National Sales Manager for Uk and Ireland

A Corporate role - Accountable for all UK and Ireland Commercial leadership and management development across the organisation, including Pharmaceuticals, Animal Health, Consumer Health, Sandoz (Generics) and all support functions. The role focused on next generation leaders, first and second line managers, and our most senior leadership team including the CEO. Supported the delivery of the ‘Customers First initiative’ across all of the Novartis divisions, including Consumer Health, Generics, Vaccines and Diagnostics and Oncology. Working with the Senior Leadership team and CEO’s across the divisions with key customers including Tesco, Boots and the wider NHS.Established a coaching. executive coaching and mentoring culture for the organization, which has led to enhanced performance, increased engagement within the organization, stronger succession plans for critical roles and tailored development for associates. Designed, developed and delivered Novartis Leadership Academy for all field and office based managers, achieving improved insights, motivation and skill set contributing to company being 4% over target in 2010.Implemented a new Talent Management approach into the UK organization which has enable the company to fairly assess the potential of its associates therefore enabling more effective succession planning and creating the next generation of leaders. Maximized sales and marketing collaboration through joint working forums which led to improved communication and enhanced business continuity within the pharma organisation. This directly contributed to above target productivity in 2010.

A second line manager role, accountable for the sales force strategy and structure for Novartis UK and Sales Training, Sales incentives, Sales Targets, sales support and regional business manager development. The role covered 12 brands 380 reps 32 managers and 8 sales directors, and reported into the head of General medicine.Revised and simplified the sales targeting strategy for the UK organization leading to delivery of the UK sales budget for 2007, 2008 and 2009 and an increased motivated sales force.Changed and introduced new innovative Sales Incentive programs promoting key business priorities for the organization, which led to increased performance and delivery of sales targets and a much more motivated and engaged field force..Developed and supervised implementation of the customer targeting strategy for key cardiovascular brands, including 3 launch brands, resulting in fast uptake of launch brands and delivering the brand sales budgets in the first year of launch.Introduced geo tailored resource allocation to the mass market division at Novartis. This enabled more focus on high areas of potential and switching off resource to allow a more fluid and focused sales force. This resulted in increased sales delivering budget, and allowing a more tailored resource across all brands.Set up and oversaw CSO management (Contract Service Organization) addressing the business needs of launch brands to enable quick uptake and brand impact.Joint responsibility for creating, embedding and evaluating Key Account Management in the UK for specialty brands allowing more local ownership and strategy for their customers and brands.

Led a team of 8 Key Account Manager’s in the North West of England, with Key customer focus within Secondary Care and NHS Payors. Accountable and Responsible for 3 key cardiovascular brands – Diovan, Rasilez and Vildagliptin. Managed full budget for the area and had zero attrition rates.Delivered strong account plans focusing on market access, KOL engagement and advocacy, and formulary status within the North West.Launched 2 new brands into the NHS – Rasilez and Vildagliptin. This resulted in achieving the top region for cash sales and Market share across all brands 2006 / 07 and the number 1 region sales versus target cardiovascular portfolio 2006 / 07.

Managed a team of 8 Primary Care and Secondary Care Key account Managers responsible for 4 key cardiovascular brands – Diovan, Exforge, Lescol, Prexige, Xoliar and Co Diovan. Launched 2 new brands in respiratory medicine and osteoarthritis. - Xolair and Prexige. This resulted in achieving the highest cash sales within the company for all CV brands and the strongest cash growth nationally for launch products enabling my team to be in the top 2 nationally for sales versus target with priority CV brands.

To achieve agreed sales targets and organisation objectives by effective leadership, man-agement and implementation of the Sales Operational plans. To manage and evolve the sales capability and processes within the Region to meet the needs of the changing customer base in a highly competitive environment.• Be accountable for the delivery of Portfolio sales and profitability targets across a defined Region• Lead, inspire and motivate sales teams across primary and secondary care• Lead the development of the Regional Plan across relevant stakeholders (e.g. NHS Busi-ness Managers), making strategic decisions, on the back of thorough analysis, to maxi-mise Regional opportunities and achieve operational objectives • Be an active contributor within the Sales Leadership Team, working closely with Head of Sales, to evolve the sales force strategy • Demonstrate strong leadership in developing and maintaining a network of Key Opinion Leader customers within identified accounts • Responsible the performance and development of sales teams in terms of ongoing per-formance management and coaching, working in conjunction with Functional Develop-ment and HR • To drive sales force excellence across quality, activity and reporting measures and achieve all agreed sales force metrics. • Work effectively with CSO Leadership and CSO Representatives to drive agreed cus-tomer activity in partnership with dedicated teams • Control operating expenses within agreed budgets through effective monitoring and re-porting systems. Ensure that expenditure does not exceed agreed budgets • Manage recruitment and retention of TBMs / Dedicated CSO Representatives and Respi-ratory KAMs• To implement with excellence the Sales and Marketing investments adhering to the ABPI Code of Practice