A consumer healthcare business was facing declining profitability despite sustained top-line growth. The organisation lacked full transparency on its Gross-to-Net structure, with over half of gross revenues absorbed by discounts, bonuses, and trade investments before net revenue was recognised. Commercial conditions had grown highly complex and inconsistent across channels, brands, and customers, with incentives primarily tied to sell-in volumes rather than sell-out performance.

We delivered an end-to-end GtN transformation covering transparency creation, commercial model redesign, and implementation support. This included full price waterfall analysis across channels and customers, benchmarking against best-practice models, and identifying structural inefficiencies in discounting and bonus design. We redesigned the commercial model to shift from sell-in to sell-out performance metrics, and built a partnership framework linking trade investment to measurable outcomes for key customers. A fundamental element of the redesign was rebalancing the weight of each channel: we recommended reducing dependence on wholesale in favour of direct and cooperative channels to improve margin retention and strengthen commercial control over pricing and investment allocation.

5–7pp gross margin improvement through GtN optimisation and commercial model redesign. Reduction in misaligned trade spend across all major channels. Improved alignment between commercial investment and financial outcomes. A scalable governance model and commercial policy framework built to support future rollout across European markets.