- Established the entire APAC regional structure from the ground up in 2017 including all regional support functions (finance, marketing, HR, commercial effectiveness, commercial supply chain)- Member of the Group Management team since 2017- Built and implemented performance management and strategic planning processes from scratch across the region.- Full regional integration of a Production Unit in China in 2020 amidst the beginning of the pandemic. - Successfully lead the APAC team throughout the COVID-19 years, ensuring minimal production and logistics disruptions from our China production unit and commercial entities across the region. - Seamlessly integrated Australia and New Zealand into our APAC structure, strengthening regional cohesion and presence. - Opened new priority markets through entity creation and partnership development resulting in enhanced global presence. - 50% regional growth since 2019 including the navigation of the very challenging pandemic years.

- Lead the complete organizational transformation and P&L evolution of the organization in China through extensive top-line sales generation, tight OPEX control, and optimized resource allocation combined with portfolio/channel diversification. - Surpassed 3 year EBIT target in first 24 months from taking over the leadership of the organization.- Execution of a "Solution" as opposed to "Product" focus of the entire organization to address the unmet needs of the Chinese HCP's in relation to appropriate treatment pathways and improved patient outcomes.- Evolution of the organization to meet the changing market requirements in terms of market access, RA/QA, customer upskilling/engagement and compliant promotion thru extensive internal restructuring and role alignment.- Implementation of a Consumer Healthcare structure to drive future growth for the organization through multiple channels with an innovative, diversified portfolio to address the unmet needs of Chinese consumers.

- Creation of Global Commercial Effectiveness Department with the mission to provide support and resources to all affiliates to increase the effectiveness and profitability of the commercial functions (sales and marketing)- Completion of Commercial Effectiveness Diagnostic in all affiliates and the development and execution of an implementation roadmap focused on priority enablers based on in-market gap analysis of performance versus importance.- Global CRM Implementation - Global Project Lead in the implementation of a global unified CRM platform including key commercial effectiveness functionality to support sales and marketing alignment and collaboration from the field to global functions.- Global Closed Loop Marketing - Global Project Lead - implementation, including CRM integration, across all brand, in all affiliates, in less than 14 months. Transformation of the customer engagement approach including end-to-end digital integration. - Commercial Effectiveness lead in global expansion including acquisition support, pre-acquisition commercial diagnostic, enhancement roadmap and post-acquisition commercial effectiveness implementation support.

As the Lead of Sales Force Effectiveness, I spearheaded the integration teams within the EU and APAC regions. My role involved orchestrating workshops and refining the sales force's size and structure. This was crucial for optimizing resource distribution across the combined portfolios of Abbott and Solvay across various nations within these regions. In my capacity as the Director of the Global Sales Force Effectiveness team, I played a pivotal role in facilitating the team's integration and ensuring its successful implementation within the newly established Abbott EPD organization. Additionally, as the CRM business lead, I was instrumental during the sales force integration process between Abbott and Solvay working with Senior Leadership to define the best approach for the optimization of resources to deliver on the strategic objectives of the new organization.

Key player in the creation of the Global Commercial Effectiveness Department within Solvay Pharma in 2006, resulting in new approach to increase the commercial effectiveness (Sales/Marketing /eBusiness) of the 56 Solvay affiliates globally.Moreover, the GCE Department was instrumental in conducting focus Sales Force Resource and Portfolio Optimization workshops for local affiliates. These workshops, tailored to a diverse array of market dynamics, portfolios and customer segments, were successfully held in various countries, including France, Germany, UK, India, Brazil, Turkey, Poland, China, Romania, Vietnam, Philippines, Indonesia, Thailand, and the Middle East. The outcomes drove strategic alignment and optimization of resources, attuned to the unique business goals and market conditions of each locale. During my tenure in the GCE department, we orchestrated over 25 commercial effectiveness review meetings for affiliates, reinforcing local strategic planning, project execution, and the adoption of local SFE initiatives. These collaborative workshops have fortified the synergy between the global framework and local operations, catalyzing the exchange of best practices and the integration of GCE tools developed at the global level into affiliate activities.Development of Global SFE Guiding Principles and Tools for the following SFE drivers:- Sales Force Size and Structure – Resource Optimization- Segmentation and Targeting - CRM- KPI Dashboard Reporting- IC Plans – Diagnosis and Optimization- Front Line Manager Business Planning- Front Line Manager Coaching Tool (for use during joint field visits)- Job Content & Competency Model – Sales and Marketing Functions- Front Line Manager / Rep On-Boarding/Continuing TrainingGCE/SFE International Annual Workshop – internal workshop for Sales and Marketing Directors, Trainers, Sales Analysts, Sales Operations, and People & Culture.

Lead the Cardiovascular and Women's Health sales teams in Toronto (GTA)

In my role, I spearheaded the organization's Sales and Marketing division, overseeing a comprehensive range of strategic initiatives to drive business growth and brand recognition. My responsibilities included cultivating and maintaining robust relationships with 13 partner agencies and agents throughout Canada and the United States, in addition to managing key OEM accounts. I successfully orchestrated the development and execution of innovative marketing campaigns, aligning them with the company's vision and market trends. Furthermore, I designed and implemented sales programs that enhanced our sales team's performance and efficiency. Lastly, I was instrumental in developing an innovative customer success program focused on creating "customers for life" that significantly improved client satisfaction and loyalty, contributing to the sustained success of the organization.