Clients and candidates in our Life Sciences & Healthcare practice are seeing the recent pandemic as a turning point in Telehealth, Health Technology and MedTech. Physicians, consumers and regulators are increasingly using connected or fully-digital technologies, with some describing it as a major revolution. After 20 centuries of medicine in which doctors invariably met patients in person – the same room at the same time – the use of telemedicine is a real paradigm shift.

Telehealth and Health Technology: an overview

In recent years, technological development enabling data analytics, artificial intelligence and the healthcare Internet of Things has disrupted traditional medical operations and transformed healthcare provision into what  is described as Healthcare 4.0.

The use of telemedicine is driven both by consumers, who seek to take advantage of technologies that can improve their health and quality of life, and by healthcare systems which are interested in providing quality services at reduced cost. Mobile health applications tend to target well-being and self-care (non-medical conditions), while medical devices and software dominate the market for treating medical conditions. Telemonitoring and preventative medicine are currently the predominant telemedicine interventions, along with teleconsultation.

Before the pandemic, the major area for telemedicine was primary care, with cardiovascular diseases (CVDs), chronic obstructive pulmonary diseases (COPDs) and diabetes the most common conditions targeted.

However, the use of telemedicine has skyrocketed during the Covid-19 crisis. Social distancing has become the new behavioural standard in our society, and direct personal contact is avoided where possible.

Telehealth services use smart devices for remote examination as the first point of contact with doctors; patients with mental health conditions can attend remote sessions from home.

Telemedicine triage has been made possible by AI Chatbots that make the initial diagnoses based on symptoms identified by patients. When patients show up in hospitals, they are treated in isolation rooms or wards, and hospitals use telemedicine platforms to interact, such as e-testing, e-diagnosis, e-consent and e-prescription.

Virtual visits, remote monitoring (wearable personal IoT devices used for tracking vital signs), and digital patient engagement tools are used to deliver evaluations, patient and caregiver education, physical therapy, occupational therapy, and speech therapy.

AI-powered tools are used for screening, capacity planning and monitoring.

Screening AI

Non-contact infrared sensor systems (such as facial thermal scans) are used to quickly single out individuals with a fever, even in crowds. Apps allow users to self-report symptoms, alerting them if they leave a “quarantine zone” in order to curb the impact of “super-spreaders”.

Capacity planning AI

Hospitals and governments rely on AI to plan for critical care shortages in ICU staff, respiratory specialists per shift, care provider-to-patient ratios and ventilator availability.

Monitoring AI

Smart field hospitals have been built, staffed largely by robots. Patient vital signs are monitored using connected thermometers and bracelet-like devices, and intelligent robots deliver medicine and food to patients.

Trends and market examples

In the midst of the crisis, several of our clients and placements in Health Technology and MedTech have seen the accelerated acceptance and usage of solutions that combine AI, Digital, Health Technology and MedTech. For example, the US MedTech AliveCor – which Pedersen & Partners supported in their internationalisation – saw a major opportunity to monitor the cardiac irregularities caused by one of the medications used to treat severe Covid-19 cases. Instead of wired machines, doctors quickly adopted the wireless Cardiac ECG device. This is a simple handheld plate that is easily disinfected and displays a clinically solid diagnosis to nurses at a distance, via an app.

Another client company, Sensium, part of The Surgical Company Group, accurately monitors and reports heart rate, respiratory rate, and axilla temperature every two minutes. Smart algorithms continuously process and analyse all patient data, generating targeted notifications of patient deterioration, efficiently bringing the nurse to the deteriorating patient. Sensium was able to add value and facilitate the work of heavily-engaged ward staff; the sensors set off an alarm which would alert nurses in the event of instant deterioration.

As well as start-ups, we are also seeing leading medical multinationals with several decades of market leadership employ agility to shift their portfolio of products and solutions towards connectivity. There is an overall trend in the industry to wrap up Medical, ICT and Digital products into innovative offerings.

New leadership qualities for telehealth executives

The acceleration in telehealth and connected medical products requires tech-savvy leadership talent with the strategy to see the next opportunities ahead. Access to hospitals is likely to remain difficult, so it is important to create relationships at more senior levels and become part of the problem-solving team. With science leaping ahead, it is important for R&D and business to bring to the table new offerings that are efficient and comprehensive with value-based outcomes.

Digital doctor-patient collaborations mean new software, new services, new technologies, new processes and new organisations. We can say the same regarding the AI and big data revolution in the Life Sciences industry. 

The digital medicine paradigm shift creates new roles and the need for new leadership. Executive Search helps to define these roles and think outside the box to place successful leaders. Pedersen & Partners has an extensive track record of placing such executives, including CEO, CIO, Business Directors, International Marketing, Head of Technology Solutions and other leadership positions.

As the coronavirus pandemic starts to level off and the world prepares to return to the new normal, China’s pharmaceutical industry, including Biopharmaceuticals, Vaccines, Biotech, and Generics is becoming one of the most dynamic sectors in the global economy. The combination of favourable regulatory conditions, a huge population underserved by traditional western medicine, and a burgeoning economy have led to massive investment.

The pharmaceutical industry in China saw an 11% increase in annual growth in 2017, about four times the EU rate, and three times more than most Western European countries. Furthermore, a 2018 report from Ernst & Young predicted 14% growth every year between 2017 and 2020. The Chinese market is primed to continue its robust demand-driven growth, with 60% of China’s population living in cities by 2020, rising rates of chronic and lifestyle diseases such as cancer and hypertension, and increased acceptance of western medicines.

This growth has led to a spike in demand for pharmaceutical executives to manage this expansion. The sector demands experienced and erudite executives capable of steering and managing complex issues, including massive investments, accelerated development, and meticulous approval processes. Domestically-educated and internationally-educated Chinese executives are sought after and headhunted to meet these requirements, as are Overseas Chinese executives responding to heightened demand.

The Chinese government has stimulated growth in the industry by streamlining regulations and cutting red tape. It has set the following ambitious goals:

• Generic drugs will be modelled for about 90% of proprietary drugs as the patents expire;
• 100 Chinese pharmaceutical companies will earn export licenses from leading markets around the world;
• 5-10 new Chinese medicines will have FDA or EMA intellectual property rights by 2020;
• 20-30 innovative drugs will be industrialised by 2025.

Moreover, global pharma companies have flocked to China in order to capitalise on such a large and rapidly-expanding market. Official statistics from 2017 show foreign investments into Chinese high-tech industries surging 61.7% in 2017, to make up 28.6% of the total. Furthermore, foreign investments into medical treatment instruments and meter manufacturing soared by 28% annually. Multinational companies have often engaged with local partners to streamline processes and acquire market and clinical access that would be difficult to build from scratch, and global players have established joint ventures with local companies to tap into local market knowledge.

Investments have also been facilitated by changes to financial regulations, with the Hong Kong Stock Exchange changing its listing rules to attract more biotech companies. This has facilitated the financing and expansion of local companies, with Innovent Biologics, Hua Medicine, and Ascletis Pharma all benefitting from listing on the Hong Kong Stock Exchange.

As the industry rapidly expands, two areas in particular have seen a massive increase in talent demand. Marketing is a crucial aspect for pharmaceutical companies, and specialised talent is needed to seek out current and former physicians who can coach doctors about how their patients can benefit from new drugs. The job description requires rigorous knowledge of the medicinal benefits of individual drugs, a good understanding of local regulations, and people skills. Locally-based Chinese executives with strong knowledge of customers, procedures, specific requirements, and other factors (such as government links) are particularly attractive to clients and search consultants.

Research and development is another area seeing a huge demand for talent. Previously, the local market concentrated on producing generics rather than the development of new compounds and medicines, as these require a long period of time to provide return on investment. Due to a somewhat less amicable relationship with the US, China is now pivoting to develop its own medicines, and aggressively ramping up research and development.

The pool of qualified candidates for these positions comes from a number of sources. Domestic Chinese firms can tap the broadest talent pool, employing home-grown talent without foreign language skills, as well as seeking those groomed abroad. Moreover, some Chinese companies have established subsidiaries in the US, which allows access to American experts as well.

Global companies are not as fortunate in this respect. They need to find candidates with foreign language skills, and they tend to prefer those with international experience as well. This makes the competition for talent in China especially fierce, which is then exacerbated by the drain of locals with language skills and international experience, as they seek lucrative positions in global pharmaceutical companies abroad.

While the Chinese pharmaceutical sector is poised to continue its dynamic growth, there are some clouds on the horizon, not least of which is the COVID-19 pandemic. The outbreak has already created supply chain disruptions within China, and even as the world slowly starts to come back to normal, the threat of a second wave of infection looms in the future. Even if no second wave develops, it will be impossible to escape the general global economic uncertainty that has spread along with the contagion. Although there are serious concerns, the outlook for the sector is still exceptionally bright.

Individuals with the right skills stand to see great opportunities, and recruiters will continue to see an exceptional level of competition in the search for the highest-calibre candidates.

China is out of lockdown and operating business as usual, except for mandatory masks and temperature checks. APAC, India, the Middle East, most of Europe and the Americas are in various phases of reopening. Following a time of crisis and confinement, we are seeing signs of a full restart – incorporating re-setting, re-thinking, re-positioning and re-launching.

Since presenting our insights in early May, the international Life Sciences consultants of Pedersen & Partners are seeing the following developments:

Developments in Life Sciences & Healthcare

Biopharmaceutical companies have jumped on the need for drugs to fight COVID-19, specifically vaccines to prevent infection and therapies to treat the severe effects of the disease. According to the World Health Organization, around 120 treatments and vaccines are in development worldwide.

In the global vaccine race, China has four companies with products at the clinical stage, while the USA has two and Germany has one. Gilead is currently leading the search for an effective antiviral with Remdesivir, and a Bangladeshi generics manufacturer is launching a biosimilar version.

We have already seen an incredible increase in demand for diagnostic testing products, resulting in supply issues. Testing for COVID-19 virus and/or antibodies will be pivotal for a return to post-lockdown life.

In Medical & Healthcare, we are seeing elective surgeries starting up again in many countries. After the postponement of all non-COVID medical activities, we predict that it could take up to a year for hospitals to catch up with the backlog and return to general levels. The initial figures confirm that the ensuing delay in the diagnosis of other diseases (including oncology and cardiology) will have an impact on the treatment of patients and even their life expectations.

Access to hospitals is likely to become more difficult, and this will create opportunity for telemedicine. Virtual care providers such as online doctors and pharmacies are increasingly accepted by the general public and authorities.

Hospitals and their suppliers reconsider end-to-end supply chains

Across the industry, there are calls to review and rethink the global end-to-end supply chain. Prior to the pandemic, Sanofi announced its intention to bring Active Pharmaceutical Ingredient production back to Europe. Hard lessons have been learned, and governmental institutions are raising the importance of having key products produced closer to home and thus more readily available.

Production capacities are being concentrated on the products that are immediately needed; Bode Chemie has doubled its production of hygiene products, while Medtronic and Philips have more than doubled the production of ventilators. New business opportunities are arising; in the face of plummeting demand for their conventional products, major luxury brands have converted perfume production facilities to manufacture hand sanitizer, and are now launching designer face masks. Many biopharmaceutical companies are reviewing their production capacities while stockpiling contract development and manufacturing capacity with third parties e.g. Lonza, Catalent and Thermo Fisher Scientific.

A new way of working

China has returned to work already, with temperature testing and facemasks. Europe is now gradually opening up, with the first few office workers returning. Some are hesitant, while others are happy to see their colleagues in the flesh again.

It is generally expected that remote working will become a standard part of the daily routine. The lockdown has presented a unique opportunity to learn and develop new skills, connectivity strategies and increased creativity, and it has had a positive effect on the speed of implementation of several digital tools/platforms. Moreover, lockdown has demonstrated that the management of teams working remotely demands an extra dimension of leadership, with increased coaching and motivation.

Many offices are being redesigned to allow for the new 1.5m distance economy, with some companies considering reducing their office space in the future, as fewer workers are physically present.

One concern in developing economies is an expected labour shortage in the short to medium terms, which could have an impact on the end-to-end supply chain. This is likely to affect countries such as Brazil, where factory workers have expressed fear of returning to work, and India, which relies greatly on migratory and temporary labour for production.

Developments in senior recruitment: now and in the coming months

Our Human Resources contacts are starting to see preparations to pick up on postponed hiring and return to the business of recruitment. In most countries, personal meetings are becoming possible again under strict hygiene rules, but virtual conferencing will continue to play a strong role in the hiring process, as it saves both money and time. However, many managers have told us that they still see a final face-to-face interview as critical, so we expect to eventually see a balanced mix of virtual and face-to-face interviews.

Many Human Resources professionals see the unprecedented circumstances as an opportunity to modernise the recruitment process (e.g. with digitalisation, video interviews, online assessments and AI). In general, there is more caution about bringing new hires on board, but this is only expected to be temporary. When recruitment picks up again, the demand for strong leadership talent is expected to be even higher than before the pandemic.

Before the pandemic, we were already seeing an increasing demand for contemporary leadership as one of the trends in Life Sciences & Healthcare. Additional investment in Biopharmaceutical R&D and Manufacturing will lead to an even greater need for technical and scientific leadership, and simultaneously, more digitally-savvy commercial leadership will be required.

The take-home message is that key hires cannot be postponed for too long; there is an increasing demand for skilful leaders who can power through the crises and effect change with visionary ideas and strategic thinking.

A good portion of professionals continue to be highly risk-averse. They need to be inspired, reassured and convinced to even consider exploring a job change. For senior jobseekers, it is currently quite hard to find new opportunities, because companies have slowed down the recruitment process and fewer roles are available. However, this is set to change in the coming months, and the wave of postponed hirings will once again create a candidate’s market.

Communication is more critical than ever in times of crisis, and Executive Search Consultants can fill the skills gap with their network and knowledge of the market. With new leadership traits in demand, expert consultants will be able to make a more effective match.

The added value of Executive Search

In countries that are lifting the lockdown over the next few weeks, companies are also emerging from their bubble, and will need to decide on their next steps and strategies. Executive Search Consultants can help with strategizing about the new leadership roles and skills that will be required in the new normal.

Executive Search firms with experienced consultants add value in various ways, and specifically now:

• A contracted mandate adds credibility to the impression that the company is genuinely committed to making a senior hire.
• In order to prepare for hiring freezes to be lifted, Executive Search firms can proactively start tracking leadership talent for clients via tailored Market Mapping programs.
• Executive Search firms are well-placed to carry out Confidential searches for senior hires.
• An active search approach that actively promotes the company and its job opportunities can attract attention in a credible way.
• Companies can benefit from the wide circle of trusted contacts that experienced consultants bring.
• Last but not least, Executive Search firms can actively steer the hiring process, adapting it to dynamic environmental changes with a preferred finalist candidate to a mutually-beneficial closure.

Highlights:

• The average investment period will be delayed by at least 1-2 years
• A defensive scenario will be followed by a growth scenario. We expect the defensive scenario to last 3 to 8 months
• Some fund managers are taking advantage of the liquidity provided by central banks and governments to switch their private debt to bank debt
• There will be opportunities to identify companies at lower valuations.
• We foresee strong developments in areas related to healthcare and digital space
• The creativity and entrepreneurial capabilities of the management teams are key success factors for exit strategies
• Many leveraged portfolio firms will breach covenant clauses

An analysis performed by the Private Equity Practice Group of Pedersen & Partners following conversations with dozens of mid-sized PE funds in Europe has reached a conclusion that is in line with the opinions of the majority of the macroeconomic analyst firms. The impact on fund managers depends on two main factors: the fund type and the situation of the fund at the start of the crisis. The average investment period will be delayed by at least 1-2 years.

As for portfolio management, we foresee a defensive scenario followed by a growth scenario. However, analysts are failing to take the human factor into account, specifically the influence and capacity of skilful executives to lead their teams and manage their businesses through the complex situation caused by the SARS-CoV-2 pandemic.

Impact on Private Equity fund managers

Some funds are better designed to overcome this situation, and a few have even benefited. These are secondary funds, special situations and hybrids that have greater flexibility to consider alternatives when the crisis recedes.

For the fund managers that have done well, there is a certain luck factor which should not be overlooked. Many fund managers have benefited from a good cash position and the recent closing of a new fund, while others have a relatively broad portfolio of companies. Conversely the fund managers that will encounter the greatest obstacles to recovery are those who have acquired companies which are highly leveraged in vulnerable sectors such as entertainment, tourism and hospitality. Many leveraged portfolio firms will breach covenant clauses as EBITDA declines. Fund managers expect most debt providers to be flexible, but admit that debt providers will have a bigger say.

Some fund managers are taking advantage of the liquidity provided by central banks and governments to switch their private debt to bank debt, benefiting from lower interest rates and obtaining a liquidity security support.

Impact on Portfolio Firms

The members of our Private Equity Practice have had conversations with multiple funds and CEOs, and our conclusion is that a defensive strategy will be initiated first, followed by a growth scenario.

We expect this defensive scenario to last from 3 to 8 months, depending on the leadership skills of the fund managers, their management teams and the particular situation of each investee. During this phase, management teams will address the immediate problems related to liquidity, and will improve cost burdens, while effecting a redesign of business plans and a re-orientation of strategy.

Once this initial defensive stage is overcome, the fund managers will refocus on growth. There will be opportunities to identify companies at lower valuations. Before the crisis, there had been a problem of inflation in company valuations, and this will be eliminated. Furthermore, competition will decrease as some fund managers will take longer than others to recover.

In our opinion, the success factors for portfolio firms will be:

• Management teams with strong leadership capable of maintaining the focus on business, while motivating teams with the creative and entrepreneurial capacity to look for alternatives.
• A timely transition from the defensive phase to the growth phase.
• The ability to align the entire organisation in refocusing from the defensive phase to the growth phase.

Investment opportunities

In terms of areas of opportunity, we foresee strong developments in areas related to healthcare and digital space.

For a long time, Private Equity has seen Tech and BioTech/MedTech/Health Technologies as highly attractive industry segments for investment, and we have heard this stated repeatedly at the Pedersen & Partners PE Breakfasts that we have hosted across the world. The Covid-19 pandemic is creating disruption and uncertainty for the medical technology industry in ways that were unimaginable a few short weeks ago. Potential risks and opportunities lie ahead in this precarious business environment; whilst clinical studies are suffering from the priority given to battling the pandemic crisis, pre-clinical Biotech is seeing ‘business as usual’. Moreover, MedTech and Health Technologies could gain traction, with new ways of working more rapidly embraced by hospitals and other healthcare institutions during and following this crisis.

The Covid-19 crisis has already sparked a review of legislation and policies on broadband connectivity, e-learning, e-government, e-health, sustainable mobility and data sharing. Regulatory initiatives will accelerate the adaptation of these technologies. Foundational technologies such as IoT (Internet of Things), machine learning and AI will get a further boost as they enable further automation and the release of human capacity. Finally, IT developments will further dissolve borders between classic industry verticals, and disintermediate related value chains.

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Diana Danu, Marketing and Communications Manager at: diana.danu@pedersenandpartners.com

The word “quarantine” is derived from the Italian word quarantena, the 40-day isolation period demanded during the Middle Ages before a ship was permitted to enter port, in order  to protect the port city from disease. Humans are social animals, and as we endure our 40 days of self-isolation and lockdown across the globe, we are starting to feel stressed and to long for some short to mid-term perspectives.

The following observations were made by the international Life Sciences team at Pedersen & Partners:

Short-term and long-term winners

• Biopharmaceutical companies have jumped on the urgent need for drugs, including vaccines for immunisation and medications to treat the severe effects of Covid-19. According to the World Health Organisation, at least 70 treatments and vaccines are currently in development. The leading European vaccine manufacturers GSK and Sanofi are joining forces, while biotech companies such as BioNTech collaborate with big pharma players like Pfizer. Another example is Gilead; promising results for Gilead’s antiviral remdesivir in clinical studies resulted in a 16% stock increase in one day.

• Medical & Diagnostic products for critical care and testing are seeing an incredible increase in demand, resulting in supply issues. Companies focusing on Primary & Acute Care, such as BBraun and Hillrom, are benefiting in the short term. Our clients anticipate a significant acceleration in connectivity, with opportunities for telemedicine being created as access to hospitals becomes more difficult. In Diagnostics, tests for the Covid-19 virus and antibodies will be pivotal for ending or reducing lockdown and returning to some sort of daily life. Moreover, secondary suppliers to vaccine research, development and manufacturing are all doing well.

All unrelated activities in Life Sciences & Healthcare are being postponed: clinical studies (both big pharma and biotech), non-critical surgeries, etc. However, over the medium to long term we expect to see more hospital work being performed virtually, with connected hospital equipment. This represents a strong opportunity for Health Technology with remote testing via apps (AI etc) e.g. AliveCor. In some regions, there have been supply issues for certain products, as a consequence of worldwide concentration in certain geographies. As a result, there have been intensive talks about bringing production back to local regions, e.g. API (Active Pharmaceutical Ingredients), CMO (Contract Manufacturing Organisations), and OEM (Original Equipment Manufacturers). Finally, the public may start to demand better pandemic preparation from its national and regional authorities. An expanded market for diagnostic kits and tests will be the obvious result of such demand.

Changes in Executive Search now and over the next few months

The imposition of “work from home” on many formerly office-based employees could reset the way we work in the future. As the lockdown is eased, we anticipate that videoconferencing will become more widely accepted. In the short term, we are already seeing creativity in arranging personal meetings and job interviews: a walk in the park, or the resourceful use of a long boardroom table. We expect this to continue in the anticipated socially-distanced economy.

Layoffs, reductions in the number of available positions, attrition and hiring freezes are resulting into more open applications, with increasing demand for qualified assessment processes. Employers are seeing the unusual circumstances as an opportunity to modernise their recruitment processes (digitalisation, video interviews, online assessments, AI).

In general, there is more caution about bringing new hires on board, and most of our clients have slowed down recruitment in the short term. Even if companies can overcome the obstacle of arranging international travel for senior candidates to attend interviews, there is uncertainty about work permits in places such as the US, China and Dubai. Companies are also concerned about on-boarding and the integration of new hires.  However, key hires cannot be postponed too long; there is increasing demand for skilful leaders who can power through the crises and handle change with visionary ideas and strategic planning for the next steps.

Candidate behaviour

As we swing from a period of economic boom into unprecedented and uncertain times, we see candidates becoming more risk-averse. Many are open to discussing opportunities from their home office; however, while there is more talk, there is less real action. Most professionals want to be assured that there is a tangible opportunity to be discussed. And the professionals in high-demand areas (such as vaccines and medical supplies) have no time for conversations or interviews.

Candidates are looking for reassurance that companies are serious about hiring. And once we advance into the hiring process, some have second thoughts about abandoning their teams; others get concerned about “last in, first out” or become less willing to leave their families or the security of their home country. In an increasingly uncertain and more virtual world, trust and existing personal relationships become significantly more important, and only the most active and qualified engagement will convince candidates and build trust. During the hiring process, it will be critical to actively signal any obstacles arising, and make sure that these can be overcome.

Best practices for companies: providing reassurance

Over the short term, with lockdown and social distancing imposed, we have the following recommendations:

• Offer more virtual interviews; provide more opportunity for both parties to interact and get a sense of personality and cultural fit
• Shorten the probation period to overcome risk aversion and create a basis of trust
• Perhaps companies could even offer job guarantees to get the right leaders on board
• Give more perspectives for future career opportunities
• Engage new employees with pre-onboarding processes (gather the materials that you would normally offer the employee during their first workday, and make them digital)
• Make use of external partners who have access to a larger talent pool.

Executive Search firms with experienced consultants add value, and this is especially true now. First of all, such firms have the ability to actively promote companies and job opportunities, i.e. to catch attention and be credible. Secondly, companies can benefit from the wide circle of trusted contacts that experienced consultants bring. Last but not least, they can actively steer the hiring process, adapting to dynamic environmental changes and bringing the process to an appropriate closure with a preferred finalist candidate.

Lydia van der Meulen is a Client Partner and the Global Head of Life Sciences & Healthcare Practice Group at Pedersen & Partners, based in Amsterdam, the Netherlands. Mrs. van der Meulen has two decades of global end-to-end Life Sciences Executive Search expertise. She draws on an extensive track record gained in senior-level international assignments across a broad range of leadership roles in the Pharmaceutical, Medical Technology, and Biotechnology sectors, as well as in Animal Health and AgriTech. During her career, Mrs. van der Meulen has worked for start-ups, mid-sized organisations and multinationals; publicly listed, privately held, and PE-backed firms. Prior to joining the Executive Search sector, Mrs. van der Meulen worked in Management Consulting in London and in Private Banking in the Netherlands. Between 1989-1990 Ms. Van der Meulen lived and worked in Kuwait.

Sandra Roels is a Client Partner at Pedersen & Partners, based in Germany. Ms. Roels brings a track record of over two decades in the Executive Search and consultancy field having worked on cross-border searches in the Life Sciences and Consumer practice of two of the major international search firms. Throughout her career, Ms. Roels conducted senior level search mandates in General Management, Marketing & Sales as well as specialized assignments in Medical, Research & Development and Operations. Prior to joining Pedersen & Partners, Ms. Roels was Partner and Head of Continental Europe for an international Life Science search boutique working with international and European key accounts in Pharma and Medical Devices.

Pedersen & Partners is a leading international Executive Search firm. We operate 54 wholly owned offices in 50 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives. More information about Pedersen & Partners is available at www.pedersenandpartners.com

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Diana Danu, Marketing and Communications Manager at: diana.danu@pedersenandpartners.com

January 8, 2020 – Amsterdam,  Netherlands – Pedersen & Partners, a leading international Executive Search firm with 54 wholly owned offices in 50 countries, is pleased to announce that Client Partner Lydia van der Meulen has been promoted to Head of the Life Sciences & Healthcare Practice Group.

Mrs. van der Meulen has two decades of global end-to-end Life Sciences Executive Search expertise. She draws on an extensive track record gained in senior-level international assignments across a broad range of leadership roles in the Pharmaceutical, Medical Technology, and Biotechnology sectors, as well as in Animal Health and AgriTech. During her career, Mrs. van der Meulen has worked for start-ups, mid-sized organisations and multinationals; publicly listed, privately held, and PE-backed firms. Prior to joining the Executive Search sector, Mrs. van der Meulen worked in Management Consulting in London and in Private Banking in the Netherlands.

“Lydia’s appointment reinforces our move towards providing deep industry expertise to drive value to our Life Sciences & Healthcare clients globally. Lydia’s proven track record of leading multi-cultural, diverse, and agile teams to deliver exceptional value for our clients will enhance the Life Sciences & Healthcare Practice Group in line with our global strategic direction and growth plans. Lydia’s dedication to our firm’s core values combined with her deep industry knowledge and outstanding track record in Executive Search make her the perfect fit to lead our Life Sciences & Healthcare Practice into 2020 and beyond,” stated Gary Williams, Chief Executive Officer at Pedersen & Partners.

“The Life Sciences & Healthcare industry is at the technical and scientific forefront of innovation with breakthroughs in every aspect: smart technologies improving research, digitalised assessment and diagnosis, and personalised medicine through advancements in genetics, to name a few. Pedersen & Partners’ Life Sciences & Healthcare Practice is committed to supporting our clients’ organisational transformations by bringing the best-suited emerging leadership talents forward. I am honoured and thrilled to be appointed as the new Practice Group Head, and I look forward to leading our global team to further develop our client-centric vision for the most impactful outcomes,” added Lydia van der Meulen, Client Partner and Head of the Life Sciences & Healthcare Practice Group at Pedersen & Partners. 

Pedersen & Partners is a leading international Executive Search firm. We operate 54 wholly owned offices in 50 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives. More information about Pedersen & Partners is available at www.pedersenandpartners.com.

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Diana Danu, Marketing and Communications Manager at: diana.danu@pedersenandpartners.com

March 18, 2019 – Hong Kong & China – Pedersen & Partners, a leading international Executive Search firm with 57 wholly owned offices in 53 countries, has appointed Jed Van Voorhis as a Client Partner within the Industrial Practice in APAC.

Jed Van Voorhis possesses over 20 years of Executive Search experience with a focus on Industrial, Cleantech, Healthcare & Life Sciences, and Technology sectors. In the course of his Executive Search career, Mr. Van Voorhis has worked with large international Executive Search firms in Taiwan and Greater China and has developed a strong network and client portfolio having recruited Board and C-level executives for organizations ranging from startups to Fortune 500 companies. 

"Pedersen & Partners’ global one-firm platform is what sets it apart from other Executive Search organisations. I look forward to working with my colleagues across the world to enhance the Industrial practice and deliver top quality solutions to our clients,” commented Jed Van Voorhis, on his appointment.

"Jed’s addition to our team further supports our focus of ensuring international expertise and network in the Industrial Practice, wherever our clients’ senior talent needs may be. His solid regional client base and excellent long-standing reputation as clients-driven and results-oriented professional will further enhance our reputation in key markets,” announced Alex Eymieu, Head of Asia Pacific at Pedersen & Partners.

Pedersen & Partners is a leading international Executive Search firm. We operate 57 wholly owned offices in 53 countries across Europe, the Middle East, Africa, Asia & the Americas. Our values Trust, Relationship and Professionalism apply to our interaction with clients as well as executives.

If you would like to conduct an interview with a representative of Pedersen & Partners, or have other media-related requests, please contact: Anastasia Alpaticova, Marketing and Communications Manager at: anastasia.alpaticova@pedersenandpartners.com

Life Sciences & Healthcare Practice Group