Support Pharma and Biotech start-ups transition from Phase II to Phase III a & b: assessing post-commercialization sales and market requirements, developing scale-up and regular affairs strategies, evaluating country-specific requirements and evaluating the cost - benefits of including them in RA and operations strategies. Providing management support during the transition from research to commercial.Some Examples:Using E. coli as a carrier for recombinant proteins scale-upPhase II and III RA assessment of nanotechnology in oncologyPhase 3a and 3b products: market potential, positioning and go-to-market strategies in glaucoma, nanotechnologies, monoclonal antibodies.

As a member of board of directors, review, control and decide on the Caisse Desjardins’ affairs according to the caisse’s values and what’s best for current and future members of the caisse and of Desjardins Group; take the necessary steps to understand members’ needs and make sure they are satisfied; ensure the caisse contributes to responsible and sustainable development in the community and managed in a sound and prudent manner according to regulations in order to protect the caisse’s long-term sustainability.

Together with other 4 passionate women, created Women Leaders in Pharma (WLP) aiming to drive positive change in the pharma industry. WLP’s purpose is to empower women working in pharmaceutical companies to reach their full potential, building skills to help women be business savvy, be brave, be bold, and affect change.

Expand Canadian sales team to successfully support of 4 highly specialized niche hospital products in anti-fungal, antibiotic and pain management. Together with Avir Pharma’s leadership team, establish management process to create a best practice sharing between sales, medical, marketing and market access.

Set up marketing and business strategy department within international division. Redesigned portfolio management process which defined international division’s market entry / expansion strategy. Through business development, created the foundations for affiliates. Introduced and launched products in Asia, LatAm, Africa and Middle East be it in conventional therapeutic areas as wells as in oncology and rare diseases. 10MUS$ P&L responsibility for Middle East. Recognized leadership (see Awards).

VP Level Position - P&L responsibility for 500M€ Lyrica markets in Europe and acting marketing director for Italy (matrix structure). Exceeded revenue and profitability targets by overachieving sales while successfully managing expense budget. Fostered strong team spirit which drove cross-country collaboration and problem solving (See test scores Gallup and Hays).

Designed, developed and implemented innovative marketing programs which received strong support from field force; this resulted in exceeding brand’s revenue budget (23M€) and profitability. Recuperated relationships and partnerships with top-line key opinion-leaders, and built solid and long-lasting relationships with key second-line specialists. Recognized for best practice in partnering.

Improved quality of service, analysis and forecasting accuracy, of BI department through people development and turn-over. Successfully brought innovative deals in business development to support line extensions specific to Italian market; increased number of partnerships that led to marketed products. Within Wyeth acquisition process, achieved Pfizer’s transition headcount goals ensuring top performers’ retention.

Revisited and redesigned all of near 150 company business processes to gain in efficiency and effectiveness following Pharmacia’s acquisition by Pfizer. Set KPI targets were achieved: definition of clear processes, timing, information flows and roles, responsibilities and accountabilities, proper training on processes, on-boarding of new employees. Change management plan was deployed to promote a company culture that rendered the new processes sustainable.

Managed expense and revenue planning. Analysed consolidations of actuals vs plan across business units. Recommended course of action to achieve targets. Responsible for Italian supply management and headquarter reporting. Designed, developed and implemented Italy’s strategic and operating plan processes.

Appointed by Pharmaceutical VP to lead Warner Lambert – Pfizer integration commercial team. Responsible for identification of new combined promoted portfolio and sizing of marketing department; led sizing and product allocation of field force. Identified synergies and managed integration related reserves for security exchange commission reporting. Assessed acquisition’s P&L impacts. Led divestment strategy for products and assets; executed write-offs.

Managed team of 8. Designed and implemented (a) call planning system for tracking of field force details as well as other promotional activities (b) field force incentives programs, based on market KPIs (c) with new product launches, redesigned field force territories according to territorial potential market. Supervised CRM validation team.