Gino Formini

– Advising CEOs, executive committees, shareholders and investors on strategy, operating model design and international transformation initiatives. – Recent engagements include: – Diversification strategy design (consumer health / nutrition). – Post-acquisition organisational integration. – Operating model redesign in multi-country, partner-driven environments. – Strategic and commercial due diligence support, including market attractiveness assessment, portfolio positioning and organisational scalability analysis. – Objective: to align strategic ambition with execution capacity, restore governance clarity and translate high-level decisions into measurable operational results.

– Executive advisory role supporting the post-acquisition integration of LMB Technologie, the first strategic acquisition of GMPI Group in the medical devices sector. – Focus on stabilizing operations, designing the target operating model, coordinating cross-functional workstreams (finance, legal, quality, regulatory, supply chain, commercial), and securing business continuity in a highly regulated, patient-critical environment. – Role designed to integrate seamlessly with internal teams and external advisors during a complex transformation phase.

– Served as Chairman of the Board of TRIDEM Pharma Côte d'Ivoire, the group's strategic platform in Francophone Sub-Saharan Africa. – Provided board-level oversight on governance, capital allocation and long-term strategic positioning, while supporting executive leadership in a highly regulated and institutionally sensitive environment. – Acted as key interface with national authorities and regulatory bodies, ensuring alignment between growth ambitions, compliance requirements and operational discipline.

– TRIDEM PHARMA is an international pharmaceutical distribution group operating across Sub-Saharan Africa, the Middle East and Europe, covering pharmaceuticals, food supplements and cosmetics, and acting as a major supplier of anti-malarial treatments in several critical markets. – As Group Managing Director, I led the group with full P&L responsibility and extensive executive delegations, reporting directly to the shareholder, while also serving as Chairman of the African subsidiary. – Key achievements: – Increased group revenues from €160M to €230M (9.5% CAGR). – Led a 900-employee organization across 35 countries, with oversight of 27 subsidiaries and 30 principal partners. – Scope & responsibilities: – Defined and executed the group's international strategy in highly regulated, patient-critical environments. – Structured and integrated 15 new principal partnerships and opened new subsidiaries (Côte d'Ivoire, Nigeria, Ghana, Senegal, Tanzania), with a focus on English-speaking African markets. – Held end-to-end accountability for commercial, supply chain, regulatory, quality and finance functions. – Designed and deployed regional logistics hubs across Africa to strengthen service levels, resilience and cost efficiency. – Acted as senior executive interface with international funding agencies (World Bank, Global Fund) and high-level government authorities. – The position demanded constant arbitration between strategy, execution, regulatory compliance and public-health imperatives, ensuring performance and patient access in complex international markets.

– In this context, I provided strategic oversight of the first sub-regional pharmaceutical platform in Francophone Sub-Saharan Africa, with a particular focus on governance, investment structuring (CAPEX) and long-term growth trajectory. – I played a key role in high-level institutional and regulatory interactions, including exchanges with the Prime Minister and the Minister of Health, as well as discussions with the Ivorian regulatory authority (AIRP) on site inspections (GDP) and pricing frameworks. – I also contributed to strategic financing decisions, senior talent selection and leadership appointments, leveraging my personal network to reinforce the organization's capabilities. – My involvement remained non-executive, while carrying significant weight in strategic, regulatory and reputational matters, including media engagement across West Africa and appearances on national Ivorian tel.

– Led large-scale post-merger integration, organizational redesign and international transformation initiatives for Alfasigma, a leading Italian pharmaceutical group (gastroenterology, cardiology, food supplements), with a mandate to reset operating models, decision rights and commercial execution. – Drove post-merger integration and organizational restructuring across international markets, redesigning governance, interfaces and decision-making processes to restore speed and accountability. – Led strategy-to-execution translation, ensuring that commercial and industrial priorities were reflected in concrete organizational choices and field execution. – Orchestrated out-licensing and manufacturing initiatives for specialty products in Algeria, reinforcing regional commercial momentum and operational robustness. – Implemented decisive actions to restore financial discipline and cash performance in Tunisia by addressing structural drivers of overdue receivables. – Led the reorganization of operations in France and Benelux, aligning compliance, supply continuity and commercial effectiveness under a single execution framework.

– Transformation mandate focused on partnership governance, market prioritisation and commercial performance across originator-driven and contract-manufacturing environments. – Led the structuring and redesign of international alliances, combining strategic market evaluation with operational execution in highly regulated, distributor-dependent environments. – Scope of responsibility: – Assessed market potential and country attractiveness, analysing regulatory constraints, pricing sustainability, access conditions and competitive dynamics to define geographic priorities. – Contributed to portfolio strategy and investment arbitration, supporting go / no-go decisions, launch sequencing and resource allocation across heterogeneous markets. – Structured out-licensing, manufacturing (CMO/CDMO) and distribution agreements, aligning commercial ambition with execution capabilities and compliance requirements. – Redesigned contractual frameworks to clarify value creation, risk allocation and performance accountability across the industrial and commercial chain. – Strengthened performance governance through harmonised KPIs, improved data visibility and structured steering mechanisms. – Addressed structural sources of value leakage linked to incentive schemes, cash exposure and operational fragmentation. – The mandate focused on enabling sound investment decisions, stabilising execution and securing sustainable multi-level partnerships in complex international markets.

– Founded and led Pharma Asset Management, an independent advisory firm supporting pharmaceutical and life sciences organisations on strategy definition, operating model design and international performance transformation across emerging and developed markets. – The firm operated at the intersection of strategic arbitration and execution, supporting organisations facing growth inflection points, portfolio repositioning, international expansion or partner-driven operating complexity. – Assignments combined senior advisory and direct operational involvement, including: – Advising executive teams, shareholders and boards on strategic repositioning, portfolio prioritisation and capital allocation decisions. – Designing and implementing go-to-market and operating model transformations in distributor-led, multi-country and hybrid environments. – Leading organisational change initiatives requiring governance redesign, leadership alignment and disciplined execution under regulatory constraints. – Acting as a trusted sparring partner to CEOs and leadership teams in high-stakes, complex environments. – Engagements were delivered across Europe, Africa and the Middle East and selected Asian markets, involving cross-border coordination, heterogeneous regulatory contexts and multi-layer partner ecosystems. – Pharma Asset Management was developed as a long-term platform enabling sustained advisory mandates, operational interventions and board-level support, while remaining compatible with interim executive and permanent leadership roles.

– Held international commercial leadership responsibilities within Recordati, an Italian pharmaceutical group (€500m revenue, 2,500 employees), reporting to the General Manager and the Executive Committee in Milan. – Member of the management committee. – Accountable for 31 international markets, combining consolidation of historical positions and expansion into new geographies. – Drove international growth from €26m to €37m in two years on a constant perimeter (+€11m, ~+42%), while maintaining sustained profitability above 4%. – Led product launches across Asia and consolidation of key North African markets, including Algeria. – Delivered market share expansion and entry into new markets, including the integration of the Tunisian OPALIA laboratory (member of the M&A committee), acquisition of international patents, and launches in urology and oncology. – Directly and indirectly managed 21 promotion managers and supervised 80 commercial staff, operating through hybrid sales forces and distributor networks (importers, wholesalers). – Held full accountability for commercial budgets, long-range planning and P&L, including OPEX management and COGS optimisation. – Managed strategic relationships with distributors, promotion agencies, scientific and institutional partners, and local subsidiaries. – This mandate involved continuous strategic arbitration, deep exposure to international growth execution, partner-led commercial models and performance management, forming a strong foundation for subsequent executive and transformation roles.

– Held regional executive responsibilities within Cephalon (later acquired by Teva), a U.S.-based pharmaceutical company specialised in Oncology, CNS/ Pain and Gastroenterology, and subsequently within Acino, during a period of major corporate transformation. – The role combined commercial leadership, M&A-related transformation and crisis management across the AMENA region, covering 40 countries operating primarily through partner-based and distributor-led models. – Key areas of responsibility included: – Regional P&L leadership and growth: Directed the AMENA business unit, growing revenues from €30m to €75m (≈ +25% CAGR), while managing a network of 15 strategic partners and overseeing 7 country / regional General Managers. – M&A governance and transformation: Contributed to the selection and assessment of M&A opportunities, with a focus on commercial forecasts, organisational scalability and go-to-market feasibility. Led the restructuring of the AMENA organisation following Cephalon's acquisition by Teva. – Carve-out and divestment execution: Actively supported the carve-out and transfer of the AMENA division to Acino, covering asset separation, commercial continuity, recruitment and reorganisation of leadership teams, and stabilisation of partner relationships. – Commercial acceleration and launches: Drove the launch of 10 innovative products across 15 countries, achieving leading market positions while adapting models to heterogeneous regulatory and access environments. – Operational discipline and compliance: Improved P&L, COGS and OPEX through portfolio and partner rationalisation, and ensured alignment with FCPA and SOX standards. – This experience required continuous senior-level arbitration, organisational adaptation and execution under pressure, forming a strong foundation for subsequent executive, interim and advisory roles.

– Held Africa Middle East supply chain leadership responsibilities within Sanofi, operating on the commercial side of the organisation, at the interface between markets, internal manufacturing sites and internal or external manufacturing partners. – The role focused on end-to-end product availability, launch readiness, cash discipline and risk management, supporting commercial growth across highly regulated and heterogeneous markets. – Key responsibilities included: – Acting as end-to-end commercial supply chain owner, arbitrating between market demand, production constraints and financial objectives. – Interfacing with 15 international affiliates and 60+ distributors, managing a portfolio of approximately 10,000 SKUs. – Leading product launch planning and execution in close coordination with Marketing, Regulatory Affairs and Finance. – Driving the five-year supply and demand planning process, translating commercial strategy into executable supply scenarios. – Contributing to systems and planning transformations, including SAP upgrades, deployment of Manugistics (forecasting & DRP), and development of executive dashboards using Cognos and Business Objects. – Strengthening service levels, inventory optimisation and working capital, while managing cross-functional governance to anticipate shortages and mitigate supply disruptions. – This position required constant senior-level arbitration, combining commercial pressure, industrial constraints and regulatory risk, and provided direct exposure to how supply chain decisions impact revenue, credibility and performance in a global pharmaceutical environment.

– Aventis – Area Manager roles supporting international customers, service coordination and market interfaces.