Ferring Pharmaceuticals: Rekovelle Injectable Pen Launch
Rekovelle’s transition from vial to injectable pen marked a significant innovation in Ferring’s fertility portfolio. I led the cross-functional global project management for this product launch, ensuring alignment across Legal, Regulatory, Manufacturing, Marketing, and Medical Affairs. The goal was to enable patient self-administration while maintaining regulatory and supply chain compliance.
My Role
Project Manager
Team
Marketing Operations
Timeline
May 2022 - December 2022
My Responsibilities:
I managed the global project plan in Microsoft Project, conducted weekly stakeholder alignment meetings, facilitated cross-functional collaboration, and developed reporting systems that connected local and global teams. I was also responsible for creating risk and mitigation frameworks, coordinating the production of regulatory documentation, and facilitating compliance review cycles.
Tools and Methodologies Used:
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Using Microsoft Project, I mapped dependencies across geographies, dividing the work into clearly phased deliverables. I built an internal reporting structure that rolled local status into a global portfolio view
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To streamline handoffs, particularly for creative assets, I hosted feedback sessions between agencies and internal reviewers, avoiding delays caused by failed approvals.
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To address internal knowledge gaps, I documented over 50 common acronyms and process definitions into a team glossary, supporting better understanding across regulatory, creative, and operations functions.
Challenges & Solutions
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A key challenge was the multilayered handoff between agencies and Ferring’s internal Legal-Medical-Regulatory (LMR) team. To resolve this, I instituted stakeholder pre-review checkpoints that allowed agencies to iterate collaboratively before formal submission.
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I also mitigated communication issues caused by insider language by developing and maintaining a shared glossary.
Key Outcomes & Metrics:
The launch was completed on schedule and met all compliance benchmarks. The shift to injectable format improved patient experience, and Ferring’s global portfolio team gained new visibility into U.S. market progress. This fostered better portfolio-level coordination.
Lessons Learned:
When working with both internal and external teams across countries, translation—of language, expectations, and systems—is everything. Intentional clarity builds shared ownership and faster execution.
Project Artifacts
