Mike Yates
Global Disease Area Strategy Lead (Cvrm) @Bayer
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WORK HISTORY
Global Disease Area Strategy Lead (Cvrm) @Bayer
Berlin, DE
Co-owned global stroke disease area strategy, integrating development, medical, access, and commercial considerations into a single enterprise roadmap.• Acted as primary commercial interface into development governance, ensuring market realities and future commercial viability were embedded into clinical and investment decisions.• Led commercialisation approach, aligning TPP ambition, evidence generation, and go-to-market strategy from early development onward.
EDUCATION
Leeds University
BSc (Hons), Applied Biology
SKILLS
ABOUT MIKE YATES
I am a commercialization leader who loves bringing people together to crack hard problems, and then proving, with data, that our ideas work. I specialize in turning complex science and healthcare system insights into clear choices, bold bets and sustainable growth.Over the last 20+ years, I’ve led global disease‑area and portfolio strategies across CV, acute stroke, neurology, inflammation, urology, and rare disease. I’ve:– Reframed how companies think about future go‑to‑market models by leading a global project with 60 internal and 50 external experts, distilling hundreds of inputs into 4 system trends and 3 “revolutions” that now shape pipeline decisions, real‑world data use and end‑to‑end commercialization.– Turned underperforming brands around by deeply re‑examining their clinical and commercial reality, making courageous P&L and positioning calls, and relaunching them with clear visions, metrics and feedback loops – delivering trend‑beating sales.– Built innovative patient mobilization platforms, such as a multi‑channel Cialis program for men with ED, and then spotting that partners were missing from the equation. That insight led to a bold, female‑focused campaign whose cost per response was ~50% lower and delivered better outcomes for couples.What I’m known for is:– Strategy with impact. I don’t stop at “smart slides”, I design pilots, tracking and operating models so we can test ideas honestly, adjust fast and scale what works.– Enterprise and system thinking. I\'m comfortable operating across R&D, commercial, market access and geographies; able to see the pattern in the noise and help senior leaders decide, not just debate.– Transformational leadership. Structuring teams so people know where they are, feel included and valued; being a Visionary, Architect, Catalyst and Coach, not just an individual problem‑solver.Going forward, I want to do more end‑to‑end ownership of therapy areas and portfolios, or broader enterprise commercial roles, where my job is to unlock innovation from teams, make the tough trade‑offs, and galvanize organizations behind a clear, testable vision from lab to patient.
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