Working to prepare the IT organization for new product approval and release

Health and Well-being

Helped the CIO and senior leadership to realize their goals for Pacira applications and infrastructure. Driving better financial decision making, supporting data center relocations, and building repeatable processes for financial and program managerKey Contributions:Created a process to provide financial transparency, project health, and a risk mitigation strategy.

Led a team responsible for working with the Business Partner, Delivery, and Architecture organizations to prioritize, plan, and deliver over $100MM of IT investments. Developed an execution strategy to meet business outcomes and objectives. Drove a 3-year deployment plan to deliver BMS/Celgene integration synergiesKey Contributions:- Assembled and led a 30+ person team to develop a portfolio prioritization approach (Value vs. Readiness), established a common project portfolio, a sequencing plan to deliver business outcomes in-line with Corporate synergy targets, managing project timelines, budgets, and risk and issue mitigation, all to drive the agreed-upon business value while providing transparency to project health and financials.

Responsible for planning, directing and coordinating activities pertaining to technology and business unit projects, at the highest level for multiple projects. Ensure Commercial project goals are accomplished and in line with business objectives. Lead and govern the team that develops and carries out internal IT and Business Units projects.Key Contributions:-------------------------Partnered with Business Partner, Solutions Delivery, and Architecture to 1) establish a common project portfolio, 2) provide transparency to projects status, and financials, 3) manage project timelines, budgets, and risk and issue mitigation, all to deliver the agreed upon business value.− Delivered Sales Force Analytics, CRM, and CLM and replaced datamart for one of Celgene Key 2015 programs.− Lead activities of the project management team to ensure project progresses on schedule and within budget.− Increased the level of transparency to the internal IT team while aligning to the PMO standard SDLC process.− Established weekly project financial review meeting with Hematology and Oncology to provide full transparency to project financials as their PMO single point of contact.

Manage project budgeting, financial tracking, and monthly true-up and reporting for the Service Operation PMO. Lead the service transition efforts from IBM to HCL including asset transition, documentation creation, and service readiness for the Antivirus and Messaging teams.- Drive monthly true-up with Basel, East Hanover and Fort Worth Finance team members.- Lead Antivirus and Messaging programs as their PMO single point of contact.

Collaborate with global service owners and delivery leads on service transition from Alcon to Novartis resulting from an acquisition.− Drove increased efficiency and improved collaboration to facilitate Novartis’ largest integration.− Selected for broader role to support PMO, HR and service delivery transitions.

Promoted on a consistent basis over 23-year tenure. Spearheaded development and delivery of various high-profile global projects. Managed 3 direct reports and matrix managed between 10-25 professionals.− Identified as infrastructure lead on King Pharma integration as part of M&A team. Led infrastructure integration. − Led due diligence efforts to establish infrastructure synergy targets and program budget, which contributed to enhancing Pfizer’s pain management franchise.− Collaborated with BCG in advance of the announcement of Pfizer’s acquisition of Wyeth. Developed structure, process, and reporting for infrastructure PMO.

Directed companywide sales and marketing efforts. Led the largest technology work-stream for Pfizer's closed-loop marketing program. Built global team of 40, including developing processes to handle domestic program delivery for sales and marketing. Led business transformation and built strategy for global outsource AppDev center. Recipient: Vice President’s Award. − Deployed tablets and CLM system to 2,200 sales representatives. Led sales force automation (SFA) integration, e-signature, training efforts, and sales force deployment. − Reduced application development costs, increased software reuse, and created efficiencies across 40-person team.

Managed $50M budget to deliver infrastructure to Pfizer's largest sites. Partnered with global operations on site-based decisions and handled all site HR issues. Managed 8 direct reports.− Transitioned $92M of decentralized site-based infrastructure to global shared service IT environment.− Managed European shared infrastructure program, which saved $28M in recurring costs.

Built CRM teams for manufacturing and consumer healthcare, established key account management teams. Established and delivered against agreed service level agreements.- Built a business partnership function with manufacturing and consumer healthcare business. Established a manufacturing key-account management team. - Signed service level agreements to document performance; increased customer service metric 9% with manufacturing and 7% with consumer healthcare.

Managed 20 automation engineers, programmers, business analysts, and project managers. Implemented wireless strategy for application to integrate MRP data with learning, quality, and automation systems.

Managed 10 business analysts, developers, and programmers. Developed Pfizer Brooklyn’s wireless and intranet strategy. Built first intranet.

Consulted across Pfizer manufacturing facilities. Developed SCADA strategy and system deployment.

Developed technology solutions for packaging line automation.

Managed project to develop and deploy CO2 safe monitoring system in Maxwell House plant. Implemented supervisory control systems at multiple General Foods manufacturing facilities.