Tony Bratt

Set up a full marketing function and market access strategy for the Europe, Middle East and North Africa region; expanding the EUMEA operations into Poland and CEE. Designed an EU business plan and directed operations to ensure alignment in the markets. Maximised activities with partners in the territories; Israel, Turkey and CEE yielding strong returns. Directed search and scanning activities leading to the in-licensing of the company’s second product in Europe

Full P+L responsibility for the UK operating company of Sinclair Pharma plc. Headcount of 25 including sales, marketing, finance, I.T., call centre & distribution centre. Business model based on Contract Sales Operation (CSO) & historical branded generic business for UK Dispensing Doctor segment. Immediate analysis of the strategic needs of the business led to the recommendation to the board of a business plan with significant restructuring, reducing headcount to 7 sales people and closing the office

Marketing responsibility for UK operating company with a mix of specialist and primary care brands in both early and late life-cycle. Responsible for setting up and running a full trade and commercial function, working with partners in the UK supply chain. Further responsibility for all B to B activities including in-licensing assets and designing and managing co-promotion partnerships. Multiple deals executed; both detail swap and pay per detail.

Responsible for European Business Development activities with emphasis on in licensing late-stage products for commercialisation in Elan’s core therapeutic areas. This demanded securing buy-in from regulatory, R&D, supply chain, medical marketing teams and General Managers in the operating companies, together with approval of the Executive Leadership Team. Designed and gained board approval for expansion of European operations for the Elan entry strategy into the Nordic and Benelux territories.

Full P+L & sales & marketing responsibility for the growing hospital business unit, doubling the sales force and beating the profit target for 2000. I implemented, through the first line managers, the re-launch of a newly acquired hospital asset in anaesthetics, from 0% growth to +12% MAT in 9 months.

Re-launched the Elan Pharma GP portfolio in less than 7 weeks, following buy-out of a joint-venture and launched additional, in-licensed, promotionally sensitive brands, to provide ROI on sales force costs. Set up the commercial function re equalisation deals for open scripts in a branded generic market. Portfolio growth in 1999 of >50% through organic growth and acquisition.

Responsible for >£40 million of turnover which contributed 60% of the profit of the UK operating company, through 36 brands. I designed and implemented a series of product fostering partnerships, to maximise margin on declining older brands. The programme was completed on 19 brands, netting incremental margin in excess of £10 million in 1998.

Refined and championed the global osteoporosis strategy, with emphasis on the design of the phase III and IIIb development programme for an osteoporosis NCE. Implemented a publication planning programme and KOL development plan and designed and implemented a forecasting and market model programme, for strategic partnering negotiations. I implemented a global advisory-group on osteoporosis, ran international symposia and facilitated rollout of the global strategic alliance in HRT

I drove the growth of the HRT portfolio to £18 million in 1995 from £1 million in 1990. The launch of Kliofem in the UK primary care market was the fastest product launch in 1995: 12 month sales £7.5 million. Major features of the successful maximisation of the £1.5 million promotional mix were: · Creating a new market segment in HRT around the brand positioning with the novel feature of segmentation by age. · Impactful PR programmes with branded coverage in daily press. ·