Tony Wiemelt

Director

2015 - Current

Chief Administrative Officer, Precision Medicine

2013 - 2015

Developed and implementing business plans for strategic and operational aspects of Penn Medicine’s Precision Medicine program. Responsible for operationalization of all activities across UPenn Health System's four hospitals, diagnostic/research centers, and affiliate operations (including clinical demonstration projects, IT infrastructure, education, reimbursement modeling, and community network building). -Managed $2M operating budget and departmental personnel; made recommendations to Vice Dean/Vice President for Precision Medicine in support of program development. - Initiated and managed 5 clinical demonstration projects implementing precision medicine in Oncology, Neuroscience, Ob/Gyn, and Cardiovascular medicine. Orchestrated scientific peer grant-review process for FY2016 projects. - Managed / negotiated complex needs of diverse stakeholders (CEO and Dean’s leadership teams, division chiefs, diagnostic specialists, bioinformatics experts, and other senior leaders) to develop and support Precision Medicine program. Presented ‘road-show’ of program to over 20 clinical and business departments. - Organized annual health system-wide Precision Medicine retreat with 100+ participants; authored, organized and edited contributions to system-wide quarterly newsletter. - Created internal SharePoint information flow platform and Precision Medicine intra-website. - Built and strengthened existing collaborations with both internal and external constituents to meet program goals for clinical growth and profitability, including partnerships with regional pharmaceutical companies. - Represented Penn Medicine at international conferences and policy forums.

Director & Infectious Disease Portfolio Leader, Global Project Management

2011 - 2013

Orchestrated senior management oversight of Infectious Disease pipeline (over 30 assets). Facilitated scope, budget, prioritization reviews, strategic portfolio, and programmatic discussions with senior management. Translated strategy into specific action items and monitored/reported key performance indicators (i.e., first in human). - Aligned management and development team expectations to drive key program milestones across product lines, resulting in yearly Infectious Disease pipeline value growth of +29% (2011) and +23% (2012). - Authored annual business briefing presentation content, establishing analyst expectations of the pipeline. - In light of shifting regulatory environment, led reassessment of development strategy for complex, high-priority β-lactamase inhibitor program (to restore antibiotic potency), resulting in savings to Merck in excess of $200M and acceleration of planned WMA filing by one year. - Mobilized 15+ cross-functional due diligence / in-licensing teams. With R&D leads, formulated development plans / timelines and valued assets. Managed team responsible for execution of +$600M partnership with another large pharma company for late-stage diabetes asset. - As Merck Research Laboratory business lead for Information Technology projects, led both pilot of Microsoft’s Portfolio Optimizer tool with Infectious Disease portfolio and subsequent use in cross-therapeutic prioritization exercise, enabling appropriate investments in highest priority assets across Merck’s pipeline. - As part of departmental leadership team overseeing 130+ staff, identified morale issues reducing productivity. Created and chaired team that sponsored activities leading to improvement in morale after one year, according to 95% of survey respondents.

Director & Oncology Portfolio Leader, Project Leadership and Management

2009 - 2011

Managed cross-functional senior leadership team oversight of Oncology portfolio (~20 assets). Coordinated annual budget and prioritization analysis. Managed Oncology development and information technology projects. - Choreographed Oncology portfolio integration during Merck/Schering-Plough merger. Prepared complete assessments of all drug candidates, which enabled prioritization decision-making among combined pipelines. - Directed development, piloting, installation, and company-wide training for collaboration platform to >110 cross-functional/divisional product teams, consolidating disparate information hubs, enhancing team communication, and, ultimately, increasing productivity. Described by senior management as ”a technical tour-de-force.” - Managed lifecycle activities for PEG INTRON (Hepatitis B/C) and SYLATRON (melanoma) programs. Drove on schedule fulfillment of multiple post-marketing commitments to support combined 2012 sales of $653M.

Associate Director & Oncology Therapeutic Area Lead

2006 - 2009

Liaised between Oncology managers and therapeutic management leaders to ensure achievement of programmatic milestones (i.e., first in human) and advancement of pipeline. Served as member of Global PM Leadership team. - Managed staff of 14 individuals, including performance reviews, promotions, and year-end calibrations. Led compensation process for departmental Leadership Team for ~50 staff. - Developed Project Management competency model, including assessment / prioritization of core competencies across all levels within department. Enabled competency gap assessment to direct individual staff training and targeted selection interview process for recruitment of key talent. - Led ZOLINZA® team through planning for and initial execution of five late-stage lifecycle oncology indications, laying groundwork for significant program expansion. - Directed Aurora Kinase Inhibitor development team through planning and execution of chronic myelongenous leukemia (CML) and additional solid / liquid tumor indications. Facilitated team decision process that ultimately led to recommendation for program termination due to safety concerns in Phase I.

Project Manager, Global Project Management

2004 - 2006

Managed early and late stage asset development teams. Drove alignment to project scope, budget, and timelines. - Managed EMEND® and IV formulation core development team, pediatric, WMA planning subteams. Coordinated cross-functional regulatory submission inputs leading to supplemental filings for Chemotherapy Induced Nausea and Vomiting (moderately emetogenic chemotherapy, CINV MEC), Post-Operative Nausea and Vomiting (PONV), and IV formulation for CINV, ultimately leading to $489M yearly sales (2012). - Facilitated business alliance with ONO Pharmaceutical (Japan) to enable ONO to develop EMEND® for Japanese market yielding $80M yearly sales (2012). - Facilitated newly formed VLA4 Inhibitor, GluR1 Inhibitor, ORL1 Inhibitor early development teams in Neuroscience pipeline. Led teams through planning, review, and approval processes for initial clinical programs. Assisted in preparations for pre-IND meetings with FDA.

Project Coordinator, Global Project Management

2001 - 2004

Integrated development team activities to efficiently accomplish key scientific, medical, regulatory, and commercial objectives. - Provided leadership to CANCIDAS® team in preparation of successful sWMA filings for Invasive Candidiasis and Empirical Therapy common technical documents (CTD), which were among the first submitted by Merck (product garnered $610M sales in 2012). - Prepared agendas for and facilitated GABA Inhibitor core development team. Led bulk and clinical drug supply teams.

Post Doctoral Fellow, Developmental Neuroscience, Molecular Biology, Genetics

1999 - 2001

Zebrafish development (role of bone morphogenetic proteins (BMPs) in the specification of neural tissues; mechanisms of gene action in early neural patterning). Awarded National Institutes of Health National Research Service Award, Cell & Molecular Biology NIH fellowship. 1. Wagner DS, Dosch R, Mintzer KA, Wiemelt AP, Mullins MC. Maternal Control of Development at the Midblastula Transition and beyond; Mutants from the Zebrafish II. Dev Cell. 2004 Jun;6(6):781-90. 2. Dosch R, Wagner DS, Mintzer KA, Runke G, Wiemelt AP, Mullins MC. Maternal Control of Vertebrate Development before the Midblastula Transition; Mutants from the Zebrafish I. Dev Cell. 2004 Jun;6(6):771-80.