How I Work
Find the Real Problem. Implement the Solution. Make Change Stick.
Most operational problems in growing biotech and pharma companies aren't where they first appear. The launch that slipped, the audit finding, the initiative that quietly died — those are symptoms. The real problem is almost always cross-functional: a handoff nobody owns, a process that made sense at 20 people and breaks at 80, a fix that was designed by one department and never adopted by the others who have to run it.
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I work through all three of these steps, in order, on every engagement.
My Approach
I tailor each engagement to your organization’s needs while following a proven path to lasting improvement:
01
Find the Real Problem
Before anything gets fixed, it has to be correctly diagnosed. I use Lean Six Sigma and Kaizen tools — process mapping, root cause analysis, value stream analysis — to trace how work actually moves through your organization, not how it's supposed to move on paper. This usually means sitting down with the people doing the work, not just the people managing it. Your team already knows something's broken. What's often missing is the cross-functional view that shows why it keeps breaking, and where in the handoff it's actually failing.
02
Implement the Solution
Finding the problem is only half the job — the fix has to actually get built, and built by getting in and doing the work, not just handing over a plan. I bring structured project management to scope the solution, sequence it realistically, and stay hands-on through implementation — in the process, on the floor, alongside your team — so it actually gets done, not just planned.
03
Make Change Stick
A great fix that nobody adopts doesn't count. Through change management — structured engagement, practical tools, and working directly with the people affected — I help your team actually embrace the new way of working, so the fix survives contact with the organization instead of quietly fading like the last "initiative."