FREDERICK M. MACALINO
Sales and Commercial Operations
Analytical and Strategic Thinking.
People Development and Management
Medchoice Pharma Inc
VP Operations/Head of Business Support July 2017 – July 2019
Lead and Operationalize Business Enablers (Medchoice Ninja) of the company thru the different departments
- SFE, TRADE, HROD, IT, ACCOUNTING, REGULATORY, SUPPLY CHAIN and PURCHASING. Focusing on business efficiencies and commercial support, making it possible for subsidiaries to achieve their sales and strategic objectives.
Collaborate with different commercial subsidiaries on strategic planning.
Managed Commercial Operation of Medchoice Distribution Inc. (MCDI) a subsidiary focused on 2nd Brand Portfolio and targeted channel Distribution.
Responsible for the P&L of “Shared Services” (Medchoice Ninja) and MCDI Subsidiaries Sanofi Philippines
Head of Sales 2017 – June 2017
Lead the sales and business activities of Pharma with the objective of achieving overall sales and marketing objectives thru efficient, effective and profitable operations within Company standards. Contribute to top line upside for Renal, Cardio-Thrombo and transplant portfolio. Business Manager 2014 – 2016
Manage 3rd Party Partners of Sanofi and Base Business. This includes contract negotiation, development of portfolio for partnership, products for re-patriation and Base Business LRP.
Responsibilities include Development of sales and marketing plans, Implementation of strategies and achievement of sales objectives for Sanofi partnerships and total Base Business.
Negotiate for contract renewals and product repatriation. National Sales Manager 2007 - 2013
Headed and led different teams - Uro-CNS and Bone, Cardio-Thrombo, Multi-Specialty, Primary Care in execution of different marketing strategies, activities and achieve sales objectives. Spearheaded company initiative on Zone Planning and Hospital commercial policy.
Led the teams during the transformation period coming from the impact of MDRP. Senior District Manager 2003 - 2007
Responsibility also includes Team initiatives or projects that includes spearheading Hospital penetration project, Target setting, Team configuration, Expansion and TMD segmentation outside of District manager responsibilities
District Manager 1998- 2003
Under PHD (Personal Healthcare Division)/CHC (Consumer Health Care) Division Sanofi handling the whole district of Region 1,2 and 3 with 6 PSRs, Promo Dicers and 2 Project Coordinators. Portfolio includes consumer brands like Lactacyd feminine wash and baby wash; Ethical brands for Derma, Pediatrics and Ob-Gyne.
GX International Inc.
Field Sales Manager 1997 1998
Scope of responsibility includes 2 district managers coming from the expansion of my former district to 2 districts. Portfolio, were eventually divisionalized into Pulmo and Cardio divisions. Executive Sales Representative 1993 - 1995
District Manager 1995 – 1997
Responsible for Central Luzon district with 6 Sales Representative. Portfolio includes antibiotics, Pulmonary and cardio brands.
Medical Sales Representative 1991 – 1993
ACHIEVEMENTS AND INITIATIVES
Various Sales Awards
o District Manager of the Year
o District and Team Sales Achievement
Headed different team initiatives and company projects: o District Manager
Hospital Penetration Program – Champion for Hospital program for the whole team responsibility includes monitoring and reporting of hospitals contracted for Lactacyd Baby and Lactacyd FH for the whole team
Target Setting Process – initiated target process and parameters for target setting for PHD ethical team
Team Expansion and configuration – headed implementation of team expansion and configuration to include Derma products under an OB-Pedia Team. This was implemented after merger with Aventis.
o National Sales Manager
Zone Planning – a tool designed to help PSRs/districts/teams plan activities. It includes planning for specific target customers, investment needed and potential turnover. The tool evolved from a simple planning tool to an integrated system that included front to end solution – from Planning, Liquidation and Payment of Honoraria.
PSR Kit – internal control process for PSR transfer and endorsement which also became an operational tool for assessment/evaluation of new PSRs.
Hospital Project – a company initiative for business expansion that will help sustain the company in the next 3 to 5 years. This direction is aligned in the generics business of the company but was specific to hospital molecules. The projects was approved pending registration, audit of plants/suppliers and arrival of product for launch. Pilot run was implemented under Trade team.
Pedia Project – another company initiative that aims in expanding Pedia Portfolio of the company. The initiative brought about expansion of probiotic portfolio and wash products. Identified specific class of society to target for our portfolio. The last 3 years expanded Pedia portfolio to 200M incremental.
o Business Manager
Expanded partnership business thru a successful portfolio combination from 700M to 1.3B. This consistently contributed over 50M upside for the company in the next 3 years.
Successful CHC Expansion – Pedia reach from 40% to 60% vs. IMS contributing to 86M sales incremental increase in a year.
Sales Force Effectiveness – modified SFE strategy to align with product portfolio resulting to increase efficiency and field activity effectiveness.
• Implemented Cost saving initiative (expiring, MOQ, supply chain, Contract fee) resulting to 15M topline contribution and reversing provisions allocated for NEX.
• Mitigated 50M average yearly decline in the past 3 years thru effectively partnering selected brands with internal and external TRADE team; selectively applying commercial policy for a more sustainable business output.
• Successfully negotiated for partnership by maintaining minimal contract cost and ratio vs. total sales revenue output.
Dengvaxia Launch project – Headed study on sales force structure for Sanofi Pasteur Dengvaxia launch using 3rd party model.
o VP Operations/Head of Business Support
• Organized and operationalized, support Departments of the whole Enterprise. Achieving efficiencies in Supply Chain Management, Purchasing, Accounting transactions and Regulatory and Trade collaboration.
• Formally launched and Implemented Performance Management System (PMS) for the whole Enterprise.
• Other Initiatives includes S&OP, Supply and Demand Analysis, SFE and Sales Dashboards, Trade Commercial Policy and GTN analysis. IT/IS connectivity upgrade (software and hardware).
• Implemented Marketing initiatives on “customer relationship building” platform.
• Organizational Development initiative looking at financial relationship of headcount and topline sales.
• Negotiated cashflow savings with Distribution Partner. TRAINING and DEVELOPMENT
Regional Training (Sanofi Internal Trainings/Workshops) o Sales Force Effectiveness
o Trade- Key Accounts Management
o Generics Strategy
Local Training and Developmental Program.
o Project Management
o Financial Management
o AIM Executive Education - Management Development Program (November 2014)
Class Awardee for Superior Performance
o Mary Help of Christians Minor Seminary
o Christ The King Mission Seminary
o De La Salle University (Manila)
Liberal Arts, Major in Philosophy, Minor in Political Science 1985 - 1990. Character Reference
o Carlito Realuyo - General Manager and Country Chair, Sanofi Philippines (2008 – 2018) o Freddie Madregallejo - VP Sales and Customer Service, Metro Drug Inc. (Current) o Rhea Joaquin-Primavera – Chief Happiness Officer (HROD), Medchoice Pharma Inc (Current)