Aug 2013 – Sep 2016 · 3 yrs 1 mo · On-site

• I led Parexel’s European sales organisation across the UK, Germany, France, Italy, Spain, Benelux, and Scandinavia, with responsibility for new business growth across enterprise accounts, mid-sized pharma, and biotech organisations.
• The teams I led sold a broad, integrated portfolio including Phase I–IV clinical development, pre-clinical and clinical consultancy, regulatory services, medical writing, pharmacovigilance, data management, project management, protocol development, patient recruitment and retention, clinical supply and logistics, and technology-enabled solutions.
• Commercial impact
• Exceeded all European new business targets
• Doubled sales performance across the team during my tenure
• Built a scalable, multi-country commercial organisation aligned to global strategy and local market dynamics
• Strengthened long-term relationships with strategic and enterprise sponsor accounts
• A key contributor to this performance was a strong focus on commercial capability and hiring quality. I worked closely with internal talent teams and was personally involved in senior and specialist hiring, from initial outreach through to appointment.
• Building capability
• Implemented a structured approach enabling business development professionals to demonstrate experience, skills, and commercial judgement
• Created clear development pathways aligned to both individual progression and Parexel’s evolving service offering
• Ensured candidate engagement consistently reflected a high-quality, informed, and professional experience, strengthening Parexel’s employer and commercial brand
• This role reinforced my belief that revenue growth and talent strategy are inseparable, and that sustainable performance depends on building the right teams, not just selling the right services.

Mar 2011 – Jul 2013 · 2 yrs 4 mos · On-site

• I worked as an individual contributor, responsible for new business development across enterprise pharmaceutical companies, mid-sized pharma, and biotech organisations, operating within complex, global account environments.
• My remit focused on selling consultancy-led clinical development solutions, working directly with senior stakeholders across sponsor organisations. This included services spanning Phase I–IV clinical development, pre-clinical and clinical consultancy, regulatory services, medical writing, pharmacovigilance, data management, project management, protocol development, patient recruitment and retention, clinical supply and logistics, and technology-enabled services.
• Commercial impact
• Exceeded annual sales targets every year in the role
• Built long-term relationships across enterprise and strategic sponsor accounts
• Contributed to a transformational consultancy-led engagement with one of the world’s leading global pharmaceutical companies
• Supported complex, multi-year programmes requiring close coordination across clinical, regulatory, operational, and commercial teams
• The programme involved extensive senior stakeholder engagement and required significant travel and on-site work in the United States, contributing to the design and execution of a global delivery approach.
• Alongside commercial delivery, I was closely involved in stakeholder interaction and talent engagement, ensuring sponsor-facing teams consistently represented Parexel with credibility, insight, and professionalism.
• This role deepened my understanding of how enterprise clients evaluate consultancy partners, how trust is built over time, and how the calibre of people involved directly influences commercial outcomes — insight that continues to inform my work today.

Jan 2010 – Feb 2011 · 1 yr 1 mo · On-site

• Global Site Management & Patient Recruitment Organisation
• I worked in a consultative business development role focused on patient recruitment and retention services for a global site management and patient recruitment organisation operating a network of dedicated clinical trial sites.
• My work supported pharmaceutical and CRO sponsors across primary care and specialist indications, combining commercial responsibility with hands-on exposure to site operations and clinical delivery.
• Scope and impact
• Sold patient recruitment, retention, and site management services across multi-site clinical trials
• Supported protocol analysis, assessing inclusion/exclusion criteria, patient availability, recruitment risk, and enrolment projections
• Worked extensively across cardiovascular and vaccine clinical trials, where timelines and feasibility were critical
• Contributed to a leading CNS programme with a global pharmaceutical company
• Supported a respiratory programme with a leading global CRO
• I spent significant time on-site, working alongside investigators, site professionals, and sponsor teams. This provided direct insight into operational bottlenecks, feasibility gaps, and timeline delays that often emerge during trial execution.
• The experience developed a practical understanding of how protocol design, site capability, patient behaviour, and operational decision-making intersect — and how early assumptions can materially affect delivery.
• These insights continue to inform how I assess experience, capability, and fit when advising on hiring and building teams across CRO, biotech, and clinical development environments.

Nov 2006 – Dec 2009 · 3 yrs 1 mo · On-site

• Individual contributor role focused on enterprise pharmaceutical accounts, delivering complex, high-value clinical and commercial programmes.
• Key commercial outcomes
• Closed my largest global Phase III CNS clinical trial, valued at $80m+, with a leading global pharmaceutical company
• Sold a franchise peri-approval commercialisation programme, supporting transition from late-stage development to market
• Delivered Phase IV commercialisation and Real-World Evidence (RWE) studies, requiring consultative, solution-led selling across clinical, regulatory, and commercial stakeholders
• This role reinforced my ability to structure and deliver high-value, multi-stakeholder solutions, combining clinical understanding with commercial judgement — experience that continues to inform how I assess senior commercial capability and leadership today.

Mar 2002 – Oct 2006 · 4 yrs 7 mos · On-site

• Business Development → Promotion to Vice President of Sales
• I worked at Charles River Laboratories in senior commercial roles spanning discovery, pre-clinical, laboratory, and full-service clinical development, supporting global pharmaceutical and biotech organisations across the drug development lifecycle.
• I began as an individual contributor, responsible for selling discovery and research models, pre-clinical and laboratory services, and Phase I–IV clinical services to large pharma and biotech clients globally. Through consistent performance, I was promoted to Vice President of Sales.
• Commercial and leadership impact
• Consistently exceeded sales and performance targets, driving progression into global sales leadership
• Led a global sales organisation, with responsibility for sales, marketing, contracts, and proposals teams
• Sold complex, multi-service programmes spanning discovery, pre-clinical, laboratory, and clinical development
• Supported long-term strategic partnerships with large pharmaceutical and biotech organisations across multiple therapeutic areas
• As VP of Sales, I was actively involved in all senior and specialist hiring decisions, ensuring commercial, scientific, and operational teams were built with the capability required to perform at scale. This close alignment between commercial leadership and talent strategy was central to sustaining growth and delivery quality.
• The role provided end-to-end exposure to the drug development lifecycle, from early discovery through clinical execution and progression toward commercialisation. It reinforced how scientific capability, commercial execution, and people decisions intersect to drive long-term outcomes.
• This experience continues to inform how I assess capability, leadership, and fit when advising organisations on building teams across discovery, pre-clinical, clinical, and commercial environments.

Jan 2001 – Feb 2002 · 1 yr 1 mo · Hybrid

• Clinical Quality & Regulatory Systems
• MI Services (acquired by Orange Business Services)
• I worked for MI Services, a clinical life sciences biotech consultancy, later acquired by Orange Business Services, specialising in clinical quality management systems, regulatory compliance, and validated technology solutions for regulated life sciences organisations.
• My role focused on selling clinical quality and regulatory solutions to pharmaceutical companies, CDMOs, and biotech organisations, operating across highly regulated R&D and manufacturing environments.
• Commercial scope and impact
• Sold clinical quality management systems and regulatory services supporting GCP, GLP, GMP, and 21 CFR Part 11 compliance solutions
• Worked closely with Regulatory Affairs, Quality, Clinical Operations, IT, and Manufacturing stakeholders
• Exceeded all sales targets, delivering consistent commercial performance
• Supported organisations preparing for and operating under regulatory inspections and quality audits
• As part of the role, I was given guided access to large pharmaceutical manufacturing facilities, gaining first-hand exposure to how quality systems, validation processes, and compliance frameworks operate in practice.
• This experience provided a practical understanding of how quality, compliance, and technology intersect across the R&D and manufacturing lifecycle, and how regulatory expectations translate into real operational processes.
• It also reinforced the importance of robust quality systems and experienced teams in sustaining compliance, reducing risk, and supporting successful development and commercial outcomes.
• This foundation continues to inform how I assess capability, experience, and fit when advising organisations operating in highly regulated life sciences environments.

Nov 1999 – Dec 2000 · 1 yr 1 mo · On-site

• NewsEdge Corporation (acquired by Moody’s Corporation)
• I was Vice President at NewsEdge Corporation, a Boston-based digital content company, during the dot-com and early mobile internet revolution — a period of technology disruption that reshaped how information was created, distributed, and commercialised.
• My role focused on selling professional digital content services to new media companies, wireless WAP providers, and pharmaceutical and biotech organisations as they built their first digital and mobile platforms.
• I worked with senior stakeholders to apply emerging technology in regulated and credibility-driven environments, helping organisations move from experimentation to practical adoption.
• NewsEdge was later acquired by Moody’s Corporation, validating the long-term value of trusted content delivered through new digital channels.
• Having lived through a major technology inflection point — from early internet and mobile adoption to enterprise integration — I recognise many of the same patterns now emerging with Artificial Intelligence. The lesson then, as now, was clear: technology creates value only when combined with judgment, domain expertise, and the right people.
• This experience continues to shape how I assess AI-enabled solutions, teams, and leadership today.

Mar 1997 – Oct 1999 · 2 yrs 7 mos

• Technology Sales – Clinical Research & Commercial Systems
• (Worked within the legacy Cegedim Dendrite division - acquired by IMS Health now IQVIA)
• I worked in a specialist technology sales role, selling CRM platforms, Electronic Data Capture (EDC), data analytics solutions, and 21 CFR Part 11 compliance services to organisations operating across clinical research, development, and commercial environments.
• My focus was applying technology to regulated life sciences workflows, helping pharmaceutical, biotech, and CRO organisations improve data integrity, operational efficiency, and decision-making across the development and commercial lifecycle.
• Scope and impact
• Sold CRM systems supporting commercial, medical, and field-based teams
• Delivered EDC and data analytics solutions supporting clinical trial execution and oversight
• Advised organisations on 21 CFR Part 11 compliance, ensuring systems met regulatory and audit requirements
• Worked with stakeholders across clinical operations, data management, IT, quality, regulatory, and commercial functions
• The role required consultative, solution-led selling, translating technical capability into clear business and regulatory value. Success depended on understanding how technology, process, and people interact within complex clinical and commercial settings.
• This experience strengthened my ability to bridge technology and life sciences, and to engage credibly with both technical and non-technical stakeholders in regulated environments.
• It also reinforced how technology adoption is inseparable from change management, capability, and leadership — insight that continues to inform how I assess teams, roles, and talent across CRO, biotech, and pharmaceutical organisations.

Jan 1993 – Feb 1997 · 4 yrs 1 mo · On-site

• Sales Executive → Project Manager (CRM Implementation)
• This was my entry into the pharmaceutical industry and first role within a global pharmaceutical company, providing a strong foundation in both frontline commercial execution and technology-led change.
• After completing an intensive three-month pharmaceutical training programme, I moved into a field-based sales role promoting respiratory and medical nutrition products (ACBS) across primary and secondary care.
• Commercial impact
• Sold to GPs, hospital consultants, nurses, Macmillan nurses, dietitians, and NHS healthcare trusts
• Covered the Northampton and Peterborough territory
• Consistently achieved and exceeded all sales and performance targets
• Built durable relationships across primary care, hospital, and community settings
• Following sustained performance, I was promoted to Abbott UK Head Office into a Project Management role, leading the implementation of a CRM system for the entire UK sales force.
• Project & change leadership
• Appointed Lead Project Manager for a national CRM rollout
• Worked with technical, commercial, and consultancy teams
• Led change management and adoption, supporting sales teams through new technology
• Designed and delivered nationwide training, covering all UK regional teams
• The programme was delivered successfully and recognised with the Abbott Chicago Award for Outstanding Contribution, presented in person at Abbott’s global headquarters.
• This role established early strengths in commercial discipline, stakeholder engagement, technology adoption, and people-led change — capabilities that have underpinned my career across life sciences.