David Pilarski Email and Phone Number

Two primary core responsibilities within Clinical Site Business Operations (CSBO); Drive annual operational planning process and Global Vendor Lead for Ancillary Equipment and Supplies (AES). Lead Project Management Office for all CSBO Digital projects to ensure timely delivery of annually approved projects that achieve desired requirements and stay within budget including partnering with vendors to deliver key data elements to drive transparency enabling more effective monitoring of clinical study execution. As Global AES Vendor Lead, responsible for review, oversight, monitoring and remediation of strategic equipment and supply vendors services. Responsible for oversight, leadership & guidance of day-to-day execution of ancillary supply processes including management of three FSP contractor resources supporting study management teams.  Liaise with study team members, colleagues, stakeholders, and staff members ensuring AES expectations are achieved and ensure execution of fit-for-purpose governance programs which hold vendor accountable to relationship commitments and maintain line of sight into performance and quality issues.Selected Accomplishments: Led Digital Op Planning process for CSBO and affiliated business cases resulting in the approval of seven digital projects all successfully delivered within thirteen months staying with 99.7% of a $2.45M budget. Created the CSBO Strategic Planning framework in partnership with CSBO LT to clearly outline our functional strategic vision and continued evolution over the ensuing three years.  Led cross functional team that successfully discovered vendor quoting and invoicing issues resulting in a $1.7M credit issued back to Pfizer by our largest supply vendor and implemented solutions to mitigate re-occurrence and drive transparency

Own and key coordinator with other BOS colleagues and functional stakeholders in managing business operational processes & financial management of functional external sourcing for clinical trial services across various functions within Global Product Development.  Drive contract development (work orders-change orders), areas of vendor oversight and governance, contract compliance and resource demand planning, purchase order management and invoice processing in partnership with other BOS and functional stakeholders.  Manage key business processes, systems & tools for ~$85M of FSP investment across Information Management, Programming and Data Management Track, report, and source demand planning for FSP needs and associated financial projections critical for quarterly forecast updates and budgetary op planning.Selected Accomplishments: Key member of cross functional team tasked with the implementation of a senior management endorsed business plan expanding functional service provider capabilities resulting in successful integration of new vendors adapting our business processes and tools. Successfully obtained sr. management approval to adopt new tool and process for FSP demand planning and lead cross functional LDT that delivered new requirements to be included in enterprise solution by end of 2021

Managed team of 5 in all aspects of business processes & tools; accountable for ~$95M+ of annual investment across the drug development portfolio.  Administered multiple contracts for key outsourced services.  Tracked, reported and sourced demand planning for external FSP needs.  Partnered with functional heads in the evolution of outsourcing strategies.  Oversaw development and maintenance of external contract algorithms within WRD portfolio planning tool that provides financial outsourcing estimates to study teams. Selected Accomplishments Designed and implemented new FSP resource demand plan forecasting process, including a new cloud-based resource tracking and forecasting tool. Defined clear roles and responsibilities and provided training across all vendors and internal colleagues, resulting in transparency of all FSP work.  Key member of management team that developed new business plan & sourcing strategy for data management and programming in support of clinical trials.  Drove the creation of a new sourcing model and NPV analysis tool used to evaluate options achieving a balanced sourcing construct and favorable NPV

Controlled business operations, financial management, and outsourcing of several key clinical trial IT service functions including statistical programming, data management and medical writing.  Managed business processes, annual operations planning, forecasting internal and external FTE demand and associated tools accounting for $140M of spend.Selected Accomplishments: Developed process that enabled over 70 studies to successfully transition out of a poor performing outsource model back into established FSP sourcing model. Led evaluation of single EDC business drivers and associated costs to baseline current state expense for Pfizer operating in multi-EDC environment.

Led a team of 3 in metrics, reporting, financial compliance to budgeted levels.  Drove continuous improvement encompassing both tool sets and processes.  Tracked and forecasted externally sourced medicinal chemistry to ensure compliance with contractual obligations. Managed the logistics of storage and shipment for over 3 million chemical entities used throughout Pfizer Global R&D network. Select Accomplishments:  Lead cross functional team in creating a Business Analytics and Reporting Tool needed for tracking & forecasting of outsourced Medicinal Chemistry resources - critical in managing to budgetary levels.

Supported $5B operating unit of key enabling functions such as facilities, IT, procurement, HR, finance, legal, and others.  Partnered with Controllers to address internal and external audit queries  Worked with functional leaders to identify trends, opportunities, and risks in reporting forecasted results and monthly variance analysis to actual spend.  Responsible for development, and execution of financial planning processes including annual budgeting, periodic forecasting and monthly reporting of results to sr. management.

Director of Financial Planning & Analysis - Decision Support  Led financial planning, reporting, and analysis in support of $600M division. Drove annual planning & periodic forecasts for all departments. Prepared financial forecasts and budgets; alerted management to potential risks and opportunities involving all line items of P&L.Select Accomplishments:  Reorganized the finance group to effectively support the organization, which had doubled its revenue stream. • Lead cross-functional team in analyzing market demand vs capacity, resulting in executive endorsed reduction of research site footprint and lower fixed costs.

• Accountable for the financial management of the R&D IT line budget of appx $260 million supporting senior leadership within the Informatics organization.• Accountable for all financial aspects of the business such as economic modeling, decision support, financial reporting, budgeting, forecasting and financial controls.• Ensured compliance with all fiduciary responsibilities and finance policies including participation in regular audits.• Supervisory responsibilities include managing team of 3 FTE’s.Select Accomplishments: Identified a range of cost categories for savings opportunities, including software retirements, contractor rate reductions, consultancy savings, T&E reductions, and outsourcing opportunities, that collectively realized a $45M (15%) annual reduction.

• Global Finance Capital Lead for the $5 Billion R & D division of Pfizer responsible for the management of $450 million of annual global capital spending and supervision of 5 FTEs.• Tracked and analyzed capital spend across all domestic and international sites.• Lead creation of formal forecast process to provide more accurate and timely updates to senior divisional management.• Implemented robust capital reporting environment including the creation of a Capital Data Mart and a multi-dimensional user interface reporting tool (Business Objects) with a comprehensive suite of standard reports and Ad Hoc capability. Select Accomplishments: • Key management team member that reduced capital plan spending from $700M to $450M over a period of two years through development of a revised governance process that improved prioritization of capital projects named the Capital Asset Management Program.• Lead a cross functional team that created a new ERP planning tool through development of a data warehouse to effectively budget spending, and the rollout of a new management reporting tool to better track actual spending and improve forecasting capabilities.

• Managed $145MM IT financial budgets for Pfizer Midwest locations. • Worked closely with senior IT management in tracking monthly spending, trend analysis, variance analysis and updates to annual forecasts and provide consultation on new vendor proposals. • Responsibilities included monthly SAP closing, maintenance of Hyperion reporting structures, and return on investment analyses for capital proposals. • Lead the creation of streamlined budgeting/forecasting process and supervised 3 professional staff members.

• Participated in a Finance Rotational Program, providing exposure to a wide range of budgeting, forecasting, and analysis roles, and management of IT projects.• Established, maintained, and analyzed multimillion-dollar spending budgets, providing variance analyses, and identifying potential profits and risks.• Held a variety of positions of increasing responsibility initially as an analyst and progressed to Associate Director. Select Accomplishments: • Delivered two-day financial training seminar to national sales organization that provided a comprehensive education of P&L accountabilities due to restructured bonus incentive program based on customer profitability targets.• Developed an automated tool that could measure customer and account level profitability via an Oracle data warehouse coupled with a user interface application.• Key member of management team that re-engineered the sales planning process improving accountability throughout the sales organization while achieving volume and financial targets.