SVP – Digital and Customer Platforms — Quality And Supply Network

The mandate

A pharmaceutical quality-and-supply network is preparing for launch while batch, release, supplier and distribution status remain fragmented across validated systems and spreadsheets. Teams can reconstruct the truth, but not quickly enough to manage scale or a disruption. The current digital leader is leaving. An urgent replacement SVP will establish governed platforms before first commercial supply.

Approximately 600 employees and material partners work across quality, planning, manufacturing, external supply, logistics, technology and data from Copenhagen across the wider region. The SVP owns digital strategy, product platforms, integration, digital operations, adoption and delivery, reporting to the Group Chief Executive or nominated sponsor. Quality and authorised release decisions remain independent.

The first product is reliable batch state. Material, manufacturing step, test, deviation, release and market disposition must connect without teams stitching identifiers manually. The SVP will define canonical events, data ownership and exception handling. A dashboard may display status only when the source and decision meaning are clear.

Quality systems are validated, but interfaces and downstream analytics also influence decisions. The leader will apply risk-based validation, change control, access and audit trail across the complete use. Exporting controlled data to a spreadsheet does not remove its regulated consequence.

Supplier collaboration needs a governed boundary. External manufacturers, laboratories and material suppliers should submit schedule, quality and release information through controlled routes. Portal access, identity, version and acknowledgement must be traceable. Email attachments and re-keying will be reduced without exposing unnecessary internal data.

Launch planning requires scenario visibility. Demand, yield, batch timing, testing, release and distribution interact. The platform will show constraint and consequence, enabling authorised teams to decide. Algorithms may recommend schedules, but planners and quality owners need assumptions, override and monitoring.

Deviations and change controls should connect to supply impact. The SVP will ensure affected batches, markets and launch milestones are visible without pressuring investigation conclusions. Operational urgency can inform prioritisation; it cannot determine root cause or release.

Serialization and traceability need end-to-end testing. Market identifiers, pack data, repositories and partners differ. The digital team will run representative and failure scenarios, including correction and rework. A technically accepted message that cannot support product verification or recall is not complete.

Customer platforms in this network include market and distribution users who need product availability and issue status. Information should be accurate, permissioned and appropriate to role. The SVP will avoid exposing internal quality detail while ensuring external teams receive timely, actionable communication.

Data integrity principles will be embedded in design. Attribution, legibility, contemporaneous capture, original records and accuracy require workflow and access choices, not poster campaigns. Manual correction needs reason and review. System clocks, interfaces and audit trails must align sufficiently to reconstruct events.

Platform reliability will reflect launch consequence. Critical services need service objectives, dependency maps, recovery, reconciliation and manual continuity. Cyber response may require isolation; the business must know which regulated activities can continue and how records return safely.

The portfolio contains too many projects. The SVP will rank work by launch path, compliance exposure and constraint release. Features without a product owner or adoption plan will stop. Benefits will be measured through reduced reconciliation, faster decision and fewer exceptions, not installation.

Digital capability needs proximity to users. Product managers and engineers will work with quality and supply teams, understand validated practice and observe supplier interactions. The replacement leader will develop successors and document architecture and vendor knowledge before the incumbent exits.

What you will own

• Quality-and-supply digital platform strategy.
• Batch, release, supplier and distribution visibility.
• Validated integration, data integrity and access.
• Planning algorithms and governed human override.
• Supplier and external customer platforms.
• Serialization, reliability and cyber continuity.
• Product portfolio, adoption and measured benefit.
• Digital talent and succession.

The first 12 months

In the first 30 days, trace launch batches across systems, identify manual reconciliations and protect any uncontrolled status decision. Complete critical incumbent knowledge transfer.

By month five, release governed batch-state and supplier products, test serialization and establish patient/product-consequence recovery. Stop lower-priority projects.

At twelve months, achieve 98% automated traceability for launch-critical batch events, reduce manual status reconciliation by 70% and improve decision lead time by 40%. All material digital changes should have risk-based validation and approval, while critical platforms complete recovery with no missing batch, release or market event.

What the sponsor will examine

• Batch state derived from authoritative events.
• Analytics remaining inside validated decision control.
• Suppliers exchanging controlled information.
• Planning automation exposing assumptions and override.
• Serialization tested through correction and recall.
• Recovery reconciling every regulated event.

The person

You bring 22–28 years in digital product, technology or manufacturing systems leadership in pharmaceuticals or another validated environment. Your record includes launch supply, quality platforms, external manufacturing integration and regulated data integrity.

Candidates must demonstrate how a digital product changed a release or supply decision without intruding on quality independence. The permanent appointment is onsite in Copenhagen, with global supplier and site engagement.

Compensation and terms

Base compensation is DKK 2,550,000–3,500,000 plus annual incentive and long-term participation tied to launch readiness, traceability, reliability, data integrity and leadership. Based full-time at the Copenhagen operating hub, the appointee is accountable to the Group Chief Executive or the executive-committee member named as sponsor. Replacement is urgent during active digital delivery.

Confidentiality

The enterprise, products, batches, quality systems, suppliers, platforms, security and launch plans remain confidential. Further material follows conflicts and signed confidentiality. Applicants must not contact pharmaceutical suppliers or technology vendors to identify the organisation.