PROFILE:
Financial Executive (MBA) – Accomplished Financial/General Manager with multiple operating experiences. Experience with U.S. and multinational operations within the Fortune 50 sector. Demonstrated ability in the full range of finance and operations including strategic planning and modeling, operations, systems, audit, mergers and acquisitions, business development, turnarounds/restructuring, manufacturing, healthcare law compliance, intellectual property and tax planning. Knowledgeable of the SEC, FTC, DOJ and FDA regulations. Strong background in Balance Sheet/P&L optimization and continuous improvement; Six Sigma trained.
PROFESSIONAL EXPERIENCE:
PUBLIC BIO-TECH, NORTHEAST/WEST COAST, USA 2009 - present
Publicly traded biopharmaceutical company engaged in the commercialization of therapeutic agents for the treatment of viral disease. The core technology platform of fusion inhibition is based on blocking viral entry into host cells.
• Member of The Board of Directors
o Audit and Finance Committee
• Strategic Advisor to the CEO and Private Equity Partners
FORTUNE 50 PHARMACEUTICAL COMPANY, NORTHEAST, USA 1990 - 2009
$50 billion public multi-national Pharmaceutical Company operating in over 100 countries, conducts Research and Development, Manufacturing and has Sales and Marketing Operations across the globe.
CFO Specialty Markets and Special Entities 2007-2009
Launched a $3 billion newly formed, 1,500 person division specializing in Oncology, Ophthalmology, Endocronology, HIV and Anti-infectives. Responsible for all financial/operational aspects including business development, risk analysis, M&A, clinical investment, management governance, healthcare law compliance, alliance partner relationships, intellectual property management, SEC certifications and Tax.
• Leveraged older marketing platforms and created a “lifestyle drug” concept capitalizing on the success of first generation drugs into an M&A target with an incremental revenue goal of $1 billion and the potential for $5 Billion.
• Optimized the P&L to overcome adverse market place downsides and leveraged the value of price/volume to garner an additional $200 million in revenues/profit.
• Created and implemented brand to generic strategies to maximize the product life cycle sustaining normal sales curves and stabilizing revenues on key products.
• Employed “invest to win” strategies and ROI concepts to optimize the clinical investment to key therapeutic areas.
• Created third party L&D arrangements to maximize the value of the Ophthalmology franchise.
• Formed a new Global Company focused on addressing the worldwide needs of HIV patients while maximizing the pipeline for the longer term.
• Created operating guidelines to effectively manage healthcare law compliance with a zero tolerance approach.
• Adapted the operation to scale reducing costs by $40 million annually.
CFO Generics 2003-2007
Launched a $500 Million ($2 Billion in revenues valued at brand pricing) newly formed 50 person division specializing in pharmaceutical generic products. Responsible for leveraging the value of the Generic business to the $29 billion Brand Portfolio in the US as well as all financial/operational aspects including business development, risk analysis, M&A, clinical investment, management governance, alliance partner relationships, intellectual property management, SEC certifications and Tax.
• Developed and executed multiple business/legal strategies to minimize the patent expiration loss on the Brand Portfolio resulting in incremental revenues of $5 Billion for the US market and growing the generics business into the 7th largest Pharma Company in the world (based on prescription volumes).
• Crafted legislative strategies to reverse the unfavorable impact of the Deficit Reduction Act of 2005 on the “Authorized Generic” business model. Established a Washington DC Coalition to evaluate the key aspects of the Act and resourced 20 top Washington Lobbyists to overturn the legislation resulting in improved margins with greater access and lower cost of drugs for patients.
• Developed Supply Chain/Manufacturing strategies reducing Cost of Goods Sold by 25% and improving reliability.
• Developed and executed third party alliances to maximize revenue and balance sales and marketing competencies in several therapeutic areas.
• Developed Transfer Pricing strategies to minimize tax exposure to the Corporation.
CFO Bio-Tech 2001-2003
A $700 Million, 300 person California division specializing in HIV, Oncology and Anti-Virals. Responsible for all global financial/operational aspects including business development, risk analysis, M&A, clinical investment, management governance, alliance partner relationships, intellectual property management, SEC certifications and Tax.
• Led the strategic effort to identify West Coast opportunities, adapted the operation to scale resulting in $150 Million in annual cost savings.
• Optimized and re-negotiated the Worldwide Alliance Partner Agreements reducing the effort to manage those agreements resulting in $100 Million of savings over the remaining terms.
• Targeted West Coast HIV acquisitions to augment the pipeline and portfolio to sustain overall growth.
• Retooled marketing programs and optimized clinical investments for a greater ROI.
• Developed Supply Chain/Manufacturing strategies reducing Cost of Goods Sold by 15%.
• Developed Transfer Pricing Strategies to minimize tax exposure to the Corporation.
Site Director Finance- Global Manufacturing 1995-2001
A large scale New England chemical operation, $2 Billion in physical assets, $1 billion in worldwide sales and 3,500 employees. Responsible for all financial/operational aspects including business development, risk analysis, and, management governance.
• Led the strategic effort to rationalize the core chemical business divesting a large scale chemical operation and revamping the site structure.
• Operationalized a new $700 Million state of the art Pharmaceutical Operation post divestiture, developed a new cost base increasing return on investment though technology and resource alignment reducing expenses by $100 million annually.
• Created an agile Finance organization with the ability to respond quickly to change and changing business needs.
• Risk assessed all environmental impact studies of the chemical operation and allocated the proper resources for remediation.
Controller- Global Manufacturing 1990-1995
A Mid-Western pharmaceutical operation, $100 Million in physical assets, $300 million in worldwide sales and 400 employees. Responsible for all financial/operational aspects, risk analysis, and management governance.
• Established business policies, directions and more effective leadership throughout the operation.
• Developed a financial analytical group to address business activities and improve cost management.
• Established guidelines and appropriate worth-risk analyses for all capital investments.
• Instituted a set of metrics designed to establish focus for areas of cost and process improvement initiatives creating annual savings of ~$5 million.
EDUCATION
Bachelor of Science, Accounting
Master of Business Administration |
