SGN NanoPharma is an innovative, clinical-stage and revenue-generating developer of nanotherapeutics using Micellar Nanoparticle (MNP) Technology. The Company combines proprietary MNP Technology with structural biology to generate superior solutions by (a) reformulating FDA approved drugs that are sub-optimal and (b) by developing novel therapies. The primary areas of focus for the company are Ophthalmic products for Dry-Eyes, Derma, Pain-relief and pharma-grade CBD products.Our primary product development focus is on:1. Existing Product Enhancements (reformulations & repurposing) using nanotech to capitalize on market opportunities presented by sub-optimal, poorly water-soluble drugs, and2. Innovation of Novel Therapies using bioinformatics, chemical synthesis coupled with Nano-delivery systems to develop long-term value generation.3. NanoCannabinoid FormulationsI am responsible for steering the Strategy and Operations of the company; and building the company for the next phase of rapid growth and value creation through Global commercialization of SGN's Nano products, Licensing deals, JVs and partnerships with leading players in the chosen therapeutic categories.

Provide business advice and consulting for strategy and business development. Advisory services may include advice on scouting and structuring of business development deals including licensing-in/out mergers & acquisitions, divestitures. Consulting services could include advice on Strategy, Business Operations, change management and post-merger integration.

1. Led the transition of organization from Baxter › Baxalta › Shire › Takeda while accelerating business momentum, 2X business over 4 years and building a high performing organization and leadership team2. Expanded portfolio in Immunology, Genetic Diseases & Hematology, supported by strategic capabilities in new product launches, medical affairs, patient support programs, market access and policy shaping; leading to market leadership in Hematology (70% MS) and Immunology (48% MS)2. Created strong advocacy in the public health environment and focused market access initiatives across payers, policymakers and HCPs to raise Standards of Care for rare diseases patients leading to increased public funding and National Rare Disease policy 3, Built strong talent pipeline and achieved robust employee engagement (78) through extensive communication platforms, having meaningful talent development conversations and linking people motivations with business needs 4. Developed growth drivers like patient support programs, streamlined tender management, robust S&OP, marketing and medical capabilities and best-in-class sales force effectiveness processes

Led the transition of the Novartis India OTC business and organization into GSK Consumer Health JV.

Responsible for leadership, strategy, operations and P&L management of Novartis OTC businesses in India and South East Asia (SEA: Indonesia, Vietnam, Thailand, Philippines, Malaysia, Singapore), a complex business with ~550 associates.• Strong consistent growth +12% each year, high profitability 14% ROS despite investments on a new brand launch in India; MS gains across all key brands and markets• Integrated SEA markets with India and developed a strong leadership team and operating rhythm• Led the conceptualization and implementation of new cluster organization structure in SEA and Commercial Leadership Team (CLT) in India• Turnaround of business in SEA from a 3 years historical Sales CAGR of +2.7% (2010-12) to +12% CAGR (2012-14) led by Indonesia, Vietnam and Philippines• Strong engagement (86%) and low attrition across Operating Unit; talent upgrade across OU• Consumer insight driven high decibel marketing initiatives on Voltaren and Otrivin with strong results; claims based differentiation implemented across all markets on key brands; successful launch of a new brand in Pain category in India• Sales force capability programs rolled out across OU; rigorous KPI based sales dashboard implemented to drive sales performance

General Manager with P&L responsibility for India Cluster.• Led the overhaul and strengthening of the Indian organization and business growth drivers• Successfully led the switch of Otrivin – from medical model to consumer model – one of the key success stories in the Indian OTC industry in recent past doubling the business in 3 years post switch• Established a strong management team, infused top talent in critical roles, significantly upgraded consumer marketing capability and sales organization• Instituted a strong Integrated Business Planning (IBP) process and operating rhythm resulting in forecast accuracy improvement • Delivered strong top-line growth (2009-14 CAGR: 16%), increase in productivity & market share gains• Engaged the organization with a strong communications plan; engagement score in 2013: 86%

Originate and drive licensing and M&A deals in the Over-the-Counter business unit, from target screening, exploratory discussions, strategic and financial evaluation, due diligence, deal structuring to contract negotiations. Lead cross-functional deal teams comprised of 5-15 members in markets such as the USA, India, Brazil, Poland and many countries in W. Europe.• Participated in the deal process for the successful $660m acquisition of BMS Consumer Medicines in an auction resulting in incremental annual revenue of $258m and entry into Systemic Analgesics in the USA• Successfully led a cross-functional team comprising over 20 people to integrate the acquired BMS business in North and Latin America; successfully integrated people, assets and business processes; achieved the stretch objective of “one order-one shipment-one invoice” in less than five months; delivered cost synergies (18% of sales) well ahead of target• Completed three licensing deals with deal structures ranging from a pure supply contract to milestones related development contract adding annual revenue in excess of $40m by accessing new segments• Led a divestiture process resulting in proceeds of $8m; designed the information memorandum, instituted the deal process, prepared data-room and ensured a high level of buyer interest through intense networking• Developed expertise in identifying value drivers in acquisition projects through cost and revenue synergies

Developed five-year strategic plans and implemented strategic projects in global healthcare business units. Worked for the CEO of Novartis Consumer Health – a $5.5b business.• Developed five-year strategic and financial plans while partnering with senior management teams of global healthcare businesses like Over-the-counter drugs – with a view to make strategic choices and identify revenue gaps and resource constraints• Conceptualized and implemented performance management tools like OGSM (Objectives, Goals, Strategies and Measures) and Balanced Scorecard that helped businesses achieve alignment and focus by translating strategies into specific and measurable actions• Established and guided a global team of five to execute this project in global business units• Developed best-in-class BD&L/M&A practices based on review of past deals; appointed as Integration Champion for NCH; supported preparation of a tool-guide for post-acquisition integration

Utilized financial and strategic analysis skills to prepare business plans for senior management approval and carried out industry and target analysis to identify acquisition and licensing prospects• Developed financial models for licensing and acquisition deals resulting in four licensing deals in the Over-the-counter business unit adding annual revenue in excess of $30m through innovative products• Analyzed and delivered 5-year financials to Corporate management complete with P&Ls, Balance Sheet and EVA (economic value added) analysis; spearheaded the development of an IT tool to consolidate 5-year financial plans

General management and overall responsibility for the business in North-West India.• Turned around a $2.5m business, increasing revenue from INR40m in 1995 to INR100m in 1997• Developed a technical after-sales team and a sales management team of 10 people; established robust commercial processes to ensure prompt and accurate execution`• Negotiated multiple deals involving distributor contracts thereby increasing the number of distributors from five to 13; and project contracts for execution of sales in large accounts• Improved customer service through a motivated after-sales team resulting in better company image• Implemented strategies for a wider customer base, such as expanded distribution network for penetrating consumer market; direct sales for effective key account management; and marketing programs to improve brand visibility through initiatives like trade shows and showroomsArea Sales Manager Managed dealer-distributors through a sales team• Achieved 25% growth in sales through dealer-distributors in Delhi• Developed skills in key account management• Developed an ability in helping budding entrepreneurs owning the dealerships in building their ventures Sales ExecutiveResponsible for direct sales and key account management• Achieved 20% growth in sales in Mumbai• Developed skills in direct sales through extensive customer interface