Group leader: led team of 10+ Project Management Directors, Associate Directors, Project Coordinators, and the Project Management Office. Built the Project Management group from the ground up, including vision development, colleague recruitment, and executive leadership engagement. As active R&D Chief of Staff, designed, built, and implemented strategic objectives for the Senior Vice President of R&D. Developed a robust platform for organizational resource management.

Strategic Portfolio Intelligence perspective, encompassing Project Management, technical and operational risk, therapeutic area strategy, attrition and delay, and acceleration opportunities, with competitive, financial and economic considerations, to provide Senior Executive Leadership with strong recommendations to maximize portfolio value through asset-based decision making.Drove value through impactful deliverables:• Portfolio Prioritization and Review (PPR): Revolutionized the early clinical development funding model to accommodate changes to the business; drove introduction, implementation, and execution of an evolved model. o Performed a critical role in optimizing the Drug Development pipeline, as an advisor and consultant, at the ‘C-suite’ (CEO, WRD President, and Chief Scientific Officers (CSOs)). Enabled these senior leaders in making decisions about investment mix and policy, matching investments to objectives, asset allocation for individuals and institutions, and balancing risk against performance.• Group leader: led team of Directors and individual leaders, multiple cross functional teams and projects / initiatives• Evaluated the power of technology (i.e. artificial intelligence (AI), natural language processing (NLP), cognitive computing) to gather additional learnings about key drivers of R&D productivity to o find patterns/traits to better predict successful clinical trial outcomeso identify the next wave of emerging breakthrough mechanisms/scientific approacheso dissect, extract, parse, and retrieve elements of longitudinal project history from disparate Governance records

• Funding of Clinical Assets • Early Development Risk Assessment • Decision Support (Operating Team) • Cross-functional Portfolio Reporting • Forecasting and Analyses, Performance Analytics (Metrics)• Portfolio analysis and delivery forecasts, Clinical budget management, resource and decision analysis• Throughput modeling, reporting, competitive intelligence, • Value and revenue potential analysis, systems management, and communications with senior leaders • Portfolio Health, productivity, clinical budget support, milestone modeling & forecasting• Disease Area Domain Strategic planning (BioTech Units, CovX, Rinat)• Portfolio management, risk & decision analysis, strategic planning • Governance meeting management; • Direct reports: two Project Managers supporting the La Jolla Research Portfolio (Oncology, Ophthalmology, Diabetes & Antiviral), Rinat)