Diane Macdonald Email and Phone Number

Enable and optimize the achievement of CARB-X goals and milestones, working with CARB-X leadership, sponsors, and partners.

Forsyth is embarking on perhaps the most exciting era in its long and distinguished history. I am leading the management team to transform Forsyth's culture for sustained success. (Served as Interim CEO July 2016 - Sept 2017)• Oversight and optimization of strategic planning and execution, integrating scientific goals and needs with new opportunities. Driving change through an entrepreneurial "can do" spirit and accountability for results. • Formulation of long-range programmatic and financial projections and plans, and modifying them as necessary to ensure the long-term sustainability of Forsyth and its research.• Participation in entrepreneurial initiatives to develop new revenue streams; building and fostering external collaborations via personal, institutional, corporate and foundation philanthropy or project-based partnerships.• Leading continuous improvement of organizational effectiveness, increasing effectiveness and transparency throughout the organization.

After 5 years of overseeing rapid development and growth of business activities, I worked with the CEO to reorganize administrative leadership responsibilities; including decision to separate role into COO, CFO, and CBO. Co-led recruitment of new COO.• Accountable for all financial planning and operations: budget, sponsored research administration, procurement, financial services, audit, endowment management, insurance, capital planning, and lease management.• Produced annual budget recommendation and supporting materials for executive decision making and Board approval. • Prepared multi-year overhead rate management plan, mitigating the impact of new building and administrative reorganization impacts.• Oversaw completion of new building, including final space programming changes and budget decisions. Completed on time and on budget.• Member of CEO’s Executive Leadership Team, establishing strategic priorities.• Chaired “Broadnext10” working group of scientific and administrative leaders, focused on Finance and Administrative Services improvements for the next decade. Delivered final report of findings and recommendations in response to community-wide input.

Broad was incorporated in October 2008 and spun out of MIT on July 1, 2009. As inaugural COO, I was responsible for design and leadership of all core administrative functions required to operate Broad as a new and growing independent entity. • Implemented new governance and decision making structures. Helped launch new Board of Directors. Key role in planning new Board activities and committee agendas. Prepared materials for all board meetings.• Established inter-institutional agreements and procedures with MIT, Harvard and 5 partner hospitals, to enable 170+ faculty to participate in Broad initiatives.• Created core business functions and recruited expertise needed for Finance, Procurement, Human Resources, Enterprise Business Systems, Facilities Planning and Management, IP & Tech Transfer, General Legal Counsel, and Risk Management. Directly supervised 9 administrative directors. Size of administration doubled during this time (from ~45 to over 100 FTE).• Presented analysis of options and recommendation for investment management of founding endowment and establishment of endowment spending policy. Successfully secured Board approval.• Evaluated space needs and lease vs. build options for new facilities. Secured credit rating after 1 year of operation and 100% bond financing for new $350M research building. Provided oversight to Facilities team to coordinate programming decisions and value engineering process throughout 3-year project.• Member of new Executive Leadership Team (CEO + scientific and administrative chiefs): set strategic priorities and institutional goals.

The Broad was transferred from Whitehead in 2003, to be administratively operated as an interdepartmental center of MIT. The Broad was governed jointly by MIT, Harvard, and the Broad Foundation, based on the principles of a framework Operating Agreement between the parties.• Established financial planning and operations of the new Broad Institute as a research center of MIT: budgeting, internal controls, sponsored research administration, agreements with industry, procurement, business systems, capital investment, and lease management. Institute doubled in total revenue and population during this period.• Part of core internal strategy team to develop the organizational principles, legal framework, and financial plan to enable the Broad to become a separately incorporated entity. For 2 years, coordinated legal negotiations and triaged issues among four parties: the Broad Institute, MIT, Harvard, and the Broad Foundation.• Successfully completed incorporation and spin-out from MIT within 9 months of announcement, with no disruption to the research enterprise. Negotiated terms of separation and carried out personnel, financial, and real estate transfers.• Planned and established all administrative services required to launch the newly independent Broad on Day 1. Designed terms of employment and benefits (800 employees), all (>80) policies and procedures, legal and financial documents, and internal communications.

• Established new financial processes and pricing framework to enable national goal of lowering sequencing costs. Financial model became a hallmark of large-scale genomic platforms.• Partnered with the Center Director to create pro forma financial models and projections, to instantiate the concept for a new research entity. • Managed the transfer of the Genome Center enterprise from the Whitehead Institute to MIT, to become the Broad Institute of Harvard and MIT in 2003.

Newly formed role to provide joint administrative services for 2 healthcare advocacy organizations, along with jointly appointed CEO. • Designed shared central management infrastructure for financial services, audit, human resources and benefits, insurance, IT, and telephony networking and support.• Managed master lease for incubator space for several small nonprofit organizations.• Generated plan to seek funding and government endorsement, and recruited new leader to create web-enabled benefits enrollment tool, RealBenefits.

Budget Director (1995 – 1999)Deputy Budget Director (1994 – 1995)Program Evaluation Manager (1990 – 1994)Management Analyst (1987 – 1990)Expanded responsibilities under 3 budget directors, helping to shape fiscal policy and reform government operations. Appointed Budget Director by Mayor Menino.• First director to fully integrate capital planning, investments, and debt plans with operational budget planning; consolidated 2 separate staffs into a single team.• Part of leadership team to merge Boston City Hospital with BU Medical Center Hospital to create Boston Medical Center and the Boston Public Health Commission.• Worked closely with 50 city departments and 200 program managers to establish performance-based service levels. Produced annual Management Report summarizing >1,000 program service outcomes.