Company

Megafyt Pharma s.r.o., Europlant s.r.o.

Industry

Pharma, production and distibution, OTC, Pharmaceutical and herbal teas, other herbal products

Project 1

Strategy design for opening new distribution channels for new product portfolio

Date(s) From-To

2013 – 2014

Position

Operational and Financial Director, proxy clerk

Business situation before the mission

Company wanted to open new distribution channels for new product portfolio because all products were still sold on OTC market in pharmacies only.
Turnover of the company declined due to move of consumer demand for tea from pharmacies to food market and to groceries.
Listing fees and other costs are increasing rapidly in pharma segment.
Profitability of the company started to decline.

Business situation after the mission was completed

Ready to go strategy with detailed financial and marketing plan delivered.
Channels found – groceries and food market.
Turnover increase was planned in amount of 500%, profitability increase in amount of 8% and profit increas in amount of 14 000 to 300 000 EUR in a five-year-period.
Strategy was rejected by the shareholders because it would create a competition to the major group clients.

My contribution to the result

I managed preparation of the strategy and I developed financial details of the strategy – business plan, marketing plan.
I found education programme in frames of Labour Office offered to Czech companies. I decided to apply for a grant for education, after approval it was possible to prepare Strategy of entering new distributions channels as a part of the education.
I managed the inter-company personnel and external advisor which involved cooperation between Megafyt Pharma / Europlant financial, marketing, production and quality management team and team of BDO Advisory, our strategy consultant.
I managed preparation of all internal materials necessary for formulation of the strategy. Most important part was financial plan including sales and marketing plan with profitability analysis per product. Several scenarios were prepared.

Project 2

Extendeding product portfolio

Date(s) From-To

2014 – 2015

Position

Operational and Financial Director, proxy clerk

Business situation before the mission

As shown in the Strategy, the company orientation exclusively to pharma market did not give the potential for a new business in the retail and grocery markets.
It was decided to develop completely new product line suitable for sales in pharmacies and potentially on food / grocery market too.
It was very complicated to prepare products for both markets due to different legislation valid for pharma and food / grocery products in the Czech Republic.
Due to very short time given for the whole process including production of necessary stocks we had to coordinate continuous activities across Megafyt Pharma / Europlant.
There hasn’t been such complex project in such short timeframe given in company history.

Business situation after the mission was completed

New products designed
Production capacity for the new products found, necessary number of new products produced.
Planned products were developed, produced and launched on the market in planned time.

My contribution to the result

I managed this project as informal project manager.
I prepared detailed project plan for development of new product line.
I managed discussions between Marketing and RD department regarding right wording of product description on product package. We needed to find match between pharmaceutical and food regulation requirements.
I reached allignment between Purchase, RD, Production, Marketing department in order to achieve set deadlines.

Project 3

Process analysis and optimisation

Date(s) From-To

2013-2014

Position

Operational and Financial Director, proxy clerk

Business situation before the mission

Megafyt was production site and Europlant was sales company dealing with Megafyt brand products and other products from our group. Internal processes between the firms were very complicated.
The consequence was long time necessary for production and product changes, complicated daily management of stock and production level, amounts of documents necessary for product documentation and high amounts of company guidelines and rules in comparison with our competitors.
Both companies were separate legal entities. All processes should fulfill requirements of pharmaceutical regulation. All transactions between the companies (transfers of materials, packages, finished goods) were treated like transactions with third parties and should be documented accordingly.
Megafyt and Europlant cannot react to changing business environment immediatelly.
Analysis and process optimisation was never done.

Business situation after the mission was completed

All key processes were described and analysed. Some approval processes in both companies were cancelled, some approval rights (mainly in Marketing and Quality Management department) were given to lower management level.
Several approval processes in Production were incoprorated in IT system and automatised.
Optimised processes were set into practice in both companies.
Optimised processes were incorporated in pharma process documentation in both companies.

My contribution to the result

I asked and received for a grant for education by the Labor office, after approval it was possible to prepare process analysis and optimisation as a part of the education.
I reached allignment among all departments in both companies during Process analysis and optimisation
I finally approved all optimised processes and controlled its use in practice

Project 4

Establishing new sales and distribution company Europlant s.r.o. including new accounting and financial reporting system

Date(s) From-To

1998 – 2000

Position

Financial Director, proxy clerk

Business situation before the mission

Megafyt – R spol. s r.o. was production company with very limited sales and marketing functions, majority of sales was realised on food market. Company wanted to achieve higher profitability available on pharmaceutical market but no sales and marketing structure was available.
Current accounting system was unsufficient, there was a demand for replacement it in Megafyt and Europlant.
There was no financial reporting system for corporate purposes.

Business situation after the mission was completed

New processes and contracts between Europlant and suppliers (group companies, third parties) and between Europlant and customers (pharmaceutical distributors) were prepared and signed. Europlant could start sale on pharmaceutical market.
New accounting system 6K was chosen and implemented in both companies. This systemwas adjusted for data exports in corporate financial reporting system.
New corporate reporting system was implemented.

My contribution to the result

I assured rightness of all new contracts necessary for Europlant since 1999.
I managed implementation of new accounting system 6K in Megafyt and Europlant and I assured training of accounting personnel.
I reported all data in the new corporate financial reporting system.