Adapt to meet local needs
Having spent my entire career living and working in Sweden, China and Germany – not to mention projects in Southeast Asia and North & South America – I’ve seen and experienced a good deal. From gaining several FDA approvals for novel clinical nutrition products in the US to building up sales & marketing organizations in the Asia Pacific region, to negotiations in China, doing due diligence for M&A and more, it all adds up to one thing: Identifying a sharp strategy and executing on it. But no matter how good a global product or portfolio strategy looks on paper, it will need to be adapted to meet the local business environment.

Take advantage of my expertise in Asia
Many companies want to grow in Asia and emerging markets. What they forget is that the market in China (and even within China) is completely different from Japan, Malaysia or the Philippines, to name just a few countries. Whether you need support with product development, go-to-market strategies, portfolio pipeline management, regulatory affairs or getting a cross-border team to work as one, I believe you could learn a lot from my insights.

Streamlining the path to success
Every project is different. But one thing is certain: Knowing the global and local requirements, combined with deep insights into what works and doesn’t, can streamline your path to success. Would you like a trusted partner to help you navigate faster to achieve your goals? Let’s talk.

Find out about our US presence here

Relevant differentiation is key
Are you planning to grow your business by bringing a new product to market? Or maybe you’re extending a portfolio of existing products for new markets? Regardless of your specific situation, in my experience it’s not uncommon for companies to neglect to truly study and know their competition and to differentiate themselves in a way that is relevant to their customer target group – all linked to an overarching marketing strategy and approach. Another pitfall is that the roll-out strategy lacks local anchoring, buy-in and commitment from the sales teams.

Analyzing the ‘money flow’
Another key factor is that “the product flow and money flow” need to be considered from the start. What do I mean? It comes down to understanding who is going to pay for what – and whether your assumptions are realistic. Local healthcare situations vary a lot, depending on whether private insurance will cover the costs or whether the costs are covered by public health care or even by the patients themselves. How will different key stakeholders be shouldering the costs? If the phama-economics are not carefully through-through, the product may be doomed to fail from the start.

Bringing it all together
From global or local strategy to successful local roll-out, I would be delighted to provide input on these matters – by product, market, sector or region – depending on your needs. Smart strategic thinking about lifecycle management from the start can save a lot in the end.

Does your company have a strong board with a healthy mix of gender diversity, nationalities, relevant international experience, a great contact network and an ambition to work hard? If not, let’s find a clever solution.

Closing the knowledge gap
Startups often say their resources are stretched and that they cannot afford a high-powered board. Other describe their board as an “old boys’ club” lacking key competencies such as international sales and marketing, global strategy, corporate governance, sustainability or digital transformation. Still others had hoped their Board members would be “door openers” to new business or relationships but become disappointed when few doors actually open.

Connecting executives with their goals
Over the years, I have served as executive board members of several legal entities in Europe and Asia. Throughout this time, I served as the president of a supervisory board of the Nordic Countries. I hold certificates from INSEAD in Corporate Governance, the Board Initiative Program, M&A and Corporate Strategy as well as Harvard University in Building and sustaining competitive advantage. Today, I can offer this experience to support with mentoring and non-executive board assignments.

Specialized US expertise
My colleague, Steve Thornton, an independent board professional and healthcare advisor who lives in the Washington D.C. area in the US, can also support you with extensive knowledge of the North American market for devices and pharmaceutical products and is offering high level consulting for C Suite and BODs.

Find out about our US presence here

Services include:
• Non-executive board director
• Board advisory support
• Interim management positions
• Mentoring activities

Certificates:
• INSEAD Alumni Germany, Board Initiative
• INSEAD International Directors Program, Certificate in Corporate Governance