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Pharmaceuticals & Healthcare

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We're Vertexify Consulting

Comprehensive Business
Consulting Services for Growth
and Efficiency

Our business consulting services aim to optimize operations and strategies, driving growth and ensuring sustained organizational success and development.

13+

Years of Experience

12+

Projects Worldwide

93+

Clients Worldwide

Transform your finance and accounting operations

Accelerate your business growth through our strategic expansion advisory services. We provide comprehensive solutions for both market entry initiatives and optimisation of existing operations, leveraging our deep expertise to ensure measurable success. Our specialised services encompass market entry strategy, fund advisory, and venture capital support. We guide organisations through every phase of expansion, from conducting thorough market potential analyses to developing targeted geographic strategies. Our expertise extends to facilitating mergers and acquisitions, establishing strategic partnerships, and structuring new business entities. Through detailed market intelligence and operational optimisation, we help clients achieve superior market penetration and operational excellence. Partner with us to transform your expansion objectives into sustainable, profitable growth opportunities.

Industries We Serve

Proven Results: Pharmaceutical & Healthcare Transformation

HEALTHCARE & TECHNOLOGY

Total Revenue: $ 157 M | BRIDGING BUSINESS & TECHNOLOGY: AP WORKFLOW IMPLEMENTATION

The Challenge
  1. Manual invoice processing results in delays and frequent data errors.
  2. Approval bottlenecks resulted in missed early payment discounts.
  3. Incorrect processing of invoices leading to dispute with suppliers and compliances.
  4. Limited end-to-end visibility raised audit and compliance risks.
  5. High processing costs due to minimal automation.
  6. Poor payment discipline strained vendor relationships.
The Solution​
  1. Analyzed various solutions/tools available in market and finalized the best fit tool.
  2. Led Business Requirement Document (BRD) preparation by engaging finance, procurement, and IT stakeholders.
  3. Acted as project management, ensuring alignment between business teams and the automation partner.
  4. Supported definition of functional workflows for PO & Non-PO invoices.
  5. Facilitated timely reviews, UAT coordination, and resolution of cross-functional challenges.
  6. Ensured the integration across multiple ERP systems.
Measurable Impact:

Reduced invoice cycle time from 14 days to just 3 days

75% decrease in data entry errors and increased audit readiness

Achieved 30% reduction in processing costs per invoice

Fully digitized and scalable AP operations

HEALTHCARE & TECHNOLOGY
Total Revenue: $ 140M | AP RECONCILIATION
The Challenge
  1. While having vendor balance confirmation at YE, the balances were significantly mismatch.
  2. Senior management was not having confidence while reviewingsigning financials.
  3. Further, it started impacting the vendor client relationship for key vendors.
  4. Upon further review, it was identified that the balance mismatches had persisted for over 2–3 years, leading to queries and observations from both internal and external auditors..
  5. GST input loss due to invoices incorrectly accounted or not accounted
Our Solution

Observations for Past Reconciliation

  1. Purchases not accounted – Coordinated with SCM for invoice approvals and AP for accounting.
  2. Payments not accounted by vendor – Shared POP with vendor to account the same.
  3. RTV’s not recorded by vendor – Collaborated with SCM to obtain LR and documents for unrecorded RTVs
    and ensure accounting where possible.
  4. Non-Financial DN’s – Coordinated with Brand Managers to share details with vendors.
  5. For GST mismatches, reconciliation performed between Client Financial Ledger Vs Vendor Financial
    Ledger and GST reports and coordinating with relevant team to resolve the same.

Action for Future Process

  1. Quarterly reconciliation for critical vendors & timely resolution of differences.
  2. Suggested automation of processes with compliance validations to the extent possible.
Measurable Impact

Identification & Resolution of errors in time

85% decrease in data entry errors and increased audit readiness

Achieved 90% reduction in GST input loss

Fully digitized and scalable AP operations

HEALTHCARE & LIFESCIENCES
Total Revenue: $ 250 M | Global Capability Center
The Challenge
  1. US-based pharmaceutical company having manufacturing in US was facing competition from low-cost zone companies from India & China.
  2. Limited pricing flexibility due to regulatory constraints and intense competition.
  3. Offshoring was identified including areas of few core functions except manufacturing and R&D, however, were unsure on the right approach and the way forward.
  4. Outsourcing of some core functions were prone to critical business risk.
Our Solution
  1. Conducted strategic evaluation of various models and its impact on the core functions.
  2. A solution was designed to offshore the identified non-core & core functions of the company in a way that
    ensures management of the operations is transferred back to the organization
  3. Established the entire Global Business Operations (GBO) setup — from location scouting to legal compliance.
  4. Hired and built domain-specific teams (F&A, HR, IT, Regulatory, etc.) through trusted local partners.
  5. Provided end-to-end project governance, ensuring operational stability and knowledge transition.
  6. Delivered structured handover after achieving full operational maturity and KPI alignment under the GCC model
Measurable Impact

Offshoring of core functions on top of non-core functions

Delivered ~60% of resource cost saving

Delivery Center setup for future expansion

Played a catalyst role to establish the presence of organization in India to attract right talent

PHARMACEUTICALS

Total Revenue: $ 2.5B+  | ESG REPORTING & RATINGS UPLIFT

The Challenge
  1. Fragmented ESG disclosures across business units leading to incomplete data visibility.
  2. Limited alignment with DJSI, GRI, and SASB frameworks, affecting ESG scores.
  3. Lack of integration between business performance KPIs and sustainability goals.
  4. ESG narrative viewed as compliance exercise rather than a strategic value driver.
Our Solution
  1. Redesigned the Integrated Report FY2023 to reflect a “Strategy–Execution–Impact” linkage across material
    topics
  2. Embedded non-financial KPIs aligned to DJSI, GRI, SASB, and TCFD.
  3. Led a cross-functional data consolidation program covering all new metrics of DJSI environment, social and governance.
  4. Partnered with assurance teams to establish audit-ready ESG data validation
  5. Created narrative maps linking ESG performance to investor-relevant outcomes and business resilience themes.
Measurable Impact

Reduced ESG data consolidation cycle: 4 months → 6 weeks

Mapped all DJSI, GRI, SASB disclosures with quantifiable indicators

Significant upgrade in DJSI from 46 to 69

Strengthened credibility of Lupin’s ESG story with investors

Pharmaceuticals & Healthcare
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