Most of my career 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.
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.
Two decades managing complex, multi-million-dollar research and development programs across government-funded and commercial biotech settings.
Oversight of numerous concurrent research programs, coordinating scientific, financial, regulatory, and executive stakeholders.
Formal project management credentialing layered on top of hands-on experience running scientific programs.
Comfortable operating under both federal research governance and the faster pace of venture-backed biotech.
The science moves fast. The coordination around it often doesn't.