A large European life science organization needed to implement a new organizational and operational framework intended to standardize and optimize how the company handles alliances—including entering new alliances, managing relationships of existing ones, and working effectively through exit processes. The plan had been created by an external consulting firm, but the team did not have the bandwidth and expertise for implementation. The Head of Alliance Management reached out for PMO support.

We provided a former McKinsey Engagement Manager with extensive organizational change, BD&L, and PMO expertise, as well as a track record of successfully leading complex, multi-product, multi-geography integrations and alliances. The talent worked with the internal cross-functional team and led workstreams to deliver a current state assessment and implemented a comprehensive toolset and training to address prioritized gaps.