Michael Del Prior as Senior VP and CIO at Catalent Pharma Solutions shares his thoughts on the similarities and some of the key differences in terms of technology goals in the life sciences and consumer goods industries as a part of StayinFront’s Leadership Perspectives Series. He also talks about some of the technology drivers and disruptors in the same field.

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Esat Angun
Director Sales Operations
Octapharma, USA
Biography
Michael Del Priore
CIO
Catalent Pharma Solutions
www.stayinfront.com
Do More, Know More & Sell More
Biography
A true dynamic technology leader, Michael Del Priore has a proven track record of delivering
innovative technology solutions that drive growth, performance, and profitability in both the Life
Sciences and Consumer Goods industries. As Senior VP and CIO at Catalent Pharma Solutions,
Michael has led the development of a new Global IT strategy and launched a series of initiatives to
digitize processes and enhance speed and efficiency. Prior to Catalent, Michael was VP and Global
CIO at Church & Dwight, where he used his expertise to develop a transformational strategy
for leveraging technology in the organization. Before joining Church & Dwight, Michael was
Vice President and Global Head of Commercial Operations IT for Roche Pharmaceuticals and also
functioned as the Region Head for North America. Earlier in his career, Michael held a series of IT
leadership roles in divisions of Philip Morris (Altria), where he led corporate functions as well as
international and domestic business.

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You’ve been global CIO level in both the life science and consumer goods industries.
From your vantage point what are some of the similarities and some of the key
differences in terms of technology goals?
I have alternated between the two industries which have a lot of similarities but also
some significant differences. Both industries face challenges around supply chain and
distribution, reading marketplace data for demand signals, and selling indirectly—
whether it be through doctors or retailers. The regulatory environment in life sciences is
stronger and continuing to evolve, which is having significant implications on the
company and IT solutions—for instance, data integrity and serialization. The scale of
consumer products companies, such as the number of products and shipments, certainly
requires a different level of focus on efficiency and automation in the operation.
When building a global organization to support commercial activities in these spaces
what are some of the objectives or strategies and how do you go about measuring
achievement?
First and foremost, you must understand the needs and drivers of your customers.
Commercial activities are about engaging with customers and driving the desired
behaviors, so these need to be measured in terms of sales, share, and uptake of new
programs or products.

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When looking ahead what do you see as some of the technology drivers and disruptors
in the life sciences and consumer goods industries?
In life sciences, using serialization for product tracking is real and being used in
marketplace today. The regulations and technologies are still evolving and many
companies are behind. A more forward looking one is 3D printing. This could be a
disruptor in the Pharma space where drugs could be “printed” at the point of dispensing.
Additionally, patient-centric therapies and companion drugs and devices will be the
wave of the future.
In CPG, digital marketing is moving to a new stage of sophistication and capability. You
see many companies emphasizing it and investing at new levels. With new mobile
technologies, interaction with consumers at point of purchase will be big , while
managing trade funds in new and different ways will require more advanced analytics
and optimization capabilities.
What are some of the key takeaways you have for CIOs with respect to driving excellence
in IT and preparing for change?
The most important advice I have is to understand how your company operates and
makes money in detail so you can identify where technology can be applied to drive the
company forward. Engage with senior executives to show what is possible and how the
company can operate differently. Most companies have similar challenges but each
company has specific needs at a given point in time that the team should focus on to
deliver value.
Are you still able to beat your son in golf?
Yes, of course! (Assuming he gives me enough strokes and I play from the closer tees.)

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Source: https://www.stayinfront.com/PerspectivesDetail/michael-del-priore/
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Thank you Michael for taking the time to share your thoughts with us today.
Thomas Buckley
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As the CEO of StayinFront, Tom Buckley is the driving force behind the company's vision
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