Barcelona, Catalonia, Spain
I truly believe that the life science industry can make the world a better place and our lives healthier ones. This fuels the passion with which I have been working both in Animal and Human Health. As team leader I focus almost entirely my attention on people to ensure that our team performs at the highest level and delivers value to a wide range of stakeholders. The absolute belief that business success is the result of employees finding meaning and future perspectives (even modest) in their work is based on 20+ years of people management. Change is also a common feature of my professional life; I have led many forms of changes: downsizing, reorganization, post-merger integration and digitalization. My compass to help teams through difficult crises is simple: listen to and respect each individual. Opinions voiced in posts and articles are my owns.
In this General Manager role, I was accountable for the P&L of the local Prescription Medicine business. Within 3 years our sales grew by more than 35% to reach a turnover of 100 M Euros. Customers were both in the primary care and the Hospital area . Key challenges included a rapid portfolio transformation (loss of exclusivity, launches), a complex and evolving access to market and pressure on profitability. The digital transformation of the business has been quickly set into motion and is recognized internally but also externally as well advanced for the pharma industry.
Within the European team, I was in charge of our two clusters (Amsterdam: small western European countries, Vienna: Eastern European countries and Russia) for our Prescription Medicines (Human Health) business. In this role, I saw myself as a key interface between regional operating units and the Corporate organization. I ensured that global strategy is applied but in a way that takes in account local reality. I persistantly seeked, promoted and checked that the best allocation of resources was made.
Led cultural and organizational change of the French affiliate of BI (initially 870 employees) in a context of profound evolution of the French Pharma Industry. Included introduction of a new performance management program as well as a revamped talent management policy. Key contributor to the closure of Labso Chimie Fine (chemical plant). Implemented a major Prescription Medicine sales force downsizing and local Affiliate reorganization. Starting May 2013 (double hat function) I was also BI's Talent Management Lead for Europe. From March to October 2014 I took over the responsibility of Country Managing Director of Boehringer Ingelheim France. This was a temporary "double hat" responsibility following the departure of the previous CMD as I also remained all the while HR Director (see above). My primary focus was to ensure that the new Prescription Medicines business model was effectively put in place as well as fostering synergies between the 3 businesses and an optimal allocation of resources. I also made sure that key steps in the budget setting cycle were properly conducted.
Same accountabilities as below, plus: management of sales force (12 reps, 2 district sales managers), CRM, sales policy.
Business Group marketing strategy: recommended and implemented the divesture of the farm animals OTC business, initiated and conducted a massive and successful direct-to-consumer investment on pet wormer Drontal.
Leading a team of 9 sales reps covering the whole of France. In charge of the sales policy for the cattle products range.
Product Manager for the Companion Animal Product Range. Under the responsibility of a Group leader launched the following brands: Drontal, Baytril, Advantage.
Participated to the launch of Dectomax Brand (Cattle antiparasitic)