Leading finance and operations for a biotech focused on the development and commercialization of therapeutics that improve health and economic outcomes in the treatment of cancer and other serious diseases.

LiquiGlide’s patented technology, with an ever-growing IP portfolio, enables the development of a vast array of custom-designed, liquid-impregnated coatings. (http://liquiglide.com/)- Counsel to the CEO on strategic, organizational and personnel related matters.

Reporting to CEO, was recruited to build organizational capabilities to drive successful transition from privately held, early-stage clinical company to public fully integrated commercial enterprise. Provide organizational leadership and strategic support to executive team. Oversee several corporate functions, including IT, HR, Communications, Facilities, and Quality. Direct oversight for more than 125 staff. Strong interfaces with Finance and Legal. • Worked as member of executive team and partner to CEO to develop strategies for growth and to build the organization’s capacity and culture to ensure that the company retained its innovative edge while entering more highly regulated stage.• Built HR capabilities to handle rapid growth and expansion of capabilities (from roughly 100 people to over 400). Developed key personnel and created mechanisms to build stronger internal teamwork. Transformed approach to performance evaluation and compensation. Successfully rolled out company-wide interaction skill capabilities to promote learning and productivity.• Led restructuring efforts in 2016 and 2017 to preserve capital and refocus the business. Reduced headcount from 415 to 80 in a two-step process that included planned sale of commercial asset and achieving over $200mm in cost savings in two years.• Provided strategic input and messaging support to capital raising and investor relations activities.• Managed expanding real estate requirements to support fully integrated capabilities, including office, laboratory, and manufacturing. Negotiated competitive lease terms and stayed ahead of the growth requirements of the business and successfully subleased spaces as needs declined (>$10mm / year in lease expenses).

Reporting to CEO, led all HR and L&D activities for rapidly growing 2,000-employee global knowledge process outsourcing company in U.S., U.K., India, Philippines, South Africa, Japan, and China. • Created roadmap for structuring talent-related functions to ensure company attracted, developed, and retained talent required to grow and succeed.• Initiated and led review of upper management to ensure alignment of talent with future business requirements; managed several successful transitions and replacements to better position the business for its next phase of growth.• Partnered with Board Compensation Committee to revise compensation plans for 2011 given changes in business results, resulting in a more flexible plan that aligned employee and shareholder interests.

Global strategy consulting firm with 1,500 employees, $400M in revenue, and 28 offices worldwide. Clients include industry-leading Fortune 500 companies, nonprofit organizations, and all levels of government.Reinvigorated the talent management systems of the firm following a significant shift in firm strategy. Assumed direct responsibility for global recruiting operations and worked in concert with the Head of Human Assets to align all elements of the talent management systems with the firm’s new direction. Developed a seven-point strategy to improve recruiting performance and fully integrate recruiting with long-term resource planning.• Improved the percentage of offers accepted by 20% and improved ultimate fit with the firm by strengthening messaging, modifying screening process, and more effectively engaging partners in the interviewing and closing process. • Significantly improved quality and timeliness of performance evaluations firm wide by simplifying the system and increasing the focus on high-quality dialogue. Changes were very well received and resulted in an 80% decline in late evaluations.• Conceived, initiated, and drove a creative partnership with Teach for America (TFA), giving the firm access to talent pool that aligned with Monitor’s core values and client orientation. In 2008, 10% of incoming U.S. pre-MBAs came from TFA.• Re-launched a diversity initiative and substantially increased the number of new racially diverse hires by engaging African-American and Latino employees in dialogue and building the confidence of leadership to invest time in recruitment and retention-focused activities.

Recruited by the Chairman to take leadership of a group of four loosely affiliated Monitor practices that suffered in the aftermath of the dot-com bubble but were important to the strategy of the firm as it prepared to seek an external investment.• Continued the cost-reduction program begun as COO (see below), resulting in an additional $2M-$3M in savings. Subsequently grew revenues from $3M to $20M, despite the challenges of the post dot-com economy.• Increased the synergy between Marketspace businesses and the rest of Monitor. Set the strategic agenda, built leadership teams for each practice, set priorities for investment, and managed the P&L.• Combined two disparate software operations into one software development firm, reduced the headcount by 10%, and re-oriented the business toward a product-based model versus fee-for-service custom software development.

Promoted to serve as operating executive reporting directly to the Chairman/CEO after a leadership transition. Oversaw the economics of the firm, including budgeting, revenue, and cost planning, as well as all major aspects of human resources, including staffing, recruiting, professional development, and compensation. Managed the annual global evaluation and bonus process and served as lead member of the Global Compensation Committee. During this time, promoted to one of 15 full board members for the Monitor Group and one of four on the Global Executive Committee. • Reduced overall operating costs in 1997 by 10% by leading a strategic audit of the cost structure and revenue projections in conjunction with the finance group. Initiated and led global restructuring in 2001 in the face of a significant industry slowdown. Reduced costs by 15%, including the firm’s first layoff. Managed process to retain and motivate key personnel and re-establish the firm’s culture. • Built human resource capacity of the firm, creating a strong team and capabilities to deliver high-quality support to an increasingly large, global, and complex set of businesses. Developed strong successors for both the HR and COO roles.• Led several organizational design projects, including the redesign of training programs for entering consultants, performance evaluations, and compensation throughout the firm and the reorganization of line leadership. Played a lead role in designing a new global headquarters and overseeing the move of 500 employees.• Initiated and drove a strategic partnership with a startup nonprofit venture philanthropy firm, New Profit, that became Monitor’s signature philanthropic effort. • Played key role in the design of a new partnership ownership structure, including rights, responsibilities, and compensation structure. Served a lead role in selecting the 140 partners and communicating to the new partnership and broader firm.

Promoted into a role with a mission to upgrade Monitor’s approach to staffing and professional development during a period of 30-40% annual growth and rapid global expansion. Directly managed consultant assignments and project profitability for Monitor worldwide. Oversaw the professional development of consultants, including promotions, rotations, and terminations.

- (1992-1993)- (1987- 1990) Provided clients with in-depth research, analysis, and case team leadership on projects such as marketing strategy, competitive analysis, and strategy development.