ROLE SUMMARY 

The Category Lead, Oncology, Primary Care, Rare Disease & Internal Medicine - North Africa is a strategic member of the North Africa Leadership Team, accountable for the end-to-end strategy, performance and long-term value of the assigned portfolio across Morocco, Algeria, Tunisia and Libya. 

The role translates enterprise and regional priorities into differentiated portfolio and market strategies that balance near-term delivery with sustainable growth and patient impact. It brings together categories with distinctly different business models, from large-scale Primary Care and Internal Medicine portfolios to the specialized clinical pathways, diagnostics, access requirements and patient journeys of Oncology and Rare Disease. 

The Category Lead sets clear priorities across therapeutic areas, brands, markets, launches, customer segments and investments, ensuring resources are deployed where they can generate the greatest sustainable value for patients and the business. 

Working across Commercial, Medical, Access & Value, Regulatory, Policy & Public Affairs, Supply, Finance, Legal and Compliance, and with regional and global category teams, the role creates the conditions for strong in-line performance, launch excellence, improved patient access and sustainable portfolio growth. The role also builds a high-performing, inclusive category organization and develops strong marketing and matrix leadership capabilities across North Africa.  CORE ACCOUNTABILITIES 

1. CATEGORY STRATEGY & MULTI-PORTFOLIO LEADERSHIP 

• Own and translate the North Africa strategy for Oncology, Primary Care, Rare Disease and Internal Medicine into clear portfolio, brand, market and customer priorities. 

• Lead end-to-end portfolio planning across established brands, Growth Knots, new indications, pipeline assets and future launches. 

• Develop differentiated strategies reflecting the specific dynamics of Morocco, Algeria, Tunisia and Libya, including market maturity, patient needs, clinical pathways, access conditions, competitive environment and healthcare-system priorities. 

• Balance the scale and reach requirements of Primary Care and Internal Medicine with the specialized clinical, diagnostic and patient-journey requirements of Oncology and Rare Disease. 

• Establish category governance, operating rhythms and performance reviews across the four markets. 

• Make explicit portfolio trade-offs and focus organizational capacity and investment on opportunities with the greatest patient and enterprise value. 

2. BUSINESS & P&L LEADERSHIP 

• Own overall category business performance, with accountability for revenue, market share, profitability, investment priorities and effective resource deployment. 

• Lead annual operating planning and long-range planning across the portfolio and four markets, supported by robust assumptions, scenarios, forecasts and risk assessments. 

• Prioritize approved commercial and marketing investment across therapeutic areas, brands, launches and markets. 

• Reallocate resources when appropriate to maximize portfolio value and address emerging opportunities or risks. 

• Monitor performance and intervene early where demand, access, supply, competitive or execution risks threaten objectives. 

• Build a culture of data-driven decision-making, disciplined forecasting and accountability for outcomes. 

. PORTFOLIO GROWTH & LIFECYCLE MANAGEMENT

·   Develop differentiated growth strategies across therapeutic areas and stages of the product lifecycle.

·   Accelerate priority growth platforms and maximize the value of relevant in-line brands and new indications.

·   Strengthen established-brand lifecycle management through differentiated customer segmentation, channel strategy and disciplined resource allocation.

·   Identify opportunities to expand diagnosis, treatment, appropriate use and patient access across priority populations.

·   Adapt strategies and operating models to different North Africa market archetypes (Morocco, Algeria, Tunisia, Libya) rather than applying a uniform four-country approach.

·   Ensure portfolio choices deliver sustainable performance while advancing patient and healthcare-system impact.

 CORE ACCOUNTABILITIES

4. NEW LAUNCHES & PIPELINE READINESS

·   Lead integrated launch strategy and readiness for new assets, indications and presentations across North Africa.

·   Define launch ambition, market sequencing, investment requirements, customer strategy and critical success factors.

·   Build integrated launch plans across Regulatory, Medical, Access & Value, Policy & Public Affairs, Supply, Marketing, Sales and other relevant functions.

·   Ensure launch planning reflects country-specific regulatory, reimbursement, diagnostic, supply and patient-pathway requirements.

·   Establish clear readiness milestones and governance, escalating and removing barriers to execution.

·   Monitor post-launch performance and adjust strategy and resources using market evidence and early performance indicators.

5. PATIENT JOURNEY, DIAGNOSTICS & HEALTHCARE ECOSYSTEM DEVELOPMENT

·   Develop a deep understanding of patient journeys across Oncology, Rare Disease, Primary Care and Internal Medicine.

·   Identify barriers across disease awareness, diagnosis, referral, treatment initiation, monitoring, adherence and continuity of care.

·   For Oncology and Rare Disease, ensure strategies reflect specialized diagnostic and referral pathways and complex patient-access requirements.

·   Partner cross-functionally to address appropriate patient-journey and healthcare-system barriers within approved responsibilities.

·   Ensure patient, caregiver, healthcare professional and system insights directly inform category strategy.

·   Establish measurable outcomes for priority patient-journey and ecosystem initiatives.

6. MARKET SHAPING & PATIENT ACCESS

·   Partner with Access & Value, Medical, Policy & Public Affairs and Regulatory to develop the enabling environment for sustainable patient access.

·   Embed reimbursement, affordability, payer, policy and market-shaping considerations into portfolio and launch plans.

·   Develop market-specific approaches recognizing different healthcare financing, access and institutional dynamics across Morocco, Algeria, Tunisia and Libya.

·   Anticipate healthcare-system, funding and policy changes and translate them into portfolio opportunities, scenarios and risks.

·   Sponsor priority initiatives that improve sustainable access within approved governance and compliance frameworks.

·   Balance commercial ambitions with long-term access, affordability and healthcare-system considerations.

7. GO-TO-MARKET & CUSTOMER LEADERSHIP

·   Translate portfolio strategy into differentiated customer and go-to-market strategies appropriate to each therapeutic area and market.

·   Partner with market and Sales leadership to convert category strategy into executable local plans with clear ownership and success measures.

·   Advance integrated and data-driven customer engagement models across marketing and customer-facing teams.

·   Differentiate engagement approaches between high-scale Primary Care/Internal Medicine and specialized Oncology/Rare Disease customer environments.

·   Ensure insights from healthcare professionals, institutions and other relevant stakeholders continuously inform portfolio choices and execution.

·   Sponsor strategic external relationships within approved engagement responsibilities.

·   Ensure customer engagement, marketing activities and content adhere to Pfizer quality, scientific-integrity and compliance standards.

8. CROSS-FUNCTIONAL & FOUR-MARKET LEADERSHIP

·   Lead category teams across Morocco, Algeria, Tunisia and Libya, establishing clear accountability between cluster strategy and local execution.

·   Create an operating model that preserves one North Africa portfolio direction while allowing deliberate market differentiation.

·   Partner with Medical on evidence, scientific engagement and education priorities.

·   Partner with Access & Value and Policy & Public Affairs to strengthen access pathways and the enabling environment.

·   Partner with Regulatory and Supply to anticipate approval, allocation, demand and continuity risks.

·   Connect North Africa priorities to regional and global category strategies and ensure market needs are represented in enterprise decisions.

·   Remove cross-market and cross-functional barriers that could slow execution or dilute accountability.

9. ORGANIZATION & PEOPLE LEADERSHIP

·   Build a high-performing and inclusive North Africa category organization capable of managing a diverse portfolio.

·   Establish clear roles and decision rights between cluster-level category leadership and market/customer-facing execution.

·   Attract, coach, develop and retain strong commercial talent.

·   Build capabilities in portfolio strategy, launch excellence, marketing, customer insight, financial acumen, digital customer engagement and matrix leadership.

·   Create cross-market and cross-category experiences that strengthen the future leadership pipeline.

·   Maintain active talent and succession plans for critical category capabilities.

·   Foster a culture of courage, excellence, equity and joy, underpinned by ethics, compliance, inclusion and responsible leadership.

 DECISION RIGHTS

·   Set strategic direction and portfolio priorities for Oncology, Rare Disease and Internal Medicine across North Africa within approved enterprise, regional and cluster governance.

·   Recommend operating-plan assumptions and determine the allocation of approved category marketing investments across brands, therapeutic areas and markets.

·   Approve category and brand strategies, launch plans, launch-readiness governance and agreed success measures.

·   Determine prioritization among growth, lifecycle, launch, patient-journey and market-shaping opportunities.

·   Recommend material resource shifts where portfolio performance or opportunity warrants intervention.

·   Hold the category organization and relevant matrix teams accountable for execution quality and performance.

·   Escalate material portfolio, investment, access, supply and launch decisions through the appropriate governance forums.

CAPABILITIES & QUALIFICATIONS

·   Bachelor's degree in Life Sciences, Pharmacy, Medicine, Business or a related field; an MBA or equivalent advanced degree is preferred.

·   At least 10 years of pharmaceutical or healthcare experience, including significant commercial leadership responsibility.

·   Demonstrated success leading complex pharmaceutical portfolios, launches and cross-functional business priorities.

·   Experience across multiple markets or a complex cluster environment is strongly preferred.

·   Experience in Oncology, Rare Disease, Specialty Care, Primary Care or diversified pharmaceutical portfolios, with the ability to lead across different therapeutic-area business models.

·   People experience (coaching developing Marketing managers)

·   Strong commercial and financial acumen including P&L management, operating planning, forecasting and investment prioritization.

·   Strong understanding of specialized clinical pathways, patient journeys, diagnostics and healthcare access environments.

·   Proven leadership of complex launches and lifecycle-management strategies.

·   Demonstrated people leadership with accountability for talent, succession and team effectiveness.

·   Ability to integrate Medical, Access & Value, Regulatory, Policy, Supply, Finance, Legal and Compliance perspectives into executable decisions.

·   Strong external orientation and ability to translate customer, patient, competitor and healthcare-system insights into action.

·   Enterprise mindset and ability to influence across countries, cultures, functions and organizational levels.

·   Excellent strategic, analytical, communication and executive-presentation skills.

·   Fluent English required; French and/or Arabic highly desirable for the four-country North Africa remit.

·   Uncompromising standards of ethics, compliance, governance and responsible stakeholder engagement.

 

 

Pfizer is an equal opportunity employer and complies with all applicable equal employment opportunity legislation in each jurisdiction in which it operates.

To learn more about acceptable and prohibited uses of AI during the recruitment process, please review our candidate AI-use guidelines available on Pfizer Careers.

 

 

Mkt & Sales/Commercial Bus