London, 27 June 2025

How did you start your career?

I’ve been in the industry for quite some time now. I began my career as a bench microbiologist at a very small pharmaceutical company. At the time, the company had lost its entire microbiology team, and two of us started on the same day to essentially rebuild the department from scratch. We wrote standard operating procedures, developed an environmental monitoring programme, validated sterilisation processes, brought in and qualified the water system, and carried out autoclave validations. It was hands-on, foundational work that gave me a true appreciation for the complexity and responsibility of working in pharmaceuticals.

Within six months, I was promoted to a supervisory role, where I hired and trained technicians, expanded the team, and eventually moved into quality assurance management. Over the years, I’ve taken on many roles across quality and even had the experience of managing manufacturing. Each experience gave me a more well-rounded understanding of how medicines are made, and the importance of getting it right.

When you reflect on your time with Hikma, what stands out?

Hikma’s investment in the Cherry Hill site was truly transformative. The facility itself has been around for over 50 years, but it takes a significant commitment, both financially and operationally, to maintain and modernise a site to meet today’s rigorous standards. Hikma didn’t just invest in the infrastructure; they invested in people. They brought in the right expertise, fostered collaboration, and instilled a clear purpose in the work we do.

What advice would you give to someone early in their career?

Be true to yourself and never be afraid to ask questions. One piece of advice I often give is if you ever have doubts about what you're being asked to do, refer to your procedure or check the Code of Federal Regulations. If someone gives you direction that doesn't feel right, ask to see the documented process. Sometimes, just asking the question can help clarify, catch or correct a potential misunderstanding.

Also, remember that mistakes happen, but what matters is how you respond. Learn from them. Own them. And above all, always choose what’s right. In this industry, we’re not making sweets, we’re producing critical medicines. Every detail matters, and our commitment to quality must be unwavering.

What’s been the most pivotal moment in your career?

There have been many defining moments, both challenging and rewarding. Early in my career, I was held accountable for a decision that someone else had made, and it taught me a lifelong lesson about responsibility, documentation, and staying informed. That experience shaped how I work and how I lead today.

At Hikma, a pivotal moment was the opportunity to move into manufacturing between 2015 and 2017. I had spent most of my career on the quality side, and stepping into manufacturing gave me invaluable insight into the inner workings of our processes and to some extent, the equipment. I’m very hands-on and learning how things function made me a better quality professional. It also deepened my respect for the people on the production floor and the challenges they navigate every day.

How would you describe your early experiences of gowning up and working in aseptic environments?

I remember the early days of my career, gowning up for sterility testing. The lab was a single, quiet room with just a bench, and in that space, there were no distractions. It was just you, the procedure, and the product. I loved that focus.

Aseptic processing is one of the most critical areas in pharmaceutical manufacturing. When you gown up, you're not protecting yourself, you’re protecting the product. You become a barrier between the environment and the medicine. It’s essential that every person who enters those areas fully understands their responsibility. Proper training, vigilance, and respect for the process are non-negotiable.

What fuels your passion for this work?

What keeps me going is simple: I love what we do. It’s more than a career, it’s a purpose, and during the pandemic, that purpose became even more tangible. There was so much uncertainty, yet we had to remain focused and motivated, knowing that many of the medicines we produce are used in critical care. It was humbling to realise the role we play, not just in the supply chain, but in people’s lives.

One of the most meaningful aspects of my role is helping others stay connected to that purpose. In challenging times, leadership is about more than operations, it’s about people. I work hard to remind my team why our work matters, and to help them feel proud of every procedure followed, every batch completed, every patient helped.

We may not be on the front lines in the way clinicians are, but we support those who are. We feed the front line. The medicines we make allow others to do their jobs, and that continues to inspire me every single day.