Outsource Markets Lead - Middle East

ROLE SUMMARY The Outsourced Markets Lead - Middle East is a strategic member of the Middle East Leadership Team, accountable for maximizing the sustainable value and patient impact of Pfizer’s portfolio across markets operated through partner-led and outsourced go-to-market models. The role sets the strategic direction for the outsourced-markets portfolio, determines the most appropriate market archetype and operating model for each market, and ensures disciplined execution through clear governance, strong partnerships and effective internal orchestration. The role connects Pfizer’s enterprise standards with local market realities. It leads internal teams and external partners to deliver compliant, commercially sound and patient-centered solutions across different routes to market, while ensuring clarity of accountability, transparent performance management, responsible stakeholder engagement, continuity of supply and timely escalation of risks and opportunities. CORE ACCOUNTABILITIES 1. OUTSOURCED MARKETS STRATEGY & PORTFOLIO LEADERSHIP · Own and translate the Middle East outsourced-markets strategy into clear portfolio, market and partner priorities aligned with the cluster operating plan and enterprise objectives. · Maintain an integrated view of Pfizer’s portfolio across partner-led markets, balancing patient need, portfolio potential, lifecycle stage, access feasibility, operational complexity and investment requirements. · Set differentiated market strategies that determine where to play, how to win and how Pfizer should participate in each market. · Establish portfolio governance and business-review rhythms that connect enterprise and category priorities with market-level execution. 2. MARKET ARCHETYPING & GO-TO-MARKET MODELS · Define and periodically review market archetypes using relevant strategic factors such as patient need, healthcare-system characteristics, portfolio opportunity, access conditions, channel structure, partner capability, risk and required Pfizer oversight. · Recommend fit-for-purpose go-to-market models for each market, which may include distributor-led, promotional partner, hybrid, alliance or other approved operating arrangements. · Clarify the role of Pfizer and the role of the partner within each model, including decision rights, interfaces, capabilities, service expectations and escalation routes. · Lead transitions or changes in go-to-market models when portfolio needs, market conditions, partner performance or risk considerations require a different approach. 3. PARTNER SELECTION, GOVERNANCE & PERFORMANCE · Set the operating principles and governance framework for outsourced-market partnerships in coordination with relevant Pfizer functions. · Support partner assessment, selection, onboarding, renewal and transition processes, ensuring commercial capability, compliance, reputation, operational readiness and patient-service requirements are appropriately considered. · Establish joint business planning, performance reviews, scorecards, issue management and escalation mechanisms with partners. · Hold partners accountable for agreed objectives, contractual obligations, quality standards and responsible execution while maintaining constructive, transparent relationships. 4. PORTFOLIO EXECUTION & PATIENT NEEDS · Ensure portfolio strategies are translated into practical market plans that address local patient needs, access barriers, customer priorities and healthcare-system requirements. · Drive appropriate availability, access and responsible use of Pfizer medicines and vaccines through coordinated commercial, access, medical, regulatory and supply execution. · Identify underserved patient segments, portfolio gaps and execution barriers, and sponsor solutions that are appropriate for the market archetype and Pfizer’s operating model. · Balance business objectives with patient impact, affordability, continuity and long-term sustainability in market and partner decisions. 5. INTERNAL STAKEHOLDER LEADERSHIP · Act as the single strategic integrator for outsourced markets, connecting Category Leads, Access & Value, Medical, Regulatory, Policy & Public Affairs, Supply, Finance, Legal, Compliance, Quality and Commercial Excellence. · Create clarity on priorities, ownership, decisions and timelines across internal stakeholders, minimizing fragmentation and ensuring one Pfizer position with partners. · Bring outsourced-market implications into portfolio planning, launches, supply decisions, pricing and access choices, operating plans and enterprise risk discussions. · Escalate material risks and decisions through the appropriate governance forums with clear options, recommendations and impact assessments. 6. EXTERNAL STAKEHOLDER MANAGEMENT · Build senior, trusted relationships with owners and leaders of distribution, promotion and alliance partners. · Coordinate, within approved responsibilities, engagement with relevant authorities, institutions, healthcare-system stakeholders and business associations in partnership with Pfizer functions and local partners. · Ensure external stakeholders experience consistent, credible and responsible Pfizer engagement regardless of the go-to-market model. · Protect Pfizer’s reputation by setting clear expectations for ethical conduct, transparency, compliance and appropriate representation of Pfizer and its portfolio. 7. BUSINESS PLANNING, CONTROLS & RISK MANAGEMENT · Lead the outsourced-markets operating plan, long-range planning and business performance process, ensuring robust assumptions, forecasts, risks and investment choices. · Monitor sales, demand, inventory, supply, receivables, partner performance, access progress and execution quality through fit-for-purpose dashboards and reviews. · Partner with Finance, Legal, Compliance, Quality and Supply to maintain effective controls and proactively manage commercial, operational, regulatory, financial, reputational and continuity risks. · Ensure contracts, governance records, decisions and partner commitments are managed with appropriate discipline and documentation. 8. ORGANIZATION & PEOPLE LEADERSHIP · <