Executive Director Portfolio Strategy & Strategic Planning
Executive Director -- Portfolio Strategy & Global Strategic Planning
Report to Chief Marketing Officer.
Design and implement a global portfolio management capability for the $27-billion prescription business.
· Accountable for the development of an overall Global Human Health (GHH)-wide strategic planning process and portfolio management framework for marketed brands by developing and analyzing a series of critical brand-performance and market metrics for maximizing return on sales-and-marketing investment in GHH. Analyze product resource allocation, recommend investment tradeoff alternatives and improve the overall ROI of marketing assets for Merck.
· Lead an integrated phase III through V clinical portfolio-management and decision-support process that enables informed decision making regarding investment and tradeoff options for Merck's portfolio of late-stage clinical studies.
· My team and I designed and implemented a market-oriented planning process that provides strategic directions to the markets and a platform for the markets to provide a rolled-up tactical plan to HQ. Result: Better and more robust planning process, consistent strategic direction to all markets and a standardized planning process for both franchises and markets. Efficiencies of $20M.
· ROI of our sales and marketing spend was below our LROP goals. The business lacked a consistent/coordinated resource allocation process for in-line brands. GHH planning processes were not well documented coordinated and communicate. I designed and implemented a resource-allocation framework and set of tools to enable consistent tradeoff decision making at the senior leadership level across and within countries. Marketing contribution increases will be $300M in '09.
With hundreds of studies in the late-stage portfolio, there was no clear way to prioritize and optimize the portfolio across franchises. I led a cross-functional group of colleagues to develop a means to standardize study prioritization within a franchise and a scoring method of the studies across franchises to facilitate prioritization and tradeoff decisions. 2007 savings - $55M; 75M in 2008