Eleven years in the messy middle of biotech R&D, built on a bench science foundation

Why this practice exists

I started my career at the bench, as a research scientist publishing peer-reviewed work in biologics before moving into program leadership. Most of my career since has been spent in the space between the people doing the science and the people who need to know how it's going: executives, boards, sponsors, and funders. That space is where great programs either stay on track or quietly come apart.

I've managed multi-million-dollar research portfolios, led cross-functional scientific teams, coordinated CROs and vendors, and built the governance and reporting structures that let leadership make fast, confident decisions. I've done it inside government-funded research and inside commercial biotech, which means I've seen the same coordination problems show up under very different rules.

Biotech Strategic Operations is that experience, offered on a fractional basis to companies that need it before they can justify a full-time hire.

How I work with a team

I don't come in to add process for its own sake. I come in to remove the friction that's already costing your team time: unclear ownership, reporting that takes a week to assemble, vendors that drift from scope, milestones that slip quietly until they can't slip anymore.

I work alongside your scientific and executive leadership, not around them. The goal is always the same: your team spends more of its time on the science, and less of its time coordinating around it.