I work with pharma, biotech and consumer health companies whose commercial model has stopped keeping up with the markets they are selling into.
Strategy is agreed and the deck is signed off, and the number still will not move. The problem is sitting somewhere between the plan and the field, and nobody owns that gap.
What works in the Gulf does not work in Australia. The operating model was built for one market and stretched over the rest, and it is starting to tear.
The CRM went in, the training happened, and the sales teams quietly went back to their spreadsheets. The data you are deciding on is not real.
Most consultants bring a framework. Most agencies bring a deck. Neither has carried a number, sat through a regional review, or told a country manager their forecast is wrong. I have done all three, at Abbott, Amgen, Mundipharma, Novartis and Cipla.
I have owned a $14M P&L and forecast a $250M portfolio. I know what the numbers do when the plan changes halfway through the year.
The US, India, Southeast Asia, Australia and New Zealand, Europe and the Gulf. Not one playbook exported everywhere. Markets that behave differently get structures built for them.
Designing the model is the easy half. I stay through the part where the field has to change how it sells, which is where most of this work dies.
One CRM across six markets, built so the sales teams would actually use it. Productivity went up 30% alongside it.
Across a $250M portfolio through a lifecycle transition. Growth held at 11 to 13%.
Took $1M out of a $14M business without slowing the sales down or losing the people who mattered.
For companies that need a commercial leader now and cannot wait out a six month search, or do not need one full time. I take the number, work with the team you have, and stay through the part where the field has to change how it sells.
Most of this starts small. You do not have to commit to six months to find out whether it works.
Tell me what needs to change →For founders, general managers and commercial leads working through a launch, a restructure, a first market outside the home one, or a role a size bigger than the last. This is not coaching. It is direct access to someone who has carried the number and made the same decisions.
Confidential, and deliberately limited. I work with a small number of people at a time, and mentor healthtech founders through Hub71 in Abu Dhabi on the same basis.
Ask about advisory →Industry conferences, leadership offsites, national sales meetings and boardrooms. I talk about commercial execution the way it actually goes, including the parts that did not work, which is usually the part the room remembers.
Based in Dubai, travelling across the GCC, India, Southeast Asia, Australia and New Zealand. Send the date, the audience, and what you want them to walk out with.
Enquire about a session →Co-authored research and points of view, panels and podcasts, teaching and mentoring programmes, and joint work with agencies, associations and industry bodies across healthcare and life sciences.
I say yes to a few of these a year. The test is simple. Would I still stand behind this in two years, and does the audience get something they can use.
Bring me an idea →Predictions, frameworks and diagnostics, written up as I use them. Things you can point at your own business this week. Not case studies, and not commentary on the state of the industry.
Free to take and use. No email, no form in front of them.
All writing →What go to market actually means, the five different people most plans call "the customer", and five questions in the order that matters. Built for markets where the patient is often the payer.
Working through it out loud is how I think. What I am learning, what I got wrong, and the arguments I am still having with myself about how commercial teams should be run.
