George Stephen

• Strategic partner to the Asset Team Leaders steering various integrated Global Program Teams of 40–60+ cross-functional members and sustaining a >95% on-time governance readiness rate across Development, Regulatory, CMC, Safety, and Commercial. • Leading end-to-end execution of IDPs for multiple indications, maintaining <5% timeline variance while accelerating key inflection points during the development by 2–4 months through proactive issue removal and strategic prioritization. • Overseeing the execution of program strategies, launch readiness, LCPs, ISPs and IEPs for various tasks, spanning strategy, scenarios, risk assessments, PTRS, tradeoffs, and NPVs. • Partnering with Finance and the Asset Leader to drive annual and long-range planning processes, improving forecast accuracy by 20–25% and ensuring enterprise-level visibility on long-term program investments. • Fostering cross-functional, enterprise-first thinking within teams, influencing trade-offs and strategic choices that improved portfolio prioritization effectiveness by 10–20% and avoided $5M–$12M in downstream delays.

• Supported enterprise-wide strategic planning efforts by analyzing competitive market dynamics, therapeutic area trends, and emerging partnership opportunities across global regions aligned with Gilead's 10-year growth targets. • Conducted detailed opportunity assessments, prioritizing new therapeutic areas for internal investment and recommending pipeline adjustments based on long-range revenue projections and market entry feasibility.

• Served as the strategic thought partner to Asset Leaders, shaping program vision, driving high-performing team culture, and ensuring alignment across clinical, regulatory, CMC, commercial, and other operations functions. • Designed scenario models that enabled leadership to choose optimal development pathways, resulting in 10–15% cycle-time acceleration or $3M–$8M cost efficiencies via adaptive study design, or CMC strategy alignment. • Managed and mentored 3–8 PMs, establishing role clarity, improving PM methodology adoption, and increasing operational consistency by 35% across clients. • Led the PM evolution business unit with a goal to establish IPM’s ability to assess, predict and influence the evolution of PM practices and shape the future of PM practices within life sciences industry.

• Managed cross-functional drug development programs in various therapeutic areas by providing program management leadership into disease area, program/project strategy and vision, ensuring alignment of strategy with operational delivery. Conducted program risk and financial analysis to support governance investment decisions. • Lead Project Teams from pre-IND to Phase III to deliver first/ best-in-class and/or best in disease therapeutic molecules for pivotal clinical trials to enable successful global development and commercialization. • Collaborated with executives and board of directors of a start-up pharmaceutical client to analyze and determine key strategic initiatives for a therapeutic area, which led to identifying and presenting $500M market capture strategies. • Restructured and elevated a PMO, aligning team capabilities with strategic business needs and delivering measurable improvements in program execution.

• Enabled senior leaders (executives, therapeutic leaders, franchise leaders) to make effective decisions by laying out the TPP, competition landscape, market analysis, PTRS, and forecasts at strategic governance gates in the drug development process by working with teams in timely manner. • Lead project teams and senior leaders of a client in the implementation of an ERP system. Led the implementation and change management process by using best practices and tools, reducing the implementation time by 30%. • Provided project management support for clients completing non-GMP and GMP manufacturing of small molecules and biologics for pre-clinical studies and clinical trials. Facilitated discussions to analyze and interpret clinical data through clinical reports and summaries. • Successfully launched new critical decision-making Project Management Office (PMO) for a Pharma Client in 3 months, by establishing an effective business case, charter, leadership team, operating principles, and project managers playbook. • Developed and implemented project management processes for a NASDAQ 100 global pharmaceutical company, providing a disciplined approach to help guide, manage and expedite product development.

Returned to run family-owned business with 60 employees and $5M annual revenue across 4 stores. Discovered love for business while gaining and honing commercial skills in marketing, business development, and go-to-market planning.

Promoted to manage projects within complex early-phase pharmaceutical development programs.

Dundee, Scotland, UK