A European consulting firm specializing in digital transformation for Pharma, Biotech, and Medical Devices wanted to expand into the U.S. market. To succeed, they needed to quickly establish credibility, generate revenue, and build a delivery organization capable of handling complex client programs.

Action:
I acted as the general manager for the U.S. expansion:

• Go-to-market execution: Secured major MES programs (PAS-X, Tulip) with top pharma and biotech clients.

• Team building: To meet increasing demand, hired and led a high-performing initial team of 9 consultants, creating a strong foundation for delivery.

• Operational infrastructure: Designed agile delivery processes, digitization roadmaps and governance frameworks that drove efficiency and innovation for clients.

Result:

• Achieved several million dollars in revenue by the second year.

• Delivered multiple successful MES programs, strengthening long-term client relationships.

• Built a scalable foundation for the firm’s U.S. business, proving the model for sustainable growth.

 A fast-growing software vendor in the cell & gene therapy supply chain space faced challenges delivering complex customer implementations. Time-to-value was too long, delivery quality was inconsistent, and resource allocation lacked transparency - all critical risks in a highly regulated, patient-impacting domain.

Action:
As VP of Professional Services, I was responsible for all aspects of platform delivery, from functional implementation to implementation engineering. I led an organization of 3 managers, 25 FTEs, and 32 contractors, driving improvements across delivery operations:

• Quality & speed: Improved time-to-value (TTV) and delivery quality across implementations.

• End-to-end delivery: Managed customer programs from business analysis through go-live, covering processes such as order intake, apheresis, cryopreservation, manufacturing, infusion, logistics, COI/COC, and integrations (SAP, Salesforce).

• Defect prevention: Initiated a company-wide approach to track and address regressions during the vendor’s largest platform release, preventing over 100 potential customer defects.

• Predictable delivery: Introduced capacity management tools, giving company-wide visibility into resources for all customer programs.

Result:

• All implementations started by my team went live on time, within budget, and at quality.

• Significant improvements in time-to-value and customer satisfaction across the board, including ongoing implementations requiring a turn-around

• Built scalable delivery processes that strengthened trust with clients and supported the vendor’s growth in a demanding market.

The project delivery organization faced the dual challenge of maintaining strong client relationships while improving delivery efficiency and expanding revenue. With a demanding portfolio of pharma customers and a large project team, achieving both operational discipline and growth required clear leadership and scalable processes.

Action:
As Head of Projects, I oversaw project delivery and portfolio management for 12 key customers. My responsibilities included:

• Customer success & growth: Managed delivery execution, ongoing maintenance, and upsell opportunities across the customer base.

• Team leadership: Directed a team of 15, ensuring alignment, accountability, and development of delivery capabilities.

• Operational performance: Implemented processes to improve efficiency and predictability across the portfolio.

Result:

• Department exceeded revenue and efficiency targets in both 2016 and 2017 by >25%.

• Strengthened customer relationships by delivering consistently while expanding service opportunities.

• Built a delivery organization that balanced operational discipline with sustainable growth.