About
Dr. Patrik Scholler
Founder, Life Sciences Consulting
I have been working with innovative approaches in the healthcare industry for almost 30 years and have been supporting companies from pharma, MedTech and digital health for 10 years in turning product visions into successful business models.
With clarity in strategy, responsibility in leadership and reliability in execution, I accompany scale-ups and mid-sized companies on the path to sustainable growth with digital products.
My approach is that of a specialised implementation partner: together with closely connected national and international business partners, I take responsibility, bring the necessary expertise and consistently align everything with the goals.
Competencies
Three service areas, one point of contact
Advisory & Consulting
- Market and positioning strategy
- Reimbursement pathways and market access strategy
- Business case scenarios and growth planning
- Regulatory classification (MDR, DiGA, AI Act)
- Launch and commercialisation planning
Interim Leadership
- Interim CEO / COO / CMSO / Project Lead
- Leadership of development, sales & service units
- Operating model and process development
- Stabilisation in growth or transition phases
- Management of cross-functional, international teams
Managed Delivery
- End-to-end project management
- Coordination of internal and external teams
- Vendor and partner management
- Delivery of DiGA / digital health products
- Operational preparation of go-live and operations
My Approach
The Implementation Partner
The difference between a consultant and an implementation partner lies in accountability. I take responsibility for results that are based on my own analyses and recommendations.
I work closely with management and teams at client sites, bring strategic competence and operational execution directly into projects and take responsibility for the quality of results.
My mandates range from strategic consulting to interim leadership to full management of complex initiatives – depending on need and starting position.
Strategic Competence
Deep understanding of business models that work within the regulations and mechanisms of the healthcare system.
Operational Leadership
Proven experience in leading teams and organisations, managing projects and building new structures.
Execution Strength
Good strategies need to be put into practice. This requires not only process knowledge but above all cultural sensitivity.