Erica R. St. John
erica.stjohn.wg10@
wharton.upenn.edu
Harvard University, Cambridge, MA A.B., Cum Laude, Applied Mathematics and Economics, 2001
Sarena C. Syma
sarena.syma.wg10@
wharton.upenn.edu University of Pennsylvania, Philadelphia, PA B.A., Cum Laude, Health & Societies, 2004
Marina Tarasova
marina.tarasova.wg10@wharton.upenn.edu
University of Illinois, Urbana-Champaign B.S., Cum Laude, Business Administration and Management Information Systems, 2003
Building and financing healthcare companies through investment banking, private equity or investment management.
Alyeska Investment Group, Chicago, IL Summer Analyst, Summer 2009 Evaluated public equity investment opportunities in several healthcare subsectors, including hospitals, clinical research organizations and specialty pharmaceuticals. Conducted primary and secondary research and performed detailed financial analyses. Presented investment recommendations to the healthcare portfolio manager at this equity long/short hedge fund.
Merrill Lynch, Los Angeles, CA and New York, NY Vice President, Associate, Analyst, 2001-2003, 2004-2008
Advised healthcare, consumer and industrial companies on corporate finance and M&A activities. Analyzed company financial performance, capital structure and valuation. Executed transactions valued at over $50B, including the $33B leveraged buyout of HCA, $5B convertible financing for Amgen, $4.1B merger between American BioScience and American Pharmaceutical Partners, $3.4B sale of Ventana Medical Systems to Roche, $1.6B leveraged buyout of 24 Hour Fitness and initial public offerings for Orexigen, Herbalife and AECOM.
Summit Partners, Boston, MA Associate, 2003-2004
Sourced new private equity investment opportunities and built relationships with over 1,000 entrepreneurs. Worked with portfolio companies to improve operations and execute acquisitions.
An opportunity in health care strategy or marketing.
Genentech, San Francisco, CA MBA Commercial Intern, Avastin Marketing, Summer 2009
Led the revision of Avastin gastroin- testinal cancer’s physician peer-to-peer education curriculum to align with the brand’s promotional platform and to better position the brand against competitive threats. Assessed current best practices, challenges and oppor- tunities across all Genentech brands and recommended approaches to optimize peer-to-peer education for Avastin gastrointestinal cancer.
IMS Health, New York, NY Senior Consultant, 2004-2008 Managed global project teams in addressing strategic pricing and market access challenges for pharmaceutical companies. Created and conducted qualitative and quantitative market research to identify revenue maximizing prices for the US, Europe and Emerging Markets. Relocated to China to lead a price revision analysis for a top multinational pharmaceutical company. Developed managed care or government insurance strategies to optimally position pharmaceutical products in a competitive environment.
An opportunity to provide strategic leadership in a health care organization.
Johnson & Johnson, Raritan, NJ Intern, Global Strategic Marketing, Summer 2009
Developed launch strategy for Phase II compound against multi-drug resistant tuberculosis. Strategy designed to maximize patient access with low cost in: Russia, India and China. Built revenue forecast model with sensitivity analysis. Led cross-functional, multi- site innovation workshop. Presented recommendations to executive board.
Abbott Laboratories, New York, NY/ Abbott Park, IL
Senior Immunology Sales Specialist, 2007-2008 Top sales performer. Developed relationships with physicians and hospital administrators. Increased $2.3M in sales by 40% within 1 year. Trained sales team on compliance, IT systems and best practices.
Team Leader/Regional Trainer/Sales Specialist, 2005-2007
Led 6-person team to #1 in regional ranking for 3 consecutive quarters. Received leadership award. Top 10% sales performer, 2006 and 2007.
IT Professional Development Program, 2005-2007
Completed leadership rotational program in business systems analysis. Designed system to address accounting problem facing marketing department, saving 8 hours of weekly data entry; managed international team on Sarbanes-Oxley audit for French affiliate; co-led negotiations to reduce vendor costs by $200,000.
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