My colleagues and I team with companies across a broad set of industries to address their strategic and operational issues. Our experts bring a forward-thinking, collaborative style that has proven to deliver immediate, meaningful solutions that last. My focus is on enabling companies to drive significant organization transformations, often to enable the use of new digital technologies to drive business strategy. This includes operating model improvement and the associated change management work required to realize the benefits.Examples of work include:1) Have addressed labor market challenges by helping companies better attract, retain, and engage their workforce. This includes work in retail, distribution, manufacturing, healthcare and other industries across corporate and frontline roles.2) Across my career have enabled roughly a dozen pharmaceutical companies transform their R&D decision-making capabilities. This includes building the analytic methodology, internal processes, supporting tool-kits, as well as engaging with Executive Committee and participants in the organization to ensure alignment. 3) Supported a number of healthcare and consumer products manufacturing organizations in assessing the capabilities required to scale new digital technologies, to deliver upon a defined technology roadmap, and to execute upon a greenfield factory of the future4) Increased the EBITDA of an "industrial retail" private equity portfolio company by 45% through application of digital enablement, shared services, and a reconfiguration of workflow and roles5) Redesigned the store operating model for a major US pharmacy retailer to create better jobs with better career paths, improved customer care, and increased operating margins. Drove the change required to successfully implement new roles in over 9000 store locations.

Solve ME/CFS is a non-profit organization that serves as a catalyst for critically needed research into diagnostics, treatments, and cures for myalgic encephalomyelitis/chronic fatigue syndrome (ME/CFS), Long COVID and other post-infection diseases.

Transformative big data and machine learning platform for the pharmaceutical and medical devices industries. Delivering insight that drives sales and efficiency through advanced analytics for General Managers, Heads of Sales and Marketing, Market Access and business operations executives.

Worked with pharmaceutical clients to understand the changes to the US healthcare environment, understand how these changes will impact their business, and build strategy to compete effectively as change unfolds. For example:1) For a global pharmaceutical company, supported a multi-year transformation of their Payer Account Management team in light of changes in the US market triggered by healthcare reform. The work included providing perspective on the changes in US healthcare, the impact of reform, and the value-based strategies being pursued by payers and providers. 2) Assessed the impact of both commercially driven and CMS driven Payment Reform. This effort involved quantifying the impact that new financial incentives will have on market share, product volume usage, and price for each product of a leading pharmaceutical company.3) Built a strategy for how a pharmaceutical company can prudently deploy patient navigation to improve outcomes, build reputation, and yield a competitive advantage in their strongest disease areas. In addition, I sold and supervised product and franchise strategy engagements, often within the context of larger portfolio-level trade-offs. Our practice emphasized market assessment, scientific risk, understanding competitive advantage and the characterization of both internal and external choices. For example, we crafted a disease area strategy that added $900 million in value for a leading oncology player. The new strategy identified and development plans to test the potential of a high-risk high-return combination approach. The approach maintained the safety that had been resident in the momentum strategy.Other work focused upon enabling R&D Organizations to execute clinical trials more efficiently. For one pharmaceutical company, we generated efficiency savings of 10% through better data visibility, process, and tools.

IMS Health is a market information, analytics and consulting company focused on the healthcare industry. The consulting and services division generated $500 million of the company’s $2.2 billion in 2009 revenue, making it one of the largest management consulting groups advising the Life Sciences industry.In my role as the Americas Practice Leader of the Product and Portfolio Strategy Practice, I was responsible for a $30 million revenue practice specializing in business intelligence, forecasting and strategy. This included integrating and restructuring multiple acquisitions. In addition, I helped bring together cross-IMS teams to bring the most relevant information and expertise to client problems yielding higher impact and larger projects. I did this through selling the projects that would enable us to create this impact. For example:1) For the Board of Directors of a mid-sized pharmaceutical company, provided an external assessment of their 15+ portfolio assets in respiratory, pain, and oncology for a financing exercise led by their investment bankers. Deployed a broad team that leveraged Forcasting, Competitive Intelligence, and Strategy team members. The team highlighted marginal investments, key strategic challenges, and longer term growth opportunities.2) For an orthopedic device company, built a strategy for their platform technology that has potential application across a very broad set of uses. Brought in colleagues from a number of different consulting groups including Sales Force Effectiveness, Pricing and Market Access, Competitive Intelligence, and Strategy. The team explored potential uses with orthopedic surgeons, trauma surgeons, and broad set of other physicians that could potentially leverage the technology. We identified key indications, built valuations and crafted development paths to resolve risk.

Strategic Decisions Group is a privately-held strategy consulting company focused on the deployment of Decision Analysis to address complex business strategy questions in the face of significant uncertaintyAs a member of the Board of Directors (5/04 – 1/07), we were responsible for CEO selection, financial strategy, internal stock price, and corporate governance. This included evaluating options resulting in the decision to sell the Life Sciences practice to IMS Health.As a member of the Executive Committee (9/05 – 12/06), we were responsible for operations and management of the firm including firm shape and size, “go to market” strategy, billing rates, cross practice collaboration, HR strategy, and other management activities.As a Partner (08/00 – 12/06), I focused in solving product and portfolio strategy questions for Life Sciences companies. During this time, I gave ten conference presentations and advanced SDG’s intellectual capital on portfolio strategy. I was fortunate to perform consistently among top three revenue producing Partners in firm (out of 20+)

At Accenture (then called Andersen Consulting) I programmed, designed, led programming and design teams, and led system conversion teams in building customized software systems for clients in telecommunications and government sectors.I was appointed by leadership of the 2000 person New York office to represent consulting staff at management meetings.