Hungary Portfolio optimisation post- M&A 

A global tier 1 pharma company had been on an acquisition spree for various years and wanted to rationalize the extensive, underproductive -and some times unattended- product portfolio. 

Market, category & product attractiveness matrix were created, and clustering of products by therapy areas and financial P&Ls were calculated per product.  Sensible, high & low scenarios for complexity minimization were presented.  The company divested odd-man out products / closed or sold redundant lines improving overall financial (exceptional) results for that year, and minimized listing, administrative, legal and logistic costs for the coming years