Interim executive for commercial leadership in pharma and life sciences
Interim executive for commercial leadership in pharma and life sciences
Experienced general manager and interim executive with 27 years of leadership experience in international pharma and life science companies.
- Specialised in transformation, restructuring and performance improvement, with a focus on sales force effectiveness, marketing excellence and organisational development
- Leadership roles for a defined period as managing director, business unit head, sales or marketing director, building durable structures that release performance
- Strategic perspective, operational excellence and clear, people-centred leadership
- Proven delivery, analytical rigour and the ability to steer complex organisations quickly and effectively
When organisations need certainty and effect
I take accountability when it counts, as an interim manager with a DACH focus, deep pharma and life science expertise and proven delivery.
Whether a vacancy arises at short notice, a change programme needs new momentum, or the performance of a commercial organisation is to be lifted deliberately: I make sure that sales, marketing and the wider organisation stay capable, focused and successful under demanding conditions.
I combine strategic thinking with operational strength, work analytically and in a structured way, and move change forward quickly, effectively and durably.
- Restructuring and optimisation of business processes and strategies
- Development and delivery of robust models for performance improvement in commercial organisations
- Experience in multinational groups and in the mid-market
- Pragmatic, fast, solution-oriented and practical in taking on interim assignments
- I create an environment in which structures, mindsets and technical know-how are aligned to high performance
Securing Market Entry – Successfully Positioning Pharmaceutical Products in the DACH Region
As an Interim Business Unit Director, Commercial Lead or Marketing Director, I take responsibility for the market entry and commercial development of pharmaceutical products.
I develop targeted marketing strategies, manage campaign design, budgeting and forecasting, and successfully position products along the patient journey.
My approach combines market research, business intelligence and competitive intelligence – strategically sound, data-driven and practical.
When It Matters – Bridging Vacancies and Delivering Projects Reliably
In my role as Interim Managing Director, Sales Director or Commercial Director, I ensure operational continuity during vacancies or critical project phases.
I take on P&L responsibility, optimise processes across sales strategy, forecasting and Sales Force Effectiveness, and ensure operational excellence.
My focus lies on effectiveness, communication at eye level and results-driven execution – fast, structured and impactful.
Mastering Change – Leadership in Transformation, Restructuring and Turnaround
As an experienced transformation manager, I guide companies safely through change phases – whether restructuring, turnaround or transformation.
In roles such as Managing Director or Business Unit Head, I combine strategic foresight with pragmatic execution and performance leadership.
I analyse organisational weaknesses, activate existing potential and systematically build new structures – transparent, participative and consistent.
Strengthening Growth – Reviewing Sales, Marketing and Performance
As a Sales Director or Marketing Director, I optimise commercial excellence holistically – from marketing strategy to sales governance and sales management.
I implement structured forecasting processes, connect insights from market and competitive analysis with strategic planning, and measurably improve team performance.
My goal: scalable success and a clear return on investment.
Shaping Culture – Activating Teams, Driving Change, Enabling Performance
As a Business Unit Lead or Managing Director, I strengthen teams' ability to adapt through authentic, people-centred leadership.
I create orientation during periods of change, foster self-responsibility and build high-performance cultures.
Through clear communication, lived values and integration with data-driven performance management, I enable sustainable transformation – engaging people and moving markets.
DACH Expertise, International Impact – Regional Leadership in Global Teams
With responsibility for the DACH region and experience in global matrix structures, I represent regional interests confidently and convincingly in international teams – as a Commercial Director or Business Unit Head.
I contribute P&L responsibility, market insights and operational experience to global decision-making processes – while delivering impactful impulses from a regional perspective.
The result: global strategy, successfully executed at the local level.
Deciding with Foresight – Data-Driven Management and Business Intelligence
I leverage data-driven tools and models to make informed decisions.
Using business intelligence, forecasting, P&L responsibility and market analysis, I develop precise management approaches – from strategic market planning to operational execution.
The result: better decisions, reduced risks and improved performance.
Strengthening Sales – Effective Management and Leadership of Sales Teams
As a Sales Director or Commercial Lead, I optimise sales strategy, sales governance and Sales Force Effectiveness.
I lead sales teams with a clear focus, analyse market and customer potential, and implement efficient management models – always with a sharp focus on revenue, motivation and impact.
Patients in Focus – Developing Strategy Along the Patient Journey
I analyse the entire patient journey to design targeted communication strategies, campaigns and product offerings.
In my role as Marketing Director, I develop patient-centric approaches that combine medical value with commercial objectives – grounded, empathetic and impactful.
Selected positions
Chronological, interim and permanent roles alternating. Confidential assignments are listed without a name.
- Since May 2012
JAIX Consulting, Alfhausen
Owner, interim manager and adviserThe umbrella for every assignment marked as interim below. - Since Jun 2025
Healthcare communications agency, Cologne
Managing director (interim)Private equity · 10 to 50 employees · context: restructuring. Cash management and commercial control, a new corporate strategy and brand architecture, new top-tier pharma clients, incorporation of a Swiss subsidiary. - Oct 2023 – Dec 2024
Apontis Pharma Deutschland, Monheim
Head of sales (interim), member of the management teamListed company · 10 direct reports · revenue accountability €50m to €100m · context: restructuring. New territory structure with segmentation and targeting, measure-led steering, a training programme for managers and the field force.Result 26 per cent revenue growth year on year with a team 40 per cent smaller. Restructuring completed within six months, all open positions filled, succession prepared and appointed. - Sep 2023 – May 2024
Serana Europe GmbH, Pessin
Strategic adviser and interim head of HR & operationsFamily-owned business · cell culture products · context: strategic realignment. Professionalisation of every core process from procurement and sales through finance and ERP to IT and HR, key functions refilled.Result A two-year roadmap agreed and core processes established end to end. - Jan 2021 – Oct 2023
Galderma Laboratorium GmbH, Düsseldorf and Vienna
Business unit head RX Germany and AustriaMember of the DACH management team · 6 direct reports · revenue accountability up to €50m. Leadership of the RX business across three units and the nemolizumab launch team, SFE and MEX structures built from the ground up.Result 18 per cent organic growth on inline products and a negotiated co-promotion agreement with a leading pharmaceutical group. - Jan 2018 – Dec 2020
Otsuka Pharma GmbH, Frankfurt am Main
Senior director, business unit specialty productsInterim cover in 2018, permanent from 2019 · member of the DACH senior leadership team and the EU launch team. SFE and MEX processes, performance management, forecasting and budgeting.Result 27 per cent net revenue growth ahead of patent expiry. 37 nephrology centres of excellence won and referral structures opened through a geo-targeted multichannel campaign. - May 2016 – Apr 2020
Advisory assignments
Alongside the other rolesWholesale and re-import strategies for medical devices, sales performance measured against SFE standards, distribution and pricing strategy, coaching of managing directors in the healthcare market, and change strategy within a restructuring. - Oct 2012 – Nov 2015
Hecht Pharma GmbH (Gall Pharma group), Bremervörde and Judenburg
Managing director, managing partner from Oct 2014 (interim)Family-owned business · 50 to 200 employees · context: restructuring. The assignment began as strategy advice and moved into leadership. Accounting rebuilt, pricing reviewed across more than 5,000 items, close cash flow control, SAP B1 introduced in Germany and Austria.Result Revenue and result stabilised over the following years, and the German company established as the logistics bridgehead for its Austrian parent. - Jun 2010 – Apr 2012
ProStrakan Pharma GmbH, now Kyowa Kirin, Düsseldorf
Managing director DACH6 direct reports · context: restructuring and preparation for acquisition. A new sales team and commercial structure built, a new marketing organisation, portfolio rationalisation, relocation from Munich to Düsseldorf.Result 52 per cent growth year on year and 123 per cent of target. Turnaround of the German company. - Oct 2007 – May 2010
Novartis Pharma GmbH, Nuremberg
Business head area west Germany and Luxembourg, general medicine14 direct reports · P&L accountability up to €130m · 50 to 200 employees. Sales accountability for one of four units within primary care, design and delivery of the change process.Result 17.2 per cent net revenue growth across all brands. 22.4 per cent regional contribution at an 18.8 per cent lower headcount, and targets exceeded by 16 per cent in two consecutive years. - Oct 2006 – Sep 2007
MiP-Holding, Saarbrücken and Orthomol GmbH, Langenfeld
Central sales and marketing function, subsequently sales director - 2000 – Sep 2006
AstraZeneca GmbH, Wedel
Sales representative, regional sales manager, national sales manager primary careProgression from the field to national sales leadership. As national sales manager a team of 130, 12 direct reports and revenue accountability of €120m. Sales force effectiveness implemented across primary care.Result 19.4 per cent net revenue growth across all brands and 89.3 per cent on promoted brands, with selection into the international talent pool. Earlier top-three placings as regional sales manager and in the field among 112 territories.
Selected projects and assignments
Typical positions and mandates
- Business unit head
- Business unit director
- Commercial director
- Managing director and managing partner
- Head of field force and regional sales manager
- Head of marketing and head of sales
With these interim service providers, networks and associations
Where another person fits the situation better, professionally or personally, I open this network: placing interim managers.