Manage end to end, discovery through commercialization, Program Management Team including line management of three Program Managers and a Business Analyst supporting a robust small biotech portfolio of six oncology medicines. Partner closely with Clinical Study Team Leads to oversee clinical operations planning and execution for a portfolio of twenty plus ongoing and planned clinical studies to ensure on time milestone achievement, sufficient cross-functional resource allocation, risk assessment and mitigation plans, budget oversight, governance readiness, and organizational reporting. Implement standardized Asset Development Plans across the portfolio driving enterprise alignment on the commercial strategy, target product profiles, clinical development strategy, manufacturing requirements, external medical engagement plans, timelines, and cost to optimize delivery of cancer treatments to patients on time and within budget. Introduce decision science-oriented portfolio prioritization construct in support of the annual budget planning process aligned with business constraints around planned workforce reductions and strict cash runway targets. Lead Program Management Office (PMO) with a focus on building clinical and regulatory execution excellence through study and asset level timeline standardization, KPIs, and cycle-time performance metrics.BMS Acquisition: Manage tightly controlled process to enable efficient and compliant pre and post close data sharing across the BMS and Mirati Enterprises in support of a four-month transaction close and one-year knowledge transfer and integration of the Mirati organization into the BMS business. Lead Enterprise level Cross Functional Integration Team ensuring aligned functional level milestone-oriented integration plans in conjunction with BMS partners to achieve accelerated cutover while protecting key business value drivers including in-flight global regulatory submissions, launches, and large Ph. 3 study starts.

Program Management Lead for the lead clinical stage asset, KRAZATI ® (adagrasib), including matrix leadership of the Core Asset Team, Global Regulatory Submission Team, Clinical Sub-Team(s), Alliance Partner Collaborations, and facilitation of all cross-functional and executive level touchpoints in support of the Asset Development Plan across multiple indications.Design, implement, and manage innovative Core Submission Team Operating Model to meticulously plan and deliver Mirati’s first NDA, achieving the corporate submission timeline target and accelerated FDA Approval for KRAZATI ® (adagrasib) in 2L+ NSCLC under the FDA Real Time Oncology Review (RTOR) Pilot Program.

On behalf of the Oncology Global President, Chief Development Officer, and Research Head led all aspects of end-to-end category governance, totaling approximately one hundred touch points per year across a portfolio of greater than twenty-five Oncology medicines.Through matrix leadership coached all early and late phase Asset Teams through the governance process and supported quantitative business case development to enable efficient decision making by the Oncology Leadership Team.Led the portfolio strategy and investment annual prioritization process for Pfizer Oncology to secure optimal investment decisions and partner line resource allocation for a 100 million dollar plus development budget. Partnered with Investor Relations and Chief’s of Staff across the Oncology business to routinely craft key value driver messaging and portfolio status reports in support of the quarterly enterprise business earnings cycle, monthly Board of Directors meetings, and off cycle investor community queries.

For Pfizer’s largest and most complex business development transactions served as the lead Project Manager for the cross-functional Integration PMO to ensure successful integration of acquisition targets into the Pfizer enterprise. High profile deals included Hospira, Allergan, and Anacor Pharmaceuticals. Led multiple simultaneous workstreams, spanning executive level stakeholders across the Pfizer matrix, to lead day-to-day integration efforts including program planning, implementation oversight, and key deal value driver metrics reporting.Aligned leadership stakeholders across the Pfizer matrix to a shared understanding of key value drivers and risks associated with large scale transactions and drove prioritization of actions to realize deal value and mitigate business risks.Led development of Integration & Alliance Management playbooks and deal P&L performance measurement tools.

Drove cross portfolio digital and Multi-Channel Marketing platform capabilities development for the Global Established Products Business. Served as the interim Global Marketing Lead for Lipitor delivering digital content, global webinars, and key claims messaging to over one hundred and twenty global markets. Trained in a variety of Innovation tactics and delivered multiple Ideation workshops globally across the business to upskill the global marketing community in support of actionable insight generation.

Through matrix leadership built a value maximizing partnership between the Global Commercial Organization and R&D Partner Lines to ensure optimized resource allocation in support of a billion dollar plus commercial growth portfolio, significantly de-risking in-market revenue loss to plan due to enterprise resource constraints. Overhauled the annual global business planning process to build a book of commercial development opportunities, enabling enterprise leadership to make key decisions around commercial development priorities and resource/capitol allocation to unlock significant incremental organic growth for the Essential Health business.Chartered and operationalized centralized governance committee and global prioritization process to ensure continued capitol and resource allocation in alignment with global commercial development priorities.

Clinical Operations Team Leader accountable for driving the operational planning and execution of clinical development programs for two early development Oncology programs and four Biosimilars assets. As an early adaptor of the innovative Pfizer CRO Alliance Partner (AP) outsourcing operating model successfully navigated contractual complexity and significant ambiguity to lead the planning and startup of a critical global Oncology phase two proof of concept study as well as the transition of multiple ongoing late-stage studies into the new operating model. Partnered with Alliance Management to identify capability gaps and implement corrective actions to enhance the AP operating model and ensure GCP compliance across the Oncology and Biosimilars clinical development programs.

Partnered with Submissions Team Leader to drive the planning and execution of three global regulatory filings for new molecular entities: Xalkori ®, Inlyta ®, and Bosulif ®, meeting or exceeding submission timeline targets for each asset.Performed detailed cycle time analysis and formulated key recommendations and strategies to aid in continuous improvement initiatives in support of regulatory submission process refinement.

Led the development and maintenance of project schedules, resource projections, and financial forecasts to enable the successful delivery of Clinical and Medical Affairs projects across the late-stage Oncology Development and Medical portfolios. Drove project execution by actively monitoring milestone progress; proactively anticipated and highlighted operational risks; developed risk registers with detailed mitigation plans.

Managed Investigator Initiated Research (IIR) Grant process from proposal receipt through study completion for the Anti-infectives and Oncology Therapeutic Areas.Led IIR process enhancement initiatives, systems development lifecycle development, training content assembly, and business user rollout and communications.

Successfully led an onsite Software Development Team delivering multiple proprietary software applications to the Novartis Oncology Business Unit.