Fractional COO & PM for healthcare, pharma and life sciences
I bring operational order to environments where governance and accuracy are non-negotiable, without drowning the team in bureaucracy.
16 years inside the operational layer. An independent fractional operator.
How Healthcare, Pharma operations break
In healthcare, pharma and life sciences, an operational slip is not just inefficient, it can be a compliance or patient-safety problem. The teams I meet are trying to move at the pace of the business while meeting standards that assume you never cut a corner. When process and governance are bolted on rather than built in, both suffer.
Compliance is a document, not a practice
The policy says one thing and the daily reality another, and the gap only shows up in an audit.
Data is scattered and inconsistent
The same record lives in several systems in several forms, which is a governance risk as much as an operational one.
Process depends on individuals
Critical steps happen because a specific person knows to do them, not because the system requires it.
Multi-site means multi-standard
Each location does it a little differently, so quality and compliance vary by where you look.
Audit readiness is a scramble
Proving you did the right thing means reconstructing it after the fact instead of showing a record that already exists.
No clear owner for governance in practice
Everyone assumes compliance owns it, but the day-to-day operational reality has no single owner.
Standards were added on top, not built in
These organisations grow around the clinical or scientific work, and operations follow. Governance gets layered on as requirements arrive, until the process is a stack of obligations nobody designed as a whole. The fix is to build the standard into the workflow, so doing the compliant thing and doing the efficient thing are the same action.
The order matters more than any single fix.
Diagnose first
I map how work and data actually flow against how governance says they should, and find the gaps that carry the most risk. This is the Operations Audit.
Build the standard into the process
The compliant step is part of the workflow, not a separate thing someone has to remember.
Implement, not advise
I stay until the process runs to standard in practice, not just on paper.
Make the record a by-product
Audit readiness that exists continuously, not assembled under pressure.
Leave it owned
Clear operational ownership of governance across every site.
The policy and the practice match, so an audit confirms what you already know. Data is consistent and trusted across systems. Every site runs to the same standard. And the team meets the requirements without the process becoming the job.
Where to start.
Operations Audit
The low-risk front door: I map practice against policy and find the gaps that carry the most risk.
Learn more →SOP Creation
I turn person-dependent, audit-critical steps into governed process the team follows.
Learn more →Fractional COO
I own operational governance a few days a month, across every site.
Learn more →Meet the standard without drowning in it.
A 30-minute call, no pitch. Tell me what is breaking and I will tell you straight whether I can help.