Adam Zetter, MSC, PMP

I work closely with Program Team Leaders to drive the development and execution of high-quality, global, integrated cross-functional program plans that enable overall program strategy. I use scientific competency and drug development knowledge to interact with cross-functional stakeholders, contribute to drug development strategy, and eventually translate the strategy into execution. I champion organizational initiatives that require strong PM operations experience. Essential Duties and Responsibilities - Partnering with the Program Team Leader, lead and manage the development of pipeline assets Drive large organizational process improvement initiatives and utilize technology and tools to enhance work efficiency - Accountable for managing all program timelines, dashboards, and tracking deliverables - Drive program decision-making processes and coordinate with the team or functions to identify and resolve program or resource issues - Guide program teams through development stages while ensuring transparent, cross-functional communication of program progress - Monitor scheduling or resourcing issues and opportunities and recommend activities prioritization - Develop risk management plans and regularly evaluate and communicate the probability and impact of risks to program deliverables - Support portfolio prioritization, program budget development, tracking, and variance management - As necessary, challenge teams by providing disconfirming information and encourage innovative problem-solving

Served as the lead Project Management Consultant for Structure Therapeutics in South San Francisco, guiding the team through IND filing and Phase 2 study initiation. Coordinated flagship program, achieving stretch goals and ensuring successful progression of drug development.

Director-level Project and Program Manager/Team leader responsible for strategy teams, learning and development initiatives, and cross-Genentech meetings and events. - Strategy Development: Program management lead for development of a strategy for early cancer detection, interception, and prevention development program. In partnership with functions across the entire development organization, created a viable development and commercial case for full development of this strategy. - Strategy Development: Drove cell and gene therapy teams of 10-15 scientists to influence and deliver approved strategies including resource, capital investments, and organizational changes. Developed partnerships across the organization to scope out a data integration engine. - Learning & Development: Co-lead and project manager for the development and launch of an award-winning digital learning & development program to teach new hires how drugs are developed at Genentech - Cross-Genentech Events: Produced and directed several cross-Genentech events and symposia (informatics, intern poster sessions, drug development seminar series) that required leading cross-functional teams of up to 15 to build the agenda, content strategy, form partnerships with vendors, identify and contract guest speakers, develop internal communications, orchestrate event flow, and coach presenters - People Leadership: Mentored junior staff and provided them with development opportunities to stretch their skill sets by directing them on various cross-functional initiatives

Chief of Staff to Department Heads and leader of strategic cross-functional change initiatives, and learning & development teams. - Chief-of-Staff: Facilitated Leadership Team meetings, resource forecasting, departmental goal setting, annual review and promotions cycles, vision and mission development, and other departmental initiatives as needed for the Safety Assessment and Bioanalytical Groups. - Organizational Change: Designed and implemented a change management and internal communications plan for a function moving from an in-house resourcing model to leveraging a CRO for routine lab work. Change resulted in substantial increase in operational efficiency and created greater development opportunities for in-house staff. - External Collaborations/Alliance Management: Functional lead aiding in the integration of a company (Promedior) into Genentech. Specific role focused on data acquisition, quality and integration. Lead team through a thorough a lessons learned exercise and created a document that led to significant changes in the company integration process. - Department Event Planning: 3-time leader of team of 25-30 people to deliver a multi-day scientific conference for >500 people that consistently resulted in a greater than 95% satisfaction score - Communications Planning: Developed internal communications strategy for executives, leadership teams, and cross-functional product teams - Team Leader: 5-year leader of the department community & culture team of 10-15 members. Team is responsible for building and supporting the department's mission and vision by creating opportunities and events for building community, employee engagement and highlighting our scientific contributions to Genentech's drug development. - People Leadership: Managed departmental administrative staff of 4 people ensuring customer service orientation and delivery for key department stakeholders.

Lead for enterprise project management system support, data analysis/metrics, change management team, and resource allocation/reporting. - Leadership: Created and lead system support and change control teams for Planisware enterprise project management (EPM) system - Change Management: Initiated and deployed strategic vision and internal communications strategy for change management operations, including the software development lifecycle (SDLC), for Plaisware EPM system, resulting in a the ability for making decisions faster and >30% increase in system change prioritization and deployment - Data Analysis/Metrics: Conducted a thorough analysis of project schedules, resources, and budgets across the portfolio in the Planisware EPM system to determine areas for improvement. Partnered with leadership and influenced the adoption of 17 recommendations that were implemented that increased system stability, user satisfaction and confidence, data quality, and reduced system change requests by an average of 25%. - Resource Management: Served as the PM department resource manager responsible for tracking resource forecasts and utilization across the PM department. - People Leadership: Managed 3 junior business analysts by providing career guidance and helping them to create their own development plans.

Key team member that helped lead the implementation of Planisware EPM system design, support, and system admin/user training - EPM System Development: Developed and launched Planisware (EPM) system for a drug development organization of over 2000 users. Specific focus was on developing the scheduling module for use with molecule team project managers. - End-user Training: Created and implemented training for over 500 users of the Planisware EPM system to support changeover from a legacy system. Training resulted in an increase of over 200% system usage and decrease of 50% in support requests. - System Support: Created a Business Administrator (BA) system role to give greater system access and control to those in the organization in place to support end users. Developed content strategy and delivered training for >100 BAs and established a global BA forum to allow for connections across sites and to share best practices.

Early and late stage molecule team drug development project management for oncology and non-oncology indications. - Drug Development Project Management: Early Stage PM lead for asthma molecule that saw project move successfully through IND, Phase I and II, including EOP2 meeting with FDA, before handing off for Phase III development. - Drug Development Project Management: Post-Marketing PM lead for oncology molecule developing line extension in combination with fMRI and for use in pediatric setting.

Oversaw development teams of up to 15 team members and supervised 2-3 junior project managers. Launched PMO to focus on PM process, tools, system training, customer support, and project planning. - PMO Launch: Launched initial Project Management Office (PMO) responsible for project management standards, practices, and systems development - Data Analysis/Metrics: Analyzed Planisware EPM system data output and created reports, documentation, and presentations to influence leadership to implement process changes that resulted in increased data quality and improved efficiency in system usage and user satisfaction by >15%. - Strategy Development: Saved >$10MM in development and marketing costs by leading cardiovascular product life-cycle team through strategy-development process in preparation of regulatory agency meeting, resulting in early No Go decision. - Drug Development Project Management: Enabled successful label-expansion approval by cultivating exceptional CRO relations, ensuring accountability for timelines, deliverables, and resource allocation. EPM System Training and Support: Trained 200+ Planisware EPM system users and served as primary system support. - Awards: Earned 4 distinguished Customer Service Excellence and Value Delivery awards.

Managed drug development teams of up to 15 through project planning, scheduling, and finalization. Enabled clear managerial and team understanding through internal communications and by creating tools and processes for effectively analyzing project goals, budget implications, and project variances. - Drug Development Project Management: Managed team from IND through Phase 3 completion of an eventually FDA-approved coronary vasodilator (LexiscanⓇ) that is now responsible for $650MM in annual sales - Clinical Operations: Completed a 6-month internal rotation in Clinical Operations. Wrote a protocol for a Phase II IST for a pharmacological stress agent and lead study initiation and kickoff. - Internal Communications: Enhanced communication with senior management on integrated project goals by designing specialized development operating plan used to document project deliverables. - Drug Development Project Management: Improved documentation processes and promoted information transparency by establishing clear and measurable team goals.

Managed several product development teams focused on bioinformatics software for processing and providing insights into the human genome. - Project Management: Created and maintained detailed project plans for each development team in order to keep them focused on milestones and deliverables. Internal Communications: Developed an effective reporting strategy to communicate project status and resolve global project issues with senior management. - Cross-Functional Initiatives: Collaborated in a cross-functional effort to institute software development lifecycle (SDLC) methodology and documentation in order to focus teams on requirements and design. - Leadership: Facilitated issue resolution between development teams and other functional groups within the company to keep the project on track. - Vendor Management: Identified and negotiated with vendors to bring contractors on board.

Joined Alza through acquisition of SEQUUS. Made the transition to project management via the acquisition of SEQUUS. Managed the development of project proposals, tracked project performance against budget and timelines, and communicated the status of projects to the entire company as well as corporate partners. - Drug Development Project Management: Delivered outstanding internal customer service and served as the primary point of contact for financial and budgetary data for both internal and external projects. - Drug Development Project Management: Managed and tracked the financial performance of multiple projects for new, high-priority products in oncology, neurology, and urology. - Drug Development Project Management: Successfully collaborated with multidisciplinary development teams to develop detailed project plans and ensure project deadlines and milestones were met. - Tools and Processes: Initiated, developed and implemented an innovative and creative Excel procedure for cost and resource estimations that dramatically reduced turnaround time and increased department productivity. - Cross-Functional Initiatives: Major contributor to the production of a manual on the preparation of standardized work plans and cost estimates for internal and external clients.

Evaluated, formulated, and developed potential products to fill the development pipeline. - Planning and Execution: Integral part of the team that pioneered the formulation of several potential products into the company's proprietary technology. - Problem Solving: Utilized keen analytical skills to identify and solve key process-related issues and produce viable products through the use of innovative approaches and problem-solving skills. - Vendor Management: Coordinated with and instructed vendors on the manufacture of raw materials. - Two patents filed and approved (US 6,818,227, WO†00/45791)

Summer intern focused on using molecular methods to analyze, select, and test farm genetically modified plants.

Northwestern University’s Master of Science in Communication program educates ambitious and inspired professionals to become more valued and effective leaders. The highly interactive curriculum integrates communication theory with practical application, providing students with the skills essential for an immediate competitive advantage in the workplace. The fundamental learning themes the MSC program center around Managing Complexity, Collaborative Leadership, and Elegant Communication. The MSC program provides students with the concepts and frameworks to leverage these highly sought after skills into a distinct advantage in the workplace. Through this transformative experience students will be prepared for success in any industry, any job function, any place in the world.