Thomas Poole Email and Phone Number

• Accountable for Cell Therapy organisation in the UK and Ireland, to deliver commercial success through leadership of commercial team.

• Led Business Unit, focused on performance and execution during important launch phase of 2 new indications.• Leadership of pricing and access strategy across UK nations, to ensure sustainable pricing• VPAS scenario planning & resource implications developed and managed with leadership team• Leadership of Oncology Asset planning cross-functional planning team, making recommendation to senior leadership for go-to-market models for new indications in solid tumours• Led Budget planning, gaining approval from Global and Local leadership for proposed forecast and headcount request

• Driven outstanding performance of in-field team during indication launch. Set vision, priorities and incentives for in-field launch. Ensured insight-driven culture through performance tracking and insight sharing to drive executional excellence • Led account and customer prioritisation to drive rapid uptake through high value activities at launch, driving accountability in the team through performance dashboard reviews• Developed high performing team, role modelling leadership commitments to develop trust, collaboration and accountability. Supported individual development through coaching, and created ’Champion’ roles to empower team based on their development goals• Worked closely with Medical and Access field team leads to ensure alignment of field accountabilities & objectives, leading to positive collaborations in-field to maximise customer value. • Increased in-field promotional time through system efficiencies, reduced unnecessary training and fewer internal meetings

• Led Kite UKI marketing team, driving launch success through excellence in marketing strategy and omnichannel communications. Created strong partnership with medical and sales team through co-creation and alignment of activities to maximise impact• Coached and mentored marketing team to develop marketing excellence capabilities, focused on insight-driven marketing to deliver value for customers and patients• Co-led cross-functional launch readiness for 2 key indications, in partnership with medical. Highly positive feedback from Kite Global regarding strategic decision making, commercial resource modelling/prioritisation, and ‘best practice’ omnichannel execution• Co-led taskforce accountable for driving priority business goal – increased CAR T penetration from plateau of 27% to 35% in 1 year. Mobilised cross-functional team to deliver activities, share insights and achieve ambition• Developed and leveraged Key Opinion Leader relationships to drive clinical advocacy for broad eligibility criteria in access negotiations• Compliance champion with a continuous improvement mindset, being bold to appropriately challenge processes regarding congress attendance, sponsorship, updates to PI, field training

• Led successful cross-functional POA development, evolving the UKI strategy through expert input and insights, developing a robust marketing plan and pressure testing across functions. • Competitive readiness with cross-functional war gaming. Developed strategic positioning, value proposition and prioritised activities for success. Trained field team to build brand belief, competitive mindset, and execution• Led and executed enhanced omnichannel plan. Simplified and increase consent capture across channels. Refreshed website to address analytics and customer feedback• Championed patient-centric approach to marketing campaign and selling model, incorporating real patient case studies, treatment algorithm to support insight generation and customer understanding, and working with Sales Manager to train on Single Patient Focus• UK representative on regional salesforce effectiveness workstream (KACE), driving performance review culture through enhanced analytics• Planned and executed ambitious monthly webinar series, creating a consistent platform for CAR-T dedicated learning and education. Recognised Globally as Gilead Best Practice

• Led Business Unit, focused on performance and focused execution during challenging time of reduced referrals. Mobilised cross-functional team to establish and deliver ‘deep dive’ plan, which resulted in average enrolments increasing by three-fold in 9 months • Proactively developed comms plan to support manufacturing leadership, which I delivered to KOLs to instil confidence in Kite manufacturing. This was shared as best practice across region• Led Budget planning, gaining approval from Global and Local leadership for proposed forecast and OPEX request, which included negotiation for additional budget and headcount to support launches. • Led cross-functional team to achieve access to product in Ireland. Led and proposed pricing strategy, mobilising support from KoL in Ireland. Supported local team to complete qualification and drive successful launch in Ireland• Led efficiencies in operational model, including accelerated site qualification, reduced inefficiencies in demand planning and Budget meetings across Kite/Gilead• Led team culture review, based on challenging feedback in Commercial Survey. Focus on supporting improved time management and prioritisation, recognition and planning. ‘Friday reflections’ which was used as best practice by Global HR for increasing visibility in the team

• Experienced coach, leveraging the co-active coaching practices to harness talent. Coaching & development to support 2 of my team gain promotions, and subsequent talent recruitment• Leading a team of 2 (plus 2 from co-promote) marketers to develop and deliver successful brand strategy, delivering volume growth of 11% within highly complex and increasingly competitive immunology market• Leading cross-functional team to develop and deliver ‘reboot plan’ to navigate post-COVID19 complexities, which involved accelerating digital presence, customer engagement strategy & development of value solutions to support re-introduction of rheumatology services• Core member of COVID19 Working Group, contributing to stock management, customer communications and strategic and tactical launch planning• Experience of working in co-promote with Chugai, aligning on role accountabilities, business goals, resourcing, team culture & ways of working• Led integration of agile working for Immunology, including development of Kanban board, plan & review process, team charter and cross-franchise event driven planning guidance• Co-lead for Global biosimilar readiness taskforce, developing insights, strategy and affiliate guidance to ensure long-term preparedness for biosimilar entry• Leadership of cross-organisation marketing competency training, including Henley Strategic Marketing Diploma and workshops to develop core competencies in insights and brand differentiation

• UK launch lead for eBC brand, primary growth driver for Roche, with current sales in excess of £100m. Cross-functional team leadership, launch planning including navigation of complex access challenge, KOL collaboration & insights, forecasting, executional readiness• Involved in Global strategy & campaign development, and KPI development workshop. Led Global initiative to embed emotive/customer-centric selling, including presentation at Global congress, workshops & materials• Led the Brand Manager Forum, developing a vision & plan for marketing development, sharing of best practice, culture and functional engagement across the organisation• Commercial lead for ASCO & SABCS congresses, including KOL engagement & insight consolidation• Coaching & mentoring of oncology brand manager in line with development plan

• As cross-portfolio Brand Manager, led KOL engagement plan, cross-franchise branding, and Core Claims document to improve team collaboration, alignment and compliance• Leadership of mBC portfolio, including creation & leadership of cross-functional team to develop revised strategy, including account prioritisation, resourcing & communications plan. Achieved portfolio sales target. Involvement in Global initiative to drive growth through customer targeting, segmentation and messaging• Led tactical planning for the breast cancer franchise, considering portfolio value, customer value, synergies, budgets. Management of >£1m budget• Developed patient-centric mBC campaign to increase growth in high value patient segments, drawing on insights from customers and patient research• Developed Nursing Matters programme for development of breast cancer nurses, to leverage the increasing influence of nurses in treatment decisions. Focus on product education, adherence & skills training to empower nurses. Programme continues today due to great feedback and value

• Top ranked sales specialist for brand with largest revenue, with SvT of 111%, despite being in market for 10 years. Launched brand in mBC with sales across all key accounts within 3 months of launch and end of year SvT of 205%• Delivered a number of well-attended customer meetings, which met business objectives and which had positive attendee feedback. Involved educational collaboration with London Cancer; a leadership group who were renowned for not engaging with industry • Managed local AV budget with self-developed tracker, which was rolled out to the local team for wider use

• Collaborative working with marketing to develop situational analysis, market research and forecasting, provided through quarterly review meetings, focused on key market changes and implications which would impact brand plan • Development of cross-oncology account potentials to inform resource prioritisation & performance. Award winner at BHBIA BOBI Awards 2011-12• Led complex multi-indication forecasting, which was adapted for use with NHSE and instigated the creation of the Cancer Drug Fund and inclusion of brand across multiple indications.• Development of sales & activity dashboards to support account management and incentive scheme• Led platform for coaching, mentoring and sharing of best practice in Market Analyst team. Created best practice templates to support personal development. Prepared an induction programme for new starters, and mentored new colleagues