How do you convince top talent to leave an established company for a startup in early stages?
Our story takes us to Malaysia and the pharmaceutical industry, a country and industry seldom mentioned in the same sentence but this only serves to display the trailblazing nature of our client, Oncogen and Novugen, who shrewdly established this part of their business in Malaysia and sought the assistance of Kestria to build on their commercial talent pool.
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About the client
Encouraging an appetite for the start-up atmosphere
1. Dealing with the uncertainity
Getting engagement in a start-up is always more challenging, and in this case the additional mixed background of the company with the headquarters in UAE and presence in over 30 countries worldwide. This was confounded by the challenge of being competitive for talents against other global brands in terms of providing a company setup and culture not typically involved in the pharma industry
2. The “why should I” contention
The pharmaceutical industry has a myriad of highly established companies holding the top talent, so motivating people to leave a more established company to join a start-up had to be managed with certain skill, especially given that the very nature of a start-up is the need to build a lot of not-yet-existing processes and systems from the ground up.
Leveraging connections and tenure
1. Business unit director in charge of sales and marketing
2. VP of Finance for the entire business strategy and finance operation3. Senior Product Manager
At the end of the day, it's always about good communication and understanding
"Our clients benefit from our healthcare expertise that we have been building for twenty years. So we know the talent landscape and the market very well. We know the movers and shakers for each of the roles. We have worked with startups in the past so we also know what our challenges the startups work."
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