Jersey City, New Jersey, United States
As a strategic financial leader with over 30 years of global experience, I specialize in Financial Planning & Analysis (FP&A), portfolio management, and operational finance within high-growth biotech and pharmaceutical settings. At a U.S./Danish biotech company, I lead finance functions as part of the executive management team, focusing on enterprise-wide budgeting, forecasting, and investor-aligned reporting to enhance financial visibility and decision-making. My expertise includes R&D finance, resource optimization, and AI-enabled analytics, which empower organizations to achieve operational excellence. I am committed to fostering high-performing teams, driving financial systems transformation, and collaborating with senior leadership to align financial strategies with organizational goals. My mission is to enable sustainable growth and innovation through effective financial stewardship.
Strategic financial leader with over 20 years of global experience in Financial Planning & Analysis (FP&A), portfolio management, and operational finance in high-growth biotech and pharmaceutical environments. Proven success driving enterprise-wide budgeting, forecasting, financial systems transformation, and investor-aligned reporting. Strong background in R&D finance, resource optimization, and AI-enabled analytics. Trusted advisor to C-suite and board, with a track record of improving financial visibility, enhancing decision-making, and fostering high-performing teams. Currently lead all finance functions as part of the executive management team at a U.S./Danish biotech company.
Major Responsibilities; Directed a team of corporate FP&A professionals responsible for global financial planning & analytics. Led yearly and periodic rolling forecasting for profit & loss, balance sheet, and cash flow, both long and short term. Reported to senior management on a periodic basis, providing transparent overviews of current/future financial performance monthly, quarterly, and ad-hoc reporting cycles. Key Deliverables; • Played a crucial role in decision support for senior management and various functions while minimized risks. • Improved performance by identifying opportunities for internal and external growth.
Major Responsibilities; Oversaw all budgetary and forecast aspects, monthly and yearly financial closures, and management reporting both locally and globally. Served as controller for all US research/development functions and global controller for life cycle management function within Ferring. Led all financial planning and analysis aspects within Ferring pharmaceuticals research & development functions. Key Deliverables; • Increased transparency and understanding throughout entire organization, resulting in substantial cost reductions and improved resource efficiencies and allocations. • Implemented tools and processes that bridged multiple stakeholders in the organization, fostering a common understanding across non-finance and finance functions.
Analyzed organizational setup and prepared business cases for transformation, turning the development organization from a heavily contract research organization (CRO) dependent structure into a lean, cost-efficient in-house model. Collaborated with US chief scientific officer, finance, and development leadership team to identify, drive, and articulate the need for a change in structure and operations of US research/development organization. Key Deliverables; • Offered recommendations to management on cost efficiency initiatives and process improvements by evaluating data from internal/external sources. • Achieved significant million-dollar savings and increased magnitude recurring year after year by executing new structure. • Established and implemented tools/databases, providing senior management with a clear overview of organization/project status.
Major Responsibilities; Conducted analysis and generated insights based on benchmarking for probabilities of success, cycle times, cost, and resources, utilizing both external benchmarking sources (CMR) and internally developed algorithm-based tools. Drafted and governed portfolio management procedures, processes, and methodologies. Issued a comprehensive report addressing the identified issues and generated key performance indicators (KPIs), scenario analyses, project prioritization, and provided recommendations to executive management. Centralized portfolio management around the annual analysis of all projects, involving the collection of technical and commercial data, consolidation, and subsequent analysis across various parameters, including therapeutic areas and indications. Key Deliverables; • Led global portfolio management of 50+ research/development projects, overseeing yearly investment budget exceeding €300M • Owned global R&D business plan process, from goal setting to compiling while analyzing and reporting management information. • Developed an internal PTRS database based on over 150 internally conducted studies, leading to an increased focus on PTRS that deviated from benchmarks, and addressed operationally. • Enhanced strategic decision-making and created a new portfolio prioritization methodology by evaluating early and late-stage assets individually and with different methods. • Interacted with global business development on potential in-licensing opportunities, focusing on R&D requirements, potentials, success rates, costs, and timelines.
Responsible for the Nordic (Sweden, Norway, Finland & Denmark) business controlling function at Nordisk Film Interactive A/S (NFI). NFI was the single biggest business in NF with annual sales exceeding 300 million USD. Major responsibilities include: Budgeting annually & periodically. Optimization of business processes and procedures, and the preparation and control of the same in relation to local branches and subsidiaries. Pricing of products and their optimization with respect to customer segments, countries, products, etc. Preparation of management information tools and reporting. Leading & coaching of the local finance functions, e.g. in relationship to Key Accounts, suppliers, business-specific problems, etc. Part of the Nordic management group. Team leader of 3-4 local controllers across the Nordic region. Board membership of 3 subsidiaries of Nordisk Film, 2 start-up companies within the games industry & 1 ongoing company within Video distribution.
Business Controller of the Danish branch of Nordisk Film Interactive A/S