Responsible for developing overall portfolio strategy for the company’s three BTKi molecules. Cross-functional team leader for rilzabrutinib, company’s lead asset, including lifecycle planning; budget and timeline management. Managed project management and team leadership group responsible for design and implementation of team system. Developed and managed company’s portfolio valuation model to support senior executive and board decision-making with regards to program and overall portfolio valuation and investment decisions. Company acquired by Sanofi in September 2020.

Provides product strategy and strategic marketing consultation directly to biotech and pharmaceutical companies.

•Led oncology team leader group, managing a group of ~20 team leaders working on projects from late stage research through late stage development.•Oversaw the development and execution of molecule, disease and platform strategic plans.•Worked with functional leadership to develop and implement strategic direction for molecules and therapeutic areas.•As Lucentis team leader from 2007 through 2009, was responsible for leading large cross-functional team; managing activities with ex-US partner and bringing new investment opportunities forward to maximize the overall value of the molecule throughout its lifecycle. •Initiated major overhaul of Lucentis lifecycle plan, resulting in additional investment in molecule and in-licensing of novel device technology for ophthalmology portfolio.•Managed significant corporate-level activities for Lucentis, including recommendations to enable executive and board level decisions related to clinical strategy, manufacturing and distribution approaches and changes in corporate direction for Lucentis.•Participated in evaluation of business development opportunities for ophthalmology franchise and priority setting for business development and research activities in ophthalmology.•Member of Product Portfolio Management senior leadership team.

•Responsible for all launch marketing activities for initial indication of first-in-class oncology product. Launch lead for cross-functional team coordinating all corporate resources to ensure a successful launch. Achieved launch readiness in less than six months.•Achieved record-setting launch, resulting in most successful launch in the history of oncology therapeutics with >70% market share and >$1B in net sales during first full year on market.•Directed team expansion from 12 person to 36-person team, including creation of four distinct marketing teams to manage product expansion from one to four indications.•Managed cross-functional commercial team and commercial budget and margin exceeding $220M and >300 FTEs.•Member of Avastin Franchise Team responsible for overall molecule management and life cycle planning, including continued development in collaboration with global partner. •Member of oncology franchise senior leadership team.

•Project Team Leader responsible for multi-functional team from research, clinical development, manufacturing, regulatory and commercial departments overseeing brand operations.•Assumed leadership post-launch and initiated changes in product strategy and team management that resulted in renewed revenue growth.•Led team analysis of stalled adjuvant breast program, including negotiations with partners, resulting in additional investment, renewed trial enrollment and successful completion of program.•Managed international joint project team responsible for collaboration activities with Roche.•Responsible for strategic brand plan development and execution.•Managed five product marketing managers in development and execution of marketing plan.•Accountable for brand margin and overall commercial budget activities for brand.•Developed forecast assumptions and LRP inputs for brand.•Developed communications for analyst community, board meetings and senior management.

•Responsible for tactical plan development and execution.•Managed relationships with key customers and thought leaders.•Developed and executed medical education programs.•Designed and implemented investigator meetings, advisory boards and other programs in conjunction with clinical department.•Developed and managed marketing budget.•Worked with field sales group to execute promotional programs in the field.

Developed managed care strategies in support of Genentech's oncology and growth hormone products. Responsible for creation of marketing programs and promotional materials used by field-based managed care sales force. Major activities included:•Short and long-term managed care strategic and business planning. Coordinated activities with numerous departments including field sales, product marketing, health care policy, health economics, legal, regulatory and medical affairs. Member of Rituxan and Herceptin launch teams. •Development and execution of marketing programs and promotional tools. Worked with field teams to develop appropriate programs, select and supervise vendors, coordinate sales training activities, manage legal and regulatory approval process and ROI evaluations.•Customer/market trend assessment, including development, identification and selection of primary and secondary research tools. Tracked major pharmaceutical trends in managed care.•Development of pricing and contracting strategies and tactics to ensure profitability of Genentech product lines. Conducted market research to determine potential impact of various pricing and contracting scenarios and presented findings to senior sales and marketing management.

Provided on-site business consulting for hospitals, integrated health networks and other health care facilities to maximize the operating efficiency and financial performance of their operating units. Conducted needs assessments and designed consulting projects for potential customers. As a Senior Consultant, managed all aspects of the consulting engagement, including quantitative analysis of financial and statistical data, interviews and observations of patients and staff; and on-site evaluation of operations and procedures. Made recommendations to management for changes in labor usage, patient process flow and utilization of hospital resources. Led multi-disciplinary teams composed of physicians, nurses and hospital executives to plan and implement change. Managed a wide range of projects covering clinical case management, operating room efficiency, labor and delivery department operations, inventory management and supply distribution, laboratory operations, sterile instrument processing, orthopedic and cardiovascular surgery.

Managed district operations for this national home health care company. The Northern California district included seven branches in the San Francisco Bay area that generated over $28 million in annual sales. Homedco (now known as Apria Healthcare ) was the nation's largest provider of respiratory therapy, drug infusion therapy and medical equipment in the home. As District Operations Manager, was responsible for all capital acquisitions, clinical services, quality assurance, inventory management, branch operations and over $6 million in accounts receivable. As member of district management team worked to increase share in local managed care market. Participated in special projects and programs including, implementation of a disease state management program for asthma patients; overseeing a new portable oxygen program to maximize profits and increase patient satisfaction and reviewing the usage patterns and reimbursement patterns of various drug therapies. Managed seven departments and 75 employees. During 1993, restructured the largest branch in the district, recruiting and training a new supervisory staff; coordinated the merger of operations between Homedco and Glasrock; and led the conversion project for a new computer system combining patient information, billing, order entry, inventory management and utilization reporting.• Increased gross profit from 73% to 75%.• Reduced operating expenses from 54% to 51%.• Posted record earnings of 20% - up from 18% prior year.

As part of MBA studies, completed a three month internship at this major pharmaceutical firm. Primary responsibility for a project linking the finance, systems and manufacturing departments. Analyzed the cost of product and its impact on overall corporate performance. Developed a data collection process to maximize usage of a new computer system designed to monitor and control manufacturing costs. Identified areas for improving efficiency in the production process and providing cost information on an ongoing basis to manufacturing managers.

Managed a $5 million division, EHE/National Health Services, Inc., headquartered in Washington, DC that provided occupational medicine, environmental health, national examinations, employee assistance programs and physical fitness facilities for federal government agencies. Major clients included the National Institutes of Health, the FBI, the Secret Service and NASA. As the senior person in this division, made bid/no-bid decisions for the company; determined the financial and technical feasibility of proposed projects; wrote and presented bid proposals and represented the company at all final negotiations. Upon contract award, implemented and managed projects on a continuing basis. Hired physicians, nurses and other medical and administrative personnel. Negotiated subcontract agreements with clinical laboratories, consulting physicians and other vendors required for the project. Monitored all budgets to prevent cost overruns and increase profits.