EVP – Risk and Resilience — Mature-Brands Division

The mandate

A privately held pharmaceutical enterprise is preparing a mature-brands portfolio for divestment across markets with different marketing authorisations, safety arrangements and supply routes. Separation teams are moving quickly, but regulated continuity and operational resilience lack one accountable owner. The board has created an urgent new EVP – Risk and Resilience role before buyer diligence and cut-over intensify.

Approximately 875 employees and material partners span commercial, medical, safety, quality, regulatory, supply, technology and shared services from Singapore across the region. The EVP owns enterprise risk, operational resilience, first-line control, transaction continuity and board assurance, reporting to the Group Chief Executive or nominated sponsor. Quality, safety and regulatory leaders retain their independent authorised responsibilities.

The first requirement is a product-obligation map. Marketing authorisation, pharmacovigilance, complaints, recalls, medical information, supply and data retention may sit with different entities and partners. The EVP will assign ownership before, during and after transfer, including the exact evidence that confirms handover.

Risk appetite must guide deal pace. The organisation needs clear thresholds for incomplete safety migration, untested supply cut-over, unresolved data access and missing local authority. The EVP will state which gaps prohibit completion, which require compensating control and which can be accepted only by the board.

Pharmacovigilance transition deserves end-to-end testing. Sources include employees, partners, digital channels, patient programmes and distributors. Cases must reach the correct safety system within required time. The team will test duplicate detection, follow-up, reconciliation and exchange agreements, not rely solely on signed procedure.

Quality and complaint continuity must span both parties. Product complaints may arrive under old branding or through legacy channels after completion. The EVP will ensure routing, investigation, sample handling and trend data remain available. Recall simulations should include inventory and communications controlled by buyer, seller and distributors.

Supply resilience will be assessed by product and market. Minimum batches, release testing, licences, import permits and distribution can create single points of failure. Transition-service arrangements need alternates, inventory logic and escalation. Excess buffer cannot substitute for a transfer that remains technically unready.

Data separation introduces privacy and integrity risk. Safety, quality, regulatory, healthcare professional and patient records have different permitted uses and retention. The EVP will require access matrices, transfer validation and deletion or archive evidence. Copying entire systems for convenience is unacceptable.

Cyber and technology continuity must consider shared infrastructure. Identity, networks, interfaces and service providers may separate on different dates. The EVP will direct simulations of access loss, suspicious activity and restoration, including regulated backlog reconciliation. A successful technical cut-over is incomplete if authorised users cannot perform required work.

Third parties must know which organisation to serve. Manufacturers, laboratories, distributors, call centres and vendors need revised instructions, contracts and incident routes. The EVP will sample practical readiness rather than assume notice letters changed behaviour. Critical counterparties require named transition owners.

Issue governance will distinguish deal action from enduring control. Temporary workarounds need scope, owner, monitoring and expiry. The EVP will challenge extensions that become normal because closing occurred. Buyer and seller need a shared issue route while responsibilities overlap, with confidentiality and competition boundaries maintained.

First-line ownership is central. Functional and country leaders will attest readiness supported by evidence; risk will test and challenge. The new office cannot become the operator of every cut-over control. Where a business leader cannot explain the obligation or fallback, readiness is not established.

Board reporting will show exposure, dependency, control confidence and decision date. A long checklist completed by percentage can hide one catastrophic missing obligation. The EVP will elevate the small number of conditions that determine safe separation and state where independent functions disagree.

What you will own

• Divestment risk appetite and board assurance.
• Product-obligation and regulated handover map.
• Safety, quality, complaint and recall continuity.
• Supply, data, cyber and technology resilience.
• Critical third-party transition readiness.
• First-line evidence and independent testing.
• Temporary controls and post-close exit.
• Risk leadership and succession.

The first 12 months

Within 30 days, map every material regulated obligation, identify completion blockers and test the most fragile safety and supply hand-offs. Establish cut-over appetite and escalation.

By month five, complete integrated simulations, validate data and access migration and obtain evidence-backed first-line attestations. Agree post-close issue and service governance.

At twelve months, achieve 100% evidenced transfer of regulated obligations, reconcile every in-scope safety case and complaint through cut-over and complete all critical product continuity tests. No material supply interruption, lost regulated record or overdue report should arise from separation, and 90% of temporary controls should exit by their planned date.

What the sponsor will examine

• Obligations assigned beyond legal completion.
• Risk appetite capable of delaying the transaction.
• Safety cases reconciled across every intake source.
• Recall and supply continuity tested jointly.
• Data transferred by purpose and retention rule.
• Business leaders owning controls after risk challenge.

The person

You bring 22–28 years in pharmaceutical risk, quality, safety, compliance or transaction resilience. Your record includes a regulated carve-out, divestment or major separation across Asian markets and direct board assurance.

Candidates must demonstrate a transaction gate they stopped because evidence was incomplete and a temporary control they successfully retired. The permanent onsite role is based in Singapore with significant regional and counterparty engagement.

Compensation and terms

Base compensation is SGD 420,000–570,000 plus annual incentive and long-term participation linked to safe separation, obligation transfer, resilience, evidence and risk leadership. This permanent executive will work onsite from Singapore and answer to the Group Chief Executive or the appointed executive-committee sponsor. The role is urgent before transaction gates close.

Confidentiality

The enterprise, brands, markets, safety data, quality records, buyers, advisers and separation controls are confidential. Further information follows conflicts and signed confidentiality. Applicants must not approach pharmaceutical companies or transaction participants to infer the client.