I lead, develop and execute multi-channel brand strategies and operating plans for Bausch + Lomb Surgical portfolio in the UK + Ireland, with focus on an integrated sales and marketing approach; working collaboratively as part of the senior management and product specialist teams toward delivering UK+Ireland objectives and sales goals.I am also responsible for developing the road map of our educational offering, as Bausch + Lomb seek to contribute to the ongoing development of the wider Ophthalmic community through didactic and wetlab technique courses.

Promoted into the Senior Product Manager role for Cataract + Retina brought ownership of the marketing strategies for the Cataract + Retina portfolio, along with responsibility for the development of the supporting clinical educational for our key brands.

With the expansion to the marketing team to accommodate a second Product Manager, my role was amended to focus on the Cataract + Retina portfolio which included oversight of the Stellaris™ Vision Enhancement System, the market leading combined cataract and retina platform within the UK + Ireland market.

Having been reassigned to the Marketing structure of the business following the conclusion of my secondment to the Commercial Operations team, I report to the Marketing Manager for the Surgical Division covering Cataract, Refractive, Vitreoretinal and Femto/LASIK ophthalmic procedures.

Reporting to the Head of the Commercial Operations team, I provided commercial and logistical support to the Commercial Operations team as well as the Business Development Team for Surgical Rx Products.Within Commercial Operations I am responsible for the accuracy of the data related to our product range within the UK & Ireland. This includes maintenance of accurate forecast data, product set up and both list pricing and customer pricing sets. I have also been responsible for the creation, maintenance and monitoring our our A&P spend tracking system to ensure that we have accurate spend figures throughout the year, are keeping within stipulated quarterly budgets and are Sarbanes Oxley compliant at all times. I also provide auxiliary support for our Salesforce.com CRM system with a particular focus on our Product Information libraries.Additionally, my work for the Business Development team is an extension of my prior Product Management within our Surgical Rx division. Working with the Director of Business Maintenance and Development for the Hospital Channel I assist in the development of Marketing Programmes and events within the UK & Ireland. A highlight of this aspect of my role is my project management of our largest annual customer exhibition, The Royal College of Ophthalmologists' Annual Meeting.I provide support to our digital assets within the country, with a particular focus on the ongoing development of our surgeon education website.I also provide daily support to our Surgical Rx sales team with Product Information and have developed an expertise in the sterilisation requirements of hospitals within the UK & Ireland.

This role had three core functions:Firstly, I assisted the Marketing Manager in conveying our product messaging to the customer, through advertising, exhibitions and marketing programmes and ensure these are kept both to deadline and budget. These have included product launches, speaker dinners, didactic courses and symposia for up to 75 people. I was required to maintain relationships with key clinical contacts within the medical industry, engaging them to develop and deliver content for our programmes and this often required my to be based in the field, working in Operating Theatres in both NHS and Private hospitals throughout the UK. I also maintained relationships with our Global and Regional marketing teams to ensure accurate deployment of our core messaging and our external providers to produce artwork, promotional materials and digital media services and procure venue hire, A/V and catering services.Additionally, I acted as a resource for product knowledge for our internal teams, primarily focused on the sales and customer services teams. This required me to have expertise in each of the product lines and maintain a library of up-to-date information for easy access by them and also be available for ad hoc requests from them whilst they are in the field. This sometimes required face-to-face training with members of the team; this has been in a small classroom setting and also at quarterly sales meeting presentations.Finally, I monitored our supply chain requirements for our subsidiary, monitoring stock availability, suggesting product solutions where issues arose and contributing to the demand forecast from our production facilities to ensure good supply lines and minimal stock obsolescence.

The Surgical Business Administration Team was responsible for all customer service interaction with our Public and Private Hospital Customers in the UK, as well as our distributor in the Republic of Ireland.As a Senior Business Administrator I was responsible for leading the members of the Southern Regional team of Business Administrators, ensuring that they worked to call and output targets and maintained quality in verbal and written communication at all times. I also took care of team administration including rostering, holiday & sickness and also completion of their annual performance reviews. The role required me to produce detailed statistics on a weekly and monthly basis to the Customer Services Manager and Sales Management to keep them appraised of our interactions with the customer base.In addition, as a functioning member of the team as well, I also provided account management for our largest key accounts in the Southern Region; dealing with order placement, order tracking, complaints, returns and general account support. The role required me to maintain professional working relationships with Nursing Staff, Procurement and Theatre Managers within an account and also build internal relationships with our Field Sales Force, Sales Management and Marketing Teams.Before serving as Senior Business Administrator, I was a member of the Business Administrator team myself for two years.

This role required me to carry out front of house duties for the Isis Asset Management; the new company the resulted from the merger of Friends, Ivory & Sime and Royal & SunAlliance Investment Management (now F&C Investments).This included customer interaction by telephone and face to face, meeting room diary management, meeting A/V, IT and catering provision, and general administration tasks. Following completion of the integration, the workforce was rationalised to remove duplicated posts and I was offered a redundancy package at that stage.

Reporting the Facilities Manager, this role was the senior of two front-of-house positions for an investment company in the City of London.The role required me to interact with city professionals face-to-face and by telephone on a daily basis and ensure there needs were met before and during their visit. In addition to this I was required to manage the meeting room suite which included diary management, room setup, A/V, IT and Catering booking and production of daily and weekly reports to our service providers and the Facilities Manager.In addition to this, I undertook ad hoc tasks for the Facilities team, including meeting with our external suppliers, and also various administrative projects for core business functions including Finance and IT. I also helped to train and support the other Client Services Co-ordinator in their role.

In this role I was a team support administrator for a team of recovery agents tasked with pursuing outstanding debts owed to the company from mortgage indemnity claims.The role involved general daily administrative tasks, including the updating of spreadsheet records, payment of invoices and liaising with building societies, debtors and external recovery agents by telephone and email.I left the role as the functions of the Plymouth office were transferred to our sister unit in Leeds, and undertook an internal transfer to our Investment Offices in the City of London.