General Manager (Ad Interim); East Operating Unit @ Novartis
Bachelor of Arts (B.A.), Business @
Saint Lawrence University
Accomplished and driven pharmaceutical executive with interest and expertise in sales strategy and field force effectiveness. Strong leadership skills with a wide breadth of commercial experiences. Proven ability to translate and integrate customer and market place insights into creative and actionable field force strategies and tactics that drive revenue and market share. Adept at synthesizing complex information
Accomplished and driven pharmaceutical executive with interest and expertise in sales strategy and field force effectiveness. Strong leadership skills with a wide breadth of commercial experiences. Proven ability to translate and integrate customer and market place insights into creative and actionable field force strategies and tactics that drive revenue and market share. Adept at synthesizing complex information and leading cross-functional teams through periods of change.
Sr. Director, Business Development @ From September 2015 to Present (2 months) Parsippany, NJExecutive Director, Commercial Operations @ Led a Commercial Center of Excellence, developing and executing a broad range of strategic initiatives supporting both General Medicines and Oncology business functions. Led a team of 30 employees and 70 Contractors, directly responsible for Customer Interaction Center, Regulatory Operations and State Law, Field Systems and Reporting, Data Management and Operations, Marketing and Sales Operations. Manage a $35M Operational Budget and $25M Data Budget to strategically enable Marketing and Field Force operations of ~2000 Field Associates.
•Led the General Medicines iPad commercialization project of moving to a single device, project team global award
•Re-negotiated speaker program vendor contract resulting in >$1.5 MM savings; Improved speaker program process
•Established a Specialty Pharmacy (SP)/HUB data aggregator capability provisioning more timely and accurate SP data enabling better business decisions
•Developed and rolled-out Field Force reporting tool creating organizational efficiencies; retired over 50 field reports
•Streamlined speaker program attendee capture process improving accuracy of HCP spend reporting and enhancing field force productivity
•Enhanced the sales force automation system by refining account affiliation information
•Implemented a needs assessment capability for speaker & lunch/learn programs resulting in $6MM savings
•Optimized market data purchases realizing >$3MM savings From April 2012 to June 2015 (3 years 3 months) East Hanover, NJGeneral Manager (Ad Interim); East Operating Unit @ Led a sales organization of over 1200 employees while driving revenue of $1.4B during an organizational restructuring effort
•Exceeded top line budget objective by 6%, and bottom line budget by 2%
•Effectively motivated and led sales and headquarter teams through organizational restructure From 2012 to 2012 (less than a year) East Hanover, NJSr. Director Sales, Sales Strategy & Business Planning @ Developed and implemented business strategies to drive revenue of $1.4B sales with over 1200 employees supporting a primary care portfolio of eight products.
•Optimized productivity by coordinating Operating Unit (OU) level resource allocations and customizing regional marketing tactics
•Developed and facilitated quarterly business review process identifying growth opportunities and optimizing resources to enhance sales force effectiveness
•Created Operating Unit product launch plans based on differential regional potential; National “best practice” and led implementation efforts across all sales leaders
•Aligned managed markets, marketing and field force strategies, tactics and resources to help the OU consistently over achieve top line and bottom line budget results From 2009 to 2012 (3 years) Sr. Sales Director; East @ Chosen by Chief Marketing Officer to lead strategic sales force initiative to assess, develop and implement strategies to increase profitability in restrictive markets across the country as platform for future operating models
•Successfully implemented new Commercial/Go-To Market Model in 3 markets
•Led Northeast IMP team and provided strategic direction to East Region Sales Teams driving 5% incremental top line growth for primary care portfolio From 2007 to 2008 (1 year) Product Management: Cardiovascular/Metabolic Business Unit @ Developed and implemented sales force strategy and launch plans for strategic cardiovascular brands
•Business excellence award for launch readiness efforts from VP of Marketing
•Led team responsible for targeting and segmentation strategy, training, communication, budget and promotion
•Primary liaision to Senior Sales Leadership in developing geographical tailored business plans From 2006 to 2007 (1 year) Brand Management: Cardiovascular @ Created and facilitated the execution of the product launch plan and strategies, including an accelerated launch program that generated sales in excess of $1B.
•Managed the Crestor sampling strategy with a budget of over $40 million, accelerated brand awareness levels
•Commercial lead for National and Regional Ad Boards, Educational Networks and Regional Consultant Conferences From 2003 to 2005 (2 years) Region Director @ Led a sales organization driving $1 billion in product sales, managing a $4 million budget and a team of 90 employees.
•Top region for product sales performance, Circle of Excellence winner
•Appointed to lead sales force expansion for northeast region
•Chosen by VP Sales to represent Field Force and provide input to Crestor brand team to shape sales force strategy From 1999 to 2002 (3 years) Executive Director; Marketing & Sales Operations @ Strategic and tactical responsibility for identifying, developing and executing marketing and sales capabilities across the commercial organization.
•Led team of 25 employees, managed budget (including capital budget $10M) and work activity of 100 consultants
•Develop and enabled sales and marketing capabilities by strategically translating business needs into actionable M&S Capabilities: Targeting, product life cycle management, video detailing From 1997 to 1999 (2 years) National Director: Sales Operations @ Established and integrated a national field force planning process into the brand portfolio planning process to optimize commercial effectiveness and profitability.
• Managed a team that facilitated the implementation of field initiatives in support of in-line brands; facilitated the implementation on national tactics enabling Prilosec revenue to mega brand status
• Created and facilitated the process for providing market/customer insights and assumptions into the forecasting model
• Hired and developed future commercial (sales & marketing) leaders From 1995 to 1997 (2 years) Business Planner @ From 1994 to 1995 (1 year) District Manager @ From 1992 to 1994 (2 years) Professional Representative @ From 1989 to 1992 (3 years)
MBA, Marketing and Health Care Administration @ Binghamton UniversityBachelor of Arts (B.A.), Business @ Saint Lawrence University David Goldberg is skilled in: Cross-functional Team..., Leadership, Team Leadership, Pharmaceutical Sales, Sales Effectiveness, Sales Operations, Pharmaceutical Industry, Product Launch, Strategy, Cardiology, Managed Care, Gastroenterology, Endocrinology, Neurology, Hospital Sales, Diabetes, Medical Devices, Healthcare, Rheumatology, Market Access, Internal Medicine, Hospitals, Pulmonology
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