Senior Partner – Transformation — Mature-Brands Division

The mandate

An advisory partnership is creating a new Senior Partner seat for pharmaceutical patent-expiry transformation across Asia. Clients often approach expiry with a cost target but incomplete understanding of country access, supply, regulatory maintenance and patient obligations. The urgent appointee will originate board-sponsored programmes that convert revenue decline into a deliberate future model rather than indiscriminate withdrawal.

Approximately 400 employees and material partners form the relevant strategy, commercial, supply, finance, people and transformation perimeter. The Senior Partner reports to the Global Managing Partner and regional partner council, owning origination, engagement acceptance, delivery, value, risk and senior talent. The onsite Singapore advisory role is classified as CONTRACTOR.

The proposition will begin with market-by-market expiry mechanics. Patent, regulatory, tender, channel, prescribing and competitor dynamics vary. Teams will build volume, price, inventory and cash scenarios, avoiding a single global erosion curve. Decision triggers should precede the point when decline becomes visible in reported revenue.

Mature-brand strategy includes patient need. Some products remain clinically important in markets with limited alternatives. The practice will assess responsible supply, access and regulatory maintenance before recommending exit or transfer. A low financial return does not erase an obligation, though it may justify a partner or different model.

Operating-model work will trace activity to portfolio. Country teams, agencies, distribution, medical information, safety and quality may support multiple brands. The Senior Partner will distinguish direct removal, shared capability and stranded cost. Broad percentage cuts often produce hidden backfill or weakened obligations.

Supply transformation requires demand and technical truth. Minimum batches, yield, expiry, change approval and distribution determine the feasible footprint. Teams will design inventory and manufacturing transitions that protect continuity while avoiding excess write-off. Outsourcing or transfer needs quality and regulatory readiness.

Commercial change will preserve compliance. Field, channel, patient and customer services may shrink, consolidate or partner. Incentives must not encourage inventory loading before exclusivity loss. Contract and channel data will be monitored for returns, rebates and unusual purchase patterns.

Lifecycle investment should have real value. Formulations, devices, evidence and services may support patients, but cannot be recommended solely to delay legitimate competition. The practice will require scientific, regulatory and economic rationale and state where an action is better framed as responsible maintenance.

Workforce programmes need country-specific consultation and capability transfer. Small mature-brand teams may hold crucial regulatory or supplier knowledge. Retention should be targeted and time-bound. Advisers will include severance, redeployment, external cover and implementation cost in net benefits.

Transactions can provide continuity. Licensing, divestment or distribution partnerships may preserve brands that no longer fit the originator. The Senior Partner will compare value, execution, retained obligation and counterparty capability. Highest upfront payment is not always the best risk-adjusted answer.

Benefits will distinguish cash, cost avoidance, working capital and strategic option. Baselines should reconcile to ledgers and market scenarios. Temporary vacancies and reduced discretionary activity are not structural transformation. Outcome reviews will test whether the future model operates without consultant workarounds.

The Senior Partner will challenge board optimism and management defensiveness equally. A sponsor may expect faster savings; a country leader may overstate local uniqueness. Recommendations should present evidence, consequence and decision, with unresolved uncertainty visible.

The new practice must build regional depth. Local regulatory, payer, supply and employee-relations expertise will shape each programme. Emerging partners will receive board exposure and account ownership. The franchise cannot depend on one senior rainmaker.

What you will own

• Patent-expiry transformation proposition across Asia.
• Board origination and engagement acceptance.
• Market scenarios, operating model and supply transitions.
• Patient access, regulatory and compliance safeguards.
• Workforce, transaction and partnership choices.
• Benefits, outcome assurance and client handback.
• Regional specialist and partner bench.
• Practice economics and reputation.

The first 12 months

Within 45 days, review the active pipeline, identify weak erosion assumptions and establish a market-specific diagnostic. Decline pursuits seeking unsupported predetermined savings.

By month six, launch three board-sponsored programmes with product-continuity gates, ledger baselines and named client owners. Develop regional leaders around each.

At twelve months, secure SGD 80 million of quality-reviewed revenue at target contribution and verify SGD 500 million of annualised client value. At least 90% of critical product obligations should transition on plan, and client leaders must independently operate the future model in eight engagements. Three emerging partners should own substantive board relationships.

What the council will examine

• Erosion scenarios reflecting local market mechanics.
• Patient and regulatory obligations surviving decline.
• Cost removal net of shared work and backfill.
• Supply transitions balancing expiry and continuity.
• Transactions assessed beyond headline proceeds.
• Practice leadership distributed regionally.

The person

You bring 28+ years in pharmaceutical transformation, mature brands, strategy or top-tier advisory across Asian markets. Your record includes patent-expiry operating change, supply, country restructuring and board origination with measured value.

Candidates must demonstrate a market exit they redesigned to protect patients or regulatory obligations and an outcome sustained after adviser exit. The onsite Singapore role requires extensive regional client travel.

Compensation and terms

Base compensation is SGD 600,000–850,000 plus annual incentive and long-term participation linked to client value, product continuity, quality revenue, practice growth and partner development. Working from Singapore as an onsite advisory leader, the Senior Partner is accountable to both the Global Managing Partner and the regional partner council. The urgent new seat supports active board opportunities.

Confidentiality

The partnership, clients, brands, markets, patients, suppliers, benefits and commercial pipeline remain confidential. Further information follows conflicts and signed confidentiality. Applicants must not approach pharmaceutical boards or advisers to identify the hiring organisation.