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Merck Serono
- EVP, Head Global Manufacturing & Supply, Global Operations
Lyon
2013 - maintenant
• Responsible of Manufacturing and Supply for all Pharmaceuticals and Biologicals therapies. Oversee a team of 4 500 colleagues located in 16 locations. Manage OPEX of 1.2 Bn € and CAPEX of 250 Mio€ p.a.
• Strategy developer, established and implement a “supply centric” strategy and re-built a comprehensive production roadmap and production system. Re-define future network and long term investment needs to secure successful launches, balance made vs buy to optimize Capex/Opex investment.
• Game changer, turn around the function in two years, stop 5 years series of supply crisis and lost sales, increased service level up to 99.9%, bring costs under control, transform supply chain processes , change and re-engage leadership at all level, and initiated a culture change journey and a digital journey.
• Cross business player, turn manufacturing and supply into a function that dialogue and engage with key customers.
• Member of the Pharmaceutical Executive Committee (2013-15)
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Merck Serono
- EVP, Head Global Manufacturing & Supply, Global Operations
Lyon
2013 - maintenant
• Responsible of Manufacturing and Supply for all Pharmaceuticals and Biologicals therapies. Oversee a team of 4 500 colleagues located in 16 locations. Manage OPEX of 1.2 Bn € and CAPEX of 250 Mio€ p.a.
• Strategy developer, established and implement a “supply centric” strategy and re-built a comprehensive production roadmap and production system. Re-define future network and long term investment needs to secure successful launches, balance made vs buy to optimize Capex/Opex investment.
• Game changer, turn around the function in two years, stop 5 years series of supply crisis and lost sales, increased service level up to 99.9%, bring costs under control, transform supply chain processes , change and re-engage leadership at all level, and initiated a culture change journey and a digital journey.
• Cross business player, turn manufacturing and supply into a function that dialogue and engage with key customers.
• Member of the Pharmaceutical Executive Committee (2013-15)
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Merck Serono
- Senior VP, Head of the Biosimilar Unit
Lyon
2012 - 2013
• Game changer, convinced Merck KGaA board to change its “100% innovation – no biosimilar” strategy. This results in a bold strategic move to capture the biosimilar business opportunity with the creation of a dedicated and independent business unit reporting to CEO with ring fenced (100 m€ budget p.a.).
• Strategy implementer, set up a full fletch Business Unit; attract senior experts to the team (50 by end 2013). Break down the global strategy into regional ones (with special focus on Brazil).
• Portfolio driver negotiate and sign a portfolio partnership with Dr Reddy’s for oncology biosimilars. The deal includes risk sharing, technology transfer, co-development, and multiple commercial agreements (e.g. co-promotion, exclusive and co-exclusive territories). In parallel established own internal biosimilar R&D and in-licence additional molecules. Drive pipeline forward.
• Cross business player, work with established franchises to develop their strategy toward biosimilar threat.
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Merck Serono
- Vice-President, Head of President's Office, Member of the Pharmaceutical Excecutive Board
Lyon
2010 - 2011
• Drive the Divisional strategy and the Annual Strategic Planning Process, ensure alignment across Business Units and functions, and monitor execution and risk/mitigation actions.
• Lead Cross Business strategic initiatives (e.g. efficiency program, re-organization, governance, biosimilars)
• Secretary of the Executive Management Board
• Monitor the Company Performance with global Balance Score Cards: Lead process, ensure alignment with strategic initiatives and Business Units, Functions and Countries. Track performance and deviation.
Support Merck Serono’s President: Provide ideas, food for thought, challenge proposals to help ideas maturation, provide feedback received from the organization, alert on potential blockages/issues/silo thinking. Bring R&D experience. Lead special projects for the President.
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Merck Serono
- VP, Head of Project Management Center of Expertise
Lyon
2007 - 2009
• Lead the Integration of Merck and Serono project management functions: Provide Project Managers to support R&D Teams. Establish a Project Management Office in charge of R&D governance, methods, tools, information systems and benchmarking. Develop and deliver training for Global Product Teams. Foster a project culture across the new organization. Ensure consolidation and analysis of key project metric (time, cost, quality).
• Drive budgeting exercise for R&D development project, ensure analysis of deviation.
• Member of the Product Development Committee steering all the development programs
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Merck KGaA/Merck Santé
- Director Project Integration - Early development Phase & Project Management
2003 - 2007
• Lead the Early Stage Global Project Team Leaders: Lead development projects, highlight issues and potential solutions. Ensure that for each project a cross-functional product development strategy is developed and translated into and operational plan. Coordinate across projects day-to-day trade-offs. Generate basis for Project valuation
• Lead the Project Management Department: Develop and ensure implementation of Project Management processes and reporting tools- Ensures supports to project teams with appropriate process, tools,& expertise.
• Coordinator and secretary of the Portfolio Steering Committees (decision making body for Merck R&D).
• Member of a cross-functional project team to re-define R&D Governance
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Merck KGaA/Merck Santé
- Global Project Team Leader at Merck KGaA/Merck Santé
2002 - 2003
• Lead the development of a new anti-diabetic drug, in Phase 2 stage, co-developed in the US with a Japanese partner: Organisation and management of an international team of 30 people, involving pre-clinical, clinical, marketing, regulatory, legal and operations. Definition of all project strategies (clinical development plan, marketing plan). Drive operational plan, resources planning and project valuation (patient benefit, NPV). Research of partner.
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Merck Santé
- Head of Pharmacokinetic and Drug Metabolism Department
Darmstadt
1995 - 2001
DHead of Department. Definition and implementation of the Department strategy from early drug discovery to Life Cycle Management. Management of all operational activities. Member of the Development Steering committee. Advisor for the Generic affiliate Company. Constant contributor in International Teams involving US and Japanese partners. Relationships with Health Authorities (EMEA, FDA; French Agency).
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Synthelabo
- Project Leader in Clinical Pharmacokinetic
1992 - 1995
Management of clinical pharmacokinetic studies in healthy volunteers. Study, analysis and preparation of Investigator Brochure, CTX, NDA. Complete design and evaluation of modified release forms.
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Laboratoires Delagrange
- Study Manager in Biopharmacy
1989 - 1992
Management of a biopharmaceutical project supported by the European Community. Implementation of the strategy, study monitoring and analysis, reporting to the sponsor (results, time, resources).
