Job Title: Vice-President
Reports To: Chief Executive Officer
FLSA Status: Exempt
Prepared By: Kimberly Marzano (email)
Prepared Date: 5/12/2010
SUMMARY
The Vice President will serve as head of the local biometrics contract research organization (“CRO”), with the ultimate responsibility of achieving established strategic, operational, and financial objectives, both short-term and long-term. The VP will be involved in all aspects of the business, including strategic planning; resource planning, management, and utilization; operations and quality management; business development; and budgeting and financial planning. The VP will have 4 to 6 direct reports who will comprise the management team. The team, particularly vis a vis the leadership skill of the VP, will be expected to foster a unique culture and work environment that will consistently drive both outstanding business performance and exceptional employee satisfaction.
PRIMARY AREAS OF RESPONSIBILITY include the following:
* Thoroughly understand and embody the vision, mission, and values of the company.
* Establish a professional leadership presence with all internal and external constituencies, which instills respect, confidence, and trust.
* Coordinate assignments of resources and projects across teams and ensure all teams stay on target.
* Develop and maintain competency framework, training programs, and attract and retain employees to foster best in class clinical operations.
* Through leadership style, develop a positive and enthusiastic culture with optimal communications.
* Promote a work environment where staff operates with a high sense of accountability, thereby allowing individual, team, and company goals to consistently be met.
* Identify business improvement opportunities and participate and/or lead in creating solutions which improve the client’s efficiency and effectiveness.
* Ensure that all client SOPs are adhered to and federal regulations are followed with respect to each client.
* Ensure that all vendor contracts appropriately delineate the responsibilities of the various parties involved in the clinical study.
* Conduct services meetings with current clients to gather feedback and maintain relationships.
* Work closely with the CEO and CFO on financial matters, including contract negotiations, budgeting, forecasting, and accounts receivable excellence.
* Work closely with the CEO, CFO, and the management team on executing the business strategy, to maximize revenue and profit growth and, ultimately, shareholder value.
QUALIFICATIONS
To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
* 5-7 years of relevant experience in a CRO, managing other staff members
* 15 years in CRO environment
* Masters or PhD preferred
* Strong written, oral communication and presentation skills with excellent interpersonal skills
* Good Clinical Practices (GxP Regulations; ICH guidelines; Good Quality Practices)
* Excellent problem solving skills in highly complex situations
* Exceptional time management skills. Able to balance many competing priorities with grace.
* Good negotiating skills
* Excellent judgment and decision making skills
* Leadership and line management skills with a balanced management approach which promotes collaboration and teamwork
* Management style that empowers employees
* Intellectually, emotionally, and logically smart. Well-grounded with solid common sense and direct approach that effectively deals with a broad range of people, backgrounds, and skill levels.
* Ability to establish and maintain effective working relationships with co-workers, managers and clients
* Team player and proven team builder. Good facilitator and collaborator. Persuasive. Can focus and continuously reinforce managements’ efforts to meet their goals.
* Ability to identify business improvement opportunities and to then effectively implement and institutionalize those improvements
* Able to analyze business intelligence and reports and to synthesize such information into action.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
See www.advancedclinical.com
Showing posts with label jobs. Show all posts
Showing posts with label jobs. Show all posts
Thursday, June 3, 2010
Friday, May 21, 2010
Big Pharma aims for reinvention
With some of his most profitable medicines going off patent, and the uncertainty of replacement drugs continuing to rise, US healthcare reform has been the least of Andrew Witty’s recent worries.
When the chief executive of GlaxoSmithKline presented his company’s most recent financial results last month, he gave a sense of how the UK’s biggest drugmaker – and the industry more generally – is responding to structural pressures: diversify to survive.
For his company, he says, this means a shift away from “white pills in western markets”, with the proportion of traditionally core patent-protected, chemically based drugs, which are sold mainly in North America and western Europe, falling to just more than a quarter of total sales.
For many years, large companies such as GSK have relied on a handful of typically high-priced, mass-market “blockbusters” that generate billions of dollars a year in sales. But as patents expire on drugs such as Lipitor, Pfizer’s anti-cholesterol medicine that is the biggest selling medication in history, big pharma is having to rethink its business model.
Most large pharmaceutical companies have adopted four principal strategies to diversify. First, expand the range of products in the research and development pipeline and the use of external as well as in-house scientists to discover them. Second, expand geographically, especially into emerging markets. Third, increase sales of products other than patented prescription medicines. Fourth, experiment with greater flexibility in pricing in different countries and with ways to ensure drugs provide value for money.
Read the rest of the article -- FinancialTimes.com
Visit us at www.advancedclinical.com
When the chief executive of GlaxoSmithKline presented his company’s most recent financial results last month, he gave a sense of how the UK’s biggest drugmaker – and the industry more generally – is responding to structural pressures: diversify to survive.
For his company, he says, this means a shift away from “white pills in western markets”, with the proportion of traditionally core patent-protected, chemically based drugs, which are sold mainly in North America and western Europe, falling to just more than a quarter of total sales.
For many years, large companies such as GSK have relied on a handful of typically high-priced, mass-market “blockbusters” that generate billions of dollars a year in sales. But as patents expire on drugs such as Lipitor, Pfizer’s anti-cholesterol medicine that is the biggest selling medication in history, big pharma is having to rethink its business model.
Most large pharmaceutical companies have adopted four principal strategies to diversify. First, expand the range of products in the research and development pipeline and the use of external as well as in-house scientists to discover them. Second, expand geographically, especially into emerging markets. Third, increase sales of products other than patented prescription medicines. Fourth, experiment with greater flexibility in pricing in different countries and with ways to ensure drugs provide value for money.
Read the rest of the article -- FinancialTimes.com
Visit us at www.advancedclinical.com
Saturday, May 15, 2010
Risk Management from Advanced Clinical
Risk is a huge problem in clinical trials, and Advanced Clinical is swift and professional about identifying, assessing, prioritizing, mitigating and tracking risks to proactively avoid those risks – before they become issues that cause the trial to delay the trial. Some risks, unmitigated, can cause 2 years of delay!
Advanced Clinical:
o Assesses risks
o Prioritizes risks
o Reduces uncertainty
o Mitigates risks
o Manages/monitors risks
o Optimizes procedures to reverse risks
Advanced Clinical recognizes the four types of risk: operational, strategic, financial, and market, so no area is overlooked. Advanced Clinical also assesses the scale of the impact, and the likelihood of occurrence of the risk over the trial period.
We want success and advancement for your discovery's trial as much as you do, and managing and mitigating risks is one of our keys to success.
Our teams learn our risk management techniques. If you want to learn about them as well, check out our design your dream job contest: you may win a $200 gift certificate and also get your dream job!
See www.advancedclinical.com
Advanced Clinical:
o Assesses risks
o Prioritizes risks
o Reduces uncertainty
o Mitigates risks
o Manages/monitors risks
o Optimizes procedures to reverse risks
Advanced Clinical recognizes the four types of risk: operational, strategic, financial, and market, so no area is overlooked. Advanced Clinical also assesses the scale of the impact, and the likelihood of occurrence of the risk over the trial period.
We want success and advancement for your discovery's trial as much as you do, and managing and mitigating risks is one of our keys to success.
Our teams learn our risk management techniques. If you want to learn about them as well, check out our design your dream job contest: you may win a $200 gift certificate and also get your dream job!
See www.advancedclinical.com
Thursday, April 15, 2010
Stay in the loop with Advanced Clinical's Team Integration
Several studies* have been performed on the linkage among team building, team cohesion, and team performance. An integrated team will achieve improvements in performance by developing the right "Team Culture" and adopting the behaviors needed to support and reinforce that culture. A strong Team Culture leads to reduction of waste, duplication, unnecessary processes and procedures. Most importantly, it leads to the willingness to succeed.
Many times there is limited or no effort taken to create a joint view of the goals that should be achieved, build trust among team members, and to integrate the team. As a result, the team is not productive as a unit as they become "disengaged". Disengaged employees are 33% less productive on average according several reports*. This costs companies a lot of money, risk, and time.
To keep clinicians and consultants in the loop, Advanced Clinical has built our "Team Integration Method". Our method succeeds in creating a completely harmonized team, whether working on-site or off-site to ensure maximum employee engagement, productivity and overall performance.
Advanced Clinical believes our consultants should be "close" with not only their colleagues on a project, but the project managers and the client's team as well. Bonding exercises and introductions take place before our clinical trials. Mutual respect and complete communication is ongoing to keep workplace karma good, and, ultimately, to ensure successful trials completion.
We've launched our “Design Your Dream Job” contest to identify the best ways to make employees happy and productive in the workplace. You could win a $200 gift card to any store of your choosing, an iPod shuffle, and maybe the job of your dreams.
Enter today.
*Sources:
Bloom, G. A., Stevens, D. E., and Wickwire, T. L. (2003). Expert coaches’ perceptions of team building. Journal of Applied Sport Psychology. 15: 129-143.
Crron, A.V., Brawley, L.R., and Widmeyer, W. N. (1985). The Group Environment Questionnaire.
Carron, A.V., Bray, S.R., and Eys, M.A. (2002).Team cohesion and team success in sport. Journal of Sports Sciences, 20, 119-126.
Dirks, K.T. (2000). Trust in leadership and team performance: evidence from NCAA basketball. Journal of Applied Psychology, 85(6) 1004-1012.
Ebbeck, V. and Gibbons, S. L. (1998). The effect of a team building program on the self-conceptions of grade 6 and 7 physical education students. Journal of Sport and Exercise Psychology, 20; 300-310.
Everett, J. J., Smith, R. E., and Williams, K.D. (1992). Effects of team cohesion and identifiably on social loafing in relay swimming performance. International Journal of Sport Psychology. 23: 311-324.
Kozub, S.A. & Button, C.J. (2000). The influence of a competitive outcome on perceptions of cohesion in rugby and swimming teams. International Journal of Sport Psychology. 31: 82-95.
Landers, D. M. and Luschen, G. (1974). Team performance outcomes and the cohesiveness of competitive coacting groups. International Review of Sports Sociology. 5: 57-69.
Martin, R. and Davids, K. (1995). The effects of group development techniques on a professional athletic team. The Journal of Social Psychology, 135 (4) 533-535.
Meyer, B.B., Wenger, M.S. (1998). Athletes and adventure education: An Empirical Investigation. International Journal of Sport Psychology, 29, 243-266.
Murphy, J. M. (2001). The effect of a one-time team building exercise on team cohesion.
Sencecal, J., Loughead, T.M., and Bloom (2008). A season-long team-building intervention: examining the effect of team goal setting on cohesion. Journal of Sport & Exercise Psychology, 30, 186-199.
See www.advancedclinical.com
Many times there is limited or no effort taken to create a joint view of the goals that should be achieved, build trust among team members, and to integrate the team. As a result, the team is not productive as a unit as they become "disengaged". Disengaged employees are 33% less productive on average according several reports*. This costs companies a lot of money, risk, and time.
To keep clinicians and consultants in the loop, Advanced Clinical has built our "Team Integration Method". Our method succeeds in creating a completely harmonized team, whether working on-site or off-site to ensure maximum employee engagement, productivity and overall performance.
Advanced Clinical believes our consultants should be "close" with not only their colleagues on a project, but the project managers and the client's team as well. Bonding exercises and introductions take place before our clinical trials. Mutual respect and complete communication is ongoing to keep workplace karma good, and, ultimately, to ensure successful trials completion.
We've launched our “Design Your Dream Job” contest to identify the best ways to make employees happy and productive in the workplace. You could win a $200 gift card to any store of your choosing, an iPod shuffle, and maybe the job of your dreams.
Enter today.
*Sources:
Bloom, G. A., Stevens, D. E., and Wickwire, T. L. (2003). Expert coaches’ perceptions of team building. Journal of Applied Sport Psychology. 15: 129-143.
Crron, A.V., Brawley, L.R., and Widmeyer, W. N. (1985). The Group Environment Questionnaire.
Carron, A.V., Bray, S.R., and Eys, M.A. (2002).Team cohesion and team success in sport. Journal of Sports Sciences, 20, 119-126.
Dirks, K.T. (2000). Trust in leadership and team performance: evidence from NCAA basketball. Journal of Applied Psychology, 85(6) 1004-1012.
Ebbeck, V. and Gibbons, S. L. (1998). The effect of a team building program on the self-conceptions of grade 6 and 7 physical education students. Journal of Sport and Exercise Psychology, 20; 300-310.
Everett, J. J., Smith, R. E., and Williams, K.D. (1992). Effects of team cohesion and identifiably on social loafing in relay swimming performance. International Journal of Sport Psychology. 23: 311-324.
Kozub, S.A. & Button, C.J. (2000). The influence of a competitive outcome on perceptions of cohesion in rugby and swimming teams. International Journal of Sport Psychology. 31: 82-95.
Landers, D. M. and Luschen, G. (1974). Team performance outcomes and the cohesiveness of competitive coacting groups. International Review of Sports Sociology. 5: 57-69.
Martin, R. and Davids, K. (1995). The effects of group development techniques on a professional athletic team. The Journal of Social Psychology, 135 (4) 533-535.
Meyer, B.B., Wenger, M.S. (1998). Athletes and adventure education: An Empirical Investigation. International Journal of Sport Psychology, 29, 243-266.
Murphy, J. M. (2001). The effect of a one-time team building exercise on team cohesion.
Sencecal, J., Loughead, T.M., and Bloom (2008). A season-long team-building intervention: examining the effect of team goal setting on cohesion. Journal of Sport & Exercise Psychology, 30, 186-199.
See www.advancedclinical.com
Friday, April 9, 2010
Design Your Dream Job with Advanced Clinical
We at Advanced Clinical take a tailored approach to designing your dream job. Meet some of our recruiters.
See www.advancedclinical.com
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