Category Lead Oncology, Internal Medicine and Specialty care North Africa

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 a