• Coordinated across a diverse cross-functional team to develop and implement a comprehensive commercial/medical launch plan to ensure successful and on-time product launches in the rare disease and neuroscience markets.

• Led the marketing team responsible for non-personal promotion activities, including Digital Marketing for Health Care Providers and Consumers, for Basaglar, a follow-on biologic insulin co-marketed as part of the BI/Lilly Diabetes Alliance • Led the development and implementation of the Brand Strategy including SWOT Analysis, Market Assessment, Competitive Positioning, Strategic Development, Customer Targeting and Segmentation, Risk Analysis, and Tactical Planning. Helped grow Basaglar into a $900MM brand three years post-launch. Also developed and managed the Brand Budget of $25MM • Previously responsible for leading activities for Health Care Provider Marketing (personal and non-personal) and Sales Force Engagement.

• Awarded 2017 BI President's Award for my efforts in launching new customer facing teamstructure across US.• Awarded 2016 BI President's Award for my contributions to the development of the Go-to-Market Account and Market Segmentation Framework.• Organizational Program Lead for the Go-to-Market (GTM) initiative which was tasked with designing and implementing customer focused account sales structures in response to the rapidly evolving healthcare environment. Worked with cross functional leaders to develop and execute against a long term implementation plan including the development of Geography and Account Segmentation, Design Workshops, Value Propositions, Reporting Platforms, and Staffing of new field based roles.• Organizational project lead for the restructuring of a the primary care and specialtysales force into therapeutic area alignments. Led large cross functional team to assessmultiple sales structures scenarios, aligned senior executive team, and implementedagreed upon sales structures in a very compressed timeframe.• Project lead for Medical/Legal/Regulatory (MLR) Demand Management Project.Managed large marketing and sales project team to define and implement a process toprioritize promotional items and eliminate non‑value added initiatives. Project resultedin a savings of $30MM.

• Led the development and implementation of multiple sales teams including RegionalSales Representative, Customer Service Representative, and Zone Transition CoachSales Teams.• Led the development and implementation of the Performance Execution Group (PEG)which establishes an ongoing process to review key sales performance metrics, identifyperformance outliers, and implement corrective action plans.• Lead Project Manager for the Field Force Execution Sales Pillar where I coordinated theefforts of up to five high level sub‑teams to ensure initiatives were prioritized anddeliverables were met within the required timing.• Member of the organizational team tasked with defining Push and Pull ThroughExcellence.• Led the development of multiple tools and resources to support the Regional BusinessPlanning process including Good Business Planning and Documentation Training and aRep Level Business Planning Tool.

• Worked on Marketing Team for Pradaxa focusing on Life Cycle Management and Managed Markets.• Worked as Primary Care Sales Representative for Spiriva, Aggrenox, and Micardis. Achieved market share growth of 9% for Spiriva in 6 months. Launched Tradjenta in the Detroit Metro Area. Also developed an analysis tool to allow for targeted resource utilization and automated field based segmentation at the physician level.• Led International and US Marketing Research Projects for Managed Markets, Customer Development Marketing, and Pipeline Marketing (Jardiance).

• Selected to be one of seven members of the Junior Executive Team. Developed and implemented corporate strategy goals by reviewing and approving elements of the corporate strategy. • Identified opportunities for cost reductions as part of a $8 million company cost reduction strategy. Conducted a risk analysis of reducible job functions and resource planning analysis allowing elimination of overtime and staffing reductions.• Developed and implemented Continuous Improvement Initiative to improve efficiencies. Conducted detailed statistical analysis and implemented improvements to top 10 cost drivers related to quality.• Managed and prioritized all functions for Quality Department, which included up to thirty salaried and hourly employees, four facilities, and a budget of approximately $2M.

Coordinated cross functional team in the design and development of side curtain airbags for the Hummer H3. Managed cost, mass, safety, and timing requirements.

• Led engineering analysis team in improving opening/closing efforts and conducted Engineering Sensitivity Analysis to identify critical characteristics for Chevrolet Avalanche latches during product launch.• Also worked in a variety of other roles during the CGIT rotational program including Ride and Handling Engineer for NASCAR, FEA Engineer for Safety and Crashworthiness, CRM Strategy for eGM, and Test Engineer at the Climatic Wind Tunnels.