Saint-Prex, Vaud, Switzerland
I lead Ferring Pharmaceuticals' global external manufacturing network, 30+ CDMOs across Europe, North America, and Asia, with full accountability for a multi-billion euro supply footprint delivering to 130+ markets. Over 15+ years in pharma and FMCG, I have built a track record of turning complex, underperforming supply networks into resilient, high-performing operations. At Ferring, I redesigned the entire external manufacturing function in under a year — restructuring the team, overhauling governance, and delivering significant, measurable improvements in service performance. My work sits at the intersection of strategy and execution: manufacturing network design, CDMO partnerships, S&OP, and enterprise transformation. I support Board and ExCo decisions on supply strategy, capex investment, and risk — with hands-on experience leading large-scale transformation programs across global manufacturing networks. Earlier in my career I held senior roles at GSK (leading major opex & efficiency savings pipeline across 67 sites) and P&G (global supply chain / TechOps). Multilingual — English, Dutch, French, German. Based in Switzerland. Open to connecting on supply chain transformation, (external) manufacturing, and operations strategy.
Lead Ferring's global external manufacturing function across 30+ CDMOs in Europe, North America, and Asia; with full P&L accountability for a multi-billion euro supply footprint delivering to 130+ markets. - Redesigned the entire function in under a year, restructuring the team, overhauling engagement models, and establishing clear governance, delivering significant, measurable improvements in service performance. - Drive end-to-end supply performance across cost-to-serve, inventory, and working capital in alignment with corporate S&OP priorities. - Strengthened strategic CDMO partnerships through structured onboarding, co-innovation planning, and compliance reviews aligned to product pipeline priorities. - Enhanced global compliance and operational resilience through GMP audit strategy and business continuity frameworks. - Serve as key advisor to ExCo on external manufacturing strategy, supply risk, and network investment decisions.
Concurrent with external manufacturing leadership role — drive enterprise-level manufacturing strategy and network transformation across Ferring's global internal and external footprint. - Partner with TechOps Leadership, ExCo, and Board to shape long-term supply models aligned with commercial growth, pipeline readiness, and operational resilience. - Design and implement global manufacturing strategies across lyophilized, liquid, and solid dosage forms; covering make-vs-buy analysis, capacity planning, and network modeling. - Lead global network transformation initiatives, balancing growth, risk, and investment priorities across regional and global sites. - Redesigned CapEx governance to embed strategic prioritization, resource visibility, and long-term investment alignment. - Established unified governance and PMO frameworks to improve decision speed and cross-functional execution. - Align network evolution with franchise roadmaps and lifecycle needs across R&D, Quality, Commercial, and Supply Chain.
Led global end-to-end supply planning and execution across 14 internal sites and 30+ CDMOs, delivering to 130+ markets with accountability for service, inventory, and cross-functional performance. - Designed and implemented a new global Value Stream operating model; transitioning from siloed functions to integrated cross-functional teams across supply chain and manufacturing. - Directed global S&OP, aligning demand and capacity across internal plants and CDMOs to improve service levels and reduce planning inefficiencies. - Delivered significant double-digit improvements in OTIF and inventory performance by embedding best practices, KPI governance, and cross-functional accountability. - Established performance governance and decision-making routines, enabling agile issue resolution and alignment with commercial and operational priorities.
Led global value engineering and supply chain optimization across GSK's Consumer Health, Pharmaceuticals, and Vaccines divisions — accountable for a double-digit million euro annual gross margin and COGS improvement pipeline across 67 manufacturing sites delivering to 125+ markets. - Developed and executed end-to-end category optimization strategies covering network design, supply chain, launch planning, and operational budgeting to increase margin and reduce complexity. - Led complex transformation programs across manufacturing, digital supply chain (SC 4.0), procurement, and sustainability — delivering efficiency gains and greater operational resilience. - Drove global API and finished goods network redesign for Consumer Health, reducing cost, risk, and environmental impact. - Led cross-functional decision-making with Commercial, R&D, and Supply Chain to optimize portfolio trade-offs and reduce cost-to-serve. - Contributed to early-stage evaluation of consumer health technologies and medical devices to align supply capabilities with future portfolio needs.
Led global supply planning and S&OP for P&G's prestige fragrance portfolio (Gucci, Hugo Boss, D&G) across key global markets. - Delivered measurable improvements in service, inventory, and obsolescence through integrated planning and KPI governance. - Served as supply chain lead for commercial and innovation forums, supporting new product introductions.
Led a key global transformation program focused on product simplification, supplier consolidation, and digital procurement enablement. - Streamlined portfolio complexity, exited multiple third-party contractors, and improved sourcing efficiency. - Rolled out a global eProcurement platform, enhancing transparency and speed.
Optimized decision-making by managing global master-data management strategy across five manufacturing locations, 13 distribution centers, and several contract manufacturing organizations. - Negotiated and secured favorable contracts and global service level agreements, including RFQs, KPIs, and negotiations with key service providers. - Redesigned the company costing process across marketing, sales, distribution, and manufacturing entities.
Managed inbound material supply for the Benelux (3PL) in the automotive sector and assisted in the design and tender of a new distribution network and warehouse supermarket.
Worked across commercial operations in the family-run import/export business from a young age, gaining early exposure to international sales, logistics and entrepreneurship. - Supported global order fulfillment, supplier engagement and sales administration across multiple markets - Represented the family business at international trade exhibitions building customer relationships - Developed lasting values of teamwork, persistence, accountability and integrity – foundational principles that continue to shape my leadership and decision-making to-date.