Juan Ignacio Azofeifa Email & Phone Number

San Jose, Costa Rica

➢ Responsible for developing the institutional neonatology portfolio across Central American markets, focusing on: ✓ Gaining institutional access ✓ Crafting marketing ✓ Commercial strategies ✓ Supporting the field team to meet sales objectives. ➢ Lead negotiations to initiate operations in the English-speaking Caribbean markets ✓ Presenting new opportunities for company growth ✓ Expansion in the neonatology sector. ➢ Additionally, explore and develop business cases to expand the specialty care portfolio and therapeutic areas.

San Jose, Costa Rica

➢ Responsible for developing marketing strategies by identifying the latest customer trends converting them into initiatives to capture their value while ensuring excellence in execution. ➢ Lead a cross-functional team of 6, comprised of experts from various departments, to guarantee collaborative efforts that advantage both customers and patients. ➢ Lead the creation of digital content, campaigns, and innovative tools to engage the audience. ➢ Manage the Profit & Loss (P&L) for 3 products, formulating strategies to meet the EBITDA targets and contribute to achieve the sustainable financial value. ➢ Responsible for achieving the financial goals, including profitability, brand investment, and sales. ➢ Develop strategies to raise awareness about chronic pain and educate society on its impacts and management.• Increase institutional sales by 85% compared to 2022 by creating a commercial strategy and leading a cross-functional team in Guatemala.

Costa Rica

➢ Lead to encompass a multifaceted focus on driving the organization's success. ➢ Consolidate sales efforts and strengthen a local team of 12 employees enhancing operational efficiency and market presence. ➢ Achieve targeted financial objectives for the country and product ratios, demonstrating strategic acumen. ➢ Ensure seamless product supply by fostering robust partnerships with distributors and collaborating effectively with the regional supply team, guaranteeing availability and timely distribution. ➢ Transform the product portfolio towards more innovative brands, aligning offerings with market demand and future growth opportunities.• Build a competitive team with high seniority by implementing a comprehensive evaluation and capability acquisition program designed to enhance commercial, scientific, and executive domains. Increase country profitability by 20% vs 2020 P&L.

Costa Rica

➢ Lead the institutional business across key sectors: Ophthalmology, Hematology, Oncology, and Neurology. ➢ Crafting access strategies and mapping key institutional stakeholders, with a particular emphasis on enhancing our oncology business's reach. ➢ Spearheading the marketing, key account management, and commercial teams to establish Bayer's institutional brands as premier therapeutic options in the marketplace. ➢ Overseeing the Profit & Loss (P&L) for the therapeutic area, ensuring profitability across business units and products, and formulating strategies to meet or exceed EBITDA targets. ➢ Innovating to secure and expand institutional access, identifying novel pathways to penetrate Central America and the Caribbean markets effectively. ➢ Leading a team constituted by 8 key account managers, 1 product manager, 1 tender manager, 1 medical advisor and 1 market access specialist. • Increase business unit sales by 25% compared to 2018 and achieve a 35% uplift against the 2019 budget by developing access strategies, crafting value propositions, launching educational programs, and concentrating on key markets and customers.

Costa Rica

➢ Responsible of fulfill financial goals, such as profitability and sales, as well as to develop marketing and commercial strategies across different therapeutic areas. ➢ Leading the institutional key account representatives team for the region.➢ Ophthalmology: Developing, adapting, and leading the strategy through cross-functional teams for the retail and institutional market for an intravitreal injection (aflibercept) in the region was one of the major tasks.• Sales increase 26% vs 2017 by working closely with the local reseller to present commercial strategies to top private hospitals and clinics.➢ Hematology: Developing strategies for the antihemophilic factor in patients diagnosed with Hemophilia A, with a focus on the institutional market. Effort was concentrated by defending the product against the introduction of new molecules .• Sales in Panama increased by 25% compared to 2017, thanks to a tender price strategy implemented to increase market share ➢ Oncology. The main task involved transforming and leading a liver cancer strategy to meet the treatment needs of patients with this condition across the countries . Achieving this transformation required leading the team in mapping the stakeholders and creating an account plan aligned with the strategy for the therapeutic area.• Sales increased by 32% compared to 2017. This growth was driven by the creation of customized account plans focused on key areas, which boosted product demand.➢ Neurology: Creating and building strategies to expand and sustain the lifecycle of a 35-year-old interferon product in the multiple sclerosis market was a key focus. It was significantly important to maintain strong relationships with key players in the institutional market to prevent the product's substitution.• Despite the challenges of expanding with a mature product, achieved the 17% growth compared to 2017, due to strategic relationship-building actions, product repositioning, and the presentation of new evidence.

Costa Rica

➢The role for this position was focused on two therapeutic areas: neurology and hematology, covering both the institutional and retail markets. ➢The responsibilities included: ✓ Developing marketing strategies, ✓ Achieving sales targets ✓ Executing brand investments. ➢ A critical task was to maintain and defend Guatemala's institutional business in hematology, which represents the most significant revenue source for the company in the institutional market.➢ Additionally, there was a need to build a long-term strategy to sustain the neurology business as new competitors entered the market. ➢ Another key responsibility of this position was to manage the patient support program for both therapeutic areas, developing strategies for the patient support program to ensure patient enrollment and treatment adherence.• Performed 15% above the 2016 sales target by implementing a revolutionary strategy aligned with the Patient Support Program (PSP). Additionally, the patient support program increased patient enrollment by 25% by offering value-added services that motivated patients and caregivers.

Costa Rica

➢ Responsible for ensuring a successful: ✓ Product launch ✓ Developing new markets ✓ Consolidating the treatment as the gold standard. ➢ Build commercial strategies for mature brands such as Yasmin, Femiane, Mesigyna, Angeliq, and others, ensuring performance with minimal investment. ➢ Lead point-of-sale strategies and manage the promotion team to align with the long-term strategy of the business unit. ➢ Additionally, execute brand investments and evaluate the return on investment for each activity. Lead the forecasting process to ensure consistent product supply in each market.• The brands performed over 8% above sales expectations by focusing on brand profitability and making strategic investments in key markets with key customers.

Costa Rica

➢ Responsible to evaluate, coordinate and implement sales force effectiveness tools across the Central America & Caribbean region aligning IT, procurement, and marketing teams. ➢ Lead the business targeting and segmentation projects, guiding marketing managers to achieve their objectives. ➢ Also train sales force representatives to understand the value of the effectiveness tools, and the targeting and segmentation process. ➢ Support marketing managers in launching new products and develop and implement customer relationship management strategies for core corporate brands.• Key achievements in this position include implementing iPads as a promotional tool throughout the region, transitioning visual aids from paper to digital, supporting a blockbuster product launch, and implementing an innovative targeting and segmentation process across the company.

Diploma, Machine Learning: From Data To Decisions

Machine learning is becoming the fundamental tool for making reliable decisions, based on large amounts of data and facts, reducing areas.

Diploma, Business Administration And Management, General

Management focused on results through negotiation

Diploma, Pharmaceutical Marketing And Management

Development of competencies in the marketing of pharmaceutical products to the public sector

Master Of Business Administration (M.B.A.), Mercadeo

Diploma, Pharmaceutical Marketing And Management

Pharmaceutical Marketing: Best Practices, Strategies, and Processes

Bachelor'S Degree, Business Administration, Management And Operations