Set financial and strategic direction for Versiti, a non-profit healthcare organization with over $280 million in annual revenue and $230 million in cash & investments. Lead the Finance, Supply Chain, Information Technology, and Facilities functions with a staff of about 130 individuals. Interact regularly with the Board of Directors and key committees, and plan the agenda for Investment & Finance and Audit & Compliance committees. Lead Strategic Planning and Business Development processes across Versiti. Serve as Versiti's representative on the Board of Directors of the Blood Centers of America (BCA). Versiti is a strategic affiliation of successful non-profit healthcare organizations whose vision is to improve the health of patients as the national leader in innovative transfusion medicine solutions for healthcare systems. Versiti's current affiliates include the BloodCenter of Wisconsin, the BloodCenter Research Foundation, Heartland Blood Centers, Indiana Blood Center, and Michigan Blood.

Provide strategic direction to team of 180+ professionals driving global purchasing activities and managing over $6 billion in annual spend.  Beat 2012 Operating Plan savings target across categories. Secured funding for $18M project and realigned international organization to standardize and upgrade purchasing processes and tools across all regions and businesses.

Recruited as Director, Finance to provide financial leadership for global BioScience manufacturing operations organization. Promoted to VP, Finance and added financial responsibility for BioTherapeutics and Hemophilia global franchises, leading a team of over 100 finance professionals. Provided planning, reporting, and strategic decision support for businesses with $5.5 billion in 2012 sales, $2.5 billion in spend and $500 million in capital expenditures.  Led financial planning and reporting processes for franchises and manufacturing, including annual budgeting, quarterly forecasting and reporting, long range planning activities, SG&A, capital, and R&D projects prioritization. Proactive management of costs and profit-maximizing allocations of constrained products across geographies helped the BioScience business to exceed overall cash flow and pre-tax income targets in 2011 and 2012.  Provided financial support for strategic decision-making activities, including major capital investments and resourcing for global commercial activities. Secured funding for growth generating capital initiatives, including $1B+ capacity expansion for plasma products.  Provided financial leadership on key business development transactions, including Sanquin contract manufacturing for plasma products, Glassia in-license from Kamada, and hemophilia partnership with Brazilian government. Chosen for Baxter’s Global Leadership Team in 2012 (top 200 of 50,000+ employees worldwide). One of 15 leaders selected to participate in BioScience Global Leadership Development program in 2011, and only Finance VP selected to participate in Baxter’s Global Leadership “Powerhouse” development program in 2012. Recognized as one of three global Finance “Coaches of the Year” in 2011.

Hired by Chief Operating Officer to lead team to source, evaluate and negotiate transactions to provide new revenue opportunities, drive alliance management activities with key partners, and provide updates to Board of Directors. Finalized agreement to help fund life cycle management development program with external partner. Finalized transaction to secure European marketing partnership for a late-stage developmental antibiotic.

Chosen for international assignment as Controller for Lilly’s $200 million China business. Led 60-person team to provide financial planning and reporting, accounting and controls, distribution, pricing, customer service, business development, Six Sigma and IT support.  China affiliate achieved 2006 profitability target with 20% profit growth despite below-plan sales, by managing operating expenses $5M below plan and maintaining pricing 5% above plan. Finalized sale of antibiotic product rights in China to help Lilly Asia achieve financial targets. Maintained financial controls and improved processes to ensure accurate and efficient reporting. Affiliate achieved “green” internal financial controls audit, one of ten affiliates worldwide to receive this rating.  Ensured efficiency of supply chain by building relationships with key distribution partners, and reduced channel costs by implementing direct shipping initiative that reduced warehousing costs by 20%. Initiated eight Six Sigma projects that created an estimated $1.5M in annual cost savings.

Led team that evaluated R&D technologies and assets for possible acquisition or license, and partnered with target companies to deliver potential pharmaceutical products. Developed models to assess value of partnering and M&A opportunities; worked with scientific and commercial leadership to prioritize opportunities; structured terms, led deal negotiations and due diligence activities. Led team that provided financial and negotiation leadership for over 20 completed technology licensing transactions, as well as providing financial analysis for licensing of late-stage compounds Cialis and Byetta. Worked with investment banking partners to model viable acquisition opportunities; negotiated financial terms; secured senior management approval. Completed acquisitions of Structural GenomiX and Applied Molecular Evolution, and structured a complex $200M transaction to finance development of a late-stage Lilly compound.  One of 20 managers selected in 2004 to participate in Lilly’s Global Leadership Development Program.

Hired and promoted within team developing short and long-term strategies for Lilly’s $3 billion diabetes care business.  Led preparation of 5-year integrated product marketing plans for diabetes portfolio products.  Developed strategy and negotiated partnerships with diagnostics providers for a diabetes product. Identified and prioritized new market and partnering opportunities for Lilly’s diabetes business.  Completed multiple developmental drug delivery technology partnerships.

Manager, Information Technology, Milwaukee, WI (1995-1997)Provided IT leadership for a $50 million business; managed a $300,000 annual budget. Compensation Specialist, New York, NY (1994-1995)Directed compensation-related integration activities to support a $1.5 billion animal health acquisition. Systems Analyst, New York, NY (1990-1993) and Graduate Intern, New York, NY