Managing all sales activities for Imaging business unit across NSW/ACT, Qld & NT.Coverage of all imaging modalities - Magnetic Resonance, Computed Tomography, Molecular Imaging, Women's Health, X-Ray, Interventional, Ultrasound.Driving market share growth through new Go-To-Market structureInstitutionalising account management philosophy through rigorous processes

Problems solved include:- Plan development for launch of new pharma business into ANZ market - market access and reimbursement strategy.- Translation of strategic plans into clear, executable action plans for the sales team.- Design of field organisation to optimise resources and commercial outcomes.Hourigan International Nov 2021-Jul 2022 Associate Partner, Technology: Strategic assessment of LifeSciences and broader Technology practice within the organisation.

Role & ResponsibilitiesTotal responsibility for ANZ business. Growth mandate to deliver against short term revenue and profit goals while building momentum for long term sustainable growth. Inherited broken channel model with estranged channel partner, direct price conflict, and declining revenue. Managing US$30M business of 35 employees.Key AchievementsInitiated Strategic Review of channel strategy – potential to change historically a dealer model, developing internal strength to allow for flexibility and increased customer ownership.Identified opportunities for significant process improvement able to deliver short term margin growth – cost reduction, increased ROI on marketing and pricing strategyConducted talent audit – right people on the bus / sitting in the right seats.Establishment of marketing function, identification of "core" products (from feature/benefit persp) and price/cost analysis. Clear direction to sales team and dealer partners and complementary training and incentives. Rationalisation of all products with equivalent or better substitutes. Reversed the declining sales in overall categories by bringing focus to key products. Identified 25% of SKUs that could be removed due to better available alternatives with no negative impact on sales.Turned the revenue trend around within 3 months to halt decline. After a decrease in sales of 20% in the prior year, we turned around partnerships and grew sales by 5%.I commissioned a cross-functional team, charged to reduce freight expenses by 25% by looking into carrier fees, mode of shipping, accurate forecasting, no decline in LFR. Result: Reduced spend on inbound freight in 2019 by 32% with no compromise on LFR nor inventory.Left when company spunoff from Danaher and merged with 2 other dental organisations.

Role & ResponsibilitiesManaging a $50M business with 100 employees. ANZ organisation was losing US$6M p.a. when I joined. Appointed country lead with turnaround mandate to improve the financial position and build a foundation for long term sustainable growth. Key AchievementsRestructured commercial teams to refocus resources (higher-margin business units, greater opportunities to grow)— to improve profitability in the short term. Reassigning/recruiting/retrenching some roles accordingly.Rolled out Salesforce.com platform across ANZ organisation ensuring engagement and diligence among divisional leaders and field teams. KPIs in place for every member of commercial team with clear expectations connected to performance management objectives.Established new pricing policies and focussed on product and business unit profitability. Increased prices, where possible, to maximise gross profit.Rationalised product portfolio / suppliers represented to eliminate unprofitable & non-core products / businesses.Developed a calendar for every major tender with milestones at T-3 months, T-6, T-9 & T-12 months to allow for market data to be gathered and key influencers surveyed. Clear accountability for each “tender team” member - commercial, supply chain, regulatory, contracts. Result: Significantly improved tender submissions. Effective price increase of +8% & +7.5% due to better understanding of customer needs & introduction of new business with creative “bundling” offer.Negotiated directly with M&A targets incl closing one deal in Q1-18 (developed & initiated integration plan for Q2-18)Requested and empowered the service team to develop preventative maintenance contracts and incentivized them to sell to existing customers. The team became “self-financing” within 3 months of the program launch.Achieved record monthly sales in Nov-17 and beat that again in Mar-18. Achieved break-even for the month in each of those and reduced the overall company loss by $3M.

I was appointed Baxalta’s first Vice President of Intercontinental Marketing to drive commercial activities in emerging markets, particularly Brazil, Russia, China, Turkey, Latin America and Asia Pacific.Achievements include delivering more than $1 billion in sales in the first year and redefining the internal narrative around emerging markets. I led the branding process to evolve the value proposition, develop messaging and communication platforms, create promotional tools and define the competitive strategy. I also launched a program that incorporated Medical and Market Access activities into the commercial strategic planning process for the first time.Member of divisional leadership teams for Haemotology, Immunology, and Oncology. Worked with R&D Teams to prioritise certain clinical programs. Participated in Strategy & Innovation workshops across all 3 divisions to set direction for Product Development, R&D, Market Access, Medical and Commercial streams.

I relocated to the U.S. HQ in 2014 to facilitate the global execution of the franchise strategic marketing plan. Responsibilities included communicating the global strategic direction and annual business plans at the country level and partnering with franchise/country leaders in the Anaesthesia and Nutrition divisions to understand challenges, launch new products, prioritise investments and penetrate high-potential markets.

I was promoted into a dual role in the Bioscience division with responsibility for advising country teams on business functions while holding P&L responsibility for the Korea business unit.As a Commercial Director, I partnered with country management teams in China, Hong Kong, Taiwan, Philippines, Japan, Australia and New Zealand to develop plans across commercial, supply, regulatory affairs, medical, legal and government affairs functions.As the Business Unit Director for Korea, I spurred 50% sales growth in a mature market by combating market saturation through new channel and pricing strategies.

In 2007, I was recruited by Baxter to turn around an underperforming division. I orchestrated a dramatic business transformation that doubled sales in the first year while laying the foundation for future growth. Through new personnel, marketing, and pricing strategies, I set the trajectory that enabled the business to become the company’s largest market outside the U.S. within 5 years.► Won the Baxter Healthcare Manager of the Year Award in 2008 ◄

I was hired by this global provider of cardiovascular and endovascular medical technologies to build a stronger presence in the Australia and New Zealand markets. With P&L responsibility exceeding $10 million, I restructured the sales and marketing departments and implemented a turnaround strategy that achieved significant market share growth.

As a member of the Asia-Pacific Regional Marketing leadership team, I led all marketing initiatives across the Surgery and Mammogram business units to drive strong growth and market development. Achievements include launching a new pelvic surgery product to become the division’s top revenue-generating offering outside the U.S.► Named the Johnson & Johnson Marketer of the Year for leading the #1 product launch in 2005 ◄

In 2003, I took over leadership of an underperforming business unit focusing on the Aged Care, Day Surgery, Veterinary and Dental market segments. I rationalised the product portfolio, revamped the channel strategy, right-sized the team, and developed a new business model to combat product commoditization and price erosion, which resulted in significant improvements in sales and profits.

I was selected as 1 of 70 employees globally to participate in the International Development Program. There, I served on a team that developed the strategic direction to build shareholder value through top-line and bottom-line growth. Key initiatives included branding, market share capture, sales force efficiency, product management and manufacturing cost reductions.

Initially hired as a Sales Representative, I was promoted to Regional Business Director of Sales in 2000 to lead a team covering a broad portfolio of medical products. Over the next 2 years, I achieved aggressive growth and profit targets and negotiated major agreements with key customers.

I was hired as part of the first subsidiary outside of the US - based in the UK. I started as a Field Service Representative and progressed through a number of operations and business development roles during my tenure. Most notably, I moved to Australia and formed the operating subsidiary in Melbourne, which involved developing the business plan and negotiating supply contracts for industrial customers.