Enhanced value of $2B+ portfolio across 5 global brands, by designing supply strategies and executing supply chain transformation initiatives, prioritizing and leading operational improvements, enabling critical tradeoffs between cost/service/agility objectives, and anticipating product lifecycle needs for the benefit of patients and business alliances.• Balanced optimization of current state with strategic transformation initiatives based upon product specific design requirements and future lifecycle changes, driving calculated improvements to enhance operational and organizational efficiencies. Designed portfolio harmonization projects which reduced COGS by 20%, minimized manufacturing and packaging complexity by 75% and eliminated 100% of inventory exposure. • Led value chain design process for portfolio of products, proactively identifying potential risks and implementing mitigation strategies to minimize negative impacts on projects or business operations. Collaborated with new suppliers to develop product line extensions and new delivery systems, reducing E2E lead-time by 3-6 months, and a reduction of 25% of current COGS, as well as creating new market launch opportunities. • Leveraged long-range forecasts for strategic supply chain network assessments and decision making, leveraging partnerships with current vendors and governing projects with external supply and procurement teams, to ensure a future operational platform sufficient to support growth and change management requirements. • Implemented multiple projects while navigating complex regulatory and quality environments, ensuring compliance with laws, standards, and regulations relevant to the business domain across all active and new launch markets.

Nominated by Supply Chain SLT to lead the implementation of the newly created Global Supply Chain Team for the Covid-19 Vaccine launch, relocating to Dublin, Ireland. Oversaw strategic interface with the Vaccine Global Commercial team and governance with BioNTech Alliance Supply Chain Leadership, supporting >$35B in annual revenue and leading alignment with Commercial Leadership on portfolio strategy prioritization, empowering a team of 4 global brand supply leaders to influence operational strategies and successfully launch new products more than 140 global markets. • Developed and implemented the end-to-end manufacturing and sourcing strategy, value stream mapping and long-term capacity assessments, showing opportunities and risks for the Alliance, identifying potential launch threats, developing contingency plans, and implementing mitigation plans in line with business objectives. • Drove leadership engagement on operational prioritization, constraint reviews, and allocation of valuable resources based upon overall operational optimization, both for the Covid-19 vaccine as well as other impacted brands. Enabled tradeoff discussions on asset versus product priorities, in support of organization’s high level external engagement of contract negotiations with governments and meeting aggressive business targets.• Ensured awareness of each supply chain node while adapting to demand changes, leveraging plant and market metrics though S&OP and other supply chain processes influencing the network by providing visibility and mitigation to those potential supply variables.• Represented Pfizer on the BioNTech Alliance Joint Manufacturing Committee (JMC), ensuring development and implementation of efficient governance to drive supply chain strategy and oversee product lifecycle management.

Empowered teams of 8-10 global brand supply leaders accountable for the global supply chain of an $8B+ portfolio with 400+ brands, in service of Commercial brand vision, owning end-to-end supply chain orchestration by influencing supply vision and converting product design into supply execution through transformation initiatives.• Fostered work culture of collaboration and inclusion increasing morale, fostering open communication channels and encouraging employees to voice ideas. Championed continuous improvement initiatives to drive operational excellence within the organization, leveraging initiatives to develop capabilities through leadership development opportunities designed for current leaders as well as high-potential individuals identified within the organization.• Acted as the key strategic partner across numerous cross-functional governance forums, coordinated and aligned multiple departments (Commercial, Quality, CMC, Regulatory, Operations, etc.) ensuring effective governance and project execution across diverse teams. • Designed a macro-based Master Production Schedule (MPS) in Excel to support all global brand supply leaders in effectively planning their 18-month horizon product outlook, as well as manipulate the planning parameters in support of any global allocations required to mitigate constrained operational resources or quality challenges. • Effectively identified and escalated issues affecting global supply chain health to executive leadership, optimizing performance across the organization by implementing mitigation strategies in line with overall business objectives.

Oversaw and influenced all stages of the global supply chain, from procurement and manufacturing to distribution and final delivery, and orchestrated the multi-year supply chain strategy for Essential Health products within the Solids Manufacturing Operational Network, an $8B+ portfolio, consisting of 10+ brands and 900+ SKUs, serving 125+ markets out of 10+ internal manufacturing and 100+ external manufacturing sites.• Designed, optimized and implemented the Sales and Operations (S&OP) planning process for multiple global brands, leading to improved forecast accuracy, strong cross-functional collaboration, and implementation of inventory management strategies ensuring optimal stock levels and waste minimization. • Leveraged best practices in data analytics, developed key performance metrics (KPIs) to measure supply chain success and improve customer service levels to greater than 98%, ensuring system-based planning and data-driven decision-making processes. • Accountable for the budget process of manufacturing volume and inventory, identifying potential volume risks, opportunities and drivers of those sensitivities, understanding changes and impact on efficiencies and costs.