Bríd Seoige (BS): So, Pat, tell me a bit about yourself.

Pat McLoughlin (PMcL): My name is Pat McLoughlin, and I am the General Manager of Chanelle Pharma. I live in Claremorris, Co. Mayo, and I’m married with two children. Both of my children have studied at the University of Galway; my daughter graduated with a Bachelor of Commerce (Global Experience) in October 2025, and my second child is currently in his second year of Commerce. I’ve been in my chosen career for some time now and completed a Master of Business Administration (MBA) 20 years ago, at the Cairnes School of Business, University of Galway. 

BS: You joined Chanelle Pharma as General Manager (GM) in January 2025, bringing over 20 years of experience from organisations like B. Braun and GlaxoSmithKline. As a University of Galway MBA graduate, how did your time at the University influence your leadership style and approach to change management?

PMcL: That’s a great question. I originally graduated as a Chartered Certified Accountant but transitioned into operational roles early in my career. I went from managing a small furniture manufacturing plant to working in Dublin, where I was involved in implementing ERP software, just before the year 2000 and the infamous “millennium bug”, when many feared systems would crash. After that, I ended up managing the IT department for a US multinational, Stiefel Laboratories, and later transitioned into the manufacturing side of the business. 

As I progressed in my career, I became increasingly aware of the ceiling that can emerge, especially in the early years, when you’re valued for being a subject matter expert. But as your career advances, it becomes less about technical expertise and more about leadership. That’s when I started looking into an MBA.  

I noticed that many of the senior leaders I respected had completed an MBA, and I felt it was the right next step. So, in September 2006, I enrolled in the MBA programme at University College Galway, as it was known then, now the University of Galway. I was delighted to be accepted, especially with the support of my company; it was a big step for me, and it was also a significant commitment for my family, as we had very young children at the time. Really, the whole family was part of the journey, and that experience gave me a deep understanding of what leadership really means. 

It was amazing to study something and then be able to step out and apply it. Often, we jump straight into doing, without taking time to step back and understand the mechanics of how and why things work. The MBA gave me that opportunity, not just to develop myself, but to reflect. One thing that really stood out to me was the idea of leadership style and approach. It made me ask myself: if I had to define it, what kind of leader am I? 

My class was very diverse; we had a Priest, the future Garda Commissioner, the Head of HR from one the country’s largest banks, some very successful entrepreneurs, and a few from multinationals like me. It was a broad and enriching experience, and I can confidently say it was truly eye-opening. 

Early on, my leadership style was rooted in deep subject knowledge and a need to have all the answers. Over time, I shifted toward developing people, driving results through others, and building leadership capacity, changes that required two key adjustments in my leadership approach. 

First, I had to be a better listener through active listening. Second, I needed greater self-awareness, recognising the impact of my responses and focusing on supporting staff by understanding their challenges and offering guidance where I could. 

BS: What does a typical day look like in your role as GM? What are your key priorities from morning to evening, and how do you balance strategic oversight with operational demands?   

PMcL: There’s no typical day for me as a GM, and I imagine it’s similar whether you’re managing a chip shop or a pharmaceutical plant. My day usually starts early – around 6 AM at home – when I check emails and handle any urgent matters, since we operate 24 hours a day. I then commute to work and am typically on site by 8 AM. 

I don’t have a physical office on site; instead, I work from an open plan desk and don’t follow a fixed routine or workspace. I usually start in the laboratory at 8:30 AM with team check-ins, reviewing the previous evening’s manufacturing performance. One of our priority KPIs is delivering high-quality products to our customers on time, and one of the final stages in getting our product through is quality control, which plays a crucial role to ensure everything is in order. 

It is important to understand the previous 24 hours, and to identify key issues and where we need to focus our resources and problem solve. This helps me stay on track and prepare for the challenges ahead. 

My focus is site safety and performance, resolving issues quickly, maintaining quality, and hitting KPIs. In pharmaceuticals, using only top-quality materials and preventing defects is critical, especially with 40% of our products for human health and 60% for animal health. 

Thinking of the end user, many of our human health products include heart medications and pain management drugs, and it’s vital that patients receive exactly what they need on time. We take this responsibility very seriously, earning the trust of both our customers and shareholders. 

As a GM, my role involves a lot of variety. That’s just part of the job. 

BS: How do you distinguish between operational and strategic work, and how do you balance prioritising strategy with handling governance issues? 

PMcL: It is important to put time aside for both strategy and operations. Balancing strategic and operational demands is one of the biggest challenges, especially in a fast-paced, highly regulated industry.  

The prior 24 hours and next 24 hours is important to focus on operationally, however, I do carve out some time to focus on shaping the business for future growth. I make time to meet with the teams, i.e. commercial or engineering, to look at how our facilities and our services will evolve in the next 5 to 10 years, and I also block out time to focus exclusively on strategy, usually Fridays. This allows me to stay ahead of upcoming regulatory changes, pipeline priorities, and investment opportunities.  

I prioritise talent development by empowering my leadership team and creating space for coaching and mentoring. Attracting and keeping great talent really comes down to thinking about the future. In fast-moving industries, where technology and innovation are always changing, the big question is: how do we stay ahead?  

Yes, digitalisation and AI are transforming how we work, but every competitor is doing that. The real differentiator is our people, our talent. 

Chanelle Pharma has a diverse workforce representing over 25 countries, united by a shared purpose and driven by the vision of its CEO and senior leadership team.  While every role contributes to our success, a select number of positions are critical to shaping and sustaining business growth. To ensure we have the right talent in these key roles, we follow a structured talent and succession process, aligning emerging talent with development plans using our “Ready Now, Ready Soon, Ready Later” framework to build the next generation of leadership.

BS: Chanelle Pharma is Ireland’s largest manufacturer of generic pharmaceuticals for human and animal health, with operations in Ireland, the UK, Portugal, and Jordan. How do you ensure regulatory compliance across all these markets, and what role does the Loughrea headquarters play in driving international growth?  

PMcL: We’re proud to be Ireland’s largest manufacturer of generic pharmaceuticals for both humans and animals, something that’s quite unique, as it’s not often you see both areas under one company. Chanelle Pharma is structured across three independent business units: Animal Health, Human Health, and Wholesale. This allows us to focus regulatory efforts and product strategies based on the unique needs of each sector.  

The Loughrea plant is our global headquarters, and it houses three of our manufacturing facilities and two of our four R&D centres. The site maintains EU-GMP and FDA-approved standards, which enables us to meet the rigorous regulatory requirements in markets such as the EU, US, and beyond.  

Of course, with that comes the challenge of ensuring compliance and governance across the different sites.  A very good management system and communications process is key.  

We hold weekly cross-operations management meetings to stay aligned and use technology tools, like Workvivo, to keep colleagues connected across cultures and geographies. Our Employee Engagement Survey, supported by an Appreciative Inquiry approach and ‘Heat Map’ analysis, helps us identify strengths and address gaps in real time. We foster a positive work environment with strong staff engagement, including regular “Pizza Days”.  

Our global quality and regulatory teams ensure compliance across jurisdictions through robust systems and collaboration. Equally important is our culture; we are all “Channellers”, committed to serving our patients and customers.

It’s worth noting that although human and animal health are regulated differently, the processes are largely aligned. Many compounds initially used in human health are later adapted for use in animals, so the overlap isn’t conflicting.  

At Chanelle, we work with over 90 molecules used in both human and animal products.  

BS: With a significant amount invested annually in manufacturing and R&D, how do you strike the right balance between strict compliance, high-quality standards, and innovation? Can you share a recent example of this balance in action? 

PMcL: Our heritage is primarily in animal health, and we’ve invested significantly in manufacturing and R&D, positioning us well for future growth. While our portfolio spans both human and animal health, much of the innovation is emerging from animal health, where we see significant opportunities, particularly at our Galway plant. At the same time, our human health capabilities remain strong and continue to play an important role in delivery. Galway is well known for its strong MedTech reputation, home to one of the five global hubs, making it an ideal location for research, talent, and collaboration 

We operate four dedicated R&D centres with full-spectrum pharmaceutical capabilities, from product synthesis to technical consultancy, and maintain FDA- and EU-GMP-compliant quality systems. Across our sites, we produce approximately 1 billion tablets annually and 1.2 million litres of liquid across over 7 million units.  

Being within the European Union is also a significant advantage, offering access to common regulatory pathways and a strong market base. That said, operating across regions brings both opportunities and challenges. Within the EU, regulatory processes are relatively standardised, and we have EU-GMP and FDA standards; however, once you move into the rest of the world, complexity increases. We hold regulatory licenses that allow us to supply globally, with our main markets being the EU and the US. Still, differences across regions mean we must stay agile, and there is consolidation happening across the globe.  

When it comes to competition and R&D, we have a strong foundation. Our facilities produce over 1.2 billion tablets a year, along with liquids and specialty formats. We cover both animal and human health, with a wide range of manufacturing technologies, development, and regulatory capabilities. What makes us unique is our ability to scale products for multinational companies, while also maintaining flexibility and exceptional quality standards. 

BS: Chanelle Pharma has seen impressive growth since its founding. How is the company evolving under new leadership, and what are the key strategic priorities driving its next phase of expansion? 

PMcL: Michael Burke, who founded the business in 1985, did an incredible job bringing the business to where it is today. Now, as leadership has transitioned, we’re focused on taking Chanelle Pharma to the next stage of growth, with ambitions to double its size in the coming years. That goal requires a different focus.  

We’re expanding into markets that haven’t traditionally been a priority, supported by a strong pipeline and ongoing product innovation, particularly in the animal sector. That’s an exciting part of our evolution, as we move from an individual-owned, entrepreneurial business to a shareholder-owned company. That transition involves global expansion into new geographies, launching global products, and rethinking how we reach customers and replicate success more effectively. This requires us to refocus and evaluate the effectiveness of our products and services.  

With a portfolio spanning 90 different molecules and a unique footprint in Ireland, we stand out in an ecosystem dominated by US multinationals. Developing and growing our own capabilities here isn’t just good for business, it’s vital for the Irish economy. We have our own trusted brands, and growing these is a priority.  

Like many Irish companies, we’re impacted by global trade challenges, including the 15% tariffs on Irish and European exports. Businesses like ours need to respond by driving greater productivity, not just to stay competitive but to offset rising costs and support sustainable growth. The imposition of tariffs has accelerated our focus on digitalisation.  

We’re making a significant investment in digital transformation. For example, we used to generate over 750,000 sheets of paper every quarter. Processes like that are now being digitised to improve efficiency and sustainability. By leveraging digital technologies and AI, we can increase output from the same facility, reduce inefficiencies, and become leaner overall.  

Alongside digitalisation, we’re reviewing our portfolio strategically, investing where we can see the best return on investment, and creating new opportunities, rather than waiting for them to appear. That is a different mind-set. Where we don’t yet have the capabilities – whether in facilities, skills, or technologies – acquisitions will be a key part of our strategy for growth over the next three to four years, and we are already making progress here. 

BS: As a University of Galway alumnus now leading a global pharma business from the West of Ireland, what advice would you give to current MBA students and fellow graduates aiming for executive leadership roles? 

PMcL: When I’m asked about advice for graduates, whether from an MBA or a commerce background, my guidance is simple: don’t map your career too rigidly.  

An MBA gives you exposure to all aspects of business; HR, finance, operations, and strategy. The interdisciplinary project that you undertake as part of your MBA provides a broader perspective and allows you to utilise that breadth.  

Explore, stay adaptable, and seize opportunities as they come. Your career path will likely evolve in ways you can’t predict today. I think pushing yourself outside your comfort zone is one of the biggest parts of growth. Staying in your comfort zone can slow down your learning opportunity.

Looking back, if there’s one thing I would have done differently, it’s investing earlier in cross-functional experience. Near the start of my career, I was focused on domain expertise, but in hindsight, stepping outside that comfort zone into operations, commercial, or regulatory roles sooner, would’ve accelerated my readiness for broader leadership.  

Senior leadership roles are challenging, and you must balance multiple priorities, just as you will balance work, family, and MBA study. My MBA was a two-year course with full days on Fridays and Saturdays, plus a heavy load of projects and exams. It prepared me well for leadership, especially in building resilience.  

Work-life balance isn’t always a perfect 50-50. At different stages, it might look more like 70-30 or even 80-20. The key is to stay adaptable and intentional with your time and energy. One of the most valuable experiences in my career was working across functions. It gave me a broader perspective, where I built expertise and strategic outlook, and ultimately made me a more effective leader. I highly recommend this kind of skill diversification.  

Also, there is no such thing as failure, see it as a learning opportunity. Find mentors. Seek challenges that stretch you. And remember that leadership isn’t about having all the answers. It’s about asking the right questions, creating clarity, and empowering others to perform at their best. 

BS: Is there anything else you would like to add? 

At Chanelle Pharma, we offer graduates a broad learning experience because we believe in developing well-rounded talent. We give exposure across all areas of the business, not just a narrow or niche focus, which can sometimes happen in larger multinationals. This approach is especially beneficial when progressing into senior leadership roles. Our location in Galway also offers a real quality-of-life advantage, with less commuting into the city and lighter traffic.  

On a personal level, I truly do find my role as GM at Chanelle Pharma deeply rewarding. At times, it can be intense, almost like athletic training, but incredibly motivating. I feel privileged to have always worked in healthcare and pharmaceuticals. Knowing what we do helps improve or change lives drives me every day. While I don’t often meet patients directly, the impact of our work in hospitals and research is tangible, and that’s important. 

Find out more about Chanelle Pharma here!

Explore University of Galway’s MBA course here!