Business Operations Lead

Manufacturing Jobs Flock to the U.S. Thanks to President Trump's America First Economic Agenda Aug 4, 2026 | 2:48 PM FOR IMMEDIATE RELEASE 08/04/26 | | Manufacturing Jobs Flock to the U.S. Thanks to President Trump's America First Economic Agenda | | With President Trump's economic agenda taking effect, the United States is seeing an economic revival across its manufacturing industry. July saw the strongest expansion in domestic manufacturing activity in more than four years, marking seven consecutive months of growth in the sector. The results are clear: President Trump's Working Families Tax Cuts and America First trade policies are driving an economic boom, bringing jobs and critical industry back home. Just this week, Switzerland-based medicine maker Octapharma announced a $1.5 billion investment to build its first-ever U.S. production facility, creating 1,500 jobs. This is just the latest in a long line of foreign investments in U.S. manufacturing: * Swiss pharmaceutical company Novartis announced a $23 billion investment in 10 different U.S. manufacturing and research & development facilities, creating 4,000 jobs. * Swiss healthcare company Roche announced a $50 billion investment in U.S. manufacturing and R&D, creating more than 12,000 jobs. * Belgium-based pharmaceutical company UCB announced a $2 billion investment to build its first-ever U.S. manufacturing facility, creating over 800 jobs. * Japanese automaker Toyota announced a $3.6 billion investment to support truck production, creating 2,000 jobs. * Mexico-based aluminum recycler Zerluma announced a $50 million investment in a new U.S. manufacturing plant, creating 70 jobs. * Taiwanese chipmaker TSMC announced a $265 billion investment in U.S. manufacturing, creating tens of thousands of jobs. * Taiwanese electronics manufacturer Wistron, in partnership with NVIDIA, announced a $700 million investment in AI manufacturing, creating up to 1,000 jobs. * German engineering company Siemens announced a $165 million investment in U.S. manufacturing, creating more than 350 jobs. President Trump and his entire Administration will continue driving this revival further, making good on the promise to reshore American jobs, revitalize its domestic supply chain, and put America First. | | ### Topical Fruit

From service hubs to innovation engines: the next mandate for Philippine GCCs. Posted on: August 3rd 2026 For decades, the global capability center model was built around a clear proposition: concentrate talent, standardize or optimize processes, improve service quality, and deliver at scale. That proposition remains valuable. But it is no longer sufficient. The most advanced GCCs are moving beyond execution. They are taking ownership of products, platforms, data, AI, and enterprise transformation. Their value is increasingly measured not only by efficiency or service-level performance, but by how quickly they turn expertise into innovation and innovation into business outcomes. GCCs must evolve from cost-efficient execution engines into strategic drivers of business innovation, digital transformation, and core value creation. India's GCC journey offers a useful view of this transition. It also raises an important question for the Philippines: how can a market renowned for operational excellence and customer experience convert those strengths into a larger global innovation mandate? India's GCC evolution is really an evolution of ownership. India's rise as a GCC destination began with scale and talent, but its next chapter is being defined by ownership. Centers that once supported global teams now co-create products, develop AI capabilities, manage enterprise data, and lead transformation programs. This change is visible in the mandates of global enterprises. Microsoft says its teams across India contribute across the product cycle, from model development and engineering to product innovation, including work on Copilot Studio, Azure AI Search, AI agents, speech and translation, and Azure Machine Learning. Novartis established its first Asian Biome digital innovation hub in Hyderabad to connect internal teams with startups and academia and turn ideas into scalable healthcare solutions. These examples matter because they show that a GCC does not become strategic simply by adding more technology roles. It becomes strategic when headquarters entrusts it with outcomes, gives it access to the right data and business context, and expects it to create capabilities that can be reused globally. Looking ahead: Can the Philippines shift from an operational powerhouse into a strategic engine that actively shapes global enterprise strategy? The Philippine opportunity starts from a position of strength. The Philippines has built a globally respected IT-BPM ecosystem on communication, service orientation, adaptability, and deep process knowledge. Those strengths are especially valuable as AI changes the nature of enterprise operations. AI does not remove the need for process expertise. It makes that expertise more important. The people who understand why a process breaks, where judgment is required, how customers respond, and which exceptions create risk are often best positioned to redesign the work around AI. The market is already showing signs of this evolution. The next-generation Philtech center in Cebu, for example, has been positioned around generative AI, software engineering, customer experience, digital transformation, and enterprise operations. It is an indication of what becomes possible when Filipino talent is connected to a broader transformation mandate. The opportunity, however, is larger than a handful of advanced centers. The Philippines can establish itself as a destination where enterprises do not merely locate work, but build AI-enabled operating models. Five imperatives for Philippine GCCs. * Move from a delivery mandate to an enterprise mandate A modern GCC needs a clearly defined role in the enterprise's innovation agenda. That means identifying the products, processes, data domains, or customer journeys the center will own, not simply the tasks it will perform. The mandate should be jointly designed by headquarters and GCC leadership, backed by decision rights, executive sponsorship, and a phased path from delivery to co-creation and ownership. * Build AI where the process knowledge lives If AI strategy and development remain concentrated elsewhere, Philippine GCCs risk becoming downstream users of tools created without their operating context. The stronger model is to bring process experts, data specialists, engineers, and transformation leaders together inside the GCC. This allows teams to identify high-value use cases, build proofs of concept, validate them against real operational conditions, and scale what works. It also gives the center a more visible role in enterprise AI transformation. * Treat data and knowledge as strategic infrastructure AI ambition cannot outpace data readiness. GCCs need trusted data, clear ownership, shared taxonomies, strong observability, and governed access. They also need to capture institutional knowledge that is often scattered across people, documents, and workflows. Treating data and knowledge as products creates the foundation for reusable AI assets, domain-specific models, better decisions, and more reliable automation. * Develop an ecosystem, not only a workforce India's experience shows the value of connecting GCCs with startups, universities, and specialized technology partners. These relationships help centers move faster from problem definition to experimentation and from prototype to scaled solution. The Philippines can deepen similar connections across Manila, Cebu, Clark, Iloilo, Davao, and other emerging hubs. A distributed innovation ecosystem can expand the talent pool while creating specialized clusters around areas such as customer experience, financial services, healthcare, analytics, cybersecurity, and software engineering. * Measure what the GCC creates, not only what it saves Cost, quality, productivity, and SLA performance will remain important. But they cannot fully express the contribution of a next-generation GCC. Leadership scorecards should also measure time to market, AI deployment and reuse, revenue or customer impact, risk reduction, intellectual property created, talent progression, and the number of global programs led from the Philippines. What an enterprise measures signals what it truly expects its GCC to become. The next advantage will come from combining human insight with AI. The Philippines does not need to abandon the capabilities that built its position. It needs to reinterpret them for an AI-first operating environment. Customer empathy can inform better AI experiences. Process discipline can support safer automation. Communication strengths can improve adoption across global teams. Domain expertise can help enterprises distinguish between a compelling demonstration and a solution that works reliably in production. This combination is difficult to replicate. It can become the foundation of a distinctly Philippine model of the next-generation GCC: human-centered, operationally grounded, AI-enabled, and accountable for measurable enterprise outcomes. The next chapter for Philippine GCCs. The global GCC landscape is changing quickly. As more enterprises distribute ownership of AI, data, products, and transformation, location decisions will increasingly follow capability and strategic value, not cost alone. For Philippine GCCs, the question is no longer whether the operating model will evolve. It is whether centers will help shape that evolution or wait for the new model to be designed elsewhere. The next generation of GCC leadership will be defined by centers that can build and run with AI, convert frontline knowledge into enterprise intelligence, and take global responsibility for outcomes. The Philippines has the talent and operating heritage to lead that shift. The imperative now is to turn that potential into mandate, capability, and measurable impact. Felma Magnata is Senior VP, Operations A seasoned and results-driven management professional with over 20+ years of industry leadership, specializing in scaling operations, driving profitability, and nurturing high-performing teams. Built on a foundation of Operational Excellence and a proven track record of optimizing complex workflows across Operations and Customer Experience to deliver sustainable growth and bottom-line impact. Known for an authentic, people-first leadership style, excels in Team & People Management - mentoring cross-functional teams to execute seamlessly under tight deadlines and high-pressure environments. Share with Friends:

ChrysCapital completes acquisition of an Indian subsidiary of a global pharma company. Jul 30, 2026, 6:38 AM Translate article text Choose a language and wait for the translated text. ChrysCapital, one of the biggest private equity firms investing in India, acquired a controlling 70.68% stake in Novartis India Limited (NIL). The transaction marks a defining moment for ChrysCapital and for the Indian pharmaceutical sector bringing one of India’s longstanding pharmaceutical businesses under dedicated private equity ownership, with the ambition to build a leading branded-generics platform for the Indian market. NIL has a legacy spanning several decades and a portfolio of brands that are trusted both by healthcare professionals and patients. NIL operates across key therapeutic areas including pain management, calcium supplementation, gynecology, neurosciences, and transplant immunology through brands such as Voveran, Calcium Sandoz, Tegrital etc. Built on a strong foundation of scientific excellence, physician trust, and nationwide reach, NIL has played a meaningful role in improving healthcare outcomes for millions of patients across the country. The acquisition marks ChrysCapital’s first majority-controlled investment in the Indian pharmaceutical sector and reflects the firm’s strong conviction in the long-term growth potential of India’s branded pharmaceuticals market. Building on a proven healthcare investment track record, ChrysCapital aims to leverage its sector expertise and extensive network to support the next phase of growth for NIL and strengthen its position as a leading pharmaceutical business. NIL will adopt a new name and corporate identity to celebrate the company's separation from its previous owners and the beginning of a new era. To support the company’s next phase of growth, NIL has appointed Dr. Vikas Gupta as the CEO and Managing Director. Further, Ramesh Ramadurai, Suchita Sharma and Shashank Sinha have joined as Independent Directors on the Board of NIL. "A strong management team is central to any successful organization, and NIL is fortunate to have Dr. Vikas Gupta at the helm – someone who brings both the experience and the vision this business needs. Combined with NIL’s legacy brands and market standing, ChrysCapital believes the foundation for long-term value creation is firmly in place." - Kshitij Sheth, Managing Director, ChrysCapital Advisors. Dr. Vikas Gupta, Chief Executive Officer and Managing Director, NIL, said: "NIL has earned its place in Indian healthcare over many decades. Today we begin a new and exciting chapter in NIL's history. We carry forward decades of scientific rigour and physician trust – from that strong foundation and with ChrysCapital's backing we have the resources and focus to grow our portfolio with purpose, reach more patients, and build on what this organization has always stood for." For this transaction, Kotak acted as the exclusive financial advisor to Novartis AG. Freshfields, AZB & Partners advised Novartis AG as legal counsels and Ernst & Young advised Novartis AG on the financial and tax diligence. Shardul Amarchand Mangaldas & Co acted as the legal counsel and Alvarez & Marsal, Dhruva Advisors and Price Waterhouse & Co. were the financial and tax advisors for ChrysCapital. The post ChrysCapital completes acquisition of an Indian subsidiary of a global pharma company appeared first on Express Pharma.