Impact
A few examples of what leading at the intersection of clinical development, medical affairs, and technology looks like in practice.
AI trial matching, at the point of care
The challenge. Matching cancer patients to the right clinical trial is slow, manual, and error-prone — and most eligible patients are never even considered.
What I did. I led the enterprise IBM Watson alliance to build EMR-based, AI/ML clinical-trial matching, partnering with Mayo Clinic, Massachusetts General Hospital, MD Anderson, and a community oncology practice — spanning academic and community care on purpose.
The outcome. The work put AI eligibility screening into real oncology workflows and was later reflected in a 2020 JCO Clinical Cancer Informatics paper. Years before generative AI, it proved the lesson the industry is only now absorbing: in regulated care, governance and workflow — not the model — are the hard part.
Turning trial recruitment into a measurable engine
The challenge. Clinical-trial recruitment spend was flowing to agency fees instead of reaching patients, with little visibility into what actually worked.
What I did. As Executive Director of Digital Development at Novartis, I built an end-to-end digital recruitment platform — enterprise web, omnichannel media, and an analytics backbone tracking campaigns across disease states for Phase II and III studies.
The outcome. By flipping the agency-fee-to-working-media ratio from 80:20 to 20:80, I redirected roughly $4 million into working media across five trials in the first year — and gave the organization, for the first time, a clear read on recruitment performance.
Standing up a digital transformation from scratch
The challenge. Oncology clinical development needed a real digital capability, not a slide deck — and the infrastructure to support it did not exist.
What I did. At Eisai, I led the Oncology Digital Transformation strategy and roadmap, created the Executive Steering Committee, and ran five cross-functional workstreams spanning data FAIRification, AI, insights platforms, process, and user-centricity — and led the selection and implementation of three enterprise platforms and four divisional ones.
The outcome. A durable operating capability — platforms, governance, and people — plus five “Emerging Leader” graduates I coached in digital leadership and Agile product ownership.
Building a business, not just a function
The challenge. A new-media services capability had to be built and sold into Fortune 50 pharma clients from almost nothing.
What I did. I built and led a new-media business unit and client-services team, creating and delivering digital programs across a matrixed client environment.
The outcome. I grew the office from 4 employees and $350K in billings in 2002 to 27 employees and more than $4 million in revenue by 2006 — the build-from-scratch leadership I have since brought inside global pharma.
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