Early-stage biotech companies often have exceptional science and limited operational bandwidth. I keep complex R&D programs moving through governance, cross-functional coordination, and program leadership, without the cost of a full-time executive.
The science moves fast. The coordination around it often doesn't. Somewhere between a promising dataset and a clinical milestone, someone has to hold the scientific, regulatory, financial, and vendor threads together, and most founding teams weren't built to do that full time.
I started at the bench as a research scientist publishing peer-reviewed biologics work, then spent 11 years leading multimillion-dollar biotechnology and DoD research programs, including cross-functional scientific teams, CRO and vendor oversight, and executive governance. I step into that gap on a fractional basis, so your team keeps its focus on the science.
The science moves fast. The coordination around it often doesn't.
My role is to give leadership a clear picture of where every program stands, what's at risk, and what needs attention next, bridging scientists, executives, vendors, and stakeholders so programs keep moving instead of getting stuck between disciplines.
Each engagement is scoped to what your team actually needs, from a single governance rebuild to ongoing fractional leadership.
Standing up the structure that lets a growing team make decisions quickly and defensibly.
Ongoing program leadership for teams that need senior coordination without a full-time hire.
A clear, honest view of where every program stands, built for founders, boards, and funders.
No undefined, open-ended retainer. Every engagement moves through the same clear stages.
Understand current programs, milestones, and where things are getting stuck.
Review governance, reporting, vendors, risks, and timelines.
Identify the highest-impact operational improvements, in priority order.
Lead meetings, coordinate teams, build dashboards, drive accountability.
Leave behind repeatable systems your team can sustain on its own.
It's easier to say "let's start with a 30-day assessment" than to commit to an undefined consulting relationship. Here's how most engagements begin.
Companies at this stage usually need experienced program leadership well before they need, or can justify, a full-time VP.
A full-time hire is a long commitment during a stage when priorities shift quickly. Fractional leadership gives you the expertise without locking in the overhead.
A 20-minute conversation is enough to know if this is a fit.