• Trainer B Triathlon Leistungssport (DTU / DOSB)• Stryd Certified Running Coach• ehemaliger Leistungsschwimmer (SC Dynamo Berlin)Erfolge als Trainer seit 2022:• IM 140.6/Long Distance Finisher: 2• IM 70.3 World Championship Qualifikationen: 1• IM 70.3/Middle Distance Finisher: 8• Ironkids Podium: 1• Diverse erfolgreiche Finishes und PBs in Kurzdistanz-, Halbmarathon und Marathonwettkämpfen

Therapeutic Area: Pulmonology & Established Products After my STA with Women’s Healthcare I set a strong focus on the CTEPH.AI project, a lighthouse project with the ambition to launch an AI pattern recognition tool that will help radiologists to detect potential CTEPH cases via CTPA scans. Due to the expected FDA approval in the near future the business cases needed several alignment rounds between global and local as well as our collaboration partner MSD and potential distribution partner in radiology. I prepared and presented potential scenarios and consulted and guided all stakeholders involved by presenting their option space and the potential business impact of different decisions. In addition I constantly challenged the status quo and ensured a smooth and speedy decision making across functions, regions and companies in order to meet the challenging project timelines and contributed significantly to the success of the project.Further on, I strongly contributed to the Integrated Brand Plan of ASPIRIN CARDIO® where I provided in-depth analysis of the market and in addition tailored business cases and consulted the broader team regarding potential growth opportunities of the brand. I enjoy to contribute in these out-of-the-box brainstorming session as these kind of meetings often show the untapped potential that most of the brands have.Pulmonology and ADEMPAS® still remain a cornerstone of my daily work. I was assigned to enroll the LoE management strategy for ADEMPAS®, starting with a pilot country in LATAM, which has been kicked of in September 2021 and will read out early 2022.In addition to my current assignments, I pro-actively look for additional tasks to broaden my experience or to contribute to the success of my TA. Therefore, I am currently consulting our sGC-collaboration partner MSD with regards to understand the business potential of CTEPH.AI in European markets.

Therapeutic Area: Women’s HealthcareDuring a six month short-term assignment, I got the opportunity to take over responsibility for Commercial Operations Women’s Healthcare. The main reason for my assignment was the TA’s need to evaluate several potential asset acquisitions. I orchestrated the commercial evaluation with countries and regions and acted as the TA’s commercial voice in the Global Mergers and Acquisitions project teams. One of the projects led to the acquisition of KaNDy Therapeutics Ltd.In addition, I set a strong focus on implementing best practices and key learnings of Commercial Operations Pulmonology and Established Products in Women’s Healthcare, especially in budget management for 2020 and budget planning for 2021 as well as introducing a complete new setup for business reviews and deep dives with key markets and regions. Implementing a certain standard for the budgeting processes helped the TA to manage and plan budgets efficiently despite the COVID-19 pandemic and the challenges around it.

Therapeutic Area: Pulmonology & Established ProductsAfter my STA in Strategic Planning, my role shifted stronger towards commercial strategy but I still kept an eye on the operational business, as well.I led the EP Pricing Governance project which led to the implementation of a reactive governance tool and a pricing governance process for Bayer's Established Products portfolio. The project outcome helped to streamline the price approval process, led to a significant risk mitigation and ensured that prices in the corporate price database were up-to-date, which subsequently led to a significantly higher quality of price certificates issued by Bayer.As a Commercial Strategy Manager I significantly contributed to a project where potential LCM options for ADEMPAS® have been evaluated and tailored complex business cases for four different indications and several different scenarios to prepare and guide management decisions accordingly. In addition, I took over the full responsibility for commercial forecasts in a project called CTEPH.AI, a lighthouse project with the ambition to launch an AI pattern recognition tool that will help radiologists to detect potential CTEPH cases via CTPA scans. Here I tailored business cases for key markets from scratch and consulted and guided global and local functions to ensure full understanding and alignment across all functions.I led all strategic forecasts for marketed indications and steered a team of consultants and Bayer employees.Another assignment was the LoE management project co-lead role. Within 9 months the project team managed to tailor a so called “LoE Navigtor”, that covered several scenario based road-maps, activity lists and local as well as global contacts for the last two years prior to LoE. This tool has been successfully implemented for the two most important brands of Bayer’s pharma division XARELTO® and EYLEA® and was positively received by management, headquarter functions, countries and regions.

Therapeutic Area: PulmonologyI covered for my boss during a four months paternity leave. In addition to my daily business, I took over several tasks in the course of the sGC-collaboration management and was part of the team that represented Bayer in several collaboration meetings. Here I mainly focused on performance updates, KPI tracking as well as running analytics regarding the brand’s profitability in key markets.Further, I led several cross-functional and cross-company alignment meetings in the course of the budget planning processes and represented the TA in Bayer internal budget alignment meetings.During this period I got the full support of my colleagues and managed to achieve fulfillment of all task without interruption.

Function: Strategic Planning / Portfolio ManagementDuring a six month short-term assignment, I took over the responsibility for the evaluation of Bayer’s Hematology, Ophthalmology, Pulmonology and Women’s Healthcare R&D assets. In cooperation with each Therapeutic Area, I tailored complex epidemiology based and event driven business cases to provide an in-depth assessment of each asset and to contribute to the comprehensive overview of the whole R&D pipeline.I was eager to take this assignment as I wanted to learn what happens with the input provided by the TA’s commercial teams and how the assessment of Bayer’s R&D pipeline works. In addition, I contributed to several strategic projects and evaluated potential asset acquisitions. Although facing new therapeutic areas, diseases and assets, I was able to quickly familiarize myself with the scientific context and contributed to the overall success of the team.

Therapeutic Area: Pulmonology and Anti-InfectivesDuring the phase of divesting the anti-infectives business, I set a stronger focus back on pulmonology and became the key contact for APAC and EMEA in addition to my daily business and my assignment as the key contact for the AMERICAS. In that role I acted as an ambassador for said regions in headquarters and as the voice of headquarters when speaking to country representatives. Together with my boss, I took over responsibility to manage all financial and commercial related aspects of Bayer’s sGC-cooperation with MSD. I did in-depth analysis of our markets with the ambition to provide an overview of how we make sure to increase profitability in our markets and presented those in several intra-company meetings to top-management stakeholders of both companies.

Therapeutic Area: Pulmonology and Anti-InfectivesIn a reorganization process, the TA Pulmonology and Anti-Infectives was formed. In addition to my tasks as a Global Commercial Operations Manager, I was assigned to the position of a Global / Strategic Brand Manager for an anti-infective asset in phase III in the field of non-cystic fibrosis bronchiectasis (NCFB).In my role as a Global / Strategic Brand Manager, I was responsible to develop a launch preparation strategy, mainly using key learnings of the previous launch activities. Further, I tailored the digital marketing and advocacy strategy for said brand. Again, I was assigned to take care of all strategic forecasting models for the brand I was assigned for as well as for a second anti-infective asset in phase III (indication: Pneumonia) and the pulmonology platform. This included not only the assessment of indications that were currently under development but the commercial assessment of potential life-cycle-management indications that have been identified by medical.Further, I led several projects and workstreams dealing with assigning the global marketing agency, assessing the potential of the anti-infectives franchise in local markets – here with a strong focus on Japan, which showed a fundamental difference in comparison to other markets – as well as several workstreams around preparing the brand for launch.Both phase III candidates did not read out positively and Bayer decided to divest the anti-infectives business.

Therapeutic Area: PulmonologyWith the launch of ADEMPAS® - indicated for pulmonary arterial hypertension (PAH) as well as chronic thromboembolic pulmonary hypertension (CTEPH) – I joined the Marketing Operations team of the Global Launch Team Adempas, that later formed the TA Pulmonology.I took over responsibility to prepare countries in the AMERICAS and EMEA region for the launch of ADEMPAS®. Therefore, I let so called “Deep Dive” meetings, where I went with a team of representatives from various global functions (e.g. Medical; Market Access) and the region to key markets to ensure launch readiness. These meetings have been used to pressure test the local launch strategy, to share key learnings and insights from other markets, to identify shortfalls and to connect functions who are able to address these shortfalls. In addition, we used these Deep Dive meetings to visit thought leaders in these countries to gain additional insights in each market. Post-launch I led business review meetings in a similar setup and led regular visits to organizations in key countries. Further on, I implemented the management reporting system for the TA Pulmonology and provided an overview of the launch status and KPIs. These reports have been circulated and acknowledged from a broader management team in Bayer’s pharma division up to the Board of Directors of Bayer AG.On this position I started to set a strong focus on strategic marketing and took over full responsibility for all forecasting processes for indications and assets in the field of pulmonology that were already marketed as well as those under development. This included – in addition to PAH and CTEPH – the assessment of two life-cycle-management indications, namely pulmonary hypertension associated with idiopathic interstitial pneumonia (PH-IIP) as well as diffuse cutaneous systemic sclerosis (dcSSc) and the potential of a second PH-brand called VENTAVIS®.

Region: Europe Emerging MarketsAs I decided to stay in Berlin and to not move to Jena to keep my position as a Brand Manager in Dermatology, the region I worked for in the past, decided to offer me a Project Management position to cover the period until my next assignment.As the region underwent an internal audit prior to my arrival, I was assigned the task to coordinate the implementation of auditor recommendations. In addition I contributed to a project to tailor a commercialization strategy for Middle Africa and CIS-markets. Auditor recommendations have been implemented successfully; the commercialization strategy was introduced in the years thereafter.

Therapeutic Area: DermatologyThe second half of my four-year long-term assignment was originally planned to last for two years but was unfortunately cut short due to a restructuring project that led to a relocation of the position to Jena, Thuringia. I got the offer to move but as my first daughter was born in 2013, I decided to stay in Berlin.I introduced digital campaigns for ADVANTAN®, SKINOREN® and PSORCUTAN BETA®, iPad-based material for sales reps and when sales force capacities were cut, a very successful direct marketing campaign with response rates of up to 30%. In addition I built a network to major medical publishers, represented the German organization in global brand teams and represented Bayer in pharma association meetings.In cooperation with the German head of sales, I took over responsibility for the preparation of a product launch in the field of aesthetics. I built a network with the leading aesthetic dermatologists in Germany to gain additional market insights and shared key learnings and insights with the global launch team. In addition I tailored the organizational and strategic setup for the upcoming launch. At the end of my assignment Bayer decided to invest in other areas and the launch got cancelled.

Therapeutic Area: DermatologyDuring the first half of a four year long-term assignment I was sent to Bayer’s German Dermatology subsidiary “Intendis GmbH”. As a sales representative, I consulted approx. 150 office-based dermatologists, general practitioners and pediatricians as well as 20 key-accounts (head physicians, clinical pharmacists and associations). Over the time span of two years, I managed to achieve a growth rate of 20% with my three mature brands ADVANTAN®, SKINOREN® and PSORCUTAN BETA® in a highly competitive market. Thanks to a strong customer focus, the flexibility e.g. around the length of my meetings, as well as the ambition to deliver additional information that actually helped the physicians in their daily practice and kept them up-to-date regarding health policies, I was able to implement strong relationships. Due to these strong relationships, I managed to achieve commercial success and in addition was able to contribute significantly to a project by collecting and sharing additional information around a new therapeutic area, that Bayer explored back then.

Region: Europe Emerging MarketsIn the role of a Country Coordinator I was responsible for the coordination of Bayer’s pharmaceutical business in Bulgaria, Romania, Moldova and Israel. The markets of my responsibility had different organizational setups: full commercial subsidiary, marketing subsidiary with commission warehouses, representative office and agent business. Hence, I gained the full overview of commercial setups.In close cooperation with regional marketing I coordinated the launch of NEXAVAR® in Israel and XARELTO® in Bulgaria. In addition, I represented the region in several business and marketing related projects as well as international launch teams.The main project during my time as a country coordinator was the coordination of the establishment of Bayer’s first subsidiary in Israel including intense negotiations with the local agent whom Bayer worked with for over 40 years as well as the negotiations with local distributions partners thereafter.Due to my performance the Head of Region Europe decided to support me in my development and ensured the roll-out of my development plan with the ambition to become a global brand manager. Subsequently I signed a long-term assignment, which allowed me to work as a sales representative as well as a local brand manager in a German subsidiary of Bayer.

Function: Finance - TaxesAfter my internal educational program, I started to work as an office administrator in the global tax department of Schering. I was responsible for the coordination of responses to questions of tax auditors dealing with foreign issues and assisted in preparing negotiation meetings with tax auditors afterwards.Further on, I was responsible for the handling of German and foreign withholding tax issues, e.g. the application for exemption, deduction and payment of withholding taxes.In addition to this full-time job, I studied business law in an external program at the University of Applied Sciences Nordhessen, Germany. When Bayer took over Schering, it was decided to relocated the majority of the positions in finance to Leverkusen. As I finished my studies at the same time and wanted to stay in Berlin, I got the opportunity and moved to Region Europe Emerging Markets.

Internal education program in close cooperation with the Chamber of Commerce (IHK) to become an office administrator. The program has a dual approach: three days per week the student works with his employer and two days per week are dedicated to school lessons.I had the chance to work for several department for approx. 3 months each. In my case I worked for Supply Chain Management, Global Regulatory Operations, Global Procurement, Human Resources and Finance.The standard duration of the educational program is 3 years. In alignment with the Chamber of Commerce, the duration already had been reduced to 2 years and 6 months and due to very strong results I managed to finish the program successfully after 1 year and 9 months.