Drove strategic transformation projects to advance AstraZeneca Australia's business objectives, improve team effectiveness, and implement an Omnichannel approach to marketing, medical, and sales operations. Sales Team Transformation * Conducted an in-depth evaluation of the Respiratory and CVRM sales teams, identifying strengths and opportunities for growth. * Developed a comprehensive three-year roadmap to achieve operational excellence, with year one focused on standardising profiling, targeting, planning and collaboration. * Led the implementation of a new annual planning process and monthly sprint meetings, achieving adoption by >95% of territory teams. * Improved coverage and frequency with key target customers by ~10%, driving stronger customer engagement. Omnichannel Transformation * Collaborated with technical experts (Digital, Data, Customer, and IT) to design and implement core elements of a companywide Omnichannel transformation, spanning Marketing, Medical, and Sales functions. * Key contributions included integrating lead scoring into the sales force workflow and establishing follow-up Virtual Account Engagements (VAEs), resulting in a 10% increase in prescription growth. Key Strategic projects * Supported or led initiatives such as the rollout of EV cars, development of programs for Medical Excellence champions and business unit strategies. * Enhanced organisational change management capabilities by equipping leaders with tools based on the Prosci and Kotter models, fostering resilience and smooth adoption of change. Leadership development and strategy creation * Partnered with the Australian Leadership team to define and execute country and functional strategies. * Coached senior leaders on strategic planning and delivery, aligning business activities with overarching objectives.

Established the AP&J Leadership Academy in Sydney, a pivotal venture aimed at nurturing leadership excellence within the region.I developed and implemented innovative experiential programs designed to drive transformational personal growth among participants while delivering tangible business benefits. Through a combination of immersive experiences and tailored coaching, I successfully cultivated numerous leaders, empowering them to navigate complexities and drive impactful change within their respective domains.Furthermore, I assumed the role of Business Process Lead for Strategy Deployment within the Operations function, spearheading the alignment of strategic objectives with operational initiatives. Through meticulous planning and execution, I facilitated the seamless translation of overarching strategic goals into actionable plans, driving cohesive and focused efforts across the organisation.

Crafted a new global strategic vision and devised a comprehensive plan for operational excellence, setting the stage for transformative growth and efficiency enhancement across the organisation.To drive the execution of our strategic vision, I spearheaded the coordination of the global Hoshin Kanri process, overseeing strategy creation and ensuring alignment with operational objectives at all levels of the organisation.Managed a team of 10 operational excellence (OE) experts tasked with executing manufacturing operational excellence plans. Through strategic guidance and mentorship, I empowered the team to implement innovative solutions and drive continuous improvement initiatives, resulting in enhanced productivity and cost efficiencies.Championed a global initiative focused on cultivating high-performing teams, fostering collaboration and excellence across diverse functional areas. By promoting a culture of teamwork and accountability, I facilitated the development of cohesive and resilient teams capable of delivering exceptional results in line with organisational goals.

Led a prestigious global talent development program and played a key role in strategy creation and organisational capability building. Drove high-impact initiatives to foster leadership excellence, improve business alignment, and support continuous improvement. Leadership Development * Directed the CEO’s Future Strategy Group, a 6-month transformational program for GSK’s high-potential talent, focusing on personal growth, high-performance team building, and fostering a culture of trust. * Integrated world-class practices in leadership, high performing teams, project and change management into the program. * Personally coached ~50 participants, with 94% recommending the program and 80% reporting direct application of learnings. * Achieved a significant organisational impact, with 84% of participants advancing to key roles post-program. * Program recognised with the 2018 Gold Award for Best Unique/Innovative Talent Program by Brandon Hall Excellence Awards. Global Strategy Development * Coordinated the annual creation and deployment of GSK’s global strategy, including developing overarching organisational strategies and specific business unit plans. * Designed and implemented a new business-first objective cascading framework, aligning executive objectives with strategic priorities for 2018/19. Capability Building in Asia * Supported the launch of the Future Strategy Group (FSG) ASIA program, enhancing regional leadership capabilities and organisational alignment. Continuous Improvement Advocacy * Led a global continuous improvement community of over 4,000 members through Workplace, driving engagement and alignment with GSK’s improvement initiatives.

Developed and governed the execution of the Australian pharmaceutical strategy, managed the PMO, and led high-impact projects while embedding a culture of continuous improvement across the organisation. Strategic Leadership * Formulated the 2015-2017 Australian Pharmaceutical Strategy and established an effective governance process to track progress and accountability. * Implemented a world-class tiered visual management system, enabling escalation from the sales force to senior leadership within two days. This system provided clear visibility of organisational performance against strategic goals. Sales Force Optimisation * Designed and rolled out a tiered accountability management system for the sales force, increasing daily contact calls and target call rates by 12%. Process Improvement * Led a transformational project to enhance forecasting, planning, and innovation processes, achieving a 36% reduction in time spent forecasting, a 41% decrease in rework, and a 5% improvement in forecast accuracy. * Developed and implemented a continuous improvement strategy, earning the 2014 GSK Spirit Award and attaining ADP Consultant certification. Organisational Transformation * Directed a site-wide transformation project, aligning organisational strategy with new ways of working and improving leadership engagement. Portfolio Management * Successfully managed the divestment of the Oncology portfolio and the integration of Novartis Vaccines, ensuring no business delays or penalties. * Oversaw the divestment of Classic brands (~$172 million) to Aspen Pharmaceuticals, delivering seamless transitions with no disruptions to operations.

Leadership and strategic direction for the packaging improvement team to deliver the continuous improvement program for the non-sterile packaging department, to drive a reduction in our cost base. Achievements:• Solid dose packaging project – new product introduction (300% increase), standardization of pack format, OEE improvements• Standard work on MDI packaging line – Improved productivity, reduction in head count by 4• SMED project on CAM packaging line – Reduced changeover times by 70%• Standard work of planning of packaging lines – reduction of over 300 changeovers a year• Black belt Lean Sigma certification• Problem solving – Coaching operators how to solve their own problems

Major site transformation which consisted of 5S, performance measures, leadership standard work and standard work.Achievements:• Implemented standard work model on bottle packaging lineso Improvement of 270% in productivity (packs per head)o Decrease in change over times by 36%o Efficiency increase of 188%• Introduced a new management system for the entire packaging departmento Annual cost saving of £275,000 through head count reduction in management• Green belt accreditation

Environmental monitoring of production departments.