Life Edit, an ElevateBio company, is a next-generation genome editing company

Alliance Management Coaching: One to One Alliance Coaching and Hands on Guidance Alliance Publication: Going Global: Strategic Alliance Quarterly, Q1 2023Alliance Management Volunteering: Serving on ASAP (Association of Strategic Alliance Professionals) BioPharma Conference Programming Committee

Patient-centricity o Lead author of "A Practical Overview of Patient-Centric Trials". Applied Clinical Trials Volume 26, Issue 2. Feb 1, 2017. o Marcus Evans conference, “Strategies in Patient Centered Clinical Research” Biotech startup - Clinical Operations, Senior Director worko Clinical and pre-clinical CITI training recommendationso Prepared skeleton clinical SOPs, ready for implementationo CRO partner exploration and selectin process o Patient centric engagement tactics Cartus - cultural training for executives

· GCO Strategic Meeting and Congresses Governance and Oversight· GCO Recruitment and Retention Strategy · GCO Training Governance and Oversight (External, Internal and Quintiles Partnership)· GCO Site and Patient Communication and Internal / External Customer Satisfaction· Chief of Staff to GCO for Stakeholder Management and Engagement.

o Responsible for internal and external customer focus and satisfaction o Developed and sponsored global investigator relationship management strategies aiming to increase customer satisfaction o Management and improvement of voice of the customer surveyso Internal and external measurements of customer satisfactiono Launched Net Promotor Scores (NPS) to Investigator Sites

Program and Study Strategist, Biogen’s Global Clinical Operations (GCO) Team, Cambridge, MA (2008 – 2012)o Provided study strategies, leadership, guidance to study teams in these areas:o Situation assessment, development of Critical Success Factors, and SWOT o Communication platforms & Study brandingo Scientific leadership development and strategy, in close collaboration with the Medical Researcho IM strategies (IM manual, a pragmatic guidance document optimizing planning and execution)o Patient and physician recruitment and retention strategies and initiativeso Worked with GCO Senior Leadership Team to ensure learnings were implemented across programs / initiatives developed presentations; represented GCO in internal projects

• Drove and coordinated the cross-functional brand planning process for the US Neurology Business. Reported to the VP of Marketing • Drove and coordinated an agency review process for the US Neurology Business. Outputs included a capability assessment, the development of a process, request for proposals, an assessment grid, and pitch evaluation. • Developed comprehensive pre-launch strategy and plan for a drug in phase III development, a cross- functional assignment requiring extensive collaboration with commercial, medical affairs and R & D. • Developed and launched a nurse service program for an MS product in the US.• Developed, launched, and implemented a global “study brand” identity with physician and patient- recruitment materials for a MS product in phase III development.

Overall responsibilities:• Drove the penetration of NovoRapid1 (a 2 billion DKK brand in Europe) and NovoMix2 (a 1.5 billion DKK brand in Europe) in “top eight” European markets and transferred better practices • Collaborated/led virtual team of Product Managers across EuropeSpecific responsibilities: • Drove life cycle management trials to strengthen the label• Set financial, market shares and market indicators targets (capture rate, share of voice, brand awareness and message recall)• Sparring partner to “top eight” markets o Facilitated Roadmap process (mid term strategic process, assessing ability to reach overall European ambition)o Drove the Brand plan process o Led marketing effectiveness projects and ensured implementation of jointly developed action plans in key European markets• Followed up on targets set and ensured accountability Achievements: • Overall rating; exceeded expectations and targets • Strengthen the position of NovoRapid1 and NovoMix2 in Europe (2005 index vs. budget 112% and on target for NovoMix half year 2006). • Drove life cycle management activities in favour for NovoRapid/NovoMix and secured strategic alignment across Europe• Launched NovoRapid in the pediatric segment “successfully”• Accomplished the development of the team’s strategic thinking. Secured successful interface between affiliates and headquarters

Drove life cycle management trials to strengthen the labelSet financial, market shares and market indicators targets (capture rate, share of voice, brand awareness and message recall)Sparring partner to "top eight" markets Facilitated Roadmap process (mid term strategic process, assessing ability to reach overall European ambition)Drove the Brand plan process Led marketing effectiveness projects and ensured implementation of jointly developed action plans in key European marketsFollowed up on targets set and ensured accountability Achievements: Overall rating; exceeded expectations and targets Strengthen the position of NovoRapid1 and NovoMix2 in Europe (2005 index vs. budget 112% and on target for NovoMix half year 2006). Drove life cycle management activities in favour for NovoRapid/NovoMix and secured strategic alignment across EuropeLaunched NovoRapid in the pediatric segment "successfully"Accomplished the development of the team's strategic thinking. Secured successful interface between affiliates and headquarters; Responsibilities: Ensured full alignment with Novo Nordisk corporate strategies and European strategic guidelines Focused on integrating the clinical development, medical advisory function and the sales functions into the marketing approachAchievements:Launched Levemir3 successfully in the Nordic region (internally and externally)Drove the sharing of better practices across Nordic region Delivered high quality Roadmap submission in the Nordic region and secured local affiliate "buy in"

Developed the company's client base and managed projects, mainly focusing on the health care business Consulted health care industry; marketing effectiveness, sales effectiveness, maximize launch impact, partner ship strategies and patient pull marketing (DTC)Key stakeholder in developing Destinct, and in recruiting activities Achievements: Successfully prepared organization for launch of key products in the pharmaceutical business Improved sales and marketing effectiveness for key clients Improved operating profit and increased the client base by approximately 50%

Malmö. Responsibilities: P & L responsible for the Nordic Countries, UK and Benelux. Distributor responsibility in "rest of Europe", Africa and Asia. Development of present distributors and establishing new distributors Responsible for coordination and standardization of marketing and sales efforts globally Achievements: Aligned promotional efforts globally Successfully implemented SPIN globally (a sales technique)Launched Emdogain successfully in distributor markets (e.g

Malmö. Responsibilities: P & L; build marketing and sales organization in the Nordic Countries Broadened the marketing and sales effort from specialist to general practitioners Achievements: Established a well working organization with high performers and "winning culture"Lead a public awareness campaign in Sweden with an outreach of approximately 50 media hits (national television, local and national press

Malmö. Responsibilities: Launched Emdogain to opinion leaders in the Nordic countries. Developed launch plans, campaigns, a set of key speakers, sales and promotional materials Initiated and arranged medical education courses

Sold, educated and informed gynecologists about products within hormone replacement therapy (HRT) specifically, Evorel5Prepared territory and marketing plans, sales and expense budgets Developed a group of regional speakers