I lead the U.S. Consulting team of Deallus in developing competitive insights, brand- and commercial strategies, as well as access and reimbursement approaches for clients throughout top-10 global pharma, as well as mid-tier players and emerging biopharma. Examples include strategic optimization of drug development portfolios in CAR T as well as effective set-up in Medical Affairs; and product launch preparation as well as strategies and hands-on tactics to effectively counter competitor claims, pressure-test competitor plans, and respond to competitor signaling - from cancer drugs to vaccines, and from MS and to Rare Disease.Deallus is the global life sciences boutique strategy consultancy leveraging a heritage in Competitive Intelligence by using proven methodologies across key pharma and biotech functions, from brand/ marketing to R&D, from Market Access to Medical Affairs, and from BD&L/ Portfolio Strategy to Business & Commercial Insights. Projects are delivered in highly bespoke fashion, through an agile operating model, by a team with deep therapeutic expertise and top academic credentials, often worldwide.

I was retained as senior advisor with focus on business development and operating model enhancements for the U.S. team. Main commercial topics included the flagship product “insights portal” as well as a machine-learning enabled solution for Pharma BD&L.Campana & Schott is the privately held, Germany-headquartered global technology and transformation consultancy serving Fortune-500 companies with leading, custom-build sharepoint and AI solutions.

Leading the broader commercial analytics “tribe” of team members in the U.S. (advanced- and business analytics, commercial data, commercial reporting, forecasting, market intelligence), and – since January 2019 also functionally leading the network of commercial analysts worldwide, in GSK’s pharmaceutical business. The purpose is to get effective medicines to patients more effectively and efficiently, through better insights, activated, operationalized, and ultimately driving impact.

Responsible for team of 35 in Translating big data, analytics, and market research into actionable business insights - Innovating go-to-market approach for multi-franchise specialty pharma business - Accelerating decision-making through single-source-of-truth reporting

Retained by Bayer Group CFO to identify top drivers of complexity, in preparation of global re-structuring of the company. Ran global awareness campaign, Identified top ten sources of complexity, and Scoped priority improvement projects. – Key threads of the Complexity Reduction Program eventually transitioned into top executives’ objectives and into Bayer’s 2015-16 re-structuring efforts.

Hired to build out nascent North America practice of Bayer Business Consulting into competitive inhouse “provider of choice” for consulting engagements – and as career Launchpad for high-potential hires. Recruited ivy-league and other top talent and formed 35-person team, taking on complex and analytically demanding management consulting engagements globally. – In 2012 also interim Head of the China-based APAC consulting practice, turning around performance by establishing new client relationships, growing the team, and hiring a new leader. Subsequently appointed Deputy Global Head of Bayer Business Consulting. - Over three years, recruited and developed >50 individuals, the vast majority of who eventually took on line and management roles within the wider Bayer organization worldwide.

Developed the Life Science Strategy & Transformation practice through project and engagement leadership in key pharma accounts – R&D and Commercial. - Led the Medical Device industry network, breaking into several new clients. – Instrumental in hiring and developing talent from leading U.S. and select international business schools. - Appointed Principal upon leading global product launch engagement for blockbuster pediatric vaccine, as well as multiple engagements for U.S. operations of leading specialty pharma, in transforming commercial model from sales focused to analytics-driven.Principal: January & February 2010Senior Manager: January 2007 - December 2008Manager: February 2006 - December 2006

For leading manufacturers in pharma, medical devices, and distribution/ wholesale industries (U.S. and Germany), led projects improving quality operations in manufacturing, gaining efficiency in distribution, implementing Sarbanes Oxley regulation, and developing new sales model (pricing and process).

Managed projects developing product positioning, product strategy, customer contract approaches, and market segmentation for leading specialty pharma brands (cross-TA, but particular focus on Multiple Sclerosis, Woman’s Health). – In charge of assembling market experts for 1:1 Primary Market Research interviews, conducting these interviews, and developing syntheses and recommendations.Strategyx was a privately held boutique consulting firm, specializing on brand strategies, managed markets research, and organization design for bio-pharma clients. 2003 revenue grew >30%. Company later sold to Campbell Alliance, which subsequently was acquired by Inventiv Health.

Responsible for workstreams in numerous market research and analytics-based engagements for leading global pharmas (cross-TA, main focus on antihistamines and SSRI). Led hundreds of market research interviews with senior healthcare decision-makers; Gathered competitive intelligence in the emerging landscape of multi-tiered patient copays; Build analytics models for improving market access and improving sales force efficiency. Designed organization models for mid-tier hospital system, for leading philanthropic foundation, and for Europe organization of leading global pharma. – Also key roles in developing first-of-its-kind diversity program at leading global investment firm; in designing Corporate HR function of leading Middle-East based chemical company; and in improving efficiency in multiple corporate functions of ZA and AUZ operations of global oil JV.Towers Perrin's S&O practice was formed through acquisition of Telesis and other boutique consulting firms, complemented with senior staff from leading strategy houses, and in the late 1990s had 300 employees in key cities around the world. Clients were senior executives throughout the Fortune 500. Practice dissolved in late 2001.