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• Successful, enthusiastic, highly motivated, strategic medical/healthcare consultant
• Qualified, experienced international business manager & strategic medical marketer
• Excellent track record of turning round and growing companies, products & services
• Wide span of management expertise across pharmaceutical, medical device, capital equipment, diagnostics, NHS & health care industry - wide network of high level contacts
• Extensive experience in marketing & sales to hospitals, GPs, consumers and industry
• Knowledge and expertise in a wide range of disease and therapeutic areas
• Founder and Chairman of a Patients Organisation & NHS PCT Patient Fora & member of Medical Technology Group
• An analytical creative thinker & achiever with Board level skills & blue chip experience



A Swiss-Italian pharmaceutical company wishing to enter the UK market inquired as to the market requirements including pricing and the strategy for entry. A full external audit was carried out in including market dynamics. Competitors were analysed in detail – their capabilities, strategy, resources, pricing, likely response etc. Potential customers were researched. PASA was interviewed and gave support. A full entry strategy was developed for market entry, including pricing levels. Competitor analysis showed that there was a considerable threat of take-over by the market leader. As a result of the competitor threat the company delayed UK market entry and concentrated on other geographical areas, entering the UK market later. A leading medical device and capital equipment company wished to make a strategic acquisition in cardiology. This was a new market for them and details of the market opportunity were required for due diligence; to ensure the acquisition was financially justifiable. A detailed market research exercise was carried out to in all major EU markets. This was to determine the market size, competition, segmentation, market pricing and dynamics in cardiology products for each country. Primary research was carried out, as there was little market information. Marketing plans, including detailed forecasts were prepared for each major EU country and for Europe as a whole. The acquisition proceeded and the forecasts were used to help determine the market and company value. As a result of the detailed competitor analysis a decision was made to accelerate development on some newer models, rather than launch the whole existing range across the EU.‘Best Research for Best Health’ resulted in a complete change of research funding for the NHS. This specialist tertiary referral hospital received ~£30million research grant from DH each year. This funding was to be phased out completely over 3 years and research funded on a project by project basis. This affects most of the leading NHS research establishments and has left a very large hole in their income and research funding for the future. A detailed analysis was carried out internally on the capabilities and resources available for research at the Trust. Customer research was carried out with the research funding organisations – NIHR and commercial companies to determine their requirements. A business strategy was developed with detailed 5-year forecasts and a tactical action plans for research. Recommendations were made to change structure and processes to attract more research funding. New and increased commercial research funding was attracted and a process was put in place for this to continue and increase in the future. This was critical to attain Foundation status. An entrepreneur wanted to set up a chain of high street laser eye clinics to treat short-sightedness and astigmatism, so glasses were no longer required. He did not have any experience in the medical market and needed advice and a business launch plan. Research was carried out on the market, disease and opportunity. Primary research was carried out using a focus group of short-sighted people to gain their views as to their concerns and perceived benefits. A launch strategy was developed for the chain of laser eye clinics. The clinical safety was shown to be a prime concern to people considering the treatment. The strategy included a strong clinical and ethical input and a lot of patient information. The company now has 20 clinics offering laser eye treatment and has performed over 250,000 laser eye treatments. The number of clinics and types of treatment continues to expand.