JL
Eight years building strategic partnerships across healthcare and engineering — owning €100M+ in key accounts, negotiating at decision-maker level across 15+ countries, and orchestrating the cross-functional teams that deliver.
I build strategic partnerships that move complex, regulated markets.
At Catalent Pharma Solutions I own a cumulative volume above €100M and run several flagship key accounts end-to-end — from first negotiation to global delivery across 15+ countries. In practice that means negotiating at decision-maker level with international clients and regulators, building durable long-term relationships, and acting as the central link between external stakeholders and internal cross-functional teams, including strategic updates at VP level.
My MBA added a data-driven lens on growth and stakeholder value: I think in metrics, forecasts and lasting relationships rather than isolated projects — the difference between project delivery and real partnership building. I'm now moving into digital health, applying key-account leadership, negotiation and cross-team orchestration to the digitalization of patient care.
Three things I do that move organizations forward.
IT and partnership organizations scale through exactly this pattern: many autonomous external players — vendors, system integrators, tech partners — synchronized across time zones, jurisdictions and compliance regimes onto one shared delivery date. I've run that for 12+ parallel global programs across 15+ countries, as the central interface between clients and internal teams up to VP level.
The most expensive gap in IT and partnership projects sits between what business and partners ask for and what engineering builds. Whoever speaks both languages fluently prevents friction, misinterpretation and scope creep right there. I translate complex requirements into robust functional and technical specs on an engineering foundation, with hybrid (agile + classic) project management.
IT projects and partnerships rarely fail on technology — they fail on late-spotted risk, unclear escalation paths and budget overruns that only surface in the status meeting. I treat risk and budget as live control variables, not a monthly report: full ownership of budget, revenue forecasting and invoicing, backed by KPI reporting and Power BI rather than gut feeling — which let me actively prevent four critical escalations.
Own €100M+ across several flagship key accounts — negotiating at decision-maker level with international clients and regulators across 15+ countries, and leading a 6-person team.
Led the largest project in company history (~€10M), coordinating 7 interconnected systems and cross-functional teams from concept to delivery under strict schedules.
Integrated high-speed digital systems and drove measurable efficiency gains through Lean / Six Sigma across international production sites.
Beyond the day job — where I share what I learn and build what's next.