Cham, Zug, Switzerland
Senior leader with 25 years of people leadership experience, 20 years of finance experience in the healthcare industry and 15+ years of executive level Business Partnering. Fast Learner, agile Leader and analytical Strategist, with the ability to connect and activate people & organizations to achieve. Senior Leader, skilled at building and leading high performing “virtual” finance teams with focus on value creation in the “source, make, deliver and marketing & sales area”. Business Leader, experienced at driving transformation and strategy implementation. Areas of Expertise – Specialties Broad Healthcare Industry experience MedTech (Vision, Diabetes), Pharmaceutical/ Biotech, Consumer OTC Broad Value Chain experience Value creation in Source, Make, Deliver and Sales & Marketing; Local, Regional and Global Executive Level experience Board Member, Governance, Risk Management Executive Finance Business Partner experience Global/ Regional / Local P&L Management, Strategic & Financial Planning, FP&A, Strategy Development & Deployment, Financial Modeling, Portfolio Analysis, New Product Launches, Divestitures, Integration of new businesses, Pricing Strategy, Capital Expenditures, Network Optimization Extensive People Leadership/ Management experience People & Organization Development, Restructuring, Integration & Change Management Other Successful project management track record in international, cross-functional and complex matrix structures; SOX compliance; global negotiation & contracting experience
GMS Finance Strategy Long Range Financial Plan, Business Development Deals (Buy), and Divestitures Deals (Sell) - Lead the GMS Finance LRF process for COGS evolution of pipeline and marketed products - GMS Finance representative for acquisitions, license, product, and manufacturing site divestiture deals Contract Manufacturing Business Support - Lead the finance business partnering function for the CMB Business Global Product Costing - Lead the Global Product Costing process for Takeda including analytics, and reviews with senior management (~ 50.000 costed items, ~ 500 people involved). GMS Finance ERP System Support - Finance support for ERP system implementation, improvement projects and capability building (SAP, C3ME, SAP BW and SAP Analytical Cloud).
Member of the GSC and OncESSM Leadership Teams (1 Bio$ VoP, driving 10 Bio$ NTS; 6 Bio$ Inventory); Leading 6 finance teams with approx. 20-30 finance professionals located across the globe (US, JP and Europe). Guide the organizations through the Shire integration and enable the business to achieve their financial commitments while creating long-term value for patients.
Member of the Western Europe Management Team | Geographic Scope: UK/IR, DACH, France, Benelux, Iberia, Italy and the Nordics | Leading 7 senior finance business partners in 5 countries and the regional key account & pricing support manager - while ensuring an effective collaboration with the extending Shared Service Centers | Financially steering the organization through a turn-around situation & significant changes of the product portfolio / go-to-market approach - while fundamentally re-engineering the finance delivery model. Actelion Acquisition Integration support in Value Delivery work-stream Achievements: - Together with the Regional VP / Management Team: achieved a Sales turn-around with 3x the market growth in shares and sales - while improving the income ratio - all through: NPI excellence, resource allocation focus, investment cases and fact based spending choices; always met and exceeded all financial commitments; co-initiated several business initiatives - Re-built the finance organization - while creating an engaged & strong finance team - through communication, trust building, activation & engagement, involvement and focus; - Regional Management Team: recognized as leader, enabler, collaborator, activator and contributor beyond finance - As Member of the EMA Finance Leadership Team contributed as change agent and integrator to the overall success (new service delivery model, TM1 implementation, G&O focus, interactivity, compliance improvement, …)
Member of the management board and board of directors | Leading multiple teams e.g. Finance & Accounting, Controlling, Financial Compliance, Customer Service, Direct & Indirect Procurement, Warehouse, Company Projects | Steering the organization through significant changes, various restructurings and changes of the service delivery models. Achievements: - As part of the management board developed/implemented the new company strategy (go-to market model, road-map to develop "outcomes based medicine” & "Real World Evidence" capabilities). - Together with the Managing Director setting the financial pace and direction of the company resulting in a 13% CAGR since 2011, absolute NTS >300 MM$ and an OPEX ratio improvement >10%p. - Build/ developed a high performing F&A organization (30 people) with the best “Credo scores” of the EMEA region in 2014. - Positioned the organization as a change engine for the region resulting in being pilot country for various major regional initiatives. - J&J leadership award received for demonstrating Business Result Orientation, Collaboration, Complexity and Change & Innovation.
Global dual role as member of the WW ESI Strategy Team and the WW Janssen SC Network Team - connecting the expertise of both to support “Make or Buy” decisions. Responsible for leading and supporting key strategic initiatives, impacting the global manufacturing network: - As part of the Strategy Team developed the ESI strategy road-map. - As Project Lead for the re-packaging network assessment for Latin America successfully developed a strategic decision framework. - Co-Lead for the Oral Contraceptive manufacturing network evaluation leading to various supply chain flow optimization proposals.
As member of the GEM leadership team providing financial expertise & negotiation support to the newly established global & virtual organization (responsibility for supplier spend > 600 MM$). - Built the finance support team by hiring & leading five direct reports in multiple countries, defined the “value preposition" & established transparency throughout the legal sourcing framework. - Lead/ support contract negotiations around the globe (e.g. US, DE, IT, JP, SGP), achieving multi million $ savings for J&J. - Supported multiple “Make or Buy” decisions, resulting in a multi-million $ saving opportunity through outsourcing sterile mfg. - Flawless integration of the biotechnology EM Organization.
Transfer of the Europe McNeil HQ to Zug (15 countries, NTS > 400 MM$) after ending the JV with Merck. Due to the Pfizer Consumer Healthcare acquisition both McNeil & parts of PCH became the J&J OTC business (South Europe: 8 countries, 500 MM$) being part of the Consumer Sector. - Built the McNeil Europe HQ finance team, by hiring two direct reports and absorbing the tasks from four people in the US while adding additional responsibilities (e.g. product costing, sourcing, tax, SOX compliance). Achieved significant process improvements by automation, simplification & focused relationship management. - As part of the “PCH” Integration Team we achieved a smooth transfer of both companies into the Consumer Sector systems & processes. - Being the finance partner of the Vice President for Southern Europe & two regional brand teams (Upper Respiratory & Allergy) while leading regional cross-functional projects we achieved: + a solid business growth of the combined OTC business during the first year of the integration. + to re-balance the combined portfolio investment level while increasing the portfolios freshness index. + an exemplary result of the product rationalization & brand divestiture project with significantly SKU reductions while ensuring the protection of critical brand assets
Finance team to support 35 countries (approx. 900 MM$ IC-Sales) with diverse legal settings, e.g. third party, commissioner and affiliate business . - Built the regional finance team by hiring four people, absorbing the work of three teams and achieving significant data quality & process efficiency improvements e.g. reduction of closing lead time to C+3, transparency & insights of regional spending. - Successfully introduced complex US-GAAP accounting procedures and become the corporate regional go-to person for new WW SOP reviews. - Successful support of implementing legal business model changes and the closure of a location.