Pfizer led various process optimization and redesign initiatives to improve efficiency and customer satisfaction. This included redesigning the country and site selection process, which increased customer satisfaction by over 200% while decreasing cycle times. Pfizer also implemented a clinical trial contracting and budgeting process to focus on customer satisfaction, agile workflows, and waste reduction. Continuous improvement efforts in business technology and finance operations achieved $21 million in cost savings in 2009. Pfizer created deployment strategies for a global travel and expense system and established a European financial shared services contact center supporting multiple languages across 19 European markets.

1. PFIZER INC, EXPERIENCE
Strategic and Business Planning
 Led process optimization/efficiency and end-to-end redesign initiatives across Clinical Trial Process Excellence to ensure quality is
built-in and enable breakthrough performance - Identified and implemented key measures to establish process controls and asses process
performance. As an example, the Redesign Country and Site Selection Process resulted in an increase of over 200% customer satisfaction
while decreasing cycle time for selection of right site first time.
 Developed operational strategies and solutions to harmonize overall business activities for Pfizer Clinical Trial Contracting and
Budgeting. Implemented the Clinical Trial Contracting and Budgeting Business Process management that focuses on customer satisfaction,
agile flow and waste reduction.
 Spearheaded the deployment strategy of the Continuous Improvement Program for Business Technology and Finance Business
Operations in the US - Examined strategy results, assessed deployment maturity and readjusted/adapted emerging strategies to instill the
culture of process excellence. As an example: In 2009, Continuous Improvement for Business Technology and Finance Business operation
reached $21 million in hard cost savings (direct cost reduction /cash flow) and $9 million in soft savings (released capacity/cost avoidance).
 Created the deployment strategies of the Pfizer Global Travel & Expenses system and processes (Global Concur Expense).
Determined deployment methodology and defined cost-effective, cross-regional and global project teams. Built partnerships with the 4
Pfizer global regions to facilitate GCE implementation planning and create rollout schedule for over 80 markets.
 Designed strategies to set up the European Financial Shared Services Contact Center integrating multiple languages for 19 European
Markets.
Cross-Functional Team Leadership & Collaboration
 Engaged Functional Lines, Business & Research Units and four (4) Partners around shared objectives for process (re)-design and
execution - worked closely with the Alliance Partners organizations related to process oversight, quality performance review and continuous
process improvement initiatives such as the Redesign of the Clinical Trials Country and Site Selection process impacting an average of 32
global studies per year - average of 10000 recommended Investigator sites with 40% of sites selected.
 Acted as Business Process Owner for the Clinical Trial Budgeting and Contracting: Led several teams of colleagues from diverse
organizations such as Study Start Up Units, Business Operations, Clinical and Legal and Alliance Partners to deliver process
improvements and identify oversight for the Clinical Study Agreement process; design a control system including performance
standards and measures; developed SOPs and work instructions to enable robust process compliance
 Provided Continuous Improvement and Project Management expertise in support of the Clinical Trial Excellence Program. Led a cross-
functional team of 15 colleagues to recommend solutions for quality-driven clinical trial study level reporting activities through study
closeout.
 Led the US Continuous Improvement Program for Business Technology and supported the F&BO deployment strategy resulting in
$10 Million savings in 2009 in the US only – Managed a lean/highly functioning team. Collaborated with F&BO CI leaders to coordinate CI
deployment across Finance and Business Operations.
 Managed a cross-functional and global team of 25 colleagues to recommend a new global on-boarding / transfer / off-boarding
process to improve colleagues’ engagement, organizational efficiency, effectiveness and productivity. Reported recommendation to
sponsors (3 ELT members).
 Partnered with the Global Continuous Improvement team to deploy best practices and improve deployment efficiency and cost
effectiveness of Continuous Improvement (Blended Training – I-Nexus Deployment – Lean Deployment). Mentored and Coached
Project Leaders to effect changes and deliver project results on time and within budget.
 Drove a cross-functional team including Training, Production Support, Technical Support, Accounts Payable and Financial System Support
Departments during the Pfizer Workflow implementation. Proposed and implemented a cost-effective deployment reducing project
cost by 70%.
Change Management and Communication
 Created communication campaigns to meet needs of diverse internal and external stakeholder groups and ensure status on major
process performance and remediation/change efforts, such as Global Country and Site Selection Redesign process or Continuous
Improvement Program, were appropriately endorsed
 Drove and coordinated the Continuous Improvement training and education process across the US (Sponsor Training - Yellow Belt -
Green Belt). Designed and facilitated business workshops: Voice of Customer Workshops –Kaizen/Impact Events - Developed an
Executive Belt Program and Training for Senior Executive to be effective sponsors and ensure high projects benefits and results.
 Led major communication efforts to provide Continuous Improvement visibility at the ELT level (i.e. Global Leaders meeting) and
coordinated Continuous Improvement communication efforts across Business Technology and Finance & Business Operations.
 Managed the Global Concur Expense communication and change management initiative to best manage information flow among the
potential 85,000 users, 5 project teams and all stakeholders. Implemented a project communication website providing a central repository
for market implementation information and governance boards materials.
 Developed the European Finance Shared Services (EFSS) Application Management communication campaign to best manage
information flow among stakeholders, EFSS, Business IT and in-market customers.