First Head of Information Technology for pre-commercial pharmaceutical company. Led the technology build out for first product launch during the pandemic for new field force and Commercial operations. Also implemented, in partnership with Finance, a new SOX compliant ERP system to provide scalability and growth to organization. Partnered with Clinical Operations to implement cloud based Clinical operations suite for pivotal phase III trial.

First Head of Technology for SK Life Science Inc. (SKLSI) charged with building a US-based information technology capability from the ground up. Align IT roadmap for a research focused organization with product launch priorities; while also building foundational IT and enterprise capabilities as the company looks to transform into a fully US-based pharmaceutical company. Recruit and hire technology leadership and contract with strategic partner vendors using a mostly outsourced model. Craft, socialize, and lead the development of a strategic vision, technology budget, and roadmap for technology adoption and enhancement of business processes to support SKLSI’s first commercial product launch. Lead the business and technology governance council and build out of the systems to support sales, marketing, medical affairs, access, finance, compliance, human resources, and regulatory roles for SK Life Science Inc. IT Roadmap: Planning and execution of the IT roadmap focused on multiple priorities, building foundational IT, enterprise capabilities, and creating IT systems and processes to support the first US commercial product launch without a pharmaceutical partner. Defined the applications, systems, and information flows needed for commercial launch taking into account business capability timelines, interdependencies, technology, and business personnel bandwidth leading up to launch. Business partnering: Partnering with business executive leadership presented plans for build-out of IT capabilities across foundational, enterprise, and launch needs including interdependencies. This included mapping project efforts across both IT and business area priorities including change management for new processes. Built joint IT and business governance policy and process to ensure alignment during a critical phase of the company.

Lead the development of a strategic vision, budget, and road map for technology adoption and enhancement of business processes to support Boston Biomedical’s first commercial product launch. Lead the business and technology governance council and build out of the data warehouse, reporting, analytics, and systems capabilities to support sales, marketing, medical affairs, market access, finance, compliance, and regulatory roles for Boston Biomedical.+ Launch Planning: Defined the applications, systems, and information flows needed for commercial launch taking into account business capability timelines, inter-dependencies, technology and business personnel bandwidth leading up to launch.+ Business partnering: Spearheaded the concept of using a data aggregation service to increase data quality and timeliness from the specialty pharmacy, distributor, direct shipment, and patient assistance hub data streams to ensure executives have critical launch sales information in a timely fashion. Presented the concept to the executive team and gained buy-in quickly to enable the establishment of key data warehouse and reporting initiatives.+ Strategic management: Led the RFP processes for both the commercial data environment and data aggregation services to lock in favorable pricing for development and critical product post-launch operational support. Negotiated savings of over 50% from initial vendor partner estimates employing a bundling concept freeing up budget dollars for other launch priorities.

Facilitated development of a strategic vision and roadmap for new data warehouse adoption and enhancement of business processes to support Eisai’s business imperatives. Led the business and technology innovation council in the application of innovative/emerging technology to business processes.+ Drove the design and analytic needs of strategic information systems at the enterprise level while holding ownership for the Americas commercial business intelligence and data warehouse environment supporting sales, marketing, contracting, and finance.+ Strategic Planning: Defined Overall Strategy for integrating Remote Detailing with existing field force and non-personal promotion channel mix including regulatory and compliance review/approval. Updated overall North American Security Framework Strategy (including global touch points) to effectively address security threats to Eisai’s network, systems, and intellectual property. + Marketing and Advertising Streamlining: Streamlined marketing and advertising while lowering related costs by more than $2M in only 12 months. Conceived and spearheaded creation of a digital factory that enabled Brand Teams to create digital content including banner ads, interactive web sites, and iRep digital details utilizing a remote development model and web services to provide a low cost platform for development.+ Marketing Support: Enabled launch of four products in under twenty-four months in the Metabolic, Epilepsy, and Oncology markets. Provided data warehouse and reporting leadership in a multichannel, closed-loop marketing initiative integrating both personal and non-personal promotion including ROI and marketing mix modeling optimization for marketing expenditures.+ Business Process Improvement: Reduced match/merge errors by 70% while providing more timely information for CRM and Aggregate spend processes. Enhanced Master Data Management processes by designing a real-time web service lookup when matching HCPs.

Served as voice and face of the company working with senior clients to formulate launch strategy and roadmaps; implemented business process solutions, and design data flows, informatics metrics, and delivery platforms.+ Sales Enablement: Sold and delivered solutions exceeding $12M in revenue over a four-year period. Served as practice ”Chief of Staff” assisting in recruiting, proposal creation, and client presentations. Established vendor partnerships and joint marketing and sales efforts. Enhanced company visibility by co-authoring the article “Taking Information Higher” published in Information Management magazine.+ Sales and Marketing Reporting: Accelerated reporting for a mid-tier pharmaceutical firm by 60%. Developed business roadmap by redesigning a commercial data warehouse to support a new product launch including a new business intelligence platform.+ New Product Launch: Defined, presented and won support from a pharma company’s senior management for a commercial application, data warehouse, and business intelligence strategy that facilitated the launch of its first product. Delivered commercial data “BUS” solution integrating on-premise and Cloud platforms including comprehensive security for Veeva CRM based mobility platform.+ Business Process Improvement: Teamed with business users to design phased plan enabling provision of new reporting/dashboard capabilities across several Cloud-based solutions. + Clinical Data Warehouse Leadership: Architected/built a global clinical data warehouse for Celgene clinical operations. This included developing and presenting solutions for clinical trial strategic reporting, including new trial forecast support to senior management, garnering approval for data warehouse design and implementation plan.

Played a key role in improving the abilities and quality of the company’s sales and marketing efforts. Partnered with senior sales management to develop and launch a new SFA/CRM pilot supporting 8,000+ sales and marketing staff across 20+ products and classes and facilitating strategic marketing and sales analysis following established business requirements.+ Managed the business relationship for US commercial pharmaceutical information environment and business intelligence applications while responsibly managing a $18M+ budget. Planned and directed the efforts of 100+ multi-location staff and consultants.+ Sales and Marketing Process Improvement: Effectively developed closed-loop marketing and customer segmentation with headquarters staff for US marketing, sales, and medical functions; created comprehensive information and analytics strategy. Crafted and led a “Big Data” Capture and Data Warehouse Integration Strategy for a new closed-loop marketing system at the individual “Click” level for use by more than 8,000 sales professionals in the field.+ Cost Reduction: Saved $15M+ in five years by leading development and transition to remote support model. Created blueprint for continuing cost reductions over contract life by championing the negotiation of the SLA-based support model with the strategic vendor; directed transition to new support model.+ Product Marketing / Clinical Trial Improvement: Developed and managed global data warehouse governance program design that streamlined processes to create standard definitions for customers and products per product Marketing and Clinical Trial needs.+ Business Partnering: Gained organizational buy-in from C-level executives in strategic business units for the creation and adoption of one version of truth for portal and business intelligence systems supporting the promotion of more than 20 branded products.

Positioned the company to better manage its sales and marketing efforts through integration of sales processes based on customer demand. Partnered with senior sales and marketing leaders as well as field sales groups to define business reporting and advanced analytic requirements essential to development of a next-generation CRM sales force business system. Took the lead in developing an information hub strategy and $10M analytic and data warehouse solution capable of supporting six regional offices as well as field forces of 5,000 across eight sales forces.+ Information Security: Recognized as key leader in identifying strategies for information protection and governance initiative (IPMG) across company’s commercial data warehouse environments, ensuring information was protected and auditable; received audit pass for SOX.+ Mergers and Acquisitions: Effectively supported the Pfizer-Pharmacia Merger. Led the Pharmacia System integration team that identified, analyzed, and implemented a strategy to integrate more than 140 applications during the Pfizer-Pharmacia merger.+ Cost Reduction: Saved more than $6M annually by realizing post-merger application reductions and synergy targets in less than 12 months, three months ahead of schedule.