Jeffrey Wolfe Email & Phone Number

New Jersey, United States

Lawrence Township, Nj, Us

Oversee and manage all global strategic Human Resources Business Partner activities for Research & Development/Medical in twenty-seven countries worldwide. Responsible for supporting the Chief Scientific Officer and Executive Team in delivering our Research/Medical strategies across the world in a fast moving highly competitive environment and to transform our culture to truly reflect a Diversified Specialty BioPharma Company. Ensure all key R&D stakeholder connections both internally and externally are in place and that the appropriate collaboration across the value chain, especially with Commercial Operations, Clinical Specialty Development, Immuno-Oncology Development, and Key Opinion Leaders is present. Responsible for directing all organizational designs, development and change management solutions to drive organizational effectiveness, continuous improvement, and the execution of a workforce plan aligned with our business strategies on a global Scientific and Medical basis. • Enhanced the talent review process to provide a more systematic/structure for ongoing management of our key global talent, embedding a "talent lifecycle" culture into R&D/Medical. This included revamping the calibration process to drive greater consistency, clarity and differentiation of our internal talent in order to more accurately measure our bench strength against emerging organizational workforce plans. • Direct on a global basis the pipelining of all external R&D/Medical talent, leveraging streamlined talent acquisition and on-boarding processes combined with a proactive approach to the retention of all key/top/diverse internal talent (Immunoscience,Oncology,CNS,Cardiovascular,and Virology).• Partnered with Executive Management on the U.S.Medical transformation which has resulted in closer customer segmentation, enhanced field medical operations, expanded medical content capabilities, and product launch operations expertise in the Immuno-Oncology Therapeutic areas.

Accountable for developing and implementing the North American (U.S. and Canada) Corporate and Commercial Operations HR strategies, in alignment with the global business direction and vision. Partnered closely with executive functional leaders; areas included HR systems, policies, and programs that directly impacted the company’s ability to drive maximum performance throughout the organization. Goals were achieved through the direct line management of the North American HR Team and the effective leveraging of global HR support. Specific areas of oversight included talent acquisition, organizational design and structure, compensation/rewards, compliance/regulatory, employment law, employee relations, performance management, talent management, workforce planning, and succession planning.• Advised and directed Executive Management on matters of Employment Law, Compliance, and the Company’s Corporate Integrity Agreement (CIA) with the Federal Government’s Office of Inspector General. Served as the Senior HR lead on the Corporate Compliance Review Board.• Partnered with Commercial Operations Executives on a broad range of human capital issues including the design and execution of new business operating models for both the U.S. and Canadian Pharmaceutical/Managed Care/Hospital Sales Forces and Account Teams of 3,700+ employees which included: organizational structures/design, competency models, skill assessments, performance/goal setting metrics, and change management initiatives. • Operated as a key member of the Executive cross-functional integration teams that oversaw and managed all HR integration activities for the acquisitions of five biotech companies.This included talent and organizational assessments and facilitating the blending of the cultures.• Developed and managed the cross functional Talent Management and Succession Planning processes which addressed bench strength, retention strategies,and development plans for both critical positions and key talent.

Paris, France, Fr

Directed all leadership and organizational development initiatives for the fifth largest global pharmaceutical company with sales of $ 20.0 billion and 65,000 employees worldwide. Oversaw, managed and provided the necessary human resources development activities to all commercial regions and global functions in support of the new business strategies and the cultural integration of two recently merged pharmaceutical companies. In concert with executive management, assessed organization needs, designed, and implemented interventions to improve organizational effectiveness, and senior leadership capabilities. • Directed all executive leadership development activities supporting the global pharmaceutical business. Redesigned the succession planning process to insure global leadership identification and measurable outcomes. Implemented a global 360 degree competency based feedback process to develop and promote global leadership talent at all levels of the organization. • Established a competency-based Corporate Learning University which included the mission, vision, strategy, staffing and structure. Teaming with executive leadership, the university reengineered business strategies and ingrained performance-based learning throughout the organization culture. • Worked with the CEO and his Executive Committee to develop the Sanofi-Aventis Values to serve as the centerpiece for the creation of the new global culture and the day-to-day business environment.• Improved organizational effectiveness through various interventions using process consultation, organizational mirroring, engagement/attitude surveys and focus groups to drive and measure the new organizational values, culture and leadership competencies.

Ludwigshafen, De

Directed and provided operational leadership and strategic support for human resources activities at 6 global pharmaceutical and chemical Research & Development sites worldwide. U.S. based R&D locations were Mt. Olive, New Jersey and Worcester, Massachusetts; international sites included: Ludwigshafen, Germany, Tokyo, Japan, Nottingham, England and Toronto, Canada. Total employees supported numbered 3,000+. Partnered closely with senior R&D management across various global sites to implement human capital strategies on a multi-national basis. Facilitated organizational effectiveness sessions with units experiencing communications/conflict resolution issues. • Restructured R&D staffs in Europe and the United States; implemented, in collaboration with senior R&D Management, the Accelerated Clinical Development (ACD) Programs; established the Global R&D Management Team (GloMat), and began the Optimized Preclinical Development (OPCD) Program.• Enhanced retention of key employees through the implementation of a global succession planning program and the introduction of competency based professional/technical career ladders that ensured the opportunity for career development. Developed worldwide grade structures, job descriptions, and market adjusted compensation programs, which increased competitive positioning and reduced concerns of inequities.• Developed a 3-year strategic training and development plan which linked development initiatives to R&D global business plans. This resulted in the implementation of T&D programs targeted to front-line managers, PhDs, and MDs to improve supervision and general business skills across diverse global functions and sites.

New York, Ny, Us

Provided generalist support services for all employee relations issues and programs for 3,700+ employees and management across both domestic and international locations. U.S. offices included 600 sales branch offices across the country as well as division headquarters. International sites included London, Geneva, Hong Kong, and Singapore. Client groups supported included the International Private Banking Group, 401K, Mutual Funds, National Sales, and Financial Operations. Provided counsel and direction to division executive management to insure the effective management of the firm's human resources including organization development, recruitment, retention strategies, succession planning, and workforce planning. • Reinvented the HR Development Strategy by implementing a competency-based approach to recruitment, selection, training, development, performance and compensation for all management and employees. • Played a key role in the successful acquisition and merging of two competitive organizations. Responsibilities included organizational assessments, and acclimation of the employees into the ML culture.• Established a Career Development and Education Center in partnership with Rutgers University to insure the development and training of employees at all levels division-wide. • Served as the HR Lead on the Divisional Quality & Productivity Team that won the 1997 Malcolm Baldridge Award.

Master Of Business Administration (M.B.A.), Human Resources Management

Bachelor'S Degree, Business Administration