Led integrated business planning and annual departmental strategy. Cultivated cross-functional collaboration to drive organizational efficiencies. Managed $25,000,000 budget and provided strategic oversight and support for all departmental activities to ensure alignment in achieving goals, KPIs and timelines. Developed and implemented process, policy, data strategy, systems and global shared services models to establish medical affairs department for first product launch.• Collaborated with functional leads to strategize on business impact and gaps, and ensured insights were used to adapt strategy.• Led cross-functional team to establish and implement medical information, safety reporting and product complaint call center, with responsibilities for vendor management, SOP development and integrations with core IT systems in compressed timeline of five months in response to FDA-accelerated approval.• Directed departmental data strategy, designed cross-functional system optimization and developed and implemented systems to streamline processes for core medical affairs activities of grant funding, customer engagement, knowledge exchange, content creation, review and approval.• Coordinated corporate-wide KOL engagement strategy as well as directed U.S. and international congress planning, medical information booths, MSL engagement and medical affairs advisory boards.• Partnered with field medical team and commercial to implement advanced data-driven customer targeting, cross-functional territory optimization and customized customer relationship management system, saving $1,500,000 in data and system implementation.• Designed and directed externally sponsored research process, policies and system to drive strategy and resource prioritization of 5-year, $20,000,000 integrated evidence plan.• Developed bespoke knowledge exchange portal for corporate-wide access to interactive scientific communication platform, congress engagement and medical affairs content.

Developed and executed strategy to transform business capabilities, introducing new methodologies to solve key business challenges. Collaborated cross-functionally with global medical affairs, product development and commercial to ensure seamless organizational efficiencies. Designed and developed operations-wide strategic business transformation solutions and change strategies to navigate complexity and improve productivity to transform the organization.• Developed management system and prioritization criteria for resourcing the non-molecule portfolio and provided leadership with solution to spend on business-essential programs, decreasing non-molecule resourcing by 27%.• Developed assessment of clinical trial process, provided efficiency solutions for all trial phases and limited costs by reducing time of clinical trial start-up by 30% via reduced enrollment cycle time and increased patient engagement. • Represented medical affairs in company-wide development of 2018 external market drivers and led medical leadership team through departmental strategies and goal development.• Created and implemented a streamlined process for contracts management, leveraging cross-functional systems and policies to decrease execution time and enhance customer satisfaction.• Partnered company-wide to develop patient-centric engagement plans, leveraging existing resources across the organization and eliminating need for medical affairs-specific FTE to achieve goals.

Directed matrixed team and provided leadership, strategic vision and execution for operational solutions to optimize efficiencies across field medical team comprised of 180 individuals across 11 therapeutic areas. Developed standardized frameworks for strategy, capability development and process improvement to provide consistent data access and business resources. • Designed and delivered audit-mandated key customer engagement planning tool, integrating with the current medical affairs customer relationship management system in three months for $15,000.• Analyzed departmental priorities, defined strategies and prioritized $1,800,000 budget to effectively execute cross-medical unit initiatives to align strategic initiatives. • Implemented standardized performance and promotion process. • Established clear roles and responsibilities for matrixed organization to cultivate relationships across functions and ensure alignment to deliver business goals.

Developed training portfolio to deliver suite of leadership programs for medical affairs to drive cultural change around performance management and meet unique competency needs of field clinical staff. Provided coaching and mentorship to medical affairs field leadership team, leading to successful delivery of organizational change proposal to medical affairs leadership team.• Increased field medical staff engagement by 60% year-over-year. • Developed and delivered compliant medical and commercial combination training, building strategic partnership to deliver best-in-class key opinion leader support in highly competitive space.• Leveraged understanding of company culture to coach and mentor new hires to successfully transition into high-functioning teams, resulting in expedited onboarding and accelerated productivity.

Designed, developed and implemented medical training and professional development programs to ensure clinical confidence within three medical units, with 100 employees in oncology, genetics and women’s health. Provided creative ways to engage participants to achieve learning objectives in multiple communication channels and drive desired behaviors. Strategically partnered with leadership to assess learning needs, establish objectives and design learning and development plans.• Developed clinical training program for product launch in new therapeutic area with virtual and live components, achieving clinical confidence one quarter prior to timelines, expediting key opinion leader influence.• Established literature review program and insight integration plan with communication of impactful data to C-suite executives. • Implemented mentorship program for 1,400 employees and mentored 13 individuals in career planning, resulting in 62% achieving promotions.

Set strategic direction for oncology genetic field medical department and implemented priorities in alignment with departmental medical affairs strategic objectives. Supported business unit goals by exhibiting vision and leadership through results-oriented coaching, development and execution of MSL onboarding, and reporting key performance indicators. Drove analysis and integration of MSL insights to facilitate medical affairs strategy augmentation through enhanced scientific understanding of external stakeholder opinions.• Developed compliant and consistent practices across business units for key opinion leader strategy and impact measures, and established bonus structure for MSLs.• Led MSL organization of 60 employees through two U.S. territory realignments, recruited and hired ten positions and increased job satisfaction, resulting in stabilized employee retention.

Functioned as therapeutic area expert, educating U.S. and global key opinion leaders on clinical data and appropriate patient testing. Built advocacy for genetic testing in oncology and women’s health rare diseases marketplace. Focused on compliant cross-functional partnership with commercial, ensuring clinical competence and driving increased patient identification and testing. Developed and executed strategy to engage additional specialties to identify and test patients, resulting in 55% increased identification of patients needing specialized genetic testing. Developed downstream revenue model to aid clinicians’ understanding of genetic testing protocols and business impact.

Evaluated, diagnosed and provided resources for patients with hereditary cancer syndromes. Educated healthcare providers on identifying and referring high-risk patients. Spearheaded strategy for hospital-wide cancer genetic referrals, increased knowledge and clinic volume by 50% and secured continued program resources. Restructured breast cancer research study to include clinical eligibility screening, increasing enrollment four-fold in three months.