Experience

Pitcher

• Switzerland
• IT Services and IT Consulting
• 100 - 200 Employee

• Head Go-to-market Health & Life Sciences

  • Feb 2022 - Present



OMNI-X-ELLERATION Ltd

• CEO Founder

  • Sep 2021 - Present

  Many businesses have been shaken following the COVID Pandemic fall out. It affected many modus operandi in different ways. The commercial models of yesterday became obsolete. Time to embrace the new normal which has to be:1. Carried by the whole organisation; continued change management (win the heart, mind and soul)2. customer/patient centric: patient and customer journey3. personalised: persona, advocacy, channel preference, business importance4. adapted: services, supporting and communication materials through meta data tagging (aligned with point 3)5. anchored in a solid data strategy visualising all key metrics across all functions in a dynamic manner by using advanced analytics leading to predicative and prescriptive actionable insights by using machine learning and AI6. supported by future proof curriculum across all functions and programs closing identified gaps in critical capabilities/skills7. supported by the right agile platforms as commercial enablers: CRM, social media, personalised resource canters An exciting though sometimes scary journey. Where do you start? What is next? How to envision success? How to align all the functions behind the same common vision, goals and strategies? How to get the right IT/IS support in making the right infrastructure available?That is where my passion lays. Helping life-science, MedTech, BioTech and FMCG companies making this transformation successful and sustainable by delivering increased efficacy across the whole organisation.I offer a step by step and modular approach based on an in-depth assessment from a go-to-market to an execution by excellence through the commercial teams. Remember, we live in a V(olatile)U(ncertain)C(omplex)A(mbiguous) world which is there to stay. Let us embrace this next reality for the good off all involved.



Reckitt

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Global Medical Sales Director

  • Jan 2019 - Sep 2021

  In my role as Global Medical Sales Director, I direct multiple facets of the company, such as sales, marketing, budgeting, forecasting, cost control, operations & maintenance, and customer service. I govern development of business while ensuring compliance of quality and standards according to company's policies. I devise and implement new tactics to accelerate sales, grow business, increase profit, and find new opportunities in market. I encourage organisation to adapt company's operational structure to actual realities and needs. I ensure implementation of strategic plans to reach sales targets. I lead, support, and mentor team to meet and exceed yearly objectives of sales quota, client retention, and new business.My Key Success in this Role:-Introduced, initiated, and activated new Omni-channel capabilities that resulted in surpassing coverage, frequency, and HCP targets by 20%.-Accelerated business efficiencies and decreased costs by -15% by creating synergies across geographies & functions.-Revamped RB traditional sales model into medical sales model; allowing integration of Mead Johnson Infant Nutrition business driving medical sales model of future whilst strengthening the OTC portfolio performance.-Optimised ROI and sustained business growth by driving data driven Omni-channel customer centric transition.-Analysed markets to identify new business opportunities with aim of increase revenue and generating profitability.-Implemented best sales management strategies, successfully hit, and regularly surpassed targets within a highly competitive market.-Combined output metrics, including markets shares, net revenue with input metrics, such as capabilities, coaching, business excellence, and advocacy designing, developing, and deploying global KPI frame.



Nestlé

• Switzerland
• Food and Beverage Services
• 700 & Above Employee

• Global Head – Medical Field Force Effectiveness - Nestle Nutrition

  • Sep 2013 - Jan 2019

  Advancing to Global Lead for Nestlé Nutrition’s sales force effectiveness initiatives, I oversee the training and development of thousands of representatives, including the senior leadership team and global IT. Through leadership and strategic engagement of 3rd party experts, I was able to achieve the following:▶ Through astute objective setting, KPIs, curriculum building, digital HCP engagement & internal stakeholder alignment, we were able to markedly grow market shares across the world▶ Revamped all external skills development programs, including a global certification process, which took into account multi-faceted regional differences▶ Leading internal & external teams, we optimized the Go To Market strategy and operational model to ensure full alignment with business strategies▶ Led multiple post-acquisition field force integrations▶ Developed BI tools to integrate data and information from multiple sources to ensure data accuracy & appropriate KPI reports

• Global Performance Development Manager - Nestle Nutrition

  • Sep 2009 - Sep 2013

  Growing into a global manager, my focus in this role was to enhance systems, harmonize processes across the organization & develop global training capabilities. I was responsible for spearheading end-to-end duties, such as objective setting, digital HCP engagement, curriculum building, performance measurement, and internal stakeholder alignment while increasing market share growth. I steered two post-acquisition field force alignments, including Wyeth Infant Nutrition. Redesigned all external skills development programs building full certification process at the global level, with adjustments per regional environments and field force maturity for medical field force and marketing. I assured strict compliance with WHO and FTSE accreditation requirements. I headed coaching and development for global field force consist of 6K, including senior leadership team and global IT team. My key accomplishments were:▶ Developed and implemented a new global HCP segmentation model based on advocacy & personality▶ Led the corporate transition from a push to pull model to align with HCP needs assessments▶ Designed and Implemented a harmonized global training program to ensure alignment with HCP engagement model▶ Invested in new partner (ZS Association) to assess the end-to-end value stream process for medical field force effectiveness resulting in a strong master-certification process leading to owning the full end-to-end Go-To-Market process.▶ Maximised and improved company overall efficiency via defining new policies and procedures.▶ Implemented BI tools, such as Einstein & data warehouse to leverage various data sets from different sources to optimise model, understand levers, and predict outcomes of strategies; correlated quantitative KPIs to create qualitative output.▶ Maintained strategic brand differentiation for HCPs by creating synergies in skills development tools.▶ Replaced the corporate CRM to Veeva to better support the new promotional mix model

• Regional Performance Development Manager - Nestle Nutrition - Africa

  • Jan 2007 - Sep 2009

  Promoted to a pan-African role, I was successful in replicating the model from Central Africa to a larger multi-country environment by aligning to the same standards and implementing the same tools. The highlights of this phase of my career were:▶ Built a solid internal network of internal trans-national leaders to gain buy-in for the transformational plan▶ Spearheaded an overhaul of the succession planning process▶ Implemented an internal centralized CRM system through conceptualization, validation & implementation▶ Developed new marketing plan that changed messaging from consumer interests to HCP interests

• Regional Performance Development Manager - Nestle Nutrition

  • Jan 2006 - Jan 2007

  Overseeing the medical field forces in over 20 countries within a new geography, I was in charge of the recruitment, deployment, KPI measurement & performance development for the commercial teams. During this time, my key achievement were:▶ Recruited to objectives & profile to ensure the right team members were in place▶ Aligned KPI metrics to a harmonized regional strategy & ensured they were implemented as planned▶ Managed the KOL strategy to ensure alignment with new product launches▶ Led the relations with government bodies, regulators & decision makers to ensure two-way alignment with brand messaging and corporate reputation



Nestlé Belgilux S.A.

• National Sales Manager

  • Jan 2003 - Jan 2006

  Acting as a National Sales Manager of a team of 8 representatives, I was responsible for 60% of the organization’s sales budget and was part of the management committee. I oversaw many roles within the unit not necessarily associated with the role of a sales manager. My key elements were:▶ Negotiated agreements with specialized distributors to ensure coverage & availability across the country▶ Liaised with senior leadership outside of the Belgilux unit to gain access & learnings related to merchandising, product development, marketing & medical affairs▶ Contributed to crisis management efforts, leveraging existing relationships to mitigate repercussions of highly public cases

• District Manager

  • Jan 2000 - Jan 2003

  Now managing a team of five medical delegates, I was able to align the district’s activities to the unit’s strategies and meet my assigned sales goals. By the same token, I achieved many other objectives:▶ Drove focus on role objectives as opposed to simply repeating key selling messages by coaching team on competencies, behaviour & opportunities for growth▶ Developed bonds with KOLs helping to further reinforce the brand’s positioning▶ Grew market share, driving the brand to a position as market leader

• Key Account Manager

  • Jan 1997 - Jan 2000

  After being promoted to a KAM, I oversaw the Flander’s region, focusing on teaching hospitals & paediatric universities. I developed strategies to drive early engagement with prospective prescribers to secure future business. My key achievements in this role were:▶ Helped build cross-university training programs in the field of paediatrics that later became part of the national curriculum▶ Negotiated with decision makers, adding value to key stakeholders in terms of educational support & helping them balance their financial decisions▶ Worked with team members to forecast opportunities & identify gaps▶ Grew market share from 50% to exclusivity in the hospital rotation system

• Medical Delegate

  • Jan 1988 - Jan 1997

  In my first position, I was a medical delegate where I represented the full portfolio of infant nutrition products. In this mandate, I grew market share from 39% to 52%. My accomplishments over this period were:▶ Building long term relationships with hospitals & private practices▶ Identifying key stakeholders & decision makers to ensure product onboarding ▶ Earned all incentives & won multiple sales awards