Lead all in-licensing, out-licensing, and product-level acquisition and divestment activities for the Hikma US Injectables business unit, the 2nd largest injectable player in the US by volume. - Scope of responsibilities includes identifying partner/product opportunities, negotiating and executing the transactions, and onboarding and alliance management of the programs post-deal execution up through and including product launch. - Actively negotiating deals in the generics, branded, biosimilar, 503b, and animal health injectables sectors. - Within the first year, completed more transactions (9) than the division had ever completed in any prior year, and was also more than the division had completed in its prior 3 years combined. - Active member of the new product selection committee for in-house R&D activities. - Directly responsible for managing the collaboration which led to Hikma launching the first ever GLP-1 ANDA (liraglutide) to be approved by the US FDA.

Following Akorn’s closure in February 2023, created a consulting company to offer tailored solutions to clients in the pharmaceutical industry, including branded companies, biotechnology organizations, generic drug manufacturers, and contract manufacturing service providers. Returned to consulting following my decision to leave Hikma. Provided dedicated support to those organizations in the areas of short-term and long-term strategy development, portfolio selection, licensing and M&A activity, and procurement and operations strategy. Executed consulting engagements with 13 different clients since the company’s inception in February 2023, a majority of which were focused on the US injectables market. - Client #1 – Created the go-forward commercial strategy for a branded injectable and branded oral therapy which were soon expected to become genericized. With the goal of retaining as much market share as possible following a generic launch, developed a plan for how to engage the end customers and also identified and negotiated potential authorized generic partnership deals covering the client’s various branded assets. Secured a follow up engagement with the same client upon leaving Hikma. - Client #2 – Created a long-term strategic plan for a smaller EU injectable CDMO (< $30M in annual revenue) expecting an influx of cash from a private equity firm for additional investment. Strategic plan included which technologies to invest in, which products to develop for potential partnerships, analysis of the ideal target customer base for the company, and analysis of the existing headcount in order to identify additional skillsets required to help facilitate further expansion. - Client #3 – Contracted with a top 10 global generics company to act as an extension of their US business development team tasked with the identification, negotiation, and execution of new generic and specialty injectable acquisition opportunities that were previously unknown to the organization. Identified multiple partners and assets which the client intends to pursue further. - Client #4 – Acted as the interim Chief Procurement Officer for a US biotechnology company with approximately $800M in annual revenue across three commercial branded products. Analyzed the client’s contracts and relationships with their top suppliers and created a plan to save them > $2.5M annually within the coming 12 months. Identified new suppliers to help realize those savings and directly negotiated and executed agreements with those partners. Presented a new organizational structure to management to improve the performance of the supply chain and procurement functions. - Client #5 – Led a multi-day seminar for an EU-based generic drug developer who recently acquired its first injectable facility. Training was meant to educate the company’s various stakeholders, from those on the shop floor to the company board, regarding the dynamics of the US generics market, possible strategies to best leverage the new injectable facility, and what pitfalls they may encounter following their initial investment. - Client #6 – Analyzed a US generic firm’s 200+ approved, discontinued, and in-development ANDAs to rationalize their portfolio and identify short-term, medium-term and long-term focused opportunities for the company to execute. Primary dosage forms analyzed were oral solids and injectables. Identified multiple new licensing partnerships for the company as part of that analysis. - Client #7 – Analyzed whether or not a pharmaceutical company should close a recently-acquired manufacturing facility or turn it into a full-service CDMO. CDMO analysis included assessment of the potential customer base, required headcount, and overall costs required to operate the facility. Based on the analysis conducted, the company ultimately decided to close the facility. - Client #8 – Recruited by a private equity firm that recently acquired an ex-US FDA-approved injectables manufacturing facility with the intent of creating a new global CDMO to design and implement the marketing and operational strategy for the new company. Conducted outreach to prospective customers and proposed several strategic opportunities to management. - Client #9 – Contracted by a US-based injectable CDMO with internal R&D resources to propose new products for the company to proactively develop in line with its internal capabilities. Researched the supply chain and market potential for those products and simultaneously engaged with prospective customers to gauge who might be interested in pursuing a partnership with the client before major investments were made. Several new partners were brought to the client as a result of this engagement. - Client #10 – Analyzed a basket of 100+ sterile injectable and ophthalmic ANDAs acquired by the client to identify potential hidden value amongst that basket. Identified and negotiated two unique partnership deals for the client which would ultimately pay off the entire cost of acquiring the 100+ ANDAs within 12 months of the acquisition. - Client #11 – Revitalized a generic injectables sourcing business for a large distributor operating in the non-acute customer setting. Monthly revenue and profitability both jumped 250% within 3 months following the start of the engagement. - Client #12 – Analyzing a possible acquisition opportunity for a private equity firm and recommending long term strategies for the asset should the firm ultimately acquire it. - Client #13 – Leading out-licensing activities on behalf of a biotech firm for a newly approved injectable NDA in the non-opioid pain arena. Directly responsible for identifying suitable licensees, pitching the product, and ultimately negotiating terms.

Given the additional responsibility to create and lead Akorn’s new business development and alliance management functions following successful emergence from Chapter 11 along with P&L responsibility for Akorn’s CMO services business supporting multiple global pharmaceutical clients. - Created and executed against Akorn’s in-licensing and M&A strategy for the US human and animal health generics units plus the branded injectables portfolio. Completed in-licensing / acquisition of 13 products (primarily injectables) via multiple partners within the first year of operations. Directly responsible for finding the opportunities, negotiating and executing the deals, and managing the partnerships following deal execution. Summary deal sheet can be provided upon request. - Completed M&A diligence for several generic companies and constructed multiple offers. - Supported the diligence, negotiation, and divestiture of Akorn’s OTC and branded ophthalmic business units. - Prior to the divestitures, created an organizational structure to better support Akorn’s 3rd party manufacturing business (Akorn asa CMO). Renegotiated existing agreements and improved Akorn performance such that the business grew from ~ $5M expected revenue in 2021 to > $20M by the end of the year, eventually surpassing $30M annually by 2023. Multiple customers indicated that Akorn went from one of their worst manufacturers to their best within 6 months of the changes being implemented.

Led Akorn’s global procurement operation (APIs, direct materials, and indirect purchases) and was responsible for the strategy and performance of Akorn’s 3rd party CMO network supplying Akorn with drug product which spanned more than 30 unique CMOs. - Created a new centralized global procurement operation integrating all ~ $700M of Akorn’s API, direct material, indirect, and CMO spends across 4 manufacturing facilities and R&D / warehousing / corporate sites. Work led to global savings of ~ $15M within the first 12 months following the creation of a 3-year procurement and 3rd party operations plan and hiring of key leadership roles within the new organization. - Identified CMO partners for > 10 strategic pipeline assets and negotiated and executed deals as required. Led both proactive and reactive technology transfer projects to newly-identified CMOs when warranted along with a supporting technical team. - Successfully led Akorn through a Chapter 11 Bankruptcy process in 2020 with minimal supply interruptions. - Developed and executed risk mitigation measures to prevent major supply chain disruptions during the COVID-19 pandemic.

Recruited into the newly-created Global Marketing & Portfolio team to redefine Teva’s processes to select new generic products. - Optimized allocation of global R&D spending to maximize value of the pipeline. - Presented optimization strategies to Teva executive management and prepared summary presentations for the Teva CEO. - Designed a dashboard for executive management to highlight potential gaps/opportunities in the global pipeline. – Teva Pharmaceuticals API (Active Pharmaceutical Ingredients) Division

Managed over $85M/year in 3rd party API sales in US and Canada to over 150 pharmaceutical companies spanning more than 300 products. Built relationships with new and existing customers to create sustainable long-term value for the organization. - Selected as the youngest participant and only member of the sales team to build the 5-year business strategy with management. - Recognized for outstanding contribution to the sales and marketing organization in 2016. - Created a model to maximize customer coverage in 2014.