Similar to the Calibre system I have been working on with leading NZ Out of Home providers, before I left the UK I spearheaded a team responsible for developing a print media planning and audience measurement system. This innovative system seamlessly integrated data from thousands of publishers with comprehensive statistics sourced from reputable companies such as Nielsen. The aim was to provide a comprehensive and accurate understanding of the print media landscape, enabling effective planning and measurement for targeted advertising campaigns.

Valeant Pharmaceuticals, now known as Bausch Health, is a pharmaceutical company based in California that underwent a significant network rationalization process. I joined the company in the initial stages, and embarked on an exhaustive analysis of the manufacturing and distribution capacities of all sites. This led to the identification of key sites for decommissioning, followed by the implementation of effective solutions to handle the intricate project schedules encompassing 128,000 lines across 13 global sites.Additionally, I worked in both London and Basel, where I defined the scope and facilitated the integration of two legacy ERP solutions. The objective was to create a modern reporting interface that not only provided enhanced functionality but also encompassed forecasting and KPI tracking components. This endeavour aimed to streamline operations and enable better decision-making within the organization.

At the conclusion of 2020, GSK was established through the merger of GlaxoWelcome and SmithKline Beecham. A pivotal aspect of this merger involved achieving operational efficiencies by streamlining the manufacturing network, which entailed the closure of numerous facilities. Drawing on my prior experience with SmithKline, I joined the Programme Management Office to conduct thorough requirements analysis and spearhead the development of tools that monitored the progress of projects across 120 manufacturing sites worldwide. This encompassed overseeing a staggering 25,000 individual product transition projects, each comprising anywhere from 280 to 350 steps.Given the highly regulated nature of pharmaceutical manufacturing, particularly when dealing with critical medications, it was crucial to navigate these changes meticulously. As such, I collaborated closely with key stakeholders ranging from the executive team to individual project managers located across various global sites. Furthermore, I actively engaged with stakeholders to establish a procurement system that effectively tracked the downstream implications resulting from supplier changes in active ingredients, excipients, and packaging materials for products transitioning between sites.

Project management, business analysis and development involvement with offering a portal product. A dot com that went dot bust.