Business Development lead for pharmaceutical and biotech companies. Viz brings advanced, FDA-approved AI to clinical point-of-care through a combination of AI and disease-focused, embedded clinical workflows. Enabling disease detection, awareness and appropriate HCP workflow to increase access to life saving treatments.

Enabling companies to reach their potential through targeted, personalized consulting services.

As CDO, I led the development of strategic collaborations and commercial outcomes including with trial sponsors, project execution and overall product strategy and delivery. Antidote is a digital health company on a mission. Our aim is to accelerate the breakthroughs of new treatments by bridging the gap between medical research and the people who need them.

Strategic core team participant of Lilly's Next Generation Development (NGD) program, including Co-Lead of Patient-Centric Pillar. NGD had C-suite and Board visibility and investment for overall portfolio acceleration. The efforts of this program led to Lilly "cut(ing) a full year off the average time spent in enrollment" as shared in Life Science Leader.This strategy execution was under the Clinical Open Innovation team, leveraging Linked Open Data (LOD), Crowd Sourcing and use of Commons licensing for transformative drug development with focus on clinical development. Key leadership responsibilities include strategy development and implementation, business plan and value creation, organizational and staff development, external engagement and account management, and innovation identification and replication.

Business development and operations lead for co-development transformative initiative for advanced clinical trial design capabilities and data-driven predictive analytics of trial operational outcomes. Leadership responsibilities included communicating value opportunity, gaining executive sponsorship, securing $50MM partnered co-investment, building team and streamlined processes/environment for innovative culture, leading program management, and third party contract engagements. Program highly successful in pilot phase and is currently in expansion throughout late-stage portfolio.

For Global Medical and Regulatory organization fo Eli Lilly, led team of architects in defining future state architectures and project portfolio to meet the business challenges and objectives of the future. Direct leadership and partnership with development department leads including pharmaceutical project management, clinical operations, data management, statistics, medical writing, regulatory and safety, and real world evidence. Regularly participated in their leadership meetings and often helped facilitate and shape their business strategies and how information technology capabilities could be applied to realize improved performance and overall value.

Lead IT account manager for Intercontinental Clinical IT. Areas included Asia Pacific, Australia, Eastern Europe, Canada and Latin/South America. Delivered affiliate phase IV clinical trial planning capability leading to cost savings (avoidance of redundant trials) of $15M in first year.

Hospital Network staff pharmacist and Pharmacy Information Systems consultant for multi-hospital healthcare network. Worked as line-pharmacist in in-patient and out-patient services. Provided pharmacy leadership an assessment of their information systems, overall integrations (HL7), ADT resolutions. As part of MBA program, developed a formulary management system to help avoid drug shortages and inform clinical staff of available formulary medications (equivalent substitutions). Formulary system was replicated across network and parent organization (Ascension Health)

10 year experience with SALFA, partnering with Malagasy colleagues to help grow the faith-based health care provider to become largest provider in Madagascar. Initially a pharmacist volunteer to start local pharmaceutical production, I stayed 10 years committed to partnering with my Malagasy colleagues to grow the foundation of a healthcare system undergoing dramatic growth. Over my tenure I held a variety of roles including lead of pharmaceutical production, head of information systems, CFO, then General Manager. I worked in French and Malagasy, enabling deep trust and relationships with colleagues, at national level and in rural clinics and hospitals. I led the administrative team during the dramatic expansion and growth years of SALFA, from a small set of hospitals to the largest healthcare provider in Madagascar. SALFA’s holistic approach of healthcare plus evangelism led to a nation-wide impact on the communities and provinces. We operated in a cost-recovery model, accepting capital investments from major donors (US AID, Fonds Européen de Développement (FED), Coopération Suisse, etc) for growth while maintaining check-and-balances to ensure long-term sustainability. I was fortunate to consult and learn from other organizations across sub-saharan Africa, particularly east and southern Africa.Highlights of servant leadership included developing and empowering Malagasy colleagues, through local pharmaceutical production, designing and installing the first email system in Madagascar other than the US Embassy, computerization of all core central services. Ultimately, I “worked myself out of a job” through a transition plan, while creating a sustainable healthcare system still active today. SALFA was staffed by Malagasy except for 2-3 expatriates, working under the authority of the Malagasy Lutheran Church.