Drawing on our executive search practice, we put this together to give employers a grounded, practical view they can act on. Cultural fit assessment in pharmaceutical companies is worth doing carefully and easy to do badly, because the concept slides readily into hiring people […]
Category Archives: For Employers
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Drawing on our executive search practice, we put this together to give employers a grounded, practical view they can act on. A looming patent cliff creates a retention problem well before it creates a revenue problem, because capable people can read the pipeline and the expiry […]
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Drawing on our executive search practice, we put this together to give employers a grounded, practical view they can act on. The Chief Scientific Officer sets the scientific direction that determines what a company will have to sell in five or ten years, which makes it among the […]
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This reflects what we have learned at JRG Partners doing exactly this kind of work, the distinctions that matter and the mistakes that recur. The Head of Pharmacovigilance carries a responsibility few other roles do: detecting and acting on safety signals that affect patients […]
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Having placed leaders into roles like this repeatedly, we wrote this to give a practitioner’s view rather than generic advice. Biosimilars companies need executives who can hold two things at once: the scientific and manufacturing sophistication of biologics development, and the […]
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Having placed leaders into roles like this repeatedly, we wrote this to give a practitioner’s view rather than generic advice. Building a specialty pharma launch team is a timing problem as much as a talent problem, because you must hire ahead of approval into roles that cannot […]
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Drawing on our executive search practice, we put this together to give employers a grounded, practical view they can act on. A bad executive hire is expensive anywhere, but in medical devices the costs compound in ways they do not in other industries, because the wrong leader […]
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This reflects what we have learned at JRG Partners doing exactly this kind of work, the distinctions that matter and the mistakes that recur. Diagnostics R&D leadership is distinct from device R&D, because a diagnostic’s value rests on analytical and clinical performance, assay […]
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Having placed leaders into roles like this repeatedly, we wrote this to give a practitioner’s view rather than generic advice. Hiring a CEO for a medical device company is not the same as hiring a general CEO, because the FDA regulatory pathway shapes strategy, timelines, […]
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At JRG Partners, this is the kind of search we run every day, so this piece reflects practice rather than theory. Medical device leadership is being reshaped by several forces at once: software and data becoming central to products, tightening regulatory expectations, […]