Digital delivery since 2003, most recently in regulated life sciences at Johnson & Johnson and Veeva.
I started as a developer, so I can hold the technical conversation and translate it into something a business person can act on, without needing to write the code myself.
How I work
Don't build just to build. I spent years pushing developers to ask why before writing the code. That one question surfaces problems early, when there is still time to do something about them.
Adoption is the real deliverable. A platform nobody uses shipped on time and failed. Most of the hard work in a rollout is not technical.
Say the number. Governance and reporting only matter if they show leadership what is actually happening. If a status is amber, it should say amber.
The work
Independent web and digital consulting
Client work start to finish. Scope, schedule, budget and the client relationship are all mine.
I use AI tools every day on the actual delivery. I also designed and direct an agentic AI system that runs on a schedule. I wrote the rules for what it takes in, what it escalates and what it is never allowed to touch. I didn't write the code. I correct it when it makes a bad call, which is the same job I've done with development teams for years.
Johnson & Johnson, back on contract
An acquisition brought a new group into the field medical organization. The platform already had 400+ users. Bringing the new group on was the easy part. The configuration and workflow changes behind it touched every one of those 400+ users, so most of the work was testing that nothing broke for the people already there.
They brought me back because I had run that platform for five years and then spent a year at Veeva learning it from the vendor side.
Veeva Systems
Product Expert on Veeva CRM. I had a group of enterprise life sciences customers who were mine, and I worked the shared queue for everyone else. Escalations, release training, and pulling product and engineering in when something needed a fix.
The reason I went: I had spent five years as a Veeva customer at J&J and wanted to see the platform from the inside. Not many people have seen the same platform from both directions. It changes how you read a customer complaint, and how you talk to a vendor.
Johnson & Johnson - Associate Director, Field Medical Operations
The technology partner to the field medical business. Veeva CRM and the other digital platforms the field used, plus the roadmap, vendors and budget behind them. Two direct reports. Four engineers and a QA tester on the build side, managed by their own leads, and several vendors on top of that.
Some of what that looked like day to day, that a resume has no room for:
Documented Interest. A new business process with compliance requirements, built in CRM before the platform had anything like it. I led it as the business owner. It connected to the J&J customer master, backend reporting and Veeva Vault. The hard part was Vault - picklist values had to come from Vault, and we caught that dependency early. When J&J IT couldn't get to a working solution I brought Veeva directly into the build.
The insights tool. Field medical teams log hundreds of insights a month. A few people on each team used to read all of them by hand to find the trends for leadership - days of reading per person, every cycle. Another team at J&J built an LLM tool that did the first pass. I trained the field users and ran the rollout. Every field team ended up using it.
Territory alignment. I owned territory assignments for the national field medical team. Worked with field leadership on each realignment and built it into the CRM.
Seven therapeutic areas, one way of working. Each therapeutic area used the same CRM a little differently, so the data couldn't be compared. Getting them onto common processes and definitions meant leadership could finally compare performance across the field.
CRM suggestions. Worked with field teams on suggestions pushed to MSLs in the CRM. Sometimes they brought the idea, sometimes I brought them a new use for it. Part of that work carried into next best action.
Content. Gave the medical writers a way to preview their content in a live CRM environment before it reached the field. Took the Veeva Vault author training to understand the full path from Vault to CRM.
When things broke. IT owned the fixes and the release calendar. I was the one hearing from the field when they couldn't get in, worked with IT through the fix, and explained to the business what happened. I managed what went into each release.
Also: business product owner on a validated GxP system through an audit. System readiness for every product launch. Trained every new hire on the CRM, and wrote a monthly newsletter on the field's digital tools for part of my time there. Operationalized the technology tasks the whole Field Medical Operations team used, which helped lead to added head-count as the work grew.
Johnson & Johnson, digital platforms
IT Manager over the global website platforms behind Janssen's brands, branded and unbranded, across regions. J&J contracted out its developers, so I ran the work through an outside team and sized it to whatever the initiative needed.
The one I point to is a standard templating framework that took more than 2 months off every site launch after it. Not exciting to describe. It changed what the team could take on in a year. I also wrote the SOPs for website data collection, moving every property toward the same data set with changes going through change control.
Before J&J
I started at Refinery as a Drexel co-op in 2003 and stayed on as a developer after graduating. I built my first pharmaceutical website there that first year. Other projects included a touch screen application for the Philadelphia Parking Authority and the database architecture for Sotheby's Real Estate. At imc2 I did .NET architecture on Sitecore for pharma, food and consumer goods clients.
Netplus Marketing was my first Director role. I built the agency's PMO from nothing and set up how projects were estimated, which gave the executive team a real read on project financials.
Influence Interactive was part of Dudnyk, a healthcare agency in Horsham. Director of Technology & Project Management with a team of 4, 2 of them developers, plus offshore teams as projects needed them. I was lead architect on the larger builds, ran the agency's Jira, and owned its delivery workflow for agile and waterfall projects. Rolled out tag management and analytics across Prudential's entire retirement division.
At PulseCX I was Director of Marketing Operations with 8 direct reports - 4 engineers, 3 project managers and an IT admin - and a $2M+ capital budget. With the company President I built a sales pitch environment that produced the company's first global opportunity in over 20 years.
On contract at Digitas Health I ran technical direction and offshore development. It was the first agency I worked at that did only healthcare. I'd been working on pharmaceutical accounts since 2003 by the time J&J hired me in 2017.
Clients across those years included Johnson & Johnson (Janssen), Merck, Abbott, Boehringer Ingelheim, Shire, Mead Johnson, Independence Blue Cross, Prudential, Penn Mutual, Comcast, Motorola, Nissan USA, Campbell's Soup, Black & Decker, Aramark, Sotheby's Real Estate, Sony Pictures Classics and the Project Management Institute.
Also
I take on independent consulting: digital delivery, platform and CRM programs, and work that needs someone sitting between the business and the engineers. Happy to talk if that is useful.