Direct and optimize R&D operations, ensuring efficient cost & resource allocation/utilization. Devise and execute financial planning strategies to enhance overall project success and organizational performance. Lead and execute projects from inception to completion, ensuring timely delivery and adherence to quality standards.
• Focused on research and development (R&D) and planning processes, focusing on both financial and resource aspects.
• Designing and implementing comprehensive processes, tools, and systems for resource/capacity management, project & trial budgeting and forecasting within the pharmaceutical industry.

Oversaw yearly and periodic rolling budgeting & forecasting for profit & loss (OPEX), balance sheet, and cash flow, both long and short term. Led a team of corporate FP&A professionals responsible for global financial planning & analytics. Reported to senior management on a periodic basis, providing transparent overviews of current/future financial performance monthly, quarterly, and in ad-hoc reporting cycles.

Led all financial planning and analysis aspects within Ferring pharmaceuticals Research & Development functions (Drug development, Clinical Development, Regulatory & Medical affairs etc.). Served as controller for all US Research & Development functions and global controller for the life cycle management function within Ferring. Oversaw all budgetary and forecast aspects, monthly and yearly/fiscal financial closures, and management reporting both locally and globally.
• Successfully implemented tools and processes that bridged multiple stakeholders in the organization, fostering a common understanding across non-finance and finance functions.
• Increased transparency and understanding throughout the entire organization, resulting in substantial cost reductions and improved resource efficiencies and allocations.

Analyzed organizational setup and prepared business cases for transformation, turning the development organization from a heavily contract research organization (CRO) dependent structure into a lean, cost-efficient in-house model. Collaborated with US Chief Scientific Officer, finance, and development leadership team to identify, drive, and articulate the need for a change in structure and operations of US research/development organization.
• Achieved significant million-dollar savings and increased magnitude recurring year after year by executing new structure.
• Established and implemented tools/databases, providing senior management with a clear overview of resource utilization, project status (time, cost, resources)
• Offered recommendations to management on cost efficiency initiatives and process improvements by evaluating data from internal/external sources.

Drafted and governed portfolio management procedures, processes, and methodologies. Centralized portfolio management around the annual analysis of all projects, involving the collection of technical and commercial data, consolidation, and subsequent analysis across various parameters, including therapeutic areas and indications. Conducted analysis and generated insights based on benchmarking for probabilities of success, cycle times, cost, and resources, utilizing both external benchmarking sources (CMR) and internally developed algorithm based tools. Generated key performance indicators (KPIs), scenario & trend analyses, project prioritizations, and provided recommendations to executive management.
• Owned global R&D business plan process, from goal setting to compiling while analyzing and reporting management information.
• Developed an internal Cost, Resources & PTRS database based upon more than 150 internally conducted studies, leading to an increased focus on e.g., PTRS that de