Daniel Frausto Email & Phone Number

Seattle, Wa, Us

Bothell, Washington, United States

Bothell, Washington, United States

Carmel, Indiana

After a successful 24-year career at Eli Lilly, I leveraged my business acumen, marketing skills, and leadership ability to start a studio for one of the top boutique fitness franchises in the U.S. Working closely with the franchisor, I built the fourth studio in the nation, which opened in August 2019. My role includes managing marketing and sales, budget, P&L, staffing, and day-to-day operations.Key Contributions:► Set the standard for other fitness studios in the Indianapolis market and franchises across the U.S. by developing a state-of-art facility. Identified the location, negotiated contracts with the landlord, contractor, and multiple vendors, and hired the best trainers and fitness staff in the area.► Maintained operations and positive P&L, during the temporary closure of the studio due to the pandemic by creating and executing digital fitness options, which kept the staff and clients engaged and memberships active.

Indianapolis, Indiana Area

Lung cancer franchise leader accountable for delivering coordinated strategies across three lung cancer brands, including Alimta. Spearheaded commercial development from prelaunch through plan execution and end-of-life planning. Responsible for designing, staffing and leading a new organizational unit charged with streamlining the development of global promotional tactics to garner 20% reduction in agency spend. Led team up to 19 members and 7 direct reports.► Played key role in establishing Alimta as treatment for nonsquamous NSCLC. Championed product transition to NSCLC following first-line study that identified disease as best indication for drug, despite initial internal opposition.► Facilitated global adoption of Alimta and attained majority share in highly competitive oncology market by leading cross-functional efforts to position drug as global standard of care for nonsquamous NSCLC.► Developed global strategy and solutions to reposition Alimta and Cyramza lung cancer indications, in the context of immunotherapies, culminating in driving organizational alignment on Alimta registration and promotional strategy for the combination with Merck’s Keytruda.► Achieved $2B+ annual Alimta sales for final 6 years, generating $2.4B+ at peak and driving portfolio to 102%-103% of plan.► Revised brand communications to external customers by leading initiative to evaluate and refine positioning of NSCLC target patients for 3 different lung-cancer brands. Proactively articulated placement in evolving treatment algorithm through commercial channels.► Orchestrated cross-functional efforts to monitor competitive landscape and guide strategic planning for lung cancer portfolio.► Named 2015 Coach of the Year for supervising, coaching, and inspiring 30+ employees under direct leadership.

Indianapolis, Indiana Area

In this capacity, I managed a thoracic portfolio comprised of 2 brands (Alimta and Gemzar), drove volume growth, achieved budgets, and exceeded sales goals. In collaboration with the Oncology Business Unit, I formulated brand strategies that integrated needs of emerging markets. In addition, I made commercial recommendations for a new product pipeline, business development, and medical affairs. I also coordinated, prepared, and aligned emerging market affiliates to launch Alimta’s new indications and prioritized efforts in China, Mexico, Brazil, Russia, Turkey, South Korea, Taiwan, and Venezuela.Key Contributions:► Achieved 123% and 112% of the Alimta sales quota for 2010 and 2011 and contributed to oncology’s total performance of $25M over goals.► Championed the launch of new Alimta indications in 8 prioritized markets representing 80% of total emerging markets’ revenue, as well as 17 other countries.► Met Gemzar business goals in all prioritized markets but one by supporting affiliates in developing and deploying post-patent brand strategies that addressed competitive threats.►Positioned Alimta in context of EGF-TIK’s in East Asia by spearheading a joint working group of cross-functional experts and KOLs to define the strategy and action plan.► Standardized commercialization operations across the emerging market countries and global regions by revamping performance criteria, best practices, and SOPs.

Indianapolis, Indiana Area

Selected to join the company at its global headquarters, I was charged with elevating brand performance in international markets. My role included coordinating the lifecycle strategy, managing the oncology brand planning process for the region, and partnering with cross-functional team members and regional thought leaders. When the oncology regional commercialization leader left the company, I assumed his responsibilities and hired, trained, and promoted my replacements.Key Contribution:► Ensured consistent branding and strategy across the region by developing and implementing a best-practice sharing process.

Canada And Mexico

Began tenure as sales representative and promoted 6 times through progressive sales and marketing leadership roles, culminating as senior oncology brand manager in Toronto for 4 years.