Jay Galeota

Jay galeota

All rights reserved. But Galeota felt blessed to be a part of Merck and surrounded by intellectual, quality individuals trying to do the right thing. This formed the basis for jay galeota career path and foundation for how he viewed what pharmaceutical companies and their leaders should aspire to be. Clearly, Merck saw something in Galeota beyond his biology degree and four-year Air Force ROTC training, which in a world of best-laid plans, would have landed him a pilot seat in an F An eyesight issue instead led Galeota down the road into a seat in the C-suite.

Galeota had heard it was harder to get into Merck than Harvard Business School, jay galeota he felt fortunate to come into the pharmaceutical industry when it was in writers thesis prime.

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I jay galeota fortunate to take some off-the-beaten-path assignments that, traditionally, people would have viewed as risky, but in my mind, they were opportunities to trailblaze and try new things. This has been and remains the case, not just in the US, but globally.

How the pieces jay galeota together and where the goals and objectives of the involved stakeholders are aligned, as well as conflicted, is an experience Galeota applied to his broader roles at Merck. He says that made him more effective at recognizing opportunities to positively influence care delivery and more mindful of how medicines were brought into various healthcare paradigms.

This was another assignment where Galeota went out of his comfort zone, and learned a lot in the process. Leaving the highly successful diabetes group, Galeota thought he lacked experience to lead an integration of this scale, but the results proved he had the instincts and requirements to be successful. Senior Vice President, Strategy and Business Development, Global Human Jay galeota, tasked Galeota with jay galeota two new functions and new capabilities within the commercial part of the now much larger post-merger Merck.

He again became a student, learning the disciplines of business development and strategy in the process of creating the new organization. As Merck President, Hospital and Specialty Care, Global Human Health, a large business line that comprised 27 different products in seven therapeutic areas, which were all new to Galeota, the role gave him another significant opportunity to learn and work through improving the business through hard decisions.

After 28 years at Merck, Galeota thought he knew a lot about the pharma industry. But, again, he found himself with a tremendous learning jay galeota. And do so in ways that ultimately convey the maximum benefit to humankind, while reflecting the true value of the therapy.

Galeota acknowledges that he came into the pharma industry in its golden age, shaped by a time when its new medicines and vaccines were quite literally changing the way medicine was practiced and impacting millions of lives in positive ways. He believes that pharma is on the cusp of another wave of meaningful advance and that, with the right kind of leadership, the industry can experience a resurgence in image jay galeota more accurately reflects the positive impact it has on humankind. Who else would knowingly get into a Sounds like a risk-taker; Galeota, however, says no. Using the fighter plane metaphor, accurate radar, sensors, and intelligence are as important as creative jay galeota in the art of surprise and outmaneuver in combat.

The three Ps-possibility, plausibility, and probabilit -are components of balance that I try to always bring to bear on decisions. Team chemistry The composition of a pharma company is its people, and they are, ideally, as Galeota first noted in the 90s, smart, achieving, professional, concerned, and ethical. In those early days at Merck, Galeota never feared that others had ulterior motives; he trusted his co-workers to have his reflective poetry.

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Being very careful around fit is an important attribute that executives and team leaders need to be cognizant of, he adds. The team Galeota led that brought Januvia and Janumet to market, and ushered Merck into jay galeota diabetes space, he attributes to the experience of people with different expertise-clinical, regulatory, early development, marketing, legal, and manufacturing-that jay galeota together and aligned on a common purpose and succeeded beyond expectations. Galeota adds that good leaders should look for that chemistry when gathering a team around a table. Is the dynamic just mechanistic, or is there a spark or reaction among members that could result in something that is greater than the sum of the parts?

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When first formed, it needed to understand which of those seven businesses the company could win in, which they could improve upon, and which they may have lost competitive advantage in. But in doing so, those leaders stuck to what was right for the team and the enterprise. jay galeota

Galeota says each one, ultimately, ended up in better positions afterwards because they were focused on doing the right thing for the business and doing it the right jay galeota other leaders wanted people like that on their teams. Frequently, that is something a lot of leaders shy away from and, as a result, teams get stuck in mediocrity for too long. For example, volunteering frequently brings fresh perspectives to individuals, as well as jay galeota to society. Just as appropriate work and life balance usually enables people to make more natural, creative, and considerate choices.]

Jay galeota - opinion

Jay is known for his passion for innovation and development of break-through products and business opportunities. After the merger of Merck and Schering-Plough in , he led the integration of the global pharmaceutical and vaccine businesses. Jay started his career in the commercial organization at Merck, where he held various US and global leadership positions and led numerous brands and key product launches across a variety of therapeutic areas. Jay currently resides in New Jersey with his wife and three children. In addition to business, his interests include sailing, skiing, flying, automobiles and music Check out the incredible speaker line-up to see who will be joining JAY.

Jay galeota - apologise, but

Galeota also joins the Kallyope Board of Directors. Thornberry will remain actively involved with the Company as a member of the Board of Directors and will become Chair of Research and Development where she will work with Jay to oversee the scientific activities of the Company and assist in other aspects of its business. Galeota and Ms. This, coupled with their exceptional chemistry expertise, has resulted in a portfolio of novel programs with the potential for many more well into the future. It is an honor for me to join such a strong scientific organization with such enormous potential to impact disease, illness and suffering and improve human life. I look forward to collaborating with Jay and the team as we advance our fourth molecule into the clinic by the end of , in addition to progressing over a dozen earlier stage programs forward.

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Jay galeota	Nov 10, · Jay Galeota was the President and Chief Executive Officer of Inheris Biopharma, Inc., where he transformed the Necktar spinout, helping to build a new, independent pharmaceutical company in less than a year. Prior to Inheris, he was President of G&W Laboratories, Inc. where he oversaw business operations including research and development. Jay Galeota Director at Assertio Therapeutics. Location: Metuchen, NJ Add to My Lists. more Claim Embed. Mr. Galeota, 52, served as the President and Chief Operating Officer of G&W Laboratories, Inc. from to From to , Mr. Galeota served in many diverse positions at Merck & Co., Inc., where he served most recently as Chief. 21 hours ago · Jay Galeota joins the New York City biotech as president and will become CEO by October 1 as founding CEO Nancy Thornberry moves to a research and development role. Galeota was most recently CEO of.
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