Strategic support for senior teams.
Confidential counsel for leaders.

Fractional Strategic Advisory is an ongoing, embedded partnership where I serve as a senior strategic resource to your evidence, value, or cross-functional team. This is the engagement model for SVPs and C-suite leaders who need VP-level judgment and domain expertise without the timeline or overhead of a full-time executive hire. The typical commitment is two to four days per month on a monthly retainer, with a minimum three-month engagement.

Fractional Strategic Advisory is for teams that need continuous senior judgment as decisions unfold over months. Project Intensives are for teams that need deep expertise applied to a defined problem within a clear timeframe. The intensives include health technology assessment (HTA) readiness reviews, integrated evidence plan development, launch evidence assessments, value communication workshops, and patient-focused drug development (PFDD) strategy and implementation.

The Discernment Practice is for leaders navigating their most consequential career and team transitions. The work is most valuable at career inflection, role transition, team or organizational restructuring, post-acquisition integration, or the architecting of a next chapter. These are decisions that demand discernment. What to carry forward, what to release, what to build next.

The right time is earlier than most teams assume. On the evidence side, the work begins meaningfully at first-in-human as a lighter-touch project intensive, and intensifies through Phase 2 toward sustained advisory cadence as more full-time-equivalent investment is warranted. Phase 3 design itself must be shaped by Joint Clinical Assessment (JCA) PICO considerations: the population, intervention, comparator, and outcome architecture that determines whether the eventual dossier will hold under EU access scrutiny. Waiting until eighteen to twenty-four months before launch is better than waiting until submission, but it is rarely early enough to recover decisions already made in protocol design and endpoint selection. If you are designing or running a Phase 2 or Phase 3 program with EU access in view, building or redesigning an integrated evidence plan, preparing for a health technology assessment (HTA) submission, or navigating a consequential career or team transition, the right time is now rather than later.

On the coaching side, engagement should begin at the front edge of a transition, not in the middle of it. Leaders who engage a thinking partner early reach better decisions, because the leverage to reshape the choice is still in their hands. The work is most valuable when the leader still has time to widen the aperture, weigh trade-offs, and architect what comes next. Engaging in the middle of a transition remains useful, but the most consequential decisions are usually upstream of the moment. The earlier the engagement, the more discernment can shape the path rather than absorb its consequences.

My deepest experience is in neurology, immunology, and rare disease. Across two decades, I have led evidence strategy and value demonstration for compounds in these therapeutic areas at scale. I take on engagements where the therapeutic area calls for that depth, or where the strategic challenge is general enough that the therapeutic area is not the binding factor.

Yes. Emerging biotechs are often where the gap between evidence ambition and senior evidence leadership is widest. I bring a VP-level perspective to teams that are not yet ready to make a VP-level hire, and to founders and senior leaders making evidence decisions that will shape the trajectory of the company.

Traditional HEOR consulting firms deliver against a defined statement of work. Generic executive coaches operate without the domain depth to hold a leader's most consequential decisions. My practice operates one register up from both.

On the evidence side, I am the senior strategic resource that helps a team define the right statement of work in the first place, integrate HEOR with real-world evidence, clinical, medical, and patient-focused evidence, and translate evidence into payer-relevant narrative. On the coaching side, I lead with The Discernment Practice. I bring the perspective of someone who has held senior seats in biopharma, and the depth to hold the inflection points where strategy, identity, and legacy converge. The work is closer to the role of an embedded senior leader and a confidential thinking partner than that of an external vendor or a category-generalist coach.

The two pillars are kept separate for ethical and structural reasons. Evidence strategy is an organizational engagement, with the company as the client. The Discernment Practice is a confidential engagement, with the individual leader as the client. The disciplines and confidentiality requirements differ. A single individual cannot be both my coaching client and the senior sponsor of an organizational engagement with their company.

Fractional Strategic Advisory engages on a monthly retainer scaled to the cadence of the work. Project Intensives are scoped as fixed-fee deliverables with defined timelines. The Discernment Practice is a confidential retainer with engagement length and cadence scoped together at the outset. Pricing is calibrated during the introductory conversation, where scope is matched to your needs and constraints.