Independent expert and business broker in the pharmaceutical market. I help manufacturers, pharmacy chains, distributors and investors raise the profitability of the business.
Operational and commercial consulting for the pharmaceutical market.
I work out where the business is losing profitability: purchasing and stock, markup, the assortment matrix, arrangements with manufacturers, staff workload, in-store processes.
What the diagnostics deliverA map of losses with each one priced, a change plan ordered by priority, and the metrics both sides use to measure the effect.
Learn more →A single markup across the whole range is convenient, but the chain loses income on it. I separate prices by the role each line plays: some hold footfall, others earn. Selection of profitable lines, front-margin and back-margin handled together, regulated price caps and competition rules — all written into the rules a category manager works by.
What gets implementedMarkup rules by product group, a rebuilt matrix, requirements for the accounting system, and a method that separates the effect of the changes from seasonality and market movement.
Learn more →For chains — an online pharmacy that adds turnover instead of moving it out of the stores. For manufacturers — a traceable return on money spent in the online channel. For distributors — an aggregator on terms that work for everyone in the supply chain.
What gets builtA channel model with order economics, terms for working with aggregators and marketplaces, and a launch and promotion plan with metrics by stage.
Learn more →Buying and selling pharmacy chains, manufacturing sites, marketing-authorisation portfolios and equity stakes. I find the counterparty, work through the asset's economics from its accounts rather than the seller's deck, and keep negotiations closed: the market learns about the deal after it closes.
What the owner getsA preliminary and a final list of counterparties, a valuation with the reasoning behind it, a deal structure, and negotiation support through to signing.
Learn more →Buyers pay for sustainable profitability backed by figures. Several months before the sale we put the economics in order: loss-making outlets, manufacturer contracts, stock levels, management accounts.
What changes in the assetClean accounts for the buyer, a business without loss-making lines, and a price backed by figures.
Learn more →Routine decisions that staff take manually today can be handed to an algorithm: repricing, ordering and stock allocation, prompts at the counter, triage of incoming orders and enquiries. I start where the effect can be counted in money.
What starts workingSelected areas for automation with a return estimate, requirements for the vendor or service, a pilot on a limited scope, and rules for supervising what the algorithm decides.
An agentic commerce readiness audit, a FlexPricer product. I check whether Alice AI and GigaChat name your pharmacy chain or your product when asked where to buy it, and whether the price, availability and address in the answer are right. I also check that the purchase path complies with pharmaceutical law.
Learn more →Training and incentives for the counter: product knowledge, induction for new hires, standards of work behind the counter, bonuses and competitions between pharmacies — verified against sales.
Learn more →Free. I go through the brief and tell you whether I can help and whether it is worth doing now.
I look at sales, markup, assortment, channels and manufacturer contracts. The output: exactly where the money is being lost, and how much.
Together with your team we write the rules, procedures and technical briefs, train the staff and follow up on execution.
We measure the effect against the metrics fixed at the start. Whatever didn't work gets reworked.
I review your data and hand back a map of profit leakage, priced and prioritised. Then you decide: do it in-house or with me.
One brief with a clear result: a pricing system, an assortment rebuild, an online pharmacy launch, a counter-staff training programme. I work inside your team.
I work with your management team on an ongoing basis: reading the numbers, helping to set priorities and take decisions. You get a commercial director's experience without hiring one.
Finding the counterparty, valuing the asset, negotiating and supporting the deal through to signing. On any one transaction I act for one party only: otherwise word spreads and the asset loses value before the bargaining even starts.
If the brief can be solved without me, I say so in the first conversation and explain how to handle it in-house. I take on work where I influence the outcome.
The starting figures and the metrics we will use to measure the effect are agreed in writing before work begins, so that nobody picks convenient indicators after the fact.
I take no fees from the contractors, platforms or manufacturers I recommend.
Scope, stages, timing and fee are set in the contract before we start. No "additional work" appears mid-project.
Pricing, promotion and manufacturer arrangements stay within industry and competition regulation, including regulated price caps and the rules on advertising medicines. I don't propose schemes you couldn't show an inspector.
Your project will not appear on this site, in the channel, or in a conversation with the next client.
In this market a leak costs more than any consultant, so the rules for handling your data are fixed before the work starts.
Signed before you send the first data export: data sent without an agreement cannot be recalled.
Your exports and documents are stored separately and never used in other projects.
Before taking a deal mandate I check the parties against open sources: restrictive lists and signs of nominee structures. Where risk indicators appear, I decline the deal.
I don't take overlapping briefs from competitors in the same territory. Any overlap that arises during the work is disclosed immediately, even when it costs me the project.
For 18 years I worked as a commercial and marketing director at manufacturers, distributors and in pharmacy retail, and took the decisions on price, assortment and promotion myself. I understand how a chain does its maths, what a manufacturer is after when signing a marketing contract, and where those interests diverge in practice.
What I do is operational consulting: I implement the proposed solutions myself, together with the client's team.
I work with every part of the pharmaceutical supply chain, offline and online.
Budget flows into chains and aggregators with no traceable link to sales. I build a channel model that shows what you are actually paying for, and prepare product training for counter staff.
Turnover but no profit: markup runs into footfall, the matrix is bloated, and the online pharmacy takes revenue from your own stores. I rebuild pricing, assortment and channels so profitability grows without losing customers.
Sellers show a deck instead of the economics, and the market hears about the sale before a buyer is found. I check the asset's figures, prepare it for the deal and negotiate through to signing.
I work alongside lawyers, valuers, IT contractors and training platforms where a brief goes beyond my competence. No reciprocal commissions for referrals.
Regulation, prices and pharmacy economics in figures.
I take one concrete situation — a regulatory change, a price, the economics of a channel — and work it through with figures from regulations, company filings and industry statistics, so the calculation can be checked.
More and more shoppers ask an AI assistant where to buy a medicine in their city. The assistant replies with a list of pharmacies or links to aggregators, and a place on that list cannot be bought. I read the help pages of Yandex, OpenAI, Sber and DeepSeek and the Russian rules on selling medicines. This article covers where assistants get their answers, what a pharmacy chain may legally do and how to measure the result.
ReadAt the autumn Pharmliga forum, competitors' prices came up in talks by pharmacy chains, two manufacturers and a distributor. Pharmacies rely on knowing their own shoppers, Akrikhin has built its own AI agents, Grand Capital forecasts competitors' prices from sales history, and Natura Siberica buys cheap raw data and gets it into shape itself. I compared these approaches with my own monitoring of online pharmacy prices.
ReadAt a single metro station, the most expensive chain asks 20% more than the cheapest for the same product in half of all cases. A ranking of 25 chains shows which of them price below their neighbours, which price above, whether a chain's price depends on competitors, and which chains lack products their neighbours have.
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