As a future focused Procurement leader I work closely with companies to simplify the buying process and deliver scalable procurement road maps – people, process & technology - to improving the corporate bottom-line profitability while achieving the highest level of customer satisfaction.
Established, created, and scaled Procurement function leading both strategy and tactical execution for centralized team. Devised processes, policy, and implemented technology solutions to reduce enterprise-wide levels of third-party cost and risk.
Responsible for both setting strategy and leading tactical execution for the centralized Purchasing team. Created and scaled the function, while reducing the enterprise-wide levels of third-party cost and risk.
Program Manager for GSK Integration of $20B asset swap with Novartis that resulted in no business interruption on day one. Provided leadership and support for delivery teams and staff in local offices.
Transformed a transactional procurement team into a high performing stategic sourcing organization.
Lead team of ~200 procurement professionals and managing >$2 billion annual spend for Clinical & Non Clinical services supporting the Global Pharmaceutical Research & Development Companies.
Establishing a procurement function at the beginning of an early stage biotech’s growth curve allows the company to scale faster and achieve a higher level of efficiency sooner. That said, putting a procurement team in place, even a small one, requires an investment that must compete with many other demands for scarce resources. The pull for investment will only come when procurement is viewed as a value-added activity.
In many organizations, prior bad experiences with transactional buying...