Frederico José Bighetti Magro

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Worked with healthcare practitioners, providing them with data on evolving science, evidence-based on practice studies regarding the products Spiriva (tiotropium, for chronic pulmonary disease) and Sifrol (pramipexole, for Parkinson's disease). I also negotiated with healthcare plan providers (Medial and Cabesp) both drugs incorporation to their reimbursement list and I set some actions focused on minimizing reimbursement refusals; Took part in the inclusion of Spiriva in the positive list of the Secretariat of Health of São Paulo, contributing with practices focused on improving treatment adherence, such as: (i) training on the correct use of the inhaler device, (ii) assistance to healthcare professionals among others to properly fulfil the drug request form aiming to mitigate errors and patients? recalls and (iii) organization of medical lectures; Worked close to Marketing Dept. during the launch campaign of Spiriva Respimat and pre-launching of Sifrol ER. During this period, I developed market intelligence reports IMS, Audit Pharma and Close-up database.

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Led the start-up of this business unit in Brazil. Reporting directly to the headquarters in US, I conducted the verticalization of the division, moving it from the mere sales of chemical specialties to the sales of full product development projects with focus of dermatology (product concept, prototypes, toxicology testing protocols and launching). Responsible for all commercial management, contracts and prospection of new opportunities; Achieved CAGR of 16% (USD 2 million in 2012) and developed more than 20 projects. Management of 2 people. The fact that several products were successfully developed and launched drove some customers to build their own local development centres;

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Responsible for the sales of medical devices to the private market (companies, clinics, distributors, etc). CAGR > 10% over the period. Development a strategy for the local sales of ?ready-to-administer? drugs (antiemetics and anaesthetics) in prefilled syringes, however, this unit was further sold to Fresenius; Development of projects along with customers: (i) incorporation of a new ultra-fine pentapoint pen needle to key customers (additional turnover of BRL 700K), (ii) ?early assessment programme? of BD PhaSeal (device to hermetically seal vials) in infusion clinics and some (iii) cost-avoidance analyses; Responsible for the P&L. forecast and market planning. Direct management of two headcounts. Acted in some product launchings and organized medical events, webinars and the BD Connect Brazil 2014.

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Coordinated a PDP project (Taxotere, oncology), since the business case development (forecast scenarios, price simulations and P&L), identification of the public and private partners, definition of timelines and responsibilities. Took part in prices? negotiations with the partners and in the project submission to GECIS (Executive Group for the Health Industrial Complex). Responsible for the communication amongst partners, government and within the company. This project was considered one of the most important for the company in 2015; Worked on the project involving Lantus (insulin glargine) submission to CONITEC. I decided to leave the company to move to England because I was approved in the MSc programme in Health Economics.

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In charge of pricing and reimbursement strategies for BMS pipeline, as follows: development of business cases, pre-assessments before regulatory submission, pricing approval at CMED, implementation of competitive intelligence tools to track CMED, CONITEC and ANS decisions. Direct participation in the new products launching processes; Led the whole HTA project of Revlimid (lenalidomide) to Rol/ANS (private setting) resulting in its inclusion in the national formulary for three indications of multiple myeloma and one for myelodysplastic syndromes with del(5q). The close collaboration with medical, marketing and WW HEOR teams were crucial to the success of the projects; Management of HTA projects targeting central agencies (ANS and CONITEC) and individual payers for the whole BMS portfolio, which comprises oncology, haematology, immunology and cardiovascular products; Development of market access strategies and initiatives (e.g. account plans, value proposition tools and trainings) to support the interactions of the in-field access team with key stakeholders. Took part in the inclusion of BMS products in protocols at decentralized private payers for multiple mieloma, renal cell carcinoma and melanoma; Coordinated RWE retrospective studies focused on understanding treatment patterns in the private setting, as well as projects involving DataSUS in order to fine-tune access strategies of Revlimid and Opdivo in the public setting; Focal point of several world-wide initiatives, such as the development of outcome-based agreements, global value dossiers, economic models, researches and access tools. Responsible for local budget and vendors management; Participation in external committees and working groups at Interfarma and Sindusfarma (e.g. Economic Affairs, Advanced and Cell Therapies, Market Access, etc), as well as in international conferences (e.g. ISPOR, HTAi, etc); Fifteenth employee to join Celgene Brazil. I contributed to structuring the market a