I have volunteered at several animal shelters since retirement.

Direct an 18 member Managed Markets team, including a Directors of Strategic Pricing & Reimbursement, a Director of Contracts & Analytics, 3 Associate Directors of National & Regional Accounts that manage 5 National Account Managers and 4 Regional Account Managers, an Associate Director of Payer Marketing to develop and execute profitable pricing/contracting strategies which provide access for and shape all Managed Markets segments for the leading biosimilar company in the US.• Led expansion of U.S. Managed Markets team to include a Director of Strategic Pricing & Reimbursement, a Director of Contracts & Analytics, an Associate Director of Payer Marketing, an increase from 2 to 10 National Account Managers, the addition of 4 Regional Account Managers, and the addition 4 field Associate Directors of National & Regional Accounts.• Direct U.S. Managed Markets team to improve Biopharmaceutical access for patients via National PBM/MCOs vs. previous concentration on smaller regional players. This coupled with successful supply chain strategy for Specialty Pharmacies, Wholesalers and Distributors resulted in a 20% increase in net sales. • Lead U.S. Managed Markets team in the National PBM, National/Regional MCOs, GPOs, Specialty Pharmacy and Wholesaler/Distributor segments to support current and medium term Biopharmaceutical organization needs.• Develop and implement commercial team engagement strategy within Payor segments to successfully articulate the Biosimilar value proposition for the U.S. Healthcare system.• Build a new National and Regional team to successfully commercialize the first Biosilar in the US in the Institutional Hospital, IDN, and Community Oncology Clinic marketplace.

Direct team of 7 Business and Contract Analytics Managers, to provide advanced analytics for creating and tracking innovative contract strategies in the GPO, Federal and Kaiser segments accounting for 20% of GSK US sales.• Introduced financial rigor to commercial and federal contract strategies by reducing unnecessary access discounts for commercial contracts and eliminating discretionary discounts from VA/DoD/Tricare Federal contract strategies.• Created metrics to track ROI for contract strategy discounts via monthly scorecards and quarterly updates to senior management to make contract strategy changes that lead to more profitable access for brands and the portfolio which added $140M net sales/$1.2B gross sales in a declining market due to patent expirations. • Obtain “voice of the customer” feedback from National, and Regional Account teams that were used along with advanced analytics to assure that contract strategies delivered customer value in addition to profitable access.• Provided actionable targets for Medical Center and Specialty Sales teams for brand pull-through activities utilizing contract specific information.

Directed team of 8 Contract Finance Managers, and Contract/Chargeback Operations managers (30 employees) to provide analytics, compliant contracts, and timely/accurate chargeback processing for GPO, Federal and Kaiser National Account Teams with $4B gross sales, and $2.5B net sales annually. • Created competitive strategic advantage by automating key but outdated processes which allowed for creative contract strategies that added $35M in net sales and improved $1.1B cash flow from chargeback process. • Conceptualized and implemented several Six Sigma projects that significantly improved cycle time for chargeback adjudication, elimination of all paper and manual chargeback processes, more timely/accurate rebate payments, and new customer contract cycle time from 45 to 2 days with web-based process improvement. Chargeback projects were accomplished in 6 months while rebate and contract cycle time projects were completed within 1 year. • Directed and implemented contract strategy changes that increased profitability by $35M for $900M gross sales while maintaining appropriate access for GSK brands. Accomplished by creating a process for Contract Finance Managers to determine the value of potential new contract strategies through the use of profitability tracking tools.• Led project team that saved $500m in additional discounts from $1.6B in segment gross sales by converting 60 commercial contracts to maintain compliance with new D.R.A. legislation. Accomplished this in a 6-week period of time with a new team.

Completely revamped commercial and public vaccine strategic contracting, pricing, and distribution strategies that improved profitability from -$60M the previous year to +$62M net sales budget attainment in 3 years. • Instituted commercial vaccine performance contract strategy that increased net sales growth from 4% to 27% and reduced discounts by 15%, which added $23M net sales/$150M gross vaccines sales. • Developed vaccine market opportunity with 340B-Prime Vendor Program solution that gave sales force access to 15K new customers for an additional $25M in annual sales for the full GSK vaccine portfolio.• Set premium pricing from a large strategic pricing study input to align Executive Leadership Team behind higher industry price point that met launch forecast while increasing net sales by $15M. • Earned Six Sigma Green Belt while leading a project team to reduce new customer contract cycle time from 45 to 2 days with web-based process improvement that provided a long-term strategic advantage for GSK with respect to customer service.

Responsible for developing national oncology contract strategy for hospitals, oncology clinics, HMO/PBMs, federal customers, and oncology distributors.• Developed and implement oncology clinic performance contract strategy that increased net sales growth from 9% to 30% in one year and reduced discounts by 5%, which added $48M net sales/$420M gross oncology sales. • Developed and implemented oncology sales force training program to teach the economics of Oncology Clinic performance contracting, thus ensuring effective pull-through efforts to maintain $50M Zofran net sales.• Presented fair market value assessment to Executive Management and gained agreement to negotiate cancellation of oncology specialty distributor agreements resulting in $2M savings and avoiding potential negative impact on $50M Zofran net sales.

Led GPO contract strategies and implementation for AmeriNet, Managed Healthcare Associates (MHA), University of Pittsburgh/HC Pharmacy Central, and John Hopkins University contracts. Negotiated contract terms and conditions, pricing and performance rebate programs and led the implementation of these contracts in key member health systems and hospitals.• Negotiated AmeriNet, Managed Healthcare Associates (MHA), University of Pittsburgh/HC Pharmacy Central, and John Hopkins University contracts within pricing guidelines and at highest profitability level ever achieved in assigned accounts resulting in $350MM of annual average contract sales.• Analyzed GPO contract strategies to achieve profitability goals and assure alignment with long-term portfolio product growth goals. Integrated pricing guidelines and rebate performance programs into Field Sales implementation plans.• Collaborated with field sales leadership to create targeting lists and plans of action for GPO contract implementation and pull-through in major member health systems and Academic Medical Centers.