Culture is not a byproduct of strategy; it is the strategy

I didn’t leave college knowing exactly how my career would unfold, but I found purpose early. My senior year of college, during a recruiting event I listened to a presentation describing pharmaceutical manufacturing as a way to improve people’s lives, it immediately clicked for me. That sense of impact sparked a 20+ year journey at GSK and led to my current role at FUJIFILM Biotechnologies, where delivering life-changing medicines is what continues to get me out of bed every morning.

I’ve worked across procurement, supply chain, business development, external manufacturing, and site leadership, and I’ve learned there’s always a way to create value — especially in adversity.

The times when I’ve learned the most have always started with a difficult challenge requiring me to stretch out of my comfort zone. In 2015, my first global role — managing a large team across 40+ countries — taught me to build relationships on common ground, be transparent, and actively seek new perspectives. In 2016, stepping into my first VP role, I initially tried to emulate what I thought was a must to succeed. An executive coach helped me reset to instead define my leadership by the experience I want people to have — to lead with the standards I hold myself to and in a way that allowed me to be authentic.

In early 2020, I returned to North Carolina to lead one of the largest respiratory sites through COVID-19. My first priority was trust — ensuring the team trusted me to keep them safe so they could keep making medicines that saved lives. That period cemented a core value for me: if you take care of the team, the results follow.

I have carried this standard with me at FUJIFILM Biotechnologies, which aligns with the company’s ethos: putting the right people in the right roles and letting them flourish. We prioritize people, feedback, and genuine development from day one. I champion radical candor because honest, caring conversations are among the most powerful investments a leader can make. It’s not a leader’s job to do what is easiest.

I’m still learning, asking for help, listening more than I speak, and mentoring others. With two daughters watching, I want them to see that purpose, humility, and community can shape a career — and that leadership, at its best, helps people do the best work of their lives. Culture isn’t a byproduct of strategy; it is the strategy.