First employee of UK Speciality Pharma company, building the business up to over 100 employees
Successfully attained SMC and AWMSG approval for lead product Ferinject®
Initiated growth strategy for Ferinject®, achieving growth of over 30% per annum in 2015, 2016 & 2017 and 25% growth in 2018
Led integration of Vifor Pharma and Vifor Fresenius Medical Care Renal Pharma
Business turnaround and successful sale of Potters Herbal Medicines
Led major restructuring programme of Potters Herbals, transforming it from a £1m p.a. loss making business into profitability for the first time in 5 years
Operated as Interim General Manager and Plant Manager
Restructured sales and marketing functions
Prepared business for successful sale
Establishment of Bayer Global Strategic Marketing department in US & Germany
Created new multi-national department in USA and Germany
Realigned development budgets of $65m to reflect global marketing strategies
Instrumental in negotiating strategic alliance with GSK to promote Levitra®
Led the development of media strategy and managed media activities around Baycol/Lipobay® withdrawal and Cipro®/anthrax crises
Development of global Vifor Pharma competitive strategy
Realigned competitive strategy for Vifor Pharma’s lead product, Ferinject®, within 4 months, revising competitive positioning and creating a supportive publications plan
Led the development of an internal communications and training plan to ingrain the use of the new promotional and educational materials
Expanded initial strategy into ongoing integrated programme
Conducted Competitive Strategy Workshops with major markets to prepare for pending competitive entries
Allergan/Inamed/Corneal European integration
Led the integration of Allergan, Inamed, Corneal and Endoart, creating Allergan’s Medical Aesthetics business unit
Grew top line sales from $186m in 2006 to $300m in 2008, rejuvenating Breast implant and Dermal filler franchises and continuing to grow BOTOX® business despite generic competition
Restructured sales forces and service function into integrated, cross portfolio organisation to maximise key account focus and combat market commoditisation
Reduced headcount by 15% while increasing growth rates
Led the development of the first European Medical Aesthetic Direct to Consumer (TV) advertising campaigns for Juvederm™ Ultra in UK and France
Canada Healthcare Division amalgamation
Led the integration of Bayer Canada’s pharmaceutical, diagnostic, biologics and generics businesses into one fully integrated Healthcare Division, the first of its kind in Bayer
Restructured sales forces and service functions into one integrated, cross portfolio organisation to maximise key account focus and leverage organisational efficiencies and synergies
Developed the proposal and successfully negotiated the largest government contract in Bayer’s history ($700M) with the Canadian Blood Agency
Grew top line sales to $500M
Celltech European sales and marketing restructuring
Conducted Europe-wide restructuring programme, reducing sales headcount by 50% and producing annualised cost savings of £5,9m while still growing key brands and overall profitability & skillfully exiting unprofitable co-promotion agreements
Brought French affiliate into profitability for the first time and established Celltech Nordic affiliate, also managed daily operations in UK (9 months) and Spanish affiliate (6 months) as interim General Manager during restructuring
Led Management Buy Out (MBO) initiative, to purchase UCB/Celltech ‘tail product’ portfolio