Practice Two
A launch with a date on it. A portfolio nobody can prioritise. An agency roster pulling in four directions. This practice is nine years of operator experience across global pharmaceutical markets, applied to the commercial problem in front of you.
Where This Starts
Seven roles across two global pharmaceutical multinationals, from individual contributor through to people management, working with executive leadership on brand lifecycles, milestone launches and global campaigns across more than 40 markets. That is the experience the work is drawn from, and it is why the plans tend to survive contact with a sales force.
Positioning, segmentation and the launch pack that carries a team from ideation through to field execution, including the sales-force effectiveness layer that most launch plans leave until it is too late.
Where to invest, what to defend, what to retire, and the brand-plan architecture that makes the choice legible to a leadership team that has to sign it off.
Selection, briefing, scoring and orchestration across creative, media, digital and medical partners, run by someone who has sat on the client side of that table and knows where the work goes missing.
Process and cost review, operating-model design, capability building inside global capability centres, and the financial model that shows what the change is worth.
What The Practice Covers
Brand and launch
Brand strategy, full brand plans, and launch packs from ideation to the field.
Positioning and message architecture, competitive and portfolio strategy, launch sequencing, channel and omnichannel planning, and the sales-force effectiveness work that decides whether any of it lands. Built as documents a team can execute from, rather than a deck that gets admired once.
Operations and commercial
Operating improvement, cost and financial models, and capability build-out.
Process review and operating-model design, cost-to-serve and scenario models, capability centre and centre-of-excellence design, and the governance that keeps a distributed team working to one standard. Useful where a good strategy is being lost somewhere between approval and execution.
Agency orchestration
Selection, briefing and management across a multi-partner roster.
Scorecard-based selection, brief architecture, and the review rhythm that keeps several partners producing one coherent output.
Mission-led organisations
Commercial discipline for NGOs and foundations.
For organisations whose work already matters and whose growth engine has never been built properly. Same method, adjusted for a funding model rather than a revenue one.
Venture advisory
Operator depth for climate and health-tech founders.
For early-stage teams that need someone who has run launches and built operations at scale, alongside the technical and fundraising advice they already have.
Engagements are scoped as projects with a fixed figure and a named deliverable, or as a retainer where the work is continuous. Scope moves before the rate does.
Organisations arrive at one practice and often find the other answers something they had filed elsewhere.
A CSR programme still needs positioning, an audience and a communications plan. A brand launch in a market with real access barriers still needs to understand why patients drop out. The two practices are separate engagements, and they are not separate problems.
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The first conversation is simple: what you are facing, and whether this is the right place to solve it. If it is not, you will be told so, and pointed somewhere better.