•Elevate and institutionalize Medical Affairs capabilities in developing medical strategies for an asset’s optimization over its life-cycle based upon patient and stakeholder insights, benchmarking data, and piloted programs.•Develop and implement excellence in medical affairs, bridging strategy with strong execution, and coordination with the Global Clinical Development & Medical Affairs Practice, Neurology Patient Value Unit, Immunology Patient Value Unit and Patient Value Operations. •Drive forward-thinking and develop long-term perspectives within the organization through a deep understanding of the industry and awareness of future trends. •Create and foster a culture that enables an outside-in philosophy to drive innovative solutions that are aligned to the Patient Value Units and Patient Value Operations strategic direction. •Provide leadership, mentoring, supervision and over-sight for the Global Medical Affairs Practice Leadership Team, Practice and Community, including setting and implementing strategic direction, execution, budget management, standard operating procedures, personnel management and professional development. •Collaborate across the Patient Value Units and the Global Development & Medical Practices/Global Clinical Development and Medical Affairs Practices and ensure interfaces with other global functions.•Maintain and drive standards of excellence in the regional affiliates through personal involvement of talent identification, recruitment, training, deployment and development of appropriate associates in close collaboration with the Development and Medical Practices/Global Clinical Development and Medical Affairs Practices.•Maintain an external patient and stakeholder focus to stay abreast of future Medical Affairs capability trends to ensure UCB continues to innovate and maintain a competitive edge.

• Enhanced connectivity between Japan Medical & Japan Executive Committee, Operational Review Meeting and New Business Review Meeting• Introduced Insights Process to infuse external stakeholder, customer and patient observations into Customer Table• Enhancement of Tenkan Info to improve functionality and patient utilization (Survey, Monotherapy?) to enhance sharing of information with patients• Revised Japan Medical Dashboard to focus more on stakeholder and customer impact vs. tactics• Development of CNS and IMM Medical Strategy Teams to create cross-functional strategic forum improving medical collaboration and ↓ silos• Initiated Global and Japan PV/DS SOP GAP analysis to align local processes with global requirements• The primary scope of UCB Japan Medical Affairs International Rotational Assignment was: o Drug safety and Pharmacovigilance Department. o Medical Science departments for CNS and Immunology which are in charge of Science, Education and Medical activities including KOL management. o Medical Communication department covering medical compliance, call center functions and patient related programs.• Planned and executed strategic, results-oriented and goal driven medical plans for individual therapeutic areas including, but not limited to, article and abstract publications, congress seminars, educational seminars, speaker development, KOL management and data generation. • Developed, presented and implemented strategy for local medical affairs issues, coordinating with the APAC Head. Established credibility throughout the organization, and created good relationships with multiple external partner companies.• Provided leadership, mentoring, supervision and over-sight for the medical department, including setting and implementing strategic direction, budget management, standard operating procedures, human resources issues and staff professional development

• Worked with Global Field Medical Affairs Leadership Team, Global Medical Affairs Leadership, Global Commercial Leadership, Legal and Compliance to develop an integrated and aligned Field Medical Affairs Department and high impact culture• Led two US National Directors, two Canadian Regional Directors, two European National Directors, two APAC National Directors, one Associate Director of Training and Talent Development, one Associate Director of Operations and Project Management and one Senior Project Coordinator• Developed a global process to capture directed and spontaneous medical insights to track the strategic impact to organization • Led global team to develop guidelines for appropriate field-based matrix team rules of engagement between commercial, medical and market access roles• Created strategic quantitative and qualitative key performance metrics to track globally and communicated on a monthly, quarterly and annual basis the impact and value of the MSL team to the organization• Established global and regional-based collaborative partnerships between Global Field Medical Affairs, Research and Development and Clinical Development to strategically support UCB’s product portfolio• Created a flexible global Field Medical Affairs capacity model based on expected regional workload analyses relative to marketed products, with a pipeline view of seven to ten years out• Ad hoc member of US Leadership Team in absence of Vice President of Medical Affairs • Led team to develop global on-boarding and annual training plan for therapeutic disease state, product, skills and competencies aligned with job descriptions

• Created Field Strategy Team matrix structure for Immunology with development of co-leads by Medical Directors and National MSL Directors to increase alignment between Medical Plan, MSL Objectives, Strategies and geographical MSL Plans• Built strong relationships with Medical Affairs, Global Clinical Research and Development which increased investigator and site identification for clinical trials• Lead and manage nine field-based Regional Directors, one Associate Director of Training, one Associate Director of Operations and Project Management, one Senior Project Coordinator• Ad hoc member of US Leadership Team in absence of Vice President of Medical Affairs • Led team to develop annual training plan for therapeutic disease state, product, skills and competencies aligned with job descriptions• Managed Actual 2012 US Field Medical Affairs Budget to within five percent of budget projection• Rolled out medical insights SOP, process and tool to capture and communicate the impact of both spontaneous and directed medical insights for the Immunology therapeutic area• Led US-based team to develop guidelines for field-based cross-functional rules of engagement between commercial, medical and market access roles

• Hired, trained and deployed additional eighteen CNS Field Medical Affairs MSL FTEs in preparation for launch of Neupro® while ensuring continued support of Vimpat®• Developed SOPs and compliance training for team to ensure consistent knowledge of appropriate MSL activities relative to recent CIA• Led team to develop annual training plan for therapeutic disease state, product, skills and competencies aligned with job description• Developed new MSL job descriptions with four distinct levels tied to a career pathway to increase line of sight for promotions and career development• Led team to develop annual training plan for therapeutic disease state, product, skills and competencies aligned with job description• Created Field Strategy Team matrix structure with development of co-leads by Medical Directors and National MSL Directors to increase alignment between Medical Plan, MSL Objectives, Strategies and geographical MSL Plans• Built strong relationships with Medical Affairs, Global Clinical Research and Development and external CRO which enhanced investigator and site identification for clinical trials• Lead and manage four field-based Regional Directors, one Associate Director of Training, one Senior Project Coordinator• Ad hoc member of US Leadership Team in absence of Vice President of Medical Affairs • Managed Actual 2012 CNS Field Medical Affairs Budget to within five percent of budget projection• Led team to develop medical insights SOP, process and tool to capture and communicate the impact of both spontaneous and directed medical insights

• Reorganized Oncology Field Medical Department during first eight months from eighty-five employees comprising of Field Managers, Medical Science Liaisons, Clinical Nurse Educators and support staff to fifty-six employees comprising Field Managers, Medical Science Liaisons and support staffo No subsequent loss of employees due to reorganization• Currently lead and manage six field-based Regional Directors, one Associate Director, Field Medical and one Senior Project Coordinator• Established strong alignment between Oncology Field Medical Team and Medical Strategy with development of Oncology Field Medical Aligned Medical Plan• Developed and lead Oncology Field Medical Leadership Team which established strong relationships across USP functional areas• Serve as a member of BMS Oncology Leadership Team responsible for Commercial and Medical oversight• Serve as Oncology Field Medical Lead for Oncology Senior Clinical Staff Meeting and Oncology Medical Operating Committee• Serve as a member of the Americas Field Medical, Center of Excellence Leadership Team to align Field Medical functional expertise and Oncology strategy across the Americas and functional areas of USPMA• Built strong relationships with Medical Affairs, Global Clinical Research and Development which increased investigator and site identification for clinical trials• Work cross functionally to direct Medical Affairs Oncology field-based resources to ensure therapeutic area objectives are aligned with Oncology Medical Strategy for three marketed products and multiple products in development• Managed Actual 2008-2010 Oncology Field Medical Science Budget to within one percent of budget projection • Requested to serve as Oncology representative to develop BMS Oncology Leadership Model

•Integrated decentralized Field Medical Affairs department and increased department size by one-hundred percent•Created Field Medical Affairs “Standard Operating Procedures” to ensure governance of Medical, Legal and Regulatory guidelines of Medical Scientific Managers •Integrated tenured Oncology Medical Scientific Manager program into cross-therapeutic Field Medical Affairs Department with retention of one-hundred percent•Developed integrated organizational structure to work in close proximity with medical, marketing and sales•Establishing training curriculum across four therapeutic areas based on needs analysis to differentiate Medical Scientific Managers in the pharmaceutical industry•Developed Field Medical Affairs new hire process which increased efficiencies in on-boarding new employees•Integrated Field Medical Affairs interactions with brand team through medical, marketing, sales and National Health Alliances department which increased efficiencies in brand planning and cross-functional account planning•Integrated Field Medical Affairs with Medical Affairs colleagues to bring coherent strategy to internal and external relationships•Served as a member of the Medical Affairs Leadership Team to align Field Medical Affairs strategy with other functional areas of Medical Affairs•Created a key opinion leader contact database to document intellectual property of interactions with Medical Scientific Managers•Developed Field Medical Affairs Business Plans to align with brand plans and strategic drivers•Created consistent performance measures to evaluate field-based scientists on agreed upon goals and objectives•Manager for National Directors across therapeutic areas for oncology, gastrointestinal, diagnostic imaging and neuroscience therapeutic areas•Nominated and served on Integration Team representing Medical Affairs during the merger of Berlex/Schering by Bayer

•Developed “Brand on Brand Best Practices” which increased efficiencies in training and deployment of resources•Integrated Medical Affairs interactions with brand team through professional, medical, sales, consumer, and managed markets leaders •Interacted with Medical Affairs skill centers to bring coherent strategy to internal and external relationships•Developed and led two separate therapeutic leadership teams (Oncology and Neuroscience) •Developed Medical Affairs Therapeutic Business Plans aligned with Brand Team Product Strategic Plan and Strategic Drivers•Served as demand manager for Neuroscience and Oncology Disease Areas•Supervised Medical Affairs Directors to deliver brand critical team objectives•Deployed manager for National Scientific Business Directors for aligned therapeutic areas

•Doubled the size of the oncology field-based Medical Affairs team which launched novel oral oncology medication•Reorganized Medical Oncology Leadership Team and regional territory boundaries to align field-based scientists•Developed the first integrated Specialty Care Medical Affairs budget aligned with Brand Team objectives •Developed an integrated Brand Team and Medical Affairs budget to meet business objectives•Coordinated development and execution of scientific commercialization processes with Therapeutic Area Leaders and National Sales Director•Worked cross functionally to direct Medical Affairs field-based resources to meet therapeutic area objectives aligned with brand strategies•Evaluated and delivered core training for Regional Scientific Business Directors and the Medical Liaison Staff•Included Oncology Training Managers on leadership team to increase training and resource efficiencies

•Integrated Medical Affairs Neuroscience Business Planning with Sales Leadership at national level, which decreased duplication of customer interactions between the sales team and Medical Affairs team•Integrated Medical Marketing and Scientific Affairs which enhanced customer responses and external messaging•Developed an integrated Brand Team and Medical Affairs budget to meet business objectives•Secured dedicated office space at the regional business centers for twenty Regional Scientific Business Directors by developing and presenting a business case to Sales Operations•Created an opening for the National Scientific Business Director to sit on the Brand Leadership Team, strengthening the voice of the customer and integrating Medical Affairs into the business planning process•Created extra Regional Scientific Business Director position which enhanced training of field-based medical liaisons and integration with regional business centers•Increased the size of the neuroscience field-based Medical Affairs team which developed a national and regional Key Opinion Leader and Speaker bureau

Region: Maine, New Hampshire, Vermont, Rhode Island, Connecticut, Massachusetts, New York, Maryland, New Jersey, Delaware, Washington, D.C., Philadelphia, West Virginia, Virginia •Developed Medical Affairs Nexium Launch Plan for Scientific Commercialization Skill Center which led to a successful launch across two recently merged companies•Increased size of Northeast Gastrointestinal Team to increase customer coverage across multiple business sectors•Integrated business planning between Field Sales Leadership and Medical Affairs across two Business Centers•Led design team to develop therapeutic alignment and organization work for Scientific Commercialization Optimization•Worked in conjunction with Medical Marketing Leader to coordinate efforts for launching new GI products and indications across eight Business Centers•Provided strategic business support to field based medical scientists relative to advocacy development•Identified and aligned field-based medical scientists to ensure scientific support across Gastrointestinal therapeutic areas for all Business Center priority accounts and customers

Region: North Dakota, South Dakota, Nebraska, Minnesota, Wisconsin, Iowa, Michigan, Illinois, Missouri, Indiana, Kansas •Integrated Business Planning across three therapeutic areas with Sales and Marketing teams to decrease overlap in customer interactions and prioritize actions to be taken by individual teams•Received Teaming Award for most successful partnership between Scientific Business Director and Field Scientific Skill Leader •Led commercialization efforts for all Clinical Development and Medical Affairs resources in Business Centers in collaboration with Regional Business Directors, as well as National, Area, and Regional Sales Directors•In conjunction with Medical Affairs and Business Center, planned and managed budget to support Medical Information Scientists and Scientific Commercialization resources•Served a scientific leader role with National Field Sales Leadership, Regional Field Sales Leadership, and Scientific Commercialization Leadership•Directed product training and therapeutic area support critical to Business Center efforts across region •Identified and aligned Medical Information Scientists to ensure scientific integrity and support across all therapeutic areas for all Business Center priority accounts and customers

Region: Texas, Oklahoma, Arkansas, Louisiana, Mississippi, Alabama, and Tennessee•Reallocated resources due to merger of Astra Pharmaceuticals and Zeneca Pharmaceuticals, resulting in no loss of Medical Affairs employees within geographical area of responsibility•Integrated Medical Affairs Business planning process with Regional Business Center areas including Sales, Managed Care, Hospital, and Customer Support, which increased efficiency and effectiveness •Contributed to strategic development of common interest areas among therapeutic branches, including Drug Development, Scientific Commercialization Skill Center, priority accounts, and customer service•Reviewed medical and scientific content for quality assurance•Planned and managed budget to support Medical Information Scientists and Scientific Commercialization resources

Region: Hawaii, California, Nevada, Oregon, Washington, Idaho, Montana, Arizona•Served as one of nine Field Scientific Directors who led transition of management from Field Sales Leadership to Scientific Services Skill Center•Developed communication plan for skill center and regional business areas to educate cross-functional teams•Enhanced integration between Scientific Services Skill Center and Field Sales Force, resulting in resource use prioritized by needs of the customer•Developed mission, vision, and supportive Business Plan used as model for rest of county•Assisted in development of geographical business strategy with priority customers of Southwest and Mid-South geography and Astra Pharmaceuticals•Supported implementation of geographical strategy and plans •Aided team performance and scientific development of Medical Information Scientists through coaching and mentoring

Region: Southern California (San Diego, South and East Los Angeles, Irvine, Palm Springs, Laguna Hills)•Received Team Player Award from Orange County Cluster•Served as Product and Disease State Trainer for Southern California Customer Unit•Mentored five sales representatives relative to product and disease state training; two of the five went on achieve personal development awards, while one was promoted to district sales manager•Served as consultant to provide medical and scientific resources to address requests of key decision makers•Kept Customer Unit and Business Unit members abreast of latest scientific, therapeutic and product information

Region: Southern California (San Diego, South and East Los Angeles, Irvine, Palm Springs, Laguna Hills)•Received Team Player Award from San Diego County cross-functional team•Developed Jeopardy Game as training resource to increase learning of Sales Representatives •In conjunction with Key Opinion Leaders, completed five Investigator Sponsored Trial Protocols•Provided scientific and therapeutic information to support scientific and medical community •Worked with Customer Unit Director to utilize knowledge of changing market places to forecast business needs and to ensure awareness of future products and opportunities

•Worked directly with neonatal and pediatric patients in the health care system, for instance in the hospital and clinic setting. •Served as the go-to person for detailed knowledge about drugs and their effects, and suggested prescribing optimal medication decision based on clinical rounds and detailed in-depth discussions with physicians and clinical staff.•Responsible for monitoring drug levels of patients through pharmacokinetics.•Consulted with the patients and their families or caregivers on the effects of the drugs, and for ensuring that patients follow prescribed drug regiments.