Reporting to the CEO, and responsible for driving corporate development goals of the GBG group• Lead deal team in the end-to-end cycle of deals from target identification to deal structure to close. Follow through to onboard the transaction with post-merger integration.• Improve market share and corporate profits of CRO business through M&A. • Lead CRO Business Development team - create business plans, hire and manage senior BD professionals, and set quarterly/yearly sales targets. • Leverage network of M&A firms, investment bankers, personal networks, and private equity firms to build a deal database • Develop M&A business cases, and prepare financial forecasts based on revenue and cost synergies of base business to identify opportunities, and understand opportunity costs. • Engage C-level executives of newly acquired companies to develop strategic plans for driving revenue, improving margins, and increasing the bottom line.M&A Specialties covered: Contract Research Organizations (CRO), Contract Manufacturing Organizations (CMO), Clinical Diagnostic labs, Pharmaceutical R&D, Bio-Manufacturing, Distribution/Supply chain, Healthcare Information Technology (EMR, Health care devices, Real World Analytics, Healthcare Web App)

Led the business development and consulting services for life sciences clients; developed global marquee accounts; and established executive client relationships with Fortune 100 companies • Led a global program to support 200+ product reformulations to avert $100M loss in revenue/year for one of the world’s largest consumer companies. • Generated ~$10M new revenue in two years with projects across Clinical Operations, Regulatory, Medical Affairs, Toxicology, and Pharmacovigilance. • Advised a leading cosmetic company in Latin America on product safety assessments required in order to introduce their products into five new foreign markets.• Established global service delivery organization to execute myriad, multi-discipline R&D projects and services. Led project teams ranging from 10 to 65, and budgets from $2M -$11M. Met 95% of SLAs.• Managed Americas operations of the company and ensured effective succession planning, people development, asset utilization, and talent recruitment/retention strategy during rapid expansion phase.

Develop go-to-market strategy for a new service launch • Developed financial models to expand services into “Health & Wellness” (H&W) market that were profitable by end of Y2. • Nominated for “Pfizer Innovation” award for designing proof of concepts for H&W products that would lower healthcare costs of self-insured organizations. • Partnered with Big 4 consulting firms to screen and select go-to-market partners to launch H&W service, and defined partnership deal terms with C-level executives of both companies.• Won “Pfizer Innovation” award for eliminating 50% of medical errors at a large health organization, impacting more than 100,000 lives in Lagos, Nigeria by introducing electronic patient registries.

Built a cross-disciplinary IT Project Management Organization (PMO) to support M&A deals • Led IT team on a carve-out transaction with integration of R&D and divestiture of Commercial group for a mid-size pharmaceutical company with sites in US and EU. • Executed global R&D transformation program involving IP transfer from six global R&D sites to one in less than 12 months with a 95% satisfaction rate. Mentored and managed a team of 40+ spread over NA, EU, and Asia with a $4.5M budget. • Managed divestiture of five drug manufacturing sites in Europe and US. Evaluated future state requirements, planned carve-outs, negotiated Transition Service Agreement terms, and established standalone IT operations.

As a Senior IT Project manager in R&D: • Deployed Enterprise Lab Information Systems (LIMS), Data Archival system, and e-Lab notebooks for 500 users across Research & Development functions.• Built a database in eight weeks and <$0.3M for Portfolio leaders to investigate any failed compound’s viability for alternate indication. Reduced patent maintenance cost by divesting unviable compounds. As an IT Service Lead in Global Manufacturing: • Reduced annual IT operating costs by 10% through consolidation of legacy systems into new IT architecture, and streamlining of IT support processes. • Reduced drug quality testing time by 30% and eliminated data entry errors by 100% for Pfizer QA division by implementing an electronic information system for sample - tracking, testing, result entry, reporting, and trend analysis. Managed a team of 12 and delivered in 15 months with $1.8M budget.