Turning Unpredictable Markets Into Growth Stories
Manish Rajeshirke
Director - Business Development & Licencing
Turning Unpredictable Markets Into Growth Stories
Manish Rajeshirke
Director - Business Development & Licencing
Manish Rajeshirke - Visionary Global Corporate Leaders to Watch in 2025
In global pharma, the rules can flip overnight. One day a market is wide open, the next it’s gone. To survive here takes more than knowhow; it calls for adaptability, curiosity, and the nerve to turn uncertainty into growth. Bringing 25 years of experience into this everchanging arena, and a track record of turning challenges into opportunities, is Manish Rajeshirke — a leader who has built markets from scratch, cracked territories others couldn’t enter, and introduced research-driven products before the demand was even visible. From his start in sales to steering complex operations across MENA, Africa, Asia and Emerging Markets, his journey is proof of what vision in action looks like. In this exclusive conversation with TradeFlock, he opens up about the lessons, decisions, and mindset that shaped his success.
Kindly brief on your journey, key moments and achievements you still cherish.
I still remember my first day, a sample bag in one hand, a notebook in the other, walking into a small clinic in Mumbai. I started as a medical representative at FDC, and over the next five to six years I worked with Sun Pharma, Novartis, and Ipca Laboratories, in India’s domestic market. Those years taught me discipline, patience, and how to connect with people from different walks of life. At 26, I moved to Ghana to set up Shalina International’s operations from scratch. It was a defining moment for me, a new country and a new market, building offices, teams, and relationships from the ground up. Later, at CIPLA, I managed markets such as Iran, Pakistan, and Egypt, establishing leadership in respiratory, oncology, and gastrointestinal portfolios. We introduced innovations like Metered- Dose Inhalers, Dry Powder Inhalers and registered a big chunk of products in Egypt. Established Cipla as the largest generic company in Iran. At Himalaya, I expanded our Gulf presence, launched the wellness category in markets resistant to herbal medicine, and helped capture the lion’s share of the herbal pharma market, establishing it as the undisputed leader in the category. Managing a diverse team from different nationalities across the markets is something which I cherish the most. In fact, each chapter reinforced that adaptability and vision are as important as strategy.
" I often tell young professionals, the market will teach you faster than any MBA program ever could, that credibility matters because people know you speak from experience."
Technology is reshaping pharma. How do you see it transforming over the next five years, and what excites you most?
Innovation has always been part of pharma, but artificial intelligence and data-driven tools are now set to accelerate it at a pace we have never seen. R&D timelines will shorten, and sales structures will evolve as new tools change how we engage with customers. At Ananta, where I am Director of Business Development, our focus is on herbal nutraceuticals backed by clinical studies. In a market crowded with generics, research-backed products make us stand out. In the coming years, every product we launch will be backed by data and science, not just market demand. We are expanding into injectables, prefilled syringes, and new therapy areas, while upgrading our facilities to meet EU standards. Over the next three to five years, my priority is to secure approvals in as many regulated markets as possible and maintain a strong pipeline of launches. My advice to aspiring leaders is simple: stay curious, embrace technology, and keep upgrading your skills.
What lessons early experiences teach you that a classroom cannot?
Starting from the ground gave me an unfiltered view of the market that no textbook or lecture could offer. I learned to see beyond theory into the reality of how business operates. When you have stood in front of customers, faced rejections, and closed deals in tough conditions, you gain an edge that theory alone cannot provide. “I often tell young professionals, the market will teach you faster than any MBA program ever could, that credibility matters because people know you speak from experience.” Starting young also made me highly adaptable. At that age you absorb everything quickly, you learn on the go, and curiosity drives you to try new approaches. As you move up, that curiosity can fade. I have made it a rule to protect mine, because once your learning curve flattens, your growth stops.
"The skills you rely on today could be irrelevant in five years, but adaptability will never go out of style."
Kindly share strategies that have driven your success and how do you keep your edge as a leader?
My philosophy is to be first. Identifying patent expiries early and moving quickly into new molecules has been a major factor in my success. I believe in having local teams on the ground, because they can adapt to market conditions faster than any remote office. To stay ahead, I ensure my network extends beyond senior leaders. I actively engage with younger professionals, entrepreneurs, and people new to the industry. They bring fresh ideas and perspectives that can challenge established thinking. Networking in all directions has helped me anticipate changes, whether it is a regulatory shift, a merger, or a new competitive strategy.
