Diana A. Email & Phone Number

United States

United States

Oversee, lead and implement a corporate IT vision and strategy for the company and align IT goals to contribute to the business success of ArriVent.* Define and execute an agile information technology strategic roadmap for new technologies and architectures including end-to-end implementations to increase automation and improve efficiencies.* Provide thought leadership and recommendations by collaborating cross-functionally and with the ELT to establish IT Plans, actions, and solutions to best support the business.* Evaluate key industry and technology trends and provide thought leadership to the company on the use of emerging technologies including digital health and data solutions.* Assess and enhance the company’s cybersecurity program, as needed, with appropriate infrastructure, policies, vendors and monitoring to mitigate risk to acceptable levels.* Develop and oversee effective disaster recovery policies and standards to align with Company’s business continuity program goals.* Assure that GxP compliance requirements are properly assessed, and that appropriate Computer Systems Validation is implemented for both new GxP systems and improvements to existing GxP systems.* Oversees the design, implementation, and evaluation of the systems that support end users in the productive use of computer hardware and software, including user-training programs.* Lead effective oversight of our third-party tech providers and implement an effective third-party risk management program as it relates to information technology considerations.

Establish a data-driven IT organization through the use of clinical trial data visualizations and cross-study analyses. Reduced the time to review subject safety data integrity issues by 50%.* Defined and executed the clinical analytics strategic vision and roadmap to leverage data for individual studies, scaling up to cross-study analytics, and branching out to non-Clinical audiences.* Conduct roadshow demos with senior executives and board members to democratize data visualization functionality and to grow the customer base by eliciting new dashboard requirements.* Collaborating with Enterprise Analytics to build data warehousing capabilities for clinical data.* Managing the planning, analysis and implementation of the Project & Portfolio Management software, Planisware.* Assist with data integration efforts following Horizon’s acquisition of Viela Bio.

Gaithersburg, Md

Drove technology enablement and innovation into business processes and operations as well as monitored and managed the health of systems and services delivered by building collaborative relationships with business partners across functional groups. Involved with the technical design, development and documentation of solutions and actively involved in system configuration and enhancement and support of end users.* Served as the system owner and administrator of clinical systems (Veeva eTMF, SAS Server), ensuring requirements are clearly understood, properly translated into needed technical components meeting the business intent; manage functional and technical requirements; support end users by providing training materials, and maintain proper validation documentation of configuration changes.* Migrated the on-premise Statistical Analysis System (SAS) tool to a GXP validated cloud server environment, provide user support, and manage ongoing server maintenance.* Designed and built Power BI clinical data visualizations by extracting, transforming, and loading data from multiple data sources; alerts Clinical Development and Data Management of study subject safety issues and data integrity issues.* Proactively identified Viela Bio technology needs in collaboration with functional groups; keep current with relevant technology supporting Viela Bio business to ensure fit-for-purpose, scalable technology implemented to support Viela Bio’s future growth; contribute to the IT portfolio development and priority setting/investment decision making.

Telecommute

Achieved the highest employee satisfaction survey rating (99%) of any manager in PPD history. Lead a global team of 10+ data engineers and business analysts to design and build system interfaces that support corporate initiatives.* Managed multiple project teams to design and develop interfaces using technologies such as relational data warehousing and an extract-transform-load (ETL) platform for business systems such as ERP, CRM, LMS, HCMS, Clinical Trial Site and Vendor Payments, Veeva CTMS, Oracle CPQ, ServiceNow, Revenue Automation System for accounting purposes.* Guided business analysts in the collection of requirements and documenting business processes to support the implementation of Spotfire dashboards, and Master Data Management (MDM) solutions linking CTMS data with external data sources.* Foster an environment of continuous improvement by allocating time for team members to focus on innovative ideas that produce efficiencies for the department or training time for a technology of interest.

Wilmington, North Carolina Area

Established the Data Science department within Enterprise Data which leveraged data to find ways to make systems/processes more efficient, reduced manual, low-value work, and enabled the company to operate more efficiently. Defined the strategic vision and executed the overall roadmap for a team focused on measurement, analysis, visualization and storytelling across many data science analytics.* Conducted numerous analyses for Sales and Marketing, which provided business insights that were included in marketing materials and client conversations.* Created a business partnership with Finance to track and report on ways to reduce the amount of contract modifications occurring throughout the lifecycle of a clinical trial.* Built a cohesive and collaborative environment within a global team of 7 employees through cross-training and joint-effort projects.* Lead innovative management strategies to improve morale within the 40 person international/remote department and captured qualitative feedback to gauge the success of the effort, ultimately increased employee engagement and created the standard for all future meetings hosted by other team leaders.

Silver Spring, Md

Directed 5 operations research analysts to support the pre-market drug approval process and post-market drug compliance review process using innovative solutions.* Challenged the status quo by influencing all software interface enhancements to adhere to a “3-clicks or less” rule, resulting in a user experience that was efficient and intuitive.* Conducted technical research and presented emerging technology alternatives to manually managing text updates for over 100 document templates, and daily processing of over 30 drug import certificates. * Fostered a culture of innovation, problem solving, and efficient service delivery for our internal and external customers by challenging my team to design an out-of-the-box solution using features that had not been utilized previously, i.e document repository feature.* Oversaw a team of 25 contractors by directing their activities, prioritizing assignments, and managing the project budget.

Silver Spring, Md

Managed projects and developed strategies to influence adoption of business processes improvements, new technologies, and a reduction in data silos.* Reduced system development time 75% by pioneering the first design implementation to use functionality provided completely out-of-the-box.* First department employee to teach myself how to configure the system to meet user requirements; provided training and supported co-workers to do the same, greatly reducing contractor dependence, and achieving significant savings.* Responsible for designing, implementing, and managing effective change management programs (provided clear communications and training sessions) for business process changes impacting 85 employees in the Office of Compliance.

Silver Spring, Md

Created forecasts and processes to improve workforce efficiencies and lower overhead costs. Prepared comprehensive recommendations for better employee utilization, human resources planning, and organizational configurations.* Improved service levels from 25% to 85% by leveraging out-of-the-box functionality of call routing technology to route calls to available agents onshore and offshore.* Managed and maintained 9 daily, weekly, and monthly reports for senior leadership.* Lowered customer complaints 10% and decreased caller abandonment rates 5% by conducting technological research and competitive analysis to design a more customer-centric automated phone system (IVR).* Developed automation using Excel macros that compiled data from 12 different sources, and consolidated them into 1 comprehensive report for senior leaders; reduced the daily manual effort from 6 hours to 30 mins.

Silver Spring, Md

Conducted focus groups to build qualitative analysis used to recommend process improvements for call center efficiencies and savings. Built quantitive analysis to measure and develop reports on the initiatives’ outputs and outcomes.* Saved 3 seconds per call ($35,000 annually) from call center expenses by creating the “Quick Page” innovation, a dashboard that provided call center agents information quickly for the most common service calls.* Reduced project time 25% by creating mock ups of business requirements and user experience expectations for the software developers of the custom CRM tool.* Managed the implementation and adoption of a text mining tool; generated analyses for senior leadership highlighting target areas where specific brands needed to make process improvements for better performance management.

Silver Spring, Md

Assessed the impacts the Choice Privileges loyalty program had on call center operations, and provided recommendations on how to author marketing materials and website promotions to proactively minimize operational impacts. Audited hotels’ participation in loyalty program features to ensure loyalty members were receiving the benefits expected, which proactively reduced member complaints to the call centers.* Decreased calls for online account password resets 15%, and increased online loyalty program enrollments 8% by analyzing industry standards and best practices and modifying the website account login process.* Discovered and corrected calculation error for hotel payments and saved department $8,000 annually.* Authored over 300 quick guides to keep call center agents informed of loyalty program promotions and changes.

Masters Of Science

Mba

Ba