Elise Klein

Product management roles for flagship brands culminating in Executive Director of Marketing, Berlex Laboratories, Inc., 1983-1993. Launched $200M anti-arrhythmic product, Betapace and gained 6% in market share with OC line of products. Re-launched MRI agent Magnevist generating $100M per year in sales

Drug Regulatory Affairs, responsibilities included advertising and promotion, NDA/ANDA strategy and development, clinical development and manufacturing. 

Developed an independent consulting firm, Kleerpointe Management LLC, providing strategic and operational consulting to emergent biotech and private equity,

Led global marketing strategy for existing and pipeline products for $1.7B unit amid climate of organizational transformation, and acquisition by Bayer. Took an underdeveloped unit, developed staff and processes to execute newly defined global responsibilities in a new matrix structure. Core member of Leadership Team, providing strategic and commercial perspective on all portfolio and development decisions.Managed external global partnerships and played key role in guiding portfolio expansion. Managed staff of 13, $50+M budget, and global marketing and sales expenditures of over $400M.

• Addressed the lagging performance of key brand, Betaseron, through re-positioning, product improvement and increased market and selling effectiveness. Resulted in increased growth from 8% to 15% as of September, 2008.
• Instituted a global brand team system and built teams for 3 pre-marketed products in Phase 3, resulting in the execution of pre-marketing programs, key opinion leader development and a sustainable publication stream. Initiated global pricing studies and developed global access strategies.
• Overhauled global sales forecasting process by creating a new model and fostering global adoption. Achieved global alignment and transparency where previously there was resistance, obfuscation and inability to challenge assumptions. Resulted in more aggressive target setting and commitment to goal achievement.
• Led marketing collaboration between Bayer and Regeneron Pharmaceuticals. Drove agreement on clinical trials by defining a competitive target product profile. Created a development program that supported product differentiation and profitable pricing. Initiated Phase 2 development of a new indication and moved product into Phase 3.
• Led multiple business unit integration activities post-acquisition by Bayer HealthCare.
  • Undertook commercial evaluation of all projects in portfolio, including 20 year forecasts.
  • Developed 10- year strategic plan with alternate scenarios.
  • Produced the organizational structure and process blueprint adopted by all units, resulting in rapid integration and no loss to productivity.
• Initiated new life cycle management programs with external partners and in-licensed an inflammation platform.
• Commercial lead on 2 complex contract re-negotiations with external partners.

Identified a corporate weakness and subsequently established a new organizational unit to provide decision transforming data and information to operational Sales and Marketing teams. Oversaw IT and sales activities including the development of sales force and marketing efficiencies and competency improvements.

• Devised the organizational concept, designed structures and processes, and recruited and trained 12 professionals servicing 5 business units and the sales organization.
• Commissioned and executed a corporate wide IT/data infrastructure audit, and built an enterprise data warehouse a 1st for Schering. Enabled a 25% reduction in annual data costs while improving analytical output.
• Improved selling efficiency and re-directed selling resources through introduction of revised targeting bybehavioral segmentation. Improved efficiency of oral contraceptive sampling activity, and supported national roll-out of Yasmin DTC campaign.
• Introduced and implemented a new corporate wide brand planning structure and process, with a focus on effective positioning, competitive analysis and accountability to revenue and profit goals. 

Created the U.S. Dermatology Division from scratch. Developed and executed a business plan that resulted in a profitable business venture.Led business development, marketing, clinical, medical affairs and sales efforts.

• Acquired and developed products, and built the required infrastructure for a unit that today is a stand-alone business with a staff of 70 generating $43M+ annually.
• Identified a unique product opportunity with a declining, older product by leveraging a product feature into a new indication, rosacea. Directed the clinical development of Finacea resulting in a successful NDA filing 18 months from IND filing. Achieved 20% market share in launch year.
• Negotiated and executed a co-promotion agreement with Allergan and created a development pipeline via acquisition. Conducted due diligence on 15 potential acquisitions, bringing 3 to consummation.

Inaugurated the Operating Field Committee, a sub-committee of the Executive Committee, charged with development and delivery of the 3 year operating plan including resource deployment across all Business Units (Women’s Health, Specialized Medicine, Oncology, Diagnostic Imaging, Dermatology). Provided oversight on day-to-day US commercial activities and established policy and procedures. Evaluated and approved all pricing decisions.

Led $650M revenue unit with 6% annual sales growth, including 500-member field sales organization, sales operations, key account, distribution, and contracting groups. Directed a group of 5 scientific and licensing experts dedicated to the identification and development of acquisition opportunities.

• Transformed the sales organization from being accountable for delivering physician calls to being accountable for generating business growth. Instituted regional and district level sales plans and budgeting.
• Evolved regional management into local business experts capable of driving business results. Executed a new key account structure focused on customer segments rather than geography.
• Improved operational line management through staff changes, identification of new talent and establishment of the 1st development program for management candidates.

Led $150M U.S. Imaging business, including staff of 50, across marketing, clinical development and medical affairs.

• Stabilized key brand, Magnevist®, upon entry of 2 competitors following loss of exclusivity in a price sensitive, contracting environment. Maintained 50%+ market share while maintaining high profit levels through development and execution of the 1st account-based decision framework for sales and marketing.
• Conceived, negotiated and executed an innovative marketing and distribution agreement with Abbott Laboratories.
• Launched non-ionic iodinated contrast media line. Acquired and launched a novel liver specific MRI imaging agent