Surgery Indirect Channel Senior Manager

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Surgery Indirect Channel Senior Manager Brazil

Position: Indirect Channel Senior Manager Surgery Brazil

Reports to: GM Surgery Brazil or Commercial Director

Model: BU-driven E2E; P&L accountability over indirect channel; interface with Finance Supply Chain and KAM

• Manage the indirect channel as an economic system not a logistical arrangement with end-to-end accountability for distributor selection contracting performance governance and footprint evolution.
• Ensure the channel generates real demand conversion pricing compliance clinical coverage and financial sustainability not just sell-in volume.
• Design and execute the channel strategy that supports the turnaround pillars including the structural response to Tax Reform (CBS/IBS transition) and distributor liquidity pressure.

• Manage the commercial and economic relationship with active distributors: monthly scorecard quarterly business reviews and clear decisions on maintain / correct / replace with no ambiguity.
• Build and maintain the indirect channel commercial policy: purchase pricing performance rebates targets by subfranquia mix compliance and pricing floor governance.
• Structure the channel scorecard: sell-in/out channel inventory (coverage aging stockout) account coverage pricing compliance and credit exposure.
• Monitor distributor financial health: working capital position average payment terms concentration risk and company exposure in default scenarios.
• Lead the channel footprint redesign: coverage mapping vs gaps territorial overlap analysis structural alternatives for specific regions or account segments (direct hybrid specialized distributor).
• Develop and implement channel incentive campaigns with measurable performance counterparts no benefit without commercial accountability.
• Model the impact of Tax Reform (IBS/CBS phaseout of legacy tax regimes) on distributor margin and channel competitiveness proactively proposing commercial policy adjustments.
• Coordinate with Supply Chain on channel inventory planning: demand forward replenishment triggers long-tail stop-buy and backorder management.
• Build the business case for structural channel alternatives presenting economic logic margin coverage risk not only operational rationale.

• Minimum 4 years in indirect channel management in MedTech Pharma or Health Industries with at least 3 years in a senior role with P&L or margin accountability over the channel.
• Experience assessing distributor financial health: return on assets employed working capital dynamics credit risk and portfolio concentration.
• Strong analytical capability to build channel scorecards and defend commercial decisions with financial data.
• Experience negotiating distributor contracts including rebate mechanisms SLA commitments and performance penalties.
• Minimum 3 years as commercial leader developing talents and creating a high performing team.

• Experience in channel footprint redesign: creating new distribution coverage transitioning from indirect to direct on specific accounts or hybridizing coverage models.
• Knowledge of the Tax Reform (LC 214/2025 CBS/IBS) and its structural implications for channel economics and pricing strategy.
• Experience managing distributors under financial stress: renegotiation structured recovery plans or managed replacement.
• Familiarity with surgical device channel dynamics: consignment inventory OR urgency logistics and clinical coverage requirements.

• Fixer and Builder simultaneously: resolves the immediate problem (distributor at risk pricing breach stockout) while building the right system in parallel.
• High tolerance for commercial tension: negotiates firmly without destroying the relationship; maintains authority without resorting to concession.
• Analytical rigor without bureaucracy: uses data to accelerate decisions not to defer them.
• Systemic view of the channel: treats distributor behavior as the output of incentive design not as an isolated relationship problem.
• Able to build a business case for leadership: defends channel restructuring with economic logic not operational convenience.

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