Coached 6 team leaders to optimize lifecycle management strategies for ~$995M LTM CAR franchise focused on Lymphoma and Myeloma resulting in a ~30% increase in WW YoY Global Net Sales by Q4 2024.
• Drove global franchise asset expansion strategies including 4 new indications and geographic expansion into ex-US markets (US, EU5, and Japan Asia Pacific) to maximize profitability and reach.
• Developed global brand plans enabling 5 new launches in Large B-Cell Lymphoma (LBCL), Mantle Cell Lymphoma (MCL), Chronic Lymphocytic Lymphoma (CLL), Follicular Lymphoma (FL), and Multiple Myeloma (MM).
• Delivered 10-year global forecasts, global development plans, competitive response, IR/ PR execution, and global manufacturing/supply strategy.
• Built post-merger global commercialization team. Aligned cross functional operating model, governance process, budgets, and strategic deliverables.

Led cross functional launch team (20+ people) to deliver new franchise CAR T capability and first -in-class US launch ($380M+ sales in 2022).
• Managed $15M+ budget and delivered brand strategy and tactical plan that mobilized over 70+ centers within 6 weeks of launch while managing complex challenges associated with manufacturing and supply.
• Led cross functional launch team across medical affairs, marketing, market access, sales, account team, manufacturing, analytics, CAR
● operations, and corporate functions to deliver launch on time and on budget.
• Crafted commercial strategy for development team to deliver optimal US labeling, priority near term profile optimizations and Target Product Profiles (TPPs) for longer-term development planning.
• Chaired Joint Commercialization Commitee and Joint Operating Committees between bluebird bio and BMS.

Managed >$60M 3-yr operating budget and program management of 30+ person innovation team to deliver first digital health program aimed at transforming the patient experience and generating real-world data to fuel research.
• Defined and gained Executive Commitee level alignment on a next generation, leading edge, corporate strategy to build new corporate capability while delivering priority innovation use cases.
• Led digital health initiative which included a digital health study, Software as a Medical Device (SaMD) technology platform development, and Digital Therapeutic (DTx) capability building.
• Managed "company first" cross functional development team spanning precision medicine, project management, external ecosystem partnerships (e.g. KOLs, Apple Inc., patient advocacy, tech partner, health system CTOs), Clinical, Medical Affairs, Statistics, Safety, IT, and US Commercial teams to deliver program. Page 2 of 3

Directed cross-functional team of 20+ leaders to deliver scalable corporate capability that harnessed data as an asset, identified high priority use cases and drove near-term cost savings to realize immediate value across the organization.
• Delivered strategy to accelerate capability build while delivering discrete transformation initiatives to accelerate achievement of franchise objectives.
• Implemented big data tech platform with insight accelerating applications, harmonized all real-world data to enable cross data set analysis, staffed initial organizational model inclusive of external partnerships, and created data governance processes and educational campaigns.
• Influenced and collaborated with senior leaders to gain buy-in and led change management efforts to improve internal acumen and create culture of continuous improvement and innovation.

Led cross-functional drug development team to deliver across all registrational programs and development activities.
• Guided global development team to manage all development programs in Lymphoma including REVLIMID in DLBCL, iNHL, CLL and MCL and ISTODAX in Peripheral T-cell Lymphoma (PTCL), and Cutaneous T-cell Lymphoma (CTCL).
• Led team through program optimization activities to accelerate delivery of pivotal trial enrollment targets, CHMP review process, and delivery of market access evidence generation plan to support reimbursement.

Built first US Market Access Marketing function to deliver access strategies and tactics that maximized US product access and reimbursement across portfolio of hematology and solid tumor products (>$5B portfolio; 5 products; 8 disease areas; 3 portfolio strategies; Account Management & Patient Support Program ranked #1 in image studies).
• Led team of 6 and managed ~$30M budget to implement market access strategies and tactics across Pricing, Contracting, Patient Support, Payer, REMS, VA/ Federal markets, GPO, and HEOR functions.
• Directed access marketing leads to develop and implement tools and training to support payer account management, patient support, and HEOR teams across 5 brands (ABRAXANE in Breast, Non-small cell lung, Pancreatic Cancers; REVLIMID in MM, Myelodysplastic Syndromes (MDS) and MCL; POMALYST in MM; VIDAZA in MDS and AML; ISTODAX in CTCL and PTCL) and a broad set of access customers.

Led cross-functional US Team in executing new product launch ranked #2 Top Best Selling Drug Launches in 2013 far exceeding Wall Street expectations and enabling blockbuster trajectory (2014 US net sales ~$547M; ~$1.3B+ 2016).
• Exceeded forecast by >180% in year 1, drove over 80% awareness 2 weeks post approval and delivered highly successful complementary portfolio positioning relative to REVLIMID with franchise new patient starts increasing by 60% coupled with significant duration of therapy gains.
• Led team of over 60+ people spanning manufacturing, market access, government affairs, PR, IR, corporate communications, medical affairs, commercial, regulatory, and clinical teams
• Managed ~$20M budget to deliver highly complex new product launch involving Sub Part H, Black Box, REMS, new manufacturing and distribution, pricing strategy, branding, EAP, and franchise co-positioning strategy.
• Provided EU5 launch teams with launch blueprint, brand strategy, and portfolio positionin

Led US Commercial activities and business development assessments on all early-stage hematology compounds.
• Created path to earlier-than-expected filing strategy for POMALYST accelerating blockbuster program.
• Evaluated
● 10 opportunities in one year and aligned hematology development plans to meet US team needs.
• Defined US business development opportunity evaluation process to identify new high potential business development opportunities and late-stage market conditioning for pre-launch hematology assets. Page 3 of 3

Led physician promotions and strategic market development for REVLIMID and THALOMID resulting in ~30% YoY growth in unit sales.
• Drove cross functional brand planning and delivered brand tactics including positioning, messaging, segmentation, target patient, sales tools and training, core materials, competitive response strategy, sales targeting, congress planning, KPIs, open research questions, KOL engagement plans, and market shaping.