1. Shireen du Preez
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Loft South 13 Southdowns Avenue Southdowns Estate Irene 0053 Pretoria South Africa (27) (0)82 789 3513 shireendp@gmail.com
Skype shireen01693 LinkedIn https://za.linkedin.com/in/shireendp
Summary
My key attribute is my compassion and ability to see a bigger picture. How I, doing my job with a team and company
can make a difference in patients, physicians, nurses even funders life’s. Healthcare is still about caring and keeping
a healthy bottom line for your company.
Proven skills in strategic marketing in two tier healthcare market. Launch, price and product lifecycle management of
generic and ethical products. Specializing in chronic, oncology, haematological conditions. In depth understanding of
medical aid, state and pharmaceutical role in healthcare.
Demonstrating key abilities to build KOL relationships. Cross Functional Physicians Groups e.g. (Sand statin GEP/NET
Cancers). Patient Advocate and Education Groups (Oncology, Haemophilia, Thalassemia). Sales representative
experience. Strong communication and creative skills with the ability to move into detail orientated field to more
“big-picture, strategic “thinking.
Professional Experience:
Current Sept 2015 – Present
Hunt & Game Magazine: African Outfitter
Marketing and Admin
Not relevant
Exponential Financial Services Jan 2014 to Oct 2015 (Contract)
Medical Aid (Medical Fund) Consultant
Put in place business expansion strategy and maintaining of current business and individual clients.
• Using SACBW (South African Council for business women) membership as contact point for
additional business.
• Direct marketing business to business campaign. Database analysis, elements, actions, follow-up
and measurement. (Elements:2015 “If you don’t have your health you don’t have anything” letter.
Customer contact meetings/ EFO newsletter, facts about Medical Aids article/4 Weeks cycle).
Training on the medical aid to members (corporate clients and human resource staff) so optimal use can be made
and issues can be addressed immediately. As well as member advocacy training at groups. Topic; How to use your
medical aid, what you need to read, what you should know.
Client Analysis
• Review client current medical aid and usage, issues and spending on-top-off monthly. contribution.
Need analysis on three basic areas, hospital, chronic, day-to-day vs. budget on medical cover.
Review options funds, gap cover and hospital plan to see what would give the client the best fit.
Sandoz May 2013 to Nov 2013
Position: Product Manager for GIT & Pain Portfolio (All Markets)
Portfolio GIT & Pain Value: ± R 76.5 million
Tasks showing acumen RESULT DRIVEN, ATTENTION TO DETIAL
 Both portfolio’s P&L statements. Working with finance to control top and bottom margin successfully in very
constricted market. State control price increase, international transfer price, distribution cost increase.
 Full forecasting ownership, of full imported, API and product packed at factory stock. Improving forecast accuracy by
145%.
o Measuring stock on hand/ Write of due to expiry date short stock/Commercial team working closer with the
logistics team and factory staff

2. Shireen du Preez
_____________________________________________________________________________________Page2 of 3
Loft South 13 Southdowns Avenue Southdowns Estate Irene 0053 Pretoria South Africa (27) (0)82 789 3513 shireendp@gmail.com
Skype shireen01693 LinkedIn https://za.linkedin.com/in/shireendp
Acumen toward, COMMERCIAL AND ENTREPRENEURIAL BUSINESS APPROACH, MULTITASKING, CREATIVE PROBLEM SOLVING,
STRONG LEADERSHIP AND WORKING IN A TEAM
 Determine and manage A&P spending, keeping track “real-time” spending and reconciliation each month with finance.
Picking up inconsistencies and streamlining the process so responsibility could be delegated and only monitored.
 Sales budget and incentive planning. Financial target, stretch target, division among sales team according to detail line-
up, priority and budget requirement for each team. Taking inconsideration cross detail among product in pharmacy
and GP including specialist.
 Working with Impact Rx, Wise, TPM, PTM to get the best data to your sales force when it comes to targeting and not
wasting resources on areas that will not give you the return.
 Results drive the business, your sales motivate you and your team. I stayed creative when sales were down or stock
was an issue by focussing on the daily task, the daily number of units which needed to be achieved.
 Working with speciality team, pharmacy corporate team and understanding that they had different needs when it came
to material, content was key to their and my success.
 Full brand plans for 2013 has been presented for both portfolios. My focus was Customer driven, simplicity,
commitment and measurability.
Pain & GIT Field – Launched: Generic Parriet/Nexium and Fentanyl
 GI field needed a clear single focused message for each PPI that Sandoz had. Due to the full range to prevent
cannibalisation of own product. Pain field needed a more specialised focus due to the product (fentanyl patch) the
positioning on the pain scale, where and how it would be used. The detailing would also follow a specific messaging to
ensure specialist gain confidence and loyalty to the brand. Tapping into my KOL oncology network to leverage the patch
and assist them to create a pain protocol was one of the key endeavours of the launch plan.
Adcock Ingram Pty Ltd South Africa October 2011 to April 2013
Marketing and Sales Manager Oncology and Speciality
Portfolio Haemophilia & Oncology Value: ± R41.0
Key results during period LAUNCH of oncology division. MARKET LEADER, in hemophilia field with only 2 competitors and 3rd
new molecule launching.
Establishing Adcock Ingram as a player in the oncology field. 3rd
and 4th
Generic to market in the breast, prostate, bone cancer.
This process resulted in a pre-launch 10-month plan.
 Setting out a brand identity, forming a KOL advocacy group. Oncology a very small independent group that guides
funders on oncology protocols. Competition on 1st
generic dependent on price or oncologist preference last in order
funding rules.
 Getting a “ready-to-rep” sales force was key. Already established representatives in each area, with knowledge of the
cancers was the target – each area was achieved with a core group 5 and a 6th
to be appointed in place by month 7. To
insure appointments was made for the next year and relationships was being build. Team was supported on P&L
utilizing them to do hemophilia portfolio, FEIBA. Perfect fit because the hematologist who treated cancer also treated
hemophilia
 Capitalizing on Adcock Ingram’s product portfolio over hospital range IV fluids/ anti-emetics/ GI range as well as pain
was done to breach the gap between launch rep instatement’s and launch of oncology range.
With new revitalized sales force, we reestablished Feiba as the market leader through customer service. Patient education as a
major element to the marketing mix. The equation was simple, shortage of nurse’s x intensive patient’s x life-long care = support,
care & education. Understanding that Feiba was costly, cold chain & seen as emergency medicine hospitals did not keep stock.
But when they need it, it needs to be there immediately. Logistics, distribution, pharmacy, couriers needed to understand the
disease to understand the urgency.
KOL support through a new fellowship grant. Focus on new graduating registrar hematologist, international sponshership to
Hematology International congress as well as a training period in a Hematology ward in Europe.

3. _____________________________________________________________________________________Page3 of 3
Loft South 13 Southdowns Avenue Southdowns Estate Irene 0053 Pretoria South Africa (27) (0)82 789 3513 shireendp@gmail.com
Skype Shireen 01693 LinkedIn https://za.linkedin.com/in/shireendp
3M Pty Ltd July 2010 to Sept 2011
Surgical Product manager
Portfolio: Asepsis (surgical drapes) Sterilisation & Monitoring, Immobilisation,
Littmann & Bio-Electrodes Value: ± 21 US $ 63 mill
Focus on CUSTOMER NEEDS & COMMUNICATIONS SKILLS. MARKETING MESSAGING
 Product availability. Currently that has caused major frustration between representatives and customers so my first priority
was to close the gap. Multi-strategy approach, fact-finding, cross functional team work. Gained back key customers, e.g.
major Hospital groups, Netcare, Lifehealth and state sector.
 The understanding where the burning points was for each of the portfolios’ and how we could in a short term make big win
still in 2010 was the main focus. Then looking at longer term win areas for the division.
 New focus in the portfolio 80/20 principle. Rep force selling a solution rather than e.g. “drape” selling a solution of total
barrier protection, infection control and patient comfort and doctor ease of use.
 Using targeted approach by combining sales and marketing to look at customer segmentation for each solution rather than
each product. Putting an OR package or Orthopaedic solution together that makes a complete picture. Putting a strategy
together to minimise the loss of a tender and focusing on where we could get the maximum out of a buy-out strategy.
Highlights
 Littmann “student specials” increasing sales of Littman in 2010 by 12% by focusing on core range and positioning new
Electronic Blue Tooth as a teaching tool and patient documentation tool for the cardiologist.
 2011 Revitalisation of the Scotchast brand. Increasing sales by Q2 by 20% - 65% of OP reached.
 CSSD (Central Sterilisation Department) In 2010/Q12011 sold 4 sterilisation machines (capital expenditure of 2.4 million)
Red Cross, Grootte Schuur and 2 to Baragwanth. (State Hospitals)
Global “Good Practice” Project:
TB Mask N95 (OHS Department) & Healtcare Customers Campaign (Health Care Department)
Good Practice: Cross Department Working to maximise 3M Sales
 Determining where the TB centres are and who the decision makers was – Healthcare team.
 PM from OHS dept. and myself putting together the LetsBreath Campaign. The deliverables, key activities and incentive for
both teams. 3M’s contribution to TB awareness and focus is on the safety of the caregivers of TB patients.
Novartis 2 Jan 2007 to May 2010
Senior Product Manager
Portfolio Oncology & Haematology: R 82 million
Full Career History Available on LinkedIn LinkedIn https://za.linkedin.com/in/shireendp
GSK April 1998 to Sept 2003
Product Manager
Full Career History Available on LinkedIn LinkedIn https://za.linkedin.com/in/shireendp
Education:
Academic Qualifications: Computer Literacy: MS Office / Internet
Senior Certificate (matric) 1991 IMS TPM Data
B.Comm University of Pretoria 1994 (Marketing) Impact Rx (scripting data)
B. Comm (Honours) University of Pretoria 1996 (Marketing) SAP/Futurecast/AS400
Courses:
Franklin Covey Leadership
Brand Management Development Novartis Dubai
Marketing Excellence Planning Johnson & Johnson (Jansen Cilag)
Highlights: Product Launches
Glaxo Welcome Avandia – Diabetes/Zyban – Anti-Nicotine GSK Bactroban cream - Topical Antibiotic
Nestlé Probifida HA (Australia) Ranbaxy Activer Lovire/ Histak / Laura (Generics)
Janssen Cilag Exprex – Oncology/Renal Novartis Exjade/ Haematology/ Zometa Vial
Novarits Sandostatin LAR 30 mg Femzole- Oncology
Sandoz Rabemed – GIT 1st Generic to Parriet/Nexmezol – 1st Generic to Nexium/ Fendermal – Fentanyl patch