ASCENT LOGIC Partners with Eva Pharma on Talent Assessment Initiative

Most pharma companies don’t have a strategy problem.  They have a focus problem.  And I’ve seen this from the inside — across 20+ years in leadership roles. Portfolios full of potential, but:  - too many priorities  - unclear resource allocation  - limited link between decisions and impact In my last CEO role, we challenged exactly this.  We simplified.  We focused.  We made tough choices.  The result?  A clear turnaround — from loss to profitability.  That experience shaped a conviction:  👉 Most portfolios can deliver significantly more than they currently do. That’s why we built Eskopeo Advisors.  A structured, pragmatic way to identify and unlock the value already there. No theory.  No noise.  Just impact. If you feel your portfolio is underperforming its potential — let’s talk.

After many years in consulting, one thing became very clear: The biggest difference between companies is not their assets. It’s how well they understand — and manage — their portfolio. We’ve seen: - portfolio decisions that transformed companies - and others where huge potential remained untouched. Same industry. Same type of assets. Very different outcomes. Why? We often see a lack of clarity and prioritization. That’s exactly where eskopeo comes in. We help leadership teams take a hard, structured look at their portfolio — and turn that into clear choices and measurable impact. Because portfolio strategy is not theoretical. It defines competitiveness! #pharma #strategy #consulting #portfolio #leadership

Most pharma companies don’t have a strategy problem.  They have a focus problem.  And I’ve seen this from the inside — across 20+ years in leadership roles.    Portfolios full of potential, but:  - too many priorities  - unclear resource allocation  - limited link between decisions and impact    In my last CEO role, we challenged exactly this.  We simplified.  We focused.  We made tough choices.   The result?  A clear turnaround — from loss to profitability.  That experience shaped a conviction:   👉 Most portfolios can deliver significantly more than they currently do.  That’s why we built Eskopeo Advisors.  A structured, pragmatic way to identify and unlock the value already there.    No theory.  No noise.  Just impact.    If you feel your portfolio is underperforming its potential — let’s talk.    #pharma #leadership #strategy #valuecreation #growth 

Most pharmaceutical portfolios are built on a contradiction. We want innovation, but we spend 80% of our energy managing legacy assets. We want speed, but we are weighed down by "historically grown" commercial models. At Eskopeo Advisors, we bridge this gap using the P-I-V Engine. It’s not just a framework; it’s a sustainability life-cycle: - PURPOSE: Does the strategy follow real patient demand? - IMPACT: Can we prove tangible outcomes for HCPs and caregivers? - VALUE: Does this impact generate the fuel for the next innovation? We believe, when clinical purpose and commercial performance align, growth isn't just a target — it becomes self-sustaining. We do not believe in "one-size-fits-all" consulting. We work as partners to find the "Hidden Champions" in your mix and re-allocate your resources where they actually move the needle. "Which part of the P-I-V cycle is currently the biggest challenge in your organization: Alignment or Execution?" #PharmaInsights #PortfolioManagement #Transformation #CommercialExcellence

Everyone wants senior expertise… but at a junior cost. Reality check: you can’t compress 15 years of experience into a “lean budget”. Investing in true seniority isn’t expensive — it’s what prevents expensive mistakes.

In many organizations, structures evolve step by step from operational needs. Processes are built, teams are formed, responsibilities are assigned. Commercial thinking is often added later, once the system is already in place. From the outside, this sequence looks logical. But in reality, it often creates friction that only becomes visible over time.  When Commercial and Operations develop separately, teams start working with different assumptions. Decisions require additional alignment. Responsibilities become distributed across interfaces that were never designed to work closely together. This is one of the core observations Kathleen and I discussed in our recent interview. We have repeatedly seen how difficult it becomes when market thinking and operational execution are not connected from the beginning.  Integration, from my perspective, is not an abstract concept. It is what determines whether a structure supports daily work or constantly forces teams to compensate for earlier decisions. Read more here:   https://lnkd.in/dmPenBeX Pharmaceuticals in good hands with #goodhealthcarepharma  #goodhealthcaregroup #goodhealthcareExperience Pharmaceuticals in good hands with #goodhealthcarepharma  #goodhealthcaregroup #goodhealthcareExperience 

In this on-site interview at LogiPharma 2026 in Vienna, Joydeep Ganguly, Chief Operations and Quality Officer at Agilent Technologies, joins Linda Kim for a conversation about Pharma’s Fourth Industrial Revolution (4IR) and what it means for operations, supply chain, quality, and people. Citing the 70-20-10 rule, Joydeep explains that transformation is 10% technology, 20% process redesign, and 70% culture and people. A central message from the discussion is clear: “you can’t have a 4IR playbook without having a 4IR workforce.” Digital transformation is ultimately human-centric, even when it appears to be a technology problem. 🎬 Watch the full interview: https://lnkd.in/gHTNSsih #AgilentTechnologies #PharmaSupplyChain #DigitalTransformation #LogiPharma #ColdChainPlatform #CCPinterview

If you're at Reuters in Barcelona next week (Reuters Events Pharma), don't miss Nazaré's Stephanie Plowright who will be talking about our latest research in to the Future of Field Excellence. If you can't make it then be sure to sign up for a copy of the report! https://lnkd.in/exTHD4g8

A leading wound care company was rethinking its emerging markets strategy, but its local teams were working from inconsistent, incomparable data sources. They needed a single, unbiased view of market size, growth trends and share across NPWT, Dressings and Biologics, country by country. WHAT SMARTADVISORY DELIVERED ❶ A bottom-up analysis of each country and product category, built by leveraging SmartTRAK's wide network of wound care experts ❷ Triangulation with local reports, regional data and a top-down analysis to create a complete, comparable picture across all markets ❸ A non-biased, leadership-ready view of each market that gave global and regional teams a common foundation for strategic dialogue and decision-making "Global and regional leadership is now equipped with a non-biased view of each market, enabling a more informed dialogue and the right strategy." Learn more about SmartADVISORY here: https://lnkd.in/erSR4dQJ #WoundCare #EmergingMarkets #Medtech #MarketIntelligence #SmartTRAK #SmartADVISORY

When Bayer announced their DSO, cutting management layers and creating thousands of autonomous teams, I was like: this is exactly the kind of transformation where the org chart becomes the bottleneck. Org charts aren't useless. But they only show reporting lines. When people contribute across multiple teams, projects, and geographies, that single view creates a (massive!) blind spot. What I learned working with teams inside Bayer is that the pain is very concrete. E.g. an expert search that takes a week instead of a click, or a restructuring planned on gut feeling because no one has a clear picture of who does what. The Swiss Bayer team mapped both realities side by side: formal structure and cross-functional work. And people like Rainer Braun championed this way of thinking long before it was easy to sell internally. Thanks again for the good collab! Full case study: https://lnkd.in/ectCfXhS