Developed a comprehensive fact base essential for enterprise-wide R&D transformation effortsLead working group responsible for delivering a unified portfolio framework (aka 'The Bar') across Roche Pharma R&D units (gRED, pRED, GPS and PD)Manage team responsible for developing R&D portfolio analyses and insights for the portfolio committees, corporate executive committee and board of directors

Expanded scope of prior role (Cross-Portfolio Analysis and Communication) to also capture Cross-Portfolio Governance and align with new vision and priorities for pipeline and portfolio management team. Lead global team of 14 that are focused on delivering Portfolio Strategy, Decision Management, Governance, Insights/Analytics and Systems/Tools to broad array of stakeholders across Roche Pharma organization. Highly focused on effective sharing value-added analytics and collaborating at the interface of R&D units, functions and therapeutic areas.Key contributor to global transformation project in 2018 (ReImagineD) that included establishing clear focus, portfolio strategy, delegated decision-making and faster decisions across portfolio and project teams. Work product owner for R&D planning transformation in 2019, which focuses on new mindset and culture around planning across the Roche enterprise. Leading global cross-functional team using agile/scrum methodologies.Develop and deliver portfolio updates for Late Stage Portfolio Committee and Corporate Executive Committee - providing portfolio context, portfolio investment trends to inform decision-making and portfolio prioritization Acted as portfolio business manager for interface between Early Stage research & development and Late Stage development organizations; Portfolio lead for JEWEL (“joint effort to win between early and late”) pilot aimed at ensuring molecule strategic plans are discussed early in molecule’s lifecycle to ensure seamless transitions and competitive market entry

Lead global team responsible for providing analytics, reporting, systems and methodologies for the Roche Pharma portfolio. Close collaboration with Finance to support Pharma budgeting and business planning updates. Cross-Portfolio Perspectives: - Provide portfolio assumptions and scenarios for short-/long-term business planning- Develop annual portfolio updates to CEC and R&D Steering Committee- Deliver bi-annual portfolio updates for LSPCPortfolio Analytics and Methodologies:- Accountable for valuation and risk methodologies to ensure consistency across Pharma portfolio- - Annual benchmarking (PTS and cycle time) updates: affirm internal assumptions versus industry standards and understand our performance versus industry peersPortfolio Reporting and Insights:- Internal reporting for senior executives, including tracking portfolio status, movement and progress towards corporate goals- External reporting developed in collaboration with Investor Relations

- Primary point of contact to Roche Partnering to provide guidance on the Partnering governance process, governance expectations for deals, portfolio knowledge and analytics, and insight into internal portfolio considerations- Work closely with Therapeutic Area Leads and Molecule Leads in Pipeline & Portfolio Planning (PPP) to ensure consistency between internal portfolio and external opportunity assessments - Facilitate deal team engagement with the Late Stage Portfolio Committee by identifying critical business questions, framing the solutions, and simplifying the decision processes- Basel team lead for Cross-Portfolio Analysis and Communication (CPAC) team, which focuses on portfolio systems and reporting, R&D performance benchmarking and analytics, cross-functional initiatives and strategy development- PPP Basel site head responsible for budget management and sponsoring PPM Basel site engagement team.

- Support term sheet accounting review, valuation analysis, contract negotiations, committee reviews and post-transaction alliance management processes for licensing opportunities- Manage budget, forecasting and business planning assumptions for new deals, milestones payments, external research FTE support and intangible asset impairment- Created process for managing intangible asset risk at project and portfolio level

- Led Tissue Growth & Repair finance team (three direct reports), which supported financial planning and decision support for fifteen project teams- Collaborated with portfolio team to develop a capacity planning tool that enabled the product development leadership to rapidly assess scenarios- Redesigned Early Development financial support model that improved resource management for the fastest growing segment of portfolio- Project Finance lead for product budget process that resulted in portfolio prioritization and approval of budget

- Core team member responsible for all molecule-specific financial planning and valuation analyses during lifecycle updates and investment decisions. Teams supported: B-Cell Franchise, Herceptin, Rituxan Hem/Onc, Tarceva, 3rd Generation Anti-CD20 and T-DM1.- Evaluated franchise-level strategy questions and business development opportunities in support of portfolio committee decisions

- Supported transaction teams during deal origination and execution, including creating pitchbooks and financial models, drafting offering memoranda and coordinating deal-marketing process- Advised Japanese corporate venture capital firm through term sheet review, due diligence and closing process of numerous portfolio investments - Identified targets for strategic and financial buyers in specialty pharmaceutical, biotechnology, medical device and dental implant sectors

Developed screening process for venture investment proposals (life science therapeutic and platform/diagnostic focus)