Stephanie Armstrong

- Lead >$1.2B P&L across 20+ markets and 1,200+ colleagues. - Set and execute a multi‑year growth strategy; improved IBT margin +140 bps YoY through differential investment and portfolio/market choices (incl. emerging markets). - Restructured under‑performing markets and returned the business to growth, delivering IBT growth +11% vs LY. - Built regional capabilities in digital, data, and CX via programmatic training, talent planning, and action forums; 100% of GM‑1 HiPo/critical talent enrolled in at least one program. - Represent Zoetis with governments, industry bodies, and academia to advance animal/public health, sustainability, and veterinary capability partnerships.

- Led Zoetis’ largest ex‑US cluster at the time (>$500M), steering strategy and performance across sales, marketing, regulatory and commercial operations; led 350 colleagues. - Delivered +9% net sales CAGR and +9% IBT CAGR (3 years); gained +3.2 share pts through portfolio (pain, dermatology, parasiticides). - Built category leadership in pain: launched mAbs driving +140% segment growth; increased value share 13% → 54%. - Elevated customer and colleague outcomes: CSAT 8.5 (+0.3), NPS 55.4 (+12.4); engagement 88.2. - Strengthened leadership bench and succession; scaled digital/data commercial capabilities across 350 colleagues.

- Trusted advisor to CEO and Executive Team; led enterprise strategy, operating cadence, and Board sponsored initiatives. - Shaped CEO agenda; executed enterprise priorities incl. Sustainability and DEI, establishing measurable representation aspirations for women and people of color. - Directed enterprise COVID-19 response across commercial, manufacturing, R&D and Zoetis Tech & Digital; enabled +9% revenue growth and +10% Adjusted Net Income growth in 2020. - Ran executive decision-making cadence and Board updates, improving alignment, speed, and follow‑through on critical decisions. - Launched Global Strategic Accounts capability for 6 priority global customers to accelerate growth and improve enterprise execution consistency.

As Head of International Commercial Strategy and Operations, I worked closely with the President of International Operations and the Senior Vice Presidents in each of Zoetis’ regional clusters in defining and operationalizing Zoetis’ global strategy and executing key strategic priorities. This included all aspects of operations such as new product launches, global supply chain management, business development and acquisitions, and in-line portfolio management.

As the Business Unit Director for Companion Animals and Equine in Australia, I was responsible for the execution of Zoetis’ key strategic priorities through the leadership of a team of over 50 sales, marketing and technical colleagues. I had full P&L responsibilities for the business as well as responsibility for ensuring a highly engaged and motivated team to deliver high customer satisfaction and successive years of above-budget performance.

The RVC Council is the RVC's governing body. It works with the RVC executive team in the delivery of the Strategic Plan and supports the mission of the RVC through advocacy and ambassadorship.