Sebastian Aguilar
sebastian.aguilar.wg12@
wharton.upenn.edu National Autonomous University of Mexico, Mexico City, Mexico B.I.E., Industrial Engineering, 2008
Nicholas S. Anderson
nicholas.anderson.wg12@
wharton.upenn.edu Macalester College, St. Paul, MN B.A., Economics and Spanish, 2004 CFA Charterholder, 2008
Anne Marie Aponte
anne.aponte.wg12@wharton.upenn.edu Cornell University, Ithaca, NY B.S., Industrial & Labor Relations, 2006
An opportunity in healthcare strategy consulting.
A.T. Kearney, Mexico City Summer Consultant, Summer 2011 Developed a Point of Sale strategy in Latin America for a top 10 pharma- ceutical company. Conducted industry research, market characterization and expert interviews. Managed work stream related to the financial assessment of the opportunity and evaluation of the Point of Sale strategy.
Pfizer, Mexico City, Mexico Key Accounts Coordinator, 2009-2010 Conducted in-depth assessment of institutional market (30% of total subsidiary revenue); developed strate- gies to increase market penetration through improved targeting and customer service. Conducted portfolio analysis of 20 products and 35 institu- tional clients to optimize promotional investment. Led 6-person team charged with developing Pfizer Mexico’s 2010-2011 Customer Service Plan.
Pfizer, Mexico City, Mexico Territory Management Analyst, 2007-2009 Developed and executed a resource allocation project to determine optimal size and structure of sales force. Increased national market share by 3% through territory realignment, and by 11% among new reps by de- signing new training materials.
An opportunity to combine my payor and business development experience within an entrepreneurial healthcare services team.
Medco Health Solutions, Franklin Lakes, NJ Summer Associate, Summer 2011 Performed due diligence and construc - ted detailed financial projection model to acquire oncology pharmacy with $96M revenue. Communicated primary areas of risk and valuation sensitivity to diligence team. Developed market research and presentation to pitch senior executives on strategy to sell services through untapped hospital channel.
Blue Cross Blue Shield of Minnesota, Eagan, MN Senior Financial Analyst, 2006-2010 Financial Analyst, 2005-2006 Analyzed acquisition, divestiture and joint venture opportunities. Executed 4 transactions ranging up to $170M in enterprise value. Collaborated with CEO of $10M revenue subsidiary to orchestrate aggressive financial turnaround that improved EBITDA by $8M. Led a cross functional team to develop strategic proposal to manage Medicare business of 6 other health plans, securing $50M incremental annual revenue.
Jeffrey Slocum & Associates, Minneapolis, MN Investment Analyst, 2004-2005 Designed and implemented propri- etary models to analyze investment managers and institutional client port- folios. Coordinated asset transfers and quarterly performance reporting for 4 clients.
An opportunity within an innovative healthcare organization working to lower costs and improve the quality of healthcare delivery.
Accolade, Plymouth Meeting, PA Summer Associate, Product Development, Summer 2010 Served as project manager for the development and implementation of new products designed to enhance the interaction between clients and their healthcare providers and facilitate better health outcomes.
Bristol-Myers Squibb, Princeton, NJ Associate Territory Business Manager, 2009-2010 Human Resources Generalist, 2008-2009 Human Resources Associate, 2006-2008 Promoted the portfolio of cardiovascu- lar and metabolic products to a customer base of primary care practi- tioners. Served as the HR lead for the Managed Markets Sales organizational restructuring, resulting in greater spe- cialization among account executives and improved alignment with the company’s product portfolio. Served as project manager of the U.S. Pharma- ceutical culture team and authored a decision role clarity model, which has been adopted companywide to in- crease accountability and speed the decision-making process. Designed and implemented an attrition model yielding $25M in cost savings during 2008. Developed and maintained relevant metrics to ensure adherence to attrition model assumptions and commitments.
6
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40