Leads Pfizer’s outsourced-market portfolio across the Middle East, setting market strategies, operating models, partner governance, performance standards, and investment priorities. Integrates commercial, medical, regulatory, access, supply, finance, legal, compliance, and quality stakeholders to deliver sustainable portfolio value, medicine access, continuity of supply, and responsible patient outcomes. Oversees business planning, risk management, partner relationships, and development of the outsourced-markets organization.
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
• Lead, coach and develop the outsourced-markets organization, creating clear accountability across portfolio leadership, partner management and market execution.
• Build capability in strategic market assessment, business development, partner governance, negotiation, financial acumen and risk management.
• Create an inclusive culture of collaboration, ownership and constructive challenge across internal teams and external partners.
• Promote courage, excellence, equity and joy, with uncompromising standards of ethics, compliance and responsible business leadership.
DECISION RIGHTS
• Sets the strategic direction and portfolio priorities for outsourced Middle East markets within approved cluster and enterprise governance.
• Recommends market archetypes and fit-for-purpose go-to-market models, including model changes and partner transitions, for approval through applicable governance.
• Defines partnership governance, performance standards, review cadence and escalation requirements.
• Recommends allocation of approved resources and investment across outsourced markets based on patient need, portfolio opportunity, risk and expected value.
• Holds the outsourced-markets organization and external partners accountable for execution quality, compliance, performance and patient-centered delivery.
CAPABILITIES & QUALIFICATIONS
• Bachelor's degree in Life Sciences, Pharmacy, Medicine, Business, Economics or a related field; an advanced degree such as MBA or equivalent is preferred.
• Meaningful senior-level pharmaceutical, healthcare or consumer-health experience, with demonstrated leadership across multiple markets and indirect go-to-market models.
• Proven success managing broad portfolios through distributors, promotion partners, alliances or hybrid commercial models.
• Strong capability in market assessment, market archetyping, operating-model design, portfolio prioritization and business planning.
• Demonstrated expertise in partner governance, performance management, negotiation, contracts and complex stakeholder relationships.
• Strong commercial and financial acumen, including forecasting, investment choices, inventory, working-capital considerations and risk management.
• Ability to integrate Medical, Regulatory, Access, Policy, Supply, Finance, Legal, Compliance and Quality perspectives into practical market decisions.
• Enterprise mindset and ability to influence senior internal and external stakeholders across cultures, geographies and organizational boundaries.
• Excellent analytical, communication, negotiation and executive-presentation skills; fluency in English is required and Arabic and/or French is highly desirable.
• High standards of ethics, compliance, governance and responsible stakeholder engagement.
CRITICAL LEADERSHIP BEHAVIORS
Enterprise Leadership
Connects portfolio, market, partner and enterprise priorities to create sustainable value.
Operating-Model Judgment
Selects fit-for-purpose models and governance based on market archetype, opportunity and risk.
Partner Influence
Builds trust while maintaining clear accountability, transparency and constructive challenge.
Patient Stewardship
Ensures commercial choices support appropriate access, availability and responsible patient outcomes.
KEY ORGANIZATIONAL RELATIONSHIPS
• Middle East Cluster Lead and Middle East Leadership Team
• Category Leads and market/commercial leaders across Middle East markets
• Access & Value, Medical, Regulatory, Policy & Public Affairs, Supply, Finance, Legal, Compliance, Quality and Commercial Excellence
• Regional and Global portfolio, commercial and alliance-management stakeholders
• Distributor, promotional and alliance partners, and relevant external institutions within approved engagement responsibilities
SUPERVISION & OPERATING MODEL
Direct reports: Outsourced-markets organization responsible for portfolio leadership, commercial partner management and market execution. The proposed structure indicates coverage across partner-led Middle East markets; final market allocation, team size and reporting lines remain subject to the approved organization design.
Location: Cairo, Egypt, with travel across outsourced Middle East markets and partner locations as business needs require.
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 .
Marketing and Market Research
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
• Lead, coach and develop the outsourced-markets organization, creating clear accountability across portfolio leadership, partner management and market execution.
• Build capability in strategic market assessment, business development, partner governance, negotiation, financial acumen and risk management.
• Create an inclusive culture of collaboration, ownership and constructive challenge across internal teams and external partners.
• Promote courage, excellence, equity and joy, with uncompromising standards of ethics, compliance and responsible business leadership.
DECISION RIGHTS
• Sets the strategic direction and portfolio priorities for outsourced Middle East markets within approved cluster and enterprise governance.
• Recommends market archetypes and fit-for-purpose go-to-market models, including model changes and partner transitions, for approval through applicable governance.
• Defines partnership governance, performance standards, review cadence and escalation requirements.
• Recommends allocation of approved resources and investment across outsourced markets based on patient need, portfolio opportunity, risk and expected value.
• Holds the outsourced-markets organization and external partners accountable for execution quality, compliance, performance and patient-centered delivery.
CAPABILITIES & QUALIFICATIONS
• Bachelor's degree in Life Sciences, Pharmacy, Medicine, Business, Economics or a related field; an advanced degree such as MBA or equivalent is preferred.
• Meaningful senior-level pharmaceutical, healthcare or consumer-health experience, with demonstrated leadership across multiple markets and indirect go-to-market models.
• Proven success managing broad portfolios through distributors, promotion partners, alliances or hybrid commercial models.
• Strong capability in market assessment, market archetyping, operating-model design, portfolio prioritization and business planning.
• Demonstrated expertise in partner governance, performance management, negotiation, contracts and complex stakeholder relationships.
• Strong commercial and financial acumen, including forecasting, investment choices, inventory, working-capital considerations and risk management.
• Ability to integrate Medical, Regulatory, Access, Policy, Supply, Finance, Legal, Compliance and Quality perspectives into practical market decisions.
• Enterprise mindset and ability to influence senior internal and external stakeholders across cultures, geographies and organizational boundaries.
• Excellent analytical, communication, negotiation and executive-presentation skills; fluency in English is required and Arabic and/or French is highly desirable.
• High standards of ethics, compliance, governance and responsible stakeholder engagement.
CRITICAL LEADERSHIP BEHAVIORS
Enterprise Leadership
Connects portfolio, market, partner and enterprise priorities to create sustainable value.
Operating-Model Judgment
Selects fit-for-purpose models and governance based on market archetype, opportunity and risk.
Partner Influence
Builds trust while maintaining clear accountability, transparency and constructive challenge.
Patient Stewardship
Ensures commercial choices support appropriate access, availability and responsible patient outcomes.
KEY ORGANIZATIONAL RELATIONSHIPS
• Middle East Cluster Lead and Middle East Leadership Team
• Category Leads and market/commercial leaders across Middle East markets
• Access & Value, Medical, Regulatory, Policy & Public Affairs, Supply, Finance, Legal, Compliance, Quality and Commercial Excellence
• Regional and Global portfolio, commercial and alliance-management stakeholders
• Distributor, promotional and alliance partners, and relevant external institutions within approved engagement responsibilities
SUPERVISION & OPERATING MODEL
Direct reports: Outsourced-markets organization responsible for portfolio leadership, commercial partner management and market execution. The proposed structure indicates coverage across partner-led Middle East markets; final market allocation, team size and reporting lines remain subject to the approved organization design.
Location: Cairo, Egypt, with travel across outsourced Middle East markets and partner locations as business needs require.
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 .
Marketing and Market Research
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