Leading the transformation of the Procurement function for the research development and manufacturing & sites categories. • Implemented annual savings delivery targets achieving 10% of in-scope addressable spend base in less than 3 years.• On track to deliver 10-15% additional savings year on year despite inflationary pressures.• Implemented new Jaggaer source to pay solution for R&D and Manufacturing purchases.• Implemented supplier relationship management model with key suppliers to ensure continuity of supply.• Implemented a strategic sourcing model, rolling out new category management practices, and developing procurement operations ongoing process improvement culture across all Procurement. • Led sourcing strategy development with business leader partnerships.• Leading harmonization of cross-functional processes across several instances of SAP to standardize and implement best procurement and supply chain practices.

Collaborated with US marketing leaders for pharmaceutical, vaccines, and consumer healthcare business units of GSK and ViiV Healthcare to plan and execute annual sourcing strategies to deliver P&L impacting or protection savings. Partnered with Finance leaders across business units to ensure visibility of savings for validation and quick decisions to reinvest or apply to corporate savings tasks.• Savings delivery of £59m on in-scope addressable spend base of approximately £600m in 2017.• Savings delivery increased to £100m on expanded spend base of £2B for full year 2018.• Delivered an annualized 10-15% additional savings through 3rd quarter 2019.• Implemented supplier relationship management model with over £50m spend for critical managed care suppliers saving 10% during initial implementation and another 12% after assessment of program maturity with a key supplier.• Lead delivery of global and local category management and procurement operations. • Responsible for P&L savings delivery on spend more than £1.6b (operational and pass-through expenses).

Led high performing vendor management office accountable for providing strategic supplier relationship management five strategic IT outsource suppliers and one digital marketing business process outsource supplier for services valued at more than £350m. Led the planning and execution of changes to the GSK IT Global Sourcing strategy for IT outsourcing, in coordination with the IT Global Sourcing Governance Board, the GSK IT Leadership Team and other key GSK IT governance boards (e.g., Risk & Quality Compliance). Guided and consulted with business units engaged in strategic outsourcing on best practices and standardized global processes for projects and services.• Delivered 30% annual savings in a multi-year outsourced contract renegotiation where all business units were beneficiaries of a maturing shared service implementation, additional process optimization, and transformation of project delivery.• Accountable for operations at 11 offshore service centers in India with over 3500 onshore/offshore FTEs delivering best in class IT and business process outsourcing.• Led a lean effective team to define and implement consistent standards and ways of working to efficiently manage/monitor each supplier to oversee execution of services, measurement of key performance indicators, assess risk management, and drive performance improvement. • Ensured master contracts were adequate to protect GSK interests and robust enough to allow the business units to be agile and flexible in using outsourced onshore and offshore providers and maintained a sourcing framework to ensure that suppliers were rewarded for superior and value add performance, and work segmented to appropriate suppliers.• Ensured regular supplier audits were conducted to assess compliance with Master Agreements, GSK Policies, Sourcing Controls etc. Built community of business unit experts to ensure engagements were consistently set up for success by providing education, best practice and mentoring.

Served as head of operations for the department accountable for all R&D IT applications support and maintenance. Delivered operations on budget and led year on year cost savings initiatives to reduce overall support foot print. R&D global leader accountable for definition, execution, and compliance of support service measurement, configuration, incident, problem, and change management processes. Implemented GSK’s first tiered application lifecycle model that enabled better focus on critical services and cost savings or rationalization for lower priority systems. • Led the 2011 consolidation of all GSK support service contracts to deliver 11.5% annual savings through administrative restructuring and simplified standardized processes.• Facilitated the team of IT support leaders across all GSK IT groups to successfully build a business case to integrate all support functions into a new single global support organization.• Delivered 28% outsourced support cost savings for R&D IT reduction during 2010 contract negotiations through implementation of new pricing structures and shared services with offshore suppliers.• Implemented a global model of application configuration management using mandated and supplemental tools to manage the application portfolio inventory through the lifecycle activities.• Provided oversight of the integrations of a new project and portfolio management system into the support organization to track application maintenance projects and monitor staff project capacity to better forecast departmental capacity and drive projects to completion.

Responsible for strategic and operational alignment across the organization by ensuring strategies are progressed, budget is managed to target, R&D IT and Business Operations IT level objectives are achieved and that effective use of resources is achieved. Champion the effective management of services across Business Operations IT and ensure quality of the products and services meet GxP and Sarbanes-Oxley requirements.

Responsible for departmental portfolio management processes and tracking, resource forecasting and tracking, and the departmental financial processes and reporting. Led process definitions and improvements with R&D Finance culminating with more consistent tracking and reporting by departmental administrative assistants. Continuous improvements to the portfolio management approach enabled better strategic senior management decision making.

Responsible for lifecycle management of the research and development drug project management systems. Manage international staff of 10 project managers, business analysts, and site administrative staff. Work closely with strategic consultants and programme manager in Business Operations IT to align product direction of the applications with the business area strategies. Establish core processes that lead to effective product life-cycle management and application inventory.

Responsible for the lifecycle management of the portfolio of products used by the R&D Project and Portfolio Management group, including the strategic customer interface, requirement definition for new capabilities, project management, delivery and support. Performed a lead role in the information systems efforts in the design, development, and implementation of the GSK Project Master interface used as the combined drug development portfolio of projects for GSK after the merger of SmithKline Beecham and Glaxo Wellcome. Led project management and development of client/server applications utilizing Visual Basic, Access, and Powerbuilder interfacing Oracle databases and internet/intranet development using HTML and Active Server Pages. All development was performed in a Windows 3.1, Windows NT 3.51 or 4.0 operating system.

• Led process improvement team responsible for defining best practices to merge accounting operations of three regional Sprint local phone companies.• Developed and implemented a data security strategy, awareness program, and compliance board for all computer system platforms at Sprint Mid-Atlantic Telecom.• Led analysis, design and development projects that supported process improvement initiatives including a corporate wide resource forecasting system for Sprint Corporation. • Led several cost reduction programs to reduce business and IT costs through process improvements and IT system delivery, including the consolidation of data centers.• Accountable for maintenance and release schedules for MVS mainframe third party systems software.

• Accountable for the lifecycle management of all on-line systems including CICS based applications, IBM and NCR automated teller machines, and IBM 4700 branch banking systems.• Let integration teams of all on-line system consolidations and extractions during merger and acquisition activities.• Managed all team projects and tasks, conducted performance evaluations, and reported team activity, progress and performance to the IS and bank operations executives.• Held various IT Operations and Programming roles with increasing complexity and accountability from 1984, while in college, to 1990.