Tim Perryman

Managing Director & Operations Leader leading shared services redesign, AI-enabled workflow integration, and commercial performance with Finance. Led AiHC restructure, centralised resource operating model, and Total Agency Integration (TAI) (Workfront/D365) readiness to drive scalability, quality, and margin.

Managing Director ACL

• P&L accountability for $27.8M with staff of 168 reduced from 179.
• Achieved growth of 11% in 2026 Vs. 5% TGT & EBIT Margin improvement of 8% YOY.
• Reduced Freelance spend by 34%

Head of Operations across AiHC Group

Core Competencies:

Shared Services & Centralisation; Resource Management & Utilisation; AI Workflow Integration; Compliance & Governance; TAI (Workfront/D365); Overage Recovery & Margin Management; Freelance Strategy & Offshore/OGS; Change Management; Leadership Team Operations.

Key Achievements & Experience:

Managed Shared Services/ Centralised Operating Model

• Led AiHC restructure and growth-Hub model, aligning leadership, teams, and revenue focus across five clusters; established integrated leadership and transition to time rather than project based legacy model.
• Built centralised resourcing function with Finance/HR to align talent-to-task across Hubs , reduce freelance dependency, and increase billable utilisation; implemented role standards and skills mapping across Editorial, Studio, Digital Scientific, and PM.
• Designed and initiated editorial/QC centralisation with phased ROI roadmap: 5 targeted hires to replace ~9,600 FL hours, reducing FL spend by ~£292k, lowering total business spend by ~£128k, and improving productivity by ~10%.
• Standardised freelance governance (approval flows, rate bands, task complexity mapping) and offshore/OGS deployment to smooth capacity, reduce cost of low-complexity tasks, and improve continuity.
• Established SOPs and common workflows across deliverables (publications, MLR packs, symposia, omnichannel content), enabling TAI preparation & alignment and dissolution of siloed legacy agency working practices.

Integration of AI Agents into Workflows:

• Defined AI use-case portfolio across content ideation, literature triage, outline/slide drafting, QC support, translation/summarisation, and PM risk alerts; embedded human-in-the-loop checks for scientific and compliance rigor.
• Ran internal workflow workshops to map AI to standard deliverables, assess obstacles and scalability, and prioritise use cases for Phase 2 pilots; coordinated with Omnicom partner for PoC while building internal capability.
• Set AI governance guardrails with Compliance and Adelphi Group (Controls, reviewer checklists, prompt standards, audit logs); initiated EU OH AI compliance team post global workshop.
• Built enablement plan (playbooks, training, prompt libraries, SharePoint) to scale adoption across offices and roles without compromising MLR/PMCPA standards.

Partnership with Finance for Business Optimisation (Overage, Recovery, Utilisation)

• Co-led resourcing and financial performance cadence with Finance (WIP/AR, margin, burn-rate, and variance alerts); introduced change-control triggers to protect scope and systematically recover overage.
• Implemented utilisation dashboards/time-based model to improve visibility by role/grade and cluster; targeted increases in billable utilisation and reduced freelance spend.
• Standardised estimating and role-hour assignment within Workfront to improve estimate-to-actual accuracy, inform MSA negotiations, and support deliverable-based billing.
• Addressed revenue leakage via timesheet compliance, and pass-through governance; aligned FL management to rate discipline and task complexity.

TAI (Workfront/D365) Readiness and PMO

• Co-authored TAI scope and roadmap with Ops lead, aligning standardised project steps, role definitions, and resourcing/budgeting workflows across AiHC.
• Embedded pilot AI assessment into TAI deliverable sets; prepared teams and data structures to enable cross-agency visibility, forecasting accuracy, and scale.

Compliance Operating Model

• Centralised compliance processes led by Ops/Compliance Director, with H2 roadmap targeting critical gaps; aligned training, communication, and audit trails to ensure consistent, scalable adherence.
• Partnered with Adelphi Group to issue clear AI guidance for internal/external stakeholders; integrated compliance checkpoints into standard workflows and TAI.

Results

• Centralised Editorial/QC plan: replace ~9,637 FL hours with 5 FTE hires FL spend -£291,579; total business spend -£127,781; +10% productivity (~1,085 hours/year).
• Deployed OGS and FL governance to match complexity-to-task; reduced low-complexity unit cost and improved utilisation of offshore editors by ~15%.
• Established growth-cluster operating model covering ~$44.5M target revenue, with cluster leadership and shared services support for scalability and quality.
• AI adoption program: prioritised cross-deliverable tasks 33% reduction hours in pilot deliverables (triage, slide drafting, translation) with human review; reduced turnaround times on targeted assets while maintaining compliance pass rates.
• TAI readiness: unified workflows and role standards; created foundation for accurate resource assignment, profitability tracking, and change control in Workfront/D365.

Responsible for orchestrating, planning and execution of 'above brand, activities to fuel growth and to capture opportunities afforded by scale across HCG.

Reported to Group President & COO, with Executive Leadership matrix responsibility for HR, TA, L&D & Operations across Group in EU & US.

Spearheaded:

Geo-expansion of HCG footprint to leverage talent hot spots and market arbitrage opportunities. Developed, led and executed both near shore and far shore 2022-23 plan.

• Expanded Manila & development of Malaysia hub. Increased headcount in Manila from 25 to 55 MW & Editors
• Launched Canada hub in Q1-23 established >45 mid-level client and scientific services staff integrated into US agency teams.
• Q2 -23 established partnership with Auckland Uniservices to develop medical writing training & talent hub.

Workfront roll out for Agency & Shared Services - Led Operations & Service Excellence Teams successful implementation of Workfront across HCG.

Centralisation of Editorial Function – Bringing individual agency teams under central leadership and reintegrating them into business and workflows.

HCG University Faculty Lead – talent lead for long term planning and development. In this role I was responsible for planning and execution of several critical initiatives:

Entry Level Academy - development of entry level centralised Academy for all new starters. Year long programme that orientated graduate entry level hires to:

• Accelerate onboarding
• Increase productivity
• Reduce line manger training burden
• Reduce turnover and accelerate promotion

Results:

• 73 graduates from 2 classes
• Turnover reduced from 38% to 4% in first year hires
• 3,000+ hrs of L&D time delivered centrally reducing line manager burden releasing $1.4M billable hours

Developed Line Manager Academy – to improve line manager effectiveness & retention. Re-developed and launched learn in the flow programme of mandated & elective development modules for:

• Newly promoted line managers
• External hired line managers
• Middle level managers
• Talent identification and development of future managers
  Programme was supported by performance coach who worked with cohorts in a group and on a 121 basis. Such that each manager had clear developmental road map and was supported by functional and developmental manager.

Re-mapping employee journeys framework . Led architectural transformation of Group talent strategies and plans in partnership with L&D leading to:

• Cultivated relationships with key stakeholders to enhance corporate visibility and strategic positioning.
• Full redesign of employee competency based career continuums
• Road mapped all career journeys and OKRs

• Overall P&L accountability and responsibility for £10M
• Achieved GP growth >21% throughout tenure with margin improvement from 6 to 29% in same period.
• Partnered with Finance to reduce overage from >20% to 3% and improved recoverability to 98% in first year.
• Led agency through transformational leadership restructure reducing staff turnover from 44% to ~5% while doubling headcount to 65+
• Reported to CEO, responsible for leadership of UK Manchester office and co-development of Novartis Velocity model and team.
• Agency POC for Pfizer and Novartis consolidations.
• Partnered closely with OHG GCL colleagues on Merck & Pfizer Unified & Accelerator teams.
• Member of HCG Executive Leadership responsible for advancing HCG L&D initiatives at agency level
• Responsible for strategic medium and long term planning for UK Chameleon offices
• Responsible for client relationship development with inhouse CRM team and group-level business development across HCG. Driving co-ordination of BD efforts and building efficiencies into structures. Pitch success rate 70%, and group alignment demonstrating ongoing cost reductions in BD of 20%

• Omnicom agency lead seconded to Bayer Global Xarelto team to drive brand alignment across all agency partners including but not limited to promo, medical education, PR and digital from global strategy to local execution and campaign implementation
• Reporting to SVP Head of Global Marketing Xarelto, Berlin
• Responsible for structuring and leading Purpose Built Team (PBT) from across UK & US agency talent and agency selection with Bayer Marketing Excellence Team and Procurement
• Financial oversight for £18M across CDM, FH & Chameleon PBT SOWs
• First non-promo BAL in Omnicom based on SVP recommendation and only BAL to complete 3 years in position normal tenure 1 year rotation
• Successful in securing enterprise wide investment for launch and life cycle strategies for PBT partners
• Navigated complex transition of promo from CDM to GHG. Minimising SOW creep & erosion of HCG revenue

• Ensuring financial viability and commercial success of key CV account across 2 UK and 1 US office
• Providing strategic and tactical direction and input to account teams across 5 major indications
• Senior point of contact to the Global client teams managing the complexities of a joint venture across 2 companies interfacing with the commercial, medical affairs and procurement teams
• Developing new business strategies that build on agency experience and that respond and anticipate changes in Pharma client needs
• Financial P&L responsibility for 3 Business Units and for forecast revenue of £9.5 million in 2014 from £3.4M in 2010 margin 29%
• Managerial responsibility for three Business Unit directors and a team of 74 account management and scientific key account staff that includes mentoring, training and development planning
• Initiated risk reduction strategy in 2012 diversified core business from 68% publications to 55% by developing new revenue streams
• Non-competitive appointment in 2010 to lead US based client business with confirmed scope of work of £1.5M Vs.0.6M 2009
• Consulted with JV client team to redefine their MA decision making process and QC
• Staff turnover reduced from 17% in 2009 to >8% through the next 3 years

• Reporting to the founder/CEO responsible for recruiting and leading a team of 5 business developers
• 70% pitch success
• Developed and implemented PitchSmart process across the agency
• Developed & delivered Chameleon's global annual BD plan working directly with the BU heads

• P&L responsibility for CMC client Services Team
• Management of UK based account team headcount 29
• Development & implementation of 2007/2008 business development plan
• Group key account management task force leader
• Senior group leader operational excellence initiative
• Turned around an underperforming sales team (delivery and business development)
• Improved functional productivity by 12% in first three months
• Led and closed three global pitches increasing revenue forecast by 2.2M
• Secured 21% organic business in Q2 2007 Vs. Q2 2006.

• P&L responsibility for Account management team GCL
• Management of UK based account team headcount 21
• Development & implementation of 5 year business development plan as part of global Key account management approach
• Member of the Senior Management Team
• Restructured account management team creating commercial services role designed to be more business development focussed
• Pitched 19 times in 24 month period with success rate of 60%
• Consolidated organic growth strategy achieved 90% renewal rate in 2006
• Inspired, led and provided clarity to the company and the senior management team. Created, and employees successfully adopted, a company vision and values. Initiated a culture where individuals looked for opportunities rather than issues and took responsibility for their own futures
• Provided motivation, leadership and clear direction to the account management and sales teams. This included performance management, weekly one to ones, appraisals and agreed development plans. Led the business development team, marketing team and the operational plan
• Implemented A to Z training programme for account management team
• Drove the UK Key account management initiative in order to maximise opportunities for GCL.

• P&L responsibility for Chester and London offices having relocated Oxford office to London
• Reported to SVP of WKH
• Accountable for GP target £10.75M 2004
• Increased revenue in 2003 by £2.8M margin
• In 2004 WKH restructured the global medical communications business to focus on productised selling leading to restructure of the UK based global team
• Derivation and implementation of three year global key account business plan
• Team headcount 42

• Respiratory and commercial portfolio management
• Led brand lifecycle team and made all the decisions that impacted on long term strategy that came from customer shaping and/or campaign development teams
• Set UK strategy and positioning for portfolio of sustained release products and launch of a new dry powder inhaler & had input into the international segmentation to ensure accurate forecasts
• Strategic responsibility for the allocation and approval of Phase IV trial with cross functional team
• Grew portfolio of products from £62m to £96m (Jan 2000 to Jan 2002)
  Provided motivation, leadership and clear direction to Marketing and Sales teams
• Ensured clear and consistent positioning for each brand and demonstrated to the sales and marketing teams how this could deliver sales.
• Project managed development of brand campaigns and co-ordinated timelines to ensure delivery from the team
• Initiated the first patient review programme at Chiesi. The success of which resulted in Chiesi initiating patient review programmes for all their launches as this was the single biggest driver of sustained release business

• Number one region in 1998 through to 2000 having been previously third in 1997
• 5 of the team in top 10 league table for 2 years
• Highest PCT uptake of sustained release concept with 12 pan PCT formulary switches completed
• Coached, Lead and developed 9 specialist representatives with primary and secondary care responsibility plus 1 field trainer. Ensured delivery of consistent key messages and positioning in line with marketing's needs, balanced their spend, ensured delivery of call rates and delivery of focused individual business plans that functioned on a daily basis
• Developed National and Regional Opinion Leads to drive third party endorsement, formulary and PCT network adoption

• Over achievement vs. sales target 122% for Glucobay in 1996
• Bayer academy winner for best product launch 1996
• Developed and rolled out ladder of adoption to the team to ensure each call had a focused sales objective and synergy between primary and secondary care
• Successfully planned & organised the launch meeting at the EASD.
  Developed the NIDDM primary care audit campaign.

• Respiratory marketing graduate entry programme
• 6 month rotations in first 2 years with sales, management, respiratory care hospital team and marketing
• Global and EU launch experience of Flixotide, Serevent, Accuhaler and Flixonase