Pf Magazine September 2019

SPECIAL EDITION

Recruitment & Careers “It’s the responsibility of all leaders and managers to attract, develop and keep the best people” Page 32

SEPTEMBER 2019

Recruitment best practice How to retain employees Effective succession planning PHARMAFIELD.CO.UK

EU MSL Introducing the

ACADEMY

by Learning Solutions from Syneos Health™

The MSL Academy has been developed to support and sustain MSL development. Through extensive benchmarked analysis and an in-depth understanding of the ongoing needs and pressures of the role, Syneos Health has developed a comprehensive training curriculum for MSLs, delivered via: MED IQ/EQ assessment Therapeutic Area Essentials™ e-module library

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W

Hello.

elcome to September’s Special Edition. In this issue, we’re focusing on Recruitment & Careers.

The pharmaceutical industry is one of the most dynamic in the world. Constant innovation, life-changing discoveries, rapid technological advances, and a continual focus on improving health is at the heart of what working in the pharmaceutical industry means to those people who consistently bring their best to work every day. Pharma drives the advancement of medical care, continually pushing the boundaries of medical innovation and, of course, patient wellbeing.

In all of the interviews and commissioning I’ve done over the years with people who work in the pharmaceutical industry, there is a strong vein that runs through everything they have to say – and that’s the genuine satisfaction they feel in helping to make patients’ lives better, every single day.

Pharmaceutical sales and marketing roles deliver the opportunity for a clear and defined career path, where you’re rewarded very well. In this issue, we hear from a former pharmacist and an events manager about how their career journey led them to pharma. You’ll also read about how to identify the right cultural fit for you as an employee; find out how leaders can create a working environment that makes people want to stay (clue: it’s not just about the salary and the car), and why effective succession planning is key to sustained growth.

Also in this issue – from start ups to Big Pharma, how to choose the right size of company for you; why an in-depth knowledge of the fast-changing NHS is essential for pharma sales representatives; and an update on the campaign focused on increasing the number of women leaders in the NHS. As anyone working in pharma knows, the industry has notoriously rigorous recruitment processes, but once that job offer is made and accepted, the rewards are many. Whether you’re thinking about moving on, taking that next step up in your current company, or you’re a leader who wants to improve recruitment and retention processes, you’ll find lots of insight in these pages. There’s also plenty more careers advice at Pharmajobs.co.uk, for everyone from graduates to directors.

If you have anything to say about this issue, or you’d like to contribute to the next special edition on CSOs and Outsourcing, get in touch at hello@pharmafield.co.uk.

HEAD OF CONTENT

Emma Morriss emma.morriss@pharmafield.co.uk SPECIAL EDITIONS EDITOR

Amy Schofield amy@pharmafield.co.uk CREATIVE DIRECTOR

Emma Warfield emma@pharmafield.co.uk GRAPHIC DESIGNER

Olivia Cummins olivia@pharmafield.co.uk COMMERCIAL DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk DIGITAL MARKETING EXECUTIVE

Emma Hedges emma.hedges@pharmafield.co.uk NEWS DESK

Hannah Alderton newsdesk@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@e4h.co.uk Pf AWARDS

Melanie Hamer melanie@e4h.co.uk PUBLISHER

Karl Hamer karl@e4h.co.uk HEAD OFFICE

Spirella Building, Bridge Road Letchworth Garden City, Hertfordshire SG6 4ET United Kingdom www.pharmafield.co.uk www.e4h.co.uk ADVERTISING

The content of and information contained in this magazine are the opinions of the contributors and/or the authors of such content and/or information.

Events4Healthcare accepts no responsibility or liability for any loss, cost, claim or expense arising from any reliance on such content or information. Users should independently verify such content or information before relying on it. The Publisher (Events4Healthcare) and its Directors shall not be responsible for any errors, omissions or inaccuracies within the publication, or within other sources that are referred to within the magazine.

The Publisher provides the features and advertisements on an ‘as is’ basis, without warranties of any kind, either express or implied, including but not limited to implied warranties of merchantability or fi tness for a particular purpose, other than those warranties that are implied by and capable of exclusion, restriction, or modification under the laws applicable to this agreement.

No copying, distribution, adaptation, extraction, reutilisation or other exploitation (whether in electronic or other format and whether for commercial or non-commercial purposes) may take place except with the express permission of the Publisher and the copyright owner (if other than the Publisher).

The information contained in this magazine and/or any accompanying brochure is intended for sales and marketing professionals within the healthcare industry, and not the medical profession or the general public.

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M AG A ZI N E | S EPT EM B ER 2019 | 1

September HAVE YOUR SAY: If you’d like to share an idea for a feature or collaborate with us on a captivating advertorial, please get in touch.

GET IN TOUCH: hello@pharmafield.co.uk

Contributors

@pharmafield

JOHN CHATER

John is Solutions Director, Education and Training, for Wilmington Healthcare. His responsibilities include events, training and editorial, as well as bringing new ideas on customer engagement to market.

He has written about health and social care for more than 20 years, starting out in Whitehall as a ministerial speechwriter and policy drafter.

A broad perspective, page 26.

@pharmajobsuk

Pf Magazine

EMMA CLAYTON

DARREN FERGUS

OWEN HEYWORTH

Emma is a Marketing and Market Access Consultant for pharma and the NHS, whilst holding roles as an Ambassador to the APPG for Diabetes, Founder of ‘Women in Healthcare’ initiative, and as a Local Government Councillor. Changing the conversation, page 28.

Darren is Managing Director of Sintetica Ltd in the UK and Ireland. Since joining the pharmaceutical industry more than 20 years ago, he has held a number of sales and marketing and business leadership positions. His industry awards include the CEO Today Healthcare Award 2019 for Sintetica Ltd. Trust matters, page 34.

Owen is a recent addition at Carrot Pharma Recruitment, a specialist recruitment agency working within the pharma, healthcare and medical devices industries. With experience in clinical research, Owen is now keen to make his mark within pharma sales, recruiting for sales roles at all levels across the UK and Ireland.

Make the move, page 16.

SALLY COLLEY

Sally is a Hospital Sales Specialist (Secondary Care Specialist), working in Breast Cancer for Roche, in the Essex territory. 18 months ago, she took a long hard look at her career and what she has to offer and develop, and decided to be brave and make a change happen.

The road less travelled, page 14.

GILES HAMPSON

Giles joined RMG in 2007, gaining broad experience across all functional disciplines in the healthcare arena and working in a wide variety of therapy areas.

Now Managing Director and Owner, he has a degree in Politics and International Relations from Lancaster University.

The employer’s perspective, page 4.

CLARE HILL

Clare is a Business Psychologist at Isaacs Hill. Clare’s expertise is in organisational culture, helping companies to develop their culture, and advising on cultural fit on complex recruitment projects.

Culture shock, page 8.

In this issue OLI HUDSON

Oli is Content Director for Wilmington Healthcare.

He oversees material for training and education, consultancy services, network meetings, thought leadership, events and webinars. In previous roles at the company, he has worked with the NHS and industry on a wide range of training, access, collaboration and partnership projects.

A broad perspective, page 26.

ARTYOM SMIRNOV

Artyom is Managing Consultant, Talentmark Resourcing Solutions. He joined Talentmark in 2015 as a Researcher and worked his way up to Managing Consultant. Specialising in permanent recruitment within Clinical Operations, he oversees a team which places life sciences candidates in roles within leading pharma, biotech and medtech firms across Europe and the US. He has over four years’ experience in recruitment and a degree in Human Resources Management.

Big pharma, small pharma or start-up? Page 6.

CAROLINE WILCHER

Caroline is Recruitment Director at Ashfield Healthcare, working with clients to ensure they recruit the highest calibre candidates for their specific requirements. Caroline has over 25 years’ experience within the pharmaceutical industry and a passion for recruiting, retaining and developing people.

Critical succession, page 32.

INTELLIGENCE

INSIGHT

CAREER CASE STUDIES

Recruitment best practice: What should you consider when hiring?

Culture shock: How to identify the right cultural fit for you

James Warburton: From doctor to drug development

GILES HAMPSON

CLARE HILL

NOVARTIS

04

06

08 12

10 11

Big pharma, small pharma or start-up?

Why size should matter

Closing the gap: Gender pay gaps in industry revealed

Nick Gabelle: Working in a multi-channel role

ARTYOM SMIRNOV

AMY SCHOFIELD

STAR MEDICAL

22

13

30

Dynamic relationships: Building a specialist KAM team

Time for balance: How does pharma compare in gender diversity of senior roles?

Amit Shah: From pharmacy to market access

HELEN WELLER & ROSS MACPHEE

AMY SCHOFIELD

EVOLVE SELECTION

32

14

Critical succession: 5 ways succession planning benefits your business

The road less travelled: How one woman left her comfort zone

CAROLINE WILCHER

SALLY COLLEY

34

16

Trust matters: How to enhance employee retention

Make the move: The standout skills pharma sales demands

DARREN FERGUS

OWEN HEY WORTH

NHS

When the people you work with feel they are part of something they will want to stay

26

A broad perspective: Understanding the wider NHS picture OLI HUDSON & JOHN CHATER

28

Changing the conversation: Why the NHS needs more women leaders Darren Fergus, page 34

EMMA CLAYTON

PF AWARDS

20

A just reward: Pf Award 2017 Alumna on her passion for her work K ATHY WADHAMS

24

Winning ways: Winner of the 2019 Experienced Account Manager Award TOM MARLOW

36

Directory

The employer’s perspective What should you consider when hiring to ensure best practice?

W

riting as the Managing Director of a health and life sciences specialist Executive Search Company, best practice in recruitment is an essential pillar of our very existence.

While this statement will not surprise many people, a lesser known theme is how the potential employer’s behaviour can positively, or contrastingly negatively affect the best practice associated with a given piece of recruitment.

QUESTIONS TO ASK

Choose your recruitment partner wisely, or if hiring directly, be sure that you are genuinely reaching all corners of the market

4 | P H A R M A FI EL D.CO.U K

Looking at matters from an employer’s perspective, there are many things to consider when seeking to effect best practice when hiring: 1 Is the role I’m looking to recruit essential?

2 Have we given ourselves the optimum chance of attracting the highest calibre individuals in the market?

3 Have we balanced internal interest/talent appropriately and objectively?

4 I f we are hiring externally, have we made a suitable assessment of culture and values fit?

5 A re we effectively and courteously communicating with unsuccessful candidates, in a manner that reflects our business in a positive light?

INTELLIGENCE

If I were to ask you to arrange the above points in order of importance, I would receive a whole host of different priorities. The reality is that each of the above is as important as the others. The challenge comes when a certain point is over-prioritised, leading to a negative effect on some of the others.

For example, one could almost entirely immerse oneself in point 2. The company makes a not insignificant investment in chasing the perceived best talent in the market for a given role, pays over the odds to poach from the competition, and once successful in doing so effectively ignores or fails to provide sufficient feedback to other candidates in the process (5), and completely overlooks an internal candidate who has been displaying succession potential and is absolutely ready for that promotion (3).

RESULT: ‘We hired the best person in the

market – big tick in the Best Practice box.’

RESULT (with a dose of reality): A talented individual in the market was hired from a competitor business with a very different set of values and operating practices (4) to your own. The talented internal candidate has just resigned owing to a lack of development opportunities (3), there is negative feedback in the market about your business from candidates who have been unsuccessful, as they were given little or no feedback (5); consider the likelihood of them choosing to join your business in the future, when they’ve developed their skillset and become a more attractive proposition.

After doing some effective horizon scanning after the event, you realise that the role that has been recruited wasn’t actually that business critical (1). In 12 years of recruiting in the health and life sciences market, I have seen certain roles and functions disappear from organisations, as well as new ones being created.

By the way…that talented person you hired left after 12 months, because they only joined for the pay rise and have just received a better offer elsewhere!

LEARNING POINTS

To realise best practice in recruitment: • Effectively scrutinise the need for a certain role in your business. Are your competitors employing these roles? How essential is the position? Could the responsibilities be better handled by a different function? The answer is probably, very essential, and no – give yourself the peace of mind of assessing it first.

• Choose your recruitment partner wisely, or if hiring directly, be sure that you are genuinely reaching all corners of the market.

• A ssess internal interest. If using an external search business, put your internal talent through their screening/assessment process; this means that even if they are ultimately unsuccessful, they will feel like they’ve been through a fair process.

• A ssess cultural fit effectively. Most companies hire on competence and fire on attitude – save yourself the heartache further down the line.

• Rejecting a candidate in the correct manner is the first step to hiring them in the future: ‘They were rubbish anyway, we wouldn’t want them’. While this is of course true on occasions, a ‘rubbish’ candidate can still pass feedback on in the marketplace, affecting your employer branding. In any case, if they were that bad, shouldn’t the blame lie with you or your recruitment partner for interviewing them in the first place?

Most companies hire on competence and fire on attitude – save yourself the heartache further down the line

WORDS BY Giles Hampson

Best practice in recruitment is achieved from doing the right things consistently and with discipline, particularly in a niche market like pharma and life sciences where bad news travels faster than good.

Giles Hampson is Managing Director, RMG. Go to www.rmg-uk.com.

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 5

Big pharma, small pharma or start-up?

From the big name firms to start-ups – which size of pharma company is the best fit for you?

C

ompetition for top talent in pharma is fierce. With candidates knowing that they have more options than ever before, we’re seeing an increasing number of life sciences professionals taking the somewhat riskier route of moving from the structured and safe environment of big pharma to more fledgling operations with big ambitions but a far less established presence.

Big pharma are the household name giants; those which have been around for a long time, with a solid employer reputation and a sizeable workforce – not to mention impressive levels of revenue.

Small pharma are typically companies with fewer than 500 employees, with a leaner operational model but with a number of products in their pipelines.

Start-ups are usually biotech or medtech firms which have very small teams and equally diminutive portfolios.

There are various factors which will determine which type of business is more suited to an individual and these include personality, preferences, priorities and what stage they are at in their career path.

BIG PHARMA: THE SAFE CHOICE?

Big pharma companies are highly robust, corporate and structured. Projects are run by vast teams and there are plenty of opportunities for career progression and sideways moves to work on different products or services. Training is always high on the agenda and you get access to a wide range of on-the-job learning, workshops and higher education opportunities.

6 | P H A R M A FI EL D.CO.U K

The drawbacks include more red tape, slower processes and frequently, a lack of closeness to the end result. That said, plenty of highly successful life sciences professionals spend their entire careers in big pharma and don’t look back.

START-UP: A RISK WORTH TAKING?

Working for a new player on the scene means that you are likely to be highly involved in bringing a drug to market, from inception to commercialisation. Products generally move much more quickly through the drug development process as there are fewer layers of key decision-making.

You’ll be working with the patient very much in the forefront of your mind, and this can be very rewarding.

However, the flipside to this is that smaller businesses are often sold to their larger rivals at late stages of drug development. So, while you may have been attracted to the idea of seeing the full cycle of drug development through, the truth is that the rug may be pulled from under you, at any time.

SMALL PHARMA: THE COMPROMISE?

Small pharma is an interesting area because some of these businesses can offer the best of both worlds – more opportunities for career progression than a start-up but less of the red tape of big pharma – and a more relaxed culture. We’re seeing an increasing number of candidates looking specifically to join this type of organisation.

CULTURAL DIFFERENCES

The culture of a start-up can certainly be alluring. Roles are far less clearly defined and job descriptions often somewhat obsolete;

it’s a case of everyone pitching in, regardless of title or seniority. Homeworking and flexible working are increasingly the norm; dress codes are casual and offices usually have a relaxed and cool vibe. It’s easy to see why these factors are appealing to both millennials and professionals with young families alike.

Big pharma’s culture is undoubtedly far more structured and traditional. However, with competition for top talent on the rise, employer branding is a priority for these businesses and we’re seeing more and more ‘soft benefits’ being introduced (along with more flexible working) in a bid to attract and retain the best.

Small pharma companies, perhaps unsurprisingly, fall somewhere in between these two pillars. Some have a more entrepreneurial set-up, while others can offer a more corporate environment.

WHICH ‘TYPE’ ARE YOU?

When thinking about whether to choose between big and small, you are likely to feel quite torn; we meet many candidates who face this dilemma.

Make a ‘wish list’ and put your priorities in order. However, be careful to think longer term. Your current priorities can quickly change, just as your personal circumstances do. You may value salary over flexibility now, but if you start a family, for example, then the ability to adjust your working hours may become invaluable. Likewise, you may be focused on saving up for something big and be drawn in by the big salary on offer from a start-up – but what if that business doesn’t fly and you’re left looking for work again in 12 months’ time?

INTELLIGENCE

It really is a case of working out which culture you lean towards, what your personal priorities are and where you are in your career

WORDS BY

Artyom Smirnov

Some people are natural risk-takers and if this sounds like you, then you have probably already decided that biotech is worth a shot!

If, however, the idea of uncertainty unsettles you, then big pharma is probably going to be more attractive.

Then there’s that midway option of small pharma to consider, which for many can offer the ideal blend of old and new.

The best thing you can do, if you are feeling undecided, is to talk to as many people as possible from both sides of the fence.

Subjective experiences will be invaluable in helping you to frame your own thinking.

TIMING IS CRUCIAL

TRUST YOUR INSTINCTS

There are particular points in your career path when the choice may be somewhat clearer. If you’re a recent graduate, or just a couple of years into your life science journey, then traditional pharma is a great place to continue learning and to establish a name for yourself in the industry.

Most candidates looking to join a startup will typically have at least three years’ solid pharma experience under their belts.

It provides a good base for the CV and you will inevitably feel far more comfortable with the idea of taking a risk.

Big pharma, small pharma and start-ups can all offer excellent career opportunities, so it really is a case of working out which culture you lean towards, what your personal priorities are and where you are in your career. Do your research, talk to experienced life sciences professionals (and your recruitment consultant, of course!) and you will undoubtedly form a gut feel for what will suit you best.

Artyom Smirnov is Managing Consultant, Talentmark Resourcing Solutions.

Go to www.talentmark.com.

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 7

Company culture is a critical factor in job satisfaction for most people. How do you make sure that the company you’re applying to is the right fit for you?

C

ulture is often described as the ‘way we do things around here’ and is essentially the formal or informal ‘code’ of expected behavioural norms.

A great place to start with finding a good culture fit for you is learning to understand your own personal drivers and needs as an individual. Some are drawn more towards values-led workplaces, where factors such as a social or ethical mission and purpose underpins the organisation’s activities, such as in non-profit organisations.

Others are likely to thrive in a company which is achievement-driven, regardless of what the business actually does, such as in target-driven industries.

CHECK YOUR PRIORITIES

You can look for the ‘evidence’ of culture in formal people practices such as how the company rewards its employees, and thinking about how fair this feels to you. How does the organisation look after employees, with benefits such as flexible working, or profit sharing, and how important is this to you?

How often do they carry out performance reviews and will this be the right amount of feedback for you?

Culture is also in the less formal expectations.

Is this a culture where you will be expected to work autonomously, or is it very hierarchical, and how would that feel to you? Do people go straight home after work, or is there an expectation for lots of socialising after hours?

8 | P H A R M A FI EL D.CO.U K

INSIGHT

5 TOP TIPS

Organisations can idealise what they would like their culture to be, which can be a little different to the reality

FOR IDENTIFYING CULTURE FIT WORDS BY Clare Hill

1.

Get to know your own drivers and motivators. If you aren’t sure, ask people who know you well for their feedback.

2.

Meet as many people in the company as possible. Find out as much as you can about the senior leadership team.

If you get an opportunity to meet them in person, take it.

3.

Look for ‘evidence’ of the culture in the formal people practices and the informal social expectations of other employees.

4.

Find out what changes the organisation has been through or is likely to go through to find out if the culture is likely to be stable.

5.

Pay attention to the ‘micro’ culture of your immediate team as this can have as big an impact on your wellbeing as the wider company culture.

ASK QUESTIONS

When applying for jobs and reading a company website or recruitment information, bear in mind that organisations can idealise what they would like their culture to be, which can be a little different to the reality.

To determine what the company culture is really like, ask questions about the company’s founders and leaders, and what drives them.

Culture ultimately trickles down from the top, and finding out about the personal principles and communication style of senior people will give you a lot of clues as to how everyone else in the company will behave.

It is useful to find out if they have gone through any recent changes, such as new leadership, or a high volume of recruitment, as this could mean that the culture could look very different in the coming months.

Take the opportunity to meet as many people in the company as possible during the different recruitment stages in order to get different perspectives. Pay attention to whether people’s descriptions of the culture are consistent, as this is usually a sign of wellembedded culture. If you can find out how long people tend to stay with the organisation this can be an indicator of a healthy culture, or high turnover can mean there are culture issues.

WEIGH IT UP

If you like the sound of the job, but not the company’s culture, it can pay to be pragmatic. Factors such as good development opportunities may be worth the sacrifice of a perfect culture fit for a period of time, but you should have a clear idea of what you want to achieve during your time there. Do, however, pay attention to what your immediate team and manager are like. This can mitigate some of the downsides of the wider culture and protect your mental wellbeing.

If you start a job and find that the company culture does not align with your values, try not to panic and react emotionally. It is not the end of the world to make a mistake, but if you decide to leave, you will need to explain your decision to your next potential employer. Think carefully about why the culture is a bad fit for you, so you can clearly articulate your reasons for leaving. It is always wise to part ways with your current employer honestly and with integrity. Most organisations are concerned with ensuring they hire for culture fit, and would rather know if you feel you are not a good fit sooner rather than later.

Clare Hill is a Business Psychologist at culture specialists Isaacs Hill.

Go to www.isaacshill.com

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 9

CAREER CASE STUDIES

INTERVIEW BY Amy Schofield

From doctor to drug development James Warburton, UK Oncology Medical Director, Novartis, on why he made the transition from medicine to medical director.

Why did you choose to work at Novartis? At Novartis, the medical affairs and clinical development teams work very closely together enabling our teams to be subject matter experts and maximise the value of our medicines for patients. It also enables many opportunities for career development. I have been fortunate enough to work in roles in both functions and have learned so much from the experience.

What opportunities does the company offer you? There is an exciting opportunity to work within a passionate team, where curiosity and enterprise are rewarded, and with people who genuinely want to make a positive impact on healthcare. As the team I work with has grown, I’ve also enjoyed the increasing opportunities to support the development of highly motivated and talented people. hat is your background?

Prior to joining the pharma industry, I received my medical degree at Guy’s and St. Thomas’s Medical School and practiced as a physician in hospital medicine in both the United Kingdom and Australia. I joined Novartis in 2010 and have experience of medical affairs, drug development and leadership experiences including a Global Program Medical Director position at Novartis’ Basel HQ and my most recent leadership appointment as UK Medical Director for Oncology.

What first attracted you to working in the pharma industry? Like many, I viewed hospital medicine as a vocation but became increasingly interested in the science of drug development, particularly with the advent of biologic therapies. I spoke with many people working in the industry to understand the strategic and operational aspects of their work. What really appealed to me was the opportunity to continually develop knowledge and skills, and at the same time work in an environment where entrepreneurial thinking is actively supported.

10 | P H A R M A FI EL D.CO.U K

What does a typical day look like? There is no typical day. My role has huge variety, which is one of the aspects I really enjoy!

Have you had a mentor/s during your career, and if so, how have they influenced you? Throughout my career I’ve worked with many people who have inspired me in different ways, and their willingness to offer advice and guidance is very humbling. I often find myself encouraging others to make the most of these opportunities to grow and develop.

What advice would you give to a young person thinking about entering the pharmaceutical industry? Be curious and do your research! Speak to people in the industry, find out about the roles available and be honest with yourself about your personal motivations.

What are your career ambitions? To keep learning and working with talented people in an inspired and encouraging environment, so we can deliver projects that have a positive impact for patients.

Go to www.novartis.co.uk

CAREER CASE STUDIES

Things never stay the same for long, which I find stimulating and motivating

What opportunities does your role offer you? Variety and a sense of making a difference. The natural exposure in a syndicated team to different clients and therapy areas meant that each project had a unique set of opportunities and challenges.

People as varied as head buyers for retail pharmacy chains, dispensing surgery leads, surgery prescribing/GP and practice nurse diabetic leads all required a different type of approach to engage with each in a meaningful way. My current multi-channel role brings with it the opportunity to develop new skills. Things never stay the same for long which I find stimulating and motivating.

What does a typical day look like?

Lunch meetings, appointments, telephony, screen shares, liaising with my immediate and extended teams and a little mentoring along the way – no two days are alike!

What do you love about your work?

The people. The breadth and depth of experience in those I have come into contact with, in the past few years, be they field– or office based, has been amazing and is such a strength within Star.

A VARIED ROLE Nick Gabelle is a Multi-Channel Key Account Manager for Star, working with a client on the launch of their new treatment for Type 2 diabetes.

INTERVIEW BY Amy Schofield

I

s your background in the pharma industry or another sector? Following a degree in microbiology I spent a few years in retail, both management and launching a vitamin and herbal range. I joined the pharmaceutical industry in 1999 and have been enjoying it ever since!

What first attracted you to working in the industry? Being able to combine a scientific background with my selling and account management skills into a career that has multiple and varied opportunities.

Why did you choose to apply to a recruitment consultancy? My initial interest was in the opportunities available locally; it was then that I became aware of Star’s ‘Investors in People – Gold Standard Award’. Throughout the process, from initial contact to joining the team, I found myself dealing with really professional and exceptionally nice people.

Have you had mentors during your career, and how have they influenced you?

‘Back in the day’, the field trainers were a talented group of mentors we could turn to for everything from how to structure a day, to driving key account plans, through to creating projects for our personal development. The amount of time each could dedicate to an individual was key. Drawing on elements from foundations laid previously then enables more time-efficient and focused mentoring from my managers in the present.

What are your career ambitions? Simply to focus on how to make a real difference as our environment changes. There will always be opportunities; what new skills will be required to make a success of them?

What advice would you give to a young person thinking about entering the pharmaceutical industry? Be crystal clear on what you want to achieve. Frequently ask for help from those who have a particular skill in an area of your selfdevelopment. Above all, enjoy the results that come from when you stretch yourself.

These are things you can be truly proud of.

Go to www.starmedical.co.uk

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 11

INSIGHT WORDS BY Amy Schofield

Closing the

I

gap

Reporting on the gender pay gap is now a requirement for companies of a certain size. How is pharma addressing the issue? n 2017, it became mandatory for employers with 250 or more employees to publish and report specific figures about any gender pay gap – the difference between the average earnings of men and women, expressed relative to men’s earnings – that exists within their company.

A company which reports a positive pay gap means that, on average, its male employees are paid more than its female ones.

If a company reports a negative pay gap, it means that on average its female employees are paid more than its male ones.

When looking at a cross section of UK pharma companies, all of them report pay gaps lower than the latest UK national average of 18.4%. However, as many companies point out, there is still much work to be done and the pharmaceutical industry is introducing a number of initiatives to improve the situation for female employees.

HOW IS PHARMA FARING? Pf LOOKED AT A SELECTION OF GENDER PAY GAP REPORTS FROM FIVE COMPANIES TO FIND OUT. GSK

ROCHE

ASTRAZENECA

MSD

PFIZER

In 2017, GSK UK reported its first gender pay gap figure as +2.8%.

The pay gap shrank to +2.15% in 20181, which remains significantly below the national mean average of UK national average pay gap of 18.4% 2 . GSK says that it has increased the proportion of women in senior roles in the UK since 2017, which was ‘the most important contributory factor behind this improvement’.1

Roche UK’s current Gender Pay Gap (2018 snapshot) has reduced slightly, compared with the 2017 snapshot. In 2017, the company’s median gender pay gap was 5.96%, which reduced to 2.70% in 20183 . In the same year, the mean gender pay gap was 10.30%, which reduced to 8.14% in 2018.

Roche UK says that although 67% of all its employees in the UK are women, more women than men work parttime and therefore they are not represented to the same proportions in the highest and lowest job bands.

AstraZeneca’s 2018 report reveals a mean hourly pay gap of 14.3%, and a median hourly pay gap of 13.2%. Subsidiary Medimmune UK has a mean hourly pay gap of 9.5%, and a median pay gap of 9.8% 4. In the report, CEO Pascal Soriot said of the figures: ‘While this is significantly lower than the Office of National Statistics UK average of 18.4%, we have more to do. This gap arises because there are currently fewer women in senior and leadership roles… Since 2012, the number of women in senior and leadership roles has risen from some 39% to over 44% at the end of 2017, but we will not stop here.’

MSD UK’s 2019 report shows a reduction in its gender pay gap.

Over the last year MSD’s mean gap fell from 6.9% to 2.6%, while its median also closed from -3.6% to –2.5% 5.

The report concluded: ‘We are happy with the progress being made, but continue to recognise the need to keep a close eye on data so that we can react quickly to any changes. We remain focused not just on positive change for women, but equality for all.’

According to Pfizer UK’s 2018 report, the company’s mean gender pay gap is 14.9% and the median pay gap is 14.5% 6. The report said: ‘There are many factors which cause the gender pay gap, from cultural stereotypes about men and women, to how businesses are structured. Our gender pay gap is driven by the fact that, across our business, a higher proportion of male colleagues occupy more senior positions than female colleagues. Gender pay gap oversight is now a standing quarterly item for UK Board meetings.’

1 https://www.gsk.com/media/5309/uk-gender-pay-gap-report-2018.pdf 2 April 2017, Office for National Statistics data 3 https://www.roche.co.uk/en/sustainability/gender_pay_gap.html 4 https://www.astrazeneca.co.uk/content/dam/az-uk/AZ%20Gender%20Pay%20Report_FINAL_20.03.18.pdf 5 https://www.msd-uk.com/static/pdf/MSD_Gender%20Pay%20Gap_2019_External%20Report.pdf 6 https://www.pfizer.co.uk/pfizer-uk-gender-pay-gap-report-2018

1 2 | P H A R M A FI EL D.CO.U K

INSIGHT

G N I C N BALA ACT HOW DOES THE PHARMA INDUSTRY COMPARE WHEN IT COMES TO WOMEN OCCUPYING SENIOR ROLES?

F

or the fourth year running, the definitive ‘Women Count’ report 2019* has found that there has been no progress on gender diversity in senior roles in the FTSE 350. Funded by the UK gender diversity business, The Pipeline, this research tracks the number of women in executive positions and on Executive Committees.

THE REPORT FOUND THAT IN 2019, PHARMA COMPANIES IN THE FTSE 350 HAD:

26% 4% 6%

REPRESENTATION OF WOMEN

REPRESENTATION OF WOMEN

REPRESENTATION OF WOMEN

ON THEIR EXECUTIVE COMMITTEES

IN P&L ROLES ON THEIR EXECUTIVE COMMITTEES

AS EXECUTIVE DIRECTORS ON THEIR BOARDS

▲ up from 9% in 2018

▼ down from 8% in 2018

▼ down from 10% in 2018.

This points to women taking on functional roles on Executive Committees, not profit and loss (P&L) roles or Executive Director roles, which are key positions to forthcoming chief executives and possible future chairs of PLCs. *https://www.execpipeline.com/wp-content/uploads/2019/07/the-pipeline-women-count-2019.pdf

HOW DOES PHARMA COMPARE TO OTHER INDUSTRIES?

17% 1 in 5 3.7% 85% 9% Only

More than

Only

OF FTSE 350

OF FTSE 350 COMPANIES HAVE FEMALE CEOS

OF COMPANIES HAVE

▼ down from 4.6% two years ago

ON THEIR MAIN BOARDS

NO WOMEN EXECUTIVES

OF EXECUTIVE DIRECTORS ON MAIN BOARDS ARE WOMEN ▬ unchanged since 2017

At the current rate of progress it will take until about 2090 before executive committees achieve

GENDER BALANCE.

EXECUTIVE COMMITTEE MEMBERS ARE WOMEN ▲ an increase of just 0.8% since 2018

COMPANIES HAS

NO FEMALE MEMBERS

ON THEIR EXECUTIVE COMMITTEES AT ALL

Lorna Fitzsimons, Co-founder of the Pipeline, said:

“Businesses severely limit the talent they attract and retain as well as their bottom line when they exclude women. It’s time for the Government and fund managers to force change.”

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 13

The road less travelled Sally Colley, Roche Hospital Sales Specialist (Secondary Care Specialist), working in Breast Cancer, reflects on how life-changing experiences led her to step out of her career comfort zone.

T

ell us a bit about your background and why you chose to work at Roche?

I studied Events Management at university and subsequently built up 12 years’ experience, mostly as an Account Manager at a number of creative agencies, before joining Roche in 2015. My work varied from Glastonbury Festival to global product launches. The work often changed but the key skills I used in these customerfacing roles, such as being responsible for developing relationships with people, ensuring customers had a great experience and producing creative solutions to problems and issues, always stayed the same.

In my last agency, Roche was in my portfolio of accounts. This saw me working with global, region-Europe and UK teams on many exciting projects. Every time I worked with Roche (I know this sounds cheesy) I just felt at home. The people and the culture are so special and I’d never felt more comfortable and that I was in the right place.

I became aware of a vacancy at Roche for a head-office based Events Manager. I wasn’t sure I’d go in-house; but when something comes up that just feels so perfect you can’t let it pass you by.

What was the motivation to switch from a head office role to a field-sales role?

I’d never worked for a company or organisation of Roche’s size before, so there was a lot to get my head around.

I found my feet and enjoyed learning about the business and teams I was partnering with.

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Over time, as much as I was happy in my role as Events Manager, I wanted to be challenged more, so I could give more to the business, to customers and, most importantly, to patients.

2016 was a very difficult year. My father, who, in his 70s and still snowboarding, playing hockey for England (seniors) and doing triathlons, was diagnosed with cancer.

From official diagnosis to his funeral was only three months. During this time I was also diagnosed with a tumour, which was benign (I feel so lucky). Being a fit and healthy family we’d never experienced anything like this before. Once back at work, I was even more passionate to understand what I could do to support patients and this is when the first conversations started with my manager at the time.

You’ve got to approach everything with passion and a nothing-to-lose growth mindset

INSIGHT

What has been your path to your current Secondary Care Specialist role? All in all, it took me around 18 months of hard work, from that initial spark in my mind to actually making the transition in the summer of 2018. I had no experience of sales, working in the field or any scientific background at all, but I was full of passion to do more, so my path was set.

My 18-month journey consisted of fieldvisits to better understand the Hospital Sales Specialist (HSS) role better, training and studying to upskill, and a number of assessment centres. Securing the role was a real roller coaster but the hard work and perseverance paid off in the end.

Who were the key people who helped you on this unusual career journey?

There were many colleagues and leaders at Roche, from different teams, that encouraged and supported me. However the three I would highlight are: • My line manager Emma, who was incredible; she’s such a fantastic mentor and coach. Career development here is a real partnership between employees and their managers, with employees taking the lead.

• My husband Chris, who was so supportive and encouraging, especially when one of the HSS opportunities I nearly took would have involved me commuting to the South West from our home in London each week.

• O f course, my dad. Although not here in person, he gave me resilience and strength to take on something new and way out of my comfort zone.

You started a weekly podcast at Roche about your journey, called The Career Road Less Travelled, what made you want to share your story?’ I hoped to inspire others to step out of their comfort zone and see what amazing things can happen. I talk candidly about the highs and the lows of my 18-month journey. As through any transition, there are always challenges and it’s important to acknowledge, reflect and learn from these.

I have received wonderful support and feedback from the business.

What advice would you give to anyone considering an unconventional career move?

The main theme which comes out in my podcast is: ‘Be open-minded’. You’ve got to approach everything with passion and a nothing-to-lose growth mindset. You need to be open to the challenge, have honest and open conversations along the way, listen and

be open to learning from feedback and finally be comfortable with things not going to plan.

We’re undergoing an organisational transformation here to be more agile and innovative and helping all employees to develop this growth mindset of curiosity, openness, and experimentation.

What are your plans for the future? Starting a family is the next step on my life journey; my first baby, a little girl, is due in the Autumn.

I’ll be heading back to work after maternity leave to pursue my purpose of trying to make a difference. I love my job as an HSS and I feel proud to go to work for patients every day.

This company is a place where it’s possible to learn every day, build our careers and pursue our passions. It may take time but if you really want to follow a career road less travelled, you’ll get there in the end and it’ll feel great! Go to www.roche.co.uk

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 15

MAKE THE MOVE WHAT STAND-OUT SKILLS HELP CANDIDATES TO MOVE INTO THE HIGHLY COMPETITIVE PHARMACEUTICAL INDUSTRY?

16 | P H A R M A FI EL D.CO.U K

T

he pharmaceutical industry is an exciting, fast-paced and ever-changing world to work in. I talk to pharmaceutical sales professionals daily, from Graduate Sales Representatives promoting ‘me too’ drugs, to Senior Sales Directors working on specialist rare disease products, and have a sound understanding of how challenging, varied and truly fascinating a role in pharmaceutical sales can be.

Alongside the fantastic financial perks (big salaries, car allowances and additional incentives) professionals in the industry often promote life-changing products, something many representatives agree hugely motivates them to be the best that they can be.

Perhaps because of how rewarding a career in this industry can be, it is also one of the most competitive to break into. Most hiring managers look for candidates with existing networks and therapy area experience when they hire for certain positions – a stumbling block for established sales professionals looking to transition into pharma. It will depend on the hiring manager as to whether they are open to someone with a great attitude and sales track record, who is ambitious to grow and develop into a pharma sales role, but who doesn’t have the network or therapy experience.

We have successfully placed candidates with varied sales backgrounds into pharma roles where the managers have been openminded and value a different perspective and commercial acumen in their team.

INSIGHT

It will depend on the hiring manager as to whether they are open to someone with a great attitude and sales track record

WORDS BY

Owen Heyworth

Strengthening your profile When I’m reviewing job applications, the main points that stand out on a candidate’s profile are:

If they’ve had any shadowing experience.

If they have a life science degree.

If they already have sales experience.

If they’re really impressive and have self-funded the ABPI exam.

SHADOWING

THE ABPI EXAM

Shadowing a pharmaceutical representative is an invaluable experience as it gives a real insight into the day-to-day tasks involved in the profession. A candidate sees first-hand the competencies they’ll need to demonstrate to make it as a pharma representative, giving them more to discuss once they make it to the interview stage.

Joining a pharma representative for the day also allows candidates to observe how to go about gaining access to different hospitals (a task which can seem quite daunting to those without this experience), as well as giving the opportunity to learn about the prescribing of medicines and how products need to be positioned before this can happen.

How do you go about shadowing a pharma representative? The simple answer – networking. To gain access to the industry it’s often about who you know. Perhaps a friend of a friend is already a pharma representative, or a family member can put you in touch with someone they know.

One candidate I spoke with recently took a novel approach to gaining their shadowing experience. They created an account on LinkedIn explaining they were looking to get into the industry and connected with several medical sales representatives in the local area, asking if it would be possible to accompany them for a day of shadowing. After several rejections they found someone willing to give them a chance – which gave them the experience they needed. Just because you don’t already have a network in place, there’s nothing stopping you growing your own.

Gaining experience in this way speaks volumes about the individual’s passion and drive to secure a role in the industry and will be an excellent way of demonstrating your commitment to a potential employer.

Shadowing a representative could also help you in securing your first role – they may put in a good word for you with their company or could write you a glowing reference which would help to strengthen your application.

The other thing that really makes a candidate’s profile shine is if they’ve self-funded themselves through the ABPI exam. This is a qualification from the Association of the British Pharmaceutical Industry, which everyone who sells in the industry is required to complete within two years of working within pharma sales.

The qualification costs around £1000 and there are two Level 3 options to take; the Certificate or the Diploma. The qualification involves modules about the NHS and code of practice, human body structure and function and the development and use of medicines.

Of course, it is costly to complete and most companies will sponsor you through it when you start, but as it’s such a competitive industry to break into, assuring your new manager that you’re dedicated enough to invest in the qualification and capable enough to pass it will really set you apart from the other entry level competition.

PREVIOUS SALES EXPERIENCE

It is highly desirable for a candidate to have experience in a sales role, so they can show that they thrive in a target driven environment, they can deal with setbacks and be creative around rejections, and can tailor their pitch to a variety of audiences.

If you’re struggling to break into the industry you could try working in sales in a different industry for a year or so to gain this valuable experience.

THE INTERVIEW

Once you’ve secured an interview, be sure to complete as much research on the NHS and the product you’ll be promoting as possible.

Completing a shadowing diary will also be highly beneficial. If you work with a recruiter, they’ll be able to guide you through the process, advising on practice competency questions, presentations and role plays.

Owen Heyworth is a Talent Resourcer at Carrot Pharma Recruitment.

Go to www.carrotpharma.co.uk

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 17

Pf Awards 2020 are open for nominations Showcase your talent at the biggest and most prestigious industry awards

M O N DAY 2 0 J A N U A RY 2 02 0

T H U R S DAY 5 M A R C H 2 02 0

T H U R S DAY 12 M A R C H 2 02 0

Deadline for entries to Pf Awards 2020

Pf Awards Assessment Day, King Power Stadium, Leicester

Pf Awards Dinner, Royal Lancaster London

Want to enter? Contact the Pf Awards team on team@pfawards.co.uk or 01462 476120

www.pfawards.co.uk #pfawards2020

GOLD SPONSORS

S I LV E R S P O N S O R S

SPONSORS

NO COST TO ENTER ● 15 AWARD CATEGORIES ● INDEPENDENT JUDGING PANEL ● WRITTEN CANDIDATE FEEDBACK ● RIGOROUS ASSESSMENT PROCESS ● PREMIER AWARDS CELEBRATION

◄ From L to R: Louise Skelton, Kathy Wadhams and Pf Awards 2017 host, Marcus Brigstocke

A JUST REWARD Kathy Wadhams, winner of the Clinical Nurse Pf Award 2017, on how a passion for her job and her patients make her work so rewarding.

INTERVIEW BY

Amy Schofield

Q. What is your current role and what does it involve?

I am currently a Nurse Advisor, visiting patients in their own home for injections, bloods and ECGs. They have different conditions including breast cancer.

Q. How did you feel when your name was called out as a Pf Award Winner?

It was the most surreal experience, I was so surprised but so elated.

In fact I did keep asking them to check they had the right name!

READY FOR A LIFE- CHANG ING

2 0 | P H A R M A FI EL D.CO.U K

Q. What made you enter the Pf Awards 2017 and how did your company support you in your application?

I was encouraged to apply by my line manager at the time. He really supported me and helped me through every step of the process.

Q.

>> > >>>>

THE PROCESS GIVES YOU MORE CONFIDENCE TO TACKLE OTHER THINGS SUCH AS INTERVIEWS AND PRESENTATIONS. I AM SO GRATEFUL TO THE Pf AWARDS

What did it mean to you to win the Pf Award?

It was such an honour!

Q.

Q.

What do you think made you stand out to the Pf Awards judges?

What has winning the Pf Award done for your career?

I actually asked after the Awards Dinner as didn’t quite believe it!

They said that my passion for my role came across and that’s why I won.

It has made me stand out in interviews. It has also made me more respected in my role.

Q. What made you choose to work in the pharmaceutical industry?

I had been a nurse in the NHS for many years, not realising that there were other opportunities out there. One day I was working with a doctor who had a friend in the industry and he encouraged me to talk to him. The rest is history…

Q. What is the best thing about your job?

The patients – with the Nurse Advisor role I can really make a difference. I have the luxury of time to spend with them, care for them and have a social impact.

Sometimes they just want to talk or need a hug, it is so rewarding.

From real world data.

To real-time analytics.

To ah-ha moments for your brand. >> > >>>

Q. What are your future career ambitions?

I just want to carry on making a difference and progress as and when I can in my role; it really doesn’t make a difference about age, as this Pf Award has shown me.

Q. What would you say to anyone thinking of entering the Pf Awards?

DO IT! I would fully recommend entering the Pf Awards. It can be a long, and at times stressful process. However it is worth it and even the process gives you more confidence to tackle other things such as interviews and presentations.

I am very grateful to Pf Awards.

Go to www.pfawards.co.uk

Y O U R W AY F U R T H E R IQV IA.COM/FURTHER

W I N ? V I S I T W W W. P FAWA R D S . C O . U K T O F I N D O U T M O R E M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 21

S

pecialised medicines are, and will continue to be, a major source of commercial focus for the pharmaceutical industry.

Daily newsfeeds are full of the latest mind-bending advancements in ‘the war on cancer’ to name but one topic; as such it feels a very exciting time for our industry, for medicine and patients alike.

A recent report from Evaluate Pharma reinforces this point by identifying that oncology is the leading market segment for our industry with CAGR forecasted at 12% between 2017 – 2024; which would mean global sales in the order of $233Bn at the end of this period! In addition, with a potential 5212 drugs in the oncology development pipeline alone, it’s safe to conclude that competition and market dynamics in specialised medicines are only going to hot up. Other leading areas of investment include biotechnology, neurology, anti-infectives as well as metabolic conditions.

So, with all this investment and activity in specialised medicines, what might be some of the considerations pharma organisations should be thinking about as a result of greater competition, and generally more dynamic markets? Here are three for starters: 1. VOLATILITY AND RISK

Significant R&D pipelines ultimately mean more products entering the market and with new data continuously influencing their health technology assessments (HTAs), competition is only going to increase and in turn lead to greater market volatility. The result could mean the fortunes of some products literally change overnight, for good or bad. Anticipating and planning for these dynamics will require appropriate resource flexibility, to enable speed in appropriate resource deployment, as well as managing risk and liability exposures.

2. THE RIGHT SKILLS AND FLEXIBILITY

Whether it’s market access, developing professional relations through medical liaison, contract managers leading tendering opportunities, nurses supporting treatment management or educating peers, or Key Account Managers navigating the sales process, the variety of skills required for successful commercialisation of specialised medicines can be wide.

Successful organisations will need to ensure they continue to drive their competitive advantage through sourcing the right talent, at the same time as promptly varying resource levels in line with demands across the product’s lifecycle – speed and flexibility will be key.

3. NEW TALENT AND RESOURCE INVESTMENT

In a constantly growing market, there is a risk that talent demand could outpace the number of suitably experienced professionals. Therefore, as an industry, we need to keep ahead of this potential challenge and consider carefully where new talent will come from?

What are the solutions?

Having successfully deployed and integrated several specialist outsourced sales teams over the past 12 months in disease areas such as oncology, mental health and respiratory, at CHASE we acknowledge an increasing demand for outsourcing in specialist areas. We believe that some of the outsourcing principles that have served primary care so well will increasingly be applied to the specialist arena.

If you’re interested to explore how CHASE’s industry leading outsourcing solutions can support your organisation please get in touch.

DYNAMIC RELATIONSHIPS Ross MacPhee, Business Development at CHASE, discusses the changing nature of the market leading to more specialist product launches within the pharmaceutical industry.

22 | P H A R M A FI EL D.CO.U K

WO R D S BY

Ross MacPhee

ORCHESTRATE YOUR CAREER Helen Weller, Recruitment Consultant at CHASE, discusses how specialist Key Account Manager opportunities can be the perfect role for candidates.

A DV ERTO R I A L

“They will have the opportunity to interact and influence anyone who can positively affect the ability of a patient to have access to the medicine they require.”

WO R D S BY

Helen Weller

S

pecialist Key Account Manager (KAM) opportunities are often soughtafter roles within the pharmaceutical industry, as they give the KAM the opportunity to own their own business. Candidates need to have exceptional business planning abilities, relationship management and influencing skills to manage one or more products across a variety of external customers. The added complexity of the role means that their internal stakeholder network (across Medical, Marketing and other disciplines) is also key.

External customers will vary depending on the structure of the business but can include: • Healthcare professionals in both Primary and Secondary Care • Pharmacists and sub-specialties in both Primary and Secondary Care sectors with an ability to impact on their business • Payors in hospital and Clinical Commissioning Groups, Local Health Boards and NHS Scotland • Customer professional bodies pertinent to the business • Procurement managers • NHS Business managers.

Basically, they will have the opportunity to interact and influence anyone who can positively affect the ability of a patient to have access to the medicine they require.

The more ‘holistic’ approach, whilst keeping focus on the importance of commercial gain for their employer, is vital.

In order to be a successful KAM, you must be good at managing your own time and working autonomously. Account management is key and adapting your approach to the needs of the customers within a specific account is essential.

A KAM must identify the customers’ needs and introduce a solution that has a WIN:WIN result. Working autonomously means that the KAM has responsibility and accountability for their business, but also ensures there is continuity of message across all customer groups. The KAM must also have a strategic focus and be able to prioritise accounts according to business potential. The planning, strategy, output and results all stop with you!

Pharmaceutical clients recruiting for specialist KAMs will often want someone with a proven track record within their territory, as well as a comprehensive understanding of the ever-evolving NHS environment.

The ability to work cross functionally is also very important. At CHASE, we often describe Specialist KAMs as being similar to a conductor of an orchestra.

A conductor must take control and be responsible for the performance of their orchestra. The KAM needs to do likewise for their product(s). You’ll bring in different members of the wider team when you need them – this could be medical, marketing or other sales colleagues.

Specialist KAM roles are not right for everyone, but if you have the right experience, skill set and motivation they can provide a real challenge and career enhancement. With more of these roles predicted, the CHASE team would be delighted to support you through the application and assessment process.

If you are looking for more information or support about specialist teams, please contact our Business Development or Recruitment Consultant teams on connect@chasepeople.com or 0131 553 6644.

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 2 3

Winning WAYS INTERVIEW BY Emma Morriss

LEO Pharma’s Tom Marlow, winner of the Experienced Account ​Manager Pf Award 2019, on how sharing and c​ ollaboration have helped him to achieve success.

► Tom Marlow at the Pf Awards 2019.

C

ongratulations on your Pf Awards win. How did you feel when your name was called out? I was in complete shock when my name was announced and as I walked through the audience up to the stage to collect my Award I still couldn’t quite believe I had won.

It was great to celebrate on the night with my LEO Pharma colleagues, however, it wasn’t until after the event when I received emails and messages from friends, colleagues and industry leaders that I really had a sense of the great accolade I had won.

What made you enter the Pf Awards 2019?

How did LEO Pharma support you?

After being shortlisted for the New Account Manager category in 2018, I had a real drive and determination to succeed in 2019. The Pf Awards are the most prestigious awards in the industry and provide a great opportunity to showcase the achievements of field-based teams and receive recognition from industry leaders.

Working in a small specialist team at LEO Pharma, the Thrombosis Business Unit, there is a great deal of collaboration and we regularly share best practice regularly amongst the team. In particular, Andy Carter, Business Unit Director, Thrombosis, and Sangeeta Mattu, my Regional Business Manager, have both been of great support to me while at LEO Pharma and during the Pf Awards process, by offering advice and open/honest feedback as well as providing clear direction and strategy to support me in meeting and exceeding targets.

What do you think made you stand out?

Preparation was key in the run up to the Pf Awards. I took the time to ensure that my knowledge of the NHS was sufficient. Within my day-to-day role, I try to remain focused on three main areas: impact on patients, how

We pioneer We have devoted decades of research and development to advance the care of people with thrombosis.

Want to know more about LEO Pharma?

Visit www.leo-pharma.co.uk LEO Pharma, Horizon, Honey Lane, Hurley, Berks, SL6 6 RJ © LEO LEO Pharma UK June 2019 ALL LEO TRADEMARKS MENTIONED BELONG TO THE LEO GROUP UK/MAT-26112

2 4 | P H A R M A FI EL D.CO.U K

my work improves and supports the NHS, and the commercial rationale and impact on LEO Pharma. With these three areas in mind, I can ensure that the initiatives and activities that I attempt to deliver provide the greatest impact.

I also made sure I knew which attributes and skills were being judged and ensured I was refined in those areas with examples to showcase them…if it wasn’t this, maybe it was the bold tie I was wearing!

▼ Tom receiving his Experienced Account Manager Award. From L to R: Tom Marlow, Alistair Donnachie and Pf Awards host, Hugh Dennis

What does winning the Pf Award mean to you?

It is a real honour to be recognised in one of the most competitive categories in the leading national awards for field-based pharmaceutical professionals. Earlier this year, I received LEO Pharma’s Thrombosis Account Manager of the Year Award for the second year in a row. It is particularly motivating to see that my hard work is being recognised both internally and externally.

Where would you like your career to go from here? LEO Pharma has a great framework for progression and development and it is not uncommon to see field-based colleagues take up new roles in various parts of the business. I enjoy developing relationships within the NHS and, therefore, I am keen to remain field-based and look to expand my experience within the market access arena. I also have aspirations to become a Regional Business Manager as I would find it rewarding to support and develop others in the industry on their journey. I plan to remain focused on developing different skillsets and increasing my experience in a variety of areas, including maintaining close links to marketing teams in my role as a Brand Champion.

What do you like best about pharma as an industry and LEO Pharma as an employer?

The most rewarding element to working in the pharmaceutical industry is being able to positively influence patients’ lives. It is a privilege to be able to work in partnership with the NHS to set up initiatives and services that ultimately benefit patients, particularly in Oncology and Cancer Associated Thrombosis.

It can be challenging at times but that makes it all the more rewarding when you hear about the positive impact you have made.

LEO Pharma is very passionate about making a difference to people’s lives. It is a great place to work and I enjoy being given the autonomy to focus on different initiatives. The company isn’t afraid to try new ideas and explore different ways of working. We are by no means the ‘biggest player’ but we work hard collaboratively to reach our goals, which makes achieving success even better! Go to leo-pharma.co.uk

IT IS A PRIVILEGE TO BE ABLE TO WORK IN PARTNERSHIP WITH THE NHS TO SET UP INITIATIVES AND SERVICES THAT ULTIMATELY BENEFIT PATIENTS

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 2 5

A BROAD PERSPECTIVE Why an in-depth knowledge of the fast-changing NHS is essential for pharma sales representatives.

WORDS BY

Oli Hudson & John Chater

The speed and scale of NHS change is making it increasingly difficult for training managers to equip sales representatives with the breadth of customer knowledge needed

2 6 | P H A R M A FI EL D.CO.U K

NHS

ENGAGING WITH KEY OPINION LEADERS

S

ingular possession of extensive product and therapy knowledge is no longer enough for pharma sales representatives. To successfully engage with clinicians and payers, and ultimately ascend the career ladder, those in the field also need to be fully conversant with the seismic change that is occurring within NHS service design and delivery.

For example, they need to understand how health, social care and related organisations are integrating to enable the NHS to provide more holistic, population-based care as set out in the NHS Long Term Plan.

These changes are bringing a host of new stakeholders into the decisionmaking mix, some of whom may have overlapping roles. They are also creating new governance structures.

KEEPING ABREAST OF CHANGE

Wilmington Healthcare, which runs the Digital Learning Academy (DLA) – the only online learning platform for the life sciences industry that focuses on the NHS and its sales environment – commissioned research among 100 customers and prospects regarding training and education issues.

More than a quarter of respondents (26%) said that keeping abreast of constantly changing targets and national standards, organisational mergers and changes in commissioning structures was a key challenge.

This is understandable, as the speed and scale of NHS change is making it increasingly difficult for training managers to equip sales representatives with the breadth of customer knowledge needed to engage with new stakeholders and broaden discussions where appropriate, to show, for example, how a drug fits into a new pathway; or how it relates to new NICE guidance.

What type of information is needed and how can it give sales representatives the edge when it comes to better clinical engagement and career development? As the NHS takes an increasingly holistic and preventative approach to patient care in order to stem the rising tide of diseases, pharma sales representatives need to establish themselves as credible partners who are not simply selling products but also helping to provide solutions to challenges faced by the NHS. To help achieve this, they need to be fully up-to-speed with the latest structural changes, not just nationally but also regionally, since different areas of NHS England are developing at different rates.

Some have Integrated Care Systems (ICSs) in place, while others are in financial recovery and therefore at the start of their integrated care journey.

Sales representatives need to know how the new Primary Care Networks (PCNs); Integrated Care Partnerships (ICPs) and ICSs work, the services they deliver and how they are being incentivised to meet targets. They must also learn about the new decision-making units that are being created within integrated care organisations and the wide variety of Key Opinion Leaders (KOLs) they comprise, including the most senior NHS executives, transformation leads, medicines management staff and clinicians, local authority officers, charities and patient groups.

Knowing the rank and status of KOLs and where their roles overlap is also important, together with an understanding of the new accountability and governance structures that have been created within ICSs. By acquiring this level of knowledge, sales representatives can also raise their profile among their peers by, for example, establishing themselves as the ‘go- to person’ for advice on how to engage with specific stakeholders.

WHOLE SYSTEM BENEFITS

The ability to define how a drug fits into an integrated care pathway and how it can deliver wider benefits across health and social care systems is another critical skill that can set pharma sales representatives apart.

This is because primary and secondary care budgets are being joined up; hence healthcare organisations must collaborate within regions to deliver whole system savings.

So, for example, a sales representative who is trying to sell an expensive new diabetes drug to a Sustainability and Transformation Partnership (STP) or ICS may have a much greater chance of success if they could explain how this new product could help the NHS to deliver on key priorities such as cutting the length of hospital stays by promoting faster recovery, or reducing A&E admissions.

By having an in-depth level of understanding of how integrated care organisations work, and since clinicians tend to be very disease-orientated and less involved with wider commissioning issues, a sales representative could also empower clinicians to make the case for a transformative product or service.

In fact, armed with the required level of knowledge, a sales representative could even help to facilitate engagement between transformation leads, commissioners, service development managers and clinicians to speed up transformational change.

Another tactical advantage of acquiring this level of knowledge is that it also helps staff to understand segmentation and prioritisation, which can unlock silos and money within the NHS. So, for example, if a product is not highly competitive in terms of the whole pathway cost, it may be more effective for a company to risk stratify a particular patient group and market its product to that group, rather than the entire NHS. TRUSTED PARTNERS

New care models are changing the way the NHS operates, bringing a wide range of different, and often non-clinical, stakeholders into the decision-making mix, who have the potential to significantly alter the business model for pharma.

Sales representatives who can keep abreast of these changes, understand the needs of a wide range of stakeholders and work in partnership with the NHS to determine how a drug fits into a new integrated care pathway, will be increasingly in demand as the NHS seeks more holistic, joined up, preventative solutions.

Oli Hudson is Content Director and John Chater is Solutions Director, Education and Training, at Wilmington Healthcare.

Go to www.wilmingtonhealthcare.com

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Changing the conversation Women in Healthcare was launched to champion the huge range of desperately needed skills that women have in this area. How is the future shaping up for women leaders in the NHS? WORDS BY Emma Clayton

S

haring inspirational stores and supporting each other to achieve their full potential – it’s a simple ethos but one that has chimed with the more than 9000 members of the Women in Healthcare online community.

The initiative, which was launched in November, has been extremely well received by the NHS’s army of female workers, as well as their male allies.

In little under a year, it has built a bustling Twitter community and a website bursting with support, stories and resources. But the team behind the success aren’t about to rest on their laurels, because there is much more to be done.

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IN THE BEGINNING

THE STORY SO FAR

According to NHS Employers, while 77% of the NHS workforce are women, just 45% work at senior management level. And in 2015, a report from the Health Service Journal found that just 36% of chief executives, 26% of finance directors and 24% of medical directors were female.

We must ask ourselves why this huge pool of talent remains untapped as the health service strives to deliver integrated, quality care to a rich and diverse society.

Many women tell me that they have at least a degree of imposter syndrome – they don’t always put themselves forward for leadership positions as they feel they do not have the right aptitudes. What’s more, some feel their family commitments may exclude them from taking on leadership roles.

Women in Healthcare challenges these self-imposed limits by giving people a place to inspire one another to put these concerns to one side. We also campaign for improved flexible working so that the rich talents of NHS workers aren’t lost to archaic structures.

It was clear from the start that this was something that resonated. Within one month of launching, the UK Women in Healthcare Twitter profile had more than 3000 followers and lively, supportive conversations were taking place that can see Tweet impressions of up to 583,000 per tweet and thousands of mentions and engagements. We are most proud that many of the senior female leaders of the NHS engage with us including CCG leads, STP Directors, Royal Society groups and NHSE and NHSX Directors.

A cornerstone of the website is the regular ‘Interview with a Leader’ series that we host. In these articles, women with senior health and social care positions share their own experiences, offering tips on getting into leadership and striking a healthy work/life balance.

Caroline Dinenage, Minister of State for Care, was the very first interviewee, helping us to launch the network. Since then the website has featured female role models from across the sector.

Karen Middleton, Chief Executive of the Chartered Society of Physiotherapy, and Professor Alison Leary, Chair of Healthcare and Workforce Modelling at London South Bank University, are among those who have shared their stories and advice.

We have also run awareness campaigns to get people talking about the importance of accurate representation. During the #ShowUsYourBoard campaign, for example, NHS workers were asked to celebrate diversity in leadership by sharing photos of the team at the top of their trust.

On International Women’s Day earlier this year, I was invited to give a talk about the network at the North East London NHS Foundation Trust and was blown away by the positive feedback from the room.

Of course, it’s not all been plain sailing and we have had challenges. The group initially set up under the guise of NHS Women but we were advised to change our name as only official NHS organisations can include the NHS brand name. Supported by the Department of Health and Social Care

NHS

Many women tell me that they have at least a degree of imposter syndrome – they don’t always put themselves forward for leadership positions

we rebranded with a swift change of name and a subsequent overhaul of our website. Importantly we have continued to grow and host many more discussions.

The next steps for the initiative include expanding our remit to offer face-toface networking, training events and mentorship programmes.

The ambition is to establish a multidisciplinary faculty to act as a steering group and drive the project forward.

We are also hoping to secure backing from other groups or organisations that support its aims.

CHANGING THE CONVERSATION

Ultimately, Women in Healthcare aims to provide the tools people need to tackle the under-representation of females in NHS leadership.

Building the health service of the future relies on making sure we have as much talent, opinion and experience around the table as possible. Women are pivotal to that journey, yet their desperately needed skills are largely absent from board rooms up and down the country.

It’s time for that to change. And the success of Women in Healthcare so far has proved that we can all be the change we want to see. Emma Clayton is Managing Director, Grey Bear Consultancy.

Go to www.womeninhealth.org or follow @UKWomenInHealth on Twitter.

“It’s not always about working harder, just working smarter. Know yourself, have confidence in your abilities, and be kind to yourself.”

KAREN BONNER , Divisional Director of Nursing at Chelsea and Westminster Hospital NHS Foundation Trust

“Learn what drives you and motivates you. Then learn the same about others in your team…if something doesn’t go your way then try again, don’t stop until you’ve achieved your goal.

Remember it’s so much better to ask for help then have it forced upon you.”

RACHEL MOSES , Respiratory Lead at St Georges Hospital

“My advice is do what’s right for you, and if what’s right for you doesn’t please others, that’s their issue… Find people you trust.

Find people who help you.

The two don’t always overlap but sometimes they do.”

SOME NOTES OF INSPIRATION FROM OUR WOMEN IN HEALTHCARE

ALISON LEARY, Chair of Healthcare and Workforce

Modelling at London South Bank University

“Do not assume that someone else is better placed, better qualified, better liked (or) better connected than you.

Your perspective and skill set is unique to you and if there is something that you can offer, we will all benefit from you putting yourself forward.”

CAT ROBERTS , Training Programme Director

for GP VTS, and Clinical Lead GP for First5 for Coventry and Warwickshire STP

M AG A ZI N E S P EC I A L ED I T I O N | S EPT EM B ER 2019 | 2 9

CAREER CASE STUDIES INTERVIEW BY Amy Schofield

Specialists in Recruitment, Contract Sales Teams and Outsourcing

Market Access Managers

Key Account Managers

Primary Care Reps

MSL Resource

Multi-Channel Account Managers 0113 457 0777 outsource@evolvecouk.com www.evolvecouk.com

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A clear view

Amit Shah, recently appointed Healthcare Development Manager with Scope Ophthalmics, on why he made the move into pharma.

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hat is your background?

I’m a pharmacist by trade; my background was working within a Primary Care Trust/Clinical Commissioning Group, gaining over seven years’ experience within the medicines management team and commissioning teams. I spent three years at Humana as a management consultant, leading on GP commissioning. For the last seven years I have been in a variety of market access roles in small to blue chip pharma. I moved over to pharma to gain commercial acumen, and to use my skills to make a difference to patients.

Why did you make the move to Scope Ophthalmics? My recent move to Scope Ophthalmics was to utilise my skillset from the NHS and pharma to drive market access, which is very different now because of the changes within the NHS landscape. With Scope being a medium-size family run company I felt it was an opportunity to get involved with different parts of the business to develop strategy, but also to have significant input into marketing and training to accelerate performance at pace and scale, not only of myself but the wider matrix team to ensure that patients benefit from access to the right medicines.

BE REALLY CLEAR ON WHERE YOU WOULD LIKE TO BE IN THE SHORT, MEDIUM AND LONG TERM

Why did you choose to use a recruitment consultancy instead of applying direct?

In terms of recruitment and to identify opportunities for me, I found Evolve Selection approximately five years ago.

They have supported me in sourcing the right opportunities for me, and in planning and preparing for interviews. It does not stop there; they have kept in touch postrecruitment to see how I’m getting on.

I’ve found them to be a very personable and professional team.

What advice would you give to a young person thinking about pursuing a career in the pharmaceutical industry? For folks thinking about careers in pharma, I would strongly encourage everyone to have a personal development plan. Be really clear on where you would like to be in the short, medium and long term. There are numerous roles and it is really important to identify what/where you want to be.

Go to www.scopeophthalmics.com and www.evolvecouk.com

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Critical succession A succession planning strategy is essential to identify the leaders of the future within your business and create sustainable growth.

WORDS BY Caroline Wilcher

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o matter the industry, all businesses face constant pressure to build and maintain a strong, sustainable leadership pipeline. Therefore, as a critical element to the long-term success of your organisation, succession planning should not be taken lightly.

Having a clear approach will offer several benefits to employers and employees alike.

In simple terms, succession planning is an objective, unbiased exercise in futureproofing your business. By preparing tomorrow’s leaders today, you can quickly and seamlessly move high achievers into new roles as and when employees are promoted, retire or leave the business.

For many companies, the immediate pressures of daily meetings, targets and client demands mean that succession planning isn’t a priority or, at best, is left to HR to deal with.

But while your HR professionals may be very well equipped to deal with this type of strategic planning, we have a slightly different take.

At Ashfield, we believe it’s the responsibility of all leaders and managers to attract, develop and keep the best people in order to move our business forward. They are the ones who really know their teams and divisional demands inside and out.

That’s not to say strategic succession planning isn’t challenging. Any successful business knows that it’s important to plan for the future and many of these decisions will be financially driven. It’s easy to crunch the numbers, such as the amount of people and desks you’ll need next year, but it’s much harder to quantify the investment needed to develop the best individuals for those roles.

It’s important to realise that, ultimately, it’s the people who will bring value to individual positions and, by nature, to the wider business. This means the smartest move is always to invest in your highperforming employees. By doing so you’ll maintain a stable and constant pipeline to keep your business on the right path.

INTELLIGENCE

5 WAYS THAT SUCCESSION PLANNING HAS AN IMPACT ON EMPLOYEES

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5.

THEY’LL FEEL VALUED

It may be obvious, but don’t underestimate the power of employees who feel valued and appreciated.

The star people you’ve got earmarked for future success are also likely to be your most ambitious.

They’re the ones who stay a little longer each day, who take on extra responsibilities, who seek to add value wherever they can. They feel they’re investing in your business, so you need to be ready to invest in them. They’ll repay you in the long run.

THEY’LL GAIN A SENSE OF PURPOSE

Everyone wants to feel that what they do matters, that it contributes to a team or business goal or makes a difference to a client. But no matter how altruistic or how much of a team player someone appears to be, they will have their own personal and professional goals.

And while there will be those individuals in the team who wear their ambition on their sleeves, there’ll be others who keep their talents and professional goals closer to their chests. The best businesses embrace diversity, so by encouraging open conversations with your teams, you’ll understand what each individual wants and has the potential to offer. It may even surprise you what some of your team are capable of.

By recognising each individual’s personal goals and offering them the training and development they want, you’ll be empowering your people with a real sense of purpose and demonstrating that there’s a long-term career path for them, here with you.

THEY’LL BE PREPARED

No matter how great your culture or how attractive your bonus scheme, it’s a fact that employees leave or move up the ladder. A business or a team has to be bigger than any one person – or handful of people – if it’s to have long-term sustainability. After all, you don’t want teams or accounts falling apart when someone moves.

Through robust succession planning that identifies talented individuals at all stages of their careers, you can have a continuous pipeline of people ready and able to step in and step up. Who knows, they may even be better than the star leader they’re replacing.

THEY’LL LIVE YOUR VALUES

Values are easy to come up with, but hard to ingrain. Succession planning isn’t just about developing skills and talent, it’s also a way to ensure that those leading your business in the future are fully aligned to your core principles.

That doesn’t mean creating a pipeline of clones. It means ensuring that high-potential employees mature, develop their skills and move into more powerful roles, where your values are an intrinsic, inseparable part of everything they do.

If your values are to permeate all levels of your organisation, then you’re going to need inspiring leaders who are fully on board with what you stand for.

THEY’LL STAY

This, of course, is what it all comes down to. It’s completely unsustainable for any business to invest thousands of pounds in finding, recruiting and employing the best people, only for them to leave and thrive elsewhere – quite possibly with a competitor.

Ambitious employees want their skills and potential to be developed. They want to climb the ladder and they want the rewards that come with it.

Having a clear and successful succession plan demonstrates to current and future employees that their talents will be recognised, their skills will be developed, and they will have every opportunity to fulfil their potential with you. Caroline Wilcher is Recruitment Director at Ashfield UK. Go to www.ashfieldhealthcare.com

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W How a flat hierarchy, shared values and trust in your people help to ensure that employees want to stay.

WORDS BY Darren Fergus

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hen I was first asked to join the Board of Directors and lead Sintetica Limited in the UK and Ireland, I asked myself three questions: • What is the culture of the company?

• How does it treat its staff?

• W ill it help move patient healthcare forward?

Having worked in healthcare for more than 20 years I wanted to make a difference – not just take another job.

Sintetica SA is a pharmaceutical company which has supplied its domestic market in Switzerland for almost 100 years, expanding into key global markets with sites in Germany, Austria, Ireland and now the UK. Sintetica Ltd is a subsidiary and my role was to set up, recruit and run the team here in the UK. What swung my decision was the leadership style of the Corporate CEO of Sintetica SA, Augusto Mitidieri. When he was appointed, his goal was to transform Sintetica from a good place to work into a great place to work.

5 TOP WAYS TO RETAIN STAFF

Trust matters

He recognised the need for smart, innovative people who were unafraid of speaking their mind and coming up with fresh ideas – a core component of his mission of ‘Leadership by innovation’.

According to Augusto, it is important that the researchers, clinicians, developers, administrators, production staff and sales and marketing teams truly believe in and are motivated by the same goal – innovative healthcare: “We are developing novel and better treatments for patients and physicians.

Therefore the people chosen to work at these offices and across Europe have to be motivated by the same shared values of changing patients’ future outcomes.

“If they don’t believe they are making a difference, then they are simply selling and marketing products which could be anything from a tin of baked beans to a fancy car.

Innovation in healthcare requires the right people, but also shared values. This is critical to our success as an organisation.”

I knew then that this was where I wanted to be. At Sintetica, trust, friendship, happiness and a shared goal come first. Being happy at work is incredibly important and everyone in an organisation should not miss an opportunity for a kind word.

INTELLIGENCE

1.

2.

3.

4.

5.

Flatten hierarchies and encourage meritocracy to empower people and retain great staff.

Give everyone full ownership of their role and encourage people to come up with and share their ideas.

Build teams where everyone understands their role, the impact on the business and, most importantly, the patient.

Find out what support you can offer your staff away from the working day, for example further education or benefits that improve health and happiness.

If you don’t already do it, offer options like flexible working to all people who can work from home.

It cuts down on travel costs for staff and helps to reduce CO2 emissions from travelling to work.

WHAT ALL OF THE ABOVE IS REALLY SAYING TO YOUR STAFF IS: ‘I TRUST YOU’.

TURNING POINT

Sintetica has a management system with a flat hierarchy, where every single person from the agency worker to the full-time staff member knows that their work is valued and they, as individuals, are valued too.

To Augusto, the traditional management structure – top down – meant the responsibility lay with the managers and not the individual – who often had little input.

He wanted to build teams where everyone knew the role they had to play and how that impacted on the business and the patient.

How what they did every day really made a difference in healthcare.

For Sintetica this was the turning point when it came to recruitment and retention.

When the people you work with feel they are part of something they will want to stay.

The same ethos applies when recruiting.

A competitive salary is important. But it won’t make people stay – there will always be someone who can pay more.

Being happy at work and with your work, feeling valued and having a good work/ life balance are essential for retention and recruitment. Setting clear targets and

personal goals are the way we empower people. They are responsible for their work and we do our best to provide people with an environment in which they can thrive – “not just survive the working day”.

Like Sintetica, many companies provide benefits like childcare or free gym membership. The difference is that Sintetica doesn’t see them as ‘benefits’, but part of what you should provide if you want your staff to be happy at home and at work, such as: • Working from home – provided your colleagues agree and you set out your goals.

• F urther education – Sintetica has a ‘never ending’ school where you can go for all of your life.

• Electric bikes available for all staff – including for their own personal use at the weekend.

• Three days off for sickness without question if they need to look after themselves or their children.

• I f parents chose not to use the company nursery provided in our headquarters, Sintetica will pay a percentage to one of their choice.

If they don’t believe they are making a difference, then they are simply selling and marketing products which could be anything from a tin of baked beans to a fancy car

When Augusto Mitidieri started work back in the 1980s as an engineer, the idea of a work/ life balance did not exist. Thankfully that has changed. Sintetica SA has won many awards for being ‘A Great Place to Work’, but for Augusto the main prize is a happy and healthy workforce who value themselves and others and constantly strive to develop innovative medicines to support physicians and patients across the world.

Staff surveys at Sintetica SA show a 95% employee satisfaction rate. We hope this will continue way past our 100-years-old celebrations in 2021. Darren Fergus is Managing Director, Sintetica Ltd. Go to www.sintetica.com/uk

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DIRECTORY

D I R ECTO RY

ASHFIELD Ashfield, part of UDG Healthcare plc, is a global leader in commercialisation services for the healthcare industry. We partner with our clients to build creative, scalable and tailored health solutions, to deliver positive outcomes for patients and add value to your business. www.ashfieldhealthcare.com web@ashfieldhealthcare.com 0870 850 1234 CARROT PHARMA RECRUITMENT Carrot Pharma operates across the product life-cycle within the pharma, Healthcare and medical device industries. We work with a wide range of clients, from blue-chip manufacturers to specialist boutique consultancies, supporting them in finding talented individuals for permanent and contract vacancies. www.carrotpharma.co.uk enquiries@carrotpharma.co.uk 01625 541 030 CHASE We are a leading provider of contract and permanent people solutions in the pharmaceutical, healthcare and clinical industries. www.chasepeople.com connect@chasepeople.com 0131 5536644 E4H E4H is an industry leader in medical education and partnership working. We work closely with our clients, healthcare professionals and patients to understand needs and provide the right solutions. www.e4h.co.uk enquiries@e4h.co.uk 01462 476120 EVOLVE Market leading recruitment and CSO within the pharmaceutical and healthcare sectors.​​ www.evolvecouk.com​ support@evolvecouk.com​ 0113 457 0777 IQVIA IQVIA is a leading global provider of advanced analytics, technology solutions and contract research services to the life sciences industry dedicated to delivering unique and actionable insights. In the UK, we serve pharmaceutical and biotech companies and most of the NHS Trusts to drive innovations and improve patient outcomes. www.iqvia.com

3 6 | P H A R M A FI EL D.CO.U K

GREY BEAR CONSULTANCY Grey Bear’s mission is to translate and build a common language between pharma and the NHS, creating strong partnerships that provide a ‘win, win’ for all stakeholders. www.greybearconsultancy.co.uk emma@greybearconsultancy.co.uk 07765 930 324 ISAACS HILL Culture fit specialists working with recruiters, using advanced behavioural psychometrics to predict how well a potential hire will fit an organisation. www.isaacshill.com clare@isaacshill.com 07809 489369 LEO PHARMA LEO Pharma helps people achieve healthy skin by offering care solutions to patients in more than 100 countries globally. www.leo-pharma.co.uk 01844 347333 NOVARTIS UK Novartis is reimagining medicine to improve and extend people’s lives. As a leading global medicines company, we use innovative science and digital technologies to create transformative treatments in areas of great medical need.

In the UK, we have been awarded ‘Top Employer’ status six years in a row (20142019) for exceptional employee offerings. www.novartis.co.uk 01276 692255 PHARMAJOBS Where Pharma Talent Goes. PharmaJobs supports pharmaceutical professionals who strive for more, whether established thought leaders, or rising stars making their mark in the industry. We provide the best roles for you to take the next step in your career. www.pharmajobs.co.uk hello@pharmajobs.co.uk 01642 476119 RMG – RECRUITMENT MANAGEMENT GROUP An award-winning headhunting consultancy with a difference, from major medical device manufacturers, suppliers of specialist pharmaceuticals, health and social care providers to biotech start-ups, and everything in between. www.rmg-uk.com hello@rmg-uk.com 01928 711800

ROCHE Roche is a global pioneer in pharmaceuticals and diagnostics.

Our aim is to detect illnesses early, and to treat them with life-saving and life-changing medicines. Roche is a Top Employer in the UK, Europe and Globally, and a Sunday Times Top 100 Employer. www.roche.co.uk welwyn.corporate_affairs@roche.com 01707 366000 SINTETICA LTD Sintetica Ltd is the UK subsidiary of the pharmaceutical company Sintetica SA, established in 1921. Based in London, the team at Sintetica Ltd delivers preservative-free injectable spinal anaesthetics for day care surgery, analgesics and paediatric sedation for children facing surgery. Through research, science and innovation Sintetica works to improve the future of patient healthcare outcomes. www.sintetica.com/uk oliver.tweedie@sintetica.co.uk 020 3693 2740 STAR Star is passionate about helping clients make a commercial impact through their unique approach to data, insight and unrivalled industry knowledge and experience. Its services are underpinned by selecting the very best talent and placing them in roles they love. www.starmedical.co.uk resourcing@starmedical.co.uk outsourcing@starmedical.co.uk 01225 336 335 TALENTMARK Established in 1971, Talentmark was the first recruitment business to specialise solely in the life sciences industry, placing candidates in roles at all levels in pharma, biotech and medtech firms.

Services include executive search, contingency recruitment and interim solutions. Headquartered in London, UK, Talentmark also has offices in Switzerland, Germany, France, USA and China. www.talentmark.com info@talentmark.com 0345 095 2626 WILMINGTON HEALTHCARE Providing data, insight and intelligence across the healthcare community. www.wilmingtonhealthcare.com info@wilmingtonhealthcare.com 01268 495600

PHARMA JOBS .CO.UK

W H E R E P H A R M A TA L E N T G O E S

WE CAN HEAR YOU FROM MILES AWAY. If you’re looking for a smarter way to further your Pharmaceutical or Healthcare career we would love to hear from you. We’ve got a fantastic range of clients, and our service levels are second to none.

Speak to one of our experienced team today to find out what we can do for you.

CHASEPEOPLE.COM 0131 553 6644 CONNECT@CHASEPEOPLE.COM