Providing management consulting services within the Pharmaceuticial and Medical Devices domains. Examples of consulting services provided include:• Support client organization’s Clinical, Regulatory, PV, Medical Affairs & Quality portfolios to deliver key priorities and business transformation enablement. • Managed implementation of Oracle Empirica, Argus, Docubridge, IDMP Compliance Management and Medical Insights Publishing (PubStrat) solutions.• Successfully Implemented an Enterprise R&D Data Lake (to ingest Clinical & Operational data from multiple data sources) & CSV lifecycle management solution (to support CSV & Testing processes)• Program Managed efforts to develop a Clinical Integrated Dashboard using Saama LSAC platform to provide a holistic real-time view of CTMS & EDC data across 16 active studies from 25+ CRO sources.• Managed multiple Regulatory & Global Quality initiatives including upgrade of Insight Publishing solution, Veeva RIM/ETMF/CTMS ecosystem upgrades and Veeva-Please Review integration (to enable concurrent authoring).• Led implementation efforts for upgrade of Global Quality Electronic Document Management system (GQEDMS) involving 1000+ users & over 100K documents. Managed a cross-functional team of Business, Technical & Change Management resources to modernize the application and implement a successful cutover of the solution. • Led OCM efforts for implementation of a Veeva Vault Clinical system (intended to replace multiple legacy systems supporting CTMS + ETMF). Key responsibilities included development of comprehensive OCM plan identifying required change preparation activities related to Training, Comms, SOP Updates, Clinical Support SP Site, FAQ/QRC etc., • Led S&T IT rationalization efforts in support of company split of Generics and Brands business and providing the necessary leadership across Clinical, Pharmacovigilance and Regulatory to establish S&T IT landscape transformation in support of a split operating environment

Part of Commercial Operations PMO driving strategic initiatives for the Salix and Ortho-Derm divisions and establishing Project Management COE to institute standard processes and methodology for Commercial Portfolio & Project management. • Currently managing multiple Commercial initiatives including Fulfillment vendor transition (for Samples and Marketing Collateral) and multi-channel marketing campaign for Xifaxan, Relistor and Uceris brands.• Leading efforts to assess current state PMO maturity and developing multi-year roadmap to improve PMO maturity and establish relevant processes and tools to support PMO evolution. • Led Commercial integration related to acquisition of Synergy Pharmaceuticals. Key highlights included successful onboarding of Trulance Field Force and transition of Commercial (Sales, Marketing, Market Access, Commercial Operations – IC, Call Plan, Sample Ops, Sales Ops) & Corporate (HR, Fleet, T&E, Learning & Development) processes into Bausch landscape.

Led team of 40+ Program & Project Managers to execute digital capability strategy for all BMS Corporate Functions (HR, Finance, Legal, Procurement, Real Estate, Business Development etc.,) and IT functions (IT User Experience and Information Security)• Oversaw a digital transformation portfolio of 120+ projects valued at >$100MM and provided essential leadership to ensure successful execution of portfolio and delivery of identified business outcomes whilst delivering within defined quality constraints• Cultivated partnerships with Business Partners (Corporate Functions & IT) to translate business & IT strategies into an integrated portfolio and led delivery of critical Programs and Projects• Established, implemented and matured PMO practices with emphasis on consistent execution and stakeholder management • Established effective governance and provided transparency into portfolio's performance via PMO dashboards (highlighting real-time Program and Project status across the entire portfolio), thereby providing increased execution visibility on delivery commitments to all stakeholders• Guided, coached and mentored multiple Program and Project managers to adopt PMO processes, mature PM practices and enhance PM skill-set to deliver on portfolio commitments

Responsible for supporting Selective Integrations (Mergers, Acquisitions & Divestitures) for the Business Development function with integration efforts ranging from $1MM - $50MM. Additional responsibilities include centralized PM Demand/Resource management for the PM Services function. • Program Managed Enterprise Services deliverables for Piedmont Divestiture (divestiture of BMS diabetes franchise to AZ) including the coordination & execution of ES related TSA schedules (identifying BMS services provided to AZ). Managed a cross-functional team of 7 Project Managers & 100+ ES resources to execute and deliver on all agreed upon milestones including Day 1 efforts involving the transition of 3000 employees and diabetes data in 60 markets. Defined Program Framework to ensure appropriate level of governance and reporting and developed several processes to ensure efficient collaboration with AZ• Program Managed Hugo Implementation efforts related to creation of a separate legal entity for UPSA operations in France.• Program Managed ES integration efforts on multiple acquisition efforts including Flexus, iPierian, Padlock, Cardioxyl & Cormorant acquisitions. All these efforts involved integration of the acquired companies’ R&D assets into BMS landscape, transfer of required data/systems, employee integration/off-boarding and coordination of site shut-down efforts.• Took ownership of the PM Services Demand & Resource Management services within the PM Services function. Managed all aspects of this service including Demand identification, PM requirements gathering, PM sourcing and client relationship management. Expanded service to several new areas of the company and grew the organization from 45 to 70+ resources supporting over 185 projects. • Extended and improved the PM Services Organization Capabilities by delivering on several key objectives including development of a flex PM resourcing model, new PM Process and Tool capabilities and refinement of the EM/SM role.

Selected for an expat assignment in India that focused on key initiatives supporting the larger Asia-Pac region for the Corporate IT and Commercial IT organizations. • Provided BCM support for the India market by supporting 2013 Projections and 2014 Portfolio Planning process. Coordinated discussions with business stakeholders to build out 2014 Commercial IT Portfolio for India, along with 2014 IT OpEx budget for India market. Developed Commercial IT Capability inventory for India market & completed BCM capability assessment • Provided oversight and PM support on several key initiatives in the India market supporting Corporate functions (Compliance, Legal, HR and Finance) and Commercial organizations • Delivered on commitments for SAP & Veeva Solution Factory including assessment of Accenture capabilities at the Accenture Dalian facility in China • Expanded PM Service capability in Asia-Pac region by providing PM resources in Japan and providing PPM training for BRM’s all across Asia-Pac region

Responsible for management of PM resources within the group & enhancement of overall PMO Framework. Provided leadership for development and standardization of key PM processes & practices, deployment of Portfolio & Project Management Tool (PPM), Team engagement & development. • Promoted to manage a team of 9 Program/Project Managers that managed over 75 projects across all business units. Accountable for development of these resources, increasing employee engagement & managing resource needs• Part of team responsible for developing and delivering PPM solution to Enterprise Services. Helped develop design of solution and led Cutover and Change Management (Training, Adoption and Communications) efforts to support successful Go-Live • Led various enhancement efforts associated with PM Service Management & Framework through introduction of new processes (PM Requisitioning process), standardization of operational responsibilities (Engagement Manager), evolution of key processes (Resource Management & Allocations, Lessons Learned etc.,) and improvement of existing tools and capabilities (Roles & Responsibilities, PM Utilization Tracking, PM Services SharePoint site etc.,)

Responsible for Project Managing validated and non-validated IT projects for various Corporate functions. Provided day-to-day leadership on all aspects of project life-cycle; from feasibility analysis & solutions architecting through client approval, planning, testing, QA/validation, user training, implementation, performance tuning & closeout. • Acquisitions: Project managed the IT integration efforts as part of BMS purchase of Medarex & Kosan Biosciences. Key highlights included integration (People, Process, Tools & Operations) of Medarex California sites, successful on-boarding of 110 Medarex NJ employees, transition of IP assets from Kosan & Medarex, shut-down of Kosan (Hayward) and Medarex (NJ) sites • SAP Technical Upgrade: Led Business Prep & Cutover efforts for the SAP FDG upgrade from v4.6C to ECC 6.0 by managing a cross-functional team of IT, Business & Accenture resources. Coordinated world-wide ramp-down and ramp-up of business operations along with coordination of the technical activities • BBRC IT Implementation: Delivered IT Infrastructure and application capabilities at BBRC facility in India, thereby enabling and increasing R&D capabilities in the Asia-Pac region• MARC Evolution Program: Helped develop the MARC Evolution Program and managed a number of Infrastructure activities ($5 million+) to improve systems availability for North American Logistics division & Distribution Center (DC) operations • Corporate Capabilities: Project Managed deployment of several solutions for HR organization - including Success Factors (for Objective settings/Performance Management), and Deploy solution (for Job Search/Applicant tracking); Corporate Security – Enterprise Card Reader Access/Security solution• IT Capabilities: Deployed new capabilities (TeamSpace Collaboration tool), upgraded existing capabilities (OneBMS Enterprise web portal & related components), and stabilized existing capabilities (Maximo unavailability and performance remediation)

• Project Apollo: Project managed all global Infrastructure activities associated with BOC buyout of Air Products’ (AP) Canadian ISP business. Responsible for the smooth integration of personnel, resources and systems of the $65 million AP ISP business • Global Remote Access VPN Deployment: Project scope involved replacement of existing zone based dial-up services with a global dial based IP VPN solution. Responsible for implementation of global backend & front-end solution for 10K users in 30 countries• ePO Anti-Virus & Firewall Implementation: Responsible for implementation of anti-virus management solution for US. Project involved solution analysis, testing, rollout planning and system validation prior to support handover• SAP Infrastructure Rollout: Involved in the deployment of SAP end-user Infrastructure components for the US & Canadian zones. Interfaced with business users at all levels and provided strong follow through on all customer issues during rollout• BOC India Infrastructure Analysis: Visited BOC India to evaluate existing Infrastructure to gauge capability for SAP ABAP program outsourcing. Met with BOCI Infrastructure team and local vendors to review and validate Infrastructure capabilities • End User Systems Standardization: Responsible for managing system refresh lifecycle for end user systems and system peripherals. Provided 3rd level support on variety of H/W & application issues. Evaluated & standardized variety of software/hardware products • Thin-Client (Winterm) Deployment: Led the analysis, development & deployment of Winterm thin client solution at remote sites to access business applications. Implemented centralized Management (Rapport) solution to manage Winterms from corporate site