How did you become an executive in the health care industry? Did you always have an interest in health care?

I am a second generation UCSF pharmacist. I grew up working in my father’s community pharmacy in Ukiah, California, seeing firsthand how he helped his patients understand their medicines and how he learned about new medicines from pharmaceutical industry representatives.  So it was natural for me to develop an appreciation of the rewarding nature of working in healthcare, developing and launching new medicines and vaccines to improve patients’ lives. When I was an assistant professor at the Philadelphia College of Pharmacy, one of the physicians who I knew from intercity Infectious Disease rounds at the Hospital of the University of Pennsylvania recruited me to come work in Medical Affairs at SK&F after he joined the company.

How do you predict COVID-19 vaccine development and distribution processes will impact future vaccine commercialization?

The research, development, approval and distribution of COVID-19 vaccines has brought changes that can be utilized for future new medicines.  Active NIH and FDA engagement with the sponsoring company from protocol design, clinical study execution, telemedicine/remote patient visits, remote site inspections, a streamlined electronic submission and review process, to FDA approval (for emergency use), used 21st century technology and parallel processes to accelerate the development, review and approval processes.  All of these processes can be used to accelerate development and commercialization of future new medicines and vaccines.

In your experience, how has board service evolved in response to COVID-19? Are there any changes to relationships, expectations, or workload you believe are here to stay?

The COVID-19 situation has required boards and management teams to change how we operate. Immediately, in late February and early March, management had to focus on acquiring and providing protective equipment and making unbudgeted investments for changes to physical layouts to accommodate social distancing to protect our employees.  Boards worked with management to develop and approve remote working policies/support and implement new ways of working such as Zoom town halls, virtual team meetings and other remote connections/events to maintain company culture, collaboration, and connections with employees.

Boards had to consider if changes to the incentive compensation programs/criteria were needed to reflect the business impact of COVID-19 on the company, and to maintain motivation, retention and recruitment of new employees.

Many companies added monthly Zoom board update calls to supplement quarterly Zoom board meetings to provide enhanced support for CEO and management and to support timely decision making and policy changes. “Seeing” other board members and management by video has been quite effective for financial and operational reviews, risk oversight and committee meetings. However, what has been lost are personal connections and the ad hoc conversations at board and committee meetings and board dinners. As a result, most board directors are devoting additional time spent with each board they serve on during COVID-19.  I expect that once COVID-19 situation is under control and we are all vaccinated, boards will return to in-person meetings as the norm.

You are an adjunct professor at the University of California, San Francisco. With a busy schedule serving on a number of boards, what keeps teaching a priority for you?

For me, serving on multiple boards after 28 years in the industry is intellectually engaging, enjoyable and rewarding. Working with students is energizing and keeps me updated on current issues that they are discussing in other classes/seminars or at the clinical sites where they are learning and working. I learned from my father. I want to share what I have learned over the past 30 years with the next generation.

Personally or professionally, what might the WBL network be surprised to know about you?

Personally, some women in WBL may know that I married my high school sweetheart 46 years ago.  We have two daughters who are both working in healthcare, a 3 year old granddaughter and we are so lucky to have had two wonderful sons-in-law join our family.  Surprising to some, I am a fourth generation Californian, born in SF, who has now lived on the east coast for more than 40 years, longer than I lived in northern California!