M&A Carve-Out

• The team at London Strategy has experience in running end-to-end Carve-out projects
• We have the ability to bring deep functional expertise, as needed, in areas such as Operations, Supply, Finance and Accounting, Human Capital, Sales and Marketing, and Information Technology
• We assist in developing carve-out plans and executing a timely separation of the divested business
• Our team has run carve-out processes including diligence up to Board recommendation regarding the project
• We provide active project monitoring - through the ‘Carve-out Programme Management Office’ - to address risk and cross-functional issues

Out-licensing and Distributor Expansion

• Our Client went through a series of cost reduction initiatives
• This has impacted its operating model and way of working in many markets
• They have decided to progress with out-licensing partners and new distributors
• The client required to have structured programme management, change management and leadership support
• We have engaged with Head of Commercial of Europe, Middle East and Africa

Life Sciences Industry - Strategic Review

• The Client was undergoing a strategic assessment and planning phase at the corporate level
• C-level executives required to assess the industry in various aspects to inform corporate and functional strategy
• Additionally, they needed to review their portfolio and short-medium-long term impact of changes
• Using the guidance to update the Company’s Ten-year strategy

Functional Strategy

• A global pharmaceutical company was undergoing a significant transformation through new product launches and geographic expansions
• The company had virtual manufacturing and supply chain operations significantly depending on CMOs, CDMOs and CPOs
• The management team required to pose and assess the design principles, strategic prioritisation and risks
• London Strategy engaged with Chief Technical Operations Officer

Operating Model Assessment

& Change Project 

The client required to transform its operating model in specific geographical regions, rationalising processes, infrastructure and supporting platforms as a key component of the company’s restructuring exercise.

The project consisted of 2 workstreams:

1. Ensuring the operational activities across the regions maintain continuous supply and compliance despite the restructuring activities.

• This resulted in the closure of selected legal entities and the transfer of processes and activities into either regional or central management functions.

2. Strategic assessment, selection and implementation of new partners in the impacted regions to ensure commercial success.

Business Transformation: Brexit

• In March 2017 the UK triggered article 50 to leave the European Union in March 2019. In May 2017, the European Medicine Agency suggested Pharma companies take necessary actions to move their marketing authorizations, inventory ownership and product quality release to a legal entity within a country in the European Union.
• This had an impact on our Client due to its current UK based Operating Model for Europe.
• Our main objective for this project has been business continuity to ensure undisrupted supply to our patients.
• In June 2017, we helped our client on assessing the impacts, creating decision strategy and timeline. We implemented a process and got answers to 3 key questions: Location of Marketing Authorization Holder Legal Entity (MAH), Location of Inventory Owner Legal Entity, Location of Product Quality Release Centre.
• Following structuring the decision strategy with appropriate governance we have prepared our client for the worst-case scenario. 

Project Management In Life Sciences 

There are three layers of involvement in managing changes/projects. Leadership involvement and coordination is the key for success.

• Leadership Team: Assessment of complexity, priorities and resources, delivery timelines, feasibility and cost. Tracking activities and ensuring delivery. 
• PM, Extended LT, Coordination: Project planning, detailed activities, dependencies and impacts across functions. Implementation tracking and progress updates.
• Implementation Teams: Owning project plans, risks and issues. Getting the actual work done as per requirements. Providing update regarding progress on activities.

P2P Process Improvement

Effective from April 2017, all large UK companies and limited liability partnerships ( LLPs ) will have to publicly report twice a year on their payment practices and performance, including the average time taken to pay supplier invoices. This will have an impact on the reputation of companies if suppliers are not paid on time as such information are available publicly.

Primary objectives:

• Simplify processes for internal stakeholders and vendors
• Identify and implement Process Improvements in a cost-efficient manner
• Align on Cross-Functional responsibilities and raise ongoing accountability