Trenton, New Jersey, United States
As a Procurement Executive in the Virtual Biopharma space, I transform procurement into a competitive advantage. My career is defined by building modern, compliant, and efficient ecosystems for both high-growth Biotechs and Big Pharma. Recent Career Highlights: * $40M+ in multi-year cost avoidance & cost reduction savings across Clinical and Commercial categories. * 10% efficiency / 110% volume increase in Media placement through strategic agency restructuring. * Global Resilience: Partnered with CMC and Tech Ops to strategically diversify CMO networks for supply chain risk mitigation. * AI Enthusiast: Utilizing Google Gemini Deep Research, NotebookLM and Agentic Gems to improve speed and accuracy of critical Sourcing process steps such as Market Intelligence & Supplier Discovery, RFX Development, and Comparative Proposal Evaluation. I am passionate about mentoring diverse teams and ensuring Procurement is a trusted advisor to the C-Suite and the Lab alike. Let's build the future of Biopharma operations.
Recruited to build the Oncology Procurement function centered in US from ground up post-acquisition, reporting to the US CFO & Global Procurement Head, managing all spend across the R&D, Commercial, Manufacturing and G&A functions. Strategic Impact & Value Creation: • Multi-Year Savings Architecture: Delivered $40M+ in validated cost avoidance for 2024-2032, exceeding annual targets through application of category management principles. • Commercial Value Multiplier: Restructured Media Agency spend to secure 10% efficiency gains, reinvested to deliver 110% media placement volume—amplifying brand presence with no budget increase. • Clinical Governance: Architected the R&D Oncology Strategic Sourcing Committee, centralizing Phase 1–3 trial decision-making to align global sourcing with "speed to clinic" milestones. • Working Capital Optimization: Increased spend on favorable terms (>Net 45) from 41% to 65.5% in 24 months, significantly optimizing free cash flow across the vendor base. Digital Innovation & Operational Execution: • AI-Enabled Sourcing: Pioneering the deployment of Google Gemini AI tools for Market Intelligence & Supplier Discovery, RFX Development, & Comparative Proposal Evaluation to improve sourcing process speed & accuracy. • ERP Transformation: Directed US operational readiness for SAP S/4HANA R2P rollout, leading master data cleansing, change management, & user training to ensure seamless go-live. • High-Stakes Negotiations: Personally led global Phase 1/3 CRO negotiations, securing $30M multi-year cost avoidance. Executed a strategic Pharmacovigilance (PV) vendor switch, yielding $10M (47%) in direct savings. • Competitive Bidding Compliance: Developed a new Procurement SOP with tools / templates / governance to auditably drive process compliance, & minimize value leakage. • Functional Build-Out: Scaled the US Procurement team from 1 to 4 FTEs, establishing a robust sourcing & contracting pipeline across all high-spend functional areas.
Established the procurement function to meet post-IPO requirements, reporting to the SVP of Finance. Managed ~$100M spend during rapid clinical scaling. ● Function Build-Out: Built the procurement infrastructure from zero with lean team of 2 FTE, implementing Oracle Fusion ERP and establishing SOX-compliant purchasing controls (R2P, 3-Way Match) required for public company governance. ● Digital Procurement: Launched internal Punchout Catalogs with top scientific suppliers, transitioning >90% of lab consumable spend to automated channels and eliminating 5% in third-party markups. ● Strategic Supplier Partnerships: Steered critical vendor management (CRO, Central Lab, CDMO) for the company’s inaugural clinical programs. ● Inventory Efficiency: Established a location-based Kanban inventory system, automating resupply for high-velocity lab materials to prevent stock-outs.
Established & led new External Collaboration team (3 FTE) within R&D Business Operations to identify and execute sourcing, contracting, external operations, and supplier management priorities spanning all critical materials / equipment suppliers, and CDMO & Analytical Lab service providers supporting the Manufacturing Process Development, Analytical Method Development, Material Sciences, & Clinical Supply Chain teams responsible for the cell / gene therapy, mammalian protein, viral vector, and bacterial plasmid -based clinical & development portfolio. ● CAR-T Launch Readiness: Led the External Collaboration team supporting the launch of Carvikti (Autologous CAR-T). Facilitated IND-to-BLA progression in ~3 years via strategic management of CDMOs, Starting Materials, Instruments & Equipment, and Analytical Lab suppliers and service providers. ● Cost of Goods (COGS) Reduction: Identified and executed QC process optimizations that reduced per-patient material COGS by ~11%. ● Crisis Management: Mitigated COVID-19 supply chain disruptions for ~30 pipeline programs by implementing robust Material Requirements Planning (MRP) and risk-based inventory buffers.
Led strategic supplier, risk & spend management of >$100 mm for key materials & services from industry-leading Life Sciences companies supporting the global Janssen Large Molecule API MFG network. ● Category Strategy: Managed a $250M spend category supporting >$14B in product revenue (Stelara, Remicade). Developed a best-in-class category strategy, and partnered with McKinsey to develop & implement a negotiation project portfolio plan derived from the internally-developed category strategy, doubling category savings year-over-year. ● Supply Risk Mitigation: Identified a critical capacity constraint threatening $70M in product revenue; led a cross-functional task force to qualify alternate sources, preventing stock-outs for blockbuster immunology & oncology assets.
Capstone: Led & successfully completed a global DMADV project to develop and pilot a standard Directed Buy process for Janssen NA External MFG, to enable leveraging of qualified & preferred Janssen suppliers into our growing External MFG supply network. This process guides Janssen Procurement & External MFG teams' collaborations to regularly identify, sequence, prioritize, select & govern Directed Buy projects as part of the annual budgeting / spend / savings planning cycle.
From Oct 2011 - Jan 2014, supported set up, launch and ongoing management of Global Procurement's Program & Portfolio Management Office (PMO): - Developed project portfolio management (PPM) processes for the function's strategic portfolio of capability-building initiatives - Coordinated implementation of annual portfolio planning, governance & communication cycle by the JNJ Enterprise Procurement Leadership Team & PMO Council - Facilitated key PPM activities including identification & scoping, prioritization, selection, resourcing, planning, launch and monitoring / controlling of the strategic initiatives - Co-facilitated re-scoping of PMO to support Global Procurement's new Office of Strategy, Change & PMO Led process execution & monitoring for global deployment of a standard Supplier Management framework across all spend categories. Developed & managed annual SRM planning / tracking cycle that guided global supplier relationship managers of Johnson & Johnson's most strategically important suppliers to achieve: - Consistent supply base segmentation reviews - Structured planning & monitoring of SRM milestones - Improved two-way top-to-top engagement
Developed global process for early warning of feedstock-driven raw material cost inflation, to enable better spend planning and timely mitigation - Partnered with global procurement and finance teams to evaluate existing cost projection practices - Evaluated and gained funding approval for more competitive feedstock price forecasting services - Developed process to translate feedstock price forecasts into likely period-by-period raw material cost impact, providing method to identify most volatile raw materials in advance - Successfully executed process pilot to prove capability and feasibility - Gained Consumer Supply Chain CPO and CFO approval for scale-up - Earned membership in 2-yr Procurement Leadership Development Program