• Responsible of the design & deployment of the local strategy • Administration & organization of an efficient salesforce, to accomplish the anual sales objective• Identify improvement opportunities & capitalize them to provide best in class service to our customers• Responsible of achieving sales budget & talent development• In charge of a P&L of $41 M CAD, leading a team of 30 collaborators. 20% growth in sales

In charge of the development and implementation of strategic plans, for the oncology BU, including marketing, sales, and work with support areas such as: access, commercial, pricing, policy and relationships with key stakeholders. Ensure that the strategy, tactics, commercial and marketing infrastructure, are adequate to successfully launch new products and operational plans. In charge of P&L of the BU. Reporting to Latam VP, with a team of 25 employees.Achievements:• Defined, with the support of the regional access team, the strategy to achieve the approval of Keytruda in the CSG, IMSS and ISSSTE, achieving approval in the CSG in 3 months and in IMSS and ISSSTE in less than 55 days vs 4 years, being the first innovative product for lung cancer approved in the last 11 years in IMSS. In 2018 Keytruda was the most sold cancer product in the private market in Mexico. Growth of 20% of sales of the BU and 43% growth of sales of Keytruda vs 2017.• Created an alliance with Dako to register the antibody 22C3 in Mexico under MSD, Cofepris approval was obtained. With this approval, a local platform was developed for the determination of PD-L1 and strongly position Keytruda in the country. Growth of 47% of sales of the business unit vs 2017.• Created the launch plan of Keytruda, which was succesfuly launched in Aug 2016, being Mexico the first country worldwide to launch based on KN010. This launch was made 9 months earlier than planned and one month before our main competitor. In 2016, total sales were higher than the last estimate, exceeding it by 50%. Since its launch, Keytruda has been the leader, in the Immuno-oncology market.

Excecuted the starting and leading the operation of Eisai in Mexico, including definition of the vision, mission, strategy and business model, obtaining marketing authorizations, establishing processes and policies to govern the operation of the subsidiary, recruitment, selection and retention of talent, guarantee and efficiently manage the financial resources necessary, to ensure the operation and growth of the subsidiary. Accountable for the P&L. Reporting to the VP of Latam, with a team of 25 employees.• Designed and implemented the strategic and positioning plan of Halaven, Eisai's first product in Mexico. Succeeded in launching and positioning Halaven according to the strategic plan in the breast cancer market, designed and started the inclusion process of Halaven in the basic formulary of the General Health Council. In 2015, we managed to exceed the subsidiary's budget by 20%.• Achieved the approval from Cofeprisl of the first 2 marketing authorizations of the subsidiary, created and implemented Halaven's pre-launch and launch plan. Designed and recruited 100% of the structure (medical-marketing-sales-regulatory-finance-legal), which allowed the establishment of the bases for the development of a high performance team.• Designed and implemented the strategic plan and go to market of Eisai in Mexico, these plans established the operation bases of the subsidiary, regulatory plan to obtain marketing authorizations from COFEPRIS and commercial plan, to ensure patients with breast cancer in Mexico had access to Halaven in private market.

In charge of designing and implementing the marketing and sales strategies of the specialty medicines BU (oncology, multiple sclerosis, hemophilia and macular degeneration) for private and government market. Prepare, together with the medical and marketing team, the launch plans of Wetlia, Stivarga and Xofigo. In the institutional business, was accountable for executing, through the sales force, the strategies for IMSS and ISSSTE of the BU of primary care and womens health. During 2011, coordinated and led the access area for all pharma products, in Mexico. Reporting to the general manager of the subsidiary with a team of up to 60 employees.• In 2010, 2011 and 2012 the sales budget of the business unit and core products (Nexavar, Kogenate and Betaferon) were surpassed by more than 20%, and double-digit growth was obtained steadily, positioning institutional & specialty medicines as the business unit with the highest growth rate, of the subsidiary• Re-designed Kogenate´s positioning, to increase adherence to treatment, developed action plans to find new patients and implemented a support program. With these actions, Kogenate grew steadily at double-digit rates from 2010 to 2012 and achieved leadership, in the hemophilia market in private and government.• Together with the primary care BU in 2011, built the access strategy for Xarelto, achieving approval, by the CSG 4 months ahead of plan. Together with the access team, submitted, the application to IMSS and ISSSTE for the inclusion of Xarelto, 2 months ahead of plan.

Accountable for building, executing, coordinating and leading together with the marketing, medical and sales teams the strategic and tactical plan of the oncology BU. Key contact with global and regional teams, member of the subsidiary's executive committee. Reporting to the general manager, with a team of up to 110 employees.• Designed and implemented an organizational restructuring for the sales force and marketing team, to increase the profitability of the BU, to help the subsidiary achieve its top and bottom line objectives.• By the end of November 2010, sales of the business unit surpassed the annual budget by 10% and the accumulated sales from January to November represented 52% of the total sales of Roche Mexico.

- Coordinate & develop different support functions (market research, invoicing, fleet, SFE, pricing & tenders) to help business units achieve objectives- Identify opportunities to improve profitability, gasoline card- Frequent analysis of field force productivity- Secure invoicing process meets customer needs

- Managing a team of 180 people- Responsible for both sales & marketing goals of the business unit- Ensure proper preparation of marketing plans for diabetes, obesity & osteoporosis- Ensure effective allocation of resources around the marketing mix- Set up KPI´s to secure the achievement of the objectives of the business unit- Inventory management of all the products of the portfolio- Cooperate with other departments of the company to fulfill objectives

- Prepare launch readiness plans for new products- Develop access strategy to IMSS & ISSSTE- People development & team building- Develop solid & productive business relationships with KOL- Engage with internal & external stakeholders to facilitate the achievement of business goals- Strategy & business development- Achievement of sales & profitability targets

- Develop & evaluate marketing strategy of product portfolio- Develop pricing strategies, balancing company objectives & customer satisfaction- Talent management- Partner with sales team to define & implement effective targeting - Work as part of cross-functional team in order to meet business objectives

- Identify market opportunities to increase profitability of current product portfolio of the company - Develop growth strategies & plans- Look & follow up for new business opportunities- Maintain good business relationships with key contacts

- Define product strategy & roadmap of all products of the hematology portfolio- Execute tactical plan with sales force of all products of the hematology portfolio- Develop 5 year strategic plan for the hematology portfolio- Monitor & track sales and expenses of hematology

- Support business unit in the development of 5 year strategic plan- Help business unit to analyze & define market requirements & gaps- Advice product managers during the brand plan process- Monitor & negotiate monthly sales with main distributors

- Conduct financial analysis to determine present & future performance- Support business units in the financial budgeting & forecasting process- Monitor & plan sales & expenses of business units- Develop pricing analysis, & propose pricing strategies