Healthcare & Life Science

Wachstum durch Innovation und steigende Produktivität

 

Auf einen Blick

Das Competence Center Health Care und Life Science ist in der ganzen Breite des Sektors tätig. In umsetzungsorientierten Mandaten bei Generikafirmen, Krankenversicherungen, Pharmakonzernen, OTC-Vermarktern oder Versandapotheken haben taskforce-Manager M&A-Prozesse unterstützt, Geschäftsmodelle angepasst, neue Tätigkeitsfelder erschlossen, innovative Businesssysteme pilotiert oder Turnarounds durchgeführt. Dabei kennen wir die besonderen Anforderungen familiengeführter Mittelständler ebenso wie jene von Konzerneinheiten oder Private-Equity-Investments.

Referenzmandate:

Referenzmandate

  • Implementation of an international market strategy Europe

    Customer:
    Leading European generics company
    Branch:
    Pharma
    Position:
    Interim Projektleiter

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    • Build
    • Know How
    • Ressource
    • Consulation
    • Interim Mgmt.
    • Internationalisation
    • IT / Organisation
    • Sales & Marketing
    • Strategy / BD

    Situation

    • Quite dependent from the domestic business what became weaker by that time
    • High growth potential in foreign markets - but organisation unable to capture them
    • Strategic initiatives at hands - but missing implementation

    Tasks

    • Implementation of a strategy for 12 major foreign European markets
    • Budgets, implementation plans, milestones and schedules, responsibilties, project controlling - all to be established
    • Project management within the client's organisation
    • Achieve strong buy-in of the country market organisations
    • Additional focus on brand leadership as surprising syngergy between Gx and OTC

    Result

    • Strong buy-in from the local markets and implementation plans in which early milestones were already reached
    • In the years to come, the international business became the main source of profit
    • At the end of the project, intense discussions between management and Board on that topic have been supported with fact-based initiatives
     

  • Pilot project to build-up a pharmaceutical benefit management for high cost patients

    Customer:
    Leading Swiss health insurance
    Branch:
    Healthcare
    Position:
    Projektleiter

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    • Build
    • Know How
    • Buying / Logistics
    • Project Management
    • Ressource
    • Consulation
    • Cost Cutting
    • Interim Mgmt.
    • IT / Organisation
    • Process Optimisation
    • Sales & Marketing
    • Strategy / BD

    Situation

    • Drug expenses in a jump rise - especially for chronic and so called high-cost patients - also due to new and innovative medicines
    • Client wanted a concrete test on the savings potential by Pharmaceutical Benefit Managememt
    • Project to install a generics company and a mail order pharmacy as external supplier for the health insurance

    Tasks

    • Management of the pilot project for the health insurance
    • Build-up of a separate business unit as mail order pharmacy integrating Gx companies, physicians and patients
    • Implementation of the new strategy towards providers, especially physicians and hospitals
    • Further Business Development of the generics company

    Result

    • Successful pilot project, which established agianst all hurdles a joint and integrated pharmaceuticals management between insurance company, physician, pharmacy and patient
    • Quite soon, initial savings could be realized
    • Start-up company as established for the PBM later successfully sold to an international pharmaceutical care organisation
     

  • M&A - structured M&A / sale-side process for three manufacturing sites

    Customer:
    Japanese pharma corporation - European subsidiary
    Branch:
    Pharma
    Position:
    Advisor

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    • Know How
    • Out-/Insourcing
    • Project Management
    • Ressource
    • Supply Chain Mgmt.
    • Technic / Production
    • Consulation
    • Finance
    • Internationalisation
    • IT / Organisation
    • PMI
    • Strategy / BD

    Situation

    • Excess capacity in production sites across Europe past the merger
    • Existing bid did not meet sellers expectations - especially Corporate Controlling
    • The three sites needed to be prepared for the carve-out - operations-wise and the local management also for the divestment process
    • Environmental risks and pension liabilities were needed to be thoroughly evaluated

    Tasks

    • Execution of a structured M&A process jointly with the in-house corporate resources - VDD, all sales documents, complete bidding process, preparation of negotiations
    • Preparation of the local sites on the divestment and the carve-out - of the operations and the management
    • Close coordination with corporate headquarters - from initial definition of the package to be sold past a VDD up to advice on negotiation tactics
    • Support for the seller up to Signing - in the Transition Phase and the 100 days past Closing working as carve-out manager for the new owner

    Result

    • Terms for the sale significantly above initial expectations
    • Buyer and seller continued a good business relationship
    • Smooth carve-out and transition into the buyers new structures