Talitha Lynch

Experience

• 

  Pfizer

  Jan 1998 - Jan 2000

  District Sales Rep

  🌐 Built strong relationships with healthcare professionals, and consistently exceeded sales targets.🌐 Sales experience fostered deep understanding of commercialization strategies, preparing for future leadership roles.

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  Amylin Pharmaceuticals

  May 2000 - May 2002

  Senior Medical Science Liaison

  🌐 Served as a key liaison between healthcare providers and the pharmaceutical company, delivering medical information and supporting the clinical development of products.

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  Eli Lilly and Company

  May 2002 - May 2014

  Led global Medical Affairs strategy and infrastructure development, optimizing capabilities and aligning regulatory goals.🌐 Led team of 150 employees, including 12 direct reports, managing an estimated budget of $30M.🌐 Directed portfolio strategy for 30 assets, including 5-10 blockbusters, ensuring global alignment of funds across US, Japan, and EU to create a unified Diabetes Medical Affairs strategy.🌐 Ran strategic and tactical planning for Global Medical Affairs in the Diabetes Business Unit, overseeing Lilly-owned assets and Boehringer Ingelheim-Lilly Alliance.🌐 Managed strategic infrastructure development for all medical affairs roles, including physicians and scientists, and led Six Sigma initiatives to optimize global capabilities.🌐 Led Medical Affairs on Biosimilar Steering Committee, shaping strategy and aligning regulatory and clinical goals. Show less Six Sigma Black Belt | Group Director 5/2002 — 9/2006Drove operational efficiencies, financial savings, and productivity improvements through Six Sigma methodologies.🌐 Utilized Six Sigma Black Belt expertise to design global operating model for 2K Medical Affairs employees, achieving 20% financial and headcount efficiency. Model is still in use for U.S. and global investments and resource allocation.🌐 Led DMAIC and DMEDI Six Sigma projects to drive operational goals, improving productivity, reducing cycle times, and enhancing compliance.→ Spearheaded first critical chain methodology project, accelerating clinical trials by 30%. → Redesigned regulatory readiness process, saving $10M across the portfolio. → Streamlined vendor management and reduced process time 20%.→ Achieved $20M in Type 2 benefit savings for the corporation.🌐 Served as lead Black Belt on the Medical Quality Redesign team, driving transformation to a single global, integrated system to establish a sustainable quality culture.🌐 Delivered measurable productivity and cycle time improvements by partnering with Quality and applying Business Process Management and Critical Chain methodologies. Show less

  • Associate Vice President Medical Strategy & Portfolio Management

    May 2006 - May 2014

  • Six Sigma Black Belt | Group Director

    May 2002 - Sept 2006
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  AbbVie

  May 2014 - now

  Spearheading capabilities to accelerate Asset Pipeline, Next Generation strategies, maximize Lifecyle strategies, and innovation in highly competitive environment.🌐 Appointed to spearhead creation of new capability, designed to accelerate asset pipeline and enhance portfolio lifecycle management. Lead strategy for NextGen assets, integrating commercial, R&D, and competitive insights.🌐 Drive pipeline acceleration amidst industry competition that is 5-6x faster, focusing on agility and innovation.🌐 Currently building new company capabilities, leveraging strong history of establishing new teams and competencies. Show less Drove asset portfolio growth, blockbuster launches, and strategic alignment for pharmaceutical innovation and success.🌐 Revitalized leadership structure by recruiting and developing a high-caliber team of 40 GM and VP-level executives from an initial group of 9 project-level staff, improving decision-making speed, strategic execution, and operational efficiency.🌐 Restructured Japan operations and established China R&D across 10 functions (therapeutics and medical aesthetics), managing total of 200+ staff. Built business case for China investment and improved Japan operating model 30%.🌐 Managed portfolio of 70 pharmaceutical assets across 5 therapeutic areas, contributing to corporate valuation of $350B.🌐 Increased advancement of Phase 2/3 assets from 65% to 92% across all 5 therapeutic areas.Developed Asset Strategy VPs and Leaders as accountable heads for team assets, recognized as principal company goal.🌐 Co-led creation of global Asset & Brand Strategy, establishing a Pipeline Commercialization Model now widely adopted.🌐 Secured an 80% blockbuster rate, achieving more than multiple product launches exceeding $1B each over five years, markedly surpassing industry average success rate of 50%.🌐 Oversaw alignment and differentiation of asset strategies and lifecycle management across R&D, Commercial, and Manufacturing from GLP-tox decision to brand lifecycle end.🌐 Served as key leader on R&D Leadership and Commercial Extended Teams, establishing company's governance model, enhancing decision-making, and accelerating product launches and market readiness.🌐 Led asset teams in navigating risk assessments, portfolio decisions, and regulatory changes.🌐 Participated in the due diligence for acquisitions, including Allergen and companies in oncology and neuroscience. Show less Led lifecycle planning, efficiencies, and strategic alignment, boosting engagement and optimizing global launch readiness.🌐 Designed core capabilities and enhanced trust across 8 major areas, improving employee engagement scores by 50-90%.🌐 Led organization of 200+ with 15 direct reports, managed a $500K annual budget, and oversaw portfolio of 45 assets.🌐 Defined global lifecycle and launch readiness, achieving 50% efficiencies by integrating US and global operations.🌐 Led strategic lifecycle planning from Phase 2 through Launch (L+2), ensuring optimal use of Medical Affairs expertise, capabilities, and resources across the asset's lifecycle.🌐 Shaped new disease area strategies and prioritized Medical Affairs capabilities, including gap assessments, evidence plans, and communication strategies.🌐 Reduced asset footprint by 25% through portfolio-wide risk and trade-off assessments.🌐 Initiated and negotiated complex R&D and Commercial in-licensing alliances, managing multiple complex partnerships and optimizing performance by eliminating non-productive alliances.🌐 Led globalization of scientific publication activities, cutting 40% of non-strategic publications across affiliates, freeing up >$500K for reinvestment.🌐 Guided global and US field operations, defining company-wide strategies for in-field effectiveness, and establishing policies, procedures, and workflows across commercial, medical, and market access teams. Added 3 new field teams.🌐 Spearheaded digital strategy for Medical Affairs, overseeing omnichannel communication on drug information and managing digital capability teams, while ensuring alignment with Commercial leadership. Show less

  • Vice President Portfolio Lifecycle Leadership

    Sept 2024 - now

  • Vice President Asset Leadership | JAPAC Development

    Aug 2018 - Oct 2024

  • Vice President Medical Affairs Strategic Planning & Operations

    May 2014 - Aug 2018