Recruited to establish the newly created Global Project Controls organization at CSL Behring, a leading global biotech company, who develops and delivers lifesaving therapies for serious and rare diseases.• Develop all Project Controls related policies, programs, and practices in order to support and advance the company's long-term business objectives• Provide leadership and management across all of the company's major capital projects• Ensure that the Project Controls organization is properly staffed and trained and that it provides superior estimating, project reporting, cost control, progress measurement, and scheduling capabilities • Coordinate with the Global Engineering project teams to ensure projects are optimized and repeatable• Develop and deliver key performance indicators to measure the performance of the capital management process

Luxury real estate investment and operations management.

Led the Project Controls (PC) function on all Global Engineering (GE) managed capital projects across the Americas region and all GE managed Biologics projects internationally.• Responsible for the planning, scheduling, estimating, and project controls for all major AstraZeneca (AZ) capital projects from initial funding through final project closeout.• Led the training and development of PC personnel on all capital projects across the region.• Maintained influential relationships with the Construction Industry Institute (CII) as the AZ Executive Board of Advisors member, the AZ representative on the Manufacturing and Life Sciences (MLS) sector committee and the Chairman of the MLS Benchmarking Committee in order to drive toward best-in-class project performance through the advancement of CII’s Next Gen Benchmarking initiatives.• Represented GE on the AZ Global Operations Risk Management (RM) Network team, driving the creation of the new RM culture within GE and across Operations. Recognized as an expert in the new RM processes.

Spearheaded a newly created role to markedly improve the front-end scoping, estimating and benchmarking of all Global Engineering managed capital projects. • Coordinated the early planning, scheduling and estimating for all major AZ capital projects globally; including all biologics, pharmaceutical, API, laboratory, office and infrastructure capital projects; from initial concept through final funding approval.• Established influential relationships with CII and its other corporate members allowing AZ to benchmark capital projects against the industry leaders in the Manufacturing and Life Sciences sector in order to drive toward best-in-class performance.• Maintained the strategic relationship with Independent Project Analysis (IPA), the premier private company engaged in the benchmarking of capital projects and project systems for all industry groups, and leveraged IPA’s expertise to improve overall capital project effectiveness.• Drove the selection of a new estimating and benchmarking database system to increase reliability and predictability of the capital budgeting process.• Developed and enhanced risk management processes, tools and standards to provide rigorous and analytical contingency-setting practices for capital projects.

Recruited for a pivotal role to enable the production of the high-profile, fast-tracked pipeline of biopharmaceutical, sterile injectable and drug device combination products, which was the current driving focus of this global pharmaceutical company. Sought after for my expertise in building a front-end-focused Capital Project Development Group and a high-powered Project Controls organization; these areas were rapidly expanded and developed under my direction. • Coordinated the front-end planning, scoping, estimating and approval of a new 10 year, multi-billion dollar global capital plan focused on the rapid expansion of biologics production facilities and the associated infrastructure and R&D facilities.• Responsible for all estimating, planning, scheduling and project controls efforts for all global engineering projects worldwide.• Implemented best practice guidelines impacting project portfolio reporting, cost and schedule reporting, change control, contingency management, and project controls execution planning.

Served as primary leadership focus for corporate strategy, portfolio prioritization, and implementation of key process improvement initiatives across the Manufacturing, R&D, and Sales & Marketing divisions. Coordinated global project teams of up to 300 located across multiple countries in solving major operational issues. Stepped in as key consultant for large-scale emerging market initiatives across 35 main markets including Russia, India, China, Brazil, Turkey, South Korea, and Mexico. • Achieved over $2.5 billion in savings through development and implementation of global value capture efforts and management of more than 300 value capture projects. • Increased annual revenue by $200 million through establishment of a highly robust worldwide pharmaceutical product registration process, implementing new prioritization guidelines and governance structures. • Led negotiations with senior executive leadership for prospective buyers of a major Merck R&D and manufacturing facility which led to annual expense savings of over $500 million.• Improved multi-channel marketing, portfolio management, tender management and key account management capabilities across prime emerging markets, dramatically boosting revenue. • Coordinated business development efforts to sell global rights to 80 mature Merck brands and divest bundles of non-core assets. • Achieved Divisional Award from executive-level leadership for outstanding oversight of business development initiatives.• Led worldwide scorecard process driving behavior of global divisions to ensure achievement of corporate goals.• Oversaw integration of over 40,000 sales and marketing personnel across 100 countries during merger between Merck and Schering-Plough; achieved Divisional Award.

Selected to oversee design and implementation of key company initiatives spanning sales and operations planning, company planning projects, and company-wide process improvement as leader of global teams of up to 200. Marshaled resources from manufacturing, sales and marketing, R&D, global regulatory, finance, legal, tax and compliance departments to assure timely completion.• Coordinated transformation of decision-making processes to global, disciplined approach, leveraging Six Sigma expertise to implement global sales and operations planning processes. • Served as core team leader for group of 40 executive-level decision-makers engaged in overhauling all company planning processes. • Masterminded end-to-end company process improvement initiative involving implementation of integrated governance and decision-making processes. • Chosen to serve as Chairman of Construction Industry Institute Pharmaceutical / Biotech benchmarking and metrics committee.

Oversaw planning, scheduling, and cost control strategy for global projects worth up to $5 billion as leader of cost control engineering team of up to 75 personnel based in numerous countries including US, Puerto Rico, Europe, Singapore, Ireland, China. Managed construction insurance program, architectural engineering, construction management, and professional service provider firms. • Implemented best practice guidelines impacting project portfolio reporting, cost and schedule reporting, contingency management, and project controls execution planning. • Saved over $7 million through expert management of construction insurance program providing workers compensation and general liability insurance for domestic capital projects. • Improved early warning estimation and control systems, assuring on-time and on-schedule performance of projects.

Implemented and drove growth of Capital Project Development Group to world-class organization governing planning, scoping and estimation. Built and mentored high-performance team of 30 engineers handling over $20 billion per year in capital projects spanning bulk and secondary pharmaceutical, biotech, vaccine, laboratory, and general infrastructure construction.• Coordinated front-end planning, scoping, estimation, and approval of mission-critical bulk pharmaceutical plant in Singapore.

Selected to lead the development of a unique project scoping, estimating and planning capability for bulk pharmaceuticals. Created innovative estimating and planning tools unlike any in the industry. The success of the solution set was ultimately expanded to all project types covering all business areas at Merck. Scoped, planned and estimated all Merck global bulk pharmaceutical projects, worth $1-3 billion per year.

Advanced through assignments of increasing complexity and responsibility on the planning, design and construction of bulk pharmaceutical facilities. Held positions as a process engineer, project engineer, and as a field cost and schedule engineer on numerous projects at locations in Puerto Rico, Georgia, Virginia and Pennsylvania.