Reporting to the Senior R&D Manager, a key responsibility of this National role is to oversee a large and diverse portfolio of clinical trial research studies, including COVID-19 studies and drive recruitment to time and target through effective portfolio and stakeholder/team performance management. Achievements include successfully integrating into a new Health board thus increasing my Network, developing R&D team knowledge by driving business change projects and improving performance by introducing a metrics framework.

Reporting to the Senior R&D Manager, a key responsibility of this National role was to oversee a large and diverse portfolio of clinical trial research studies and drive recruitment to time and target through effective portfolio and stakeholder/team performance management. Achievements include successfully Integrating into a new Industry sector (NHS) and building successful working relationships with new stakeholders (Clinicians/Healthcare professionals.) Driving business change projects and Introducing new ways of working into the Tayside Portfolio team.

(cGMP Pharmaceutical Batch Manufacturing of API’s)Reporting to the Operations Director and working as part of the Operations management team to drive compliance to GMP standards (e.g., via audits, metrics); improvement projects (lean tools) and sharing best practice across 4 manufacturing facilities (circa 200 production staff.) Other responsibilities included supporting directorate with inspection readiness activities; managing the full scope of the directorate internal audit programme; quarterly analysis, trending and reporting of all site deviations; programme managing GSK’s Process Operative Induction Training programme and Facilitating site-wide learning and development training programmes, including GSK Lean modules.Achievements include achieving best on-site Compliance Training metrics; improving Induction Training programmes; upskilling to become a Facilitator and receiving a recognition award from the Capability Leader for my commitment to employee support and development; upskilling to become a GSK trained auditor and receiving commendation from the site Quality Leader on my training delivery/presentation skills and supporting on key business changes via trending analysis and reporting.

(ISO9000 Chemical Batch Manufacturing – Chromatography Media) Reporting to the global, Vice President (based US), and working as part of the SLT, this role was responsible for the direct oversight of day-to-day manufacturing activities, including staff/resources (circa 25 staff) within budget and meeting annual revenue target ($m) and customer satisfaction; and indirect oversight for Customer Services, Warehouse and the Quality Manager.Additional responsibilities included championing the on-site Continuous Improvement strategy and meeting production savings targets, hosting audits and presenting monthly Operational updates/reporting to the Vice President identifying under-performing areas and action plans.Achievements include driving $90k in Productivity Savings and receiving commendation from Global CIP Director for the site’s CIP plan. Setting goals to reduce Inventory by $0.5m to meet challenging KPI business objectives. Supporting the manufacturing team settle into their new facility and address teething issues, particularly around plant.

(cGMP Batch Manufacturing - Seasonal / H1N1 Flu vaccines) This was a one year contract to provide added management support to the site for the H1N1 ramp up manufacture effort. Reporting to the Head of Upstream Manufacturing, this role was responsible for the direct oversight of day-to-day manufacturing activities, including staff/resources (circa 40 staff, 2 shifts) to meet daily batch manufacturing targets and indirect management of shift engineers.Achievements include managing an existing factory operation during a production ramp up with a sister site. Commendation from the site Quality Person for driving significant improvements in Quality metrics such as for batch document Right First Time (from circa 60%+ to 90%+) and On Time Delivery of batch documentation (to meet 24-hour turnaround.)

(cGMP Bio/Aseptic Batch Manufacturing Cell Banking)Reporting to the Technical Director/Manufacturing Head, this role was responsible for managing the operational, day to day running of cleanroom manufacturing productions and production staff/resources (circa 15 staff), to ensure on time delivery of client projects. I also line managed the Materials Controller and dealt with contractors coming on site, and indirectly managed Production Scientists and QC staff. Working closely with site Proposals/Project Managers, a large focus of the role involved overseeing project planning activities (typically 8-12 weeks ahead) including negotiating available manufacturing project timeslots, assigning project teams, leading weekly in-house manufacturing project team meetings to support the execution of key milestones/identifying risks/issues and problem resolution to ensure project readiness. Other responsibilities included hosting audits, driving inspection readiness activities and continuous improvement activities such as 5S/audits.Achievements include significantly improving On Time Delivery of Production projects (from 50%+ to >90%+) which bolstered monthly revenues and resulted in a greater degree of client satisfaction. Improving operating expenses by reducing costs associated with hiring, OT and raw materials purchases. Stabilising staff retention rates after the company went through a demerger and rebuilding the production team including formalising line management roles. Significantly improving Technologist training timelines (from 6-9 months to 8 weeks) by improving Training Plans for role-based competencies.

Central Laboratory Clinical Trials Safety Testing)Reporting to the Project Operations Director this role was responsible for overseeing the day-to-day running of all Laboratory Operations services within the Central Laboratory, within budget and staff/resources (circa 60 staff), to ensure on time delivery of services to the Testing Laboratory, Project Management/client, and patients.Achievements include providing leadership and direction to the Laboratory Operations groups through periods of significant growth and building and developing teams and processes in line with the changing needs of the business. Turning around an under-performing Operations department within 18 months of management, resulting in improved staff retention, quality metrics (20+ incidents to <2 per month) and overall greater client satisfaction - Project Management reported it was the ‘most professional outfit on site.’Introducing global standard operating procedures that improved productivity and service delivery, as well as monthly revenue and client satisfaction. These included: optimising testing (to 100%) and reducing the remand rate for problem specimen kits (from 30% to 5% within two years.)

Started my professional career managing a small team of 6 staff within the Laboratory Operations department. Promoted to Manager in 2002, with increased responsibility.