In pre-commercial biotech and ATMP, supply chain decisions get locked in
before a dedicated supply chain function exists. I specialise in closing that gap, covering external manufacturing setup, supplier governance, and launch readiness, with 12+ years in regulated life sciences across Johnson & Johnson and Accenture.
The most significant of those engagements was CARVYKTI, the first CAR-T therapy approved in multiple myeloma. I led supply chain readiness and delivered on-time commercial launch despite COVID disruptions, managing plasmid, lentiviral vector, media, and single-use system categories across more than ten strategic suppliers. That meant qualifying alternatives mid-pandemic, resolving contamination escalations with QA, and negotiating multi-year umbrella agreements with suppliers who had never operated at commercial scale before.
Since 2022 I have worked at Accenture across global supply chain transformation, CDMO go-to-market strategy, and operating model design for pharmaceutical clients. That experience added structured consulting methodology to the operational depth built at J&J.
What I have observed consistently across both environments is the same problem: supply chain thinking enters the picture too late. By the time commercial teams are involved, process development has already made the critical decisions. Materials are specified. CDMOs are contracted. Filing strategies are set. The cost of changing those decisions is high. Often prohibitively so.
That is the problem I focus on now. I work with biotech and CDMO organisations to bring commercial supply chain thinking in before the decisions that create risk become the decisions that cannot be undone.
