New York City Metropolitan Area
Vice President and US Head of Customer Engagement for Novartis’s Oncology portfolio, spanning breast and women’s cancers, hematology, and radioligand therapy (RLT). Most recently, I have been leading large scale commercial transformations. Creating modern, differentiated customer engagement models that embed digital and AI capabilities to enable smarter, cross-functional teams driven by real time insights. These efforts are delivering results: the oncology portfolio has exceeded already high growth expectations for four consecutive years, outpacing industry and market headwinds such as patent expirations, government pricing reforms, biosimilar competition, and broader macroeconomic uncertainty. Driving meaningful change and innovation requires a strong, people focused approach to talent development across the enterprise. Maintaining a culture of performance excellence remains a critical success factor. I am energized by this new era in life sciences, particularly in pharmaceuticals. The integration of human expertise, data, and AI is enabling personalized, omnichannel engagement at scale. Success requires leaders that can align the enterprise; sales, marketing, medical, market access, and analytics around a shared strategy, supported by agile decision making and real time insights. The organizations that succeed in this environment are those that can both embrace change and create clarity. Innovation creates opportunity; clarity enables execution. As senior leaders, we must excel at both and do so at scale. There is an inherent tension between “transform / innovation” and “perform” objectives. However, leaders that balance these exceptionally well drive better customer experiences, stronger execution and improved business performance.
As the senior customer engagement commercial leader for Novartis’s Oncology portfolio, (Solid Tumors, Hematology and RLT Radioligand Therapy), I was recruited by the US President to rebuild the commercial organization, restore growth for inline brands and build a high-performing launch excellence engine across a large cross-functional field matrix. I led a comprehensive transformation of the commercial organization by focusing on a small number of strategic priorities. As a result, we optimized FTEs by 25%, resulting in an organization of approximately 500 direct reports, created a more synchronized and accountable field structure, and delivered greater revenue impact alongside improved customer experiences. This transformed organization continues to drive historic business performance. FY 2023–2025 all promoted oncology brands significantly exceeded forecast and Wall Street expectations. *Novartis Annual Reports 2023, 2024, and 2025. Q1 and Q2 2026 continue to outpace expectations and competitors in the market. Most recent FY results noted below: Kisqali® FY 2025 sales grew +57% to 4.8bn, outpacing market and CDK4/6 competition Pluvicto® FY 2025 sales increased +42% to 2.0bn, with momentum in pre-taxane Scemblix® FY 2025 sales grew +85% to 1.3bn, blockbuster status, NBRx leadership To lead the comprehensive commercial transformation required extreme strategic clarity and focus on a few key strategic priorities: elevating talent and leadership, enhancing commercial operating rhythm, modernizing customer engagement, execution excellence, and accountability. In 2026 I continue to evaluate our strategy, talent, structure, and execution model to ensure we're meeting shareholder expectations, adapting to market change, and creating sustainable competitive advantage.
Upon Roche acquiring Foundation Medicine, I was recruited to a senior leadership strategy role to rebuild the commercial model and to develop commercialization strategies. The objective of the commercial transformation was to accelerate adoption of precision medicine and comprehensive genomic profiling across national oncology customers, community oncology, urology and health systems. Led the transformation of customer understanding into competitive advantage by integrating advanced analytics, customer insights, and omnichannel engagement strategies that improved commercial execution, accelerated growth, and enhanced customer experience. Owned the strategic commercial intelligence engine to deliver personalized customer engagement at scale for precision medicine and comprehensive genomic profiling across national oncology customers and health systems. . By rebuilding and operationalizing engagement models I built a high performing commercial engine that increased testing utilization, expanded market access, instilled a disciplined operating rhythm into the commercial business and delivered measurable value to providers, patients and health systems. The success factors resulted in consistent Y/Y revenue growth that exceeded forecast and built the business as a key enabler to parent company Roche's global oncology strategy. I led the transformation that turned around negative growth in 2019 to surpassing expectations 202-2022 with double digit growth and securing top 2 leadership status in the oncology genomic testing market.
Promoted to the senior leader of North American Commercial Operations with P&L responsibility for Clinical Sales, Marketing, Sales Training & Enablement, Sales Operations and Customer Experience. Clinical diagnostic & therapy product lines serving customers in AMCs, hospitals, IDNs, and non-acute care markets in community oncology. Provided direction to all commercial functions through strategic planning to define overarching vision, strategy, tactical execution and resource allocation to pursue each strategic choice. Owned the achievement of profitable growth and customer experience across all clinical diagnostic & therapy product lines in oncology, cardiology, stroke, and sepsis, with teams working directly with acute care, non-acute, outpatient, AMCs, and community oncology markets. Led strategic execution through direct reports of four Area Sales VP's, Director of Marketing, Director of Training & Sales Enablement and Director of Commercial Operations. In total, commercial staff of > 800 where I led the talent acquisition strategy and talent management strategy to ensure quarterly and annual growth targets were achieved.
Leader of US Marketing (product marketing, product launch, on-market product management and upstream product development), Commercial Excellence, (Sales Training & Enablement team, Sales Operations and Sales Development) 8 Direct reports and total staff of 46 Built a team to support strategy, marketing, sales and product development to collaboratively work with cross-functional teams, and management in a global, matrixed and complex environment Created a business excellence function and implemented it to drive end-to-end process improvement and to help to focus thought and action in a more systematic and structured way
Leader of a high performing team of national account managers and field marketing managers calling on the largest health systems, AMCs, community settings, GPOs, and hospitals in the US Call points across the healthcare continuum in clinical, financial and operational buyers at the C-level
Healthcare strategy and technology consultant for multiple projects with government, industry, and healthcare systems.