Abhishek Kumar Singh — CEO (Chief Executive Officer) — Taj Pharmaceuticals Ltd. Bombay
Taj Pharmaceuticals Limited
is committed to earning the trust of doctors, patients and customers
every day. Our colleagues worldwide believe that trust is not easily
granted, and that is the reason we focus each day on becoming a champion
for our stakeholders.
During the past ten years, Taj Pharma Group
has been building a new kind of health care company. Throughout Taj
Pharma, there’s a desire to build long-term relationships with our
stakeholders based on mutual confidence. This is evident in many ways.
Our scientists are earning trust through the discovery and development
of innovative, science-based medicines and services that improve the
health and well-being of people around the world. Our sales
professionals, marketing teams, colleagues working at our plants and
others throughout the organization at all levels of responsibility take
each day as a fresh opportunity to earn trust.
All
of this takes hard work, sharp execution, integrityand transparency on
the part of Taj Pharma colleagues. Our global team is working to sustain
and expand innovative new treatments. We’re determined to do our part
to increase access to better health care for all people. And, we are
focused on becoming the best in three key strategic areas: people,
products and processes.
We’re
beginning to see the results of our efforts, but believe the best is
yet to come. The test of being a true champion is to never give up and
to passionately strive for even better outcomes. From our perspective as
a health care company, that means helping people around the world live
better and live longer.
“Technology
has an exponential path in front of it, meaning it has the ability to
medicine, business, propel science, social issues and personal
interactions in ways that are increasingly important to society and our
own everyday lives.” A.K.Singh
Experience
CEO (Chief Executive Officer)
January 2010 — Present (8 years 8 months)
Responsible for all day-to-day management decisions and for implementing the Company’s long and short term plans.
I acts as a direct liaison between the Board and management of the Company and communicates to the Board on behalf of management.
I acts as a direct liaison between the Board and management of the Company and communicates to the Board on behalf of management.
- Director
- TAJ API — 2010 — Present (8 years)
1. to lead, in conjunction with the Board, the development of the
Company’s strategy;
2. to lead and oversee the implementation of the Company’s long and
short term plans in accordance with its strategy;
3. to ensure the Company is appropriately organized and staffed and to
have the authority to hire and terminate staff as necessary to enable it
to achieve the approved strategy;
4. to ensure that expenditures of the Company are within the authorized
annual budget of the Company;
5. to assess the principal risks of the Company and to ensure that these
risks are being monitored and managed;
6. to ensure effective internal controls and management information
systems are in place;
7. to ensure that the Company has appropriate systems to enable it to
conduct its activities both lawfully and ethically;
8. to ensure that the Company maintains high standards of corporate
citizenship and social responsibility wherever it does business;
9. to act as a liaison between management and the Board;
10. to communicate effectively with shareholders, employees, Government
authorities, other stakeholders and the public;
- Director — TAJ AGRO
- 2011 — Present (7 years)
- 1. to lead, in conjunction with the Board, the development of the
Company’s strategy;
2. to lead and oversee the implementation of the Company’s long and
short term plans in accordance with its strategy;
3. to ensure the Company is appropriately organized and staffed and to
have the authority to hire and terminate staff as necessary to enable it
to achieve the approved strategy;
4. to ensure that expenditures of the Company are within the authorized
annual budget of the Company;
5. to assess the principal risks of the Company and to ensure that these
risks are being monitored and managed;
6. to ensure effective internal controls and management information
systems are in place;
7. to ensure that the Company has appropriate systems to enable it to
conduct its activities both lawfully and ethically;
8. to ensure that the Company maintains high standards of corporate
citizenship and social responsibility wherever it does business;
9. to act as a liaison between management and the Board;
10. to communicate effectively with shareholders, employees, Government
authorities, other stakeholders and the public;
11. to keep abreast of all material undertakings and activities of the
Company and all material external factors affecting the Company and
to ensure that processes and systems are in place to ensure that the
CEO and management of the Company are adequately informed;
12. to ensure that the Directors are properly informed and that sufficient
information is provided to the Board to enable the Directors to form
appropriate judgments;
13. to ensure the integrity of all public disclosure by the Company;
14. in concert with the Chairman, to develop Board agendas;
15. to request that special meetings of the Board be called when
appropriate;
16. in concert with the Chairman, to determine the date, time and location
of the annual meeting of shareholders and to develop the agenda for
the meeting;
17. to sit on committees of the Board where appropriate as determined by
the Board;
Education
- Drug Discovery and Pharma Management
- Bachelor of Science (B.S.), International Drug Discovery and Pharma Management
- 2007–2009
- This
one-year course combines a broad overview of the drug discovery and
development process with a deeper insight into the regulatory and
commercial aspects of management in the pharmaceutical industry.
The model for drug discovery in the pharmaceutical industry is changing. “Me too” products, may no longer be commercially viable. Pricing of new products and market access is becoming more difficult. - The Scindia School, Gwalior
- 12th with Maths/Biology, CLASS XII WITH PCM
- 1998–2004
- GCSE
- Activities and Societies: Debating
- Master of Pharmacy
- M PHARM : SPECIALIZATION IN PHARMACEUTICAL CHEMISTRY, Chemistry of Synthetic Drugs
- Master of Pharmacy, application to become a compounding and pharmacotherapeutic expert includes chemical, biological, physiological, pharmaceutical and pharmacotherapeutics; Undertook community pharmacy and hospital placements, where supervised by a practicing pharmacist, to develop skills in the clinical setting.
- Mayo College — A Levels, Class IV TO VI A Levels
Volunteer Experience & Causes
- Community services in New Jersey
- Division of Aging Services
- February 2003 — Present (15 years 7 months)
- The
Division of Aging Services was created in the Department of Human
Services through SFY2013 budget language that transferred senior
supports and services from the Department of Health to the Department of
Human Services. The former Divisions of Senior Benefits and Utilization
Management and Aging and Community Services are now realigned in a new
Division of Aging Services in the Department of Human Services.
The restructuring has established a single point of access for seniors and people with disabilities and their caregivers regardless of Medicaid eligibility
Causes Abhishek Kumar Singh cares about:
- Animal Welfare
- Disaster and Humanitarian Relief
- Health
The best gift in life is a second chance.
“If You Ever Get A Second Chance In Life for something,
you’ve got to go all the way. The man who goes farthest is
generally the one who is willing to do and dare.
When the doctor said, ‘your briefcase is too heavy’
A memorable piece of advice from a considerate neurosurgeon to a stranger he encountered
As
an executive who often had to leave at short notice to the airport to
travel on work, I always had a briefcase packed and kept ready. One
taunt from my family members was that I carried things that were
redundant. But I proved them wrong.
One
of the gizmos carried was a mini-iron. It came in handy once when the
housekeeping staff of the upscale hotel had misplaced my laundry. The
contraption ironed out the wrinkles from the dress I had worn the
previous day. I also carried a flashlight, an alarm timepiece, a
transistor, a long brass chain and a sturdy lock to fasten luggage to
the seat, in case I had to travel back by train, a foldable umbrella and
two coat hangers, a shoe polish kit and suchlike. I also had a bound
volume of Hindi, Malayalam, Kannada and Telugu phrase books, so I could
speak a smattering of the local lingo. I also carried two library
editions of P.G. Wodehouse, which by no stretch of the imagination I
would consider as a load.
Despite
the weight of the briefcase that usually had bulky tender documents
inside it, I walked with a swagger. Of course, I was some four decades
younger then with strong arms and legs, all flexible like vacuum cleaner
hoses and not rigid like lamp posts. I used to deplane fast and walk
briskly to the arrival hall, trying to be the first to reach the car
bay. One salubrious evening I landed in [the then] Bangalore, enjoying
the chill abated by the woollen sweater that protected my chest. I
walked briskly, the briefcase giving me no problem. As I paused to give
way to a tarmac tractor that crossed my path, I felt a hand touching my
shoulder. I turned. There stood a distinguished-looking gentleman,
eyeing me with genuine concern.
“My
dear, sir. I know your briefcase is heavy. I observed it when I moved
it on the overhead bin to place mine. Don’t carry such heavy loads. That
too in one hand. If you have to, split the load into two, one for the
left and the other for the right arm. Take care of your shoulder.” In a
flash, he disappeared into the cluster of passengers.
My
colleague who flew with me identified the person as Dr. B. Ramamurthi,
the noted neurosurgeon based in Chennai. I couldn’t believe it. I told
him about the advice he gave.
“He
also patted your shoulder, didn’t he? My god! I’m sure you may not have
any neurological problem in future, because of his therapeutic touch!
And yours must be the briefest case he had ever handled. You are lucky
to have his advice, without waiting in his clinic, and that too,
gratis!” He laughed, looking pointedly at my heavy briefcase.
Thereafter
I began to destuff things that were not essential during a trip.
Furthermore, the entry into the airport had become bothersome for
security reasons. Only one hand bag was allowed. Since I paid heed to
the great doctor’s advice and also to the rules and regulations of air
travel, I carried only a light leather bag to balance both dicta. Later,
with the advent of mobile phones, emails, teleconferences, video-calls
and e-tendering processes, the number of trips were drastically cut.
Towards
the end of my career, I carried only my phone, laptop and Kindle (with
my favourite P.G. Wodehouse parked digitally inside among others). No,
not even a change of clothes. If Dr. Ramamurthi had spotted me again on
the tarmac, he would have nodded his head in approval.
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