Service area · Entrepreneurial pharmacy management
When liquidity, staffing, supply or the owner becomes unavailable, a pharmacy needs control rather than an abstract strategy. tiger.PHARMA combines immediate measures with a resilient plan for the next 30, 90 and 365 days.
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When liquidity, staffing, supply or the owner becomes unavailable, a pharmacy needs control rather than an abstract strategy. tiger.PHARMA combines immediate measures with a resilient plan for the next 30, 90 and 365 days.
We consider the pharmacy, its organisation and the people behind it as one system. Risks are prioritised, liquidity and operations stabilised, key stakeholders coordinated and realistic future options prepared with discretion and pharmacy-specific expertise.
Not every situation needs the same intensity. Support follows urgency, current ability to act and the desired outcome, from prevention to acute stabilisation.
Risks, deadlines and immediate dependencies are made visible. A concise situation report separates the existential from the important and assigns every action to an owner and date.
Procurement, payment flows, inventory and costs are combined into a defensible liquidity view, giving banks, wholesalers and advisers a shared basis for decisions.
During illness, accident or sudden staff absence, cover, access, ownership and communication must work immediately. We structure the operational handover and coordinate suitable specialists.
Separation, divorce, serious illness, hospitalisation or bereavement affect the family and the business at the same time. We create a discreet working structure so that patient supply, employees and enterprise value are protected and necessary continued operation can be organised.
Medicine shortages are only one scenario. Power, refrigeration, IT, cyber incidents, building damage or failure of a critical partner can interrupt operations just as quickly.
Unclear or late communication compounds a crisis. We establish a reliable information and decision chain for employees, banks, suppliers, authorities and other parties.
An emergency plan must be accessible and usable in practice. Scenarios are connected to the QMS, training and regular exercises so the organisation does not start learning during the emergency.
After stabilisation, a clear decision is needed: continuation, repositioning, cooperation, succession or an orderly transfer. tiger.PHARMA prepares the commercial options and supports delivery with the required specialists.
FAQ
Not only when insolvency is imminent. Recurring cash pressure, shrinking gross margin, excessive inventory, staff absence, unclear cover or operational overload all justify an early confidential review.
We structure the starting position, identify time-critical risks and define the next decisions. The result is a prioritised immediate plan with ownership and realistic time horizons.
Yes. We help organise the necessary continuation of operations, structure access and responsibilities and coordinate professional cover or interim solutions. Following a death, operational steps are aligned with family, heirs, authorities and legal and tax advisers. Required powers and representation are clarified by the competent specialists.
Yes, where you wish. We prepare figures, scenarios and actions so discussions with finance partners, suppliers and professional advisers use one shared decision base.
Yes. In addition to financial crises, the mandate can cover merchandise systems, telecoms, power, refrigeration, building damage, supply chains and other operational interruptions.
Yes. Crisis mandates are treated discreetly and information is shared only within the agreed circle. Roles, purpose and communication channels are agreed before further parties are involved.
A practical emergency file brings together key contacts, access and cover information, payroll and payment processes, suppliers, IT, insurance, and QMS and recovery plans. Roles and access should be reviewed regularly; legally effective powers are clarified by the competent advisers.
This depends on the individual case and regulatory requirements. Family or heirs, the competent authority, professional cover and legal and tax advisers must be coordinated immediately. Patient supply, the team, access and liquidity are secured in parallel.
Personal and business decisions are separated, powers and access documented, and liquidity and enterprise value assessed neutrally. A confidential communication plan protects the team and operation, while legal and tax questions remain with authorised advisers.