LEO Pharma · Senior Global Business Process Owner

How I think aboutthis opportunity.

What caught my attention

One system, 30+ markets. Each market knows its own reality better than we ever will. Global sees the whole, and has to stay sharp to each. That view is the only reason the line between what stays the same and what should not sits with Global. When local needs and global standards pull apart, the tiebreaker is what reaches the HCP, and through them the patient.

What I think is at stake

A new platform is a real ask. These teams learned the current way of working, and it gets them through the week. Nobody gives that up on a rollout date. They give it up when the new way saves them time in the first month. Making that true is ours: the process has to arrive with the training, the templates and the support already in place.

Where I’d start

In the field. The ride-along cannot be skipped. You can read a process map, but not what it costs to run. A day inside a few affiliates: the steps as written, and the spreadsheet next to the CRM. That spreadsheet is not resistance. It is the gap between what the system gives and what the work needs, and that gap is ours.

Contribution

Where I’d contribute

Decide against criteria, not pressure

What the role needs

“Proceeding when alignment is reached, escalating when it's not.”

What I’d contribute

Decisions come from criteria we agreed in advance, not from who pushed hardest. Every request gets sorted first: does it break the process, slow it down, or is it something someone would prefer differently. Those categories are set with the functions before any request arrives, so the argument happens once, about the rules. Every decision is written down with the reasoning. To reopen one you bring evidence against the criteria, not a louder version of the same request. Escalation runs on the same categories, which makes it a route rather than a last resort, sideways as much as upwards.

What I’d ask

Which process decisions sit with the portfolio owner in practice, and which go to a steering group?

The specification is a business decision

What the role needs

“You shape how processes should work, and IT builds to that specification.”

What I’d contribute

A specification is where three things have to meet: what the vendor gives out of the box, what our own IT can configure on top of it and at what cost, and what the business actually needs. Holding all three together is the job. Without the first two it is a wish list, and it comes back as a change request three months later. Without the third, we configure what was easy rather than what was needed. So the list gets written before the build, by the people who will own the outcome, and nothing goes live until it does what the list says.

What I’d ask

How much of the platform is configuration versus what comes as standard, and who decides where that line falls?

What runs on its own still needs tending

What the role needs

“Global standards are self-sustaining, through train-the-trainer and local enablement rather than central enforcement.”

What I’d contribute

A standard holds when a market can run it without us in the room, and it only stays that way if someone keeps watching it. So it gets built with the adaptable parts named: what a market may adjust, and what stays the same everywhere. The rest is relationship work, and it never finishes. Train-the-trainer is not a deck handed over; I am in it, and it gets better each round because I watch where it breaks. Markets teach each other faster than we teach them, but only when coming to the table is worth their time, and earning that is my job. So I bring what they cannot get on their own: what worked in the other markets, what other pharma does, what FMCG and fintech solved years ago. That is what a local champion can use, and champions are what move a market.

What I’d ask

Which behaviours and outcomes will define adoption for the first processes, beyond logins and training completion?

Experience

The experience I bring

Download CV

Build globally

The one tool a rep opens in front of a customer.

Roche Global Diagnostics2023–2025

I owned the operating model for the global sales-enablement platform, the approved content library beside the CRM: intake, prioritisation, build standards, approval, market adaptation, release. I onboarded 20+ countries and 1,600 reps; the platform later carried 40+ countries and roughly 6,000. The rollout plan did not move adoption; the thing I chose not to build did.

See the decision behind the system

Own locally

The receiving end of everything Global sends.

Roche Hungary2025–2026

I owned brand strategy, planning, budget and omnichannel execution for Hemlibra and Vabysmo, across Medical, Market Access, Sales, global teams and agency partners. I built the segments myself, ran the A/B tests and shipped a 12-week journey of 24 emails in Salesforce Marketing Cloud. One full cycle, taken on purpose.

Design from first principles

Where the systems thinking came from.

Publishing and cultural work2016–2023

80+ internally edited books, 100+ international adaptations, two board games and a full identity system for the Association of Hungarian Photographers. Visual clarity is part of how a message lands, and an interface people find clear is an interface they adopt.

See selected work

Case study

Across 40+ countries and 6,000 users, weekly engaged-user adoption went from 20% to 55%, measured as the share of eligible users active on at least three separate days per week.

Our largest market by revenue asked for a reporting builder that could assemble any dashboard, at any level of complexity. The request was right — they had the adoption to justify it. The rest of the world did not yet.

So I did not build it, and I did not refuse it. They got a dedicated person from the vendor, building their dashboards ad hoc, outside the standard product; they tested, and what worked went out to everyone. The capacity went into Modular Content: approximately 30 reusable page templates markets could adapt straight away. A reporting layer needs something to report on, and that is usage. Data first meant content first.

Adoption does not come from asking markets to use the platform. It comes from what is waiting for them inside it. So the test for every request was the same: how many markets can use this, and how soon?

A one-off build serves the market that asked. A reusable one serves everyone who comes next, including the markets that never ask for anything. That is where the capacity went — and why a request from the largest market did not automatically win.

Thirty page templates, ten for each of three products. A rep builds a page for one customer — a follow-up after a meeting, or the opening of a conversation — and inside that page each block moves only as far as its risk allows.

Claims stayed fixed centrally; hero images and MOA videos came from approved sets; markets owned the main message and contact details; documents entered from Veeva after local review. Nothing could be uploaded from a desktop. The person closest to the conversation is the one composing it, and nothing they compose falls outside what was approved.

The governed path

Approved assets → measurable use.

The chain that already existed

01Global assetsApproved in Veeva
02Thirty templatesTen for each of three products
03Local approvalBack into Veeva
04The rep’s folderBuilds a page
05Engagement dataCRM, then automation

Fixed centrallyApproved choiceMarket-owned

Hero imageApproved set

5 choices

Main messageMarket-owned

Key featuresFixed

Product imageApproved set

5 choices

DocumentsAfter local review

Mechanism-of-action videoApproved set

3 choices

ContactMarket-owned

ClaimsFixed

The MarTech side ran agile, and I worked it: PI planning to get the content system into the same roadmap as Veeva, CRM and automation, product demos to show what it did, and steady effort to win those owners over — so that when it came to content, everyone was pointing the same way. Towards the markets it ran on standing contact with cluster leads, open office hours and country demos, with the senior sponsors engaged throughout.

Adoption grew out of all of it, not out of the templates alone. What I did not expect was where the champions came from: the smaller markets, because what we built worked at every level, not only at the scale of the largest.

Taste

Association of Hungarian Photographers website interface

Association of Hungarian PhotographersDesign project manager · 2016–2017

A few hundred photographers, no two of them alike, all represented by one identity. The rebrand could have been about the association. I built it around the members' work instead.

A standard that flattens people is not a standard; it is a loss. So the system was made predictable in what it held and open in what it carried, across print, signage, exhibition and digital. It is the same thing I later asked of a platform serving 40+ markets.

View in the design portfolio

Typography redrawn for a Hungarian book edition

International book adaptationsGraphic designer and project lead, Pagony · 2017–2023

Adapting a foreign book is not translation. Quentin Blake's lettering does not exist in Hungarian, so we drew a typeface for it; the constraint was keeping his hand, not copying his letters.

One book is a decision; a hundred is a system. What stayed fixed was whatever kept the original recognisable, and everything else could move. Years later I built the same rule into pages a sales rep assembles for one doctor — claims fixed centrally, the message theirs — so the person closest to the conversation is the one composing it.

View in the design portfolio

Board gamesProduct and production design, Pagony · 2017–2023

A game only exists once someone sets it up and plays it. Every piece has to fit one box, interlock with the others, and make sense to a person who has never seen it before.

A game is judged in the first ten minutes: either you are already playing or the box goes back on the shelf. Platforms are judged the same way, which is why the first thing I hand a market is not a manual but a route that already works.

View in the design portfolio