Work History

Work History
2009 - Present

Business Unit Director

Sanofi Aventis

Accountable for Cardiovascular and Joint Venture Business with Bristol Myers Squibb.

Jan 2007 - Dec 2008

Assoc. Director, International Commercial Operations

http://www.merck.com

Led sales operations, forecasting, and business development activities for $37M business unit serving numerous Caribbean countries and a 79-person team, including 4 Zone Managers, 2 Business Managers and 50 Sales Representatives. Served on Caribbean Regional Operations Executive Committee. Managed contractual agreements, forged and maintained key distributor relationships. Monitored compliance and led strategic contracting activities. Served as a liaison with government ministries to foster business growth. Created forecasts to regulate inventory. Oversaw car fleet. Administered sales incentive plan, setting strategy, monitoring performance and making adjustments as necessary. Monitored physician reporting activities. Developed sales quotas for countries, direct selling budgets and distributors’ quotas.

Key Accomplishments: 

  • Achieved 18% growth in total revenues (+5.6M) versus 2007 and 9% above profit plan.
  • Supported and sustained successful product launches for Gardasil, Rotateq, Januvia, Janumet, Atripla, Isentress and Emend.
  • Successfully negotiated with Grand Cayman Ministry of Health a price for Gardasil resulting in the first Government mass vaccination program in Latin America
  • Enabled the penetration of Januvia and Janumet into the Bahamas Drug Agency formulary by establishing a new distribution partner in the country.
  • Increased business significantly by establishing a robust cold supply chain throughout the Caribbean enabling the vaccine line sales and successful market penetration of Gardasil and Rotateq increasing sales from $0 in 2005 to $1.6M in 2008.
  • Slashed returned goods expenses from $1M to $100k over 2-year period by establishing a robust demand planning organization.
  • Developed in Bahamas & Dominican Republic new government sector sales via commercial partnerships, which resulted in an additional $800k in annual revenue.
  • Supported $9M worth of Government Tender revenues accelerating its sales contribution to 25% through price proposals submissions and support to Corporate Economic Affairs.
  • Conquered $293k worth of write-off savings in waste through Product Samples Optimization.
  • Materialized a potential $5M incremental income for Merck (NPV) in five years leading business development negotiations in Dominican Republic and the English Caribbean.
  • Applied Six Sigma methodologies to control costs and foster more efficient sales and marketing operations while integrating demand planning activities into cross-functional teams.
Dec 2005 - Jan 2007

Assoc. Director, Strategic Marketing, Innovation and Standards

http://www.merck.com

Led strategic planning under autonomous operational unit supporting launch of new products while exploring new business development opportunities, integrating numerous functions under a multi-million dollar organization with direct P&L management oversight. Served as a member of the Caribbean Regional Operations Executive Committee. Led field communications and promotional activities related to marketing strategy, market research, customer outreach, training and development, sales force skill-building, new product and demand planning, sales administration, contract management and fleet administration. Designed and implemented many processes improving ROI on marketing programs and promotional materials.Implemented new marketing approaches in multi-cultural fast-paced markets to rapidly adapt to varying market needs.

Key Accomplishments:

  • Supported the successful launch of several products including Januvia, Vytorin, and Fosamax Plus
  • Cut annual costs by approximately $700k with an innovative demand planning strategy. 
  • Motivated employees by aligning pay and performance and implementing product learning programs. 
  • Piloted and implemented interactive tool for customers and physicians, e-Detailing, saving $75k per year. 
  • Created home-based trainee program that saved $110k annually. 
  • Led market intelligence and plans for new product entries in territory prior to launch
Jan 2004 - Dec 2005

International Senior Sales Manager

http://www.merck.com

Primary Leadership role in transforming a divergent multi-cultural Regional Management group into a cohesive & highly efficient team focused in collaborative thinking, execution and results. Inspired a team of 6 District Managers engaged in supervising sales production from 50 representatives throughout 12 countries in the Caribbean region. Developed managerial skills in direct reports to promote better performance. Set sales goals and created operational strategies. Allocated resources for region. Participated in product development projects. Enforced regulatory compliance. Forged relationships with local distributors and coordinated supplies with manufacturers. Conducted onsite field visits with representatives and key customers. Reviewed and approved pricing proposals. Orchestrated launches, working with cross-functional teams to introduce new products.

 

Key Accomplishments:

Revenue Growth:

  • Materialized $1.0MM in revenues by negotiating the first and largest sales contract attaining a higher national positioning of HIV products securing contract for three-year period directly with the Ministry of Health in Jamaica.
  • Exceeded Profit Plan for 2004 (French & English Caribbean) by 5% and increased revenues by 30% over 2003 for the French Antilles and by 10% in the English Caribbean.
  • Surpassed Operational and Performance Metrics for 2005 – 11% overall Revenue Growth, 14% increase in Operating Income and 15% Sales Growth in Promoted Products

Operational Enhancements:

  • Employee Retention Rate:Increased employee satisfaction (as per Viewpoint Survey and 360° Feedback) and prevented high performers from being attracted to competitors (5 instances).
  • Obtained three Merck Awards of Excellence in 2004:Divisional Award forcreating a positive and productive work environment as per Viewpoint Survey ♦ LA Sales Effectiveness (LASER) Award for installing Regional Key Strategic Initiative optimizing the development & performance of sales teams ♦ HIV Accelerated Access Initiative.
  • Spearheaded training initiatives for Managers and Representatives to include performance feedback management, coaching and counseling, high impact leadership and Targeted Selection®.
Mar 2003 - Dec 2003

International Senior Marketing Manager

http://www.merck.com

Coordinated strategic marketing initiatives for Zocor, Fosamax, Cozaar, Hyzaar, Stocrin and the Hospital line of products developing and maintaining a business planning master calendar and serving as chief liaison between leadership in Puerto Rico and other Caribbean countries on marketing efforts. Aligned planning processes with short and long-term goals. Served on Product Core team and orchestrated medical symposia activities. Played key role in all stages of launch initiatives and profit planning for all products. Developed sales quotas and incentive plan targets.

 Key Accomplishments:

  • Successfully supported the launch of new products throughout the region, gaining $1.7M in incremental revenue.
  • Achieved 17% growth, growing key franchise revenue to $23.6M.  Reestablished performance metrics to monitor effectiveness of marketing strategy with physicians.
  • Revived Physician Reporting System to enable performance metric against delineated marketing strategy.
  • Optimized Promotional Campaign process by installing procedure for Key Opinion Leader Advocacy efforts.
  • Championed electronic reporting tool to replace paper-based physician reporting system.
Jan 2000 - Mar 2003

Global Sales & Marketing Training

http://www.merck.com

Served as subject matter expert on major project to assess training needs and develop corporate training programs. Conducted needs assessments in numerous countries, evaluating skill levels and creating training courses for subsidiaries in Asia, Europe, the Middle East, Africa and Latin America. Built consensus on training initiatives with top executives. Led “train-the-trainer” sessions and created facilitator guides. Developed real-life examples for use in training content.

Key Accomplishments:

  • Delivered over 50 Sales and Marketing Management programs in over 20 countries worldwide with an overall participant evaluation rate of 5.7 out of a 6.0 scale.
    • Specialized management programs in Leadership, Sales, Marketing, Analysis, Planning, Recruiting, Performance Management and customer service
  • Installed the Global Sales & Marketing Thinking Process throughout Country and Regional Training Programs.
  • Played a leading role in the creation re-design, development and worldwide roll-out of four (4) new training programs in Sales & Marketing Management:Micromarketing, e-Micromarketing, District Analysis and Planning and Needs Based Selling.
Dec 1989 - Dec 1999

PREVIOUS WORK HISTORY

http://www.merck.com

CAREER NOTE: Past job history also includes the following positions at Merck Sharp & Dohme Corporation:  

  1. Hospital Business Manager (12 Direct Reports, Covered all Private & Government Accounts)
  2. Specialty Business Manager (10 Direct Reports, Covered all of Puerto Rico)
  3. Marketing Product Manager (Launched two new products in HIV & Asthma)
  4. Health Science Associate
  5. Senior Hospital Sales Representative (First position in Sales)
  6. Hospital Sales Representative 

Details are available upon request.

Education

Education

MBA

http://www.phoenix.edu

MBA THESIS

Computer-Based Detailing versus Literature Sales Promotion for Ethical Pharmaceutical Products

This research project investigated the effectiveness of a wide array of promotional tools in terms of their ability to convey confidence, trust and credibility assuming a given pharmaceutical sales representative has been granted the trust from behalf of the physician.  The sample of physicians was obtained from an internal report from MSD Puerto Rico which classified doctors in terms of categories.  The sample frame was a representative group of physicians throughout Puerto Rico.  The sample was composed of 100 physicians across 12 different specialties.

HYPOTHESIS

It is the opinion of the author of this research project that science and selling do not mix in a natural way.  In other words, it would be ideal for selling to take place in a very subtle way in front of the physician.  These "subtle" ways may very well translate into strong sales once the representative has gained the trust, confidence and credibility from part of the physician.  Therefore, the following hypotheses were formulated in relation to the research questions mentioned before:

  • The representative herself/himself along with the ranking of the represented company is the most important factor in determining whether a doctor accepts what has to be said about a given drug and/or clinical investigation.
  • An original and well researched clinical investigation coming from a respected source in the medical community has to always accompany either a Computer-Based Detail (CBD) or a brochure/literature promotion if the doctor is to perceive what the representative is selling as accurate and true.  The relationship between doctor and representative is dynamic, thus making the later to continuously work on her/his "scientific" reputation.
  • A CBD promotion carries an intrinsically greater chance of being taken by most physicians as not scientific and less serious, thus reducing the chances of a favorable impression on the credibility of what is being presented by the representatives.

CONCLUSION

CBD was well accepted by doctors when analyzing the overall results but this tool in particular had a tendency to be preferred by the majority of physicians when it was supported and used in conjunction with printed material.  The use of CBD by itself was the tool preferred by only 12% of the respondents.  The most critical promotional tools considered by the respondents that significantly added confidence and credibility were the quality of the information presented (86%) and the source of information (84%).  The image and reputation of a given pharmaceutical company (73%) also made a difference when it comes to credibility.

When comparing the different methods available for detailing by themselves, a greater majority of respondents (28%) chose the literature as their preferred information link in terms of credibility.  Only 12% of the respondents were satisfied with the use of CBD by itself as the tool for detailing in terms of trust and credibility.

When evaluating the relationship between the length of time in office practice and other factors, there was no statistically proven correlation among any of the variables considered.  The length of time in practice was analyzed versus the time allocated per representative, number of representatives seen per week and preferred method of promotion.  The null hypothesis of no association could not be rejected.  The majority of physicians (67%) are willing to dedicate from 10-20 minutes to see a pharmaceutical sales representative.  This was to the advantage of the industry considering the substantial increase in manpower that the industry experienced in those years in order to accomodate for its increasing promotional needs.

Certifications

Certifications
Sep 2003 - Dec 2003

Six Sigma Black Belt Program

Merck & Co., Inc.