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Client: Case Studies

Business Establishment

A Japanese pharmaceutical company set up in the UK to register products - first in the UK and then throughout Europe.

The issue: The company was not big enough to justify an experienced local general manager on a permanent basis.

The answer: The company engaged an interim manager for a one-year assignment as UK general manager. He was a former medical director with considerable experience in major multinational pharmaceutical companies.

The outcome: The company achieved smooth and early registration of its first product in the UK.

The bonus: The interim made a major contribution to the processes and structure of the UK company. The company enjoyed success in attracting talented staff. It subsequently enjoyed rapid growth and development.

Process Improvement

A UK biotechnology company was seeking to speed up progress from research to product development.

The issue: This was a company with strength in depth in the scientific arena. But it suffered from weakness and inexperience in product development and regulatory affairs.

The answer: The company appointed a Ph.D. scientist with senior management experience as an interim manager. Her background included experience of managing a regulatory affairs team.

The outcome: The interim manager succeeded in installing new systems and processes in regulatory affairs. She developed the skills of her young team, and attracted new talent.

The bonus: The interim’s skills resulted in early registration of the first 2 products she worked with. Six months early! She also identified and developed a successor to take over at the end of her assignment.

Company Restructure

A bloated and bureaucratic UK healthcare company needed to restructure following a management buy-out.

The issue: T he new management team had a skills gap. There was nobody with the required combination of boardroom and HR skills to lead the restructure. But the company could not support a full-time permanent position dealing with such an issue.

The answer: The company appointed an interim director with proven experience of organisational, international and people issues.

The outcome: The interim director helped the company restructure and operate with 20% fewer staff. The results included greater profitability, increased motivation, and a new customer-focused culture. All achieved within 6 months.

The bonus: The city backers were delighted with results that exceeded those promised. The interim director passed on new skills to the new management team. The company achieved all the changes without acrimony. The company offered the interim director a non-executive directorship.

Strategy Evaluation

A mid-sized pharmaceutical company needed to evaluate a new therapeutic area.

The issue: The company had an opportunity to develop a promising product in a new therapeutic area. However, it didn’t have the expertise to evaluate investment in further development.

The answer: It engaged a n interim senior medical specialist with the relevant therapeutic expertise. The task was to set up and evaluate some initial trials.

The outcome: Over a 6-month period the company developed a business plan. It made informed decisions about investing in the resources needed to pursue this.

The bonus: The company did develop the product in this new therapeutic area. A key factor was the interim specialist’s strong relationships with key global opinion leaders.

Business Turnaround

A mid-sized Company needed to stabilise its international presence.

The issue: The company had made a rapid expansion into several international markets. It had a severely under-performing subsidiary in one of them.

The answer: The company didn’t want to hire a country manager. It might not be going to remain in that market. So it hired an interim with vast international experience.

The outcome: The interim restructured and re-motivated the sales force. He stopped the losses and the business rapidly began to grow.

The bonus: The interim had not at first intended to stay. He was over-qualified for a permanent role in a small subsidiary. But he realised there was great potential and accepted a new role as a permanent employee.

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