Peter Comerford

With a Masters degree from the Smurfit Graduate Business school and experience working with private equity partners, Peter brings strong business knowledge, healthcare knowledge and senior clinician engagement skill to the panel. Peter currently leads a specialised pharmaceutical and medical wholesale company with an international presence and supporting significant government contracts.

Peter is a highly driven and motivated leader and has been involved in a number of turn-around projects including; Public and private hospitals, PE roll-ups and the current organisation, Anspec where he has driven 60% growth in core business in 1 year. Peter is a skilled political influencer and strategic thinker and is Managing Director for the Asia-Pacific region for The Flowr Corporation, a cannabis manufacturer and distributor with operations across Australia, Europe and Canada. In addition, Peter also works in the role of CEO for Anspec Pty Ltd, a long-established wholesale distributor of healthcare, pharmaceutical and medicinal cannabis products to more than 35 countries.

Significant previous roles and organisations – healthcare, business, and manufacturing: • Director of Integrated Care, $130M budget, St. Vincent’s Health Network Sydney leading emergency, medicine, Genomics medicine, Geriatrics, Mental Health, Drug and Alcohol, ambulatory care, etc. • Consulting, ANSPEC international pharmaceutical wholesaler, preparation of a tender for the National Medical Stockpile (Federal Government) and development of a growth strategy for acquisition. • Executive Officer, $100M, Mercy Health & Aged Care (private). Formulated and drove the strategy that created a significant business turnaround from diminishing top line business to growth and sustainable profitability including improved quality, care and development of the management team to sustain growth • Chief Operating Officer, Ortho Group Pty. Ltd., (OGL) (private equity), Day surgery profitability increased 600%, hospital finances and performance significantly improved, improved doctor engagement and confidence. • Strategic operational performance improvement, St. Vincent’s Group, multi-union environment, delivered significant KPI, service and performance improvements, systems improvement, leadership development, performance culture, quality and improved business reporting- c. 560-bed complex quaternary hospital. • Management consultant, high-level problem solving, strategy development, strategic support, quality improvement, leadership and management development, executive coaching, business structuring. • Business operations manager, Motorola, led a US$400M business unit with 200 staff through extensive growth, to the highest standards of 6σ quality and to aggressive 10X productivity improvement targets.