Patrick Lenihan Email & Phone Number

Indianapolis, Indiana, Us

Deliver Transformational Outcomes and Value: My team and I have generated significant financial (est. $1+ billion of value), operational, and cultural value for Lilly through the many engagements we have led, per the below examples: Covid Response: In February 2020, I developed a phased approached for Lilly to send employees home on March 8, 2020, to ensure our employee’s safety and to preserve our ability to make medicines for patients, and led efforts to return employees to the office. Artificial Intelligence: Prioritized top use cases across the company that are already delivering significant value by reducing the time it takes to get products to patients, reducing cost, and making our internal teams more efficient and effective. Supply Chain Resilience: Created and operationalized approach to assess the resilience of our supply chain to proactively address material constraints. Scaling via Digital: Worked with leadership to employ technologies throughout the company aimed at helping employees manage increased workloads. Built Leading Transformational Expertise: My team and I have dedicated ourselves to developing comprehensive, on-demand training rooted in Six Sigma and strategic consulting best practices. This commitment has built an in-house expertise that is highly sought after throughout the company. We recently launched the Business Transformation Institute to equip leaders with the tools and leading techniques to drive transformational change across the company. Created Top-Tier Development Program: BT has also become a top-tier destination for leaders to develop. By prioritizing the most important projects for Lilly and providing my team with the necessary coaching and support, I have thankfully been able to successfully attract, develop, and retain leaders throughout the company. The purposeful coaching, development, and experience has allowed each team member to thrive and be ready for advanced leadership roles after their time in BT.

Indianapolis, Indiana, Us

As part of Lilly’s IPO of Elanco Animal Health, I was responsible for developing and leading the transitional services agreement (TSA) between Lilly and Elanco. This included successfully leading 40 functional leaders through an enterprise-wide initiative that resulted in a global agreement on the cost and duration of over 1,000 services that would be provided over a period of several years. Additionally, I created and lead a worldwide TSA office at Lilly, including a governance and decision-making structure between both companies and key performance metrics to track our progress throughout the duration of the agreement. Despite operational challenges created by the Covid-19 pandemic, we achieved our goal of successfully separating Elanco from Lilly by March 31, 2021.

Indianapolis, Indiana, Us

In order to strengthen our internal operations, I partnered with my Elanco lead team colleagues to create, lead and launch a world-wide effort focused on Operational Excellence. This both operational and cultural shift focused on essential areas of the business like the effectiveness of our sales force, the accuracy of our product forecasts, improvements to our internal pricing processes, our go-to-market models, compliance and our overall customer experience. Key initiatives were launched and metrics were established to track our performance over time. Simultaneously change management efforts took place to educate employees on why these efforts were imperative to our business and what they could do to contribute. Through this work, we were able to successfully transform the company’s culture and generate considerable quantifiable value for Elanco.

Indianapolis, Indiana, Us

In this role, I had responsibility for managing Lilly's multi billion-dollar international P&L, including the segment’s annual and long-term planning exercises. During my tenure, we successfully exceeded our business plan targets and generated strong growth via leadership and execution. I also expanded the role to lead key strategic initiatives across the division, including a product prioritization across our countries & products, creating a cross-functional Productivity Playbook forum in collaboration with senior leaders in Procurement, Real Estate, & Manufacturing that delivered significant annualized savings, and redesigning the structure of our commercial organization throughout the globe. I also had the opportunity to manage our communications to Lilly’s Board of Directors, Executive Committee, and the broader Emerging Market division.

Indianapolis, Indiana, Us

As a member of Lilly’s Shared Services leadership team, I managed global air, hotel, and expense reporting operations, data analytics and contracts, with a staff of 15 and oversight of our agency throughout the world.

Indianapolis, Indiana, Us

In this role, I had financial and operational responsibility for two of Lilly’s Active Pharmaceutical Ingredient (API) plants in Indianapolis, Indiana. Reporting to Lilly’s CFO of Manufacturing, I served as a member of the site’s lead team and oversaw a staff of twenty-five finance & warehouse personnel.

Indianapolis, Indiana, Us

Assessed and recommended locations of shared service centers in Europe and Asia based on labor rates, taxes, language capabilities, employee turnover, and education of workforce. Led cross-functional team of 5 people toward approval of revised sales force vehicle program that increased employee satisfaction and generated significant savings.

Indianapolis, Indiana, Us

Indianapolis, Indiana, Us

Selected to oversee HR-related activities for CFO Staff and Finance organization, including coaching and developing, talent and performance management, internal investigations and compensation decisions.

Indianapolis, Indiana, Us

Boston, Ma, Us

One of 40 out of worldwide class of 500 to graduate with National Honors; selected for FMP Honor Rotations (Services and Supply Chain), reporting directly to executive leadership.

Mba, Finance, Marketing, Biotechnology

B.S., Management, Finance, Mis