patient selection)
  • therapeutic intervention (treatment)
  • sequencing and repeat cycles

This multilayer meaning of value indicates that operational performance directly defines market access; it determines whether sites can deliver care within existing constraints. The three layers of value are therefore neither hierarchical nor substitutable, as clinical value alone does not unlock access, and economic value alone cannot overcome operational bottlenecks.

Layer 1 — Clinical value

For therapies, this layer covers overall survival, progression-free survival, quality-of-life, safety and tolerability, and treatment sequencing value. For diagnostics, it covers clinical utility (changes in management decisions), impact on clinical outcomes, and pathway optimization.

Layer 2 — Economic value

Health economic modeling should consider the combination of drug, procedure, and infrastructure. Modeling should begin before pivotal trials are complete, then updated with real-world utilization patterns and site-of-care practices. Key economic value drivers include:

  • downstream cost offsets, e.g., reduced hospitalization, emergency visits, unnecessary imaging or surgical procedures
  • budget impact under real-world utilization, e.g., dose frequency, eligible population, expected uptake
  • comparative pathway costs, e.g., avoided lines of therapy, changes in resource use such as chemotherapy cycles, reduced supportive care, reduced interventions.

Layer 3 — Operational value

Operational performance is not a nice-to-have in nuclear medicine; it is the critical differentiator that directly determines whether patients can be treated and whether sites can adopt at scale. If a product cannot be delivered reliably within site constraints, it will not achieve meaningful access regardless of clinical value.

Providers increasingly look for evidence that a product can be delivered reliably. Value packages should include:

  • credible evidence and commitments related to delivery reliability, e.g., on-time delivery rates, cancellation rates attributable to supply, batch success rate
  • workflow efficiency, e.g., time from order to administration, staffing requirements
  • capacity impact, e.g., throughput per day or week, scanner time, scheduling predictability.

Companies that align clinical, economic, and operational evidence from early development through post-launch are best positioned to achieve and maintain access and to support scalable franchise expansion.

Structural Constraints Shaping Market Access in Nuclear Medicine

For radiopharmaceutical market access to succeed, companies must address not only clinical value but also economic and operational value within two structural constraints: capacity at the site level and the trends shaping geographic and policy environments. The first is a present-day reality that limits adoption and therefore revenue, regardless of demand; the second comprises evolving dynamics that companies must actively monitor and incorporate into access strategy.

Reality One: Capacity-Constrained Revenue Models

Radiopharmaceutical adoption is often constrained by capacity at the site level rather than demand. Treatment slots are limited by staffing, shielding, and radiopharmacy throughput. Scheduling inefficiencies and cancellations directly impact margins.

In the typical lifecycle dynamic for a new radiopharmaceutical, product launch leads to strong uptake. As the company moves to expand product sales, site capacity becomes saturated. Growth is then limited by operational throughput.

Scaling access is as critical as securing coverage: despite reimbursement, programs can remain inaccessible due to capacity constraints.

This reality must be designed into the access strategy itself. Pricing must reflect the fully loaded cost of capacity, evidence packages must demonstrate throughput predictability, and commercial models must anticipate that revenue is bounded by site operational ceilings, not eligible-patient volumes.

Reality Two: Geographic and Policy Considerations

European markets are defined by fragmented access pathways, including different HTA requirements, reimbursement processes, and procurement mechanisms, alongside a structurally important competitor: in-house radiopharmaceutical production, particularly in diagnostics. This creates a direct economic and operational benchmark for commercial products. As a result, success in Europe depends not only on list price but more on reliability, service performance, and scalability beyond single-site hospital production.

In the US, reimbursement mechanics and site-of-care economics are key. The Medicare Outpatient Prospective Payment System (OPPS), Healthcare Common Procedure Coding System (HCPCS) coding, and related payment classifications determine whether radiopharmaceuticals are paid separately or packaged, and site-of-care economics determines whether clinical demand can translate into treated patients at scale. In practice, these mechanisms operationalize market access, linking pricing, coverage, and policy decisions to actual treatment capacity and patient throughput.

Despite different system architectures, both regions converge on the same constraint: radiopharmaceuticals must compete on operational deliverability, not just clinical value. Adoption and scale ultimately depend on the ability to deliver within real-world capacity limits and to align reimbursement with the fully loaded cost of care delivery.

The US offers the most concrete view of how reimbursement design determines treatment capacity. Coding, status indicators, and packaging thresholds are not abstract policy artifacts—they directly translate into whether a center can run a profitable PSMA PET program or accept Lu-177 referrals. This section anchors the strategic discussion that follows of the actual mechanics that govern US payment, with figures drawn from the Center for Medicare and Medicaid Services (CMS) Addendum B for CY2026 (April 2026 update).

Reimbursement Structure and Site-of-Care Economics

Reimbursement in the US varies significantly by site of care, directly impacting margins and adoption. Under Medicare, HOPDs are paid through the OPPS, where the imaging procedure is paid via an Ambulatory Payment Classification (APC) and the radiopharmaceutical may be paid separately or packaged into the procedure payment depending on its OPPS status indicator and applicable policies, e.g., Transitional Pass-Through (TPT) status or the CY2026 diagnostic radiopharmaceutical packaging threshold of $655 per day. Variability across settings—hospital outpatient departments (HOPDs), freestanding imaging centers—and payer policies drives meaningful differences in site-level economics and adoption patterns.

At HOPDs, the PET imaging procedure is paid via APC (e.g., CPT 78815, “PET image w/CT skull-thigh,” APC 5594, paid at $1,460.92 in CY2026), while the radiopharmaceutical payment depends on its Status Indicator (SI):

  • SI “K”: separate payment (these products may fall under TPT or qualify for separate payment under the CY2026 $655/day threshold).
  • SI “N”: packaged into the procedure payment (no TPT, below the CY2026 $655/day threshold)—illustrating how reimbursement classification can determine whether centers can scale imaging volumes sustainably.

At freestanding imaging centers, imaging is reimbursed under the Physician Fee Schedule (PFS); OPPS status indicators do not apply. Payment depends on PFS rules and payer contracts, and centers typically require either (i) sufficient technical reimbursement to cover radiopharmaceutical costs, or (ii) explicit line-item payment for the radiopharmaceutical to support sustainable use of expensive PET agents.

Key Policy Mechanisms and Reimbursement Thresholds

Two CMS mechanisms determine how a radiopharmaceutical is paid after launch, and particularly for diagnostics if it is paid separately or packaged in the procedure— and both should be embedded in the lifecycle strategy from the outset:

  1. TPT applies to both therapeutics and diagnostics, and enables temporary separate payment at launch (for no more than three years), supporting strong initial uptake since it enables a payment that covers both drug acquisition and pharmacy overhead. TPT expiration can create a “reimbursement cliff” that differs by product:
    • Therapeutic radiopharmaceuticals: the product remains separately payable, under SI “K” after TPT expiration, but the payment rate is set under standard OPPS rate-setting for that HCPCS code (e.g., ASP-based, claims-derived approaches, depending on CMS policy and data availability). This transition can create a reimbursement cliff since post-TPT the hospital bears the pharmacy overhead (high for radiopharmaceuticals) which can lead to negotiate harder on therapy acquisition price. A recent example is Pluvicto’s TPT period which ended September 30, 2025; the product transitioned to SI “K” and paid at $259.596/mCi in CY2026—approximately $51,919 for a 200 mCi treatment cycle.
    • Diagnostic radiopharmaceuticals: TPT expiration triggers the packaging threshold payment described below: the product moves either to separate payment (SI “K”) or to packaging (SI “N”) depending on its per-day cost.
  2. The CY2026 $655/day diagnostic radiopharmaceutical packaging threshold. CMS introduced the structural rule under which diagnostic radiopharmaceuticals exceeding $655 per day qualify for separate payment, while those below the threshold are packaged into the procedure payment. The threshold was set at $630 in CY2025 and increased to $655 in CY2026. This is the binary diagnostic reimbursement cliff. Higher-cost PSMA-PET tracers (F-18 piflufolastat, Ga-68 gozetotide) sit well above the threshold and are paid separately. Routine, low-cost diagnostics such as F-18 FDG sit below the threshold and are packaged. The risk zone is the band of next-generation diagnostics whose per-day cost lands close to the boundary—where year-on-year payment rate fluctuations or threshold updates can flip the SI classification.

The strategic implications for products operating near the threshold are significant: a binary reimbursement cliff, pricing strategies that must be anchored around CMS threshold behavior, margin risk for products straddling the boundary, and constrained innovation when delivered cost exceeds reimbursable economics.

Theranostic Pathway Misalignment

Bundling dynamics will increasingly constrain theranostic models unless diagnostic and therapeutic pathways remain aligned in payment design. In US theranostic pathways, diagnostics and therapeutics are reimbursed separately, authorization delays occur between imaging and therapy, and incentives across imaging and therapy departments are often misaligned. Reimbursement design—not clinical demand—determines how many patients are ultimately treated.

Table 1. CY2026 medicare OPPS reimbursement pathway for selected radiopharmaceuticals

Click on the table to zoom in.

Note: Payment rates are CY2026 national unadjusted Medicare OPPS values from CMS Addendum B (April 2026 update) and may vary by geography, payer, and site of care. Diagnostic radiopharmaceutical reimbursement is subject to the CY2026 $655/day packaging threshold; rates and threshold are updated annually. Unit conventions vary—most A-codes are per millicurie, A9606 (Ra-223) is per microcurie, and C9176 is per study dose.

Domestic Isotope Supply Incentive

In the CY2026 OPPS final rule, CMS introduced a new HCPCS code, C9176, providing a $10 per study dose add-on payment for Tc-99m derived from domestically produced Mo-99 (minimum 50% domestically produced), effective January 1, 2026. While modest in absolute terms, the add-on is structurally significant: CMS uses the OPPS payment system to incentivize domestic radioisotope supply chain resilience. For lifecycle planners, this signals that policy is beginning to translate supply-chain priorities into payment levers—a trend that may extend to other isotopes (Lu-177, Ac-225) over the next planning cycle.

Figure 1. Diagnostic to therapy patient workflow with reimbursement key decision points

Diagnostic to therapy patient workflow with reimbursement key decision points

This figure illustrates the parallel access pathways for PSMA PET imaging (Locametz/Illuccix) and Lu-177 radioligand therapy (Pluvicto), highlighting the access gates, prior authorization steps, and CY2026 Medicare OPPS payment decision points for both diagnostic and therapeutic legs.

Lifecycle Strategy Implications

The US reimbursement architecture above is the operating environment in which every lifecycle decision lands. Pricing strategy must be anchored to current fluctuating policy and evidence generation must address site-of-care economics. Commercial planning must anticipate TPT expiration and the resulting status-indicator transition; supply-chain decisions are now subject to direct CMS payment incentives. Market access is no longer something to plan around launch—it is the system within which the entire lifecycle is executed. Companies that design development, evidence, and commercial plans against these mechanics convert clinical eligibility into treated patients; those that do not face binary access cliffs that no clinical differentiation can offset.

Strategic Implications for Nuclear Medicine Leaders

For US Companies Entering Europe

US-based radiopharmaceutical companies entering Europe must adapt from a relatively unified, payer-driven model to a fragmented, procurement-led ecosystem where access is determined at country and often hospital level—and where in-house production can act as a structural competitor. Success therefore depends less on pricing alone and more on operational performance and system fit.

Priorities for US companies entering Europe:

  • Localize access strategies by country. Align evidence with national HTA and funding requirements; map how each country funds radiopharmaceuticals, e.g., tariffs, hospital budgets, case-by-case funding, or national lists.
  • Position against in-house production, not just branded competitors. In multiple markets, hospitals produce tracers via radiopharmacies and cyclotrons outside HTA pathways. Win by demonstrating operational value of ready-to-use commercial products: GMP consistency, broader distribution, reduced staffing burden, wastage management, and scalability beyond single-site capacity.
  • Align with hospital economics and procurement models, e.g., tenders, not just payer value. Ensure the product improves department-level economics—throughput, scheduling predictability, reduced cancellations—in addition to payer value.
  • Ensure diagnostic–therapeutic pathway integration to avoid patient-flow bottlenecks.
  • Build supply reliability and regional presence to meet tender and operational expectations.
  • Price for system value, not list price. Compete on total cost of care and operational efficiency. Consider models that reflect workflow savings and capacity gains versus in-house production baselines.

Implications for lifecycle management: European expansion requires integrating HTA, procurement, and hospital workflow into lifecycle planning from early development. Companies that treat access as a multi-level system—payer/hospital/radiopharmacy—and that can outperform in-house alternatives on reliability and scalability, will achieve faster and more durable uptake.

In-house radiopharmaceutical production as a structural competitor in Europe

Across many European markets, hospital radiopharmacies and academic cyclotron networks produce diagnostic tracers (notably fluorodeoxyglucose (FDG) and increasingly Ga-68 PSMA agents) outside traditional HTA pathways. Anchored on internal cost recovery rather than commercial pricing, in-house production sets a benchmark that commercial products must outperform on reliability, GMP consistency, broader distribution, reduced staffing burden, wastage management, and scalability beyond single-site capacity. For US companies entering Europe, this is not background context—it is the de facto comparator against which their product is evaluated, particularly in diagnostics. Strategy must therefore emphasize the operational value of ready-to-use commercial products, not list-price competitiveness alone.

For US Companies Entering Europe

US-based radiopharmaceutical companies entering Europe must adapt from a relatively unified, payer-driven model to a fragmented, procurement-led ecosystem where access is determined at country and often hospital level—and where in-house production can act as a structural competitor. Success therefore depends less on pricing alone and more on operational performance and system fit.

Priorities for US companies entering Europe:

  • Localize access strategies by country. Align evidence with national HTA and funding requirements; map how each country funds radiopharmaceuticals, e.g., tariffs, hospital budgets, case-by-case funding, or national lists.
  • Position against in-house production, not just branded competitors. In multiple markets, hospitals produce tracers via radiopharmacies and cyclotrons outside HTA pathways. Win by demonstrating operational value of ready-to-use commercial products: GMP consistency, broader distribution, reduced staffing burden, wastage management, and scalability beyond single-site capacity.
  • Align with hospital economics and procurement models, e.g., tenders, not just payer value. Ensure the product improves department-level economics—throughput, scheduling predictability, reduced cancellations—in addition to payer value.
  • Ensure diagnostic–therapeutic pathway integration to avoid patient-flow bottlenecks.
  • Build supply reliability and regional presence to meet tender and operational expectations.
  • Price for system value, not list price. Compete on total cost of care and operational efficiency. Consider models that reflect workflow savings and capacity gains versus in-house production baselines.

Implications for lifecycle management: European expansion requires integrating HTA, procurement, and hospital workflow into lifecycle planning from early development. Companies that treat access as a multi-level system—payer/hospital/radiopharmacy—and that can outperform in-house alternatives on reliability and scalability, will achieve faster and more durable uptake.

In-house radiopharmaceutical production as a structural competitor in Europe

Across many European markets, hospital radiopharmacies and academic cyclotron networks produce diagnostic tracers (notably fluorodeoxyglucose (FDG) and increasingly Ga-68 PSMA agents) outside traditional HTA pathways. Anchored on internal cost recovery rather than commercial pricing, in-house production sets a benchmark that commercial products must outperform on reliability, GMP consistency, broader distribution, reduced staffing burden, wastage management, and scalability beyond single-site capacity. For US companies entering Europe, this is not background context—it is the de facto comparator against which their product is evaluated, particularly in diagnostics. Strategy must therefore emphasize the operational value of ready-to-use commercial products, not list-price competitiveness alone.

For European Companies Entering the US

European radiopharmaceutical companies entering the US must adapt to a system where access is shaped predominantly by Medicare policy—coding, billing, status indicators, packaging thresholds—and by site-of-care economics. Success depends not just on clinical value but on executing a plan with predictable payment pathways, prior authorization readiness, and scalable delivery across capacity-constrained treatment sites.

Priorities for European companies entering the US:

  • Design the US reimbursement pathway early. Secure the right HCPCS strategy (A-code or Q-code where applicable; correct billing unit). For diagnostics, plan explicitly for the CY2026 $655/day packaging threshold dynamics—the status-indicator outcome at TPT expiration is determined by per-day cost and creates a binary economic outcome at HOPDs.
  • Optimize for site-of-care economics. HOPD versus freestanding is a strategic choice, not a default. The same product can have materially different economics by site of care. Prioritize early adoption in high-capability centers (academic/cancer centers) for complex therapies, then expand to community settings as operational support and capacity ramp up.
  • Build a payer readiness engine for prior authorization and medical policy influence. Map the top payers and radiology benefit managers by target geography and define the exact coverage criteria they apply, e.g., indication, line of therapy, required documentation, then align evidence and messaging to those decision rules. Operationalize a “prior authorization-ready” toolkit for sites—standardized prior authorization templates, denial/appeal playbook, pre-packaged clinical rationale language. Engage early with payers and radiology benefit managers to prevent pathway delays; authorization friction is a leading reason an FDA-approved tracer is not authorized on time, breaking the diagnostic-to-therapy handoff.
  • Treat delivery as a commercial product. Scale requires operational enablement. Invest in site onboarding, e.g., training, SOPs, radiation safety workflow, scheduling integration, as a launch-critical workstream, not a post-launch service. For therapies, plan for capacity-constrained throughput, e.g., licensed rooms, staff, radiopharmacy throughput. Demand generation without capacity creation produces waiting lists, not growth.
  • Engineer supply chain reliability around US geography and payer mix. Reliability is a differentiator for both providers and payers. Build redundancy and delivery performance key performance indicators, e.g., on-time delivery, cancellation rates, batch success rate. Consider US partnerships or regional hubs early. The C9176 add-on for domestic Mo-99 signals that US policy is starting to reward domestic supply chain investment—a trend that may extend to other isotopes such as Lu-177 and Ac-225 over the next planning cycle.
  • Align evidence to US decision-makers. Complement pivotal outcomes with US-relevant evidence—real-world utilization, pathway impact, operational metrics (time-to-treatment, cancellations avoided, throughput. For theranostics, explicitly demonstrate diagnostic-to-therapy conversion, i.e., how often a positive scan becomes a treated patient, because that is where payers and providers see value leakage.
  • Plan for durable economics beyond launch. Anticipate policy evolution—TPT expiration, packaging-threshold updates, ongoing OPPS and PFS updates—and maintain a lifecycle evidence plan to defend access and margins over time.

Implications for lifecycle management: US expansion requires integrating coding and payment mechanics, payer operations (including appeals), site-of-care economics, and capacity enablement into lifecycle planning from the earliest stages. Companies that treat the US not as a single market but as an operational ecosystem will achieve faster uptake and build more scalable, durable radiopharmaceutical franchises.

Conclusion: Designing for Access in Nuclear Medicine

Nuclear medicine in 2026 is entering a phase where market access—not approval—determines real-world impact. Reimbursement design, site-of-care economics, and operational capacity now define whether eligible patients become treated patients at scale.

Three implications follow for nuclear medicine leaders. First, value demonstration must operate in parallel across clinical, economic, and operational layers; products that ignore the operational layer fail in practice regardless of clinical differentiation. Second, the US and European systems converge on the same constraints despite different architectures: deliverability matters more than list price, and capacity matters more than coverage. Third, policy is no longer static. In the US, the 2026 OPPS rule’s $655/day threshold and the C9176 domestic isotope add-on are signals that CMS is using payment levers to shape supply chains and access economics, and similar dynamics will continue to evolve.

Companies that integrate market access into lifecycle strategy from the outset will lead the next generation of radiopharmaceutical innovation. This means designing development, evidence generation, and commercial plans around the access architecture rather than retrofitting against it. For US companies entering Europe, that means competing against in-house production on operational value. For European companies entering the US, that means engineering a deliberate path through coding, status-indicator dynamics, prior authorization, and site-of-care economics. In both directions, market access is no longer a downstream function; it is the design constraint for the franchise.

Authors:

Irene Lizano,
Principal, Market Access & Pricing

Sandra Walsh,
Senior Consultant, Market Access & Pricing

Authors:

Irene Lizano,
Principal, Market Access & Pricing

Sandra Walsh,
Senior Consultant, Market Access & Pricing

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