Consolidation & Contraction
Usually these blogs provide commentary on the different elements of the recruiting and staffing process, but this one focuses on changes in the Med Tech and BioPharma business. I first got into the industry in 1985 with a small, family owned drug company called Carter-Wallace. Back then there were over 100 different commercial stage, branded pharma companies including at least 25 that we would refer to as Big Pharma (I later went to work for Merck which at the time was the biggest of the Big Pharmas). Little did we know at the time what “Big” really means.
Now, the top 10 drug companies account for over one-third of industry sales. Those super-companies represent the sum total over 50 other organizations that were merged / acquired / aligned into each other. Consider the case of a friend of mine who began his career at Marion Labs. They became part of Hoechst Marion Roussel, which was merged into Rhone Poulenc Rorer to become Aventis, which became Sanofi-Aventis, and recently acquired Genzyme. The rate of contraction in the industry is accelerating at a rate we’ve never seen before, and a similar trend can be seen in the Medical Device space as well. Organizations seek to optimize efficiency and economies of scale – particularly those that have invested in building huge commercial teams and are constantly in need of new products to sell. In our industry it’s often much easier to buy intellectual property than develop it organically, and that trend is not likely to change.
So what does this mean for employment and career development opportunities? For those among us in Corporate or Business Development activities, it’s a huge opportunity to push for M&A and licensing deals, and to create a secure employment path. And for risk-taking founders and early employees of start-up companies with unique IP this is a trend that will continue to provide significant wealth-building opportunities. For most marketing personnel (about 80% of the jobs I fill) there is real risk in the trend toward consolidation. While it’s true that HQ-based marketing teams that are acquired are needed in the short-term to maintain revenue growth and help build a bridge to the future, combined organization, more often than not we see duplicity in certain functions that usually results in jobs being eliminated. A combined company only needs so many mid-level managers and executives in functions like brand marketing, market research, sales operations, communications and other related areas.
Another source of post-acquisition layoffs in marketing functions is logistical: most organizations want to consolidate employees in the same location to reduce overhead and improve communication. That means relocation of employees, and the reality is that few Gen Xers and Millennials are willing to relocate for their employment. When M&A deals are struck the terms include analysis of the costs of severance packages that will be offered to employees who won’t relocate. While it’s true that the acquiring company generally has a few vacancies to backfill due to non-relocation of marketing staff, it’s rarely one-for-one. In the majority of cases we see that the post-acquisition “whole” is lesser than the sum of it’s parts as it relates to the workforce.
So how best to prepare for the new reality of permanent mergers and acquisitions? There are several strategies one can consider, and they each have advantages and disadvantages, of course. Some marketers choose to develop new skills in BD and deal-making in order to capitalize on the trend. My thought there is that it’s always best to make that shift early in your career when you can still afford it, and to do it with your current employer since a new employer will require established BD experience and an existing Deal Sheet to consider someone as a viable candidate.
Others anticipate the need to expect frequent job changes throughout their career, and they will sometimes move to a region or city where the industry is heavily concentrated in order to limit further relocation (PA, NJ/NY/CT, Boston/Cambridge, California, and – in Med Tech – the Twin Cities. And an extremely common strategy we see among Marketing VP’s and senior execs is to build a solo career in contract based consulting, forgoing so-called “job security” and benefits for lucrative contract work that is project based. That obviously requires a level or risk tolerance that’s not for everyone, but it has become a very viable long-term career option.
It’s not just the Med Tech and BioPharma industries that are evolving in this way, of course. Employees in all sectors of the global economy have been pinched by consolidation and contraction, and it will continue to accelerate. In the end each of us has to manager our careers proactively, anticipating and embracing change, so that we can minimize the occasions where we have to react to adverse situations. Sometimes that means a job change ahead of looming trouble, sometimes not. The days of getting a gold watch after 30 years with a company may be gone, but there will always be a need for innovative, ambitious marketers in our industry in one form or another. I look forward to adapting as our industry changes, and continuing to serve as a resource for my client companies and marketing professionals.