Built for the handoffs we underestimate on every project.
What I Do
Most operational problems in biopharma facilities don't start the day they surface. They start earlier, in the asset data that never made it into the CMMS, the maintenance program that exists on paper but not in practice, the workflow nobody adopted because nobody designed it for the people using it.
That's the gap I work in, the space between a capital project ending and an operations team actually being ready to run what got built.
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When a facility comes online, the focus is on construction, commissioning, and qualification. What gets underestimated is what comes after. Before your operations team can run the building, every asset needs to be in the CMMS with accurate data, active job plans, and PM schedules that reflect how the facility actually runs. That work sounds administrative. It isn't. When it doesn't happen before handover, maintenance starts reactive and stays that way.
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A maintenance program that exists on paper but doesn't reflect how the facility actually operates isn't a program — it's a document. I work with teams to build or rebuild the reliability strategy, PM plans, spare parts framework, and CMMS architecture that make it possible for people to do their jobs well. The goal isn't a perfect system. It's one people can actually use.
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Most capital project portfolios are being managed through a combination of emails, spreadsheets, and tribal knowledge. Everyone is busy. Nobody has the full picture. I design the intake, tracking, and reporting workflows that give leadership real visibility — built around the tools the team already works in, and designed with adoption in mind from the start.
About Me
I've spent my career at the intersection of capital projects and operations. First as a contractor delivering commissioning and qualification work at Bristol Myers Squibb, Sanofi Genzyme, and Amgen. Then six years inside BMS as a Maintenance Engineer, Systems Lifecycle Engineer, and Business Operations Manager, building the same programs from the inside that I now advise on from the outside.
What that arc gave me is something most people on either side of a facility handoff don't have. I've been the contractor handing over to operations, the operations engineer inheriting what contractors deliver, and the internal leader trying to get both sides to work together. I know what each of those roles sees, what they miss, and where things fall apart between them.
The project team and the operations team don't always speak the same language. They don't share the same definition of done. That gap is where the most expensive problems form, not because anyone's doing something wrong, but because no one designed the handoff.
That's what I enjoy working on. Every client works directly with me.