- Lead the Solid Tumor portfolio / Franchise, including Rova-T for SCLC and NEC; Depatux-M for Glioblastoma (GBM), Veliparib for NSCLC, and other solid tumor types (ovarian, breast), etc.- Continue to build organizational infrastructure and capabilities to enter solid tumor space

Rova-T: 1st and only targeted therapy in Small Cell Lung Cancer (SCLC), with development programs in all lines of SCLC and Neuroendocrine Carcinoma (NEC)o Leading Rova-T SCLC 5-year strategy: launch strategy and commercialization for 3L indication (1st entry for AbbVie in Solid Tumors); sequencing strategy and launch planning for 2L and 1L (Ph3 for 2L and 1L Maintenance and Ph1 for 1L Induction)o Staffed and managing a brand team (5 direct reports); Building and leading cross-functional Global Brand Team (GBT); Managing the alignment with StemCentrx, US and GCD to make strategic decisions for the asset; Educating broader cross-functional teams and supporting Areas and Affiliates to build infrastructure and organizational competencyo Developed DLL3 patient identification /biomarker testing strategy to generate Multidisciplinary Team (MDT) insights, increase urgency to treat/test, ensure lab Day 1 readiness and provide In-field Team (IFT) tools/materialso Managing ambiguity and addressing payer data gaps due to single arm study without comparator arm without QoL data

Tagrisso: 1st in class for EGFR T790M mutant NSCLC, record time of 2 years and 8 months from first on human to FDA approval, 1st year post-launch global sales $400M- Launched Tagrisso in Japan, Korea, Macau/HK; leading launch readiness in China, testing readiness in Italy and Spain, etc. Won Global Best Growth team award 2016- Leading T790M Testing work stream, in collaboration with Diagnostics and commercial colleagues, to address brand #1 commercial challenge of patient identification, synthesized insights from Germany, France, UK and mid-sized European countries, developed patient journey and sample journey leakage model, strategized and implemented programs and innovative solutions to raise testing urgency, establish new biomarker testing infrastructure and improve quality- Leading Patient Access work stream, in collaboration with pricing and reimbursement colleagues, to address brand #2 commercial challenge of market access, developed portfolio contracting and patient affordability toolkits and innovative solutions to facilitate access negotiations in Europe (institutional payers) and address access barriers for patients as payers

- Responsible for breast cancer franchise, including Afinitor® (at launch, global sales $1.3B in 2013); Ribociclib (2nd to market CDK4/6, launch planned in 2017; Buparlisib & Alpelisib (1st in class PI3Ki); Tykerb® (established brand), for EGM Region: Asia-Pacific, China, Russia, CIS, Turkey, Israel, Middle East & Africa- Launched and grew Afinitor breast cancer ≈100%/year in a most diverse & unpredictable region overcoming reimbursement challenges and political /economic instability; developed franchise/portfolio strategy (including prioritization and sequencing); accelerated Tykerb integration and growth ≈40%/year; won EGM Awards twice- Led and built a high performing team of cross-functional/-geographic breast team (≈45 associates); led the Regional Disease Area cross-functional teamAfinitor Strategy, Launch & Growth:- Developed Afinitor EGM Brand Strategy & Messaging; conducted marketing, medical and FF training; designed KPIs, track performance; growth ≈100%/year- Launched Afinitor in Korea, Australia, Taiwan, Middle East; Accelerated China entry- Oversee all indications (Breast, RCC, pNET, TSC) & ensure aligned pricing /reimbursement decisions and resources allocationPortfolio Strategy:- Member in Global Program Team (GPT) and contributed and developed Regional Breast Franchise Strategy: Buparlisib positioning vs Afinitor; Ribociclib differentiation vs competition- Identified growth opportunity for Tykerb acquired from GSK, led Tykerb taskforce, developed and rolled out brand strategy; Tykerb growth ≈40%, won special award for GSK Acceleration 2015Additional Assignments through Nomination:- Brands prioritization workstream to manage the company portfolio shift and Glivec LoE: developed framework and conducted strategic & financial analysis of all in-line brands and new products for smart & dynamic resources allocation - Change Agent to catalyst and build an agile & resilient organization in response to all the major external and internal changes

- Formed this Employee Resources Group (ERG), motivated a diverse leadership team, strategized roadmap, delivered offerings to support Asia business commercialization and foster an inclusive environment; featured in Novartis Diversity & Inclusion Annual Report - Led China & Japan Markets Workshop to input local insights into Hypertension portfolio strategic planning - Developed Global Marketing Diversity & Inclusion Strategies & Plan with an increased focus on Diversity Marketing to drive business impact

Xolair: a specialty biologic immunotherapy for severe allergic asthma ($1.3B sales in 2012) & chronic urticaria (launched 2014)Cross-functional/geographic/cultural/company leadership:• Enlarged responsibilities covering Europe Regional Brand Director for 2 years; led annual global brand marketing meetings and Region Europe meetings• Collaborated/aligned with Global Program Team and with Genentech Global Team (post-deal alliance) to drive brand performance• High global sales growth (≈30%/year), blockbuster performance, and FDP Go decision for urticaria indication led to CEO to reverse Xolair from B to A strategic brand status in 2012Brand Strategy:• Synthesized Unified Patient Journey (diagnosis-treatment-adherence) and developed cross-functionally integrated Brand Strategy to unlock brand potential• Strategized “asthma care pathway” framework to address #1 brand challenge of patient identification through referral and targeted screening initiatives• Co-developed/implemented IgE Point of Care molecular diagnostic testkit to identify patients, and reduce patient leakageLife Cycle Management & Product Launch:• Successfully launched pre-filled syringe new formulation / device /new dose & dosing table expansion in Europe (+30% incremental sales): developed cross functional launch strategy & core messaging, designed promotional & MedEd materials and tools, partnered with TechOps and supply chain to solve the cool chain and short shelf life challenge, conducted country Launch Readiness Reviews and Post-Launch Reviews, won Global Marketing Award 2011 (2nd place)• Launched pediatric indication (4-15 years old) & dosing table expansion in Japan (+30% new patients)• Build China business case and forecast, contributed to acceleration of local Phase 3 patient recruitment, evaluated the local biosimilar threat and developed a pre-launch plan o Co-led the turn-around of negative UK NICE appraisal through risk-sharing access scheme, KOL & patient advocacy

- Reported to Global Head of Commercial Operations, and Global Head of Market Access, EVP; a member of global leadership team memberCommercial Strategy / Capability Building:- Co-developed and implemented roadmap to build “Market Access” capabilities and earlier payer insights- Co-strategized the “New Commercial Models” including eMedia capabilities and “Customer Marketing/Service Models”- Enhanced FLMs/SLMs coaching skills and product knowledge capabilities in China- Strategized an integrated marketing training curriculum roadmap and offered 44 Lunch & Learn sessions to enhance marketers’ capabilitiesHypertension Marketing (beyond my daily main responsibilities):- Led CVM Brand Strategic Planning process for quality and integrated brand plans- Developed messaging and tactics for Exforge (amlodipine/valsartan) to blunt launch of amlodipine/olmesartan in Europe- Co-developed Hypertension Portfolio Brand Access Toolkit with (payer) value stories & evidence to secure regional/local reimbursement

- Report to Global Head of TechOps (EVP, who reported Pharma CEO) and a member of Department Leadership Team member- Developed TechOps 5-year Strategic Planning - Led Global Meeting, themed “Leadership & Change”, to embed LEAN/POO concept- Involved in LEAN cultural and organizational design /de-layering/empowerment- Led collaborations with educational institutions and managed MIT Practice School Project

• Contributed to process improvement of US Annual Strategic & Tactical Brand Planning Cycle;• Conducted portfolio analysis, provided brand resources reallocation recommendations endorsed by senior leadership;

• Led and established this newly created department and responsible for communications, Public Relations & Crisis Management; Initiated & sustained Work Innovations Striving for Excellence (WISE) Program resulted in improved business performance; Winner and 1st-runner up respectively, Merial Asia-Pacific Success Story Contest 2003/04.• Planned and implemented national marketing communications programs, including advertisements, packaging/labeling, trade fairs, national dealers/key accounts annual meetings, etc;

• Assisted in developing and implementing strategies on 3 Business Process Reengineering (BPR) projects;• Supported global technology transfer & product localization for the $1.52B General Motors green-field plant in China;

• Rotated in 7 different wards (Cardiology, Endocrinology, Gastroenterology, Haematology, Nephrology, Oncology and Emergency Department) and treated 100-plus patients with various and/or serious diseases.