A Day in the Life of a Vice President and General Manager

In 2026 we are continuing with the Day in the Life Of series, where we interview the people behind the medicines and find out what drives them, and how they go to where they are today. The series gives a personal insight into what it's like to work in the pharmaceutical industry and contribute to patients' health. 

Please could you outline your background and the career path that has led you to your current position?

I joined Quotient Sciences in 2024 as Vice President and General Manager, overseeing Quotient Sciences’ two facilities located near Philadelphia, PA. Both sites specialise in small-molecule oral solid dose formulation development and drug product manufacturing. I lead our teams in delivering high-quality services in drug product formulation and manufacturing. 

Our Philadelphia facilities also play a crucial role in supporting Quotient Sciences Translational Pharmaceutics® programmes. These are integrated drug programs combining drug product cGMP manufacturing with Phase I clinical testing activities. In Philadelphia, we develop and manufacture the drug product, including immediate-release and modified-release oral solid dose products. When ready, we send them to Miami to dose right on-site. 

Prior to joining, I held the position of Vice President of Operations and Site Head at Jubilant Cadista Pharmaceuticals, and served as General Manager at Catalent. My career has also included leadership roles at Procter & Gamble, Wyeth Pharmaceuticals, and Novartis Consumer Health, all of which have contributed to my expertise and perspective in pharmaceutical site operations.

What do you most like about your role?

A few things excite me about our work in Philadelphia. First, our Translational Pharmaceutics® programmes are gaining momentum, allowing us to help customers achieve results more efficiently. After we develop and manufacture oral drug products in Philadelphia and Miami conducts on-site dosing, we can quickly help our customers act on clinical data. If the Miami team needs a formulation or dose adjustment, our Philly sites can respond immediately. There are no delays in the process as there can be when working between CRO and CDMO providers. We also have proven methods of working between our sites, and project managers for every programme. So, wherever a programme is based, our clients can expect a high-quality experience. 

Second, the commercial capabilities that we have in Philadelphia mean that we don’t stop with the early-stage work. We can see programmes through early and late development, and provide ongoing commercial supply. Just this year, we completed critical updates to our Boothwyn, Pa. (Chelsea Parkway) facility, refreshing many of the facility’s cGMP manufacturing spaces and transforming underutilised areas into fully operational high potency suites. Converting two non-potent rooms has allowed our teams to increase efficiency, safe handling and production of drug products containing more potent API. Further enhancements are planned in 2026, as well.

It’s rewarding to see programmes advance from initial development to commercial success within our teams. These have included programmes for rare and paediatric diseases, so it is a good feeling knowing that we are helping make a difference in this way. 

What are the biggest challenges you face? What issues affect your role?

Like many in a similar position getting the right balance of staff in terms of not just numbers, but also skill set. We want to maintain a high degree of responsiveness to our customers, and you have to kind of predict where the growth is going to come from. Having the right skills in the right place at the right time is a key challenge. I am lucky that Quotient leadership lets me respond quickly if a gap emerges, so it is great to have that support.

What advice would you give to other people aspiring to your position or getting into this field? 

Don’t expect your path to be linear. Take roles in other areas to broaden your experience and expertise in the business overall. Walk in the shoes of others by taking roles in Operations, Engineering, Quality, Development. In the end, it is the overall understanding of the business and how the pieces all work together that will land you that key leadership role.

I would also say that you should share your learning and experience freely. Learn to develop and appropriately advance people in your organisation, and then the best talent will gravitate towards you. 

What do you see as the next big opportunity in your sector?

Obviously, everyone is talking about AI. I think figuring out how to leverage AI properly as well as how to respond to the regulatory changes that we know are coming will be huge. No one has this figured out yet, and this challenge is very exciting.

Who do you look up to in the industry? Who inspires you?

I don’t think I have an answer to that, because it’s never been one person. It’s always been recognising and admiring leadership qualities in people I have met along my journey. No one is great at everything, but there are little daily inspirations from nearly everyone around you.

If you weren’t in this field, what would you be doing? 

I’ve been doing this for so long, it is hard to imagine it being any other way. But if I had to do it all over again, I would look into veterinary medicine. I love animals, and there is a huge shortage of veterinarians right now. You can see though, that there is still that link to medicine and healthcare. Maybe it’s just in my DNA. 

Looking back when I started my career, I pictured myself in an executive position in very large company. I started my career with Procter and Gamble, so that is what I knew. Over the years, I learned that I really enjoy working in smaller companies where there is a bias toward action, decisions are made quickly, and everyone has a real impact on the business and for our customers. I also really like being close to the action at the sites, so that makes me happy in my current role.