Responsible for Enterprise Content & Collaboration and Digital Platforms.In addition responsible for...* Compilation and maintenance of the overall IT Strategy and roadmap* Customer Experience & Engagement* IT Branding & Communication* Digital Innovation* Content & IP Security (incl Retention and Records Mgmt)

Lead the Content Management and Collaboration space at Ironwood Pharmaceuticals• Define and implement strategies for Content Management, Collaboration, Internet (Product Sites) and Intranet presence (incl Social), including Regulatory solutions (eTMF, eSub, etc.)• Drive next gen collaboration inside and outside of Ironwood while staying compliant with applicable regulations,• Lead the definition and development of Knowledge Enabling Technologies,• Partner with business and IT Stakeholders to promote effective use of Content and Collaboration services across the organization. Work with a cross-functional team on information governance initiatives to establish appropriate policies and processes for the management of information and the use of enabling technologies. • Manage a mix of internal and external resources and vendor relationships that support Content and Collaboration services and related IT projects.• Partner with Quality and Compliance functions to ensure services conform to applicable regulations and standards.Solutions delivered using: Drupal, Office365 and Veeva technologies amongst others.

Led a CoE including Architecture, Strategy, Platform and Solution Engineering, Operations & Customer Engagement which determines & implements the strategy for Collaboration inside & outside of Pfizer. Provided a set of globally available services (SharePoint 2007 -> 2010 -> 2013) which enabled personal spaces, internal & external team workspaces & hosting line of business applications. * Housing over 100MM objects (regulated & non-regulated) across 12,000 collaboration spaces used by 148,000 users (colleague, contractors & partners) - with IP and Data Loss Protection * Over 650 line of business applications, * Servicing all Acquisition, Divestiture & External Collaboration activity, * Providing Enterprise Search with a fresh & enriched index, * Powering Pfizer’s intranet critical to Pfizer’s OWN-IT culture, * The source for rich user profiles powering People Search, KM & Search solutions (meeting Safe Harbor, PI and SPI requirements),The role requires strategic decision making across planning horizons, understanding customers needs today & tomorrow, financial drivers & technology readiness. Constantly evaluating hosting options (including Office365, Azure & AWS) to ensure we are providing services at the right cost.Encouraging open thinking & innovation we constantly met the business drivers, innovations include... * Analytics engine used to remove inactive content * SiteInfo DB (R4) provides real-time usage of our services and sites * 'Ready-Set-Go' proactive training solution (using Wiki, blog and social) * Self-service site creation * Tools & processes enabling rapid content on-boarding following large acquisitions, The team is globally located, a mix of colleague & contractor with strong vendor and managed service partnerships. Tied with engineering excellence, a robust support model, and continuous improvement of processes we delivered a service with incredible uptime (99.999%) whilst ensuring unit cost reduction year on year.

Built a team of Customer Relationship Managers, Project Managers and highly technical resources that performs full SDLC for satisfying business requirements across European Research divisions. Role includes: Customer Relationship management• Interact with colleagues from scientist to senior leadership across Research Helping Colleagues with Change• Team formed from 2 existing groups, all having new roles. Helped colleagues manage the change at the 1:1 level and as a team. Each moved through the change curve at a different rates which had to be considered. We continued to service customers needs during this.Developing People,• Through 1:1's understood their career aspirations, helping develop their skill-set and dealing with day2day issues.Team Management• Developed a flexible team with a range of skills enabling delivery of a diverse portfolio. Team environment encourages open and honest discussion, resulting in information sharing, collaboration and development of innovative solutions.Resource Management• Working with Project Managers & Customer Relationship Managers ensure we have the right people working on the right projects –wherever possible we include individuals development plans. Portfolio Management• Team is responsible for European solutions development and deployment of global solutions. Combination requires strong portfolio management and prioritization (value or compliance based). Fit For Purpose• Ensure solutions adhere to architectural guidelines with minimised sustain costs and ROI is realized. Additionally ensure global teams are aware of local issues, from network latency to Daylight Saving Time to Compliance rules.Sponsor site based initiatives• This has included sponsoring the successful Application/Infrastructure Reduction initiative for Europe.• Fiscal Management• Management of actuals analysis, contract negotiations, burn rate analysis and forecasting.Member of Research IT Management Team

Global Program Manager for newly formed team. Within this role I performed many tasks including:• Program ManagementManagement of a global portfolio of document management projects, included managing dependencies, priorities, resources and budgets across the projects.• Contract ManagementI assisted the Global Head of Document Mgmt in negotiations and contract management with various vendors and consultancies.• Fiscal ManagementHead of Doc Mgmt requested that I perform the day to day management of the program’s finances. This included regular discussions with Procurement & Finance to ensure a clear up-to-date position on spend.• Customer Relationship ManagementEnsuring all Research lines at key sites were represented and communicated with regularly, this included presenting to the senior PGRD directorate.• Business Analysis & StrategyI was part of the 3-person team who authored the Document Management Strategy for Research. This included an assessment of Research Document Management capabilities, recognising key business drivers and how Document Management could assist. • A significant achievement due to the size and diversity of Pfizer. It involved interviewing 100 people in Europe alone and many more in the US. From this the overall program of work was determined along with project drafts with resource and financial requirements for each project sub stream.• Project ManagementMatrix managed a global team to deliver a highly complex consolidation project which replaced infrastructure at multiple sites with one single instance. • Incorporated development opportunities for colleagues into the project with some colleagues working at a global level for the first time and others moving from one role to another. • Project required significant interaction with other IT colleagues and accounted for a large portion of the overall program’s budget – control was essential.

RMI (Resource Management Initiative) had two major deliverable stages:1. FTE Tracking -roll out of Time-Tracking solution to all Research & Development, 18000 people across three continents.2. Planning & Forecasting (P&F) - roll out of tools to manage the drug delivery process from Discovery to Market. Deployment Project Manager for FTE Tracking (European Zone)• Involved coordinating the preparation and roll out of the solution to multiple sites and countries across Europe. I managed a core team whose activities included hardware and network audits, software testing, close liaison with the business lines and training. The Project deployed successfully to time with 100% compliance within two months.European Liaison & Business Analyst for Planning & Forecasting (P&F)• The business analyst and liaison role for P&F involved working with the lines piloting Artemis ProjectView. Within this role I analysed their needs and developed implementation plans.• This project was challenging due to the cultural, language and logistical issues. The global nature resulted in the need to work with other deployment managers across the major sites and the core team based in East Coast US. A further challenge was the tight timelines for delivery. Previous experiences helped in the successful planning and execution of this project.• In addition I became the liaison with our Japanese colleagues. Due to time differences it was impossible to get the teams at all sites together in a telecom. It was decided that all sites except Japan would attend one telecom and I would keep Japan up-to-speed and discuss issues in a separate telecom. Culturally this was very different to previous telecoms I had chaired. Patience and previous face-to-face meetings with my Japanese colleagues ensured success.

Assisted the newly formed Business Operations Group within PharmSci. Two key projects : RYG• Particularly challenging, with full deployment of the US developed timesheet system to all staff in PharmSci Sandwich in 6 weeks. • Managed the entirety of this project including the 12 person team, made up of Infrastructure, Informatics and business colleagues.• Achieved success by careful control, managing and leading the team and working closely with the US colleagues. I received the Informatics Achievement Award for this work.Sextant• Global initiative to provide PharmSci with the knowledge, skills and tools to manage their candidate projects creatively, efficiently and effectively.• Included innovative approach to learn from previous candidate development projects through early machine learning to develop more accurate and appropriate plans for future candidates.• I managed various projects within Sextant and my work on Sextant increased my project management toolset even further including developing my negotiation skills, product selection, working as part of a global team and vastly increased my knowledge of the Global PharmSci business.