The perspective behind the practice.
I help biopharma leaders build evidence strategies that earn access in a converging market, shape HTA decisions, and make patient-centricity operational rather than aspirational. Through The Discernment Practice, I coach leaders at consequential inflection points: the decisions that shape a leader’s next chapter.
For two decades, I have operated at the intersection of global value strategy, health economics, outcomes research, and patient-focused drug development.
My career began in clinical research, before moving into management consulting at Deloitte, then progressive leadership at Bristol-Myers Squibb and executive leadership at EMD Serono, where I most recently served as VP and Head of Neurology and Immunology, Global Value Demonstration.
Value demonstration strategies
that achieved NICE positive determination, enabling patient access seven months ahead of plan
Integrated evidence plans
connecting HEOR, real-world evidence, and clinical development
A through-line of developing leaders
whose growth is the legacy I am most proud of
Real-world evidence programs
winning the Scrip Award for Best Use of Real-World Evidence and shaping global RWE standards through PhRMA workgroup leadership since 2017
Patient-focused drug development programs
recognized with a Brandon Hall Gold Award and built into sustained organizational capability
The two-gap diagnosis
I started this practice because I saw two gaps. Biopharma teams, especially emerging biotechs, often lack access to senior, cross-functional evidence leadership. The decisions that shape whether a medicine reaches patients are made years before launch, in evidence plans, HTA strategies, and patient engagement frameworks that demand scientific rigor and strategic judgment. Leaders, in turn, rarely have a confidential thinking partner at the inflection points where careers turn.
The parallel offering
Today I work as a fractional strategic advisor with biotech and biopharma teams in neurology, immunology, and rare disease, navigating integrated evidence planning, U.S. value and access pressures, and EU HTA and Joint Clinical Assessment (JCA) readiness. I bring the strategic lens of a management consultant, the scientific rigor of more than one hundred publications and invited presentations, and the operational judgment of someone who has led these functions from the inside. In parallel, I lead The Discernment Practice — confidential coaching for leaders at consequential inflection points.
My evidence work is grounded in experience like co-chairing the Caregiver Pathways Task Force, a National Alliance for Caregiving and LEAD Coalition initiative, contributing to the first national report on family caregivers in medical product development. My coaching is grounded in two decades of developing leaders, whose growth is the legacy I am most proud of.
A distinctive approach across both practices
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Integration over specialization
Evidence strategy fails when health economics and outcomes research, real-world evidence, clinical, medical, and patient insights work in silos. I connect these functions around a unified value narrative. The same instinct shapes my coaching: the leader's strategy, identity, and legacy are not separate problems to solve in isolation.
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Rooted in public health and patient experience
My career started in clinical research working directly with patients, and patient-centered thinking has been a through-line ever since, from identifying new measures of value in oncology at Bristol-Myers Squibb to building patient-focused drug development into an organizational capability. My training spans behavioral psychology and psychopharmacology, epidemiology, health services research, and public health. That foundation shapes how I think about evidence: it exists to improve outcomes for real people.
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Discernment over consensus
The work that matters most is where the right answer is not obvious. Discernment is the practice of seeing what is already there clearly enough to build what you’ve earned. It is the discipline to defend what should be defended, and the willingness to name what is being avoided.
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Consulting rigor, industry depth
My Deloitte training gave me structured problem-solving and stakeholder management. My twenty years across biopharma and consulting gave me the domain expertise to know what actually works. The combination informs both pillars of the practice: evidence strategy that holds under HTA scrutiny, and The Discernment Practice, grounded in the patterns I have seen unfold across two decades of leadership careers.
Career arc
Hospital for Special Surgery
Deloitte
Ortho-Clinical Diagnostics (Johnson & Johnson)
Bristol-Myers Squibb
EMD Serono
Schiffon Wong Strategic Advisory, Founder and Principal
Education and Credentials
Doctoral Studies, Health Services Research
Boston University School of Public Health (Specialization in Health Quality and Outcomes)
Master of Public Health, Epidemiology
Columbia University, Mailman School of Public Health
B.A., Behavioral Psychology and Psychopharmacology
City University of New York, CUNY Baccalaureate Program
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Frequently Asked Questions
My career began in clinical research, then moved into management consulting at Deloitte, progressive leadership at Bristol-Myers Squibb, and executive leadership as Vice President and Head of Neurology and Immunology, Global Value Demonstration. Across two decades, I have operated at the intersection of global value strategy, health economics, outcomes research, and patient-focused drug development. My training spans behavioral psychology and psychopharmacology, epidemiology, health services research, and public health.
I launched the practice because I saw two gaps. Biopharma teams, particularly emerging biotechs, often lack access to senior, cross-functional evidence leadership at the moment when those decisions matter most. Leaders, in turn, rarely have a confidential thinking partner with the depth to hold the inflection points where careers turn. Both gaps are addressable. Neither is well-served by the traditional firm model.
The Discernment Practice, my coaching offering, is International Coaching Federation (ICF) track. I am pursuing Georgetown University’s Executive Certificate in Leadership Coaching, an ICF Level 2 program, in fall 2026. The coaching draws on nearly two decades of developing leaders inside biopharma organizations, alongside the structured methodology that ICF accreditation requires.
I serve as a fractional strategic advisor to biopharma teams, which is distinct from a fractional executive role. The work is embedded and ongoing, but I am not in the operating reporting line. Board service is a consideration for the right opportunity, where the company's evidence agenda aligns with my expertise and the governance structure invites independent judgment.
