I work with a small number of clinical-stage biotech companies at a time to ensure meaningful impact and close partnership with leadership teams.
Engagements are structured around outcomes—not hours—with a focus on solving the right problems and building systems that deliver lasting value.
Embedded Strategic Partnership (Most Common)
I operate as an extension of the leadership team—typically as a Fractional Head of R&D Strategy & Operations or Chief of Staff to the CMO/founder.
In this capacity, I:
• Partner directly with executive leadership on strategic priorities
• Own strategic planning and operational initiatives
• Drive decision-making, alignment, and cross-functional execution
• Scale involvement based on organizational needs
This model is most effective for organizations that are scaling and require senior-level leadership without adding full-time headcount.
Defined Strategic Engagements
Focused engagements addressing high-impact priorities that require structure, clarity, and execution.
Typical areas include:
• R&D prioritization and multi-year roadmapping
• Governance and decision-making framework design
• Operating model and cross-functional alignment
• Preparation for key inflection points, including clinical milestones and investor readiness
These engagements deliver immediate impact while establishing systems that support long-term scalability.
Advisory Support
Targeted, light-touch support for leadership teams navigating specific challenges or transitions.
This includes:
• Periodic working sessions
• Strategic input on key decisions
• Support during planning cycles and organizational change
How I Work
My approach is structured, pragmatic, and focused on execution.
I work at the intersection of strategy, planning, and execution—ensuring that priorities are clearly defined, decisions are made effectively, and teams are aligned to deliver.
Across engagements, I focus on:
• Defining clear priorities and tradeoffs
• Designing governance and decision-making frameworks
• Aligning resources and execution plans to strategy
• Implementing systems to track progress and performance
The objective is not just to define strategy—but to ensure it is actionable, adopted, and sustained within the organization.
What to Expect
• Direct access and close collaboration with leadership
• Clear structure and disciplined execution
• Focus on outcomes—not activity
• Systems designed to be owned internally
• Measurable improvements in decision-making, alignment, and execution