Scalar Group LLC · Austin, TexasEmail EmilioLinkedIn

Who I help · Stage 3 of 3

Investing, licensing or buying.

For investors weighing a life-science asset or company, and for pharma and biotech BD teams licensing, partnering or acquiring. The commercial case is usually where a deal is won or lost. Not advice from the sidelines: I have run P&Ls up to $2.2B and led three $1B+ brands.

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What usually needs deciding

The questions on the table.

  • Commercial diligence: will the launch case and forecast hold?
  • Stress-testing a portfolio company’s launch plan before the money is committed
  • Screening licensing and M&A targets against a clear thesis
  • The value-creation plan, and the first 100 days after a deal closes
  • A fractional chief commercial officer for a portfolio company, until a full-time leader is in place

How I help

Where to start.

Usually the right start

30 days

Launch Readiness Diagnostic

The entry point: an independent read of your launch plan, forecast, access strategy and budget, with the risks that matter most, in order, in writing.

What’s included

1–2 days a week

Fractional commercial leader

Senior commercial leadership inside your company, part time, to launch, turn around or accelerate a brand. Equity option available.

What’s included

For investors, the Launch Readiness Diagnostic runs as commercial diligence on a target: a written view of the launch case, the forecast and the risks, with a readout to the deal team.

Most recent role · Nov 2024–Feb 2026

Vice President, Head of Enterprise Growth & Innovation, Novartis U.S.

I led growth and innovation for Novartis U.S.: growth strategy, AI initiatives and M&A to grow the U.S. business. The mandate was to find inorganic opportunities supporting more than $3B of additional U.S. revenue by 2028. I took two deals to the final stage and executed one under a $3B+ U.S. inorganic growth mandate. It is the work I now bring to clients: where the next growth comes from, which bets to make, and how to get the deal done.

Relevant experience

I have done this job before.

Career results from roles at Novartis, not Scalar Group client results.

Enterprise growth · BD & M&A
1 deal executed
$3B+ inorganic mandate

Vice President, Head of Enterprise Growth & Innovation, Novartis U.S.
Nov 2024–Feb 2026

Finding the deals behind a $3B+ growth target

Mandate
Lead growth and innovation for Novartis U.S., including AI initiatives and M&A to grow the U.S. business. Identify inorganic opportunities to support more than $3B of additional U.S. enterprise revenue by 2028, leading a cross-therapeutic-area team and an advisory board.
What I did
Screened thousands of assets and prioritized approximately 30 high-potential targets. Also led innovation work, including incubation, operating-model redesign and an assessment of AI-enabled technologies for commercial effectiveness.
Result
Took two deals to the final stage and executed one under a $3B+ U.S. inorganic growth mandate.
  • Business development · Latin America2014–2015

    Negotiated and signed 10 licensing and distribution agreements, supporting sustained double-digit growth and a regional margin turnaround.

  • Investors2026

    Advisor to Crane Venture Partners: evaluated 12 healthcare and biotech opportunities. Co-founded an independent-sponsor PE platform that acquires and scales founder-led businesses.

Full track record

Recommended reading

Insights for this stage.

Different stage?Pre-launch or entering the U.S. Launched, and growth needs to scale

30-minute call with Emilio

Not sure which door is yours? Start with a 30-minute call.

Tell me where the business is and what has to happen next. No obligation, and if Scalar isn't the right fit, I'll say so.

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