For one of the fastest growing top-tier biotech companies, I designed and guided implementation of the company’s franchise strategy and planning process through three annual cycles. I also revolutionised the market forecasting process with the introduction of dynamic market modelling. The company’s stock has risen 250%, while key competitors have remained flat.

For a German mid-sized pharmaceutical company, undergoing a radical restructuring as it transitioned into new therapeutic areas, I worked with the executive management group to improve the company’s R&D investment productivity. This involved developing a more thorough understanding of the development and market uncertainties the company faced, and the proactive creation of new alternatives to exploit this.

For SmithKline Beecham, I developed and implemented an innovative method for valuing its R&D assets and dealing with difficult portfolio trade-off issues. In the first year this added 20% ($2.6 billion) to the value of the company’s portfolio of drugs in clinical development. This work was documented in How SmithKline Beecham Makes Better Resource Allocation Decisions, Harvard Business Review, Mar–Apr 1998.

I advised a biopharmaceutical contract manufacturer investing in new capacity. From a detailed bottom-up analysis of products in the global large-molecule development pipeline, correlated against an analysis of the competition and technology trends, we highlighted a large and growing gap between demand for bio-manufacturing capacity and supply, over the period 2001–10. A presentation of these findings has been referenced widely, by Business Week and other publications.

For a leader in drug delivery technology struggling with how to differentiate its early-phase assets and how to prioritise its investments, I developed new insights from bringing together disparate data sources already available within the company, together with market forecasts and assessments of the likelihood of success in the next phases. This was used to develop a full probabilistic understanding of the value and resource requirements of each asset and to make recommendations about where to focus investment.

I have worked with five of the world’s leading pharmaceutical companies, developing strategies for new drugs in development. Each assignment led to a reallocation of resources and priorities, and significant value creation (typically, $100 million or more) for each company concerned.

I developed tools, models and a process for evaluating an agrochemical company’s new product portfolio, and trained an in-house team. The process is significantly quicker and develops better information and more insight than the previous strategic planning process.

For a world leader in biosciences analytical and manufacturing technology, I developed the financial model used to evaluate its R&D programmes and new product developments.