Real Results. Practical Impact.
Real Results. Practical Impact.
Every organization faces moments of complexity, transition, or change. As your player / coach, RER Business Solutions steps in with the right mix of strategic guidance and hands-on execution — exactly when it’s needed.
Fast-Tracking 20+ Launches
Role: Embedded Consultant (3 Years)
Client Type: Global Pharmaceutical Company
Focus: Launch Management, Capability Building
The Challenge:
Multiple product launches were on the horizon, but the organization lacked a unified approach and coordination between US and Global teams. Without structure, opportunities were being missed and workloads were escalating.
The Approach:
RER embedded directly into the team, leading the development of frameworks, cadences, and cross-functional plans to establish clarity and rhythm. Over three years, the focus shifted from hands-on execution to strategic coaching, enabling internal teams to eventually run the process independently.
Outcomes:
Product launched on time with field teams active within 24 hours
Internal capabilities matured, leading to team promotions
Launch frameworks scaled across other brands and teams
US and Global collaboration significantly improved
Business Arrangements:
Year 1
90% Player / 10% Coach
Establishing cadences, frameworks, ways of working, and building the launch plan required lots of heavy lifting.
Baseline hours: 30 hrs/week
Spring-to-action hours: N/A
Year 2
50% Player / 50% Coach
Reaching a steady rhythm as a program team enabled me to reduce hours and focus on executive alignment.
Baseline hours: 20 hrs/week
Spring-to-action hours: 3 spikes for Launch Readiness Reviews
Year 3
10% Player / 90% Coach
A classic (and healthy!) case of working myself out of a job as internal capabilities reached maturity.
Baseline hours: 10 hrs/week
Spring-to-action hours: 2 spikes for strategic workshops
Overhauling the LROP Process
Role: Program Lead (18 Months)
Client Type: Top-Tier Life Sciences Company
Focus: Process Redesign, Cross-Enterprise Collaboration
The Challenge:
The Long-Range Operations Planning (LROP) process had become inefficient and fragmented over time, with siloed ownership and outdated workflows.
The Approach:
RER led a transformation of the planning process, unifying teams under a new, integrated structure. The initiative was phased: beginning with strategy and structure (50% Coach, 50% Player), then evolving into deeper process mapping and execution (70% Player).
Outcomes:
The new approach broke down silos and connected workstreams
The LROP program became a standout example internally
Agile, hybrid working styles became second nature across the team
Additional synergistic opportunities were uncovered across business units
Business Arrangements:
While establishing the program
50% Player / 50% Coach
Leading a team comprised of FTEs and vendors, I focused on standing up the right structure and gaining senior leadership support for a collaborative approach.
Baseline hours: 24 hrs/week
Spring-to-action hours: Bi-monthly spikes for Steering Committee presentations
During execution steady-state
70% Player / 30% Coach
The program became a well-oiled machine but faced constraints executing deliverables within an important workstream. Therefore, I stepped in to drive deep process mapping and redesign.
Baseline hours: 16 hrs/week
Spring-to-action hours: Bi-monthly spikes for Steering Committee presentations
Restoring Internal Traction
Role: Strategic Wingman (20 Weeks)
Client Type: Mid-Sized U.S. Pharma Organization
Focus: Stakeholder Alignment, Value Proposition, Change Management
The Challenge:
A Global Market Access team was struggling to gain organizational traction, facing resistance to resource requests and a lack of perceived value.
The Approach:
RER quickly gathered stakeholder insights, facilitated working sessions, and developed a compelling narrative and change management plan to reposition the team’s strategic value. The focus was on enabling the internal team while stepping in to fill gaps and drive momentum.
Outcomes:
Team gained internal clarity and external buy-in
Communications and change management skills were strengthened
A clear catalog of services was created — along with a strategic roadmap
Business Arrangements:
Across the 20 weeks
30% Player / 70% Coach
Leading a team comprised of FTEs, independent consultants, agency partners, and other vendors, but with little time to get results, I had to focus on leveraging the strengths of the various contributors, and personally filling gaps where needed, in order to distribute the workload and drive rapid progress.
Baseline hours: 30 hrs/week
Spring-to-action hours: NA: Flexible shifting of retained hours enabled ebb and flow of the effort to be efficiently supported.