Piotr
Wrzosinski
I design and lead commercial transformation at enterprise scale in life sciences — translating strategy into operating models that actually hold across markets, functions, and technology domains.
At BD, I am building EMEA commercial transformation infrastructure across 30+ markets. Earlier roles at Roche, Janssen/J&J, Pfizer, Accenture, and IQVIA gave me the cross-sector depth to connect strategy, governance, platform design, and execution in regulated environments.
“Transformation rarely fails because the ambition is too small. It fails because the operating model doesn’t hold.”
Piotr Wrzosinski
Strategy that becomes structure.
Structure that becomes scale.
A life sciences commercial transformation profile built across pharma, MedTech, digital health, and consulting — with enough operating depth to make change real and enough strategic range to make it last.
My work sits where commercial strategy, operating model design, and enterprise execution converge. The constant thread is not channels or campaigns. It is building the structures that let organisations scale customer engagement, AI, governance, and capability without losing coherence across markets.
Across BD, Roche, Janssen/J&J, Pfizer, Accenture, and IQVIA, I have worked on the practical mechanics of commercial change in regulated industries: how you move from ambition to operating model, from technology selection to adoption, and from isolated pilots to something the business can actually scale.
That means turning transformation into the things organisations actually need: governance that holds, role design that is workable, platform choices that fit the model, and commercial systems that still make sense once the initial push is over.
Today, at BD, I lead EMEA-scale transformation infrastructure with accountability across governance, omnichannel design, customer engagement, and cross-market capability-building. The job title is narrower than the work. The scope is not.
Strategic outcomes at enterprise scale
Not a list of tasks. A record of scope, complexity, and the kind of environments in which the work has had to hold.
Signature domains
The areas where I create the most value are connected parts of the same challenge: how life sciences organisations redesign commercial work for scale, complexity, and the AI era.
Commercial transformation in life sciences
Designing transformation from strategic intent through operating model, governance, and market execution — built to hold in regulated, matrixed, enterprise environments.
Enterprise StrategyAI-enabled operating models
Using AI where it changes the operating layer, not just the tooling — governance, decision rights, content models, customer engagement logic, and the structure required to move beyond disconnected pilots.
AI & GovernanceGovernance, platform strategy & transformation design
Building governance frameworks, role models, and platform strategies that support transformation at scale — and stop organisations buying technology before they know what model it needs to serve.
Operating Model DesignOmnichannel & customer engagement at scale
Designing customer engagement models that connect content, channels, data, and commercial priorities — not as campaign mechanics, but as part of the enterprise commercial operating model.
Customer EngagementMedical-commercial alignment
Closing one of the most expensive gaps in life sciences transformation: the structural disconnect between medical credibility, commercial priorities, data models, and the decisions organisations expect teams to share.
Cross-Functional DesignTransformation that survives handover
The standard I care about most: whether the model still works when the transformation leader is no longer in the room. Durable change depends on governance, documentation, capability, and adoption — not charisma.
Durability of ChangePractitioner-led thinking
I write at disrupting.healthcare about commercial transformation, operating-model redesign, MedTech, regulation, and what AI actually changes in life sciences once the pilot theatre ends.
MedTech Marketing in Europe: Why Omnichannel Still Fails
A sharper operator view on why most omnichannel programmes fail not because of channels, but because the commercial operating model underneath them is still incoherent.
Read the articleNavigating MLR with AI
Where AI can genuinely reduce friction in regulated content workflows — and where weak governance, poor design, and volume-first thinking still create the real bottleneck.
Read the articleOmnichannel Marketing Metrics That Actually Deliver in Pharma & MedTech
A practical look at which omnichannel metrics matter once leadership stops rewarding activity and starts asking whether commercial change is producing measurable business value.
Read the articleWhere I create the most value
The best fit is where commercial strategy, enterprise transformation, and operating-model redesign meet — particularly in environments trying to turn AI, omnichannel, and governance into something durable.
Best-fit roles sit at the intersection of commercial strategy, technology-enabled transformation, and cross-market governance — where operating model design translates directly into enterprise outcomes in life sciences.
Particularly interested in commercial transformation leadership in life sciences across Europe, as well as selective advisory conversations where operating-model judgement matters as much as delivery.
Open to the right conversations
I am most useful in conversations about commercial transformation, operating model design, AI-enabled commercial strategy, and how regulated organisations make change stick at enterprise scale.
Particularly interested in commercial transformation leadership in life sciences across Europe.
piotr@wrzosinski.com