Accountable for developing, implementing, and governing a globally standardized end-to-end capital planning program and project management methodology to ensure efficient, effective, safe, and compliant delivery of the capital program globally.Accountable for developing and continually improving processes and standards to enable the regional development, delivery, and governance of all capital projects and programs, including multi-million dollar major capital projects and programs resulting from mergers, acquisitions, consolidation, or other business activity.

Accountable for the development, delivery and governance of all capital facility projects and programs within the Americas region, including multi-million dollar major capital projects and programs resulting from mergers, acquisitions, consolidation or other business activity. Accountable for an annual project/program portfolio ranging between $100M and $220M.Delivery of $350M US R&D Places program, consolidating Pharmaceutical R&D operations in a single R&D Hub in the US, on time and under budget. Program highlights include 500K+ sqft of lab and office space into modern, vibrant "smart" working spaces, promoting scientific collaboration, flexibility, efficiency, and innovation.Delivered $43M US facility consolidation program for Consumer Healthcare joint venture (GSK and Novartis), including fit-out of new corporate headquarters and R&D building in New Jersey (144K sqft), and subsequent decommissioning of 3 legacy facilities in Pittsburgh, PA and Parsippany, NJ (600K sqft).Delivered $30M US facility consolidation program for Vaccines organization established through integration of GSK and Novartis, including fit-out of new US R&D Center in Rockville, MD (130K sqft) and subsequent decommissioning of legacy facilities in Cambridge, MA and Research Triangle Park, NC (182K sqft). Accountable for developing, implementing, and governing a globally standardized end-to-end capital program and project management methodology. Provide guidance and oversight to internal and third party teams delivering capital project management services. Developed and implemented an end-to-end Stage-Gate process, including policies, procedures, guidelines, and document templates. Developed and implemented standardized governance processes to improve capital planning and forecasting, resulting in significant improvements to overall forecast accuracy and stability.

Accountable for all aspects of facilities operations and capital projects for GSK’s largest pharmaceutical R&D and commercial site in the US (Research Triangle Park, NC) – 4400 employees, 2.4m sq ft of lab and office space, 200+ acres, $50m+ operating budget.Responsible for relationship management with Senior Managers in GSK to ensure infrastructure and services support and facilitate the full range of business operations whilst ensuring enterprise needs are aligned and balanced against local business needs and constraints.Ensure local delivery of all facilities and services at the site/ regional locations, ensuring cost, quality and compliance targets are achieved by key contract partners.Implement strategies, policies, standards, and guidelines designed in the global service towers at the site.Ensure capital project delivery is appropriately prioritized to mitigate risk, support GSK business strategy, and improve the site environmental sustainability.Ensure that risks associated with service delivery at the site are identified and appropriately managed and/or mitigated.Led a complex program of 2000+ office moves in a 3-month period to enable consolidation of site footprint and commercial leasing of vacant facilities.Led facility relocation and decommissioning program as R&D operations were moved from NC to PA. 500,000+ sqft decommissioned and 1000+ pieces of lab equipment moved.

Accountable for driving a customer-focused, performance-based service culture across a global organization covering 20+ sites.Coaching and mentoring of senior executives and service line owners in lean leadership expectations and behaviors to drive culture change from the top of the organization.Embedding performance management and strategy deployment processes across the organization. Aligning priorities across functions and establishing performance measures and accountability processes, from the senior leadership team down to the front lines.Guided the establishment and deployment of a 3-year strategy, ensuring a focus on the critical few objectives and performance measures.

Provided expert consultancy and technical leadership for Lean implementation within Core Business Services organization, working with multiple functions (Finance, HR, Procurement, IT, Facilities) at multiple levels.Coaching and mentoring of senior executives and service line owners in lean leadership expectations and behaviors to drive culture change from the top of the organization.Drove significant culture change in HR/Employee Services and Real Estate & Facilities organizations through embedding of performance management, strategy deployment, and problem solving, working directly with senior executives to establish leadership behavior change at the top.Identified savings opportunities of >$4m through lean diagnostic processes focused on improving quality of service to achieve efficiency and effectiveness.

Accountable for strategy, solutions, and services for global project and service management applications, leading a team and managing contracts with a $3m operating budget.Lead a team with a total of 15 employees (7 direct reports, 8 indirect) - business analysts, service managers, engineers and support analysts.$250k savings delivered via implementation of strategic sourcing change from offshore supplier to in-house employees in a low-cost geography – a 52% reduction.$240k savings delivered through optimizing software maintenance agreements – a 20% reduction.Delivered a new strategic project and portfolio management system for Global Support Functions, replacing multiple existing project management systems with a single solution.

Responsible for leading end-to-end process improvement initiatives within Corporate functions (HR, Legal, Finance, Procurement) and Corporate & Enterprise Systems (C&ES) department.Provided coaching to project leaders to develop competencies across C&ES organization in applying Lean Six Sigma methodology.Simplified 60+ Service Level Agreements for C&ES applications into a single standard SLA.Developed a standard process used across IT for transitioning projects into steady-state support, removing the need for each project to create its own process.Developed a simplified deliverables framework for projects in C&ES, with flexibility to allow for application to projects of all sizes and shapes.

Responsible for problem definition, requirements gathering, and solutions identification and implementation, through a combination of process and system improvement, for the IT Service Management and Solution Delivery processes across IT.Delivered an IT Services Dashboard as project manager overseeing an offshore vendor to automate standard metrics for IT services.Reduced backlog of unapproved IT risk exception requests from >1000 to 300 using Six Sigma techniques to identify and target improvements in common problem areas and tactical tool improvements to increase information exposure and drive approvals.Reduced cycle time to approve IT projects with less than $1m spend from 87 business days to 19 through implementation of a virtual approval process.

Designed and developed backend EDI-processing system to provide tracking and tracing of shipments along a supply chain; over 150,000 transactions processed per day.Designed and developed integrated platform web application allowing customers to track and trace shipments along a supply chain, generate reports, and generate EDI for new shipments; used by over 100 customers and several hundred end users.